CDP Boda English

City Development Plan (CDP)
Of
Boda
District: Rajgarh State: Madhya Pradesh
Final CDP Report

February 2014
SUBMITTED TO:
Urban Administration & Development Department (UADD),
Government of Madhya Pradesh
Contact: Palika Bhawan, Shivaji Nagar, Nr 6th No Bus Stop,
Bhopal 462011. MP
Telephone: + 91 755 2555006, Facsimile: + 91 755 2555005, E-mail:
info@mpusp.org
PROJECT CO-ORDINATION BY:
City Managers Association, Madhya Pradesh
PROJECT PREPARED BY:

PLANNING & RESOURCES ON URBAN DEVELOPMENT
AFFAIRS (PRUDA)
R & D Wing of
ALL INDIA INSTITUTE OF LOCAL SELF GOVERNMENT
(AIILSG)
Contact: Barfiwala Bhavan, Near Bhavans College, Khanpur,
Ahmedabad-380 001.Gujarat
Telephone:+ 91-79-25602770 (direct). 25601296 Tele fax : 25601835.
E-mail : go2pruda@gmail.com, pruda@aiilsg.org
Acknowledgement
This Report on City Development Plan (CDP) is a result of over two
years collective hard work of several individuals. Firstly we wish to express
our sincere thanks to Urban Administration and Development Department
(UADD), Government of Madhya Pradesh for supporting the study at such a
right time when Madhya Pradesh is Urbanising at a fast rate and the Urban
Local Bodies of the State are facing the challenge of meeting the requirements
of the growing population with limited technical and financial resources.
Special thanks are due to Shri S.N. Mishra (Principal Secretary, UADD,
GoMP) and Shri Sanjay Kumar Shukla (Commissioner, UADD, GoMP) for
leading this massive exercise for the Urban Local bodies of Madhya Pradesh.
I would like to record a special word of thanks to Mr. M.K Shrivastava (Chief Engineer,
UADD, GoMP) who provided very valuable professional and intellectual inputs and contributed
ground level knowledge to the team working on CDP for small Urban local Body (ULB) like Rajgarh,
Khilchipur, Khujner, Khujner, Talen, Boda and Zeerapur of Rajgarh District.
Output like preparing City Development Plans for all the small ULBs in a state cannot be
generated without an excellent professional coordination support given by City Managers Association
of Madhya Pradesh (CMAMP). I would like to take this opportunity on behalf of AIILSG to all the
persons working at CMAMP specially Mr. Pravin Bhagwat (Senior Urban Planner and State
Coordinator of the exercise), Moonis Ahmed Ansari (Web Content Manager), Pushkar Pansari
(Associate (Finance), Chandan Kushwah (Office Manager) who showed a constant and tiring efforts
during the entire exercise.
We are grateful to all the Urban Local Bodies for providing excellent hospitality during our
visit to the cities; Officers and the concerned staff of ULB Department in the towns who have
cooperated and provided their valuable time (during detailed discussions in the field visits) as well as
data and information for the project (when ever required).
AIILSG would like to put on record its thanks to Shri N.B Lohani (IAS (Retd.) and Advisor
to AIILSG), Shri S.K Sharma (Regional Director, AIILSG-Bhopal), Shri K.R Sharma (Deputy
Director, AIILSG-Bhopal) and all the persons working at AIILSG Regional Centre at Bhopal who
have cooperated and provided their valuable time and research inputs to the team when ever required
for the Project.
The CDP would not get completed without the immense hard work put in by the core team
members of PRUDA Unit of AIILSG. I would like to thank and congratulate Mr. Ajay R. Agrawal
(Executive Director, PRUDA), Mr. Jay N. Padalia (Associate Project Director, PRUDA) as well as all
other team members for their tiring efforts towards completion of project.
I take this opportunity on behalf of AIILSG to express gratitude to all the people who have
been instrumental in the successful completion of the project. We have all been enriched by the
experiences gained and shared during this endeavor. We hope the report will contribute in some way
towards implementation of strategies and projects in the cities in the near future.
Ranjit S. Chavan
Director General
All India Institute of Local Self-Government (AIILSG)
Mumbai
CITY DEVELOPMENT PLAN (CDP) FOR B O D A

F I N A L
R E P O R T
Abbreviation
ADB
ADP
LS
M
Lump Sum
Municipality
M&E
Monitoring & Evaluation
APL
ASI
ATR
BOT
Asian Development Bank

Annual Development Plan
All India Institute of Local
Government
Above Poverty Line
Archaeological Survey of India
Action taken Report
Built Operate Transfer
BPL
Below Poverty Line
MoRTH
CAA
CBO
CDP
Constitutional Amendment Act

Community Based Organizations
City Development Plan
MP
MPEB
MPHB
CDS
Community Development Society
MPPCB
CII
MSW
NGO
Non Government Organization
NH
National Highway
NP
Nagar Panchayat
NSDP
O&M
National Slum Development Policy

Operation & Maintenance
OG
Outer Growth
OHT
OSD
PHED
Over Head Tank

Open Sewerage Disposal
Public health Engineering Department
PPH
Persons per Hectare
PPP
Public Private Partnership
EWS
Confederation of Indian Industries

City Managers association of Madhya
Pradesh
Chief Municipal Officer
Central Public Health and Environment
Engineering Organization
District Census Handbook
Draft Development Plan
Department
of
International
Development
Directorate of Local Bodies
District Magistrate
Department of Environment
Department of Health and Family
Welfare
Environmental
Planning
and
Coordination Organization
Economically Weaker Sections
Cubic Meter
Mayor in Council
Municipal Information System
Million Liters per Day
Ministry of Road Transport and
Highways
Madhya Pradesh
Madhya Pradesh Electricity Board
Madhya Pradesh Housing Board
Madhya Pradesh Pollution Control
Board
Municipal solid Waste
PRA
GIS
Geographical Information System
PRUDA
GoI
GoMP
GSR
PWD
SADA
SC
SH
State Highway
ST
Scheduled Tribe
SWM
Solid Waste Management
JNNURM
Government of India
Ground Structure Reservoir
Housing and Environment Department
(GoMP)
Housing and Urban Development
Corporation Ltd
Indian National Trust for Art and
Cultural Heritage
Jawahar Lal Nehru National Urban
Renewal Mission
Participatory Rapid Assessment

Planning & Resources on Urban
Development Affairs
Public Work Department
Special Area Development Authority
Scheduled Caste
TCPD
KL
Kilo liter
TCPO
KM
Kilo Meter
UADD
LCA
Lake Conservation Authority
UDA
Town
and
Country
Planning
Department, GoMP
Town
and
Country
Planning
Organization
Urban Administration and Development
Department
Ujjain Development Authority
LIC
LPCD
Life Insurance Corporation

Liters per capita per day
ULB
WRD
Urban Local Body

Water Resource Department (GoMP)
AIILSG
CMAMP
CMO
CPHEEO
DCHB
DDP
DFID
DLB
DM
DoE
DoHFW
EPCO
H&ED
HUDCO
INTACH
Prepared by:
PRUDA-R & D Wing of AIILSG
Ahmedabad
Self
M
MIC
MIS
MLD
Prepared For:
Urban Administration & Development Department
Project Coordinator
City Managers Association
Madhya Pradesh

F I N A L
R E P O R T
PRUDA-AIILSG TEAM
Name
Degree / Experience
Position Held in AIILSG
Mr. Ajay R. Agrawal
B.Arch, M.Plan (Urban Planning)
Mr. Jay N. Padalia
B.Arch, M.Tech
Regional Planning)
Mr. Ashish Deosthali
B.E Civil, M.E in Environment Executive

Engineer
Zone)
CA Trushar Shah
Chartered Accountant
Mr. Sanat Shah
B.E Civil (Retd. Engineer Gujarat

Sr. Project Engineer, PRUDA
Water Supply & Sewerage Board)
Mr. Vijay Mane
Master of Social Work (MSW),

Post Graduation Diploma In Social Development Expert
Human Rights
Mr. Vijay Kulkarni
M.A
(Sociology),
M.P.S
(Population
Science),
PhD
Social
development
and
(Sociology, Biometry & Nutrition),
communications specialists
M. Phil (Medical Sociology),
D.L.W (Labour Welfare)
Ms. Dhara Patel
B.E CSE
Software Developer, PRUDA
Mr. Punit Patel
B.Com, M.B.A
Project Coordinator, PRUDA
Mr. Jay Patel
B.E Civil, M.Tech Infrastructure

Engineering & Management
Junior Project Officer, PRUDA
Ms. Neha Gupta
B. Plan (Environment)
Project Researcher, PRUDA
Prepared by:
Ahmedabad
(Urban
& Associate
PRUDA
Prepared For:
Executive Director, PRUDA

project
Director
Director,
(South
Municipal Finance Specialist,

PRUDA
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Project Introduction
Background
The Need of Planning Interventions in MP
Madhya Pradesh is Urbanising at a fast rate and the Urban Local Bodies of the State are facing the
challenge of meeting the requirements of the growing population with limited technical and financial
resources. GoI as well as GoMP have initiated a number of programmes to meet the growing demands
of infrastructure and service delivery. These are the GoI schemes : Urban Infrastructure Development
Scheme for Small and Medium Towns (UIDSSMT) and Integrated Housing and Slum Development
Programme (IHSDP),the GoMP initiated DFID funded MPUSP, which links reform with investment
in infrastructure for the poor etc. Other than this there are several programmes that have been initiated
by the GoI and GOMP.
A City Development Plan (CDP) is an action plan for equitable growth in a city, developed and
sustained through public participation to improve the quality of life for all citizens. It provides a
framework and vision within which projects need to be identified and implemented. It establishes a
logical and consistent framework for evaluation of investment decisions.
City development plan is envisaged to accommodate the constantly increasing infrastructure

demand and other services.
CDP is a process by which stakeholders define their aspiration and vision for their cities with
clear priorities for actions.
CDP is a perspective urban planning exercise with institutional reforms and investment plan.
Roots of CDP emerge out of globally recommended participatory urban planning processes like
city development strategies.
After the assessment of the performance of the ULBs and their capacity for exploiting the above said
resources it was felt that such a plan is essential, not only for accessing GoI / GoMP funding but also
for providing a strategic framework for converging and coordinating various development inputs
towards positioning the city on a development path.
Issues to be addressed in CDP

CDP will draw on the basic structure and planning process from the toolkit with a focus on integrating
the current initiatives of various organisations and schemes and developing a strategic framework for
undertaking priority developmental actions in the medium term.
The following are some issues that the CDP is envisaged to address:
Preparation of groundwork for mobilizing funding beyond JNNURM and other existing
programmes.
Address the issue of revitalising local economic development by attracting private sector funding.
Lack of planning culture at ULB level.

Prepared by:
Ahmedabad
Prepared For:
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Linkage between the overall spatial planning and policy framework of Master Plan and more
importantly into the annual municipal budgeting.
Linking the investment plan of the CDP with the municipal budgets will be crucial in ensuring the
O&M and thus sustainability of the infrastructure assets created.
Outcomes of CDP
The aim of this exercise is to support various Cities/Urban Local Bodies of Madhya Pradesh in
preparing the City Development Plan (CDP) for their respective cities. Preparation of the CDP will
consist of city development strategies that come out of a structured consultative process. The process
will enable elected representatives, key staff of ULB departments, parastatal agencies and other
institutions, policy makers and the citizens to participate and plan for spatial, social and economic
development of the concern cities. A City Development Plan (CDP) will present both a vision of a
desired future perspective for the city and the ULBs strategic framework of sectoral plans translated
into actions that define on how the ULB, together with other stakeholders, intends to work towards
achieving their long-term vision in the next five years.
The CDP should provide a comprehensive medium term strategy (Vision 2035) as well as a City
Investment Plan (CIP), based on which the concerned ULB will be able to access funds under
GoI/GoMP schemes as well as from own and other sources based on priority actions and projects
identified in the CDP .The document should also provide Financial Operating Plan (FOP) to direct the
ULBs for mobilising various financial resources to implement the identified projects.
Purpose and Objectives of the Assignment

The City development Plan must adhere with the JNNURMs CDP preparation toolkit. The
inadmissible components under JNNURM should also be included in the task. The CDP should also
include Broad Master planning of the town (using GIS) and should be prepared keeping in view the
Master Plan (wherever exists) provisions as prepared by Town and Country Planning Department . It
is also expected that the CDP would provide Urban Reform Action Plan for the ULBs as envisaged
under JNNURM.
Specific Objectives
The CDP will scale up existing urban development and poverty alleviation schemes within a
comprehensive and coherent strategic planning framework in order to ensure optimal benefit from
available resources for the citizens of the ULBs.
The CDP should aim to catalyse new thinking and provoke debate through a consultative
stakeholder driven process. The vision and strategic thrusts of the CDP will be built around the
lessons and findings of a comprehensive and rigorous stakeholder consultation and documentation
process.
Prepared by:
Ahmedabad
Prepared For:
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
It is expected that the CDP will serve the requirements of the UIDSSMT and IHSDP programmes
as well as JNNURM and other development schemes.
The CDP will generate specific priority actions and projects that can be the basis for mobilizing
funding from diverse sources.
Methodology Adopted
AIILSGs Approach and Methodology
In respect to the Terms of Reference, as specified by UADD, GoMP; AIILSG,s project team broadly
sub-divided the entire activities into specific tasks forces as mentioned below. The task forces
involved a mix of experts and other supporting staff. The division and the allotment of work also
accommodated all the specifications and requirement mentioned in the toolkit provided by the
CMAMP. AIILSG will carry out a multi-task exercise to formulate the CDP in close collaboration
with the ULB. The main tasks in the exercise are as under:
TASK 1: INCEPTION STAGE
The purpose of this task is to review and analyse the current status and unique features of the city with
regard to the state of its development, systems and procedures, as equally its institutional and financial
context. This stage is meant to identify the strengths and weaknesses in the citys development and to
provide an understanding of what impedes service delivery and management within the existing setup and what contributes to better service provision. This task will consist of meeting with ULB /
District officials & stakeholders, Undertaking Reconnaissance Survey, Collecting of Secondary Data
regarding Demographic, geographic and economic profile of the city and conducting a Kick off
Workshop.
TASK 2: PREPARING CITY PROFILE
The major activities for the task are to undertake a situation analysis, Demand Gap Analysis and
SWOT Analysis:
City Assessment / Situation Analysis
Indepth analysis of the existing situation

Present issues in city
Available Infrastructure and level of services
Level of satisfaction
Expectations of citizens from ULB Officials and meetings.
DemandSupply Gap Analysis

Considering the existing rate of growth, and expectation about the prioritized sector services, it is
proposed to assess the future needs, which will be helpful to work out project details in later stage.
Prepared by:
Ahmedabad
Prepared For:
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
The findings from the sector analysis would be used to prepare the City Profile consisting of the
assessment of the existing situation in all the sectors identified, emerging issues, SWOT analysis and
projection of the present gaps and future requirements. This will be done within the framework of
parameters relating to demography, economic base, finance, physical and environmental issues,
infrastructure, institutions and universalisation of services especially for the poor.
TASK 3: DEVELOPMENT OF CITY VISION, SECTOR GOALS AND STRATEGIES
The major activities for the task are to formulate a City Vision, Sector Prioritization and Formulation
of Development Strategy and conducting 2 nd Workshop at ULB Level and 1st presentation at District
Level. The details are as under:
Development of Perspective and Vision of the City
Using the results of the first stage of analysis, combined with consultations with key stakeholders and
civil society, this stage is meant to prioritize service sectors that require immediate attention while
simultaneously developing a vision for the future development.
Prioritization of Sector
The purpose of this stage is to review and analyze the status of various services and prioritize these
sectors in consultation with the various stakeholders of the city. Past trend of infrastructure
developments activities in the town is also assessed for devising the priorities of the town.
Formulating of Development Strategy
The selection of strategy needs to be done with wideranging consultations among and with key
stakeholders. It is in this stage that strategies and interventions are identified for attaining the vision
and future development perspectives for specific sector/sectors. This stage is used to first identify the
options and strategies and second, to evaluate the strategies from the perspective of their contribution
to the goals and objectives.
TASK 4: PROJECT IDENTIFICATION
Based on the sector specific priorities and strategies, details of projects for various sectors are to be
worked out. Details like physical aspects and financial aspects should be detailed out elaborately. This
will supported by a Workshop at ULB and District Level & a discussion at state level.
TASK 5: PREPARING A CITY INVESTMENT PLAN (CIP)
AIILSG Team will undertake meetings with different stakeholders to determine types and sources of
financing for priority projects from internal resources, state and central governments, local financial
institutions, donors, and through public-private partnerships. The implications of each of these will be
considered.
Prepared by:
Ahmedabad
Prepared For:
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Based on the availability of resources, logical sequencing of actions and potential for immediate
implementation, the AIILSG will prepare a City Investment Plan (CIP) in consultation with ULB that
lays out the cost and revenue estimates of all priority projects in the next five years. The preparation
of the CIP is a reiterative process requiring adjustments to individual projects as well as changes in
scheduling to make the whole package work financially.
TASK 6: PREPARING A FINANCIAL OPERATION PLAN
The City Investment plan would be supported with a Financial Operating Plan (FOP). An investment
plan and a financing strategy are an integral part of the proposal. There is a need to analyze
applicability of different model of financing through PublicPrivate Partnerships for Urban
Infrastructure Development to the proposed strategy. It should focus on need for PublicPrivate
Partnerships, publicPrivate Partnership Options and other details required for PublicPrivate
Partnership Projects.
Prepared by:
Ahmedabad
Prepared For:
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
FLOWCHART OF ACTIVITIES FOR THE PROJECT:
-Meeting with ULB / District officials &

stakeholders
-Reconnaissance Survey
-Collection of Secondary Data
Preparing City profile &

Situation Analysis Report &
Development of strategies and
priority actions
Conduct 2nd Workshop at ULB

Level
on Development of city vision,
sector goals and Development of
strategies and priority actions
Submission 3
Draft CDP
Conduct 3rd Level

Workshop at ULB Level
on Draft CDP
Prepared by:
Ahmedabad
Conduct Kick
off Workshop
at ULB Level
Submission 1
Inception
Report
-Validation of secondary Data & Datagaps Identification

-Field survey and Primary Data Collection
-Making a sectoral SWOT Analysis
-Making a Demand Supply Gap Analysis
1st Stage
presentation at
the District
Level
st
1 Stage
discussion at
the State Level
Submission 2
City Profile, Sector
Analysis, city vision,
strategy and priority
projects Report (report on
2nd workshop)
-Preparing a City Investment Plan (CIP) and a

Financial Operating Plan
-Project costing and determination of funding sources
-Scheduling of priority actions and developing a City
Investment Plan (CIP)
2ndd Stage presentation

at the District Level
2nd Stage discussion at
the State Level
Prepared For:
Submission 4
FINAL CDP
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Description of Deliverables As per ToR

In respect to the Terms of Reference, as specified by UADD, GoMP; the main task in the exercise are
as under:
Deliverable 1. Inception Stage
Deliverable 2. City Profile, Sector Analysis, city vision, strategy and priority projects Report (report
on 2nd workshop)
Deliverable 3. Draft CDP and city level workshop report
Deliverable 4. Final CDP report
Description of Tasks
The consultant has to carry out a multi-stage exercise to formulate the CDP in close collaboration with
the ULB. The main stages in the exercise are:
01.
02.
03.
04.
05.
06.
Inception
Assessment of existing situation (opportunities, strengths, risks and weaknesses and gaps)
Development of city vision and sector goals and strategies
Second Workshop to develop city vision and sector goals
Development of strategies and priority actions
Draft CDP: Preparing a City Investment Plan (CIP) and a financing strategy (Financial
Operating Plan)
07. Final CDP

As per Terms of Reference
Project costing and determination of funding sources
The Consultants will undertake consultations with different stakeholders to determine types and
sources of financing for priority projects from internal resources, state and central governments, local
financial institutions, donors, and through public-private partnerships. The implications of each of
these will be considered.
Scheduling of priority actions and developing a City Investment Plan (CIP)
Based on the availability of resources, logical sequencing of actions and potential for immediate
implementation, the Consultants will prepare a City Investment Plan (CIP) in consultation with ULB
that lays out the cost and revenue estimates of all priority projects in the next five years. The
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).
Prepared by:
Ahmedabad
Prepared For:
10
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Structure of The Report

The structure of the report generally follows the CDP toolkit prepared by the government of Madhya
Pradesh. The report was arranged in such a way that would provide readers a realistic picture of the
town under study. In a nutshell, the report is composed of 15 Chapters.
Chapter 1 provides a rich historical background of the town, information on the district, location,
regional linkages and connectivity. Moreover the chapter describes physiographic and landform of the
town which includes its topography, climate and geology giving an understanding of the influence of
nature in the commercial activities of the town.
Chapter 2 provides an understanding of the Demographic Profile of the Town. The projected
population is also covered in the same chapter.
Chapter 3 looks into the Socio-Economic Profile of the Town. The workforce participation data give
readers information on the workforce population, proportion of main and marginal workers, work
classifications and unemployment rate of the town.
Chapter 4 investigates into the Physical Planning & Growth Management of Boda. The chapter also
presents a broad master planning which are crucial to infrastructure planning and development.
Chapter 5 deals with the assessment of all basic infrastructure of Boda, which includes gaps
assessment, goals of improvement for horizon years. The same chapter depicts the identified projects
and strategies for future actions. This chapter covers water supply, sewerage, sanitation, solid waste
management, transport, street lighting, and heritage (if any).
Chapter 6 presents a basic slum profile of the town which depicts issues pertain to Poverty in the
Town, BPL Population and Slum Population, General Characteristics of Slums, Status of Slums,
Social Security Schemes and Beneficiaries etc. As in chapter 5, this chapter also envisages, goals,
analysis, priority projects and implementation strategies.
Chapter 7 deals with giving information on Social Infrastructure like Institutional Facility, Health
Facility, and Education Facility & Recreational & Cultural Facilities.
Chapter 8 discusses the importance of conserving urban environment and also discusses the future
actions.
Chapter 9 looks into the existing institutional framework of the local government.
Chapter 10 shows the financial performance of Boda with reference to its revenue and expenditures.
The analysis of such is crucial to seeking alternative sources of income for the town.
Chapter 11 discusses and presents a road map for implementing Urban Reforms in Boda
Chapter 12 wraps the whole report by presenting a investment prioritization plan for the development
of Boda.
Chapter 13 describes a City Vision for future of BODA.
Prepared by:
Ahmedabad
Prepared For:
11
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table of Contents
Abbreviation....................................................................................................................................... 2
PRUDA-AIILSG TEAM .................................................................................................................... 3
Project Introduction ................................................................................................................4

Background ........................................................................................................................................ 4
The Need of Planning Interventions in MP ...................................................................................... 4
Issues to be addressed in CDP ......................................................................................................... 4
Outcomes of CDP ............................................................................................................................ 5
Purpose and Objectives of the Assignment ........................................................................................ 5
Specific Objectives .......................................................................................................................... 5
Methodology Adopted .............................................................................................................6

AIILSGs Approach and Methodology .............................................................................................. 6
FLOWCHART OF ACTIVITIES FOR THE PROJECT: .................................................................. 9
Description of Deliverables As per ToR........................................................................................... 10
Description of Tasks......................................................................................................................... 10
Structure of The Report ........................................................................................................11

Table of Contents ...................................................................................................................12
List of Table ............................................................................................................................19
Chapter 1: Physical Features Of The District .....................................................................24
1.1 Historic Background................................................................................................................... 24
1.1.1 District .................................................................................................................................. 24
1.1.2 Town ..................................................................................................................................... 25
1.2 District Information .................................................................................................................... 25
1.3 Town Location (Linkages and Connectivity) ............................................................................. 26
1.4 Physiographic and Landform...................................................................................................... 27
1.4.1 Topography ........................................................................................................................... 27
1.4.2 Soil........................................................................................................................................ 28
1.4.3 Hydrology & Drainage ......................................................................................................... 28
1.4.4 Groundwater ......................................................................................................................... 28
1.4.5 Surface Water ....................................................................................................................... 29
1.4.6 Seismicity ............................................................................................................................. 29
1.4.7 Climate ................................................................................................................................. 29
1.4.8 Rainfall ................................................................................................................................. 30
1.4.9 Temperature .......................................................................................................................... 30
1.4.10 Humidity ............................................................................................................................. 30
1.4.11 Winds.................................................................................................................................. 30
Prepared by:
Ahmedabad
Prepared For:
12
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
1.5 Municipal area and Planning area............................................................................................... 30
Chapter 2: Demographic Profile Of The Town ..................................................................31

2.1. Population Growth Trend .......................................................................................................... 31
2.2 Population Projection ................................................................................................................. 33
2.3. Population Density .................................................................................................................... 35
2.4. Other Demographic Indicators .................................................................................................. 35
2.4.1. Population (0-6 age group) .................................................................................................. 35
2.4.2. Scheduled caste (SC) & Scheduled Tribe (ST) Population .................................................. 35
2.4.3. Infant Mortality and Fertility Rate ....................................................................................... 36
2.5. Issues ......................................................................................................................................... 36
Chapter 3: Socio-Economic Profile Of The Town ..............................................................37

3.1. Sex Ratio ................................................................................................................................... 37
3.2. Literacy Rate ............................................................................................................................. 37
3.3. Average household Size ............................................................................................................ 38
3.4. Workforce Participation ............................................................................................................ 38
3.5. Industrial Activities ................................................................................................................... 41
3.6. Trade and Commerce ................................................................................................................ 41
3.6.1. General ................................................................................................................................ 41
3.6.2. Agriculture ........................................................................................................................... 42
3.7. Tourism ..................................................................................................................................... 43
3.8. Issues ......................................................................................................................................... 43
Chapter 4: Physical Planning ...............................................................................................44

4.1. Spatial Growth Trends ............................................................................................................... 44
4.2. Spatial Distribution of Population ............................................................................................. 45
4.3. Municipal Level Mapping ......................................................................................................... 46
4.4. Ward Delineation Map .............................................................................................................. 46
4.5. Land Use Analysis .................................................................................................................... 46
4.5.1. Residential Density .............................................................................................................. 47
4.6. Master Plan Provisions .............................................................................................................. 47
4.7. Housing Scenario ...................................................................................................................... 48
4.7.1 Present And Future Housing Demand ................................................................................... 48
4.7.2 Illegal Colonies ..................................................................................................................... 49
4.7.3 Future Growth Possibilities ................................................................................................... 50
4.8. City Specific Strategies And Action Plan .................................................................................. 50
4.9. Proposed Strategies & Action Plans For Horizon Years In Boda .............................................. 51
Chapter 5: City Infrastructure Of Boda ..............................................................................53

5.1. Water Supply Of Boda .............................................................................................................. 53
Prepared by:
Ahmedabad
Prepared For:
13
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
5.1.1. Quality and Quantity of Water at Source ............................................................................. 54

5.1.2. Quality and Quantity of Water in Distribution System ........................................................ 55
5.1.3. Others Sources ..................................................................................................................... 55
5.1.4. Water Distribution Arrangements In Boda........................................................................... 57
5.1.5. Internal Distribution Networks ............................................................................................ 58
5.1.6. Water Treatment Facilities ................................................................................................... 60
5.1.7. Comparative Analysis with the Udpfi, Cpheeo Guidelines .................................................. 60
5.1.8. Existing Water Supply Projects ........................................................................................... 60
5.1.9. Demand And Supply Gaps (Present And Future) ................................................................ 60
5.1.10. SWOT Analysis ................................................................................................................. 61
5.1.11. Issues ................................................................................................................................. 62
5.1.12. City Specific Strategies and Action Plan ........................................................................... 63
5.2. Sewerage And Sanitation In Boda ............................................................................................. 65
5.2.1. Existing Sewerage System ................................................................................................... 66
5.2.2. Means of Sewerage Disposal ............................................................................................... 66
5.2.3. Toilet Infrastructure In Boda ................................................................................................ 67
5.2.4. Wardwise Sanitation Status In Boda .................................................................................... 68
5.2.5. Demand and Supply Gaps (Present and Future) ................................................................... 69
5.2.6. Ongoing Sanitation Projects................................................................................................. 70
5.2.7. Comparative Analysis With The UDPFI, CPHEEO Guidelines .......................................... 70
5.2.8. SWOT Analysis ................................................................................................................... 71
5.2.9. Issues ................................................................................................................................... 71
5.3. Solid Waste Management In Boda ............................................................................................ 79
5.3.1. Quantity of Waste Generated ............................................................................................... 79
5.3.2. Constituents of Municipal Waste ......................................................................................... 79
5.3.3. Current Practices of Solid Waste Management .................................................................... 80
5.3.4. Vehicles for Solid Waste Collection and Transportation ..................................................... 83
5.3.6. Comparative Analysis with the UDPFI, CPHEEO Guidelines............................................. 85
5.3.7. SWOT Analysis ................................................................................................................... 85
5.3.8. Issues ................................................................................................................................... 85
5.3.9 City Specific Strategies and Action Plan .............................................................................. 86
5.4. Existing Drainage Condition In Boda ........................................................................................ 90
5.4.1. Existing Drainage System .................................................................................................... 90
5.4.2. Major Water Bodies ............................................................................................................. 90
5.4.3. Primary, Secondary and Tertiary Drains .............................................................................. 90
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5.4.4. Flood Prone Areas ............................................................................................................ 91

5.4.5. Flooding In Catchment Area Of Major Nallah ..................................................................... 91
5.4.7. Comparative Analysis With The UDPFI, CPHEEO Guidelines .......................................... 92
5.4.8. SWOT Analysis ................................................................................................................... 92
5.4.9. Issues ................................................................................................................................... 92
5.5. Existing Traffic And Transportation In Boda ............................................................................ 96
5.5.1. Existing Traffic & Transportation Scenario ......................................................................... 96
5.5.2. Vehicle Population ............................................................................................................... 96
5.5.3. Agencies in Traffic & Transportation .................................................................................. 96
5.5.4. Travel Characteristics .......................................................................................................... 96
5.5.5. Public Transport................................................................................................................... 97
5.5.6. Traffic Management and Circulation ................................................................................... 97
5.5.7. Inter City Bus Transportation............................................................................................ 99
5.5.8. Intermediate Public Transport .............................................................................................. 99
5.5.9. Parking Requirements .......................................................................................................... 99
5.5.10. Traffic and Transportation Projects .................................................................................. 100
5.5.11. Demand and Supply Gaps (Present and Future) ............................................................... 100
5.5.12. Comparative analysis with the UDPFI, other guidelines .................................................. 100
5.5.13. SWOT Analysis ............................................................................................................... 101
5.5.14. Issues ............................................................................................................................... 101
5.5.15.City Specific Strategies and Action Plan .......................................................................... 102
5.6. Street Lighting & Fire Fighting ............................................................................................... 104
5.6.1. Existing Situation of Street Lights ..................................................................................... 104
5.6.2. Fire Service ........................................................................................................................ 105
5.6.3. Vehicles and Equipment for Fire Fighting and Rescue Operations .................................... 105
5.6.4. Operational Systems .......................................................................................................... 105
5.6.5. Power generation and Distribution ..................................................................................... 105
5.6.6. Demand and Supply Gaps (Present and Future) ................................................................. 105
5.6.7. Comparative Analysis With The UDPFI, Other Guidelines ............................................... 106
5.6.8. SWOT Analysis ................................................................................................................. 106
5.6.9. Issues ................................................................................................................................. 106
5.6.10. City Specific Strategies and Action Plan ......................................................................... 107
Chapter 6: Urban Poor & Their Accessibility To Basic Services ....................................111

6.1. Urban Poverty In Boda ............................................................................................................ 111
6.2. Information On Bpl Population And Slum Population Of Boda .............................................. 112
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6.3. Slums In The Town ................................................................................................................. 113

6.4. Location Of Slums On Town Map .......................................................................................... 113
6.5. General Characteristics Of Slums In Boda .............................................................................. 113
6.6. Status Of Slums In Boda ......................................................................................................... 114
6.7. Land Ownership & Tenure Status ........................................................................................... 114
6.8. Unidentified Slums And Homeless Population / Pavement Dwellers Of Boda ....................... 114
6.9. Urban Basic Services In Slums Of Boda ................................................................................. 115
6.10. Social Security Schemes And Beneficiaries In Boda............................................................. 119
6.11. Demand And Supply Gaps (Present And Future) .................................................................. 119
6.12. SWOT Analysis..................................................................................................................... 120
6.13. Key Issues ............................................................................................................................. 120
6.14. Identified Goals Of Improvement For Horizon Years For Boda............................................ 121
6.15. Identified Projects For Horizon Years For Boda ................................................................... 121
6.16. Proposed Strategies & Action Plans For Horizon Years For Boda ........................................ 121
Chapter 7: Social Infrastructure In Boda .........................................................................124

7.1 Existing Health Facility In Boda .............................................................................................. 124
7.1.1 Overall Health Facilities And Medical Practitioners In Boda ............................................. 124
7.1.2 Basic Health Indicators Of Boda......................................................................................... 125
7.1.3 Medical Facilities Provided By Municipal Body In Boda ................................................... 125
7.1.4 Role Of Municipal Body In The Health Programs .............................................................. 125
7.2 Existing Educational Facility In Boda ...................................................................................... 126
7.2.1. Overall Education Facilities In Boda ................................................................................. 126
7.2.2. Basic Education / Literacy Indicators Of Boda .................................................................. 127
7.2.3. Education Facilities Provided By Municipal Body ............................................................ 128
7.3 Other Infrastructures & Facilities In Boda................................................................................ 128
7.3.1. Existing Recreational & Cultural Facilities In Boda .......................................................... 128
7.3.2. Existing Public Amenities And Services In Boda .............................................................. 128
7.3.3. Existing Sports Facilities In Boda ...................................................................................... 129
7.4 Comparative Analysis With The Udpfi Guidelines .................................................................. 129
7.4.1 Demand & Gap Assessment For Health Infrastructure In Boda .......................................... 129
7.4.2 Demand & Gap Assessment For Educational Infrastructure In Boda ................................. 130
7.4.3 Demand & Gap Assessment For Other Infrastructures & Facilities In Boda ...................... 131
7.5 Swot Analysis Of Social Infrastructure In Boda ....................................................................... 133
7.6 Summary Of Key Issues ........................................................................................................... 134
7.7 Identified Goals Of Improvement For Horizon Years In Boda ................................................. 134
7.8 Identified Projects For Horizon Years In Boda......................................................................... 135
7.9 Proposed Strategies & Action Plans For Horizon Years In Boda ............................................. 136
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Chapter 8: Environment .....................................................................................................139

8.1. Flora and Fauna ....................................................................................................................... 139
8.2. Pollution Levels....................................................................................................................... 139
8.3. City Green Spaces ................................................................................................................... 140
8.4. Water Front Development and Conservation........................................................................... 140
8.5. Existing Environmental Regulations ....................................................................................... 141
8.5.1 Existing Environment Legislations In India ........................................................................ 142
8.6. SWOT Analysis....................................................................................................................... 144
8.7. Issues ....................................................................................................................................... 144
8.8. City Specific Strategies and Action Plan ................................................................................. 145
8.9 Identified Projects For Horizon Years In Boda......................................................................... 145
8.10 Proposed Strategies & Action Plans For Horizon Years In Boda ........................................... 146
Chapter 9: Existing Institutional Framework For Development ...................................150

9.1 Background .............................................................................................................................. 150
9.2. Urban Local Body Structure .................................................................................................... 151
9.2.1 Executive Wing .................................................................................................................. 152
9.2.2 Administrative Wing........................................................................................................... 152
9.2.3 Institutions and Capacity of the Urban Local Body ............................................................ 154
9.3 Department of Housing & Environment, GoMP ...................................................................... 155
9.4 Town and Country Planning Department ................................................................................. 156
9.5. Development Authority ........................................................................................................... 156
9.6. Public Health Engineering Department ................................................................................... 156
9.7. Madhya Pradesh Housing Board ............................................................................................. 157
9.8. Madhya Pradesh Pollution Control Board ............................................................................... 157
9.9. Other Departments .................................................................................................................. 159
9.10. Inter - Agency Issues ............................................................................................................. 161
9.11. city Specific Strategies and Action Plan ................................................................................ 161
Chapter 10: Overview Of Municipal Finance Of Boda ....................................................171

10.1 Overview Of Municipal Finance In Boda ............................................................................... 172
10.2 Revenue Account Of Boda ..................................................................................................... 174
10.2.1 Revenue Income ............................................................................................................... 174
10.2.2 Revenue Expenditure ........................................................................................................ 177
10.3 Capital Account Of Boda ....................................................................................................... 179
10.3.1 Capital Income .................................................................................................................. 179
10.3.2 Capital Expenditure .......................................................................................................... 180
10.4 Key Financial Indicators & Analysis Of Finance In Watsan Context ..................................... 181
10.5 SUMMARY OF KEY FINANCIAL ISSUES IN BODA ....................................................... 183
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Chapter 11: Urban Reforms ...............................................................................................186

11.1. Status of Mandatory & optional Reforms .............................................................................. 186
11.2. Reform Identification ............................................................................................................ 187
11.3 City Specific Strategies And Action Plan ............................................................................... 189
Chapter 12: Project Prioritization, CIP & FOP For Boda ..............................................192
12.1. Sector Wise Project Identification And Prioritisation For Boda ............................................ 192
12.1.1. Water Supply ................................................................................................................... 192
12.1.2. Sewerage OR Waste Water Management ........................................................................ 194
12.1.3. Sanitation ......................................................................................................................... 195
12.1.4. Solid Waste Management ................................................................................................ 197
12.1.5. Storm Water Drainage ..................................................................................................... 198
12.1.6. Traffic and Transportation ............................................................................................... 199
12.1.7. Street Lighting & Fire Fighting System ........................................................................... 201
12.1.8. Basic Services For Urban Poor ........................................................................................ 202
12.1.9. Environment .................................................................................................................... 204
12.1.10. Urban Governance ......................................................................................................... 205
12.1.11. Social Infrastructure & Other Projects ........................................................................... 206
12.2. Capital Investment Plan For Boda ......................................................................................... 208
12.2.1. Water Supply ................................................................................................................... 208
12.2.2. Sewerage .......................................................................................................................... 208
12.2.3. Sanitation ......................................................................................................................... 209
12.2.4. Solid Waste Management ................................................................................................ 209
12.2.5. Storm Water Drainage ..................................................................................................... 210
12.2.6. Traffic and Transportation ............................................................................................... 210
12.2.7. Street Lighting & Fire Fighting........................................................................................ 211
12.2.8. Basic Services to the Urban Poor ..................................................................................... 211
12.2.9. Environment .................................................................................................................... 212
12.2.10. Social Infrastructure & Other Projects ........................................................................... 213
12.2.11. Urban Governance ......................................................................................................... 213
12.2.12. Summary of Investment & Phasing ............................................................................... 214
12.3. Financial Operating Plan For Boda ....................................................................................... 215
12.3.1 Overview .......................................................................................................................... 215
12.3.2 Methodology adopted for preparing FOP ......................................................................... 215
12.3.3 Projection Of Municipal Fund With No Reform Scenario ................................................ 216
12.3.4. Projection of Municipal Fund with Proposed Investments ............................................... 219
12.3.5. Assumed Funding Pattern for CIP ................................................................................... 221
12.3.6. Additional Revenue Account due to Proposed Investments ............................................. 221
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12.3.7. FOP Results with Proposed Investments .......................................................................... 225
Chapter 13: City Vision .......................................................................................................227

13.1. Summary of Sectoral Strategies............................................................................................. 227
13.2. City Vision ............................................................................................................................ 230
List of Table
Table 1.1: General Information (Rajgarh District) ............................................................................. 25
Table 1.2: Division Of Rajgarh District ............................................................................................. 26
Table 1.3: Location and Regional Linkages ....................................................................................... 27
Table 1.4: Monthly Rainfall Data (Mm) In Rajgarh Districts For The Last Six Years....................... 30
Table 2.1: Population Growth Boda................................................................................................... 31
Table 2.2: Composition of growth Boda ............................................................................................ 32
Table 2.3: Population Projections, BODA (M) ................................................................................. 34
Table 2.4: Sex Ratio in the age group of 0-6, BODA (M) ................................................................. 35
Table 2.5: SC & ST Population Boda ................................................................................................ 36
Table 3.1: Sex Ratio Boda ................................................................................................................. 37
Table 3.2: Literacy Rate Boda ........................................................................................................... 37
Table 3.3: Household Size Boda ........................................................................................................ 38
Table 3.4: Workforce Classification of 2001 Boda ............................................................................ 38
Table 3.5: Ward wise Workforce Classification of Main Workers 2001 ............................................ 39
Table 3.6: Ward wise Workforce Classification of Marginal Workers 2001 ..................................... 40
Table 3.7: Trade, Commerce, Industry & Banking Boda ................................................................... 42
Table 3.8: Mandi Information of Rajgarh District ............................................................................ 42
Table 4.1: Ward wise Details, Boda (M)............................................................................................ 45
Table 4.2: Land availability in Boda Town ........................................................................................ 46
Table 4.3: Existing Land use Break up, Boda (M) .......................................................................... 46
Table 4.4: Existing Land use Breakup of the Developed Area, Boda (M) ..................................... 47
Table 4.5: Residential Density Distribution, Boda (M) .................................................................. 47
Table 4.6: Land Use as per UDPFI Guideline .................................................................................... 47
Table 4.7: Housing Gaps, Boda (M) .................................................................................................. 49
Table 4.8: Identified Projects For Horizon Years In Boda ................................................................. 50
Table 4.9: Proposed Strategies & Action Plans For Horizon Years in Boda ...................................... 51
Table 5.1: Overview of Water Supply in Boda .................................................................................. 53
Table 5.2: Water Quality of Tube wells ............................................................................................. 54
Table 5.3: Water Storage Facilities in Boda ....................................................................................... 57
Table 5.4: Ward wise Source of water in Boda .................................................................................. 57
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Table 5.5: Water Connections inBoda ............................................................................................... 58

Table 5.6: Ward Wise Water Connection in Boda ............................................................................. 59
Table 5.7: Applicable Water Charges in Boda ................................................................................... 59
Table 5.8: Recommended per capita water supply levels ................................................................... 60
Table 5.9: Present and future demand and supply gaps (Water Supply) for Boda ............................ 61
Table 5.10: SWOT Analysis (Water Supply) for Boda ...................................................................... 62
Table 5.11: Goals for Horizon Years (Water Supply) ........................................................................ 63
Table 5.12: Proposed Strategies & Action Plans for Boda ................................................................. 64
Table 5.13: Overview of the state of Infrastructure: Sewerage & Sanitation ..................................... 66
Table 5.14: Number of Toilets and Bathrooms in Boda .................................................................... 67
Table 5.15: Type and number of Sanitation Facilities ........................................................................ 67
Table 5.16: Number of Public Toilets and Urinals ............................................................................. 67
Table 5.17: Ward Wise Sanitation level in Boda ............................................................................... 68
Table 5.18: Ward wise availability of individual toilets ..................................................................... 68
Table 5.19: Present and future demand and supply gaps (Sewerage) ................................................. 69
Table 5.20: Present and future demand and supply gaps (Sanitation) ................................................ 70
Table 5.21: SWOT Analysis (Sewerage and Sanitation) .................................................................... 71
Table 5.22: Goals For Horizon Years (Sewerage) ............................................................................. 72
Table 5.23: Goals for Horizon Years (Sanitation) ............................................................................. 73
Table 5.26: Quantity of Solid Waste Generated ................................................................................. 79
Table 5.27: Constituents of Municipal Waste .................................................................................... 80
Table 5.28: Wardwise Generation of Solid waste IN Boda ................................................................ 80
Table 5.29: Collection of Solid Waste Management .......................................................................... 81
Table 5.30: Ward wise Solid Waste Management facility ................................................................. 82
Table 5.31: Vehicles for SWM, Boda (M) ......................................................................................... 83
Table 5.32: Present and future demand and supply gaps (Solid Waste Management) ....................... 84
Table 5.33: SWOT analysis (Solid Waste Management) ................................................................... 85
Table 5.34: Goals for Horizon Years (Solid Waste Management) ..................................................... 86
Table 5.35: Proposed Strategies & Action Plans for BODA ............................................................. 87
Table 5.36: Number of Household provided with drainage facility, Boda Tehsil *, (Urban) 2001 .... 90
Table 5.37: Drainage Network ........................................................................................................... 90
Table 5.38: Existing nallahs ............................................................................................................... 91
Table 5.39: Present and future demand and supply gaps (Drainage) .................................................. 91
Table 5.40: SWOT Analysis (Drainage) ............................................................................................ 92
Table 5.41: Goals for Horizon Years (Drainage) ............................................................................... 93
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Table 5.43: Details of Vehicles IN Boda ........................................................................................... 96
Table 5.44: Improper Junction Designs ............................................................................................. 98
Table 5.45: Major Roads.................................................................................................................... 98
Table 5.46: Existing Road Condition ................................................................................................. 99
Table 5.47: Present and future demand and supply gaps (Traffic and Transportation) .................... 100
Table 5.48: SWOT Analysis (Traffic and Transportation) ............................................................... 101
Table 5.49: Goals for Horizon Years (Traffic & Transportation)..................................................... 102
Table 5.50: Proposed Strategies & Action Plans for Boda ............................................................... 103
Table 5.51: Street Lighting .............................................................................................................. 104
Table 5.52: Details of ward wise electricity connection in Boda ..................................................... 104
Table 5.53: Number of Electric Connections ................................................................................... 105
Table 5.54: Present and future demand and supply gaps (Street Lighting) ...................................... 106
Table 5.55: SWOT Analysis (Street Lighting) ................................................................................. 106
Table 5.56: Goals for Horizon Years (Street Lighting) .................................................................... 107
Table 5.57: Proposed Strategies & Action Plans for Boda ............................................................... 107
Table 6.1: Urban Poverty in Boda.................................................................................................... 112
Table 6.2: Information of BPL and Slum Population in Boda ......................................................... 112
Table 6.3: Housing Conditions of slums in Boda............................................................................. 115
Table 6.4: Water Supply Conditions of slums in Boda .................................................................... 116
Table 6.5: Sanitation Conditions of slums in Boda .......................................................................... 118
Table 6.6: Present and future demand and supply gaps (Slum infrastructure) for Boda ................... 119
Table 6.7: SWOT Analysis (Basic Service to the Urban Poor) ........................................................ 120
Table 6.8: Identified Goals Of Improvement of Basic Service to the Urban Poor For Horizon Years in
Boda.................................................................................................................................................. 121
Table 6.9: Identified Projects of Basic Service to the Urban Poor For Horizon Years In Boda ....... 121
Table 6.10: Proposed Strategies & Action Plans of Basic Service to the Urban Poor for Horizon
Years in Boda ................................................................................................................................... 122
Table 7.1: Existing Health Facilities in BODA ................................................................................ 125
Table 7.2: Basic health indicators in Madhya Pradesh and Rajgarh ................................................. 125
Table 7.3: Existing Educational Infrastructure in BODA................................................................. 126
Table 7.4: Literacy Indicator in BODA............................................................................................ 127
Table 7.5: Schools / Colleges per 10000 Population, BODA ........................................................... 127
Table 7.6: Recreational and Cultural Facilities, BODA ................................................................... 128
Table 7.7: Public Amenities and Service Availability, BODA......................................................... 129
Table 7.8: Demand and Gaps for Health Infrastructure, BODA (M) ............................................. 129
Table 7.9: Demand & Gap Assessment for Health Infrastructure, BODA ....................................... 130
Table 7.10: Demand & Gap Assessment for Other Infrastructure & Facilities, BODA ................... 131
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Table 7.11: Swot Analysis Of Social Infrastructure For Boda ......................................................... 133
Table 7.12: Identified Goals Of Improvement For Horizon Years in BODA ................................... 134
Table 7.13: Identified Projects For Horizon Years In BODA .......................................................... 135
Table 7.14: Proposed Strategies & Action Plans For Horizon Years in BODA ............................... 136
Table 8.1: Important policies, legal provisions and authorities related to water pollution ............... 142
Table 8.2: SWOT Analysis (Environment) for Boda (M) ............................................................... 144
Table 8.3: Identified Goals Of Improvement For Horizon Years in Boda ....................................... 145
Table 8.4: Identified Projects For Horizon Years In Boda ............................................................... 146
Table 8.5: Proposed Strategies & Action Plans For Horizon Years in Boda .................................... 146
Table 9.1: Reservation of post in BODA Nagar Parishad ................................................................ 152
Table 9.2: Chart of post in BODA Nagar Parishad ....................................................................... 153
Table 9.3: Institutional responsibility Matrix, BODA (M) ............................................................... 154
Table 9.4: Goals for Horizon Years ................................................................................................ 162
Table 9.5: Status of DPR for Urban Services .................................................................................. 170
Table 10.1: Overview of Municipal Finance of Boda ...................................................................... 172
Table 10.2: Composition of Revenue Income of Boda .................................................................... 174
Table 10.3: Composition of Revenue Expenditure of Boda ............................................................. 177
Table 10.4: Composition of Capital Income of Boda ....................................................................... 179
Table 10.5: Composition of Capital Expenditure of Boda ............................................................... 180
Table 10.6: Key Financial Indicators for Boda ............................................................................... 182
Table 11.1: Status of Urban Reforms, BODA .................................................................................. 186
Table 11.2: Suggested Group 1 Urban Reforms, BODA (M) .......................................................... 187
Table 11.6: Goals for Horizon Years (Municipal Reforms) ............................................................. 190
Table 11.7: City Specific Strategies & Action Plan, Urban Reforms, BODA (M) ........................... 191
Table 12.1: Proposed Projects for Water Supply for Boda............................................................... 193
Table 12.2: Proposed Projects for Sewerage for Boda ..................................................................... 195
Table 12.3: Proposed Projects for Sanitation for Boda .................................................................... 196
Table 12.4: Proposed Projects for Solid Waste Management for Boda ............................................ 198
Table 12.5: Proposed Projects for Storm Water Drainage for Boda ................................................. 199
Table 12.6: Proposed Projects for Traffic & Transportation for Boda ............................................. 201
Table 12.7: Proposed Projects for Street Lighting & Fire Fighting System for Boda ...................... 202
Table 12.8: Proposed Projects for Basic Services to the Urban Poor Boda ..................................... 203
Table 12.9: Proposed Projects for Urban Environment for Boda ..................................................... 204
Table 12.10: Proposed Projects for Urban Governance for Boda..................................................... 206
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Table 12.11: Proposed Projects for Social Infrastructure & Other Projects for Boda....................... 207
Table 12.12: Investment Phasing (Water Supply), Boda.................................................................. 208
Table 12.13: Investment Phasing (Sewerage), Boda ........................................................................ 209
Table 12.14: Investment Phasing (Sanitation), Boda ....................................................................... 209
Table 12.15: Investment Phasing (Solid Waste Management), Boda............................................... 209
Table 12.16: Investment Phasing (Drainage), Boda ......................................................................... 210
Table 12.17: Investment Phasing (Traffic and Transportation), Boda.............................................. 210
Table 12.18: Investment Phasing (Street Lighting), Boda................................................................ 211
Table 12.19: Investment Phasing (Basic Services to the Urban Poor), Boda ................................... 212
Table 12.20: Investment Phasing (Environment), Boda ................................................................... 212
Table 12.21: Investment Phasing (Social Infrastructure & Other Projects), Boda ........................... 213
Table 12.22: Investment Phasing (Urban Governance & Municipal Reforms), Boda ...................... 213
Table 12.23: Summary of Investments, Boda .................................................................................. 214
Table 12.24: Assumptions in Projecting Revenue Income, Boda..................................................... 217
Table 12.25: Adopted Growth Rates for Projecting Revenue Income, Boda ................................... 217
Table 12.26: Assumptions in Projecting Revenue Expenditure, Boda ............................................. 218
Table 12.27: Adopted Growth Rates for Projecting Revenue Expenditure, Boda ............................ 218
Table 12.28: Suggested Project Cost to be developed Through PPP, Boda ..................................... 220
Table 12.29: Additional Revenues as a result of Proposed Investments .......................................... 221
Table 12.30: Assumptions for Additional O&M expenditure due to Proposed Investments, Boda .. 224
Table 12.31: FOP Results, Boda ...................................................................................................... 225
Table 13.1: Sectoral Strategies for BODA ....................................................................................... 227
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Chapter 1: Physical Features Of The District

1.1 Historic Background
1.1.1 District
Rajgarh district was created May 1948, and includes the territory of the former princely states of
Rajgarh, Narsinghgarh, Khilchipur, and parts of the states of Dewas Junior and Senior (Sarangpur
tehsil) and Indore (Jarapur tehsil, now part of Khilchipur tehsil). Rajgarh was the headquarters of a
mediatised State, ruled by the Umat Rajputs and branch of the great paramara clan, they enjoyed a
Sanad Estate under the Sultans of Delhi and Mughal emperors in succession. The first capital was
Duparia, now in Shajapur District. Later on it was shifted to Dungarpur (19 Km from Rajgarh) and
then to Ratanpur (19 Km. west of Narsinghgarh) and back. Inorder to avoid disturbance by the
frequently passing Mughal armies, the Ruler of the Estate, Mohan Singh, acquired the present side,
originally known as Jhanjhanipur from the Bhils in A.D. 1640. Finally he shifted the headquarters in
the year 1645, giving the place its present name.
During the reign of Akbar (A.D. 1556-1605) a Khilat and a Sanad were granted to Udaji of Tatanpur.
At that time, Sarangpur was a Sarkar in the Subah of Malwa. Its jurisdiction extended from the
western part of present Sehore District to the eastern part of Ujjain District. Among its twentyfour
mahals many have retained their original names and are identified as Ashtah, Talain (Talen), Agra
(Agar), Bajilpur (Bijilpur), Bhorsah, Khiljipur, Jirapur, Sarangpur, Sondarsi (Sundarsi), Sosner
(Sunner) Sajapur, Kayath and Navgam (Tarana).
In 1908, Rajgarh State was divided in to seven Parganas, namely Newalganj, Biaora, Kalipith,
Karanwas, Kotra, Seogarh and Talen. Narsinghgarh State was divided into four Parganas, namely
Huzur (Narsinghgarh), Pachor, Khujner and Chhapera. The Parganas were place in the charge of a
Tahsildar each for revenue matters and magisterial work. Khilchipur State was divided into three
Paraganas. Sarangpur was as now, the tahsil headquarters of Dewas (Senior) and Dewas (Junior)
States. Jarapur was a tahsil of Mahidpur District of former Indore State. It has now been abolished and
merged in Khilchipur tahsil.
In 1645 with the permission of Rajmata, Deewan Ajab Singh defeated the Bhils in the hilly region of
Rajgarh and he constructed a Palace in 1745 which was having five main gates namely, Itwaria,
Bhudwaria, Surajpol, Panradia and Naya Darwaja. And it constitutes three very ancient temple
namely Raj Rajeshwar Temple, Chatubhujnathji Temple and Narsingh Temple, and in which Rajmata
and his 15 year old son Rawat Mohan singh was living safely. In Jhanjherpur which was capital and it
is having a palace due to which this place is known as Rajgarh and it had become famous.
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1.1.2 Town
Boda is a town and Nagarparishad of Rajgarh district in the State of Madhya Pradesh, India. The size
of the town is very small. The total area of the town is 21.82 SQ KM having a population of 9886.
The Nagrparishad is of rural in nature as it does depend on agriculture. The town has agricultural
based economy. One of the main attraction in the town is Andheria Bagh which is a historic temple
and famous for Goddess Durga.
1.2 District Information

Rajgarh district lies on the northern edge of the Malwa plateau, and the Parbati River forms the
eastern boundary of the district, while the Kali Sindh River forms the western boundary. The district
Rajgarh is part of the Bhopal division and the district is bounded by Rajasthan state to the north and
by the districts of Guna to the northeast, Bhopal to the east, Sehore to the southeast, and Shajapur to
the south and west. Rajgarh District extends between the parallels of latitude 2327' 12" North and
2417' 20" North and between the meridians of longitude 7611' 15" and 7714' East. Rajgarh is the
headquarter town of the district which is 140 km away from Bhopal towards east and on National
Highway No. 12 connecting Jaipur and Jabalpur. It is also connected to Railway from the nearest
town of Biaora which is about 20 Kms away.
The district covers 6,154 sq. km with a population of 1, 546,54 according to the 2011 census. This
gives it a ranking of 322nd in India (out of a total of 640). The district has a population density of 251
inhabitants per square kilometre (650 /sq mi) .Its population growth rate over the decade 2001-2011
was 23.32 %. Rajgarh has a sex ratio of 955 females for every 1000 males, and a literacy rate of 62.68
%. In 2006 the Ministry of Panchayati Raj named Rajgarh one of the country's 250 most backward
districts (out of a total of 640). It is one of the 24 districts in Madhya Pradesh currently receiving
funds from the Backward Regions Grant Fund Programme (BRGF).
T ABLE 1.1: G ENERAL I NFORMATION (R AJGARH D ISTRICT )
Geographical Area
6,154 sq. km
Major Rivers
River Kalisindh (Near Sarangpur), River Newaj (Near Rajgarh &

Pachore), River Parwati (Near Narsinghgarh), River Ajnaar (Near
Biaora), River Gadganga (Near Khilchipur)
Major Lakes
Parasram talab
(Near Narsinghgarh), Chidikho (Near
Narsinghgarh), Napanera (Near Biaora), Chhapidam (Near
Zirapur)
No. of Urban (Towns)
13 (Nagar palika-3 & Nagar Panchayat 10)
No. of Rural (Villages)
1,729
District Population 2011
1,546,54 (Census 2011)
Sex Ratio
955 (Census 2011)
Literacy Rate
62.68 % (Census 2011)
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T ABLE 1.1: G ENERAL I NFORMATION (R AJGARH D ISTRICT )

WPR
49.88 % (Census 2001)
Urbanization Ratio
17.33 % (Census 2001)
Household Size
5.8 (Census 2001)
Source: Census of India

At present the District is divided into five Subdivisions and seven tehsils. The following table shows
the details of area and population of each unit.
Table 1.2: Division Of Rajgarh District
Sno
Sub-Division
Tehsil
Area in Sq Km
Population 2001
No. of Villages
Rajgarh
Rajgarh
1081.87
192182
387
Khilchipur
Khilchipur
0779.14
149053
335
Khilchipur
Zirapur
0845.36
161070
220
Biaora
Biaora
1155.52
227421
287
Narsinghgarh
Narsinghgarh
1326.41
295189
306
Sarangpur
Sarangpur
0902.93
229170
192
Source: www.rajgarh.nic.in
1.3 Town Location (Linkages and Connectivity)

Geographically, the town is lies between 23.39 32N and 76.48 42E with an average elevation of
439 metres (1443 feet). Contiguous to the town is the District Headquarter Rajgarh (60 kms).
The town of Boda lies on the Major District Road (MDR) and its 12 km away from Pachore. There is
no direct railway linkage to Boda. The nearest railway stations are in Biaora, Pachore and Sujhalpur.
Boda can only be reached by road. In fact, the town is well-connected to other places of significant
importance in the state.
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Table 1.3: Location and Regional Linkages

Latitude and Longitude
23.39 32N and 76.48 42E
Nearest City with Population of more than 5 lakhs (Less

than 200 Kms)
Bhopal, Indore & Ujjain
Nearest City with Population of more than 1 lakh (Less

than 150 Kms)
Dewas, Guna
Other Important District Towns (Less than 100 Kms)
Rajgarh, Biaora, Narsingarh, Sarangpur,

& Pachore
Nearest Railway Station
Biaora, Sujhalpur, Pachore
Nearest Bus Facility
Boda
Source: Census of India, 2001
1.4 Physiographic and Landform

1.4.1 Topography
Boda lies on normally a plain terrain. The Rajgarh district lies on the northern edge of the Malwa
plateau, and the Parbati River forms the eastern boundary of the district, while the Kali Sindh River
forms the western boundary. The physiology of the town in this region is basically.
Denudatiional Landforms
Fluvial Landforms
Malwa Plateau
Kali Sindh Basin
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1.4.2 Soil
The Soil type of Rajgarh district is mainly the medium to deep Black soil and mixed red and black
soil. In some portion of the district River alluvial soil is also found. The alluvium consists of clay, silt,
sand, gravels and pebbles.
1.4.3 Hydrology & Dr ainage

The Town in the Rajgarh district falls in the Ganga Basin and Chambal sub basin. The whole Rajgarh
districts fall in the Ganga Basin. The watershed areas of the Rajgarh district are Upper-Kali sind,
Lower Kali sind, Newaz, Chapi-Ghani, Upper Parbati, Ajnar Ghoraphachar and Lower Parbati . The
district is drained by few rivers Kalisindh, Newaj, Parwati, Ajnaar and Gadganga. Some important
water bodies of Rajgarh district are Parasram talab (Narsinghgarh), Chidikho (Narsinghgarh),
Napanera (Biaora) and Chhapidam (Zirapur).
The District is draining by few rivers like Kali sindh, Newaj and Kadal River and other small streams
cross the Roads. The Kali Sindh river and Kadal river is found to be perennial on observation. Other
tributaries are non perennial in nature.
1.4.4 Groundwater
The ground water availability along the town is poor. The depth of water table varies from 48.0 mbgl 290.41 mbgl Most of the wells become dry except in monsoon season.
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1.4.5 Surface Water

The entire Rajgarh district falls in the Ganga Basin. Most of the towns are drained by few rivers like
Kali sindh and Kadal and other small streams cross the project road. The Kali sindh river and Kadal
river is found to be perennial in ground observation. Other tributaries are non perennial in nature.
1.4.6 Seismicity
The seismo-tectonic units which probably lend seismicity to the region are the Narmada rift and the
Aravalli fault system. The Narmada rift is situated about 200 km south of the Rajgarh district on the
Aravalli fault system about the same distance to the North West. The Narmada rift includes a fault
system with ENE-WSW strike. Two strong earthquakes of magnitude 6.50 and 6.25 occurred in this
belt in 1927 and 1938 respectively. The main seismo tectonic feature along with the seismic activity
in the Aravalli range is noticed on strike about NE-SW on the reverse fault, separating the Aravalli
system of rocks from the Vindhyas on the east. It is also envisaged that the eastern Aravalis take a
bend towards the south in the vicinity of Panchmahals. And then further join the E-W Satpura strike.
The trend of the eruptive centers indicating crustal weakness is close to this postulated bend of
Aravalli
strike.
Movements
involving frequent uplift have

affected this region.
1.4.7 Clim ate

The climate of Rajgarh District is
characterized by hot summer and
general dryness except during the
south west monsoon season. The
year may be divided into four
seasons.
The
cold
season,
December to February is followed

by the hot season from March to
about the middle of June. The
period from the middle of June to
September is the south west
monsoon season. October and
November form the post monsoon
or transition period.
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1.4.8 Rainfall
The average annual rainfall in the district for the last 6 Years is about 905.08 mm. About 95% of the
annual rainfall is received during the monsoon months, June to September, July being the rainiest
month.
Feb.
ar.
Apr.
May
Jun.
Jul.
Aug.
Sept.
Oct.
Nov.
Dec.
Total
Jan.
Year
Table 1.4: Monthly Rainfall Data (Mm) In Rajgarh Districts For The Last Six Years
2004
8.9
1.1
138.6
270.3
516.3
19.9
55.3
4.5
1014.9
2005
15.2
103.4
370
85.1
138.6
717.3
2006
38.5
52.9
277.6
496
337.6
4.6
1207.2
2007
0.3
12.7
0.8
14.4
108.8
433
142.9
129.4
842.3
2008
7.4
0.8
0.7
230.2
187
189
116.6
743.7
Source: India Meteorological Department, Delhi
1.4.9 Tem perature

The normal maximum temperature during the month of May is 42.4C with minimum during the
month of January 11.3 C in Rajgarh respectively. The wind velocity is higher during the pre
monsoon period as compared to post monsoon period.
1.4.10 Humidity
During the southwest monsoon season the relative humidity generally exceeds 88% (July / August
month). The rest of the year is drier. April is the driest month of the year.
1.4.11 Winds
The maximum wind velocity is 27.0 km / hr. observed during the month of June and minimum 7.1
km/hr during the month of November.
1.5 Municipal area and Planning area

The town and country planning department of Madhya Pradesh under Sec. 13 (1), 1973 has not
undertaken / prepare Master Plan for the Town.
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Chapter 2: Demographic Profile Of The Town

2.1. Population Growth Trend
Census records of 2011 revealed a decreasing population growth rate in Boda from 1991-2011. A
sharp fall in Boda population growth trend from the period 1991-2001 and 2001-2011 signaled the
potential growth of the town in the approaching years. Referring to below table, the population has
grown more than two-folds in the last two decades from 1991-2011 with an average annual growth
rate of around 2.205%.
Table 2.1: Population Growth Boda
Population (Lakh)
Average Annual
Year
Population
1901
1911
1921
1931
1941
1951
1961
1971
1981
1991
6,655
0.07
2001
8,510
0.09
2.79%
2011*
9886
0.10
1.62%
2035 (Projected)
**
**
Growth Rate (%)
Source: Census of India;

'*' as per Census Provisional Figures Provided by ULB
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Population Growth
2011*
9886
2001
8,510
1991
6,655
1981
1971
1961
1951
1941
1931
1921
1911
1901
0
0
Population
2,000
4,000
6,000
8,000
10,000
12,000
As per 2011 census data, natural increased or the growth in the population brought about by more
death and less birth accounted for more than a quarter (21.80%) of the total population from 19912001. Furthermore it accounted for 13.92% of the total population from periods of 2001-2011. The
contribution of migration on population growth is 10 percent. The people of the town migrated to
nearby urban areas in search of employment. This also affects the actual population growth of the
town.
The contribution of in-migration on population growth has not been analyzed since there were no
records available. In terms of jurisdictional change, no alterations (i.e. expansion) have been made to
Boda town area from 1971-2011.
Table 2.2: Composition of growth Boda
Population increase
Population increase
Population increase
during
during
during
1981-91
% of
total
1991-2001
% of
total
2001-2011
% of
total
Natural Increase
NA
NA
1855
21.80%
1376
13.92%
In-Migration
Nil
Nil
Nil
Nil
Nil
Nil
Year
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Table 2.2: Composition of growth Boda
Jurisdictional Change*
Total Increase
Population increase
Population increase
Population increase
during
during
during
No Change
No Change
No Change
NA!
1855
1376
*- the Area of Town has remained unchanged.
2.2 Population Projection

Analyzing the population trend has been instrumental in systematically predicting the future which
shall be the base for major planning decisions. In the language of urban planning, assumptions about
the future population are fundamental in calculating demand for basic services (design population).
There are a variety of ways in which a design population can be drawn. In this report, six (6) methods
were carefully prepared viz. Geometric Increase Method, Straight Line Method, Incremental Increase
Method, Arithmetic Increase Method, Decadal Growth Rate Method and Exponential Growth
Method. Because these projections have different assumptions, their results also vary.
In making the population projections, a two-decade period from 1991-2001 has been used for demand
calculation. Referring to the figures in table of population growth trend, the average annual growth
rate from periods 1991to 2011 is around 2.205 percent and the town is expected to grow in relatively
same trend in the future.
The usefulness of population projections depend upon how realistic their assumptions are as forecasts
are utilized in both demand calculation and cost estimation for various projects. Both project
implementers and recipients may suffer tremendously from erroneous forecasts as they might lead to
unfeasible budgeting which can influence the execution of the projects. Out of six (6) methods
identified, four (4) methods (i.e. Straight Line, Arithmetic, Geometric and Incremental Increase) were
considered to realistically calculate the demand for future sector projects based on the annual growth
rate (2.205%) of the town. Particularly, Straight Line and Arithmetic Increase methods provides
slightly lower side of the population while Geometric and Incremental Increase methods have given
slightly higher population projection figures.
The average of these four methods (2 with slightly lower and 2 with slightly higher figures) was taken
for the final population projection at various periods for Boda with the assumption that like any
developing town, Boda is expected to grow in the next years (at relatively the same rate) yet its
current condition does not present a great potential for an extremely significant increase in the future.
Below table shows the population projections including the results of each method identified and the
average of the results given by the four considered methods.
A line graph below was drawn for the purpose of providing a clearer picture of the results from above
table. The average (7) of the results of methods 1, 2, 3 and 5 provided a more realistic picture of
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future population growth in Boda by considering its annual growth rate (2.20%) and at the same time
allowing possibilities for extreme growth due to unexpected factors. Realistic projections are
especially essential not only in drawing design populations but also in making appropriate cost
estimation for various projects. As resources are limited, it is important that demand calculation is
realistic enough to avoid indiscriminate spending of funds.
Table 2.3: Population Projections, BODA (M)
Geometric
Increase
Method1
Arithmetic
Increase
Method 2
Straight
Line
Method
Exponential
Growth
Method3
Incremental
Increase
Method4
Decrease
in
Growth
Rate
Method
Average
1,2,3,5
1961
1971
1981
1991
6655
6655
6655
6655
6655
6655
6,655
2001
8510
8510
8510
8510
8510
8510
8,510
2011
9886
9886
9886
9886
9886
9886
9886
9,886
2015
10885
10875
10938
10873
11047
11095
10936
10,701
2020
11985
11863
12103
12004
12207
12452
12040
11,814
2025
13196
12852
13269
13252
13368
13976
13171
13,044
2030
14529
13840
14435
14630
14528
15685
14333
14,401
2035
15997
14829
15601
16152
15689
17603
15529
15,900
Year
Existing
Projected
1
2
CAGR
GEOMETRIC INCREASE METHOD: Formula: P' = P(1 + R/100)^n; Where: P' = Final population; P = Present population; R = Rate of Percentage Growth; n = No. of Decade
ARITHMETICAL INCREASE METHOD: Formula: P' = P + n.C ; C = dP/dt ; dP = P2 - P1; Where: P' = Final population; P = Present population, n = No. of Decade & C = Rate of
Change of Population
3
4
EXPONENTIAL GROWTH METHOD: Formula: P' = P.e^(R*n) Where: P' = Final population; P = Present population; R = Rate of Percentage Growth; n = No. of Decade
INCREMENTAL INCREASE METHOD: Formula: P' = P + (C + I)*n ; Where: P' = Final population; P = Present population; C = Average increase in population; I = Average
incremental increase in population; n = No. of Decade
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20000
18000
16000
14000
12000
10000
8000
6000
4000
2000
0
15900
1
2
3
4
5
6
7
2011
2015
2020
2025
2030
2035
2.3. Population Density

The total area of the town is 21.82 sq km. The population density of the town is 453 persons per sq
km.
2.4. Other Demographic Indicators

2.4.1. Population (0-6 age group)
According to the 2011 census, the 0-6 age group accounted for 16.36% of the total town population
(1392) which is quite low than that of the state level (17.87%). Out of the total 0-6 age group
population, 51.08% consists of males while 48.92 % consists of females. The sex ratio for 0-6 age
group is 958 which is considerably higher than that of the sex ratio of the entire town (921).
Table 2.4: Sex Ratio in the age group of 0-6, BODA (M)
Total Population of 0-6 age Group*
1377
13.93%
Male Population
736
53.45%
Female Population
641
46.55%
Sex Ratio for 0-6 age Group
928
871
Source: Census of India

'*'of the total population
2.4.2. Scheduled caste (SC) & Scheduled Tribe (ST) Population

Owing it to the long colonial history of India, the constitution explicitly recognizes Scheduled Castes
(SC) and Scheduled Tribes (ST) as part of the population of India and as such these groups also
possess the same rights and obligations like other citizens in the country.
After the Indian
independence in 1947, the proportion of SCs and STs in the population of India has also increased.
According to the Census report of 2001, SCs (20.34%) and STs (4.69%) together comprise of around
25% of the total population (8510) of Boda town.
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Table 2.5: SC & ST Population Boda

Details
2001
2011*
Growth Rate (%)
SC Population*
1731
20.34%
NA
ST Population*
399
4.69%
NA
Total Population**
8510
9886

*- of the total Population
2.4.3. Infant Mortality and Fertility Rate

Planning for population stabilization activities at local levels requires information about demographic
situation particularly on the levels of fertility, infant and child mortality etc at local level. At present
in Madhya Pradesh information on fertility and mortality rate are available at District Level only.
Rajgarh district showed a higher infant mortality rate (146) in 1981 which reduced to about 125 in
1991 as per the census of India. While an estimate of IMR for 2001 is around 57 which shows a
higher influx of health programmes in the district.
Department of public health and family welfare conducted a survey in 1996 at development block
level (Tehsil). For Boda Tehsil the General Marital fertility rate (163), implied total marital fertility
rate (5.13).
2.5. Issues
Lack of opportunities for gainful employment in villages and the ecological stresses is leading
to an ever-increasing movement of poor families to town of Boda.
Though the population increase during the past decades is not high, but still, it leads to the increase in
the socio-economic problems like landlessness, poverty resulting in unemployment and low wages,
illiteracy, malnutrition which results in increase in the IMR ratio, low standards of living which
results in development of slums etc.
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Chapter 3: Socio-Economic Profile Of The Town

3.1. Sex Ratio
Sex ratio is one of the instruments to indicate gender balance in city. In case of Boda Town, it has
good balanced sex ratio as compared to the District and State ratios. And from the table below it is
evident that the town has shown good progress over the last decades as far as the sex ratio is
concerned. Although it decreases during 1991 to 2001 but as per census provisional figure it has from
921 to 945.
Table 3.1: Sex Ratio Boda
Year
Sex Ratio
1981
1991
927
2001
921
2011*
945

3.2. Literacy Rate

Boda has a literacy rate of 63.66 % against the District average of 51.06 %, which is higher than
average Districts literacy level. As per 2011 provisional census figure male literacy constitutes 59.97
percent while female literacy accounts about 40.03 percent. As compare to last decade the male
literacy has gone down by 2.62 percent. On the other hand female literacy has increased by 2.6
percent from the last decade. But still there is a large gap between male and female literacy.
Table 3.2: Literacy Rate Boda
Population
(2001)
In %
Population
(2011)*
In %
Growth Rate
(%)
Male Literate Population**
3347
62.57%
3774
59.97%
-0.42%
Female Literate Population**
2002
37.43%
2519
40.03%
0.69%
Total Literate Population*
5349
58.83%
6293
63.66%
0.82%
Male Illiterate Population**
1305
34.87%
1310
36.46%
0.46%
Female Illiterate Population**
2438
65.13%
2283
63.54%
-0.24%
Total Illiterate Population*
3743
41.17%
3593
36.34%
-1.17%
Total Population
9092
9886

*- of the total Population **- of the total Literate / Illiterate Population
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3.3. Average household Size

A 'household' is usually a group of persons who normally live together and take their meals from a
common kitchen unless the exigencies of work prevent any of them from doing so. (From Census of
India). As per 2011 provisional census figure the total number of household in the town is 1852. So
the average household size of Boda town is 5.3 which is a little higher than that of the average state
(5.2) and district (5.5) household size.
Table 3.3: Household Size Boda
Total Population
Total Household
Size
2001
8,510
1476
5.77
2011*
9,886
1852
5.34

3.4. Workforce Participation

According to census reports, around 46.90% of the total population (8,510) entered the workforce in
2001. Workforce participation generally falls under three-fold classifications namely the primary
sector (involved in agriculture-related activities), the secondary sector (involved in industry-related
work) and the tertiary sector (involved in household industry and services type of employment).
Approximately 65.45% of the total population is fall under main worker or those who are employed
for 180 days. The percent of the main worker are more as compare to marginal worker under working
population. On the other hand the percentage share of marginal worker is only 34.55%. From the table
given below it can be seen that percentage share of cultivators are more than other occupation. The
percentage share of non worker is almost half of the worker population. It share is 53.10% which
indicates that percent of dependency or unemployment is high in the town. It shows that the town
does not have much employment opportunity thats why people migrate to other places.
Table 3.4: Workforce Classification of 2001 Boda
No.
Occupation category
Population
% of total Working Population
Main Workers (i+ii+iii+iv)
2612
65.45%
Main Cultivators
800
30.63%
ii
Main Agriculture Labourers
470
17.99%
iii
Main Household industry Worker
103
3.94%
iv
Main Other
1239
47.43%
Marginal Workers (v+vi+vii+viii)
1379
34.55%
Marginal Cultivators
628
45.54%
vi
Marginal Agriculture Labourers
527
38.22%
vii
Marginal
Worker
42
3.05%
Household
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Table 3.4: Workforce Classification of 2001 Boda

No.
Occupation category
viii
Population
Marginal Other
182
13.20%
Total Working Population *
3991
46.90%
Non-Workers (primary sector +

Secondary Sector + Tertiary Sector)
4519
53.10%

Contrary to 1991 records, census data of 2001gives distribution of workers by four-fold industrial
category, viz., cultivators, agricultural laborers, household industries and other workers for each state.
Based on the same data, 65.45% of the total workforce (2612) was registered as main workers or
those who are employed for 180 days or more while the rest (1379) was enlisted as marginal workers
or those employed less than the former.
Non-Workers (primary sector +
Secondary Sector + Tertiary
53.10%
46.90%
Total Working Population *
13.20%
Marginal Other
Marginal Household industry
Worker
3.05%
38.22%
Marginal Agriculture Labourers
45.54%
Marginal Cultivators
34.55%
Marginal Workers (v+vi+vii+viii)
47.43%
Main Other
Main Household industry Worker
3.94%
17.99%
Main Agriculture Labourers
30.63%
Main Cultivators
65.45%
Main Workers (i+ii+iii+iv)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Table 3.5: Ward wise Workforce Classification of Main Workers 2001
Ward
No.
Total
Population of
Main Worker
% of Main
Worker to the
Total Working
Population
Prepared by:
Ahmedabad
Total
Population of
Main
Cultivators in
%
Total
Population
of Main
Agriculture
Labourers in
%
Prepared For:
39
Total
Population
of
Household
Industry
Main
Workers in
%
Others
%
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 3.5: Ward wise Workforce Classification of Main Workers 2001
Ward
No.
Total
Population of
Main Worker
Total
Population
of
Household
Industry
Main
Workers in
%
Others
%
% of Main
Worker to the
Total Working
Population
Total
Population of
Main
Cultivators in
%
Total
Population
of Main
Agriculture
Labourers in
%
ii
iii
iv
Total
2612
65.45%
30.63%
17.99%
3.94%
47.43%
108
52.68%
39.81%
43.52%
1.85%
14.81%
125
59.52%
50.40%
14.40%
10.40%
24.80%
115
45.63%
61.74%
13.91%
1.74%
22.61%
103
43.10%
57.28%
11.65%
2.91%
28.16%
149
50.85%
28.19%
22.15%
4.03%
45.64%
136
85.53%
27.21%
5.88%
2.21%
64.71%
129
65.82%
20.93%
17.05%
6.20%
55.81%
89
57.79%
61.80%
0.00%
1.12%
37.08%
209
65.93%
16.75%
16.27%
8.61%
58.37%
10
155
72.09%
43.23%
9.68%
13.55%
33.55%
11
137
52.49%
20.44%
22.63%
8.76%
48.18%
12
217
91.56%
42.40%
13.82%
0.00%
43.78%
13
166
83.42%
28.92%
11.45%
0.60%
59.04%
14
258
80.88%
6.20%
21.71%
4.26%
67.83%
15
516
70.20%
22.67%
25.00%
0.39%
51.94%

Table 3.6: Ward wise Workforce Classification of Marginal Workers 2001
Ward
No.
Total
Population
of Marginal
Worker
% of
Marginal
Worker to the
Total
Working
Population
Total
Population
of Marginal
Cultivators
in %
Total
Population of
Marginal
Agriculture
Labourers in
%
Total
Population of
Household
Industry
Marginal
Workers in %
Others %
ii
iii
iv
Total
1379
34.55%
45.54%
38.22%
3.05%
13.20%
97
47.32%
26.80%
71.13%
0.00%
2.06%
85
40.48%
65.88%
17.65%
15.29%
1.18%
137
54.37%
78.10%
13.87%
0.00%
8.03%
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F I N A L
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Table 3.6: Ward wise Workforce Classification of Marginal Workers 2001
Ward
No.
Total
Population
of Marginal
Worker
% of
Marginal
Worker to the
Total
Working
Population
Total
Population
of Marginal
Cultivators
in %
Total
Population of
Marginal
Agriculture
Labourers in
%
Total
Population of
Household
Industry
Marginal
Workers in %
Others %
136
56.90%
77.21%
18.38%
0.00%
4.41%
144
49.15%
48.61%
38.89%
1.39%
11.11%
23
14.47%
52.17%
17.39%
4.35%
26.09%
67
34.18%
37.31%
52.24%
5.97%
4.48%
65
42.21%
84.62%
4.62%
0.00%
10.77%
108
34.07%
43.52%
23.15%
9.26%
24.07%
10
60
27.91%
30.00%
33.33%
11.67%
25.00%
11
124
47.51%
37.10%
48.39%
2.42%
12.10%
12
20
8.44%
0.00%
30.00%
0.00%
70.00%
13
33
16.58%
33.33%
42.42%
3.03%
21.21%
14
61
19.12%
0.00%
91.80%
1.64%
6.56%
15
219
29.80%
22.83%
54.79%
0.00%
22.37%
3.5. Industrial Activities

An industry is a broad term which refers to manufacturing of raw materials into goods and products.
The town has no major industrial construction activities except for brick and steel furniture
manufacturing factories located in the town.
3.6. Trade and Commerce

3.6.1. General
The major forms of economy of the town are agriculture production, industry and Nagarparishad
administrations. Majority of the population is engaged in agriculture production, small percentage
share of population are engaged in business-commercial and manufactured related work.
Below table reflects the trade and commerce as well as the banking status of Boda. As per census
2001 records, the top three most important commodities exported by Boda (M) were Suagr, Oil, Salt,
Soyabean, Wheat and Gram. The large export of wheat and soyabean simply exhibits the agricultural
nature of the town. The same data show that top three most important commodities in Boda are sugar,
Oil and salt. Looking at the top three major exports and products of Boda, the town is mostly involved
in agriculture and manufacturing of steel furniture and bricks.
As can be seen from the below table, the town also has 1 agricultural credit society (Census, 1991).
Town enjoys a number of bazaars, clothing, mutton and vegetable markets.
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Table 3.7: Trade, Commerce, Industry & Banking Boda

2nd
1st
3rd
Name of three most important commodities

imported
Sugar
Oil
Salt
Name of three most important commodities

exported
Soya bean
Wheat
Gram
Name of three most important commodity

Manufactured
Trolley
Steel furniture
Bricks
Number of Banks
Number of Agriculture Credit Societies
Number of Non-Agricultural Credit Society
Source: District Census Handbook,2001

Above all, the town is home to 1 state government offices, 2 semi government centers and 3 banks.
Due to the existence of these important institutions, establishments and facilities in the town, people
from nearby areas and district often come to the place to get a wide range of services available (e.g.
banking). Consequently, this has paved way for the increased concentration of economic activities in
the town.
3.6.2. Agriculture
Agriculture continues to be the backbone of Indian economy contributing to about 28 per cent of
national income. The source of livelihood of about 70 per cent of population is still agriculture. The
major soybean growing states in India are Madhya Pradesh (3.41 million ha), Maharashtra (60,000
ha), Rajasthan (35,000 ha), Uttar Pradesh (25,000 ha), Gujarat (20,000 ha) and other states (55,000
ha). The area and production of soybean in different states and the country show a rising trend in the
recent years. Being a new crop in Madhya Pradesh, marketing facilities have not yet been developed.
Moreover, support price declared by Government of India is based only on the cost of cultivation and
in view of lack of organized marketing the cultivators do not get remunerative prices. Thus, the
development of infrastructure in the marketing of soybean in the state of Madhya Pradesh is of great
significant.
Indeed, agriculture plays an important role in the development of the town. The main agriculture
production includes wheat, chana, soyabean, sugar cane etc. Currently the agriculture production of
Boda belongs to the Class B category. The town has 3 sub mandi for import and export of agriculture
goods.
Table 3.8: Mandi Information of Rajgarh District
Mandi Name
Biaora
Category /
Class
Date of
Regulation
Area Yard
(Hectare)
Sub Mandi
Total Sub
Mandi
01-Jan-1956
7.612
Lakhanvas
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Date of
Regulation
05-Jun-1991
Project Coordinator
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F I N A L
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Table 3.8: Mandi Information of Rajgarh District

Category /
Class
Date of
Regulation
Area Yard
(Hectare)
Sub Mandi
Total Sub
Mandi
Pachour
09-Jun-1956
3.84
Udankhedi
Jirapur
23-Jun-1956
0.728
Kurawar
10-Dec-1968
2.832
Jhadla
16-Sep-1988
Narsingarh
02-Jan-1956
9.242
Bodda
29-Mar-2000
Talen
22-Nov-2001
Ikalera
07-Jan-2001
Sarangpur
Chapiheda
18-Nov-1974
6.07
Khujner
17-Mar-1958
3.03
Kalipeeth
10-Jul-2001
Rajgarh
22-Nov-2001
Boda
24-Jan-1955
5.897
Suthaliya
11-Jul-1959
3.874
Machalpur
12-May-1995
5.726
Mandi Name
03-May-1955
5.7
Date of
Regulation
21-Jan-1995
Padhana
Sandavata
Karedi
Semlikalan
22-Jun-1994
22-Jan-2011
31-May-1991
10-Sep-2004
Source: Madhya Pradesh State Agriculture Marketing Board (Mandi Board)
3.7. Tourism
Festivals and religious events are of special interest to domestic and foreign tourists. Boda is most
famous for the Dashera mela festival which rejoices the triumph of Lord Rama over Rawan. The
festival is celebrated in Dashera Maidan and lasts the whole day. The town is also known for Anant
Chaturdashi Chal Samaroha, which is the last day of the Hindu festival of Ganeshotsav.
3.8. Issues
Madhya Pradesh has insufficient infrastructure to support and sustain increasing development effort.
The infrastructure in the state tends to be more capital intensive, partly because of its topography and
partly because of the nature of its settlement hierarchy. Almost in respect of all indicators of physical
infrastructure - per capita consumption of power, net irrigated area, length of roads and railways per
unit of area, number of banking offices per lakh of population, per capita bank deposit and credit, the
state fairs poorly. It is because of inadequate development of infrastructure, both physical and social
that the state has missed opportunities for achieving high rates of growth. Boda is no exception in this
case.
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Chapter 4: Physical Planning

4.1. Spatial Growth Trends
Town planning and management have consistently been linked with the analysis of land distribution,
utilization and spatial distribution of population, among others, which provides understanding of the
current issues and future challenges of town housing and infrastructure. Moreover, these insights
would allow urban planning experts to carry out necessary interventions most appropriate for the town
under study.
The town of Boda is divided into two parts by a main city road. The southern part of the city is
considerably more developed than the other. Boda is located nearer to the highway between two major
towns named Pachore and Narsinghgarh. The bypass highway from Indore to Dewas, Pachore and
Biaora traversing Boda paved way for development of the town and its outskirts which meant
population growth and increased concentration of economic activities in the area.
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4.2. Spatial Distribution of Population

The town BODA and Nagar Parishad was established on 1 st December 1981. The town is divided into
15 wards spreading over an area of 21.82 sq km.
The below table shows the ward wise details of Boda. Of the total number of ward units, 6 wards have
been declared as slums. Ward wise population analysis reveals that wards no. 14 and 15 are the most
populated accounting for 8.96% and 25.64 % of the total population respectively. This is followed by
wards 9 and 1 which account for 7.13% and 5.68% of the total population correspondingly. The rest
of the population of Boda appears to be well scattered among the wards.
113
6.08%
Mahatma Gandhi Ward
513
5.18%
130.92
6%
78
4.20%
Bhagat Singh Ward
401
4.05%
130.92
6%
62
3.34%
Ravindra Nath Tagore

Ward
398
4.02%
65.46
3%
81
4.36%
Mahavir Ward
528
5.34%
43.64
2%
95
5.11%
Indira Gandhi Ward
462
4.67%
65.46
3%
75
4.04%
Maharana Pratap Ward
523
5.29%
87.28
4%
105
5.65%
Nehru Ward
411
4.15%
65.46
3%
71
3.82%
Dr. Rajendra
Ward
705
7.13%
261.84
12%
140
7.53%
10
Sanjay Gandhi Ward
533
4.15%
65.46
3%
104
5.59%
11
Subash Ward
428
4.32%
43.64
2%
84
4.52%
12
Vallabh
Ward
523
5.29%
65.46
3%
94
5.06%
13
Lal Bahadur
Ward
478
4.83%
109.1
5%
80
4.31%
14
Molana Azad Ward
886
8.96%
65.46
3%
180
9.68%
15
Dr. Ambedkar Ward
2535
25.64%
654.6
30%
496
26.70%
Name*
Prasad
Bhai
Patel
Shastri
Total
9886
2182
100
%
Households
No. of
Households
16%
% Share of
% Share of
Area
349.12
Area
5.68%
Population
562
% share of
Rajeev Gandhi Ward
Population
Ward No.
(in Ha)
Table 4.1: Ward wise Details, Boda (M)
Source: Boda Nagar Parishad, Boda
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4.3. Municipal Level Mapping

For Details Refer Maps section
4.4. Ward Delineation Map

For Details Refer Maps section
4.5. Land Use Analysis

The below table depicts the broad picture of the land use break up Boda as per our GIS mapping by
PRUDA GIS cell. The same table shows that Boda covers a total area of 21.82 sq km. owing it to the
fact that agriculture is a major economy of the town, but the largest proportion (70.43%) of the total
town area is residential and commercial. The data also reveals that 70.43% of the entire town area is
developed. Moreover, Water Bodies comprise the smallest proportion (6.50%) of the total town area.
Table 4.2: Land availability in Boda Town
Type of Land
Area (in Hectares)
Developed Area
33.58
70.43%
Undevelopable Land (Rivers & Waterbodies)
3.10
6.50%
Agriculture / others
11.00
23.07%
Total
47.68
100.00%
Source: PRUDA - AIILSG

As explained earlier, land use analysis is crucial to the understanding of the current status of a town
under investigation. Particularly, below table depicts the land use distribution of municipal area of
Boda. The same table shows that the municipality covers a total area of 47.68 ha. Not surprisingly,
almost more than one - forth (23.07%) of the municipal area is used for agricultural activities.
Residential and commercial land covers a very big area of municipal area.
Table 4.3: Existing Land use Break up, Boda (M)
Category
Area (in Hectares)
Residential
1152
52.81%
Commercial
183
8.39%
201
9.23%
Public Use / Services
Recreational
Transportation
0.00%
503
23.07%
Industrial
Public semi-public
Agricultural
Rivers & Water bodies
6.50%
Special area*
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Table 4.3: Existing Land use Break up, Boda (M)

Category
Area (in Hectares)
2182
100.00%
Total Area
Source: PRUDA- AIILSG
* Specify detail of which areas have been defined as special areas viz. urban villages, slum etc.
Table 4.4: Existing Land use Breakup of the Developed Area, Boda (M)
Category
Area (in Hectares)
Residential
25.18
74.99%
Commercial
11.91%
Industrial
4.4
13.10%
Public Use / Services
Recreational
Transportation
33.58
100%
Public semi-public
Total Area
Source: PRUDA- AIILSG
4.5.1. Residential Density

Residential density provides a picture of how populated an area is. There was no information available
related to the area of ward. The town level density was only made available by the ULB. Below table
presents the residential density distribution of Boda. Overall, there are 359 households residing in
high density area (more than 501 PPH). Additionally, 610 households live in medium density areas
(201 to 500 PPH). Finally, only 889 households dwell in low density area. Analysis of these figures
suggests that apparently, there has been a decreased concentration of people in particular areas of the
town which can be explained by its developing character.
Table 4.5: Residential Density Distribution, Boda (M)
Category
Details
No. of Households
High Density
more than 501 PPH
359 HH
Medium Density
201 to 500 PPH
610 HH
Low Density
less than 200 PPH
889 HH
Source: GIS mapping by PRUDA AIILSG, 2011
4.6. Master Plan Provisions

No master planning has been prepared by the Town and Country Planning department.
Table 4.6: Land Use as per UDPFI Guideline
Area In Ha
Land use
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Table 4.6: Land Use as per UDPFI Guideline

Area In Ha
Land use
Residential
20.50
Commercial
1.19
Industrial
4.29
Public & Semi-Public
3.34
Recreational
6.20
Transport & Communication
5.24
Agriculture & Water Bodies
6.91
Source: UDPFI Guideline
4.7. Housing Scenario

4.7.1 Present And Future Housing Dem and
One of the biggest challenges of cities and growing towns is the provision of proper housing to all
families, with special emphasis on the need fulfill the shelter demands of the underprivileged groups.
As per Census records of 2011, Boda has reached a population of 9886 consisting of 1852 households
or 1858 families. As explained in the earlier chapters, a household is defined as a group of people
living together and taking their meals from a common kitchen (Census of India 2001).
A household may contain more than a family. In an ideal setup, each family should be provided a
house with (at least) one cooking facility. This apparent sharing of kitchen and other home facilities
creates the housing gap for the town. Below table reveals the housing gap in Boda. Overall, as per the
calculations the town has a shortage of 1073 houses as per records of Town & Country Planning
Department.
As mentioned earlier, Boda is home to 15 ward units and 6 wards or 40% of which have been declared
as slums. Many of the families from the slums do not have proper shelters. They build temporary
houses with partitions made of poor and unsuitable materials (e.g. old plastics). Looking at the below
table, the planning department reported that there are 762 houses which need to be reconstructed for
families from the slums.
Meanwhile, about 301 dilapidated houses still need to be reconstructed by the local government.
These houses have proper structure although their poor condition makes them unsuitable for dwelling.
Substandard materials used in construction of the house, faulty wiring and other structural flaws,
among others, are the major reasons why these houses have been abandoned. Unfortunately, only 20%
of the total number of dilapidated houses has been reconstructed leading to shortage of another 60
houses for Boda.
The housing scenario in Boda appears to be very problematic. Addressing the housing gap in Boda is
crucial to resolving a host of key problems in the town. As three-fourths of the town population
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resides in slum, provision of proper housing to families in slum can resolve the long-standing problem
of open defecation which leads to rampant spread of diseases. A proper approach to the housing issues
in slums has also been positively linked with increased sanitation awareness and enhanced community
and family bonds.
Table 4.7: Housing Gaps, Boda (M)
Details
No. of Houses
Rate of
Reconstruction
Housing Shortage
(In %)
Housing shortage till 2001
1073
20%
215
Reconstruction of Slum Houses
762
20%
152
Reconstruction of Dilapidated Houses
301
20%
60
Total
2136
427
Source: GIS mapping by PRUDA AIILSG, 2011

Note: Entire Wards are been declared as slums.
4.7.2 Illegal Colonies

The formation of illegal colonies in India has been a critical urban planning issue as it concerns not
only the physical planning issues of the town but more importantly, it touches the issue of institutional
corruption in the system.
In an ideal setup, land developers need to create a working layout of the land intended for sale. This
means creation of appropriate spacing and efficient roads for the property in order to secure a permit
from the government. Securing permits are of paramount importance as this will serve as basis for the
government to make developments in that area which include, among others, delivery of basic
services such as electricity and water supply.
Moreover, illegal colonies are formed when deceitful developers buy an agriculture land and create a
flawed layout with minimal roads, improper spacing and lack of firewalls among other procedural
violations. Developers commit these violations with the intention to sell more lots or houses within a
given area. After the construction of houses, they are sold and registered to the buyers.
Redtapism and bribery are crucial to the flourishing of illegal colonies because they allow the
registration of plots or houses which have major legal and procedural violations. In order to have them
registered, developers bribe the government and politicians a huge sum of money enough for them to
seal their lips and give in to the demands of the perpetrators (e.g. delivery of electricity to houses).
Another round of bribery comes into the picture during the imposition of property tax on the colonies.
Owners bribe the government officials in order to acquire property tax requirements for their
properties. Simply put, colonies subsist as they create an illusion of legitimacy with their registration
and property tax through bribery.
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After the developments due construction of the bypass bridge in Boda, the town has been infested by
illegal colonies especially in the central part of the more developed bank of the town. This has made
the town denser and highly congested over time.
The flourishing of colonies is of serious concern to any city as they thwart urban planning experts
from creating desired flow of roads, spaces and other important procedural requirements for the town.
Additionally, appropriate spacing between houses is important in order to prevent rapid spread of fire
and easy access of fire officials to the place. Preventing illegal colonies from thriving is a question of
political will. Colonies need to be properly identified and appropriate sanctions need to be carried out.
A strong internal bureaucratic control is required to discourage further colonies from flourishing.
[The above views are extracted from the stakeholders consultation meetings]
4.7.3 Future Growth Possibilities

The town of Boda is nearer to Pachore which has primarily brought development to the city. The
construction of the bypass highway catalyzed the rapid growth of Boda which meant increase in
population and investments for the town. As explained earlier, the northern part of the bank is less
developed than the other, although brick and furniture industries are located in this part of Boda.
Future growth is expected in this part of Boda because of the high congestion on the northern part.
The important factors which contribute to growth of the town in future are:
Good accessibility by road and rail (Sujhalpur) network
Business and commercial Activities
Education and Health facilities
4.8. City Specific Strategies And Action Plan

The projects identified for the sector for the period till 2035 are presented in the Table below.
Table 4.8: Identified Projects For Horizon Years In Boda
HORIZON
YEAR
PRIORITY
2015
HIGH
2025
MEDIUM
2035
LOW
DETAIL OF PROJECT
Preparation of Master Plan for Boda
Development of Model Housing Project
Development of Incremental Housing Scheme
Development of Incremental Housing Scheme
2015: (Period: Current to 2015); 2025: (Period: 2015 to 2025); 2035: (Period: 2025 to 2035)
Source: Consultants of the project
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4.9. Proposed Strategies & Action Plans For Horizon Years In

Boda
The strategies / policies / actions to be undertaken for achieving the Goals and implanting the projects
presented in the Table below.
Table 4.9: Proposed Strategies & Action Plans For Horizon Years in Boda
No
Strategies & Action Plan
2015
2025
2035
Creation of Shelter Fund
01
02
A Shelter Fund is a dedicated fund earmarked for providing housing

to the poor. Through legislative amendments private builders may
either contribute a proportion of their land for social housing or
equivalent land cost to the shelter fund. This has been quite
successfully implemented in Madhya Pradesh. The recent report on
Affordable Housing for All by the Ministry of Urban Development
has also recommended a 0.5 per cent cess on all central government
taxes, to be credited to a dedicated shelter fund 5 at the national
level. The proposed fund will be managed by the National Housing
Bank with an equivalent budgetary support so as to make a longterm impact. Similar efforts can be planned at the state/city level.
The concept of Shelter Fund has been in practice in Madhya
Pradesh since eighties. In this Private builders have the obligation
to contribute a portion of the land developed by them or cash
proportionate to the land value to the Ashraya Nidhi (Shelter Fund)
for pro-poor housing. This fund that is collected at the state level is
redistributed to provide social housing The Municipal laws in the
state has been appropriately amended to create this fund. In Madhya
Pradesh most builders prefer to contribute land value as against
land; this is creating shortage of land and the state government is
deliberating if they should make it mandatory for the builders to
contribute land only.
YES
Ensuring that no building plans are sanctioned without the

YES
earmarked land
YES
YES
YES
YES
Township Development through Public Private Partnership
03
04
Development of land and allied infrastructure forms an integrated

part of township development. In recent times, Public Private
Partnerships have proved to be a sustainable way to promote
housing for the poor. To attract investors incentives are provided by
offering additional FARs, exemption from stamp duty fees and other
such benefits. A betterment tax on properties whose value may have
improved as a result of town planning scheme undertaken by the
Council can be imposed for encouraging PPP.
Linking with other urban reforms
State Level: A large number of reforms have been initiated in India.
YES
YES
5 - Report of the High Level Task Force , MoH&PA , .AFFORDABLE HOUSING FOR ALL December 2008
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2015
2025
2035
These include: simplification of land registration processes and

rationalisation of stamp duty fees, land titling and property tax
reforms. These have led to an increase in number of legal property
owners paying taxes, increasing revenues. So far incentives offered
under these reforms have been availed by middle and high income
groups only. State may approve innovations incentives such as stamp
duty exemptions, tax holidays, fast track building plan approvals and
registration processes to builders who agree to earmark land for the
citys poor.
ULB Level: The following reforms are mandatory for accessing
grants under the newly envisaged schemes of Rajiv Awas Yojana by
MoHUPA, GoI:
Internal earmarking within local body budgets for basic services to
the urban poor;
Provision of basic services to urban poor including security of
tenure at affordable prices, improved housing, water supply,
sanitation and ensuring delivery of other already existing universal
services of the government for education, health and social security;
and
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.
Source: Consultant of the Project
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Chapter 5: City Infrastructure Of Boda

5.1. Water Supply Of Boda
Water has constantly been deemed as a basic resource necessary to sustain life and as such should be
made accessible to all. Appallingly, water supply and access remain to be a major problem in many
developing towns in India. In particular, the level and quality of water supply has been one of the key
issues in urban planning as water fuels a host of activities necessary for the proper functioning and
future growth of the town.
Below table provides an overview of the status of water supply infrastructure for Boda. At present, the
town has an available water supply elevated service reservoir of 0.3 MLD and town has two
underground sump of 0.1 MLD and 0.06 MLD respectively installed capacity while the actual level
supplied to the entire town is around 0.414 MLD. Boda is sustained primarily by Tube wells (8) and
Hand pumps (58) and by (2) dug wells. Out of the eight (8) Tube wells, four (3) are in working
condition. There are about 2 wells in the town and both are of communal use. Overall, the total water
storage capacity installed in the town is about 4.6 Lakh liters.
In terms of water coverage, 15 wards are currently covered yet only 53% of which is supplied through
public water supply. A few wards occasionally are supplied water through tankers. The per capita
supply released is about 17.5 LCPD yet actual supply after transmission and distribution losses comes
only to 15.75 LCPD. Apparently, 10% or about a one tenth of the total water supply is lost during
transmission and distribution losses due to faulty pipelines and other infrastructure failures which
have built up over time. This loss is considerable given that water is supplied for only 30 minute every
third day.
Table 5.1: Overview of Water Supply in Boda
Water
Installed capacity (MLD)
0.460 MLD
availability
Released / Daily (MLD)
0.414 MLD
- Tube wells (3)
Source of water
-Dug wells (2Nos.)
Within city limits
-Hand
Nos.)
supply
Water Storage Capacity

Water
coverage
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10-50 sq.km.
NA
50-100 sq.km.
NA
Pumps
Total Water Storage Capacity Installed in the

0.460 Lakh Liters
Town
No. of Wards Covered
15
Population covered by public water supply %
62.25%
Area Covered
53%
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Table 5.1: Overview of Water Supply in Boda

17.5 LPCD
Per capita supply (LPCD)
Water Losses
Supply duration (hrs.)
30 minutes every third

day
Transmission and Distribution Losses %
10%
Source: Boda Nagar Parishad
5.1.1. Quality and Quantity of Water at Source

Quantity
At present, the town has an available water supply reservoir of 0.460 MLD 6 installed capacity while
the actual level supplied to the entire town is around 0.414 MLD. Boda is sustained primarily by eight
(3 working) Tube wells and one (58) Hand-pumps and finally by 2 Dug wells.
There are eight (8) Tube wells (3 of which are not working) and 2 Dug well is present in Boda. There
are about thirty (30) Hand Pumps which have been drilled by the Public Health Engineering
Department in the town. The yield one good tube well has been reported to be at around 10,000 liters
per hour (LPH) and three (3) Tube wells having the said average yield have been drilled in Boda.
However, question of sustainability arises as it has been observed the yield of the said tube wells is
reduced by about 50% in the summer and even worse during drought period. Based on the available
Geological and Hydrological data of Boda region, Tube wells cannot be considered as a dependable &
feasible source of Water Supply for the town as they are highly unreliable and prone to contamination.
Moreover, there are about 2 existing Dug Wells in the town with an average diameter of 5 m and
depth of 20 m. Similarly, the dug wells dry out during acute summer conditions.
Quality
In terms of quality standards, the quality of water in Boda is satisfactory as they are in acceptable
ranges with reference to the parameters given by the Public Health Engineering Department (PHED),
see below table.
Table 5.2: Water Quality of Tube wells
Parameters
pH
Acceptable
Sample Results
7 to 8.5
200
30
200 as CaCO3
160
0.1
0.2
Chlorides (Mg/L)
Total Hardness
Iron (Mg/L)
- Million Liters per Day

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Table 5.2: Water Quality of Tube wells

Parameters
Acceptable
Sample Results
10
0.225
Manganese
0.05
Nil
Sulphates
200
08
Fluorides
Source: PHED, Rajgarh, MP.
5.1.2. Quality and Quantity of Water in Distribution System

At the present time, the water is supplied in 15 wards for only thirty (30) minutes every third day. The
per capita supply released of water in Boda is about 17.5 LCPD yet actual supply after transmission
and distribution losses comes only to 15.5 LCPD. A small of the total water supply (10%) is lost
during transmission and distribution due to faulty pipelines and other infrastructure failures which
have built up over time.
The quality of water after the treatment (Only Chlorination) and distribution is considered Potable as
per World Health Organization (WHO) standards. However, more sophisticated means of water
treatment is necessary since common chlorination is the only method utilized.
Needless to say, improvements need to be done to reduce and accounted water as they have serious
implications on water services revenue.
5.1.3. Others Sources

Some areas occasionally are supplied water through 2 tankers. In summer all wards require and
receive water through tankers.
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5.1.4. Water Distribution Arrange ments In Boda

Service Reservoir
One Over Head Tank (OHT) of 3 lac liter is located in the town.
Table 5.3: Water Storage Facilities in Boda
Type
Capacity (in Liters)
Location
OHT7
3 Lakh
Ward 15
GSR8
1 Lakh
GSR9
0.60 Lakh
Total
4.6 Lakh
Source: Nagar Parishad, Boda

Tube wells & Infiltration wells
There are three (4) tube wells fitted with power pumps and infiltration well at the various locations in
the city. From these tube wells and infiltration well the water is transported to the OHT. From here the
water is distributed to the whole of the city.
Table 5.4: Ward wise Source of water in Boda
Ward
No.
Ward Name
Nos. of
Nos. of
Nos. of
Nos. of
Tube wells
Hand Pumps
Wells
OHT
Rajiv Gandhi
Mahatma Gandhi
Bhagat Singh
RavindraNathTagre
Mahaveerbhavan
Indhira Gandhi
Maharana Pratap
Nehru
Rajendra Prasad
10
Sanjay Gandhi
11
Subhash Ward
12
Vallabhbhai Patel
13
LalBahadurShastri
14
Maulana Azad
- Over Head Tank
- Ground Structure Reservoir
- Ground Structure Reservoir

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Table 5.4: Ward wise Source of water in Boda

Nos. of
Nos. of
Nos. of
Nos. of
Tube wells
Hand Pumps
Wells
OHT
Dr. Ambedkar
11
Total
58
Ward
No.
15
Ward Name
1
2
Source: Boda Nagar Parishad, 2011
5.1.5. Internal Distribution Networks

A distribution line of 5 km length (3.5 km major pipes) covers approximately 70% of the total
developed area of Boda. There are different diameters and material of the distribution networks and
most them are of 1 diameter.
The condition of distribution network is important in understanding how water is lost and how water
lines can be improved to reduce unaccounted for water and increase revenue for water services. This
existing network is already more than 15 years old and has not been successful in meeting the
requirements for the proper water distribution system. Failures in the existing pipeline network system
have led to water loss of 10%.
Water Connections
Below table shows the water connection in Boda. There are about 989 (1037 new figure) water
connections which account for about 53% of the total households in the town. The town has no any
stand post connections and public connections but there are 58 hand pumps.
Table 5.5: Water Connections inBoda
No.
Type of Connection
Domestic
989
Commercial
Industrial
Stand Post
Public Taps
Hand pump
58

About 47% of the city areas still without water supply network. Indeed, there is a need to develop a
new and well-planned distribution system for the developed areas and for one third of the city in
newly developing areas. Undoubtedly, the sustainability of water supply and sustenance of daily town
needs are contingent upon the quality and maintenance of internal distribution arrangements.
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Table 5.6: Ward Wise Water Connection in Boda

Ward
No.
Ward Name
Nos. of Individual
Nos. of Commercial
Nos. of Public
Connection
Connection
Connection
Rajiv Gandhi
42
Mahatma Gandhi
56
Bhagat Singh
55
RavindraNathTagre
45
Mahaveerbhavan
76
Indira Gandhi
67
MaharanaPratap
42
Nehru
45
Rajendra Prasad
33
10
Sanjay Gandhi
58
11
Subhash Ward
64
12
Vallabhbhai Patel
66
13
LalBahadurShastri
36
14
Maulana Azad
86
15
Dr. Ambedkar
218
Total
989

Water Charges
Water charges contribute to the bulk of revenue income of the town which explains the need for
reducing unaccounted for water through improvement of the distribution network system. In the case
of Boda Nagar Parishad, water charges are collected from three (3) different users per month i.e.
Domestic, Commercial and Industrial users. Domestic consumption being in Boda is the major source
of urban services revenue for Boda Town. Below table depicts the tariff and the number of existing
water supply connections in Boda. Overall, there are about 989* Domestic, with each unit charged Rs.
50/- per month respectively and the town earns Rs. 51850 per year if they are having 100% water tax
recovery. There are no commercial or industrial water connections in Boda.
Table 5.7: Applicable Water Charges in Boda
Type of Connection
No.
Water Charges Collected Per Month
989
Rs. 50 /-
Commercial
Rs. 0 /-
Industrial
Rs. 0 /-
Domestic

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5.1.6. Water Treatm ent Facilities

There is no Water Treatment plant facility available to the residents of Boda.
5.1.7. Com parative Analysis with the Udpfi, Cpheeo Guidelines

Below table shows the recommended per capita water supply quantity according to UDPFI and
CPHEEO guidelines. For one small town as Boda (9886 population), the desirable supply level is 100
LPCD and 70 LPCD is the acceptable minimum. The actual level of water supply is only 17.5 LPCD
which means that town is not receiving standard recommended water supply.
Boda will be considered a medium town in 2035 due its growth population, so the future per capita
demand estimated is 135 LPCD.
Table 5.8: Recommended per capita water supply levels
UDPFI
Classification of
towns
- Small Town
(<50.000 people)
- Medium Town
(>50.000 people)
CPHEEO
Supply levels
Classification of towns
Supply levels
i) Absolute minimum 70 - Towns provided with piped

LPCD
water supply but without
sewerage system
ii) Desirable: 100 LPCD
- 70 LPCD
i) 70-100 LPCD (Upper Cities provided with piped

limit
above
100.000 water supply where sewerage
people)
system
is
existing/
contemplated
ii) 135-150 LPCD
- 135 LPCD
Source: Table 2.1 CPHEEO guidelines, 1999

Page 149, UDPFI guidelines, 1996
5.1.8. Existing Water Supply Projects

Presently no water supply project has been proposed by the Nagar Parishad.
5.1.9. Dem and And Supply Gaps (Present And Future)

The huge infrastructure investments for a town require meticulous analysis of the existing gap and
future demand. The said analyses warrant insight as to the scale of the infrastructure which needs to
be constructed for long-term use. As cities are expected to receive greater pressure in the future due
to growth population, an accurate analysis of the existing gaps and future demand is necessary for
planning, prioritization of infrastructure and meeting costs of the particular demand.
Considering the projected population the demand & supply gaps are calculated until 2035 which is
shown in below table.
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Table 5.9: Present and future demand and supply gaps (Water Supply) for Boda
Details
2011
2015
2025
2035
Projected Population
9886
10701
13044
15900
Number of Households @ 5.9 HH size
1858
2019
2461
3000
Demand of Water Supply

i
Demand of Water Supply (MLD)

@ 135 LPCD
1.33
1.44
1.76
2.15
ii
Present Water Supply (MLD)
0.46
0.46
0.46
0.46
iii
Gap in Water Supply (MLD)
0.87
0.98
1.30
1.69
iv
Additional Requirement (MLD)
0.11
0.32
0.39
1.33
1.44
1.76
2.15
1.33
1.44
1.76
2.15
0.11
0.32
0.39
Treatment Facility
i
Demand (in MLD)
ii
Present Status (MLD)
iii
Gap (MLD)
iv
Additional Requirement (MLD)
Distribution Network
i
Demand Network (Km)
7.41
8.03
9.78
11.93
ii
Present Network (Km)
5.00
5.00
5.00
5.00
iii
Gap in Distribution Network

(Km)
2.41
3.03
4.78
6.93
iv
Additional
Requirement
Distribution Network (Km)
0.61
1.76
2.14
of
Other
Additional Requirement of meters

(Nos)
1858
2019
2461
3000
ii
Additional Requirement of Public

Taps (1 for 60 HH)
31
34
41
50
Source: Projections by PRUDA-AIILSG
5.1.10. SWOT Analysis

Based on the primary survey and stakeholders consultations, sectors strengths, weaknesses,
opportunities and threats have been assessed. Below table presents the SWOT analysis done of Water
Supply sector.
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Table 5.10: SWOT Analysis (Water Supply) for Boda

Sector
Strengths
Weaknesses
Opportunities
Threats
Actual water source

is Insufficient.
Water quality at
satisfactory level.
Water Supply
No adequate storage
facility.
Water
supply
Charge is an
Inefficient
important source
distribution system.
of income for the
ULB.
Willingness
of Dependency on
people to pay more Ground Water
for better services
sources.
Low Per Capita

Water Supply.
5.1.11. Issues
Boda town is mainly depending on Underground water sources.
The scarcity of water is evident from the fact that water is supplied for only 30 minutes every
third day.
There is currently uneven distribution of water which requires the extension and strengthening
of distribution lines.
There is an urgent need to divert the entire Nallas meeting to the river before the annicut.
The water supply in the town is 17.5 LPCD after the T & D losses.
About 47% of the area (of the Developed area) is not covered under conventional water
supply system.
Out 11.93 km length of Distribution network required, only 5 km are constructed and needs to
be replaced. The entire pipe lines are required to be installed for total coverage of city under
water supply.
The town is devoid of scientific or sophisticated treatment of water before supply.

Chlorination is the only process which is being applied to water before supply to the citizens.
More scientific approach has to be adopted for improvement of this aspect.
There is absence of mapping and monitoring of present water supply system
There are no inspections on delivery pressure. The town is also devoid of service level
assessment which is important to look into the overall situation of the town water supply.
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There is an urgent need to review of the DPR prepared by the ULB in a thorough and
systematic manner so that revisions essential for the implementation of the project can be
done.
Replacement of the old and faulty distribution networks should be immediately water loss
alone accounts for about a quarter of the total water released daily. This scenario both has
repercussions on municipal income as water charges are a main source of revenue income for
the town.
5.1.12. City Specific Strategies and Action Plan

A)
Goals for Horizon Years
The goals and service outcomes for the horizon period 2010-2035 are presented in the below table.
Table 5.11: Goals for Horizon Years (Water Supply)
2012/2013(Current)
2015
2025
2035
100% Water
Supply
in
Revision in Water 100% O & M newly
Cost Recovery
Tariff
developed
100%
Piped
& areas
Draft Revision in Bye Training
Water Supply
Laws for Rain Water Capacity
Performance
Building of staff
Harvesting
Management
Compulsory
System
100% Water Metering
Water Supply
Network cover for

general
households
70%
100%
100%
100%
Water
supply
liters per capita
per day
40 LPCD
135 LPCD
135 LPCD
135 LPCD
No. of hours of
supply
30 min every
third day
6 hr.
12 hr.
24 hr.
Quality of Water
Safe & Good
Safe & Good
Safe & Good
Safe & Good
--
50%
100%
100%
--
89%
100%
100%
25%
15%
15%
15%
9.5%
20%
100%
100%
Drinking
Treatment
Water
Meters for house

connections
Non
Water
Revenue
O & M
recovery
mechanism
cost
B) Strategies and Action Plan

The section into divided into subgroup i.e. Strategies for Infrastructure Augmentation /
Refurbishments, Strategies for Mobilizing Financial resources and recovery of O & M cost of the
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Proposed and existing Infrastructure, Strategies for Resource or Environment Conservation and
strategies for improving urban governance highlighted as Instituting Responsive & Responsible Urban
Governance. The following are outline of the strategies and action plan that are envisaged to be
undertaken for Boda Town in order to achieve the Vision and Goals.
Table 5.12: Proposed Strategies & Action Plans for Boda
Augmentation of existing supply network at source and at distribution end.
Water treatment Facility
Infrastructure
Upgradation and replacement of existing distribution system by 2015
Augmentation /
Extension of distribution network within town by 2035,
Refurbishment
Provision of Community Taps and Group Connections.
Establishing Customer Connections Water Meters
Decrease non revenue water up 15% by 2015.
- Public Private Partnership (PPP)
The O&M of pumping stations and WTPs through a service or management
contract with the private sector who would be solely responsible for the O & M of
the system, based on an agreed annual fee, with built-in incentives for improved
performance.
The water supply system should be implemented through innovative financial
structuring, involving public, private and consumer participation.
- Operation & Maintenance Plan
The O & M Plan shall include both system maintenance, on a regular basis, and
an emergency maintenance plan. System maintenance shall include routine
maintenance, corrective maintenance & preventive maintenance. In addition to
Mobilization of preventive maintenance with the existing staff, unbundling of O&M operations
Financial
shall be adopted to ensure private sector participation.
Resources and
O & M Cost
Recovery
- Compulsory Water Meter
Mechanism
Make the water meters compulsory in order to bring every service seekers into
Tax Network.
- Cost recovery through adopting differential pricing system
Differential pricing system can be adopted for various building use such as
commercial units. Charging them for what they consume creates the potential to
cost recovery and also to avoid both waste and under used.
- Tariff Revision
At present there is no tariff for the underground sewerage connection. It is
necessary to collect the connection charges and monthly tariff from the
beneficiaries. This however needs an effective Political Will.
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- Bringing System Efficiency
Maximize the use of existing and future infrastructure to the fullest for sustaining
the system.
- Water Auditing
Resource
Environment
Conservation
Water auditing is the best practice to reduce the system losses and make the entire
supply of water accountable and reduce non revenue water. This involves leak
detection studies apart from studies on the quality and quantity of water drawl at
the consumer end and explores ways and means for effective water supply systems.
- Awareness Campaign on Water Conservation
Involve CBOs / NGOs for creating Awareness amongst the People for per capita
Water Conservation.
- Water Supply Inventory
Carrying out a detailed inventorization and mapping of the water supply network
including details of pipe and pipe appurtenances, maintenance of service registers
etc.
- Streamlining Institutional Responsibilities
Instituting
Responsive
Responsible
Urban
Governance
& - Customer satisfaction through providing regular

performance
information service
Keep the customer satisfied by responding to queries and complaints in a timely

manner and providing them with regular information on service performance.
- Rain Water harvesting in bye laws (Optional Reform)
It is an optional reform envisaged under the CDP as per the JNNURM toolkit. The
details can be referred in the Chapter on Urban Governance and Municipal
Reform.
[The above strategies and action plan are co-related various chapters and sections on the City
Investment Plan, Financial Operating Plan, Institutional Frameworks and Summary of Strategies
mentioned in the report]
5.2. Sewerage And Sanitation In Boda

Sanitation refers to the safe management and disposal of human excreta and it is a basic component
for city development. Proper sanitation facilities for citizens are a major challenge for civic
authorities. It is not only the problem of keeping city clean; it is also an economic and social problem
of raising production and promoting a good life.
The outcome of sanitation is not only the number of toilets built or kilometers of sewer laid but also
include proper use and maintenance of those facilities.
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Disregard to sewerage and sanitation needs of Boda can result to a host of serious problems related to
environmental degradation and health repercussions. Proper planning based on the special needs of
the town is crucial to the success of any Sewerage and Sanitation infrastructure investment. The table
below depicts the current state of Sewerage and Sanitation Infrastructure in Boda.
Table 5.13: Overview of the state of Infrastructure: Sewerage & Sanitation
Type of Sewerage System
Wastewater Disposal
OSD10
Wastewater generated daily (MLD)
1.07
Disposal (underground sewerage) capacity (MLD)
NA
Present operating capacity (MLD)
NA
Households connected to underground sewerage %
NA
Source: BodaNagar Parishad
5.2.1. Existing Sewerage System

Apparently, there is no separate sewerage and storm water system in Boda. Onsite Sewerage
Disposal (OSD) system exists in the town. Disposal of wastewater is being disposed off through soak
pits and septic tank. There are only open roadside gutters for wastewater drainage. The absence of
sewerage system creates conducive environment for the water-borne diseases exacerbated by
excessive heat during summers. In most cases, solid waste collected on the roadsides goes into open
drains.
Length of such open drainage is almost 11 km, which covers almost 3 sq km i.e. 45 % of the city. Due
to the lack of proper sewerage system, water clogging is reported to be common place during
monsoon in the slum pockets and old city areas increasing the development of various forms of
diseases. Boda does not have a good natural slope and therefore most of the rainwater flows into the
nalla. However, many areas in Boda have been reported to suffer from flooding conditions especially
during the rainy season. Analyzing the abovementioned facts, it is urgent need to look into matter to
avoid any further delay in commissioning underground sewerage system.
5.2.2. Means of Sewerage Disposal

The town has an Onsite Sewerage Disposal (OSD) sewerage disposal system. The wastewater is
usually being disposed off through soak pits and septic tank.
There is no provision or wastewater or excreta treatment system for the town. As such, wastewater
and excreta flow through local drains which may simply relocate waste to another part of town
leading to increased water and air pollution as well as breeding of rats, flies, mosquitoes and other
disease-carrying organisms. Not surprisingly, households are primarily concerned only about the
cleanliness of their immediate surroundings yet they are much less worried on environmental impacts
10
- Open Sewerage Disposal

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on a broader scale. Appallingly, the absence of treatment plant puts extreme strain on the River Utavli
as it uninhibitedly absorbs most of wastewater of the town.
5.2.3. Toilet Infrastructure In Boda

Good sanitation habits begin at home as behaviors at the household could largely influence peoples
sanitation practices outside. As such, it is crucial that sanitation facilities be installed at the household
level. In Boda Tehsil (Urban) having 85% sharing of population by Boda Town has only 63%
households having bathroom facility within premises and 75% households having toilet facility.
HOUSEHOLD LEVEL
Table 5.14: Number of Toilets and Bathrooms in Boda
Type
No. of Households
% of total Households
Total Households
1858
Bathroom
1393
75%
Toilet
1207
65%
Source: ULB
Table 5.15: Type and number of Sanitation Facilities
Type of Latrines
No. of Households
% of total Households
1201
99.5%
Service
0.49%
Others
0.00%
Total
1207
100%
Total Number of HH
1858
Water Borne

Whereas in Boda, about 97.8% of the households have received improved sanitation facilities by the
beginning of this century either with Septic tank or Soak Pits. Out of the same, 83% are water borne
and about 15% are service. The below table gives details of sanitation facilities available in Boda.
PUBLIC LEVEL
Provision of proper sanitation facilities and maintenance of the same for the citizens are critical issues
faced by town civic authorities. Currently, there are no (0) Pay-and-Use toilets planned by Nagar
Parishad till date. Other than the abovementioned, there are only 8 public urinals, majority of which
are non- usable conditions.
Table 5.16: Number of Public Toilets and Urinals
Type
No. of Households
Public Pay & Use Toilets*

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Table 5.16: Number of Public Toilets and Urinals

Type
No. of Households
Public Urinals
8 Nos.

*- run by ULB
5.2.4. Wardwise Sanitation Status In Boda

Table given below indicate ward wise sanitation facility in the town.
Table 5.17: Ward Wise Sanitation level in Boda
Ward
No
Ward Name
Nos. of Individual
Open
Nos. of
toilets
Defecation
Public Toilets
01
Rajiv Gandhi
50
02
Mahatma Gandhi
55
03
Bhagat Singh
60
04
RavindraNathTagre
70
05
Mahaveerbhavan
30
06
Indhira Gandhi
35
07
MaharanaPratap
55
08
Nehru
25
09
Rajendra Prasad
60
10
Sanjay Gandhi
25
11
Subhash Ward
25
12
Vallabhbhai Patel
20
13
LalBahadurShastri
65
14
Maulana Azad
30
15
Dr. Ambedkar
55

The below shows the availability of individual toilet facility in each ward:
Table 5.18: Ward wise availability of individual toilets
Ward
Ward Name
Individual toilets available (%)
Rajiv Gandhi
4%
Mahatma Gandhi
29%
Bhagat Singh
20%
Ravindra Nath Tagre
28%
Mahaveer bhavan
48%
Indhira Gandhi
77%
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Table 5.18: Ward wise availability of individual toilets

Ward
Ward Name
Individual toilets available (%)
Maharana Pratap
34%
Nehru
60%
Rajendra Prasad
42%
10
Sanjay Gandhi
47%
11
Subhash Ward
57%
12
Vallabh bhai Patel
51%
13
Lal Bahadur Shastri
29%
14
Maulana Azad
22%
15
Dr. Ambedkar
34%
Source: Sanitation Survey, 2008
5.2.5. Dem and and Supply Gaps (Present and Future)

For Sewerage
The demand and gaps of Sewerage sector of Current and future is presented in the Table below
considering 80% of supplied water as sewage.
As per below table the current (2011) sewage generation is 1.07 MLD which will increase to about
1.72 MLD by 2035. The requirement of sewage treatment plant (STP) is calculated considering that
100% of wastewater should be treated. Construction of sewer line periodically is also calculated in
order to achieve 100% coverage for all the horizon years.
Table 5.19: Present and future demand and supply gaps (Sewerage)
2011
2015
2025
2035
9886
10701
13044
15900
Demand of Sewerage Treatment

i
Demand of Water Supply (MLD)
1.33
1.44
1.76
2.15
ii
Sewage generation - 80% of supplied water

(MLD)
1.07
1.16
1.41
1.72
iii
Existing Sewerage treatment (MLD)
iv
Required treatment plant capacity (MLD)
1.07
1.16
1.41
1.72
Additional
Requirement
Sewerage treatment
0.09
0.25
0.31
(MLD)
For
Demand for Sewer network on Main Road

i
Demand for Sewer network (in KM) On

Main Road
ii
iii
7.41
8.03
9.78
11.93
Existing Sewer network (km)
Gap in Sewer network (km)
7.41
8.03
9.78
11.93
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Table 5.19: Present and future demand and supply gaps (Sewerage)
iv.
2011
2015
2025
2035
9886
10701
13044
15900
0.61
1.76
2.14
Additional Requirements Sewer network

(km)

For Sanitation
To fulfill the future demand of Sanitation sector it is necessary to construct 15 Public Pay & Use
Toilets considering 1 for each ward. And about 22 Public urinals needs to be constructed with a
consideration of providing 2 for each ward along with the up gradation of the existing public urinals.
Refer the below table for details.
Table 5.20: Present and future demand and supply gaps (Sanitation)
2011
2015
2025
2035
9886
10701
13044
15900
Demand for Public Pay & Use Toilet @ Ward Level

1
Demand for Public Pay & Use Toilet @ Ward Level
15
15
15
15
Existing Public Pay & Use Toilets
ii
Gap for Public Pay & Use Toilet
15
15
15
15
iii Additional Public Pay & Use Toilets
0.00
Demand for Construction & Up gradation of Public Urinals

2
Demand for Construction & Up gradation of Public Urinals
30
30
30
30
Existing No. of Public Urinals
ii
Gap
22
22
22
22
iii Additional No. of Public Urinals

5.2.6. Ongoing Sanitation Projects

At present, there is no sanitation project being implemented in Boda town.
5.2.7. Com parative Analysis With The UDPFI, CPHEEO Guidelines

The information of wastewater quantity generated daily is not available by ULB. But according to
UDPFI, 80% of supplied water becomes wastewater. Considering the actual quantity of supplied
water 1.3 MLD, the wastewater generation becomes 1.24 MLD. The same type of estimation has
taken into account in the calculation of future demand of sewerage generation.
UDPFI also recommend small and medium town adopt low-cost sanitation technologies with the
technical assistance by the local bodies and involvement of NGOs and plan the extension of regular
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sewerage facility. In line with this, it is suggested in this CDP the construction of underground
sewerage system and adoption of low-cost sanitation technologies for sanitation sector.

The table below presents the SWOT analysis (strengths, weaknesses, opportunities and threats
analysis) of Sewerage and Sanitation sector.
Table 5.21: SWOT Analysis (Sewerage and Sanitation)
Sector
Sewerage
&
Sanitation
Strengths
Good
Slope
Weaknesses
Natural
Majority of the
households have
individual toilets
either with septic
tank or soak pits
Opportunities
Absence
of
underground
additional
sewerage system. Tap
resources
and
Open
filed Grants from GoMP
defecation.
and GoI.
Environment
Motivation through
pollution
and incentives
Further
degradation
of Re-use of treated
sewage and sludge
River Nevaj.
for
Urban
Low maintenance agriculture
of Pay & Use
Introduction
of
toilet.
user fee charges as
Lack of proper an addition to the
sanitation
income of ULB
awareness among
citizens
Threats
Dependence on External
Grant / Aid
Routine transfers of
officers and staff and
change
in
local
leadership hinder in the
continuance
of
the
Campaign.
Active participation and
partnerships required at
all levels.
Groundwater
contamination
5.2.9. Issues
Other Issues
The town has no sewerage treatment plants for the city which is required for its sustained
growth in the long term. Indiscriminate disposal coupled with non-treatment of waste has
resulted in degradation of the Utavali River.
As 6 out of 15 wards have been declared as slums, there is a need to invest in sewerage and
sanitation infrastructure to safeguard the overall health of the people as most of them subsist
under filthy and unpleasant living arrangements.
There is an inadequate number of public sanitation facilities
Poor management and maintenance is often a serious problem with community toilet blocks
making the toilets non-usable
Apparently, there is a lack of awareness about the health and hygiene among the people
There is currently no collection of Sanitation Tax being done by the ULB which can be used
to improve the overall sanitation scenario of the town
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The ULBs do not have any concrete and reliable information on the sanitation condition to
calculate sanitation demands of the people
DPR which is supposed to address the sewerage and sanitation problem of the town should be
reviewed and revised accordingly

(A-1) Goals for Horizon Years (For Sewerage)
Table 5.22: Goals For Horizon Years (Sewerage)
2011/2012
(Current)
2015
2025
100%
HHs
2035
Coverage
of
50% Coverage
100% Coverage of
of House hold
Waste
water
35%
Coverage
Preparation of
Treatment Plant
DPR for quick of Waste water
100
%
implementation
Treatment Plant Recycling/Reuse
of Project
Revision of Bye- 100 % O & M Cost
laws for use of Recovery
waste water
Training & Capacity
Building of staff
Sewerage
Network cover for

general households
Treatment
Disposal
and
Recycling
Reuse
and
O & M
recovery
mechanism
cost
Review
and
Monitoring
system
with
appropriate
benchmarks
and indicators.
--
100%
100%
100%
--
35%
100%
100%
--
--
100%
100%
--
--
100%
100%
(A-2) Goals for Horizon Years (For Sanitation)

The goals and service outcomes for the horizon period 2010 -2035 are presented in the below table.
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Table 5.23: Goals for Horizon Years (Sanitation)

2011/2012
(Current)
2015
2025
2035
Preparation of
City Sanitation
Plan as per
National Urban
Sanitation
Policy 2008
100% O & M cost

recovery
through
100%
open collecting the user
Implementation defecation free charges
of
City town
Review
and
Sanitation Plan 100% O & M Monitoring
system
Cost Recovery
with
appropriate
benchmarks
and
indicators.
Public Pay & Use

Toilets
33%
33%
100%
100%
Public Urinals
70%
70%
100%
100%
O & M cost recovery
--
--
50%
100%
Sanitation
(B-1) Strategies and Action Plan (For Sewerage)

Infrastructure
Augmentation / Provision of underground sewerage network
Refurbishment
Provision of sewerage treatment plant (STP)
- Public Private Partnership (PPP)
The O&M of pumping stations and STPs through a service or management
contract with the private sector who would be solely responsible for the O & M of
the system, based on an agreed annual fee, with built-in incentives for improved
of performance.
Mobilization
Financial
The sewerage system should be implemented through innovative financial
Resources and O
structuring, involving public, private and consumer participation.
&
M
Cost
-Operation & Maintenance Plan.
Recovery
Mechanism
The O & M Plan shall include both system maintenance, on a regular basis, and
an emergency maintenance plan. System maintenance shall include routine
maintenance, corrective maintenance & preventive maintenance. In addition to
preventive maintenance with the existing staff, unbundling of O&M operations
shall be adopted to ensure private sector participation.
- Tariff Revision
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At present there is no tariff for the underground sewerage connection. It is
necessary to collect the connection charges and monthly tariff from the
beneficiaries. This however needs an effective Political Will.
- Bringing System Efficiency
Maximize the use of existing and future infrastructure to the fullest for sustaining
the system.
- Waste Water Treatment and Reuse (Optional Reform proposed in CDP)
With systems available for treating the waste water on the economical basis and
recycling it, especially in private colonies, hotels, hospitals, commercial and
institutional establishments, this practice can pay dividends.
Where ever septic tank overflows are discharged into drains or sewer lines, the
same can be diverted for recycling since, septic tank overflows have low BOD and
suspended solids, recycling of waste water can be a very viable option in such
areas.
Resource
Environment
Conservation
The recycled water can be used for parks, gardens, horticulture, floor washing,
toilet flushing, road and parking lot washing etc. In some of the areas, even the
treated waste water from municipal sewage treatment plants can be further
treated at economical cost safely to supply water for agriculture, parks, gardens,
road and floor washing, toilet flushing in big commercial and institutional
establishments etc. This will entail a direct saving to the consumer of water and a
direct saving to the municipality, which continuously struggles to find or locate
new sources of water to meet the growing demands of the city population.
- Segregation:
Segregation of sewers from the drains to avoid contamination of drains.
- Prevention:
Prevention of entering municipal solid waste and silt in the sewer line.
- Regular sewer cleaning:
Adopt suitable methodology depending location and condition of Nallahs and
drains.
- IEC activities
Awareness programs on health hygiene, environmental impacts, institutional
restructuring and capacity building measures should be adopted for creating an
awareness among the people for environment Conservation.
- Creation of Database of the existing sewerage
Instituting
Responsive
Responsible
Urban
Governance
&
A detailed inventory of the system can be documented periodically by the

technical staff of the ULB to update the state of the system.
- Institutional Strengthening and Capacity Building
Recruitment of trained engineering personnel for management of sewer works is
an important issue confronting the Public Works Department. It is also important
to keep them technically updated. It is necessary that periodic training should be
imparted to the operations staff of the PWD.
- System Maintenance Plan
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A system maintenance plan involving the components of routine, corrective and
preventive maintenance shall be prepared.
- Improve and ensure:
Access to sanitary services for the urban poor and slum dwellers.
(B-2) Strategies and Action Plan (For Sanitation)
Provision of Public Pay and Use Toilets
Infrastructure
Provision and Upgradation of Public Urinals
Augmentation /
Preparation of City Sanitation Plan
Refurbishment
Evaluation Study and Rapid Impact Assessment
Mobilization of
Financial
Resources and This is covered vide preparation of City Sanitation Plan. Refer Box No. 1 for
O & M Cost information on the scheme and the expected coverage.
Recovery
Mechanism
Resource
Environment
Conservation
Instituting
Responsive
Responsible
Urban
Governance
This is covered vide preparation of City Sanitation Plan. Refer Box No. 1 for
information on the scheme and the expected coverage.
&
This is covered vide preparation of City Sanitation Plan. Refer Box No. 1 for
information on the scheme and the expected coverage.
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Box No. 1: Preparation of City Sanitation Plan

The institutional arrangements provided in the National Urban Sanitation Policy, MoUD-GoI
encourages the ULBs to come up with a City Sanitation Plan involving multiple stakeholders of the
city. The following are the expected benefits from preparation of CITY SANITATION PLAN, if
prepared. The outcomes of Preparation of CITY SANITATION PLAN is as under:
-Setting Up City Sanitation Task Force
Mobilize Stakeholders: The first step in making the cities 100% sanitized is to elevate the
consciousness about sanitation in the mind of municipal agencies, government agencies and most
importantly, amongst the people of the city.
Constitute a multi-stakeholder City Sanitation Task Force comprising representatives from
Agencies directly responsible for sanitation including on-site sanitation, sewerage, water supply, solid
waste, drainage, etc including the different divisions and departments of the ULB, PHED, etc;
Agencies indirectly involved in or impacted by sanitation conditions including representatives from
the civil society, colonies, slum areas, apartment buildings, etc,
Eminent persons and practitioners in civic affairs, health, urban poverty,
Representatives from shops and establishments,
Representatives of other large institutions in the city (e.g. Cantonment Boards, Govt. of India or State
Govt. Enterprise campuses, etc.),
NGOs working on water and sanitation, urban development and slums, health and environment,
Representatives of unions of safaikaramcharis, sewerage sanitary workers, recycling agents / kabaris,
etc
Representatives from private firms/contractors formally or informally working in the sanitation sector
(e.g. garbage collectors, septic tank de-sludging firms etc.)
Representatives from educational and cultural institutions
Any other significant or interested stakeholders some of the elected Members of the ULB must be
members of the Task Force.
One of the things to be considered by the Task Force is to organize a multi-stakeholder, multi-party
meeting in the preparatory stage, and take a formal resolution to make the city 100% Sanitized, and
publicize the same, with all signatories.
The City Sanitation Task Force will be responsible for
Launching the City 100% Sanitation Campaign
Generating awareness amongst the citys citizens and stakeholders
Approving materials and progress reports provided by the implementing agency, other public
agencies, as well as NGOs and private parties contracted by the Implementing Agency, for different
aspects of implementation (see below)
Approving the City Sanitation Plan for the city prepared by the Sanitation Implementation Agency
after consultations with citizens
Undertaking field visits from time to time to supervise progress
Issue briefings to the press / media and state government about progress
Providing overall guidance to the Implementation Agency
Recommend to the ULB fixing of responsibilities for city-wide sanitation on a permanent basis
- Assign Institutional Responsibilities
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One of the key gaps in urban sanitation is lack of clear and complementary institutional
responsibilities. This comprises two aspects: a) roles and responsibilities institutionalized on a
permanent basis; and b) roles and responsibilities for the immediate campaign, planning and
implementation of the Citys Sanitation Plan based on which the former can be outlined,
experimented with, and finally institutionalized. The Sanitation Task Force will recommend the
assigning of permanent responsibilities for city-wide sanitation to the ULB including the following
aspects:
The ULB to have final overall responsibility for city-wide sanitation, including devolving power,
functions, functionaries and funds to them
Planning and Financing including State Government and Govt. of India schemes
Asset creation including improvement, augmentation
Operations and Management (O&M) Arrangements for all network, on-site, individual, community
and public sanitation facilities and systems (including transportation up to final treatment and disposal
of wastes)
Fixing tariffs and revenue collections in order to make O&M sustainable
Improving access and instituting special O&M arrangements for the urban poor and un-served
populations in slum areas and in mixed areas
Adopting standards for
Environment Outcomes (e.g. State Pollution Control Board standards on effluent parameters),
Public Health Outcomes (e.g. State Health Departments),
Processes (e.g. safe disposal of on-site septage) and o Infrastructure (e.g. design standards) (PHEDs/
Parastatals ), and
Service Delivery standards (e.g. by Urban Development departments)
Adoption of Regulatory roles including environmental standards (e.g. State Pollution Control Boards),
health outcomes (e.g. Health Departments).
Measures in case specific stakeholders do not discharge their responsibilities properly
Training and Capacity Building of implementing agency and related personnel
Monitoring of 100% Sanitation involving multiple stakeholders
(Source: NATIONAL URBAN SANITATION POLICY-2008 Ministry of Urban Development
Government of India)
It is imperative for the town to prepare City Sanitation Plan as soon as possible
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5.3. Solid Waste Management In Boda

Municipal Solid Waste Management is a part of public health and sanitation, and is entrusted to the
municipal government for execution. Presently, the systems are assuming larger importance due to
population explosion in municipal areas, legal intervention, emergence of newer technologies, and
rising public awareness towards cleanliness. Although SWM systems exist in Boda town since few
years back, SWM has remained a major environmental issue until now. Looking into the normal
institutional setup, SWM responsibility is devolved to a health officer who is assisted by the
engineering department in the transportation work. The activity is undeniably labor intensive and in
most instances daunting as there are only 2-3 workers assigned per 1000 residents whose needs are
ever growing and changing.
5.3.1. Quantity of Waste Generated

The per capita of Municipal Solid Waste (MSW) generated daily, in Boda is about 250 grams per
capita per day. Below table shows that a total of about 2.47 MT waste per day is generated in Boda
town. Residential (47.5%) and Commercial Wastes (27.5%) (i.e. Shops and Hotels) accounted for
75% of the total solid waste generated in Boda which constitutes major source of Solid Waste
generation.
Followed by Waste produced by Vegetable Markets (12.5%) and Others (12.5%).
However, there is no data regarding the details on MSW generation, collection and disposal practices.
The town has a land fill site of area of 1.909 Ha which is allotted by District Collector but nagar
parishad is not practicing because of they cannot afford the cost of transportation (only 2 km away
from town).
The level of vegetable waste is also very high in the town due to daily and weekly markets coming
from different regions surrounding the town.
Table 5.26: Quantity of Solid Waste Generated
Area
MT/ Day
% share of the total
Residential
0.38
47.5%
Shops and Hotels
0.22
27.5%
Vegetable Market
0.09
12.5%
Others
0.09
12.5%
Total
0.79
5.3.2. Constituents of Municipal Waste

Characterization studies carried out by Boda Nagar Parishad in (2004) indicate that MSW contains
large organic fraction (52%) which includes mostly inert such as ash and fine earth, paper
(7%),
along with plastic, glass and metal (7%). The percentage of unclassifiable constituents (ash, wood,
earth, etc.) in of the town was as high as 34%.
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Table 5.27: Constituents of Municipal Waste

Constituents
% Share
Organic Waste
52%
Paper
7%
Plastic /Rubber
4%
Glass
2%
Metal
1%
Others
34%

Table 5.28: Wardwise Generation of Solid waste IN Boda
Ward NO
Ward Name
Nos. of
Waste
Nos. of
HH
Generation (kg)
Dustbins
01
Rajiv Gandhi
113
0.14
02
Mahatma Gandhi
78
0.13
03
Bhagat Singh
62
0.10
04
RavindraNathTagre
81
0.10
05
Mahaveerbhavan
95
0.13
06
Indhira Gandhi
75
0.12
07
MaharanaPratap
105
0.13
08
Nehru
71
0.10
09
Rajendra Prasad
140
0.18
10
Sanjay Gandhi
104
0.15
11
Subhash Ward
84
0.11
12
Vallabhbhai Patel
94
0.13
13
LalBahadurShastri
80
0.12
14
Maulana Azad
180
0.22
15
Dr. Ambedkar
496
0.62
Total
1858
2.47
17
5.3.3. Current Practices of Solid Waste Managem ent

A)
Waste Storage & Segregation
Containers used for household storage of solid wastes come in many forms and are fabricated from a
variety of materials. The type of the container generally reflects the economic status of its user (i.e.,
the waste generator). Generally at households the waste generated is accumulated in small containers
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(often plastic buckets) until such time, that there is sufficient quantity to warrant disposal into
community bins.
Waste segregation at source is not practiced in Boda. Waste segregation at source is crucial to final
treatment of waste, recycling and energy conversion considerations. Commercial sector like
restaurants, offices, hotels and the like all use the community waste bins and their wastes are also
collected along with the household wastes.
B)
Primary and Secondary Collection
The collection bins and other containers used in various cities are not properly designed. It has been
observed that community bins have not been installed at proper locations resulting in poor collection
efficiency. As most of the people in Boda live in slums and subsist under very poor conditions, low
level of public awareness on sanitation practices has exacerbated the situation.
Moreover, various types of vehicles are used for transportation of waste to the disposal sites.
However, sometimes these vehicles are not designed as per requirement and preventive maintenance
system is not adopted consequently reducing the lifetime of equipment for transportation. In many
urban centers, vehicles are not provided with proper garage that would protect them from heat and
rain. Inevitably, many of the vehicles used for transportation of waste have passed their life.
The below table shows the current collection practice in the town of Boda. It is dismaying to know
that waste collected from half of the wards is simply dumped on roads while the waste from the other
half of the wards is usually dumped near residence areas and big establishments like a school or a
hospital.
The presented reality is not very surprising since 6 out of the 15 wards are declared as slums.
Table 5.29: Collection of Solid Waste Management
Ward No.
Ward
Dumping location
Number of Employees
Rajiv Gandhi
On road
Mahatma Gandhi
On road
Bhagat Singh
On road
RavindraNathTagre
On road
Mahaveerbhavan
On road
Indhira Gandhi
On road
MaharanaPratap
On road
Nehru
On road
Rajendra Prasad
On road
10
Sanjay Gandhi
On road
11
Subhash Ward
On road
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Table 5.29: Collection of Solid Waste Management

Ward No.
Ward
Dumping location
Number of Employees
12
Vallabhbhai Patel
On road
13
LalBahadurShastri
On road
14
Maulana Azad
On road
15
Dr. Ambedkar
On road
Total
22

The below table shows the availability of ward wise availability of solid waste collection facility:
Table 5.30: Ward wise Solid Waste Management facility
WARD
Ward Name
Households
who are
throwing
waste outside
(%)
Unavailability of a
place fixed by Nagar
Parishad to throw the
waste in ward (%)
Households who are

throwing waste
(generated by animal
husbandary) outside
(%)
Rajiv Gandhi
93%
99%
11%
Mahatma Gandhi
78%
28%
2%
Bhagat Singh
100%
2%
0%
RavindraNathTagre
96%
4%
3%
Mahaveerbhavan
94%
5%
33%
Indhira Gandhi
60%
2%
0%
MaharanaPratap
58%
3%
0%
Nehru
68%
6%
0%
Rajendra Prasad
79%
12%
4%
10
Sanjay Gandhi
73%
1%
0%
11
Subhash Ward
68%
77%
12%
12
Vallabhbhai Patel
92%
94%
0%
13
LalBahadurShastri
87%
100%
0%
14
Maulana Azad
60%
96%
0%
15
Dr. Ambedkar
58%
95%
0%
Source : Sanitation Survey, 2008

C)
Processing and Disposal
The disposal sites in Boda are selected on the basis of their proximity to the collection areas and new
disposal sites are normally identified only when the existing ones are completely filled. The waste is
simply dumped at such sites and bulldozers are rarely used for compaction at the disposal site. Due to
the paucity of land, it is necessary for the civic authorities to install solid waste treatment and
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processing systems and implement massive recycling wherever possible. Most of the disposal sites are
unfenced and the waste picking is commonly in vogue, posing problems in the operation of the sites.
Open firing of MSW at disposal sites is most common for reducing the volume of wastes and also for
easy rag-picking. However, open firing produces gases which may be harmful to the atmosphere
especially that these gases are not properly contained. As such, it is important that energy-efficient
technologies be installed to properly process solid waste and control release of harmful gases.
Details of Existing Trenching Ground of ULB
Located on Mahua road and having area of 1.909 Ha and about 2km away from the city.
D) Reuse and Recycling
There is no waste reusing or recycling technology being used in Boda.
5.3.4. Vehicles for Solid Waste Collection and Transportation

Different types of vehicles owned by the ULB are used for waste transportation as shown in below
table. At present, the total number of such vehicles is enough to collect and to transport the amount of
waste generated. The estimation of solid waste collection daily is 2.47 MT.
The solid waste is collected in two shifts, one in morning (from 5 to 9 AM) and another in the
afternoon (from 2 to 6 PM).
Table 5.31: Vehicles for SWM, Boda (M)
Type of Vehicle
Nos.
Trips
Capacity (ton)
Tractor
Trolley
0.5
Hand carriage
20
Ongoing
0.05
Pedal Rickshaw
0.25
Container
15
JCB
--
--
Container Carriage

The below table depicts the demand and gaps for SWM Sector. The current generation of solid waste
per capita is 80 grams and which will increase up to 250 grams by 2035 considering the standard
norms prescribed by the Solid Waste Management Manual issued by Ministry of Urban Development,
Govt. of India.
As per the table, the solid waste generation per day is 2.47 MT which will reach 3.98 MT by 2035. It
means an increase of almost 150% in generation. The current practices require no installation of
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additional collection capacity, but by 2035 additional resources need to be allocated for assuring the
100% collection Capacity.
One well-organized Door to Door Collection system requires to be implemented immediately for
covering 100% of households under the system. The household needs to be supplied with bins.
Considering the existing modes of transportation of Solid waste, additional tricycles and tractors
needs to be purchased in order to achieve 100% collection efficiency.
50% of solid waste generated which is organic by nature is compostable and the rejects i.e. Noncompostable should be treated by providing a scientifically landfill site with a dumping capacity of
about 3.9 MT by 2035. This estimation is made considering that 35% of waste generated in the period
2015-2035 goes to landfill disposal. The entire picture can be summarized in the table below:
Table 5.32: Present and future demand and supply gaps (Solid Waste Management)
2011
2015
2025
2035
9886
10701
13044
15900
Estimated number of HH - @ 5.3 size
1858
2019
2461
3000
Solid Waste Generation

i
Solid Waste Generation Per capita (grams)
250
250
250
250
ii
Solid Waste Generation per day (MT)
2.47
2.68
3.26
3.98
iii
Solid Waste Collection Capacity per day (MT)
0.75
0.75
0.75
0.75
iv
Gap Solid Waste Collection per day (MT)
1.72
1.93
2.51
3.23
Additional Requirement
Collection per day (MT)
0.20
0.59
0.71
in
Solid
Waste
Solid Waste Collection

i
Gap for Door to Door Collection (Nos)
1858
2019
2461
3000
ii
Additional Requirement in Door to Door

Collection (Nos)
1858
161
442
539
iii
Gap of tricycles (Nos)
--
16
26
38
iv
Additional Requirement in number of tricycle

(Nos)
--
16.00
10.00
12.00
Solid Waste Transportation

i
Gap of tractors (Nos)
--
--
--
ii
Additional Requirement in number of tractors

(Nos)
--
--
--
Solid Waste Treatment and Disposal

i
Compostable Waste -@ 50% waste generated per

day (MT)
1.24
1.34
1.63
1.99
ii
Additional Requirement in Compostable Waste

(MT)
--
0.10
0.29
0.36
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Table 5.32: Present and future demand and supply gaps (Solid Waste Management)
2011
2015
2025
2035
9886
10701
13044
15900
Estimated number of HH - @ 5.3 size
1858
2019
2461
3000
iii
Scientifically reengineered landfill (MT)
316
1709
6249
12695
iv
Additional
Requirement
in
Scientifically
reengineered landfill (MT) (Available land fill
site-area= 1.909 Ha)
316
1,393
4,540
6,446
5.3.6. Com parative Analysis with the UDPFI, CPHEEO Guidelines

As mentioned before, the per capita waste generated per day is 250 grams which is relatively low
compared to the UDPFI guideline reference, 200-250 grams for small towns. The manual for solid
waste management issued by Ministry of Urban Development, Government of India also recommends
the UDPFI guidelines. Both the guidelines are compared and realistic figures are taken for calculation.

Below table presents the SWOT analysis (strengths, weaknesses, opportunities and threats analysis) of
Solid Waste Management sector.
Table 5.33: SWOT analysis (Solid Waste Management)
Sector
Strengths
Weaknesses
Access number of
vehicles
for Lack of solid waste
management
collection
facilities
(for
Desire of citizens treatment
and
for a clean city.
disposal) in the city
to
Good
Political leading
indiscriminate
Will
and
dumping of garbage
Leadership
and land pollution.
of
Solid
Waste Availability
Practices
of
workforce
for No
Management
Waste
segregation.
managing
the
sector
is Existing
dumping
abundant.
sites are saturated
Spatial pattern of and no new ones
the town makes have been developed
possible
to No
reuse
and
implement
and recycling mechanism
work the system adopted
efficiently.
Opportunities
Threats
DPR has already

been prepared for
approval.
Introduction
PPP
of
Degradation of
Urban
Vermi-composting Environment
for Treatment of and quality of
SWM
for Life.
generation
of
employment and
revenue
opportunities.
5.3.8. Issues
One of the main issues in Boda is the indiscriminate disposal of waste near the tributary of
river Newaj which has led to the contamination of the river over time.
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The solid waste collection of waste in the town has been so poor and dismal as the dumping
of waste in low lying areas has become so rampant which pollutes the town as these areas get
filled.
SWM needs of the town require immediate and urgent attention since most of the people (6
out of 15 wards) live in slums where conditions are unimaginable.
Investments for proper waste collection system as well as disposal of solid waste into
scientifically designed landfill site coupled with sophisticated waste treatment is necessary to
ensure the safety and wellbeing of the town and majority of its people. Waste should be
segregated at source so that waste can be disposed and treated accordingly.
The indiscriminate disposal of waste near the nalla has led to the contamination of the river.
Also the dumping of waste in low lying areas has become extensive.
Practicing of open firing of garbage in the dumping sites.
Lack of treatment technology (composting, vermiculture, etc.), reuse and recycling, and
scientific landfill.
5.3.9 City Specific Strategies and Action Plan

A) Goals for Horizon Years
Table 5.34: Goals for Horizon Years (Solid Waste Management)
2011/2012
(Current)
Solid
Management
Waste
- Reviewing and
restructuring of
DPR in line with
CDP
Total Waste generated

per day
2015
2025
- Enforcement of
MSWM
Rules,
2000
- 100% Segregation
at
Source,
Transportation,
Treatment
&
Disposal Facility
-100 % Door to
Door Collection
2035
- Enhancing PPP
Review and
- 100% O & M cost

recovery
- Monitoring system
with
appropriate
benchmarks
and
indicators.
2.47 MT
2.7 MT
3.29 MT
3.9 MT
--
50%
100%
100%
Source
Segregation
Collection
--
50%
100%
100%
Scientific Disposal and

Treatment
--
--
100%
100%
Door
to
Collection
Door
O & M Cost Recovery

Mechanism
--
30%
100%
100%

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B) Strategies and Action Plan

Table 5.35: Proposed Strategies & Action Plans for BODA
Implementation of Door to Door collection System.
Provision of Two system Publics Bins at ward Level at public places.
Infrastructure
Augmentation / Street sweeping on daily basis.
Refurbishment
Introduction Multi-bin carts Tricycles.
Provision of tractor for increasing the transportation capacity.
Encouraging local level aerobic vermin composting.
- Private Sector Participation
Private sector participation may be considered in newly developed areas,
underserved areas and particularly in the areas where local bodies have not been
providing service through their own labour force. Some of the examples of the
areas where private sector participation can be considered are as under:
Mobilization of
Financial
Resources and
O & M Cost
Recovery
Mechanism
Door to door collection of domestic waste, door to door collection of commercial

waste, door to door collection of hospital waste, hotel waste, construction waste,
market waste, setting up and operation and maintenance of waste disposal facility,
setting up and operation and maintenance of waste treatment plants, supplying
vehicles on rent, supplying vehicles on lease, repairs and maintenance of vehicles
at a private garage, transportation of waste on contractual basis, etc.
- Levy of Sanitation Tax to Meet & Cost of SWM Services
The urban local body should impose adequate sanitation tax to cover the cost of
SWM services. Whereas efforts should be made to effect cost recovery from the
beneficiaries who get doorstep service, the shortfall of funds should be made good
from general sanitation tax, which should be adequately imposed, as a matter of
policy by the urban local bodies.
- Promote "Reduce, Re-use and Re-cycle (R-R-R)" of Waste
- Mass Education
Resource
Environment
Conservation
The communication material developed should be utilised in public awareness

programmes through variety of approaches as under.
Attractive posters with good photographs and messages with a very few words,
readable from a distance, should be prepared and displayed in various parts of the
city where awareness campaign is being taken up.
Pamphlets, hand bills can be printed giving instructions in very simple and
understandable language showing photographs in action and circulated in the
community requesting public participation.
Special hoarding may be put at strategic locations in the city carrying messages
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Table 5.35: Proposed Strategies & Action Plans for BODA

seeking public participation. Alternatively, all Municipal-licensed hoarding
should have a space reserved at the bottom for civic messages. Such messages
should be developed and painted by professional agencies. These hoarding should
also carry the contact numbers etc.
- Community Participation
People's Participation is Essential in the Following Areas
Reduce, Reuse & Recycling (R R R) of waste.
Not to throw the waste/litter on the streets, drains, open spaces, water bodies, etc.
Storage of organic/bio-degradable and recyclable waste separately at source.
Primary collection of waste
Community storage/collection of waste in flats, multi-storied buildings,societies,
commercial complexes, etc.
Managing excreta of pet dogs and cats appropriately.
Waste processing/disposal at a community level (optional)
Pay adequately for the services provided.
- Encouragement to NGOs and Waste Collector Cooperatives
NGOs may fully involved in creating public awareness and encouraging public
participation in SWM planning and practice. The local body may also encourage
NGOs or co-operative of rag pickers to enter this field and organise rag pickers in
doorstep collection of waste and provide them an opportunity to improve their
working conditions and income. The local body can give incentives to NGOs in
their effort of organising rag pickers in primary collection of recyclable and/or
organic waste, and provide financial and logistic support to the extent possible.
Implementation of Municipal Solid Waste (Management & Handling) Rules-2000
of Government of India (Mandatory)
Instituting
Responsive
Responsible
Urban
Governance
&
ULBs should increase the service levels to meet the norms recommended by Solid
Waste Handling Rules, 2000. For this it is advisable to carry out impact
assessment studies periodically.
- Decentralization of Administration
The ward level administration should be fully responsible for ensuring storage of
segregated waste at source, primary collection of waste, street sweeping and
taking the waste to waste storage depots, clearing debris and cleaning surface
drains and public spaces. The cleaning of each street, lane, by-lane, markets and
public space should be regularly supervised by the ward-level supervisors. The
presence of all SWM officers in the field during morning hours is most essential. A
grievance redressal system of the Ward should be put in place in each ward.
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5.4. Existing Drainage Condition In Boda

5.4.1. Existing Drainage System
The town is primarily drained by the river Utavali together with other bodies of water traversing the
area which consequently help in denuding the surface during rains. The length of river flowing in the
city area is about 7 km and it flows from southwest to northeast direction which actually cuts the
urban development in two parts.
The city of Boda was planned to follow the natural drainage pattern and interconnected lakes were
built to collect the water for ground water recharge and city water requirements, with the overflow
reaching River Utavli. However, the modern development of towns has ignored this ancient practice
and as such has led to serious issues.
The existing drainage system is formed only with open drains and it was designed for a rainfall of 12
mm/hr whereas average intensity is 23 and peak is 52 mm/hr. The sewerage and storm water drainage
systems are connected and about 25% to 30% of the sewage is drained into storm water drains.
The below table illustrates the number of households which has been provided with drainage network.
The open drainage covers about 65% of the major roads although due to the poor capacity of the
drainage system, water clogging has been reported during monsoon in the slum pockets and near the
water bodies of the town. The situation contributes to increasing risks of flooding and development of
various forms of diseases.
Table 5.36: Number of Household provided with drainage facility, Boda Tehsil *, (Urban) 2001
No. of HH
Total Households
1858
Drainage Facility
1308 (70.42%)
Bathroom
1300(70.00%)
Source: ULB BODA
5.4.2. Major Water Bodies

There is only one major water body (a pond of area with 5.5 Ha) in the town, excluding the Tributary
nalla of river Utavali flowing 10 kms away at pachore. Below table brings details about these water
bodies.
5.4.3. Prim ary, Secondary and Tertiary Drains

At present, the existing length of primary drains is 3 km and of secondary drains is 4 km. As
mentioned before, the drainage system does not cover the entire town.
Table 5.37: Drainage Network
No.
i
Type of Drain
Existing length (in km)
Primary Drains
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Table 5.37: Drainage Network

No.
ii
Type of Drain
Existing length (in km)
Secondary Drains
Source: Boda Naga Parishad
5.4.4. Flood Prone Areas

The whole town lies in the flood prone areas but the problem becomes severe during rainy season in
the inner core part where the rainwater is not able to drain immediately. This problem results in
unhealthy environment and diseases for several days.
5.4.5. Flooding In Catchment Area Of Major Nallah

The total length of Nallahs is 0.6, being 0.4 km major Nallahs and 0.2 km other Nallahs. The
following table highlights the area covered by the Nallah.
Table 5.38: Existing nallahs
No.
Nallahs
Existing length
Catchment Area Covered (in %)
Major Nallahs
0.4 km
10%
ii
Other Nallahs
0.2 km
7%
Source: Boda Naga Parishad

The below table presents the requirement for provision of additional drain as well as Up-gradation of
existing drains. The present demand (2011) of constructing the drainage network is 7.41 and for 2035
the estimated demand is 11.93 km. whereas the existing network is only 7 km, the total gap during the
horizon period is 4.93 km.
Table 5.39: Present and future demand and supply gaps (Drainage)
2011
2015
2025
2035
9886
10701
13044
15900
Demand for Drainage on Main Road

i
Demand for Drainage on main road

(km)
ii
7.41
8.03
9.78
11.93
Existing Drainage Network (km)
iii
Gap in Drainage Network (km)
0.41
1.03
2.78
4.93
iv
Additional
Requirements
Drainage Network (km)
0.3
0.4
0.5
--
--
for
Upgradation of Drainage
De-silting and Alignment of major

drains
--
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5.4.7. Com parative Analysis With The UDPFI, CPHEEO Guidelines

There are no guidelines for the sector, but the calculations are made on the basis of experience of
other cities of the same sizes.

Drainage sector.
Table 5.40: SWOT Analysis (Drainage)
Sector
Strengths
Weaknesses
Opportunities
No
separated
sewage and storm
water drains
Adequate
natural
gradients
available
Drainage
for achieving self
cleansing velocities
for
open
and
underground
drainage
Poor
maintenance
drains
of Willingness
of
the
stakeholders to bring
Clogging
of about positive change in
drains due to the system and ready to
bear
some
of
its
indiscriminate
responsibility
disposal of solid
waste
Violation
of
natural drainage
patterns
Threats
Reduction
in
groundwater
recharge
Disappearance
of lakes and
Nallahs.
Degradation of
River Nevaj
Water logging
on roads and
flash floods
5.4.9. Issues
The main concerns with storm water in the Towns are:
Infrastructure development has been irrespective of the natural drainage pattern
Land use planning and permissions have not been in tune with natural drainage patterns
Illegal encroachment of lakes has become rampant
The existing drainage system that covers only 10% of the town is designed for a rainfall of 12
mm/hr whereas average intensity is 23 and peak is 52 mm/hr.
Storm water drains are also used for sewage and solid waste disposal.
In addition to an already inadequate system, residents, commercial establishments and

institutions use storm water drains not just for sewage disposal but also to dispose solid waste.
In fact, 25 to 30% of the sewage is drained into storm water drains
Also, regular maintenance of the storm water drains that involves de-silting and de-clogging
is not effectively undertaken
Consequently, this has resulted in

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Immense reduction in ground water recharge
Disappearance of nalas which were part of an existing sustainable storm water management
system for the city
Clogging of drains due to indiscriminate disposal of solid waste
Untreated storm water and sewage drained into River Utavali and similar water bodies has led
to very high pollution levels of not just these water bodies but also ground water
contaminating the resource and posing serious risks to human health
Water logging on roads and flash floods in low lying areas have become common in monsoon
season leading to rapid spread of diseases.
If the current practices in storm water management persist, there shall be an irreversible
damage to the various natural water bodies and other environmental hazards, besides
degrading the quality of life of the residents. Frequent flooding in the low lying areas shall
further aggravate bringing in valuable loss of working-man hours and economic losses
especially to the poor who often live in slums and squatters.

(A) Goals for Horizon Years
The goals and service outcomes for the horizon period 2010-2035 are presented in the below table;
Table 5.41: Goals for Horizon Years (Drainage)
2011/2012
(Current)
2025
2035
100%
Coverage
of
- Construction
Review and
- Reviewing and
Area
and alignment
Monitoring system
restructuring of
of
existing
with appropriate
DPR in line with
Nallahs/
benchmarks and
- Training and
CDP
Drains
indicators.
capacity
building
Drainage
Storm Water Drain

Coverage (% of road
length)
Rehabilitation
Existing Drains
2015
of
O & M cost recovery

mechanism
65%
100%
100%
100%
--
100%
100%
100%
--
--
--
100%
(B) Strategies and Action Plan
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Infrastructure
Preparation of Storm water Master Plan
Augmentation /
Storm Water Network Augmentation
Refurbishment
De-silting and Alignment of Existing Major Drains
Mobilization of
Financial
Resources and O
&
M
Cost
Recovery
Mechanism
- Preparation of Storm water Master Plan

Detailed study of the existing city drainage system and preparation of drainage
master plan for upgrading should be carried out by the ULB.
Adoption of an O&M Schedule for works varying from Drain Cleaning to
Desilting, including options of using the private sector for O&M (e.g.
management contract).
- Interconnection between Drainage
Resource
Environment
Conservation
The leading/connections between secondary and tertiary drains to primary drains

have to be improved and strengthened. The interrelation between water bodies
shall be established, at least for the existing ones, so as to treat them as a whole
system, which can be reconnected to the surface water drainage to form water
chains for rainwater harvesting.
- Conservation of Drains
The primary drains have to be conserved and shall be used as effective carriers of
storm water. The secondary and tertiary drains, mostly consisting of the road side
drains ought to be provided for all the major arterials and lined not only to drain
storm water but also to preserve the condition of the road surface.
- Monitoring of water quality parameters
Instituting
Responsive
Responsible
Urban
Governance
It shall be conducted on a regular basis. PWD shall take up the responsibility of

& monitoring the parameters in the water bodies within its jurisdiction and shall
take preventive measures, if the results are above the permissible limits.
- Eviction and Rehabilitation of Encroachment
The canal is encroached in a number of places along its stretch. Removal of
encroachments and providing resettlement / rehabilitation as required, to
maintain the canal width.
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5.5. Existing Traffic And Transportation In Boda

5.5.1. Existing Traffic & Transportation Scenario
Traffic on the roads has been one of the key transportation problems of any growing town or city. The
town of Boda is no exception to this. Investigation into the existing traffic scenario of the town
provides insights on how well the local government is coping with and managing the growing
population and increased economic activities.
The link between transportation and the development of Boda is strong and interesting. It is because
the town was primarily developed due of its location between Indore and Bhopal. Inevitably, this is
also the same reason why the town is facing heavy traffic and other transportation problems.
The town can only be reached by road since there is no direct railway station to the town, the nearest
one is 10 km away (Pachore). As such, the roads are important to the town as provide service to a
number of buses, trucks and other forms of land vehicles for domestic and commercial purposes.
Additionally, as agriculture is a major economy of Boda, a considerable number of trucks pass the
roads for transport of agricultural crops and goods. Naturally, the pressure on roads is immense
especially on the major roads of Boda, the Pachor-Narsinghgarh road.
5.5.2. Vehicle Population

Most of vehicles are buses, tractors, scooters, jeeps and cars. But there is no availability of data at city
level.
Table 5.43: Details of Vehicles IN Boda
Types of Vehicles
Numbers
2 wheelers
1000
3 wheelers (Tanga)
15
4 wheelers
110
Truck
Bus
5.5.3. Agencies in Traffic & Transportation

There are buses by the state government as well as private agencies.
5.5.4. Travel Characteristics

The predominant mode of travel (motorized) in town is two-wheelers and private transport. A major
working population uses private transport for their workplace which is definitely not a good indication
for the future traffic management proposals. About 40 buses enter Boda per day. There are also a
large number of taxis passing by daily.
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5.5.5. Public Transport

State-transport as well as privately owned buses runs throughout Madhya Pradesh. Options, in the
form of local buses, semi-deluxe buses, deluxe buses etc, are available for commuting from one city
to the other. Most of these buses run on a daily basis. Mini buses also offer short distance services
within the city. But as such Boda does not have any public transport facility in the town.
5.5.6. Traffic Managem ent and Circulation

The Narsingh Road as a gateway to the Indore and Bhopal route which led to the eventual
development of the town. Additionally, there are many large and commercial vehicles on the road
making the traffic even greater.
Construction of bye-passes/ring roads in Madhya Pradesh is being taken up to ensure free
improvement of traffic in urban areas. However, with the increasing concentration of activities in the
town and in nearby areas, traffic is still evident and increasing even in other roads of the town.
Primarily, the traffic and congestion is greatest in the wide junction formed by the two roads at the
bus stop as a major entrance and exit points of the town.
Another major traffic generating center of the town is the market near Ambedkar chowk. A huge
number of cultivators and middle men come on a regular basis to sell their harvested crops in this
market. Because of this, the traffic scenario becomes harsh as people travel and cluster in this
particular area.
Moreover, the bus stops located in the city greatly adds up to the traffic. The PachorNarsinghgarhRoad is also a traffic point because of increased commercial activities in this old
transport area.
Furthermore, important centers, major administrative and commercial activities take place in this area.
The traffic scenario is expected to worsen due to the activities related to the increased
commercialization in the town.
Core Area of the City
The core area of the city is predominately consisting of narrow roads and lanes with irregular vehicles
parked haphazardly. This leads to traffic congestions on regular basis.
Accident Zones
Accident zones are those areas where collisions, ramming and hit-and-run mishaps usually take place.
These accident zones are formed by improper junction designs, blind curves and other road plan flaws
In particular, blind curves are those curves or bends in the road which can hardly be recognized as a
person is driving. These are the same curves wherein when crossing, people can hardly see the
vehicles coming.
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Most accidents come in form of collisions causing further traffic in the area. The Pachor junction
located in the middle of ward 15 is another accident zone in Boda due to the blind curve in the area.
As reported, people can hardly see the vehicles travelling causing hit-and-run mishaps and collision.
Similarly, a blind curve on the The Pachore road around 300mts from Bus Stop towards Pachor also
causes major accidents in the town.
Improper Junction Designs
Accidents are considered unintended when events and other variables cannot be controlled or altered.
Most road accidents in Boda could have been prevented with the proper road planning and design.
Currently, there are three (3) inappropriately designed junctions in Boda. The improperly designed
junctions include (1) the junction at Boda new Busstand, (2) ) the junction at Boda old Busstand, (3)
the junction near Ambedkar Chok. These junctions need to be rectified as they can cause further
damage to property and injury to people.
Table 5.44: Improper Junction Designs
No.
Junction Location
Boda new Bus stand
Boda old Bus stand
junction near AmbedkarChok

Important roads and present conditions
Proper road width and spacing are important in reducing road traffic. The only major road change for
traffic improvement in the town is the recent construction of the bypass highway. Unfortunately,
many of the important roads in the town are too narrow to facilitate the increasing flow of vehicles
crossing the town daily. The above table presented shows the important roads of the town and their
existing widths. There are 4 important roads in the town. Of the total, Pachor and Narsingh road is the
only road of relatively considerable width of 5.5 m. In fact, this width is incomparable to other major
roads in other towns. The 2 other important are extremely narrow ranging from 2 to 3.5 meters in
width.
As most major economic and commercial activities take place in the core of the city, road traffic is
exacerbated by narrow roads and encroachment of commercial streets by illegal constructions (shops,
etc.).
Table 5.45: Major Roads
No.
Name of the Road
Existing Width (in Mt)
Proposed Width (in Mt)
Pachor Road
7.5
Narsingh road
7.5
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Table 5.45: Major Roads

No.
Name of the Road
Existing Width (in Mt)
Proposed Width (in Mt)
Outer Ring Road
5.00
Bazar Road
5.00
Road Conditions
The below table shows the existing road condition and length in the town. The total road length in
Boda is 11 km. Of this total road length, 30% is Kaccha while the rest (70%) is Pucca.
Table 5.46: Existing Road Condition
Type of road
Length
Percentage
Kaccha Road
2.3 km
30%
Pucca Road
7 km
70%
Total Road Length
9.3 km
Source:Boda Nagar Parishad
5.5.7. Inter City Bus Transportation

The transit service to public for state capitals is no different than any other city transit, whether its a
metro or a small city. For smaller towns in Madhya Pradesh it differs in terms of the provider and the
type of facility or bus frequency available to the passengers.
The intercity bus facility covers almost all the important centers in Boda. This is provided either by
the state corporations buses or by private owners. Public state road transport corporation bus services
are also offered in town where there are no local municipal road transport authorities.
Madhya Pradesh State Road Transport Corporation provides transit services to the passengers. It runs
regular services, intercity services and interstate services connecting to the neighboring states.
5.5.8. Interm ediate Public Transport

Intermediate Public Transport (IPTs) such as shared RTVs, auto-rickshaws, three-wheelers, tempos,
shared taxi or other such vehicles providing point-to-point services are often found in the town with
no definite hierarchy. These system struggles in getting mobility demands.
5.5.9. Parking Requirem ents

There are no organized on-street marked parking arrangements in any of the major commercial areas
of the town. Most of the core market areas of the town are characterized by narrow roads with a high
proporion of pedestrian and slow moving traffic.
Similarly unorganized parking and shops lead to the heterogeneous crowding of vehicles and people
in clusters. The capacity of the roads is further reduced by vehicles parked on the roadsides.
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5.5.10. Traffic and Transportation Projects

Currently there are no transportation projects going on in and around the town.

The present and future demand of roads (in mt) is calculated considering the per capita demand to be
0.75 mts. The current total length road is 9.3 km which gives a total gap of 2.93 km by 2035.
The consideration is also made of converting 5 km of Kaccha road into Pucca road until 2015. Also,
the widening of major important roads (total of 5 km) and improvement of junctions and accidents
areas (total of 3 nos) for a better traffic condition are also considered in the demand.
Regarding infrastructure augmentation, it is required the construction of one (1) bus terminal cum
Truck by 2025, provision of onstreet parking with pavements on major roads, total of 6 km to up
2015, and expansion of bridge over River Nevaj (1800 sqmt.) until 2025. This demand is also
incorporated in the draft master plan. The following table gives a highlight of the demand and gaps.
Table 5.47: Present and future demand and supply gaps (Traffic and Transportation)
Population projection
2011
2015
2025
2035
9886
10701
13044
15900
Demand of roads
i
Demand of road (km) -@ 0.75 m per capita
7.41
8.03
9.78
11.93
ii
Present road (km)
9.3
9.3
9.3
9.3
iii
Gap (km)
-1.59
-0.97
0.48
2.63
iv
Additional Requirement (km)
0.61
1.76
2.14
--
2.3
--
--
Up gradation of roads
i
Up
gradation
of
(requirement is km)
Kaccha
roads
ii
Widening of important roads [Km]
--
--
----
iii
Improvement of junctions and accidents

areas (Nos)
--
--
Others
i
Development of bus cum Truck terminal

(nos)
--
--
--
ii
Onstreet Parking Provision with Pavements

on Major Roads (Km)
--
--
--
iii
Expansion of bridge over nalla
--
--
--
5.5.12. Com parative analysis with the UDPFI, other guidelines

The above demand are calculated as per the manual of Indian Road congress, and Service level
benchmarking for Urban Transport issued by Ministry of Urban Development, Government of India.
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Traffic and Transportation sector.
Table 5.48: SWOT Analysis (Traffic and Transportation)
Sector
Strengths
Weaknesses
Opportunities
Threats
Narrow and poor

condition of roads
Accident zones due to
improper
designed
junctions
Strategic location Lack
of
proper
provides easy to Traffic Management
Traffic
and
important major in city
Transportation
cities and towns in
Pressure on roads in
the state.
core area due to
encroachment,
excessive
commercialisation
and
vehicular
movement
Proposed
Unmanageable
construction of traffic situation
bus
terminals
Unsafe traffic
(master plan)
5.5.14. Issues
Narrow streets in the core areas of the city need to be widened through proper planning and
addressing the encroachment problems
Segregation of traffic according to vehicles and giving them separate lanes is essential to
reduce traffic and congestion
To improve the road infrastructure in towns & cities so as to avoid congestion on urban roads.
Rampant encroachment of Bhopal-Indore High and in other major roads of the town
The town lacks transport utility systems such as bus depots, terminals and parking zones to
properly facilitate movement of vehicles in the town and improve the traffic situation.
The road condition for a growing town like Boda remains very poor as 70% of the roads are
made of Kutcha materials.
On-street parking has led to the congestion in inner areas of the town which are usually too
narrow.
The town developed and developing areas of the town have not been properly planned which
leades to the lack of infrastructure in these areas.
Lack of traffic lights and signals at junctions which are heavily loaded.
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Developed and developing areas of the town have not been properly planned
Narrow streets in the core areas of the city need to be widened through proper planning and
addressing the encroachment problems.
Current buses are heavily loaded causing slow movement of the people and vehicles.
Paucity of space at the current bus stand.
5.5.15.City Specific Strategies and Action Plan

The goals and service outcomes for the horizon period 2010-2035 are presented in the Table.
Table 5.49: Goals for Horizon Years (Traffic & Transportation)
2011/2012
(Current)
Traffic & Transportation
Per capita road length
2015
2025
Removal
of
encroachments,
- Strengthen restoration
and
urban public construction
of
Implementation
transport,
major roads. (As
of
traffic
create proper per master plan)
management
parking
plan
facilities
- Beautification of
major junctions
2035
100%
Cost
recovery of
the assets
created
with O &
M.
0.75 m
0.75 m
0.75 m
0.75 m
Paved road to Total road

length
30%
60%
90%
100%
On-street
Parking
with
Pavements on Major Roads
--
100%
100%
100%
Usage of Alternate fuels
--
--
40%
60%
Implementation of
Management Plan
--
--
100%
100%
--
10%
50%
100%
O & M Cost
Mechanism
Traffic
Recovery

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In order to meet the transportation needs of urban areas the existing roads are
planned to be upgraded as follows :
Large number of roads converges in major cities for which ring roads with access
control and bye-passes will be constructed. Service roads shall be provided along
bye-passes wherever necessary with limited number of accesses to bye-passes.
An effort should be made to construct concrete roads in town with proper
drainage system.
Construction of Truck Terminals and Transport Nagars with adequate connection
Infrastructure
Augmentation / to the bye-passes to out skirts of the cities.
Refurbishment
Construction of bus bay within the right of way of existing roads on main
arteries.
Widening of Important Roads in a phased manner
Development of Parking Lots with Pavements on Major Roads
Upgradation of Kaccha Roads
Construction of additional Roads in the newly developed areas.
Improvement of Junctions and Accident Prone areas
Preparation & Implementation of Traffic Management Plan
Adoption of an O & M Schedule, including options of using the private sector for
On-street Parking, Maintenance of Green Corridors, Advertisement and signages
Mobilization of for O&M (e.g. management contract).
Financial
- Increase Pedestrian Movement
Resources and O
&
M
Cost Involve NGOs/ CBOs for promoting safe pedestrian movement and promote use
of Non-polluting battery operated vehicles and cycles in order to reduce pollution
Recovery
levels and resource conservation.
Mechanism
- Creation of Urban Green Spaces
Creating Urban Green Spaces and green corridors along the major roads and
junctions in order to improve Urban Environment.
Resource
Environment
Conservation
Instituting
Responsive
Responsible
Urban
Governance
& - Monitoring & Evaluation

Preparing a detailed road register and designing and implementing a system to
update the same on a regular basis, including details of construction and repair /
maintenance history.
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5.6. Street Lighting & Fire Fighting

5.6.1. Existing Situation of Street Lights
Providing full coverage by street light is important in the development of the town as it facilitates
urban movement and safeguards life and property.
The town has nearly 275 street light poles. Almost 58 poles have Vapour Lamps and the rest are
covered by Tube lights. The major streets of Boda are covered by the street lights. However,
settlements in peripheral areas of town do not have facility of street lights. Moreover, the slum areas
are not well-lighted and roads approaching holiday camp is not fully covered making the area prone to
accidents and crimes.
Table 5.51: Street Lighting
Poles with Vapour Lamp
58
Poles with CFLs
217
Total Street Light Poles
275

The table given below gives the detail of electricity connection; it indicates that town has 100%
household electricity connection. In case of street lights, there is an equal distribution of street light in
every ward.
Table 5.52: Details of ward wise electricity connection in Boda
Ward No
Ward Name
Nos. of
Electricity
Street Lights
Connection
01
Rajiv Gandhi
33
02
Mahatma Gandhi
19
03
Bhagat Singh
04
RavindraNathTagre
05
Mahaveerbhavan
11
06
Indhira Gandhi
20
07
MaharanaPratap
19
08
Nehru
09
Rajendra Prasad
19
10
Sanjay Gandhi
19
11
Subhash Ward
12
Vallabhbhai Patel
13
13
LalBahadurShastri
14
Maulana Azad
16
15
Dr. Ambedkar
72
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Table 5.52: Details of ward wise electricity connection in Boda

Ward No
Ward Name
Nos. of
Electricity
Street Lights
Connection
5.6.2. Fire Service

As has been explained earlier, the growth population and economic activities in Boda has led to
increase congestion, pollution, rampant encroachment and more importantly development of potential
fire-generating points all over the town. Fire fighting service is available in the town and this
responsibility has been devolved to the municipality, among other tasks.
5.6.3. Vehicles and Equipm ent for Fire Fighting and Rescue Operations
At present, there is no firefighting service vehicle for the entire town of Boda.
5.6.4. Operational System s

The fire fighting services is operated for the entire tehsil from Pachore
5.6.5. Power generation and Distribution

Overall, the condition of electricity in the town is satisfactory. The main source of electricity in Boda
town is MPSEB which covers 80% of municipal area but it serves almost hundred percent of the
population. The connection of electricity is good in terms of service reach.
The town is provided almost 2023 hours of supply although during peak season time of power is cut
off for load shedding. The below table gives details about electric connections in the town, town has
good number of electricity connection as almost 80%.
Table 5.53: Number of Electric Connections
Type of connection
Number
Domestic
Industrial
Commercial
Road Lighting (Points)
Others
Source: ulb

The demand of street lights is calculated according to length of roads. For Boda town, the spacing
recommended is 35 meter between street lights poles. For the final horizon period, the demand of
street lights poles is 341 and the total gap is 66 poles considering the existing status (275 poles).
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It is necessary to make Up gradation in the existing poles, converting Vapour Lamp poles into CFLs
poles which have better light quality and very less power consumption in comparison with the other
lamp. The number of existing Vapour Lamp poles is 275 and they should be upgradated till 2015.
Table 5.54: Present and future demand and supply gaps (Street Lighting)
2010
2015
2025
2035
9886
10701
13044
15900
Demand of Street Lights

i
Length of roads (km)
7.41
8.03
9.78
11.93
ii
Demand of new street lights poles @

35 meters spacing
212
229
280
341
iii
Existing street lights (nos)
275
275
275
275
iv
Gap (nos)
-63
-46
66
Additional requirement of new street

lights Poles (nos)
61
58
Upgradation of street light poles

Upgradation of street light poles with
CFLs (nos)
vi
5.6.7. Com parative Analysis With The UDPFI, Other Guidelines

There are no guidelines for the sector, but the calculations are made on the basis of experience of
other cities of the same sizes.

Street Lighting sector.
Table 5.55: SWOT Analysis (Street Lighting)
Sector
Street Lighting
Strengths
Weaknesses
Strategic
location on
Inadequate number
Bhopal
street lights.
Indore
highway
Opportunities
Busy
roads.
of Movement
vehicles
throughout
and night.
Threats
traffic
of Compromising
on safety
day
5.6.9. Issues
Inappropriate maintenance and functioning of the lights. Around one-third of the street lights
are not functioning.
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Underground wiring system on the main stretch of the inner roads is necessary to reduce risks
of accidents
High mask lights should be utilized on the main road junctions.
It has been observed that there are some irregularities in the timings of streetlights.
There is an inadequate number of street lights in the town of Boda
Lack of firefighting service facilities and staff.

The goals and service outcomes for the horizon period 2010-2035 are presented in the Table below
Table 5.56: Goals for Horizon Years (Street Lighting)
2011/2012
(Current)
2015
2025
2035
35%
60%
80%
100%
Upgradation of existing
street light poles
--
100%
100%
100%
O & M Cost Recovery

Mechanism
--
20%
50%
100%
Street Lighting
Street light poles

Infrastructure
Augmentation / Provision of new street light poles
Refurbishment
Upgradation of existing street light poles.
Mobilization of
Financial
Resources and O Refer the Case study on PPP in street lighting, Box 2 below.
&
M
Cost
Recovery
Mechanism
Resource
Environment
- Innovative ways for energy conservation

Introduce innovative ways of reducing energy costs by bringing together ULB and
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Conservation
manufacturers of Energy saving Gadgets.Initiate methods, which will minimize

investment to Boda Municipal Council and introduce the BOOT concept for
energy saving in Street Lighting, with sharing from Savings method.Running a
switch-off campaign.Involve Local Neighborhoods &Provide Feedback.
Introduction of solar lighting and other non-conventional sources of energy.
- IEC strategy
Instituting
Responsive
Responsible
Urban
Governance
Educate staff &address misconceptions assign responsibility &remind staff to

switch lights off. Change Lighting Use Patterns. Provide incentives for
conservation. Label Switches &Move Switches. Introduce similar savings of
& energy in Public Buildings
-Monitoring and evaluation
Keep up-to-date with street lighting technology and requirements, in view of
diminishing energy resources and increasing energy costs. Benchmarking and
monitoring of energy. Replacing inefficient lamps. Reducing the number of lamps
operating. Reducing operating hours. Replacing inefficient switching
equipment. Improving maintenance practices. Improving data management. To
undertake energy audit at regular intervals.
Box No. 2: Case Study on Privatisation Of Street Light Maintenance
Bangalore MahanagaraPalike (BMP) privatised the maintenance of streetlights. The contract has
been awarded to three reputed companies namely, Bajaj, Crompton and Philips. The initiative has
produced highly favourable results for the BMP as well as for the city.
Situation before the Initiative
One of the areas that was not functioning well in Bangalore was Street Lighting. Although this
facility came under the BMP it had delegated this responsibility to the KPTCL (Karnataka Power
Transmission Corporation Limited) for which it paid a maintenance cost to them.
However reports from the citizens were not encouraging.
One major cause of concern for the BMP was the unsatisfactory use of the maintenance cost being
paid by them to KPTCL. Complaints, which were numerous, were not being regularly and
systematically attended to; citizens were receiving an extremely indifferent response to their
complaints; efficiency had reached a discouraging low and the management was not functioning up to
standards.
Compounding this problem was the inclusion of 48 more wards in BMPs jurisdiction in 1998.
Providing street lights in the extended jurisdictional limits of was herculean task for BMP with staff
strength of 18 engineers. KPTCL refused to maintain streetlights in the newly acquired wards of BMP
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Description of the Initiative
With the lack of automatic switch on & off equipment it was realised that function could only be
handled manually. BMP employed workmen for fixing faulty lights, issued material, and assigned
duties to them for switching street lights on and off at designated timings. This seemed to work
satisfactorily but efficiency was still not reaching the optimum level.
Evaluating the situation, officials of the BMP contacted the manufacturing companies. It was agreed
that only the leading companies in the country would be able to effectively sustain such a programme.
Five reputed companies Crompton, Bajaj, Philips, Wipro, GE came forward with their proposals.
The advantages of working with manufacturers directly were many and risks manageable, compared
to the contractor system which was thought to be `one man show
The privatisation was planned to be implemented in two phases- initially in the newly acquired 48
wards since these areas were virtually without streetlights and were experiencing high incidence of
crime.
Implementation Strategy
The first step was to prepare a loop-hole free contract that would while protecting the interests of the
BMP, also be agreeable to the private companies involved. The contract would have to be one in
which both partners achieved their desired objectives. Eventually it was the citizen who would get the
benefits.
A tender management committee consisting of engineer-in-chief, Joint Commissioner, Finance, legal
advisor, zonal Chief Engineers was set up. After the finalising groundwork the tender documents
(technical and financial) were prepared and discussions with reputed companies began. The objective
was to hand over complete maintenance to the private companies while
retaining the right to monitor their functioning.
The private companies would be paid a decided upon maintenance fee to enable them to perform
effectively. The response by the manufacturing companies was overwhelming. 5000 forms were sold
off within weeks. BMP earned Rs.0.75 million through the sale of tender applications forms alone,
thereby recovering its advertisements costs.
Five companies mentioned earlier bid for the maintenance contract of 100 wards consisting of 118
packages. 3 companies qualified in technical bids. Further meetings and negotiations during financial
bid process led to application of uniform rates across the various packages.
The contracts were awarded to Bajaj, Crompton and Philips who were in possession of valid license
from inspectorate of electricity.
BMP collected about Rs. 500 million by way of interest free security deposits from these companies.
The contract requires the companies to conduct regular inspections of street light functioning;
adherence to IERC Acts and KPTCL regulations; repairs and replacement of accessories; citizen
complaint redressal within 24 hours and other special conditions.
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Results Achieved
All the objectives decided upon were realized as the results of the initiative were measured both
quantitatively and qualitatively.
Efficiency level reaching a 95 percent mark as compared to 45 percent
Citizen satisfaction
Reduced pilferage in material
Curtailment of large financial losses
Revenue earner
Minimum energy losses
Improved Time management of concerned staff
Ensured transparency in the system
Other states/cities studying the experiment for replication.
BMP Has already Set An Exemplary Technical And Financial Norm In Karnataka
(Source: National Institute of Urban Affairs, New Delhi)
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Chapter 6: Urban Poor & Their Accessibility

To Basic Services
Poverty is indisputably one of the most pressing concerns confronting central and local governments
all over India. Poverty is generally defined as an austere condition wherein a person or a community
suffers from extremely indigent living situation exacerbated by the long-term lack of access to basic
goods and services necessary for acceptable minimum standards of life. In a nutshell, poverty relates
to the lack of or extremely limited access to physical infrastructure and more importantly to social
infrastructure such as quality education and proper healthcare services, among others.
In 2003, United Nations reported that almost half of the worlds urban population resides in slums.
The organization generally defines the slum population as people living in extremely dilapidated and
unhygienic housing areas and without security in tenure. Identification of slum population is crucial to
the proper allocation of resources and delivery of basic services by the local government.
As far as sanitation is concerned in slum areas, the status in respect of the urban poor is even worse.
As per Census 2001, the percentage of notified and non-notified slums in India without latrines is 17
percent and 51 percent respectively. In respect of septic latrines the availability is 66 percent and 35
percent. Most of the kutcha and semi pucca houses do not have toilet facilities. The SWM mechanism
is not satisfactory in slum areas of Urban Cities and Town primarily because containers are
inadequate for disposal of waste and there is garbage spill over. Moreover, the waste collection is also
irregular and there is lack of awareness amongst the slum dwellers.
It is important to examine the status of Urban Sanitation in slum Areas with reference to its various
dimensions of sanitation. Interventions need to be worked out to improve sanitation facilities in these
areas especially the vulnerability of the poor and to enhance their assets in terms of labour, human
capital, housing, social capital and so on.
6.1. Urban Poverty In Boda

Poverty remains to be one of the biggest social plagues of enormous impact challenging growing town
and cities throughout the country. The causes of poverty in the country are varied, many of which are
historically, politically and culturally entrenched. Its eradication can be extensive and the task reveals
itself to be daunting and monumental. Poverty comes in different shapes and sizes but generally it is
the condition in which a person or community suffers from multiple forms of deprivation including
extreme hunger, lack of access to basic services and social infrastructure such as healthcare, quality
education and social welfare. The face of poverty varies from one town to another depending on the
character of that particular town.
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It is important to examine poverty with reference to its various dimensions. Interventions need to be
worked out to reduce urban poverty especially the vulnerability of the poor and to enhance their assets
in terms of- labour, human capital, housing, social capital and so on.
The town of Boda is composed of 15 wards, 6 of which have been declared by the local government
as slums. The Table below shows the number of slum population in Boda. According to ULB the
number of slum population, in 2011, is 4363 people which means that 44% of the total population is
considered slum population. This is much higher compare with the nation average of 15.16%.
Table 6.1: Urban Poverty in Boda
Year
Number
Slum Population
4363
44%
Total HH
9886
6.2. Information On Bpl Population And Slum Population Of Boda

The BPL and slum populations are considered to have special needs which need to be recognized and
addressed accordingly by the local government. Many of the people in the slums subsist below
poverty line making it difficult for them to move up the social ladder. Generally, they live in poor
housing areas and filthy environments devoid of residential security. It is with the commitment to
poverty alleviation that a town or a city can say that it is fully developing.
The identification of the BPL and slum population is one of the initial key steps in recognizing their
special needs. The table below gives details on the social composition of poverty trend in Boda.
Table 6.2: Information of BPL and Slum Population in Boda
Ward
Nos
Name of the Ward
NAYA PURA
Total
Household
Total
Population
BPL HH
% to Total
Population
/ HH
Slum
Population
% to Total
Population
/ HH
86
456
112
4.97
456
100%
541
100%
436
100%
479
100%
63
6.58
51
6.47
40
4.91
79
5.56
45
6.16
64
4.98
MALVI
MOHOLLA
6
7
102
541
0
BHIL MOHOLLA
82
436
37
5.79
91
5.04
10
58
5.61
61
5.10
11
MALVI
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Table 6.2: Information of BPL and Slum Population in Boda

Ward
Nos
Name of the Ward
Total
Household
Total
Population
BPL HH
% to Total
Population
/ HH
Slum
Population
% to Total
Population
/ HH
MOHOLLA
12
69
5.56
13
67
5.98
14
HARIJAN
MOHOLLA
158
841
116
4.92
841
100%
15
INDIRA COLONY
and RAI JEE KA
BAAG
303
1610
281
5.01
1610
100%
Total
821
4363
1234
100.00
4363
6.3. Slums In The Town

As mentioned earlier, 6 out of the 15 wards have been declared as slums covering a total residential
area of 222.89 ha. The slum population of the entire 6 wards has reached a total of 4363 composed of
762 total households. The biggest number of slum population can be found in HARIJAN MAHOLLA
Ward 14 (841) and INDIRA COLONY Ward no. 15 (1610).
As more than half of the total town population lives in the slums, it is clear that the town needs to
invest not only in physical infrastructure for the delivery of basic services but also on its social
infrastructure that will pave way for systemic changes in the town. However the number of slum
pockets and their details was not available at the ULB level.
6.4. Location Of Slums On Town Map

For Details Refer Map Section
6.5. General Characteristics Of Slums In Boda

Slums are generally characterized by their depressing physical and social environments. Physically,
slums usually thrive in unhygienic and less developed areas usually lacking of basic services such as
quality water, electricity, proper sewerage and sanitation and other essential facilities and
infrastructure. Due to the poverty-stricken and unsanitary condition, people continue to suffer from
malnutrition and widespread of diseases. In social terms, slums are usually characterized by urban
decay linked with high crime rate and collapse of social values.
The following observations are derived from site visits of slums in Boda. There are no sufficient
secondary data on the slums. But the following things are derived on the site visits to all wards which
were declared as slums:
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- SOCIAL SET-UP: The social composition of a majority of slums comprises Scheduled Castes,
Scheduled Tribes and other backward castes. However, in some of the slums, the original settlement
housed a single caste or social group, but later, other social groups also started moving in, creating a
wider social mix.
- EMPLOYMENT: A majority of the slum population are engaged in primary activity i.e. agriculture
sector. Many also work as construction laborer, daily wage laborer. They also engaged in informal
activities such as vegetable vendor, street hawkers.
- AVERAGE HOUSEHOLD INCOME: On an average, slum households have a monthly income of
Rs. 1500 per month, the range being Rs. 600 to Rs.5,000.
- HOUSING TYPE: Housing type in slums is mostly characterized by permanent, semi -permanent
and temporary structure. As per the information given by the Nagar Parishad about 70 percent of the
houses are temporary in nature and 30 percent households are permanent to semi -permanent in
nature. They have pucca house or mud house with tiled roof or thatch roof. However, few housing
units have semi -permanent or temporary structure. They have small houses with one or two room.
Most of the houses have access to basic services and these slums are easily access by road.
- HEALTH: Most slum dwellers consult private doctors due to lack of proximity to government
hospitals and perceived delay in treatment. With medicines, the average expenditure works out to Rs
100. In the poorer slum the lack of awareness of family planning practices is evident. In the poorer
slums, the lack of awareness of family planning practices is evident.
6.6. Status Of Slums In Boda

No studies are available about the extent of slums status in the town. There is also no formal
notification of Slums done by ULB.
6.7. Land Ownership & Tenure Status

Land availability is a major constraint in the slums. Most slums in Boda are located on government
and private lands. Government land includes land belonging to the central, state or municipal
government. Private land, on the other hand, belongs to individuals. Certain slums are spread over
adjacent government and private lands.
Though all the slum areas are on encroached public or private land, the Government has from time-totime issued the slum households (legal ownership/title of land), as part of its policy to ensure tenure
security to the poor and landless.
6.8. Unidentified Slums And Homeless Population / Pavement

Dwellers Of Boda
People living either in unrecognized slum settlements or on pavement lives in absence of basic
services. While the identified slums have some security of tenure and fall under the purview of
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municipal service provision, the unidentified or informal slums and peri-urban settlements fall outside
the net of formal service provision. There is no available estimate of this population in the city, or the
coping strategies adopted by them.
6.9. Urban Basic Services In Slums Of Boda

Information on access to services in slums within municipal limits in Boda has been collected from a
variety of sources. These include primary data as well as discussions with zonal officers, councilors of
each ward, local political leaders, and local people, corroborated by site visits to certain slums (to
ascertain the authenticity of information gathered). The ULB does not follow any specific, laid down
standards for service provision to the poor in the city. The following observations are derived from
site visits of slums in Boda. There are no sufficient secondary data on the slums.
- HOUSING
Due to rapid urbanization slums in city or even in towns areas are growing rapidly. Currently the
town has 7 slum pockets. In few slum pockets condition of houses is in livable condition. Willingness
to improve housing conditions is more in the slums. Though, majority of residents are not willing to
pay for services.
No. of Primary Health

centres in the slum pocket
Beneficiaries under social

security schemes
Any interventions under

IHSDP (Y/N)
No. of Primary school in the

slum pocket
No. of Temporary pattas

distributed
No. of Kuccha houses
No. of Semi pucca houses
No. of Pucca houses
Notified/ Un-notified
NAYA
PURA
No. of Permanent pattas

distributed
Name of Slum pocket/

reference name
Ward No
Table 6.3: Housing Conditions of slums in Boda
Notified
2
3
4
5
MALVI
Notified
MOHOLLA
6
7
BHIL
Notified
MOHOLLA
8
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No. of Primary Health

centres in the slum pocket
Beneficiaries under social

security schemes
Any interventions under

IHSDP (Y/N)
HARIJAN
Notified
MOHOLLA
INDIRA
COLONY
10
11
No. of Primary school in the

slum pocket
No. of Temporary pattas

distributed
MALVI
Notified
MOHOLLA
No. of Permanent pattas

distributed
No. of Kuccha houses
No. of Semi pucca houses
No. of Pucca houses
Notified/ Un-notified
Name of Slum pocket/

reference name
Ward No
Table 6.3: Housing Conditions of slums in Boda
12
13
14
Notified
15
36
RAI
JEE
Notified
KA BAAG
Total
52
- WATER SUPPLY
Water is one of the most essential services for the slum population. Public stand post, wells and hand
pumps are located within easy accessible distance from slum settlements. Apart from this some of the
slum pockets have tap water connection from Nagar Parishad. They fetch water from the wells and
hand pumps. The majority of the slum people rate water quality as good. They judge the quality by its
taste and they consider the appearance for this. Most of the slum dwellers do not treat water before
consumption. Very less percentage of people boiled or filters water before consumption. It seems the
families are not aware of the chance of transmission of germs through water.
Table 6.4: Water Supply Conditions of slums in Boda
Ward
No
Name of
Slum pocket/
reference
name
Notified/
Unnotified
Prepared by:
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Ward
population
Slum
population
Individual
water
connections
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No. of
Community
taps
No. of
Handpumps
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F I N A L
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Table 6.4: Water Supply Conditions of slums in Boda

Ward
No
Name of
Slum pocket/
reference
name
Notified/
Unnotified
Ward
population
Slum
population
Individual
water
connections
No. of
Community
taps
No. of
Handpumps
Notified
456
456
42
MALVI
Notified
MOHOLLA
541
541
76
BHIL
Notified
MOHOLLA
436
436
42
NAYA
PURA
2
3
4
5
6
7
8
9
10
11
MALVI
Notified
MOHOLLA
479
479
64
HARIJAN
Notified
MOHOLLA
841
841
86
12
13
14
15
INDIRA
COLONY
Notified
RAI JEE
KA BAAG
Notified
0
1610
Total
1610
218
11
0
4363
4363
528
27
- SEWERAGE AND SANITATION

Currently, there is an absence of integrated underground sewerage network in the town. Generated
sewerage is discharged directly into nallas, resulting creating an insanitary condition. People have
septic and soak pit latrine with their latrine. As per the information given by the Nagar Parishad
officials the town has 60 percent coverage in terms of access to individual toilet facilities. Even in
slums, access to individual toilet facility is 69 percent. Besides this, public toilets are also located in
the town. Cleaning of and maintenance of individual toilets are done by the households.
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Table 6.5: Sanitation Conditions of slums in Boda

Ward
No
Name of
Slum pocket/
reference
name
NAYA PURA
Notified/
Unnotified
Ward
population
Slum
population
No. of
Individual
toilets
No. of
Community
toilets
Notified
456
456
42
MALVI
MOHOLLA
Notified
541
541
76
BHIL
MOHOLLA
Notified
436
436
42
MALVI
MOHOLLA
Notified
479
479
64
HARIJAN
MOHOLLA
Notified
841
841
86
INDIRA
COLONY
Notified
2
3
4
5
6
7
8
9
10
11
12
13
14
15
RAI JEE KA
Notified
BAAG
Total
0
1610
1610
218
0
4363
4363
528
- SOLID WASTE MANAGEMENT

Solid waste management and sweeping is done by the Nagar Parsihad. In slum pockets door to door
waste collection is not in practicing. Waste collection is done twice a day. These wastes are collected
by tractor and small vehicles. Streets in the slums are also sweep every day by the Nagar Parishad.
- DRAINAGE
Storm water drainage system exists in the slum areas. Drains are mostly Pucca and open. Cleaning of
these drains is done on regular basis by the Nagar Parishad.
- ROADS
Most of the slum pockets have proper approach road. Majority of the roads approaching these slums
are made of cement concrete road. But the width of roads in few slums is narrow.
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- STREET LIGHT
Street lights are inadequate in some slum pockets.
6.10. Social Security Schemes And Beneficiaries In Boda

Given the complexity of the social, economic and physical environment in which a growing number
of urban poor eke out their livelihoods, it is clear that the formulation of anti-poverty measures and
the design of slum improvement programs is a difficult issue. A review of slum improvement
programmes indicates that by improving basic infrastructure and access to municipal services, there is
a significant impact on the quality of slum residents, both poor and non-poor.
To alleviate the problems of slum dwellers and to reduce urban poverty, a number urban poverty have
been initiated and are being implemented by the ULB with assistance from the GoMP and the GoI
Some of the major slum improvement programs being implemented in Boda are in the given below:
1) Swarna Jayanti Shehri Rojgar Yojna (SJSRY)
Swarna Jayanti Shehri Rojgar Yojna (SJSRY) consists of two special schemes, viz. Urban Self
Employment Programme (USEP) and Urban Wage Employment Programme (UWEP). It is funded in
a ratio of 75:25 between the Centre and the State. Under UWEP of SJSRY, socially and economically
useful public assets, i.e. roads, drains, culverts, community centers, community latrines are
constructed in slum areas, providing wage employment to the urban poor. Under UWEP activities,
roads, drains, culverts, community centers, community latrines, etc. have been constructed in many
slum areas. This scheme is functioning in Boda.
6.11. Demand And Supply Gaps (Present And Future)

For calculating the present and future housing demand for urban poor it is indispensable to figure out
the estimated BPL population, BPL household, Slum population and Slum household.
Table 6.6: Present and future demand and supply gaps (Slum infrastructure) for Boda
Census Year
2011
2015
2025
2035
9886
10701
13044
15900
Estimated Household@5.32
1858
2011
2452
2989
Estimated BPL Population @13%
1285
1391
1696
2067
Estimated BPL Household @5.32
242
261
319
389
Slum Population @ 44%
4363
4723
5757
7017
Estimated Slum household @5.75 size
762
825
1005
1226
Estimate Urban Poor Household not having houses for basic

services
242
261
319
389
Housing demand
Provision of Housing and infrastructure to BPL Household
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Table 6.6: Present and future demand and supply gaps (Slum infrastructure) for Boda
Census Year
2011
2015
2025
2035
Provision of Housing and infrastructure to Slum Household

(Nos) (20% of actual demand)
610
660
804
980
Total Housing Demand
851
921
1123
1369
(Nos) (20% of actual demand)
Source: by PRUDA- AIILSG
6.12. SWOT Analysis

Table 6.7: SWOT Analysis (Basic Service to the Urban Poor)
Sector
Strengths
Weaknesses
Basic
Services to
Urban
Poor
Slum populations
are integral part
of the city or town
developments
which can easily
be seen in the
town by provide
basic service to
them.
Opportunities
Threats
Growth of slums is
increasing day by day.
Implementation
Do not have 100%
of
various
access
to
water
schemes
by
connection
at
Central and State
individual level.
Govt.
A survey of BPL Dilapidated

population
has condition.
been done.
Slum population is
increasing with over
a period of time due
to
migration
of
people from nearby
villages.
housing
Source: by PRUDA - AIILSG
6.13. Key Issues

Major issues in brief are given below which were evolved during the consultation workshop:
Increasing size of BPL and vulnerable population in the last years.
Analysis of current situation reveals that the slum population has limited access to basic
services and infrastructure.
Strong level of commitment to achieve zero open-defecation appears to be lacking at the local
level.
For toilet use, water source is mainly public with open source tank /pond/ nalla being the most
prevalent source of water for toilet.
Proper Notification of Slums is essential as it is inconceivable that about 50% of the

population lives in Slums.
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There is an apparent lack of coordination among the stakeholders as evident in the number of
toilets in extremely poor condition. In some places, toilets are built but are not connected to
sewage pipes which make them non-usable after all.
The aspect of maintenance seems to be neglected once the toilets are built which makes them
non-usable after some time.
6.14. Identified Goals Of Improvement For Horizon Years For

Boda
The goals and service outcomes for the horizon period 2010-2035 are presented in the Table below:
Table 6.8: Identified Goals Of Improvement of Basic Service to the Urban Poor For Horizon Years
in Boda
Vision Goals
(Current)
2015
2025
2035
BPL population
13%
5%
0%
0%
Slum Free City
--
100%
100%
Source: Stakeholders consultation
6.15. Identified Projects For Horizon Years For Boda

Table 6.9: Identified Projects of Basic Service to the Urban Poor For Horizon Years In Boda
HORIZON
YEAR
PRIORITY
DETAIL OF PROJECT
Conducting Slum Surveys in city
2015
HIGH
2025
MEDIUM
2035
LOW
Preparation of Slum free City Plan under Rajiv Awas Yojana &
BSUP.
Provision of only Basic Services to the Urban Poor Households
(Phase I)
Provision of Housing with basic services to the Urban Poor
Households.
Provision of only Basic Services to the Urban Poor New Households
(Phase II)
6.16. Proposed Strategies & Action Plans For Horizon Years For
Boda
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Years in Boda
No
2015
2025
2035
Conducting Slum Surveys in city

Carrying out biometric identification survey of slum-dwellers and
hardware for the storage of bio-metric information
Entry of data from Slum Surveys into MIS database
01
Development of City and Slum Base Maps using GIS - including cost YES
of CARTOSAT
II/latest images, spatial total station slum surveys, integration of
Slum MIS with GIS Maps.
Engagement of consultants/technical agencies/institutions for the
preparation of detailed Slum-free City Plans
Development of Detailed Project Reports (DPRs)
02
DPRs would need to be prepared for slum upgrading/housing

development and access the fund under BSUP and IHSDP schemes.
YES
Incremental upgrading
03
Norms for service provision will need to be developed on an

incremental plan. This will allow urban local bodies to improve
service delivery over time, moving from community connections for
water supply, sanitation, power, etc. to household connections, while
improving the level of services such as inner area roads, street
lights, water supply quality and quantity, etc.
YES
Prioritization of slums for investment

04
As there are large numbers of slums in city, there is a need to

prioritise slums for housing/services investment.
YES
Notification of slums for upgrading and provision of services

05
Slums, not currently notified, must be enlisted by the local body

through a formal process so that these become eligible for provision
of basic services. Since the process of granting land tenure will take YES
time, notification can help to include currently excluded/non-notified
settlements for provision of services. Most often, such slums have the
poorest level of infrastructure and highest incidence of poverty.
YES
De-notification of upgraded/tenured settlements and inclusion in

property tax system
06
Once upgraded, slums and new housing colonies must be integrated

with the city property tax system. However, the residents of these
settlements must be supported to meet property tax payments/user
charges for household services. ULBs may consider affordable
lifeline taxes and tariffs, which are deferred to beyond the repayment
of loans.
YES
Measuring outcomes and impacts

07
BSUP will significantly improve the quality of lives of slum dwellers

by providing them access to improved housing and quality services.
It will also indirectly result in increased incomes and a reduction in
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Years in Boda
No
2015
2025
2035
the disease burden of households. It will be important for local

governments to measure this improvement as a result of the
implementation of the BSUP reform. The household survey should be
conducted periodically as part of the data gathering exercise which
measures the impact of the reforms.
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Chapter 7: Social Infrastructure In Boda

7.1 Existing Health Facility In Boda
The quality of life in any urban center depends upon the availability and accessibility of to quality
social infrastructure. Development of social infrastructure comprising education, health and medical
care, nutrition which is instrumental in contributing to substantial improvements in human resource
development which in turns, initiate and accelerate economic development. Physical quality of life
and human well-being are pivotal on the enhanced availability of these social services. These services
are keys to overall increased productivity. Investment in human development programmes, enable the
poor to help themselves and try to get fair chance of getting those rewards.
In many countries, social infrastructure is one of the fundamental requirement of making a knowledge
based citizenry and consequently a highly vigilant and dynamic society. In line with this, it is needless
to mention that proper functioning of a city is greatly depends on the quality of life and overall wellbeing of the people. The chapter describes the prominent features of the social infrastructure of
BODA which will provide into its capacity to cater to the constantly growing needs of the people.
7.1.1 Overall Health Facilities And Medical Practitioners In Boda

The three-tier public health system is built on the Sub-Health Centres (SHCs), Primary Health Centres
(PHCs) and specific service focused Community Health Centres (CHCs), to the district/civil hospitals;
and in the final tier, the referral hospitals. Especially, the PHC is the most critical health facility. In
MP, in the last twelve years, the number of PHCs has actually gone down, mainly because of
conversion of many PHCs into CHCs. This change has brought down the population serviced by each
CHC from over 3.6 lakh in 1994 to 2.6 lakh in 2006, thus, improving quality of care.
The health infrastructure cannot be called adequate even by Government of India norms as the
population served per PHC is significantly higher than the prescribed norm of 30000. Similarly,
number of SHCs is also less compared to the norm of 5000 population in general and 3000 population
in tribal areas. The existing health centres also face an acute shortage of quality manpower meaning
thereby that the state needs to do something innovative to improve the access and quality of health
care.
Medical or health facility is, in general, any location at which medicine is practice regularly. Medical
facility ranges from small clinic and doctors office to urgent care centers and large hospitals with
elaborate emergency rooms and trauma center. The number and quality of medical facilities in a place
is one common determine of that area prosperity and quality of life.
At present, there is only two govt. hospital in BODA town having 30 beds in total. This means that in
the town of BODA, the availability of number of beds is 1.25 per 1000 population. In addition, there
are NO private hospitals and NO private dispensaries. The entire healths services needs of the people
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are fulfilled by these institutions with the help of private practitioner are also present in the town.
Table given below summarizes the medical facilities which the town is endowed with.
Table 7.1: Existing Health Facilities in BODA
Particulars
Government
Private
Hospitals
NA
Dispensary
NA
Beds in Hospitals/Dispensary
30
NA
Other specialized Medical institutions
NA
Ambulance services
NA
Source: BODA Nagar Parishad,2011
7.1.2 Basic Health Indicators Of Boda

At present information on health indicators are available at District or State level only. According to
Department of public health and family welfare, Madhya Pradesh performs poorly relative to most
other states. A survey conducted by Department of public health and family welfare in 2010-2011
which reveals some basic health indicators showed table.
Table 7.2: Basic health indicators in Madhya Pradesh and Rajgarh
Indicators
Details
Madhya Pradesh
Crude Birth Rate (CBR)11
25.0
Crude Death Rate (CDR)12
8.0
Infant Mortality Rate(IMR)13
67
Total Fertility Rate(TFR)14
3.1
Rajgarh District
Infant Mortality Rate(IMR)15
66
Total Fertility Rate(TFR)16
5.1 %
Source: Annual Health Survey 2010-2011
7.1.3 Medical Facilities Provided By Municipal Body In Boda

No medical facilities are provided by the ULB except some basic services.
7.1.4 Role Of Municipal Body In The Health Program s
11
Number of Births per 1000 population in a given year.
12
Number of Deaths per 1000 population in a given year.
13
Number of infants dying under one year of age in a year per 1000 live births of the same year.
14 Average number of children that would be born to a women if she experiences the current fertility pattern through her reproductive span (15-49years)
15
Number of infants dying under one year of age in a year per 1000 live births of the same year.
16 Average number of children that would be born to a women if she experiences the current fertility pattern through her reproductive span (15-49years)
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One of the main tasks for the municipal body is to create a comprehensive health program responsive
to the needs of every citizen. However, given the limited resources and manpower shortage, it can be
extremely difficult for the municipal body to carry the burden by itself. Unfortunately, the ULB has
not involved themselves actively in the health programmes supported by the state and the central
government.
7.2 Existing Educational Facility In Boda

Education is one specific area where there has been substantial improvement in MP. The last decade
saw a very high jump in literacy levels from 45 per cent in 1991 to 64 per cent in 2001. This was
managed by dedicated work to increase access to adult literacy and schools, especially primary
schools. From 78794 primary schools in 1996 in undivided MP, the number of primary schools rose
to 82219 in 2000, and stood at 95517 in 200506 in new MP. Similarly, the number of middle schools
was 19058 in 1996 in undivided MP, rose to 21043 in 2000, and was 24293 in 200506 in new MP.
There has been a phenomenal increase in primary schools, and within two years between 1998 and
2000, nearly 30000 access-less habitations were provided with a school. A similar initiative for
middle schools saw a phenomenal increase in these as well.
Now, the state claims that all habitations in the state have one primary education centre within one km
radius. There is one middle school within 3 km radius of every village in the state. Although, in terms
of schools, the number appears to be adequate now, the situation, as far as other amenities in the
schools, is not very clear. Are there enough rooms in the schools? Do girls have separate toilets? Are
there blackboards and other teaching aids available in schools? Data for these parameters are not
available for recent years as data from the latest educational survey have not been released. Other
evidence does show that there is a long way to go towards ensuring adequate rooms, proper school
buildings, proper toilets, drinking water facilities and so on.
7.2.1. Overall Education Facilities In Boda

Quality education necessitates enhance access to educational facilities and availability of teachers.
Although the town has sufficient number of primary school but the town lacks sufficient of higher
education facility. Table given below give a picture of current status of the educational infrastructure
in BODA. At present the town has 4 primary schools, 1 middle schools, 1 senior secondary schools
and 3 private schools available. The BODA town has also NO college for higher education and NO
polytechnic college available in the town.
Table 7.3: Existing Educational Infrastructure in BODA
Education Facility
Facility available
Nos
Remarks
SCHOOL
Primary School
Yes
Available
Middle School
Yes
Available
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Table 7.3: Existing Educational Infrastructure in BODA

Education Facility
Facility available
Nos
Remarks
Secondary Schools
Yes
Available
Higher Secondary/ Intermediate/ Senior

secondary/ PUC (Pre university college)
Junior college level
Yes
Available
Adult literacy classes/ centers
No
Not Available
Working womens hostel with number of seats
No
Not Available
COLLEGE
Commerce/Science Arts/ Law or other College
of Degree Level
No
Available
Pachore
Middle College
No
Available
Engineering College
No
Not Available
Polytechnics
No
Available
Pachor
No
Not Available
Recognized
Shorthand,
typewriting
vocational training institutions
&
at
at
Source: BODA Nagar Parishad, 2011
7.2.2. Basic Education / Literacy Indicators Of Boda

According to the 2011 census, the literacy rate of BODA town is 63.66% which is relatively LOWER
compare to that of the District average literacy level of 68 percent. The ratio of male to female
literacy rate is around 60:40.
Table 7.4: Literacy Indicator in BODA
Indictors
Figures in percentage
Literacy Rate
63.66%
Male Literacy
59.97%*
Female Literacy
40.03%*

The Table below reveals the ratio of the availability of education institution per 10000 populations in
BODA.
Table 7.5: Schools / Colleges per 10000 Population, BODA
Type of Institution
Ratio per 10000 Population
Primary
Junior Secondary / Middle
Secondary / Matriculations
Senior Secondary
College
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Table 7.5: Schools / Colleges per 10000 Population, BODA

Type of Institution
Ratio per 10000 Population
7.2.3. Education Facilities Provided By Municipal Body

The ULB of BODA town is supporting one school and its related infrastructure. The school is located
within the premises of Nagar Parishad building. Nagar Parishad is responsible for the provision of
infrastructure facilities like school buildings, sanitation facilities in the school. The building and other
infrastructure are the property of the municipality. All educational programmes of government like
Sarva Siksha Abhiyan (SSA), Mid-day Meals (MDM) programmes etc. are being implemented in the
school.
7.3 Other Infrastructures & Facilities In Boda

Recreation is an activity of leisure, leisure being discretionary time. Its one of the essential elements
of human biology and psychology. Recreational activities are often done for enjoyment, amusement
or pleasure and are considered to be fun. Recreational activities can be communal or solitary, active
or passive, outdoors or indoors, healthy or harmful, and useful for society or detrimental. Public space
such as parks, playground, theater and garden are essential venues for many recreational activities. Its
one of the most important components in urban life style now a day.
7.3.1. Existing Recreational & Cultural Facilities In Boda

As such, the need for accessible reaction opportunities and facilities in town and cities are now being
recognized. Parks and recreation can have a measurable impact on state and local economies; they can
have important non-economic benefits as well. Table given below indicates the number of recreational
and cultural facilities in BODA. Its apparent that the town is fully endowed with recreational
facilities. Apart from playground of schools, the town has no parks, no cinema hall and no any
community hall.
Table 7.6: Recreational and Cultural Facilities, BODA
Particulars
Numbers
Stadium
Parks
Cinema Hall
Auditorium/Drama/Community hall
Public libraries including reading rooms
7.3.2. Existing Public Amenities And Services In Boda

Public amenities are resources, conveniences, facilities or benefits continuously offered to the general
public for their use and/ or enjoyment, with or without charges. Such public activities are expected to
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function around the clock, in adverse conditions such as inclement weather, high noise environments
and in varying degree of light and heat. Consequently there are several key attributes that should be
integrated into all public amenities to ensure universal usability.
Public amenities include restrooms, information, public telephones and banks machines, waiting
sheds, drinking fountains and the like. Public amenities are especially important in delivering proper
service to people. Apart from the public amenities mentioned in the above table, the next table
summarizes the public amenities available in the town of BODA.
Table 7.7: Public Amenities and Service Availability, BODA
Particulars
Numbers
Graveyards
5 Samshan Ghat and 1 Kabrastan
Postal & Telegraph Services
1 Post office
Dhobi Ghat
Not Available
Fire Fighting Services
Available under Nagar Parsihad administration (Under

process)
Electricity Broad office
Available
Festival Grounds
Not Available
Petrol Pump
(1) Available
Police Station
(1) Available
7.3.3. Existing Sports Facilities In Boda

At present there is no sports facility available in the town.
7.4 Comparative Analysis With The Udpfi Guidelines

UDFPI (Urban Development Plan Formulations & Implementation) guidelines were created to assist
administrators, municipal town planners and consultants with essential details for urban development
plans formulation and implementation. The required number of infrastructure for the present
population (2011) and the projected population (2021 and 2035) were calculated based on the UDPFI
guidelines. The required number of sector infrastructure was then compared against the existing
infrastructure to determine the infrastructure gap.
7.4.1 Dem and & Gap Assessment For Health Infrastructure In Boda
Table given below gives an overview of the required health infrastructure.
Table 7.8: Demand and Gaps for Health Infrastructure, BODA (M)
2011
2015
2025
2035
9886
10701
13044
15900
Dispensary
i
Required (1 / 15000 people as per UDPFI Guidelines)

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Table 7.8: Demand and Gaps for Health Infrastructure, BODA (M)
2011
2015
2025
2035
9886
10701
13044
15900
ii
Existing
iii
Gap
iv
Additional gap
Maternity & Child Welfare

i
ii
Existing
iii
Gap
iv
Additional gap
Hospital
i
ii
Existing
iii
Gap
iv
Additional gap
7.4.2 Dem and & Gap Assessment For Educational Infrastructure In Boda
Table given below gives an overview of the required Educational infrastructure. But the existing
infrastructure in the schools and college need to be upgrade.
Table 7.9: Demand & Gap Assessment for Health Infrastructure, BODA
Horizon Year
2011
2015
2025
2035
9886
10701
13044
15900
Required (1/2500 people as per UDPFI Guideline)
Existing
Gaps
PRIMARY SCHOOL
Additional Gap for Horizon Year
2
SECONDARY SCHOOL
Existing
Gaps
1
SENIOR SECONDARY SCHOOL
Existing
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Table 7.9: Demand & Gap Assessment for Health Infrastructure, BODA
Horizon Year
2011
2015
2025
2035
9886
10701
13044
15900
Gaps
Source: by PRUDA - AIILSG
7.4.3 Dem and & Gap Assessm ent For Other Infrastructures & Facilities In
Boda
UDPFI guideline on infrastructure development is highly dependent on population size of the town.
However, it is also important to understand that a town needs to provide at least one of the essential
social infrastructures such as medical and health infrastructure over time as these investments are
crucial to the growth and welfare of the town.
Table 7.10: Demand & Gap Assessment for Other Infrastructure & Facilities, BODA
Horizon Year
2011
2015
2025
2035
9886
10701
13044
15900
Existing
Gaps
Existing
Gaps
FIRE BRIGADE
POST OFFICE
TELEPHONE EXCHANGE
Existing
Gaps
Existing
Gaps
POLICE STATION
PETROL PUMP
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Horizon Year
2011
2015
2025
2035
9886
10701
13044
15900
Existing
Gaps
Existing
Gaps
Existing
Gaps
Existing
Gaps
Existing
Gaps
Existing
Gaps
Existing
Gaps
LIBRARY
BUS STAND
COMMUNITY HALL
BANKS
PARK
STADIUM
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Horizon Year
2011
2015
2025
2035
9886
10701
13044
15900
Existing

CREMATORIUM
Gaps
Source: by Consultant of the Project
7.5 Swot Analysis Of Social Infrastructure In Boda

Table 7.11: Swot Analysis Of Social Infrastructure For Boda
Sector
Strength
Weakness
Opportunities
Threats
-Low level of
infrastructure
facility in the
existing
hospitals.
-GoMP
is
committed
to
improve the health
service
delivery
through
improved
-Low level of
equitable -Inadequate
service delivery. and
access to quality implementation
-Insufficient
health
care capacity.
staff.
especially targeted
-People
still at the poor which is
need to depend reflected in MP
Sector
on district head Health
quarter
for Strategy
better service.
Health
-Effort from both

the State and
National level in
order to give
priority
in
resource
allocation
in
health
and
education sector
-Emergence of
large number of
private schools.
-The
right
of
children to free and
compulsory
education
act,
passed
by -Inadequate
-Inadequate and Parliament
in implementation
inferior
August
2009, capacity.
infrastructure
provides free and
facility in the compulsory
schools
education as a
fundamental right.
Education
Other
infrastructure
facilities
-Community
-Implementation of
participation and
Community
Lack
of
-Inadequate
willingness
participation fund
maintenance of
implementation
among people for
which is a optional
existing assets
capacity.
improved service
reform
as
per
delivery
JnNURM reforms.
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Table 7.11: Swot Analysis Of Social Infrastructure For Boda

Sector
Strength
Weakness
Opportunities
Threats
Source: by Consultant of the Project
7.6 Summary Of Key Issues

HEALTH FACILITY
Better system need to be evolved for a graded user-free and addressing exclusion of the
poorest.
At present only one hospital is catering the entire town and nearby area. There is no other
medical facility such as dispensary and maternity and child care facility in the town.
Provision of assured and credible primary health services of acceptable quality is necessary.
EDUCATIONAL FACILITY
Increases in number of private schools indicate a clear shift to private schools.
Overall, inadequate and inferior infrastructure, poor public service delivery, lack of quality
choices and high dependency on privately provide services.
Some of the schools are located along the State Highway which creates noise pollution which
is not conducive for learning.
Improper maintenance of infrastructure and basic services in schools.
7.7 Identified Goals Of Improvement For Horizon Years In Boda

The goals and service outcomes for the sector for the period till 2035 are presented in the Table
below.
Table 7.12: Identified Goals Of Improvement For Horizon Years in BODA
Details
(Current)
2015
2025
2035
Doctor-patient ratio
--
1/1200
1/900
1/600
Bed-population ratio
1/805
1/600
1/500
1/250
Implementation of health programmes
25%
50%
100%
100%
--
25%
50%
100%
63.66%
70%
80%
90%
Ensure 100% enrollment in primary

schools
--
50%
100%
100%
Teacher student ratio
--
1/40
1/35
1/25
Health
Regular
monitoring
resources
of
water
Education
Literacy rates
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Table 7.12: Identified Goals Of Improvement For Horizon Years in BODA

Details
(Current)
2015
2025
2035
7.8 Identified Projects For Horizon Years In Boda

Table 7.13: Identified Projects For Horizon Years In BODA
Horizon
Year
Priority
Detail of project
Health Infrastructure
Up gradation of Existing Hospital
Construction of Dispensary (2 Nos)
Construction of Maternity & Child Welfare Center (1 Nos)
Education Infrastructure
Construction of Primary School (4 Nos)
2015
HIGH
Construction of Secondary School (1 Nos)

Construction of Senior Secondary School (1 Nos)
Construction of Public Library (2 Nos.)
Other Infrastructure
Construction of Community Hall (1 Nos)
Upgradation of Parks (1 Nos)
Construction of Crematorium (2 Nos)
Installation of Fire Fighting Services (1 Nos)
Up gradation of Existing Hospital
2025
MEDIUM

2035
LOW
Construction of Dispensary (1 Nos)

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Table 7.13: Identified Projects For Horizon Years In BODA

Horizon
Year
Priority
Detail of project
Construction of Public Library (1 Nos.)
Construction of Community Hall (1 Nos)
Upgradation of Parks (1 Nos)
7.9 Proposed Strategies & Action Plans For Horizon Years In

Boda
Table 7.14: Proposed Strategies & Action Plans For Horizon Years in BODA
No

Improving
initiatives
hygiene
behavior
through
community
2015
2025
2035
sanitation
Participation of several stakeholders, such as ULBs, NGOs and

CBOs is needed for a sanitation project. Community ownership
should be built from the beginning, including involvement in the
technical design.
01
Efforts for promoting community and household level hygiene

practices should complement the investments in sanitation
infrastructure.
YES
User payment for services relieves pressure on municipal financing

and ensures maintenance. However, affordability of services for the
communities should be kept in mind, and the charge should be
commensurate to the paying capacity of the poor.
Mobilizing communities
02
03
Building individual and institutional capacities in the slums is

crucial for sustainability.
Demand enhancement is possible through pro-active awareness
generation and information dissemination matched with quality
service.
Policy level interventions For Education
The Education Department, which often remains outside the urban
development framework, needs to get integrated effectively into the
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No
2015
2025
2035
overall planning process.

Develop a common policy and regulatory framework among various
public and private sector providers of education in slum areas.
A clear policy of ear marking funds for education in municipalities
in general.
The emphasis of the Municipal Administration department to be laid
on service delivery by overseeing the quality aspects of planning,
providing and promoting education in urban areas with special
focus on the urban poor
A continuous dialogue between the municipal administered schools
and the education department would go a long way in improving the
condition of municipal school education in the state. Joint meetings
of Secretaries of Municipal Administration and Urban Development
and the Education Department to continuously review, monitor and
plan for the educational needs of urban poor.
Orientation of Teachers
04
Extending academic and pedagogic support to teachers to improve

retention and learning by students in municipal schools
YES
Sensitization programmes for teachers to bridge the social distance

between teachers and the slum dwellers
Funding of Municipal Schools
Educational tax should be levied by all the municipalities.
05
The general principle of equalization to be laid down and the state

grants to increase progressively in inverse proportion to the wealth
of the municipality concerned.
The education tax should be a direct tax tacked on to the property
tax at so much per cent on the annual letting value or the capital
value as the case may be.
YES
YES
YES
YES
YES
YES
The rate of the tax in each municipality will have to depend upon the
circumstances of each case.
Literacy Campaigns and Operation Restoration
06
Encompasses the programmes of Total Literacy Campaign (TLC)

and Post Literacy Programme (PLP). Literacy Campaign is the
principal strategy of the National Literacy Mission for eradication of
illiteracy.
Community participation fund (Urban Reform)
07
In order to address these issues, it is proposed that the ULB should

come out with a Community Participation Fund (CPF). The primary
objective of the fund is to catalyse community participation by
YES
supporting the building of community assets. In the long run, this
should lead to increased community participation in the citys
functioning thus enabling them to develop a sense of ownership on
community assets and take on responsibilities for community-based
exercises. One of the central features of accessing the grant from
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No
2015
2025
2035
Centre or state government is to implement mandatory reform

conditions such as Community Participation Law, to enable
constitution of Area Sabhas within municipal wards and Public
Disclosure Law. Implementing this strategy will have twofold effects,
one being the fulfillment of the reform and two creating sustainable
assets.
Source: Consultants of the project.
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Chapter 8: Environment
The rapid increase in industrial and economic development has led to severe environmental
degradation that undermines the environmental resource base upon which sustainable development
depends. The economics of environmental pollution, depletion and degradation of resources has in
fact been neglected as compared to the issues of growth and expansion.
Urban Environment includes both natural elements as well as built environment. Natural elements
include air, water, land, climate, flora and fauna. The built environment, physical surroundings
constructed or modified for human habitation and activity, encompasses buildings, infrastructure and
urban open spaces. A citys built environment also gives visible form to important historic or
contemporary cultural values. The intersection and overlap of natural environment, built and
socioeconomic environment constitute urban environment. The escalated urbanization, associated
with environmental degradation, has generated a debate on how much urban green space has been lost
due to the urbanization process. Integrated means of addressing the ecological and environmental,
economic and social concerns are still neglected in the framework of development. As a result, large
areas of urban green space are declining rapidly, and causing numerous environmental problems.
However, both environmental awareness and environmental legislation (setting of standards etc.) have
advanced considerably in recent years, but enforcement is lagging almost everywhere.
This chapter establishes the environment baseline situation of Boda. It describes the status of urban
environment, quality and services, identifies environmental issues and strategies to address these
issues through CDP.
8.1. Flora and Fauna

In the past, the district of Rajgarh had thick forests. However, during the last 50 years the forests were
degraded. The forest can be divided into four categories: Dry Deciduous Teak Forests, Foot Hill Teak
Forest, Mixed Forest and Bamboo Forest. Teak is the most important and has the most valorous
species of the district. The forests of Rajgarh district afford a large species of wild animals as birds,
panther, wild pigs, nilgai etc.
8.2. Pollution Levels

Air: No record is found about air pollution level in the municipal record because till date no study has
been done. Although data is not available, it is generally believed that there is deterioration of air
quality due to increased motorized vehicular traffic, burning of solid waste, use of coal and cow-dung
for cooking purposes, lack of green belt/buffer zones etc. In addition following factors also contribute
largely to the problem.
Increase in the number of vehicular traffic.
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Poor road condition.
Construction of buildings.
R E P O R T
Water: The quality of water was mentioned in chapter 5 (table 5.1). In terms of quality standards, the
quality of water is considered satisfactory by the Public Health Engineering Department (PHED).
Soil: There is no data available about soil pollution in the town. However, increasing saline land is
being reported in the last years. This kind of problem is caused mainly due widespread use of
fertilizers for agriculture purpose. Good quality of soil is extracted from earth in huge amount due to
brick manufacturing industries. It is inevitable to have an alternate to the economy of the town.
8.3. City Green Spaces

Good quality green space enhances the quality of urban life and contributes to improve health, more
sustainable neighborhood renewal and better community cohesion, especially in more deprived
communities. Green spaces introduce the natural into the urban environment. They offer, especially in
the form of parks and nature preserves, opportunities for recreation, reflection, and relaxation.
At present, Boda has no parks which provide space for recreation and relaxation for its citizens. The
actual cover ratio of green spaces is 15%, according to Master Plan. Preserve and enhance the green
areas, parks, gardens, lake-side plantation are mandatory practices for every city. There is only one
small pond with the area of 5.5 Ha but there is no any step or care taken by nagar parishad to preserve
it. It is important integrating preservation of environment with the urban growth characteristics.
[Please refer the map section for getting details on open space network and green spaces]
8.4. Water Front Development and Conservation

Due to development and growth of the town, the water resources are facing anthropogenic pressure,
which adversely affects ecological condition. Hence it is necessary to conserve and upgrade water
bodies by adopting suitable environmental measures in the interest of human being as well as for the
proper development of the town. Conservation of water resources is an essential measure for
sustainability.
Moreover, a large area of the state has faced droughts and natural water shortage. The irregular rains
increased acute shortage of fresh water. It is making government and people more and more conscious
about water. And it is necessary to create further efforts towards conservation and management of
water resources.
In Boda, the water bodies are some very important water bodies which are deteriorating rapidly due to
increased urbanization.
A successful city cannot operate efficiently in isolation from its environment. It must balance social,
economic and environmental needs. It is therefore important to understand the linkages between urban
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development and the natural resources / urban environment. While healthy urban ecosystems provide
cities with a wide range of services essential for their economic, social and environmental
sustainability, damaged ecosystems have a very negative impact on urban residents, and in particular
on the urban poor. Most importantly, one needs to understand that the environment cuts across all
sectors, income, groups and management areas.
8.5. Existing Environmental Regulations

The main objective of M.P. Pollution Control Board is to maintain water, air and soil in healthy and
usable condition for various purposes. With considerable authority and responsibility under various
environment legislation to prevent the pollution M.P. Pollution Control Board presently looks after
the implementation of following Acts:
Water (Prevention & Control of Pollution) Act,1974
Water (Prevention & Control of Pollution) Cess Act, 1977
Air (Prevention & Control of Pollution) Act, 1981
Environment Protection Act ,1986 (certain sections)
Public Liability Insurance Act, 1991
The potential scope of the Act is broad with environment which includes water, air and land and
interrelationship among water, air, land, human beings, other creatures, plants, micro organisms and
property. Section 3(1) of the Act empowers the Center to take all such measures as it seems necessary
or expedient for the purpose of protecting and improving the quality of the environment and
preventing, controlling and abating environmental pollution. Central Government is authorized to set
new national standards for ambient quality of the environment and standards for controlling emissions
and effluent discharges; to regulate industrial locations; to prescribe procedures for managing
hazardous substances; to establish safeguard for preventing accidents; and to collect and disseminate
information regarding environmental pollution.
The EPA was the first environmental statute to give the Central Government authority to issue direct
written orders including orders to close, prohibit or regulate any industry operation or process or to
stop or regulate the supply of electricity, water or any other services (Section 5). Other powers granted
to the Central Government to ensure compliance with the Act include the power of entry for
examination, testing of equipment and other purpose (Section 10) and power to take samples of air,
water, soil or any other substance from any place for analysis (Section 11). The Act explicitly
prohibits discharge of pollutants in excess of prescribed standards (Section 7). There is also a specific
prohibition against handling of hazardous substances except in compliance with regulatory procedures
and discharges (section 8). Persons responsible for discharges of pollutants in excess of prescribed
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standards must prevent or mitigate the pollution and must report the discharge to government
authorities (Section 9.1).
The Act provides for severe penalties. Any person who fails to comply with or contravenes any of the
provisions of the Act, or the rules or directions issued under the Act shall be punished for each failure
or contravention, with a prison term of up to 5 years or a fine up to 1 lakh or both. The Act imposes an
additional fine up to Rs. 5000 for every day of continuing violation (Section 15 (1)). If a failure or
contravention occurs for more than one year after the date of conviction an offender may be punished
with a prison term which may extend to seven years (Section 15 (2)).
The Act empowers the central government to establish standards for the quality of the environment in
its various aspects, including maximum allowable concentration of various environmental pollutants
(including noise) for different areas. These standards could be based on ambient levels of pollutants
which are sufficiently low to protect the public health and welfare. Emission or discharge standards
for particular industries could be adjusted to ensure that such ambient levels are achieved. The
Environment (Protection) Rules, 1986 allow the State or Central authorities to establish more
stringent standards based on recipient system.
The EPA includes a citizens suit provision (Section 19.6) and a provision authorizing the Central
Government to issue orders directly to protect the environment (Section 5). The Central Government
may delegate specified duties and powers under the EPA to any officer, state government or other
authority (Section 23). The Central Ministry of Environment and Forests (MoEF) is responsible for
making rules to implement the EPA. The Ministry has delegated the powers to carry out enforcement
to the Central and State Pollution Control Boards in the country.
The MoEF has so far enforced several rules and regulations. It has adopted industry specific standards
for effluent discharges and emissions from different categories of industries. The Ministry has also
designated certain state and Central Officials to carry out specified duties under the Act and has
designated specific laboratories for testing the samples of air water and soil obtained under the Act.
8.5.1 Existing Environment Legislations In India

There are several other pieces of legislation that impact on the control of water pollution. A more
complete list is presented in following table.
Table 8.1: Important policies, legal provisions and authorities related to water pollution
Central/State Legal
Provisions
Main Objectives
Constitutional Provisions on
sanitation
and
water
pollution
Statutory powers conferred on states to make law on water and

sanitation
Policy
Statement
Abatement of
Suggests developing relevant legislation and regulation, fiscal

incentives, voluntary agreements, educational programs, information
for
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Central/State Legal
Provisions
Pollution, 1992
Main Objectives
campaigns, need environmental considerations into decision making
at all levels, pollution prevention at source, application of best
practicable solution, ensure polluter pays for control of pollution,
focus on heavily polluted areas and river stretches and involve public
in decision-making
The National Conservation

Strategy
and
Policy Promotes judicious and sustainable use of natural resources,
Statement on Environment preservation of biodiversity, land and water
and Development, 1992
Promotes conservation national resources, protection of wild life and
ecosystems, prevention of pollution, reuse and recycling of
The National Environment
wastewater, adoption of clean technology, application of polluter pay
Policy, 2006
principle and amendment in the existing law from criminal to civil
suit provisions
National Sanitation Policy,
2008
Aimed at awareness generation, behaviour change, open defication

free cities, safe disposal of wastes and propoer operation and
maintenance of sanitary installations. It requires different states and
cities to develop their sanitation policies, startegies and goals
The water (Prevention &

Control of Pollution) Cess
Act, 1977, as Amended in
1993 and 2003
To charge cess on water consumption for polluting activities to

strengthen the pollution control boards by providing financial support
for equipment and technical personnel and to promote water
conservation by recycling
Central
Ground
Authority
To regulate and control abstraction, development and management of

groundwater resources
Water
The
Public
Liability
Insurance Act, 1991
To provide for public liability- insurance for the purpose of providing

immediate relief to the persons affected by accident occurring while
handling any hazardous substance
Hazardous
waste
(Management and Handling)
Rules, 1989
Legislative framework for laws enactment related to storage

transport, handling and disposal of hazardous wastes
Manufacture, Storage and

import
of
Hazardous Rules for manufacture, storage and import of hazardous chemical
Chemical Rules, 1989
Municipal
Solid
waste
(Management and Handling)
Rules, 1999
Rules for Municipal Solid waste Management at urban cities
To provide for strict liability for damages arising out of any accident
The National Environment occurring while handling any hazardous substance and for the
Tribunal Act, 1995
establishment of a National Environment Tribunal for effective and
expeditious disposal of related cases.
Environment
Assessment
1994
To impose restrictions and prohibitions on the expansion and

Impact
modernization of any activity or new projects being undertaken in any
Notification,
part of India unless environmental clearance has been accorded by
the Central Government or the State Government.
73rd and 74th Constitutional Obliging state governments to constitute Urban Local Bodies (ULBs)
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Central/State Legal
Provisions
Main Objectives
Amendments - Role of Local and transfer responsibility for water supply and sanitation services to
Self Government
them
Municipalities Act, District
Complete authority and jurisdiction over all urban amenities,
Municipalities Act or the
including water supply and sanitation with municipality
Nagar Palika Act
Town Planning Act/Urban
Development authorities Act
To establish development and planning authorities, having powers

over any development activity in the area under their jurisdiction
Source: MoUD, GoI

All the current legal provisions deal with diverse water, wastewater and sanitation services and have
resulted in multiple bodies and jurisdictions in India. However, the sanitation is not covered in a
holistic manner except prohibition of its discharge into water bodies. This section will be dealt in
detail in the next stage of the Report.
8.6. SWOT Analysis

The Strengths, Weaknesses, Opportunities and Threats have been assessed based on the existing
situation analysis and participatory consultation with stakeholders and citizens, see below table:
Table 8.2: SWOT Analysis (Environment) for Boda (M)
Sector
Environment
Strengths
Weaknesses
Opportunities
-No concrete data on

the
urban -Infrastructure
projects under
environment at ULB
state
-No Environmental government
-Good water
Management Plan
quality
-Initiatives
by
-Infrastructure
State
deficiency
causing Government
pollution of major and Local Body
water bodies
Threats
-Uncontrolled movement
of heavy vehicles through
town.
-Sewage directly mixing
into the water bodies
(Utavali river and city
pond)
8.7. Issues
Water
Intensive agricultural land use and high dependency on river water for irrigation.
Disposal of sewerage directly into surface drains or surface water bodies pollutes water
resources.
Ground water contamination due to absence of septic tanks in the city, leakages and
overflowing of sewerage pipelines.
Mixing of water and sewerage due to faulty lines.
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Air
Increasing number of per capita vehicles.
Traffic Congestion in the core area creates high level of noise and emissions results in chaotic
environment.
Air pollution has increased in last few years due to increased traffic, cutting of trees, burning
of wood and charcoal in low income areas in urban fringes of the city.
Low Per capital green and open space in the core area.
Increasing saline land.
Erosion of soil from the banks of the water body.
Large-scale and uncontrolled mining of marbles and other minerals leads to deforestation.
Increasing use of Plastic.
Soil
Others
Lack of data on the environment in ULB.
No awareness about the kind of health hazards the pollution brings to the citizens.
No monitoring and evaluation carried out at ULB or State Level.
8.8. City Specific Strategies and Action Plan

The goals and service outcomes for the sector for the period till 2035 are presented in the Table
below.
Table 8.3: Identified Goals Of Improvement For Horizon Years in Boda
Vision Goals
(Current)
Mandatory
Rainwater
Harvesting in all buildings
2015
Increase Urban Green Cover

Access to recreational and
Green Spaces
Reuse of Recycled Water
2025
2035
50%
100%
15%
25%
35%
25%
50%
100%
50%
100%
8.9 Identified Projects For Horizon Years In Boda

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Table 8.4: Identified Projects For Horizon Years In Boda

Horizon
Year
Priority
Detail of project
Constructing a model project of Decentralised systems17 of Waste
Water Treatment.
2015
Constructing a model project of Rain Water harvesting system.
HIGH
Conservation of Existing Water Bodies

Construction of Parks and Gardens
2025
MEDIUM
Undertaking a Road Side plantation programme

Undertaking an Environment Mapping of the town
2035
LOW
Undertake training Programmes to sensitize and train officials in

ULB and towards the need for Rain Water Harvesting.
8.10 Proposed Strategies & Action Plans For Horizon Years In Boda
No
2015
2025
2035
-Preservation and Rejuvenation of Water Bodies
01.
Under this programme a study needs to be taken up to identify lakes

and ponds which are polluted in the city. The next step will be to reroute the domestic sewage out falls, nallahs and chemicals wastes
which are directly discharging into the waterbodies. Desilting of
ponds and lakes may be taken up to increase the holdingcapacity. YES
Proper catchment treatment is also required to maintain the quality
ofwater. The following intervention will help in preserving &
Rejuvenation of WaterBodies:
Desiltation project for Major Watder Bodies
Conservation & Preservation of Water body.
-Urban Greening Plan
02.
17
A comprehensive plan may be prepared for Protecting the green

YES
cover through changes in land use zoning and creating and
developing parks for that purpose can be considered. This also
indirectly helps in preventing soil erosion mostly near river banks. It
YES
YES
It refer to localized applications where uncontaminated wastewater from bath, washbasins, clothes washing etc. is used for non-potable purposes such as for
watering landscape. It can also refer to secondary and tertiary treatment facilities that serve individual homes, apartments and small communities by treating the
wastewater from these areas and allowing them to be reused in the same locality for non-potable purposes such as toilet flushing, washing of floors, watering of
gardens or recharging groundwater supplies through water recharge structures.
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No
2015
2025
2035
Group
Group
Group
Group
is suggested to undertake the following interventions:

Tree Plantation: It is suggested to increase the per capita green
spaces through increasing plantation of trees along major roads and
increase the amount of densification in identified areas.
Introduce Mandatory Rainwater Harvesting in all buildings (Urban
Reform)
Group 1:
The Groundwater Zones in the City based on existing knowledge of
Geology, depth to Ground Water Table and existing Groundwater
monitoring data.
Implement Pilot projects in Government and Institutional buildings
to finalize design of Rainwater Harvesting structures (based on
existing knowledge) most suited to the topography and geological
conditions of the City
Identify critical areas and land uses where RWH should be taken up
on immediate basis
Extend implementation of RWH to all land uses including industries,
green areas and transportation (like footpaths)
03.
Group 2:
Prepare draft building byelaws to reflect the mandatory clause of
Rainwater Harvesting.
Widely disseminate the new set of Building Byelaws through a
website that also provides links to other key resources and via
Public Interest advertisements in the mass media.
City Level Workshops to address the queries of general public
Start of Approval as per the new building byelaws
Offer rebate on property tax has been offered as an incentive for
implementing rainwater harvesting systems.
Maintain a digital database of information regarding Ground Water
Scenario and Tube wells in the city.
Provide Separate budgetary allocation for Rain Water Harvesting in
the Municipal Budget.
Introduce Byelaws on Reuse of Recycled Water18 (Urban Reform)
04.
Group 1: Legal and institutional

Prepare legal and institutional framework to allow for water reuse
18
Water reuse refers to the practice of capturing and using water discharged or lost by a previous user. Water reuse reforms allow ULBs to ensure dependable
and cost-effective water supply to communities in an environmentally sustainable manner.
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2015
2025
2035
Define roles and responsibilities of agencies/departments

Prepare water reuse byelaws making dual piping; dual plumbing etc
mandatory in new property developments
Adopt water reuse byelaws through an ordinance or change in
regulations
Group 2: Operational
Conduct feasibility studies for identifying reuse technologies and
applications
Make water reuse mandatory in new developments all large
buildings with more than 2000 sq.m. area and new layouts shall
implement water reuse
Approval of plans by ULB or planning authority for new
developments shall conform to water reuse regulations
Lead by example ULBs should adopt water recycling in municipal
and other government buildings
Implement monitoring requirements
Conduct public education campaigns and awareness programs in
schools, offices, community spaces
05.
Improve Environment Management System

Introducing Public
Conservation
06.
Private
Yes
Partnership
in
Environment
Public-Community Partnerships, by which public agencies and local

communities cooperate in the management of a given environmental
resource, each partner bringing agreed resources, assuming
specified responsibilities, and with defined entitlements, e.g. Joint
Forestry Management.
Yes
Public-Private-Voluntary Organization Partnerships, in which the

provision of specified public responsibilities is accomplished on
competitive basis by the private sector, and the provision is
monitored by competitively selected voluntary organizations, e.g.
Build, Own, Operate DEWATS.
07.
Air pollution: A city level air pollution management plan can be

formulated to take care of point sources as well as non point sources
of air pollution within the city. In case of stationary and point
sources of pollution like industrial units, enforcement agencies like
State Pollution Control Board may be alerted. In case of small
industries that function under municipal license, the industries may
be asked to switch to cleaner fuel as a condition of renewal of
license. In case of moving and line sources like automobile traffic, if
the cause of pollution is congestion at certain stretches of roads and
intersection, measures like traffic diversion, banning of heavy
vehicle traffic during peak hours, building by passes etc may be
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No
2015
2025
2035
identified in conjunction with roads and traffic component of intramunicipal infrastructure. In case of serious and persistently high
levels of pollution, a proposal for establishing air quality monitoring
station may also be considered.
08.
Noise Pollution: An action plan may be developed based on the

analysis of sources of noise. In case the source of noise pollution is
public loud speakers, applications may be made at the appropriate
levels to enforce restrictions on use during specific hours such as
between 10.00 p.m. and 06.00 a.m. supported by strict enforcement.
Where traffic, particularly hourns, is the source, no horn zone may
be declared and the restriction strictly enforced. Where high speed
traffic on highways is the source, noise barriers may be proposed
particularly near sensitive uses like schools and hospitals.
YES
YES
09.
-Water quality: To ensure good quality drinking water supply the

ULBs can have a programme of water quality monitoring at the
main sources, online and at the user end of water supply system,
with help of State Government Agencies. It can also carry out
periodic testing of water quality by procuring low cost kits for field
testing. The major thrust however, should be in the field of
maintenance of the existing infrastructure.
YES
YES
Promotion of community awareness and education: Community

awareness with respect to causes and sources of air, water, soil and
010. noise pollution is important. It is also important that the effects of
environmental pollution and its long term impact be understood by
the community.
YES
Soil Pollution: Compliance of the MSW (Management & Handling)

Rules, 2000 including identification and selection of landfill sites
and safe disposal of solid waste of the city. Solid Waste Management
011.
YES
to be further improved by segregating the waste and reusing and
recycling the same. For further details please refer to the section on
Solid Waste Management Sector Plan.
Undertake a Strategic Environmental Assessment (SEA)
012. An ad hoc approach to environmental issues is fragmentary,
expensive and inefficient. Therefore, it is essential to undertake a
Strategic Environmental Assessment (SEA).
YES
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Chapter 9: Existing Institutional Framework For

Development
9.1 Background
Madhya Pradesh is no exception to the general trend obtainable in the country as a whole in the field
of local self-government in the post-independence period, though the state had to face some peculiar
problems arising out of 2 the re-organisation of states in India in 1956 and then in 2000. The new state
of Madhya Pradesh, inherited a diverse legislation and administrative system, varying from the
provincial autonomy of the former Madhya Pradesh, to the central control and direction of Bhopal and
Vindhya Pradesh states which were part C states, prior to their merger in the new state. The
developments in the field of local self-government in different regions comprising the new state did
not manifest a uniform pattern.
The Mahakoshal region which formed a part of the British India had long and well-established
traditions in the field of municipal government, whereas developments in the former states of Bhopal,
Vindhya Pradesh and Madhyabharat which were constituted consequent upon the amalgamation of
princely states, had not taken place on a well-conceived basis. The following Acts were in operation
earlier to the formation of new state of Madhya Pradesh and were also continued in operation till their
replacement by new legislations.
1. The Central Provinces and Berar Municipalities Act, 1922, as amended between 1927 and
1956, applicable to Mahakoshal region
2. The Jabalpur Municipal Corporation Act, 1948
3. The Madhyabharat Municipalities Act, 1954
4. The Vindhya Pradesh State Municipal Act, 1954
5. The Madhyabharat Municipal Corporation Act, 1954
6. The Bhopal State Municipal Act, 1955
In July, 1957, the M.P. Government appointed the Local Self-government (Urban) Committee, to
suggest modifications in existing legislations, with a view to bringing about uniformity in the
structure and working of municipalities in the state. The Committee submitted its report in 1959 and
in the light of the recommendations of this committee, the State Government, enacted the following
legislation, replacing the diverse legislations in operation in different parts of the state:
1. The Madhya Pradesh Municipalities Act, 1961
2. The Madhya Pradesh Municipal Corporation Act, 1956
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The Constitutional amendment Act, 1992, gives local bodies a constitutional status, assigns them a
large number of functions, ensures them stability, provides a suitable framework to function with
greater freedom and also makes institutional arrangements for devolution of larger financial resources.
To meet the constitutional requirements and aspirations, the Madhya Pradesh government made
necessary amendments in the existing legislations relating to local bodies in the state. Under the new
dispensation, three types of urban local bodies have been set up in the state:
1. Municipal corporations to be constituted in large urban areas.
2. Municipal councils for smaller towns.
3. Nagar Panchayats for urban areas (less than 20,000 people). These are transitional areas from
rural to urban.
9.2. Urban Local Body Structure

In India a Nagar Parishad or municipality is an urban local body that administers a city of population
200,000 or less. Under the Panchayati Raj system, it interacts directly with the state government,
though it is administratively part of the district it is located in. Generally smaller district cities and
bigger towns have a Nagar Parishad. The members of the Nagar Parishad are elected representatives
for a term of five years.
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The figure gives a brief outline of BODA Nagar Parishad and its administration. BODA was
constituted as a Nagar parishad on 1 st December , 1981.
The structure of the ULBs consists of two Wings i.e., the Deliberative Wing and the Executive Wing.
9.2.1 Executive Wing

An elected council comprising of a directly elected President and Ward councilors represents the
Elected Wing. The town is divided into wards according to its population and representatives are
elected from each ward. One elected councilor represents each Ward. As per the 74th Constitutional
Amendment Act (CAA), A Vice President assists the President and is elected from amongst the
councilors. The term of both, the President and his Deputy, is for a period of 5 years. The
residents/citizens have a key role in defining the development of the city as they identify and elect the
representative for the local body in the city. The citizens have a major role in designing the system.
There is a provision for the reservation in the election process for the councilor. The reservation
details in BODA are given in the below table. The Functions and powers of the Elected Wing are
attached in the annexure.
Table 9.1: Reservation of post in BODA Nagar Parishad
Gender
Nos
SC
OBC
6-7
ST
Ladies
General
11 (8M & 3F).
Reservation
7 (5 SC, 2 Ladies)
Source: BODA Nagar Parishad
9.2.2 Administrative Wing

The Chief Municipal Officer, who is also the executive head of the ULB, heads the administrative
Wing. A chief officer, along with officers like an engineer, sanitary inspector, health officer and
education officer who come from the state public service are appointed by the state government to
control the administrative affairs of the Nagar Parishad. There are about 44 sanctioned post in BODA
(M) in which about 41 are been filled and remaining 3 are vacant. There are about 24 Employees
engaged on daily basis. The Functions and powers of the Administrative wing are attached in the
annexure.
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Table 9.2: Chart of post in BODA Nagar Parishad

Status of post
Nos
Posts filled
41
Posts remaining
Sanctioned post
44
Engaged on daily basis
24
Source: BODA Nagar Parishad

Various departments under the ULB share the responsibility of service delivery within the ULB. The
functions of various officials/departments, under the Administrative wing, are elucidated hereunder:
(I) Chief Municipal Officer. The CMO is at the apex of this structure and is responsible for all
activities carried out by the ULB. The CMO is responsible for preparation and certification of all
periodical records, returns and furnishes all information as may from time to time be required by
the Municipal Council or the Standing committees. He is also responsible for preparation of
accounts. At each general meeting, the Commissioner along with some other key officials, discuss
various issues with the elected representatives.
(II) General Administration Department. This department is responsible for establishment, other
essential matters relating to office, officers, staff and their welfare like preparation of staff pay
bills, registration of birth and death certificates, etc.
(III) Engineering Department. Engineer heads the Engineering Section and is assisted by assistant
engineers, junior engineers and other staff. This department looks after all the works relating to
execution and maintenance of basic amenities like water supply, storm water drains, internal
roads, street lights, etc. The Engineering department is also responsible for ensuring the quality of
works and their execution within the time frame.
(IV) Revenue and Accounts Department. The department is headed by the CMO and assisted by
Accounts officers, Revenue Officers, and other officers. The Accounts Section is responsible for
supervising all financial transactions related to the ULB, advising the Commissioner on all
internal financial matters, updating financial receipts and expenditure details in accordance with
the utilization of funds, reporting deviations in expenditure of funds in any of the allocated
schemes, assisting preparation of the budget, maintenance of accounts regarding stamp duty, SFC
Grants, MP Grants, maintenance of petty cash book and general cash book and attending to audit
requirements and other such accounts-related duties. Revenue Officer, heading the Revenue
Section, is responsible for collecting taxes such as, trade tax, house tax, advertisement tax, and
entertainment tax; collection of duty; issuing notices for recovery of tax; and monitoring revenue
collections of the ULB.
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(V) Public Health Engineering Department. The department is headed by Municipal Health Officer,
and is responsible for ULB services such as solid waste management, public health related works
like malaria control, family planning, mother and child health care, etc, and other government
assisted programs related to health and poverty reduction and awareness programs. The Municipal
Health Officer assisted by the Sanitary Inspectors, is responsible for services of solid waste
management and Malaria Control activities. Junior officers are in-charge of works execution at
the field level, which includes monitoring and supervising the work of sanitary labourers in the
wards under their charge and attending to specific local complaints. Besides, this department is
responsible for the enforcement of the Public Health Act. The department is also involved in
promotion of health awareness programs and implements various State and Central assisted
schemes like pulse polio project, SJSRY etc.
9.2.3 Institutions and Capacity of the Urban Local Body

The governance of urban local bodies assumes importance with the adoption of 74th Constitutional
Amendment Act. The Act proposes mandatory elections and greater devolution of functions to the
urban local bodies. In light of these developments, it is appropriate to review the system of
governance of the project in BODA urban area. This element outlines the present structure of the
elected and administration wings of the ULB and deals with issues related to management functions,
operations and reforms.
The functional jurisdictions of these agencies vis--vis the ULB in respect of the main civic services
are shown in the below table.
Table 9.3: Institutional responsibility Matrix, BODA (M)
Outside ULB
jurisdiction
Within ULB jurisdiction

Planning
and
Urban infrastructure
Construction
design
Operation
and
maintenance
Water Supply
ULB
ULB
ULB
PHED
Sewerage
ULB
ULB
ULB
PHED
Drainage
ULB
ULB
ULB
PHED
Storm Water Drainage
ULB
ULB
ULB
PHED
Solid waste Disposal
ULB
ULB
ULB
NA
Municipal Roads (including flyovers)
ULB
ULB
ULB
GoI/
GoMP
(PWD) / HB
Street Lighting
ULB
ULB
ULB
NA
Environment
MPPCB/
EPCO
MPPCB/
EPCO
MPPCB/
ULB
MPPCB/ EPCO
Source: BODA (M)

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9.3 Department of Housing & Environment, GoMP

The Department of Housing and Environment, Government of Madhya Pradesh has two branches.
The main objectives of the department are as under:
Housing: Under this the works related to housing construction projects, housing projects for
government employees and National Housing Policy, M.P.Sthan Niyantran Adhiniyam and
M.P.Prakosth etc are carried out.
Environment: The main works carried out under the Environment Department mainly relates to land
management, development planning and management, Development of Biological Resources, Control
of Pollution, Environmental Upgradation, Capital Project and works related to capital area.
Development authority: The main works carried out under the department relates to the development
of Urban and special notified areas. The principle department under this is Town & country Planning
Department, Madhya Pradesh Vikas Pradhikaran Sangh, Capital Project Administration.
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9.4 Town and Country Planning Department

The Town & Country planning department is governed under M.P. Nagar Thata Gram Nivesh
Adhiniyam 1973 and rules prepared there under e.g. M.P.Nagar Tatha Gram Nivesh Niyam 1975 and
M.P.Bhumi Vikas Niyam 1984.
The main functions are, preparation of Town Development Plan, Review Evaluation and Modification
of existing Development Plan, Preparation of Regional Development Plan, Monitoring and
Enforcement of various schemes such as Integrated Development Plan of Small and Medium Towns
(IDSMT) and Urban Infrastructure Development scheme for Small & Medium Towns (UIDSSMT),
Control on unauthorized development in towns and functions of State Nodal Agency for National
Urban Information System Scheme.
T&C P Act 1973 Ammendment, Bhoomi Vikas Niyam, TCP Niyam 1975, TCP - Vyyan- Niyam etc.
are the acts and rules applicable under the department:
9.5. Development Authority

Development Authorities in Madhya Pradesh are incorporated by the Government of the State of
Madhya Pradesh in 1973 in the place of city Improvement Trust (formed in 1924 under the British
Rule) under the Madhya Pradesh Town and Country Planning Act of 1973. The major task of
Development Authority is construction of residential / housing societies but along with that it has
undertaken several development projects like construction of roadways, traffic square areas and also
Lakes & Gardens, etc. Development Authority (DA) is to implement the master plan made by Town
and Country Planning Office, Bhopal. Besides this many other functions are performed by DA, which
includes construction as well as extension of roads, developing gardens, constructing railway over
bridges, building swimming pool, parks, clubs, petrol pump and it also undertakes plantation work to
fulfill its social responsibilities. In this way, DA works towards improving infrastructure facilities in
the city upon which the pace of real estate development depends much.
However in smaller towns like BODA such development authority does not exist. ULB is the only
implementing authority of the master plan and development works.
9.6. Public Health Engineering Department

The Public Health Engineering Department performs this essential function. Immunisation and
provision of a hygienic environment are complementary measures towards the prevention of diseases
and promotion of health. The Public Health Engineering Department is an independent department
under Government of Madhya Pradesh. The major activities of the department are enumerated below:1. Survey, investigation, preparation and execution of water supply schemes for towns &
villages;
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2. Survey, investigation, preparation and execution of sewerage and sewage disposal schemes
for towns;
3. Execution of rural sanitation schemes;
4. Supply of safe drinking water at places of Fair;
5. Coordination in prevention of pollution of water bodies due to discharge of industrial wastes;
6. Giving technical advice to various Government departments and local bodies on Public
Health engineering topics.
PHED has been given the responsibility of planning, design and construction of the water supply,
sewerage and drainage projects since 1995. Under this arrangement, the financial and administrative
sanction for a project comes from the PHED. The assets, however, have to be transferred to the ULB
on completion for operation and maintenance. Though, the PHED staffs works under tile functional
control of the MC, their administrative control remains with the PHED. There is therefore duality here
and accountability is blurred.
9.7. Madhya Pradesh Housing Board

The Madhya Pradesh Housing Board was established as a body corporate under the Madhya Pradesh
Griha Nirman Mandal Adhiniyam, 1972 which replaced the earlier similar Act of 1950. The objective
of Madhya Pradesh Housing Board is to deal with and satisfying the need of housing accommodation
and for matters connected there-with. The principal activity of the Housing Board is to create houses
and housing sites for the people, along with related facilities such as office complexes and commercial
areas and other provision for health, education and cultural amenities.
Madhya Pradesh Griha Nirman Mandal Adhiniyam, 1972, Madhya Pradesh Griha Nirman Mandal
Regulation, 1998, Allotment Rules, State Housing & Habitat Policy 2007 are major acts and policies
which govern the department.
9.8. Madhya Pradesh Pollution Control Board

Madhya Pradesh Pollution Control Board was established on 23rd September,1974 under the
provisions of Madhya Pradesh State Prevention and Control of Water Pollution Act,1974. Madhya
Pradesh Pollution Control Board was formed under the provisions of section 4 of Water (Prevention
and Control of Pollution) Act, 1974. The Board is also functioning as the State Board under section 5
of the Air (Prevention and Control of Pollution) Act, 1981.
Apart from the above said Acts, the Board is also enforcing the following Acts & Rules:
1. The Water (Prevention & Control of Pollution) Cess Act, 1977, and as amended in 1991.
2. The Water (Prevention & Control of Pollution) Cess Rules, 1978.
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3. The following Rules framed under Environment (Protection) Act, 1986 :

a. Hazardous Wastes (Management & Handling) Rules, 1989, and Amendment Rules 2000.
b. Manufacture, Storage and Import of Hazardous Chemical Rules, 1989.
c. Environmental Impact Assessment Notification, 1994 and 1997.
d. Bio-Medical Waste (Management & Handling) Rules, 1998, and Amendment Rules 2000.
e. Recycled Plastics Manufacture & Usage Rules, 1999.
f.
The Noise Pollution (Regulation & Control) Rules, 2000.
g. Municipal Solid Wastes (Management & Handling) Rules, 2000.

h. Ozone Depleting Substances (Regulation & Control) Rules, 2000.
i.
Batteries (Management and Handling) Rules, 2001
4. The Public Liability Insurance Act, 1991.

Functions of the Board
The Important functions of the Board under Water (Prevention and Control of Pollution) Act, 1974,
and Air (Prevention and Control of Pollution) Act, 1981, (Section 17) are:
To plan comprehensive program for the prevention, control or abatement of pollution and
secure executions thereof,
To collect and disseminate information relating to pollution and the prevention, control or
abatement thereof,
To inspect sewage or trade effluent treatment and disposal facilities, and air pollution control
systems and to review plans, specification or any other data relating to the treatment plants,
disposal systems and air pollution control systems in connection with the consent granted,
Supporting and encouraging the developments in the fields of pollution control, waste recycle
reuse, eco-friendly practices etc.
Creation of public awareness about the clean and healthy environment and attending the
public complaints regarding pollution.
To advise the State Government on any matter concerning the prevention, control or
abatement of water pollution and air pollution.
To encourage, conduct and participate in investigations and research relating to problems of

water pollution and prevention, control or abatement of water pollution;
Laydown, modify or annul effluent standards for the sewage and trade effluents
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9.9. Other Departments

- Environmental Planning and Coordination Organization (EPCO)
The Environmental Planning and Coordination Organization (EPCO) was established by the Housing
and. Environment Department of the Government of Madhya Pradesh.
EPCOs responsibility is to assist and advise the State Government on environmental policy and
planning through
The preparation of a comprehensive data-based report on the status of the State's

environment, with regular updating
The appraisal of particular development projects and industrial projects
The study of particular environment problems and the formulation of feasible solutions
The facilitation of expert external inputs, including consultation services, in addition to its
own capacities
Undertaking environmental research and promote it through academic institutions
Undertaking environment sensitive planning by providing comprehensive design services in

architecture, urban and landscape design and environmental graphics.
Coordinating environment related activities and policies of the different agencies of

government and its different levies; to also co-ordinate activities of NGOs and other groups
among themselves and public agencies.
- Lake Conservation Authority

Lake Conservation Authority (LCA) is a successor organization of Bhoj Wetland Project. After
successful implementation of multidisciplinary and mega Bhoj Wetland Project for integrated
conservation and management of picturesque and ecologically important Upper and Lower lakes of
Bhopal funded by Japan Bank for International Cooperation (JBIC), it was realized that water
resources conservation programmes are not an one time activity. To sustain the conservation gains,
efforts have to be continued. Consequently, the State Government has constituted the Lake
Conservation Authority of M.P (MPLCA) as registered society on 20th May 2004 under M.P.
Societies Registration Act 1973 to execute post project conservation and management works of Bhoj
Wetland Project and also to facilitate conservation and management of other water resources of the
entire state in an environmentally sustainable manner with emphasis on public and stakeholders
participation.
The primary objective of LCA is to manage, maintain and conserve lakes, ponds, reservoirs, tanks and
other surface & sub surface water resources such as watercourses, rivers, ground water etc in an
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environmentally sustainable manner and promote participation of public and various stakeholders for
sustainable management of water resources. The LCA also provides consultancy services to
institutions on water related issues. LCA has an advisory role to the State Government regarding
integrated water resource management and for regulation and control of all types of activities, which
are detrimental to the lakes and water bodies.
- Madhya Pradesh Vikas Pradhikaran Sangh
The objective behind the formation of the MPVPS was to provide a forum for the Urban Local bodies
and other developmental agencies to provide technical expertise, technical guidance in project
management, study and research backup through consultancy services. Since it was a body formed
under the aegis of the Government of Madhya Pradesh, it is also ordained to implement the works and
the tasks assigned to it by the Government.
The Govt. of Madhya Pradesh, Housing & Environment Department declared Madhya Pradesh Vikas
Pradhikaran Sangh as Nodal Agency for the IDSMT schemes in the State as per the provisions of
revised guidelines of IDSMT schemes issued by Govt. of India in 1995. Vikas Pradhikaran Sangh is
providing Architectural and Engineering Consultancy to the towns selected under IDSMT scheme and
also monitoring the financial and financial progress of the schemes.
- Capital Administration Project, GoMP
The responsibility of comprehensive development of a city rests with the Housing & Environment
department of the State Government. Under the Housing & Environment department, master plan is
prepared for rural and urban development. According to this the task of city development is taken up.
The CPA headed by the Principal Secretary as the administrator has been set up under the Housing &
Environment department for overall planned and speedy development worthy of capital's splendor.
For proper coordination of various works, a separate forest division has been established under the
Capital Project Administration, besides the engineering departments and in addition one separate
Nazul Officer has also been posted. In accordance with the master plan prepared and land reserved by
the Housing & Environment Department, the CPA undertakes the Construction, development and
maintenance of roads, parks, buildings and further it safeguards and develops the land marked by the
Nazul Officer. Quick decisions and actions are possible as the Principal Secretary being the sole
administrator effectively coordinates and controls all these activities.
In accordance with the master plan prepared and land reserved by the Housing & Environment
Department, the CPA undertakes the Construction, development and maintenance of roads, parks,
buildings and further it safeguards and develops the land marked by the Nazul Officer. Quick
decisions and actions are possible as the Principal Secretary being the sole administrator effectively
coordinates and controls all these activities.
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-Disaster Management Institute

Disaster Management Institute (DMI), Bhopal is one of the leading organizations in the country,
which has attained substantial credibility in imparting professional training and conducting
consultancy services on natural and man-made disasters management. Established in 1987 in the
backdrop of the world's worst-ever industrial disaster (1984) in Bhopal, DMI is an autonomous
organization under the Housing and Environment Department, Government of Madhya Pradesh. This
is the only institute of its kind in the whole country, which is dealing both natural and industrial
disasters.
9.10. Inter - Agency Issues

At present, together with the ULB, there are state agencies also operating in the same urban space,
independently of the ULB. These are the State Housing Board, the Town and Country Planning
Department, etc. Similarly there are central government agencies. The activities of all these agencies
impact on the same or the peripheral urban space, which affect the spatial pattern and future growth
direction.
- ULB and TCPD/ Housing Board: There is a proper co-ordination between ULB / TCPD/ Housing
Board. More importantly, the T&CP makes planning decisions and recommendations, which are
mostly accepted by the MC and only those recommendations are discussed which the MC feels is
inimical to the future growth / development of the city. A similar relationship exists between ULB and
HB. Sometimes there emerge issues relating to Handing, over-taking of assets between the ULB and
the HB.
- ULB and PHED: PHED has been given the responsibility of planning, design and construction of
the water supply, sewerage and drainage projects of the municipal corporations (MC) since 1995.
Under this arrangement, the financial and administrative sanction for a project comes from the PHED.
The assets, however, have to be transferred to the MC on completion for operation and maintenance.
Though, the PHED staffs works under tile functional control of the MC, their administrative control
remains with the PHED. There is therefore duality here which can be sorted out. The current
arrangement between the ULB and PHED is working and it is likely to improve in a better way in the
coming years.
There is therefore a need for (i) clearly defined delegation of authority and responsibilities; (ii)
intensive assistance to ULBs (Urban Local Bodies) / implementing agencies in project planning and
management; (iii) advance action for preparing detailed engineering design (where one is
unavailable); (iv) faster completion of land acquisition and resettlement.
9.11. city Specific Strategies and Action Plan

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The goals and service outcomes for the horizon period 2010-2035 are presented in the below table
Table 9.4: Goals for Horizon Years
2011/2012 (Current)
2015
2020
-EGovernance
Initiative
-Computerization of Records.
-Training
and
skill
building initiatives
needs
assessment,
delivery of skill building
activities, other capacity
building initiatives.
2025
-Performance Management at all levels

linking individual goals and objectives
to
departmental,
and ultimately
organization goals.
-Management information and decision
support, Managing performance of Administrative
organizational sub-units (departments Reforms
or zones / wards).
-Tendering, Procurement, Contract
management, materials management.
-Citizen
Interface
Processes
Systems
and
-Decentralization
of
municipal
-Realigning
internal administration, and synchronization of
Structural
organization structures internal jurisdictions
Reforms
and processes
-Introduce Staffing review
The strategies are in alignment of the optional reforms envisaged to be achieved. The reforms
principally include administrative, Structural and E-Governance initiative. The
(I) Administrative Reforms
-Personnel Management Systems, comprising - staff deployment, leave, payroll, personnel
administration, hiring and contracting, transfers, grievance management (Administrative Reforms)
The objective of the strategy is to achieve Efficient deployment of available staff, Satisfied personnel,
higher productivity, Transparency and fairness in dealing on personnel matters, Effective and efficient
administration of personnel Function etc.
Computerize payroll management, timely and direct transfer of salaries and wages, including
contract staff payments
Review and simplify all employment and service rules related to all cadre and staff levels of
municipal employees. Make amendments to reflect current realities of managing municipal
staff.
Aligned to the employment service rules (modified), prepare and disseminate a HR policy for
all municipal staff.
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Bring transparency in all systems related to transfers, promotions and wage increments. Share
widely the processes that are adopted.
-Training and skill building initiatives needs assessment, delivery of skill building activities,
other capacity building initiatives (Administrative Reforms)
The objective of the strategy is to enhance capacity of municipal staff to deal with increasing scale
and changing complexities of municipal functions. This can be achieved through following actions:
Undertake training needs assessment for all staff. This need assessment should be integrated
with annual departmental review, and individual performance review (for mid & senior
officers).
Tie-up with State-level and other institutions for periodic delivery of training, related to job
skills, hands-on training, etc. Build certain level of in-house training delivery capacity.
Organize other capacity building initiatives, such as: exposure visits / study tours to other
ULBs within India / abroad (for large cities); dissemination of literature and multi-media
material; visits and close working with experts, counter-parts from other ULBs, technical
consultants, etc.
Within ULBs, build team working through team projects; sharing of experiences across
departments / zones / wards; problem-solving workshops anchored by senior officers; etc.
Incentivize
training
participation,
self-learning
initiatives
of
accredited
courses,
documentation and sharing of experiences.

Performance Management at all levels linking individual goals and objectives to
departmental, and ultimately organization goals (Administrative Reforms)
The objective of the strategy is to Generate desired service delivery outcomes through individual and
department level performance. This is achieved through the following measures:
Aligned to the overall development plans of the ULB, specific targets of performance are set
for each department. Similarly service delivery targets are set for each zone / ward.
Performance measurement of senior officers heading the departments / zones / wards is
directly linked to these targets.
The system of Annual Confidential Report (ACR) should be improvised within the
framework of rules. The method of assessment should be made very objective, laying down
performance areas and sub-areas. Expectations of performance should be discussed at
periodic intervals.
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Citizen feedback is inbuilt into performance review of all departments / functions that have
citizen interface.
Performance targets, and accomplishment of performance at departmental level / geographic

jurisdiction level (zone / ward), is widely communicated within the ULB. This should instill a
sense of healthy competition and pride in achieving the set targets.
Within the framework provided by the service rules, a system of incentives / rewards for good
performance should be instituted.
-Management information and decision support, Managing performance of organisational subunits (departments or zones / wards) (Administrative Reforms)
The objective of the strategy is to Enable transparent and efficient allocation of scarce resources to
those functions / areas (physical spaces within the city) which are more deserving, Ability to isolate
poor performance to infrastructure deficiency, poor O&M, poor management, etc., and thereby take
appropriate decisions. This is achieved through the following measures:
The Council of the ULB should pass a resolution to adopt Standardised Service Level
Benchmarks (SSLBs), defined by the Ministry of Urban Development. Adoption of SSLBs by
the ULB implies, setting up systems to periodically measure and report service level
performance indicators. The reliability, independence and therefore credibility of the
measurement systems are improved over period of time.
Additional indicators that reveal operating performance of the ULB should be defined,
measured and reported.
Systems to periodically place the performance indicators before decision makers. For e.g.
CMO / President and print in local media, etc.
Periodic review systems take stock of performance, remedial action and operational decisions
are initiated on that basis. Decisions related to budget allocation, prioritisation of projects,
staff deployment, etc. are guided by intra-city disparity in service levels.
-Tendering, Procurement, Contract management, materials management (Administrative

Reforms)
The objective of the strategy is to Reduce time and cost in implementing projects, Balanced contracts,
leading to more credible suppliers and improved quality in delivery. This is achieved through the
following measures:
Systems for periodic review of contracts, third party inspection and monitoring of project
implementation, quality control during construction. Maintenance of records and project
documents a site.
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Institutionalise systems for empanelment, pre-qualification and other methods to cut-down

procurement cycle time.
Institutionalise systems for wider dissemination of all tenders (including e-tenders), foster
competition and provide level playing field for all competent vendors.
Introduce measures to ensure all tenders for procurement of goods / services have clear
technically specifications, quality and delivery standards laid down. Commercial terms and
conditions are balanced, unambigous and incentivises speedy implementation.
-Citizen Interface Systems and Processes (Administrative Reforms)

Citizen has ease and convenience of single point contact, irrespective of multiple institutions and
backend processes. This may include the following:
Provide point of citizen interface at vantage locations across city, a minimum of one in each
ward. Interface should be direct contact with trained personnel, and through IT interfaces such
as touch screens, kiosks, signages and instruction boards, etc.
Leverage technology to provide multiple services (tax returns, paying user charges, birth &
deaths registration, building plan permissions, citizen complaints, etc.), through single
terminal, and citizen database integrated at back end.
Rope in other citizen services and utilities (electricity utility, Telecom Company, post office,
courier services, etc.) to enhance economies of scale, and higher level of convergence for
citizens.
Define and maintain standards of services rendered through such centres. Involve private
sector and sustain through revenue model built on transaction fee concept.
Accessibility should include accessibility of elected representatives to their citizens (at both
area sabha and ward levels), and accessibility of officials to citizen representatives.
(II) Structural Reforms

-Decentralisation of municipal administration, and synchronisation of internal jurisdictions
(Structural Reforms)
This will include the following activities:
All sub-ULB jurisdictions (electoral wards, zones, engineering circles, etc.) should be
represented spatially on the city map. Examine the extent of incongruity.
Identify bottlenecks to merging boundaries. For network services (water supply, sewerage,
SWM) the network design, and logistics may pose peculiar problems in some places. Resolve
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these problems one by one (introduce intermediate metering in case of water supply, or club
more than one ward to constitute a zone, etc.).
Transfer adequate powers to zonal administrative and engineering heads, to take decisions for
uninterrupted operations.
Strengthening of Ward offices for effective monitoring of Municipal administration.
Formulation of Ward Committees to strengthen the ground level management.
-Realigning internal organisation structures and processes (Structural Reforms)

Review deployment of operations staff, and realign with new jurisdictions. Alter reporting
relationships where necessary.
Review flow of information regarding operations from field to Zonal office / Head of Dept.
Make appropriate changes.
Provide information swiftly to municipal staff, citizens and all other stakeholders about the
change in boundaries. Communicate widely through maps and charts, with adequate level of
detail (scale not more than 1:1000).
Provide training to all municipal staff about the revised structures, reporting lines.
-Introduce Staffing review (Structural Reforms)

Undertake indepth review of staffing patterns in the ULB, covering staff in position,
vacancies, sanctioned posts, etc. Examine skill and experience profile. Compare with norms.
Examine ageing profile and examine superannuation rate (by department, level and skill
base).
Conduct interviews, time and motion studies, and undertake other measures to identify
number of personnel required for the job. Also project increase / decrease in requirement if
any. Focus on field level service delivery functions, citizen interface points and administrative
support roles.
Analyse skill availability Vs requirement, to lead to identification of gaps and redundancies.

Prepare redeployment plan to bridge gaps and eliminate redundancies.
Examine span of control, reporting hierarchy and adequacy of decision-making staff at all
levels. Many a times, the Commissioner has a large span of control, with some minor
departments such as Nursery / Urban Forestry directly reporting to the CMO. These
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departments never get adequate attention, and consequently performance and effectiveness of
the department suffers.
Abolish redundant posts, many of which would have lost relevance.
If gaps still remain, explore options of outsourcing staff on contract basis, or outsourcing the
activity itself. Many functions can be taken up under PPP, reducing the staffing burden of the
ULB.
Prepare a detailed and timebound transition plan, with small incremental steps being taken up
every day.
Communicate the plan, and hold detailed dialogue with staff unions, counsel them and all
staff being redeployment on individual basis.
Take up measures for people to take pride in new role, improve hygiene factors and work
conditions such as providing proper working spaces, uniforms, tools and devices,
communication devices, etc. Often these minor issues are neglected, which snowball into
larger issues, making transition difficult.
As structural changes are very fundamental and often face resistance, the President and CMO
should take lead responsibility in implementation at ULB level. The leader of opposition should
also be engaged in implementing the changes.
Responsibilities will include:
Preparing detailed implementation plan
Designing the revised organisation structures, processes/ procedures / reporting formats and
forms, etc.
Providing orientation training to concerned staff
Liason with DLB / State Government for appropriate approvals
Seeking internal approvals for budgets to implement these administrative reforms, and
monitoring related spending
Periodic monitoring of tasks, identifying constraints / problems and resolving them
Playing role of counterpart staff to external experts / consultants deployed to advise and guide
the structural reforms
(III) Others
-Citizen Charter
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A Citizens Charter is the expression of an understanding between the citizen and the public service
providers about the quantity and quality of services citizens receive in exchange for their taxes. It is
essentially about the rights of the public and the obligations of the public servants. As public services
are funded by citizens, either directly or indirectly through taxes, they have the right to expect a
particular quality of service that is responsive to their needs and is provided efficiently at a reasonable
cost. The Citizens Charter is a written, voluntary declaration by service providers about their service
standards, choice, accessibility, non-discrimination, transparency and accountability. It should be in
accord with the expectations of citizens. Therefore, it is a useful way of defining with users and others
what service should be and what standards to expect. A further rationale for the Charters is to help
change the mindset of the public official from someone with power over the public to someone with a
care of duty in spending the publics taxes and in providing them with necessary services. This goal
should be immediately setup.
-E-Governance
With increased emphasis on e-governance, information technology is playing an important role in
reforming the cumbersome government processes. On-line transaction processing facilities are
available to citizens including payment of utility bills such as electricity bills, water and sewerage
charges, property tax, trade licensing fee, telephone bills, issue of certificates such as birth and death,
issue of permits and licenses such as learners license, driving license, etc. These services, available
on 24X7 basis at Citizen Service Centres, banks and web portal, include birth and death certificates,
trade license, property tax, advertisement fee and market rent payment, civic works information,
house numbering, suppliers and contractors payments, etc. These projects are instrumental in creating
a new municipal culture of citizen-friendly service provision. It is essential to build e-capabilities of
municipal governments to simplify corruption-prone municipal processes and improve their
functioning. This goal should be achieved by 2035.
-Community Participation
It is being increasingly realized that communities have little capacity to participate. Providing the
platform for participation is only one aspect of enabling community participation; the other is to
ensure that communities have capacity to fully utilize these spaces, and participate meaningfully. In
order to address these issues, ULB should:
Come out with a Community Participation Fund (CPF) in similar lines with JNNURM. The
primary objective of the fund is to catalyse community participation by supporting the
building of community assets.
Identify and implement a number of pilot projects to take forward agreed approaches to
increase effective Community participation through formulation of CBO and Capital projects.
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This provision should be thought immediately. Further by 2015 the state should ensure
enforcement of community participation law.
Identify means to develop and improve participatory approaches in policy making, planning,
resource allocation and monitoring;
Develop Community projects after achieving financial sustainability.
-Effective service provision

For effective service provision, the following activities shall apply (i) asset ownership; (ii) asset
planning, design and creation; (iii) asset maintenance; (iv) cost recovery and tariff structures; (v) cost
recovery (billing and collection); (vi) legislative support; and (vii) resource provision. Stakeholder
institutions will play a critical and constructive role in supporting Project ULBs in undertaking the
aforesaid activities. Provision of adequate technical assistance and implementing capacity-building
measures will constitute important responsibilities considering the capacity of the agency with regard
to implementing large and integrated urban infrastructure development projects.
- Preparation of Detailed Project Report
A Detailed Project Report (DPR) is integral to the creation of quality infrastructure essential for
sustained urban growth and enhanced access to basic services. A Detailed Project Report involves
generation of a comprehensive document regarding a sector project (i.e. Water Supply Augmentation)
which shall serve as a basis for investment decision-making, approval of plans and designs, project
planning, and implementation scheduling for all types of infrastructure projects.
Undoubtedly, a DPR entails a meticulous process of preparing information such as overall assessment
of a particular infrastructure, baseline information of the beneficiaries (user categories and urban poor
accessibility), list of capital expenditure support for a particular sector from other schemes, cost
recovery mechanisms, existing relationship and collaboration with private sector and full information
on capital spending and other pertinent details.
Above and beyond the mentioned criteria, the quality and strength of a DPR comes from its
relationship with the City Development Plan (CDP). Essentially, a DPR should take into account the
various development plans proposed for sector infrastructure in the CDP and must also rationalize
how the project supports the priorities identified hereto. Needless to mention, the preparation of a City
Development Plan is a milestone reform made under the JNNURM as it supports a participatory and
sound decision-making process based on a consultation-driven and research-supported process in
addressing city issues on a priority basis.
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Box 9.1
In the of BODA, DPRs for sector projects have already been prepared prior to the completion of the
CDP The table presented shows the Status of the DPRs for Urban Services in BODA Except for
Housing, DPRs for almost all sectors have already been madeHowever, upon careful analysis and
review reports, various areas for revision and preparation have been identified including the
population projections and demand calculation as they have not been worked against the
CDPMoreover, the DPRs should be amended in line with the proposed sector developments made in
the CDP to ensure cost-effectiveness and sustainability of the projects
Table 9.5: Status of DPR for Urban Services
Status of DPR
Urban infrastructure
Remarks
Preparation
Sanctioning
Present
(Y/N)
(Y/N)
Status
Water Supply
Sewerage
DPR Prepared
Needs a Revision
Solid waste Disposal
No
DPR Prepared
Needs a Revision
Roads
Housing
Under
Preparation
No
Under
Preparation
DPR Prepared
Needs a Revision
Environment /
Water Conservation
Tendering Stage
Needs a Revision
Needs
Preparation
Needs
Preparation
Source: BODA (M)
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Chapter 10: Overview Of Municipal Finance

Of Boda
In line with the recognition of the role of local governments in a participatory process of decisionmaking, a number of responsibilities concerning delivery of basic services as well as the provision,
maintenance and improvement of physical and social infrastructure have been devolved to Urban
Local Bodies. In order to fulfill their roles at satisfactory levels, the ULBs have been empowered to
levy certain taxes and fees with the introduction of 74th Constitutional Amendment Act, in an attempt
to make the ULBs financially strong to perform certain additional functions listed in the Twelfth
Schedule. The state governments have brought in these taxation provisions for the ULBs either
through introduction of new Municipal Acts or amendment of the existing ones.
Moreover, the fiscal domain of municipal governments in India includes a wide array of tax and nontax revenue sources. Specifically, the sources of income for the ULB are tax revenues on water,
houses, markets, entertainment and vehicles paid by residents of the town, among others. In case of
Boda, the ULB receive funds from the State Government in the form of grants-in-aid for various longterm and special projects and events.
However, due to the unprecedented demand for existing services and infrastructure, municipal bodies
are at constant pressure to increase revenues to cover capital investments, revenue expenditure and at
the same time maintain surplus for creating assets in the future. Particularly, the ULB is responsible
for a range of sector functions which include, among others, Water Supply, Sanitation, Storm Water
& Solid Waste Management, Hospitals, Roads, Street lighting, Drainage, Fire Brigade, Market Places,
etc.
Moreover, the fiscal domain of municipal governments in India includes a wide array of tax and nontax revenue sources. Specifically, the sources of income for the ULB are tax revenues on water,
houses, markets, entertainment and vehicles paid by residents of the town, among others. In case of
Boda, the ULB receive funds from the State Government in the form of grants-in-aid for various longterm and special projects and events.
Furthermore, even with the vested liberty to introduce taxation and fees on various services, municipal
bodies are still confronted by a difficult situation as local resources and mechanisms for revenue
generation are not commensurate to the increasing requirements for sustaining urban growth. The
roots of depletion of financial resources are varied and embedded in larger political, social and
cultural contexts. Poor planning and inefficient management practices, lack of coordination and
evaluation processes, weak and even non-existent internal and public information system, poor staff
and unclear responsibility designation, corruption and other undesirable institutional practices are
some of the factors which weaken and hamper the financial performance of the ULBs.
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With the aforementioned concerns, it is needless to emphasize that an evaluation of the municipal
finance of a town is indispensable to analyzing the relationship of its financial performance and
quality of services delivery. The analysis of the same is essential in identifying areas which need to be
improved and alternative sources of revenue for the town.
10.1 Overview Of Municipal Finance In Boda

In analyzing the financial condition of Boda, all the three to five-year budget copies were made
available but still the figures of the income and expenditure are extracted. In what follows, an analysis
of the existing financial situation of Boda involved in the execution and maintenance of municipal
infrastructure works shall be presented. The analysis has been undertaken with respect to the trends in
the revenue and expenditure of the ULB. Data collected from the annual accounts of the ULB have
been compiled and analyzed under 2 categories: Revenue Account and Capital Account.
Table 10.1: Overview of Municipal Finance of Boda
FINANCIAL YEAR
No
.
Major
Account Head
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
A. Revenue Account
1
REVENUE
INCOME
REVENUE
EXPENDITU
RE
Status
Revenue
Account
of
41.00
(SC)72.0%
65.23
(GR)59.1
%
(SC)76.7%
73.10
(GR)12.1
%
(SC)67.6%
64.58
(GR)11.6%
(SC)65.9%
77.50
(GR)20.0
%
(SC)65.9%
64.3
(GR)19.9
%
(SC)69.6%
21.77
(SC)35.9%
30.71
(GR)41.1
%
(SC)43.8%
43.80
(GR)42.6
%
(SC)47.7%
55.06
(GR)25.7
%
(SC)48.6%
66.07
(GR)20.0
%
(SC)48.6%
43.5
(GR)32.4
%
(SC)44.9%
19.23
34.52
29.30
9.52
11.43
20.8
B. Capital Account
4
CAPITAL
RECEIPTS
15.98
(SC)28.0%
19.85
(GR)24.2
%
(SC)23.3%
CAPITAL
EXPENDITU
RE
38.80
(SC)64.1%
39.42
(GR)1.6%
(SC)56.2%
47.97
(GR)21.7
%
(SC)52.3%
58.33
(GR)21.6
%
(SC)51.4%
70.00
(GR)20.0
%
(SC)51.4%
50.9
(GR)16.2
%
(SC)55.1%
Status
Capital
Account
-22.83
-19.57
-12.91
-24.91
-29.89
-22.0
98
117.61
93.2
of
35.06
(GR)76.6
%
(SC)32.4%
33.42
(GR)-4.7%
(SC)34.1%
40.11
(GR)20.0
%
(SC)34.1%
28.9
(GR)29.0
%
(SC)30.4%
C. Overall Account
7
Total Income
56.98
Prepared by:
Ahmedabad
85.08
108.16
Prepared For:
172
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F I N A L
R E P O R T
Table 10.1: Overview of Municipal Finance of Boda

FINANCIAL YEAR
No
.
Major
Account Head
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
(Revenue plus
Capital)
(SC)100.0
%
(GR)49.3
%
(SC)100.0
%
(GR)27.1
%
(SC)100.0
%
(GR)-9.4%
(SC)100.0
%
(GR)20.0
%
(SC)100.0
%
(GR)21.8
%
(SC)100.0
%
Total
Expenditure
(Revenue plus
Capital)
60.57
(SC)100.0
%
70.13
(GR)15.8
%
(SC)100.0
%
91.77
(GR)30.9
%
(SC)100.0
%
113.39
(GR)23.6
%
(SC)100.0
%
136.07
(GR)20.0
%
(SC)100.0
%
94.4
(GR)22.6
%
(SC)100.0
%
Overall Status
Surplus
/
Deficit
-3.6
14.95
16.39
-15.39
-18.46
-1.2
Source: Analysis of the Consultant

GR-Growth Rate;
SC-Sectoral Share;
The following key analysis can be summarized from the table above for the overall income and
expenditure patterns
Total annual Income has increased from Rs.56.98 Lacs in 2005-2006 to
Rs.117.61 Lacs in 2009-2010 with a CAGR of 19.86%.
The ratio of Revenue Income to the Capital Income has decreased over the
Total
Income
years from 2005-2006 to 2009-2010 It was 2.6 in 2005-2006 which moved
(Revenue and Capital)
up to 1.9 in 2009-2010.
Out of the 5 years, Revenue Income was higher than capital Income in 5
Years, no year showed higher capital Income.
Total annual Expenditure has increased from Rs.60.57 Lacs in 2005-2006 to
The ratio of Revenue Expenditure to the Capital Expenditure has increased
Total
Expenditure over the years from 2005-2006 to 2009-2010 It was 0.6 in 2005-2006 which
(Revenue and Capital) moved up to 0.9 in 2009-2010.
Out of the 5 years, Revenue Expenditure was higher than capital
Expenditure in 0 Years, While year 2005-2006, 2006-2007, 2007-2008,
2008-2009, 2009-2010 showed higher capital Expenditure.
Total annual Revenue Income has increased from Rs.41.00 Lacs in 20052006 to Rs.77.50 Lacs in 2009-2010 with a CAGR of 17.25%.
Revenue
Account
Revenue Expenditure has increased from Rs.21.77 Lacs in 2005-2006 to
(Revenue Income and
Revenue Expenditure)
Ratio of Revenue income to the Revenue expenditure was higher in the year
,2006-2007 (2.1) ,2005-2006 (1.9) ,2007-2008 (1.7).
Capital
Account Total annual Capital Income has increased from Rs.15.98 Lacs in 2005-
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F I N A L
R E P O R T
(Capital Income and 2006 to Rs.40.11 Lacs in 2009-2010 with a CAGR of 25.87%.
Capital Expenditure)
Capital Expenditure has increased from Rs.38.80 Lacs in 2005-2006 to
Ratio of Capital income to the Capital expenditure was higher in the year
,2007-2008 (0.7) ,2009-2010 (0.6) ,2008-2009 (0.6).
Overall Account: Out of the 5 years, 2 years showed a surplus
account.(Average: 15.7 Lacs). Year 2005-2006(Deficit:-3.6), 20082009(Deficit:-15.39), 2009-2010(Deficit:-18.46) showed a deficit account.
Revenue Account: Out of the 5 years, 5 years showed a surplus
account.(Average: 20.8 Lacs). No year showed a deficit account.
Surplus / Deficit
Capital Account: Out of the 5 years, 0 years showed a surplus

account.(Average: 0.0 Lacs). Year 2005-2006(Deficit:-22.83), 20062007(Deficit:-19.57), 2007-2008(Deficit:-12.91), 2008-2009(Deficit:-24.91),
2009-2010(Deficit:-29.89) showed a deficit account.
However, an analysis of the Revenue and Capital Account of the town is imperative in properly
assessing the financial performance of the town in terms of the soundness of their income generation
activities and allocation system for various sector projects. An assessment of the Municipal Fiscal
Status on Revenue and Capital Accounts is crucial to understanding surplus and deficits created in a
more systematic manner.
10.2 Revenue Account Of Boda

10.2.1 Revenue Incom e
The Revenue Account for the municipal finance consists of operating Revenue Income and Revenue
Expenditure items of the town. They refer to financial transactions for recurring items or those related
to daily operations of the town. The following Table gives a highlight of the overall compositional
share of various revenue income heads of the town.
Table 10.2: Composition of Revenue Income of Boda
No
.
Major
Account
Head
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
A1
Rates
and
Tax Revenue
9.24
(SC)22.5%
12.80
(GR)38.6
%
(SC)19.6%
15.93
(GR)24.5
%
(SC)21.8%
14.69
(GR)-7.8%
(SC)22.7%
17.63
(GR)20.0
%
(SC)22.7%
14.1
(GR)18.8
%
(SC)21.9%
A2
Assigned
Revenues &
Compensatio
n
13.64
(SC)33.3%
35.11
(GR)157.5
%
(SC)53.8%
41.36
(GR)17.8
%
(SC)56.6%
44.22
(GR)6.9%
(SC)68.5%
53.07
(GR)20.0
%
(SC)68.5%
37.5
(GR)50.6
%
(SC)56.1%
A3
Rental
Income from
Municipal
Properties
3.83
(SC)9.3%
3.43
(GR)10.4%
(SC)5.3%
1.64
(GR)52.1%
(SC)2.2%
1.53
(GR)-6.8%
(SC)2.4%
1.84
(GR)20.0
%
(SC)2.4%
2.5
(GR)12.3%
(SC)4.3%
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F I N A L
R E P O R T
Table 10.2: Composition of Revenue Income of Boda

No
.
Major
Account
Head
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
A4
Fees & User

Charges
0.38
(SC)0.9%
0.85
(GR)124.8
%
(SC)1.3%
5.94
(GR)602.3
%
(SC)8.1%
1.88
(GR)68.3%
(SC)2.9%
2.26
(GR)20.0
%
(SC)2.9%
2.3
(GR)169.7
%
(SC)3.2%
A5
Sale & Hire

Charges
0.97
(SC)2.4%
0.00
(GR)100.0%
(SC)0.0%
0.00
(SC)0.0%
0.00
(SC)0.0%
0.00
(SC)0.0%
0.2
(GR)25.0%
(SC)0.5%
A6
Revenue
Grants,
Contribution
and
Subsidies
12.95
(SC)31.6%
12.55
(GR)-3.1%
(SC)19.2%
7.63
(GR)39.2%
(SC)10.4%
1.83
(GR)76.0%
(SC)2.8%
2.19
(GR)20.0
%
(SC)2.8%
7.4
(GR)24.6%
(SC)13.4%
0.50
(SC)0.8%
0.59
(GR)18.7
%
(SC)0.8%
0.43
(GR)27.5%
(SC)0.7%
0.51
(GR)20.0
%
(SC)0.7%
0.4
(GR)2.8%
(SC)0.6%
A7
Income from
Investment
0.00
(SC)0.0%

GR-Growth Rate; SC-Sectoral Share; SC w.r.t to Revenue Income
The following Analysis can be drawn from the above table:Rates and Tax Revenue
Revenue Income has increased from Rs.9.24 Lacs in 2005-2006 to

The average Sectoral Share is around 21.9%.
Assigned
Revenues
Compensation

& Rs.53.07 Lacs in 2009-2010 with a CAGR of 40.45%.
Revenue Income has decreased from Rs.3.83 Lacs in 2005-2006 to

Rental Income from Municipal Rs.1.84 Lacs in 2009-2010 with a CAGR of -16.75%.
Properties
Fees & User Charges

Sale & Hire Charges

Rs.0.00 Lacs in 2009-2010 with a CAGR of -100.00%.

Revenue Grants, Contribution Rs.2.19 Lacs in 2009-2010 with a CAGR of -35.87%.
and Subsidies
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Income from Investment

With respect to different components of Revenue Income, the following classifications of various
income sources can be adjudged.
Average
Sectoral
share
w.r.t
Details
100%
75% to 100%
50% to
75%
25% to
50%
Less than
25%
Water
Tax
(47.0%),
Other Taxes
(18.7%),
Sewerage
Tax
(14.7%),
Property
tax
(10.9%),
Vehicle Tax
(8.5%),
Tax on
Animals
(0.3%),
Revenue
Income
Rates and
Revenue
Tax
Assigned
Revenues
Compensation
&
(CAGR)
17.53%
Average
(SC)
21.9%
(CAGR)
40.45%
Average
(SC)
56.1%
Rental
Income
from
Municipal
Properties
(CAGR) 16.75%
Average
(SC) 4.3%
Fees &
Charges
User
(CAGR)
56.16%
Average
(SC) 3.2%
Sale
&
Charges
Hire
Revenue Grants,
Contribution and
Subsidies
Other
Rents
(57.9%),
(CAGR) 100.00%
Average
(SC) 0.5%
Sale of
stores &
scrap
(100.0%),
(CAGR) 35.87%
Average
(SC)
Revenue
Grants
(100.0%),
Prepared by:
Ahmedabad
Taxes &
Duites
Collected
by Others
(16.9%),
Compensation
in lieu of Taxes
& Duties
(83.1%),
Prepared For:
176
Rent
from
Guest
Houses
(35.1%),
Rent from
lease of
lands
(7.0%),
Other
Fees
(40.8%),
Other
Charges
(37.1%),
Penalties
and Fines
(21.8%),
Project Coordinator
Madhya Pradesh

F I N A L
Average
Sectoral
share
w.r.t
Details
100%
R E P O R T
75% to 100%
50% to
75%
25% to
50%
Less than
25%
Revenue
Income
13.4%
Income
Investment
from
(CAGR) 100.00%
Average
(SC) 0.6%
Interest
(100.0%),
10.2.2 Revenue Expenditure

Revenue Expenditure of ULB mainly comprises of Establishment Expenses/ Administrative
Expenses, Operations and Maintenance Expenses and Miscellaneous Expenses. The Revenue
Expenditure for the last 3 to 5 years in various sectors are summarized in the following Picture.
Table 10.3: Composition of Revenue Expenditure of Boda
FINANCIAL YEAR
No
.
Major
Account Head
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
B1
Establishment
Expenses
15.10
(SC)69.4%
19.25
(GR)27.4
%
(SC)62.7%
21.94
25.34
30.41
22.4
(GR)14.0
(GR)15.5
(GR)20.0
(GR)19.2
%
%
%
%
(SC)50.1% (SC)46.0% (SC)46.0% (SC)54.8%
B2
Administrative
Expenses
4.02
(SC)18.5%
3.29
(GR)18.1%
(SC)10.7%
5.22
(GR)58.5
%
(SC)11.9%
B3
Operations &
Maintenance
1.70
(SC)7.8%
7.66
(GR)351.1
%
(SC)24.9%
16.00
26.24
31.49
16.6
(GR)108.9 (GR)64.0
(GR)20.0 (GR)136.0
%
%
%
%
(SC)36.5% (SC)47.7% (SC)47.7% (SC)32.9%
B4
Grants,
Contribution
and Subsidies
0.69
(SC)3.2%
0.22
(GR)68.0%
(SC)0.7%
0.63
(GR)188.2
%
(SC)1.4%
0.00
(GR)100.0%
(SC)0.0%
0.00
(SC)0.0%
0.3
(GR)5.1%
(SC)1.1%
B5
Miscellaneous
Expenses
0.26
(SC)1.2%
0.29
(GR)11.1
%
(SC)0.9%
0.00
(GR)100.0%
(SC)0.0%
0.00
(SC)0.0%
0.00
(SC)0.0%
0.1
(GR)22.2%
(SC)0.4%
2008-2009
(Rs. In
Lacs)
3.48
(GR)33.3%
(SC)6.3%
2009-2010
(Rs. In
Lacs)
4.18
(GR)20.0
%
(SC)6.3%
Average
(Rs. In
Lacs)
4.0
(GR)6.8%
(SC)10.7%

The following Analysis can be drawn from the above table:Prepared by:
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F I N A L
R E P O R T

Establishment Expenses

Administrative Expenses

& Rs.31.49 Lacs in 2009-2010 with a CAGR of 107.46%.
Operations
Maintenance
Grants, Contribution and

Subsidies
Miscellaneous Expenses
Revenue Expenditure has decreased from Rs.0.69 Lacs in 2005-2006 to

Revenue Expenditure has decreased from Rs.0.26 Lacs in 2005-2006 to
With respect to different components of Revenue Expenditure, the following classifications of various
Details
Average
Sectoral
share w.r.t
Revenue
Expenditure
Establishment
Expenses
100%
75% to
100%
(CAGR)
19.13%
Average
(SC) 54.8%
50% to
75%
25% to
50%
Salaries,
Wages and
Bonus
(58.4%),
WATSAN
Establishm
ent
Expenses
(41.6%),
Administrative
Expenses
(CAGR)
0.98%
Average
(SC) 10.7%
Other
Adminstrati
ve
Expenses
(58.3%),
Operations &
Maintenance
(CAGR)
107.46%
Average
Water
Supply
(Power &
Fuel)
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178
Less than
25%
Printing
and
Stationary
(20.9%),
Advertisme
nt and
Publicity
(11.7%),
Communica
tion
Expenses
(7.5%),
Legal
Expenses
(1.6%),
Other
operating
&
maintenanc
Project Coordinator
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F I N A L
Average
Sectoral
share w.r.t
Details
100%
Revenue
Expenditure
R E P O R T
75% to
100%
(SC) 32.9%
Grants,
Contribution
and Subsidies
(CAGR) 100.00%
Average
(SC) 1.1%
Subsidies
(100.0%),
Miscellaneous
Expenses
(CAGR) 100.00%
Average
(SC) 0.4%
Other
Miscellane
ous
Expenses
(100.0%),
50% to
75%
25% to
50%
(54.8%),
e expenses
(45.2%),
Less than
25%
10.3 Capital Account Of Boda

As reiterated earlier, Capital Account consists of Capital Income and Capital Expenditure, on and for,
construction of capital works which include creation of sector infrastructure assets (i.e. water supply,
sewerage and drainage development, conservancy schemes, purchase of machinery, plants, vehicles,
etc.).
10.3.1 Capital Incom e

Generally, the bulk of the Capital Income sources for the municipality comes from State/Central
government schemes, Grants, Loans, Sale of Municipal Capital Assets. In the case of Boda, Capital
Income sources come from Basic Services Grants, SFC & Road Repairs Grants, IDSMT/ UIDSSMT
programme, Slum Improvement prgramme, Central/State/ District Grants for Development Works or
Singhstha 2004/MP/MLA Grants, etc.
The following Table gives a highlight of the overall compositional share of various capital income
heads of the town.
Table 10.4: Composition of Capital Income of Boda
No
.
Major
Account
Head
C1
Grants,
Contributio
n for Spefic
purposes
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
15.98
(SC)100.0
%
19.85
(GR)24.2%
(SC)100.0
%
35.06
(GR)76.6%
(SC)100.0
%
33.42
(GR)-4.7%
(SC)100.0
%
40.11
(GR)20.0%
(SC)100.0
%
28.9
(GR)29.0%
(SC)100.0
%

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R E P O R T
The following Analysis can be drawn from the above table:Grants, Contribution
Spefic purposes
Capital Income has increased from Rs.15.98 Lacs in 2005-2006 to

for Rs.40.11 Lacs in 2009-2010 with a CAGR of 25.87%.
With respect to different components of Capital Income, the following classifications of various
Details
Average
Sectoral
share w.r.t
100%
Capital
Income
Grants,
Contribution
for
Spefic
purposes
75% to
100%
(CAGR)
25.87%
Average
(SC)
100.0%
50% to 75%
25% to 50%
State
Government
(74.6%),
Others
(25.4%),
Less than
25%
10.3.2 Capital Expenditure

There is currently a huge disparity between the Revenue Expenditure and the Capital Expenditure
which indicates that there have been nominal investments for infrastructure assets for the town.
Capital Expenditure comprises of spending on Street Lighting, Water Supply, Sewerage / Sanitation,
Solid Waste Management, Roads, Public Works, Leisure, Recreation & Entertainment Facilities,
Education, Central / State / District Grants for Development /Singhstha 2004/MP/MLA and IDSMT/
UIDSSMT . The major chunk of the Capital Expenditure is incurred largely on establishing basic
services like Water Supply, slum improvement, minor road constructions / upgradations, drainage
lines construction or upgradations.
The following Table gives a highlight of the overall compositional share of various Capital
Expenditure heads of the town.
Table 10.5: Composition of Capital Expenditure of Boda
No
.
Major
Account
Head
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)
38.70
(GR)-0.3%
(SC)98.2%
41.41
(GR)7.0%
(SC)86.3%
44.94
(GR)8.5%
(SC)77.0%
53.93
(GR)20.0
%
(SC)77.0%
43.6
(GR)8.8%
(SC)87.7%
0.72
(SC)1.8%
6.57
(GR)809.9
%
(SC)13.7%
13.39
(GR)103.9
%
(SC)23.0%
16.07
(GR)20.0
%
(SC)23.0%
7.4
(GR)233.5
%
(SC)12.3%
D1
Fixed Assets
38.80
(SC)100.0
%
D2
WATSAN
Capital
Expenditure
0.00
(SC)0.0%
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F I N A L
R E P O R T
Table 10.5: Composition of Capital Expenditure of Boda

No
.
Major
Account
Head
FINANCIAL YEAR
2005-2006
(Rs. In
Lacs)
2006-2007
(Rs. In
Lacs)
2007-2008
(Rs. In
Lacs)
2008-2009
(Rs. In
Lacs)
2009-2010
(Rs. In
Lacs)
Average
(Rs. In
Lacs)

The following Analysis can be drawn from the above table:Fixed Assets

WATSAN
Expenditure

Capital Rs.16.07 Lacs in 2009-2010 with a CAGR of -100.00%.
With respect to different components of Capital Expenditure, the following classifications of various
Details
Average
Sectoral
share w.r.t
100%
Capital
Expenditure
Fixed
Assets
(CAGR)
8.58%
Average
(SC) 87.7%
WATSAN
Capital
Expenditure
(CAGR) 100.00%
Average
(SC) 12.3%
75% to
100%
50% to 75%
25% to 50%
Less than
25%
Roads &
Bridges
(40.5%),
Sewerage
and
Drainage
(30.8%),
Waterways
(25.5%),
Public
Lighting
(2.0%),
Buildings
(0.9%),
Other Fixed
Assets
(0.2%),
Water
Supply
(100.0%),
10.4 Key Financial Indicators & Analysis Of Finance In Watsan

Context
Financial sustainability of any institute can be judged by financial and performance ratio. Here some
ratio pertaining to income, expenditure and performance of Boda which are given below in Table.
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Table 10.6: Key Financial Indicators for Boda

FINANCIAL YEAR
No.
20052006
(Rs. In
Lacs)
Major Account Head
20062007
(Rs. In
Lacs)
20072008
(Rs. In
Lacs)
20082009
(Rs. In
Lacs)
20092010
(Rs. In
Lacs)
(I) INCOME RATIO

A
Assigned Revenues & Compensation

as % Of total Income
As a % of total income
23.9%
41.3%
38.2%
45.1%
45.1%
As a % of revenue income
33.3%
53.8%
56.6%
68.5%
68.5%
Rates and Tax Revenue (Own Sources)
16.2%
15.0%
14.7%
15.0%
15.0%
22.5%
19.6%
21.8%
22.7%
22.7%
Property tax
0.7%
1.4%
2.0%
2.1%
2.1%
1.0%
1.8%
3.0%
3.1%
3.1%
Revenue Grants, Contribution and

Subsidies
22.7%
14.7%
7.1%
1.9%
1.9%
31.6%
19.2%
10.4%
2.8%
2.8%
Rental Income
Properties
6.7%
4.0%
1.5%
1.6%
1.6%
9.3%
5.3%
2.2%
2.4%
2.4%
Fee & User Charges
0.7%
1.0%
5.5%
1.9%
1.9%
0.9%
1.3%
8.1%
2.9%
2.9%
from
Municipal
(II) EXPENDITURE RATIO

A
As a % of total expenditure
24.9%
27.4%
23.9%
22.3%
22.3%
As a % of revenue expenditure
69.4%
62.7%
50.1%
46.0%
46.0%
As a % of income from Rates and Tax

Revenue (Own Sources)
163.5%
150.3%
137.7%
172.5%
172.5%
Operations & Maintenance
As a % of total expenditure
2.8%
10.9%
17.4%
23.1%
23.1%
As a % of revenue expenditure
7.8%
24.9%
36.5%
47.7%
47.7%
(III) PERFORMANCE RATIO

A
Income per capita (In Rs.)
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Table 10.6: Key Financial Indicators for Boda

FINANCIAL YEAR
No.
Major Account Head
20052006
(Rs. In
Lacs)
20062007
(Rs. In
Lacs)
20072008
(Rs. In
Lacs)
20082009
(Rs. In
Lacs)
20092010
(Rs. In
Lacs)
Revenue Income (in Rs.)
415
660
739
653
784
Capital Income (in Rs.)
162
201
355
338
406
Expenditure per capita (In Rs.)
Revenue Expenditure (in Rs.)
220
311
443
557
668
Capital Expenditure(in Rs.)
393
399
485
590
708
(IV) OTHER INDICATOR

1
Operating ratio
0.53
0.47
0.60
0.85
0.85
Capital utilization Ratio
2.43
1.99
1.37
1.75
1.75
Total Income / Total Expenditure
0.94
1.21
1.18
0.86
0.86
(V) WATSAN Establishment Expenses

1
% of the Total Income
9.6%
10.3%
8.3%
11.1%
11.1%
% of Total Expenditure
9.0%
12.4%
9.8%
9.6%
9.6%
% of the Revenue Income
13.3%
13.4%
12.3%
16.8%
16.8%
% of Capital Receipts
34.1%
44.0%
25.6%
32.6%
32.6%
(V)WATSAN O & M Expenses

1
% of the Total Income
0.0%
0.0%
0.0%
0.0%
0.0%
% of Total Expenditure
0.0%
0.0%
0.0%
0.0%
0.0%
% of the Revenue Income
0.0%
0.0%
0.0%
0.0%
0.0%
% of Capital Receipts
0.0%
0.0%
0.0%
0.0%
0.0%
10.5 SUMMARY OF KEY FINANCIAL ISSUES IN BODA

Revenue Generation
As reiterated earlier, deficits in Revenue Account are usually covered through net or surplus Capital
Income. Because of this, municipalities lose surplus to be carried out for future capital works leading
to lack of funds for creation or maintenance of infrastructure assets and worse, accrual of larger
deficits in the future should the situation remains uncontrolled.
Taxes are a major source of revenue for the town. These revenue incomes being flexible in nature
possess great potential to increase municipal fund. In line with the bread and butter of the town, major
chunk of the Revenue Income for ULB comes from Passenger Tax, octroi compensations,
conservancy charges, water taxes, property taxes etc. However, other forms of taxes have not been
fully harnessed as observed in their nominal figures and minor growth rates. This can be explained by
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minimal tax charges or non-establishment of tax demand (i.e. for Property Tax). Heavy dependence
on Grants has also been observed.
Revenue Account Deficits and Non-Creation of Municipal Assets
Based on the analysis of the Revenue and Capital Account of the ULB, the town has not poorly
performed as far as Revenue Account is concerned. The Revenue Expenditure of the town has
ballooned more than the Revenue Income resulting in huge and constant deficits for the town within
the same period. The bulk of the Revenue Expenditure on Operations & Maintenance under is largely
incurred on Lighting Services, generally pertaining to huge electricity incurred from overwhelming
lighting used during festivals. Coupled with limited resources, lack of management of the Operations
and Maintenance (O&M) expenditure has left the town with complete with nothing but huge deficits.
In an ideal setup, proper management of the Revenue Account should lead to surplus which is carried
out to the Capital Account for creation of municipal assets and infrastructure development necessary
for harnessed and sustainable growth of the town. These include, among others, Water Supply
Augmentation, Road Construction and Upgradation, Sewerage System Construction, Purchase of
Materials and Equipment for Solid Waste Management. Undoubtedly, these projects have long term
service to the people.
However when deficits as opposed to surplus are incurred, a dismal situation exists such that it has
been a widespread practice for municipalities to cover these deficits through funds from the Capital
Account and thereby reducing funds for infrastructure investments. As for Boda, huge disparity
between Revenue and Capital Account indicates weak capacity of the town to create assets and
investments for sustained urban growth. This weakness has been established in the infrastructure
development for Water Supply and SWM / Sanitation Sectors. Non-investment on these sectors has
led to environmental disintegration of the town.
Funding Capital and Operational Costs
Inadequate Public Funding and Over-reliance on External Aid
While allocating funds for water and sanitation projects at national levels, most of the funding is for
water and centralized wastewater treatment, and not for sanitation management. In addition, many of
the target cities rely on central development assistance to fund sanitation and wastewater projects.
Dependence on external assistance can reflect a lack of long-term commitment and project ownership.
Low Wastewater Tariffs and Inadequate O&M Funding
Cities and utilities that have constructed centralized wastewater treatment and waste treatment
facilities often have difficulty generating funds to cover O&M cost. National regulations have either
reduced tariffs over time, or kept them the same, even while costs have inflated. In case of OSS the
household payments (if any) for desluidging cover only collection costs not treatment costs.
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Financing Sanitation Management

Funding sanitation management through the exchequer places an unreasonable strain on the state's
finances. This is not only detrimental to the economy of the country - it also engenders a lack of
accountability and immediate responsibility among the ULBs to generate revenue for septage/sewage
management. Thus, it is important that the beneficiaries also share the responsibility of waste
management following the 'Polluters pay principle'. As per the present pace of economic growth in
Madhya Pradesh, the government's financial capacity would be strengthened due to higher collection
of taxes and private participation is also expected to increase. Therefore, it is necessary to draw up a
long term financing and investment plan for septage/sewage management based on expected
economic development.
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Chapter 11: Urban Reforms

11.1. Status of Mandatory & optional Reforms
The CDP should also be linked to the Reform Agenda. The Reform Agenda would include the
strategy to implement reforms, in a phased manner. The CDPs would facilitate identification of
projects and ULBs are required to prepare Detailed Project Reports (DPRs). The funds for identified
projects across cities would be disbursed to the ULB/ Parastatal agency through the designated SLNA
as soft loan or grant-cum-loan or grant. The SLNA / ULB in turn, would leverage additional resources
from other sources.
In the 74th Constitutional Act Amendment (CAA), the ULBs have been assigned key management
roles including provision and delivery of basic goods and services (i.e. infrastructure). However,
many of the ULBs fail to provide satisfactory service levels to its people due to its financial and
operational weaknesses. With the goal of making ULBs financially sustainable, the JNNURM has
launched mandatory and optional reforms aimed at increasing the efficiency and minimizing
opportunities for corruption among ULBs. Under the same initiative, special funds are granted to
ULBs upon fulfillment of these reforms. The optional and mandatory reforms which need to be
achieved for accessing funds from Central government have not been fulfilled in BODA at all. The
following is the current status of the reforms in BODA.
The CDP proposes to cover all the Optional and Mandatory reforms. The list of these reforms is as
follows.
Table 11.1: Status of Urban Reforms, BODA
Achieved
Mandatory Reforms (ULB)
M1
Shift to Double Entry Accounting
No
M2
Property tax 85% coverage and Property tax 90% collection efficiency
No
M3
E-Governance Set-up
No
M4
Internal Earmarking of Funds for Services to Urban Poor
No
M5
Levy of User Charges: 100% Recovery of O & M for sewerage, Water Supply
and SWM
No
M6
Provision of Basic services to urban poor including security of tenure at

affordable prices, improved housing, water supply and sanitation
No
Optional Reforms (ULB / States)

O1
Introduction of Property Title Certification System in ULBs
No
O2
Revision of Building Bye Laws streamlining the Approval Process
No
O3
Simplification of legal and procedural framework for conversion of agricultural

land for non-agricultural purposes
No
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Table 11.1: Status of Urban Reforms, BODA

Achieved
O4
Revision of Building Bye laws Mandatory Rainwater Harvesting in all

No
buildings
O5
Earmarking 25% developed land in all housing projects for EWS/LIG
No
O6
Byelaws on Reuse of Recycled Water
No
O7
Introduction of computerized process of Registration of land and property
No
O8
Administrative Reforms
No
O9
Structural Reforms
No
O 10
Encouraging PPP
No
Source: Urban Local Body
11.2. Reform Identification

It is suggested to implement reforms on the following ways and grouping:
Group 1 Reforms: Reforms which ULB can take up on its own initiative and where the
involvement of state government is marginal/ Low. Such reforms are suggested to be taken on
priority basis.
Group 2 Reforms: Reforms in which the involvement of State is low and the ULB can
manage in its own capacity.
Group 3 Reforms: Implementation of Reforms in which ULB and State holds a combined
responsibility
Group 4 Reforms:
Implementation of reforms which will be implemented after the
successful implementation of projects proposed in the CDP.
Group 2 and 3 Reforms envisaged with an assumption that all the process required from state
level to kick start the process will be implemented immediately.
Interlinked reforms can be undertaken simultaneously.
The following are the Group 1 Reforms:

Table 11.2: Suggested Group 1 Urban Reforms, BODA (M)
No
Involvement of
State
Reforms
Implementation
M1
Low
ULB level
M2
Property tax
efficiency
Low
ULB level
M3
E-Governance Set-up
Low
ULB level
M6
Basic services for the urban poor
Low
YES
85% coverage & 90% collection
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No
Involvement of
State
Reforms
Implementation
M-Mandatory Reforms
O- Optional Reforms
No
Involvement
Reforms
of State
Implementation
M 4 Internal Earmarking of Funds for Services to Urban Poor
Medium
ULB level
O8
Medium
ULB level
O9
Structural Reforms
Medium
ULB level
Medium
ULB level
O7
Introduction of computerized process of Registration of

land and property
M-Mandatory Reforms
O- Optional Reforms
Involvement of
State
No.
Reforms
Implementation
O1
Introduction of Property Title Certification System in

ULBs
High
ULB level
O2
Revision of Building Bye Laws streamlining the

High
Approval Process
ULB level
O5
Earmarking 25% developed land in all housing projects

for EWS/LIG
High
ULB level
Simplification of legal and procedural framework for

O 3 conversion of agricultural land for non-agricultural
purposes
High
ULB level
M-Mandatory Reforms
O- Optional Reforms
No.
Reforms
Involvement
of State
Implementation
Remarks
M5
100 % cost recovery O&M for Water Supply
Not Required
ULB level
Provision
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No.
Involvement
of State
Reforms
Implementation
& SWM
O4
Revision of Building Bye laws - Mandatory

Not Required
Rainwater Harvesting in all buildings
ULB level
O6
Not Required
ULB level
O 10
Encouraging PPP
Not Required
ULB level
Remarks
Made in
the CDP
M-Mandatory Reforms
O- Optional Reforms
11.3 City Specific Strategies And Action Plan

The previous section classified the reforms on the basis of the stakeholder involvements. These
reforms are then suggested to be undertaken on immediate, medium and long term basis which are
done on the following basis:
Basis for undertaking Immediate Reforms:
Reforms which will improve the Municipal finance like shifting to Double Entry Accounting
system and implementation of Property Tax reforms are envisaged on priority Basis.
Pro poor reforms like internal earmarking of funds and allocation 25% land to EWS / LIG, are
envisaged on priority basis in order to avail the benefits of the ongoing schemes of BSUP /
IHSDP and the recently announced scheme of Rajiv Awas Yojana of Slum Free City
Planning.
Basis for undertaking Medium Term Reforms:
Reforms which are linked after the successful implementation of Projects or services.
Reforms where the involvement of state is required to kick start the process.
Reforms which can be undertaken and which are linked with successful implementation of
Immediate Reforms.
Basis for undertaking Long Term Reforms:
Reform which requires a unified will at all level and involves multi stakeholders.
Reforms which are linked after the successful implementation of Projects or services.
The following table describes the horizon years for undertaking reforms in a systematic and planned
way.
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Table 11.6: Goals for Horizon Years (Municipal Reforms)

Immediate
2012
2013
Medium Term
2014
2015
2020
- Property tax
-Provision of
85% coverage
Basic services
&
90%
for the urban
collection
poor
efficiency
(M6) Group 1
(M2) Group 1
Shift
to
Double Entry
Accounting
(M1) Group 1
Long Term
2025
EGovernance
Set-up
(M3) Group 1
- Introduction
of
computerized
process
of
(O 8) Group 2
Registration of
land
and
property
Structural
Reforms
(O 7) Group 2
Administrative
Reforms
Internal
Earmarking of
Funds
for
Services
to
Urban Poor.
(M 4) Group
2
(O 9) Group 2
Simplification
of legal and
procedural
framework for
conversion of
agricultural
-Revision of land for nonBuilding Bye agricultural
Laws
purposes
streamlining
the Approval (O3) Group 3
Process
- Earmarking
25%
developed
land in all
housing
projects
for
EWS/LIG.
(O2) Group 3
(O 5) Group 3
-Introduction
of
Property
Title
Certification
System
in
ULBs
(O 1) Group 3
- Byelaws on
Reuse
of
- 100 % cost Recycled
- Encouraging recovery
Water
O&M (Water
PPP
(O6) Group 4
Supply
&
(O10) Group 4
Solid
waste - Revision of
management)( Building Bye
laws
M5) Group 4
Mandatory
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Table 11.6: Goals for Horizon Years (Municipal Reforms)

Immediate
2012
2013
Medium Term
2014
2015
Long Term
2020
2025
Rainwater
Harvesting in
all buildings
(O4) Group 4
The guidelines of all these reforms needs to be followed as per JNNURM Toolkit defined by Govt.
of India. The details on each of these reforms are not dealt in Detail in this report. Note: MMandatory Reforms, O- Optional Reforms
The strategies and action plan are mentioned in chapters relevant to particular section. The strategies
and action plan proposed in this report has a objective or goal to achieve the reforms envisaged, so it
is needless to mention the strategies again. Please refer to the strategies and action plan in individual
chapters. The following are the details of some key strategies mentioned in this report.
Table 11.7: City Specific Strategies & Action Plan, Urban Reforms, BODA (M)
No.
Urban Reform
Details of Strategies
M1
Refer Chapter 10
M2
Property tax 85% coverage and Property tax 90% collection

Refer Chapter 10
efficiency
M3
E-Governance Set-up
Refer Chapter 9
M4
Internal Earmarking of Funds for Services to Urban Poor
Refer Chapter 7
M5
Levy of User Charges: 100% Recovery of O & M for sewerage,

Water Supply and SWM
Refer Chapter 5
M6
Provision of Basic services to urban poor including security of

tenure at affordable prices, improved housing, water supply and
sanitation
Refer Chapter 7
O4
Revision of Building Bye laws Mandatory Rainwater Harvesting

in all buildings
Refer Chapter 5
O6
Refer Chapter 5
O8
Refer Chapter 9
O9
Structural Reforms
Refer Chapter 9
O 10
Encouraging PPP
Refer Chapter 5,6,7
M-Mandatory Reforms
O- Optional Reforms
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Chapter 12: Project

FOP For Boda
R E P O R T
Prioritization,
CIP
&
The Project Prioritization Plan of Boda have been prepared through: (i) a comprehensive process of
assessment of the status of physical and social infrastructure sectors, (ii) preliminary analysis of
demand and supply and (iii) stakeholder consultations.
The strategies adopted primarily have three dimensions: improving the service delivery by efficiency
measures, improving service delivery by creating infrastructure assets and improving the governance
aspects. BA
This chapter summarises the projects identified for each sector for creating infrastructure assets. It is
based on the analyses presented in the foregoing chapters.
12.1. Sector Wise Project Identification And Prioritisation For

Boda
12.1.1. Water Supply
A) Basis for Project Identification
The CDP proposes to develop Bodas water supply system based on the following project
identification criteria:
Integrating the DPR prepared by the ULB and sectoral schemes of State / Central
Government.
Improving the coverage and serving the uncovered area on priority basis.
Improving the quality and quantity of water supplied at consumer-end through improvements
to water treatment facilities.
Monitoring of distribution system for technical losses, water theft, indiscriminate usage of
water at public stand posts and reducing the unaccounted for water (UFW) through Water
Auditing, Awareness Campaign on Water Conservation, Rain Water Harvesting.
100 % O & M Cost Recovering Mechanism through Compulsory Water Metering, Adopting
differential pricing system, Bringing System Efficiency, Tariff Revision.
Improving duration and frequency of water supply through effective water demand
management.
B) Project Identification
It is suggested to undertake water supply sub-projects as under:
I.
Augmentation of Water Supply
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The current works shall focus on the existing supply augmentation at source and at distribution end.
This should be in-lines with the DPR prepared in a phased manner.
II. Water Treatment Plant
A scientific treatment plant of water to be installed. Measures should be taken to ensure water quality
not only relate to the treatment of the water, but to its conveyance and distribution after treatment as
well.
III. Water Supply Distribution Network & Upgradation
The existing water supply distribution being old with varying diameters, it is suggested to upgrade
and replace the existing Distribution system of approximately.
IV. Extension of distribution network within town
An extension of distribution network by 2035 is planned for new areas to keep a focus on better
network coverage and system delivery.
V. Establishing Customer Connections Water Meters
In order to achieve an effective O & M cost recovery it is suggested to provide Water meters to every
household.
VI. Providing Community Taps and Group Connections
Community taps can be provided based for the population that is to be served. This option may not
ensure full cost recovery, as there will be many social problems, thefts, lack of accountability and
maintenance.
C) Requirement & Phasing
The requirements involved in the mentioned projects for Water Supply is presented in the Table
below:
Table 12.1: Proposed Projects for Water Supply for Boda
Coverage
No
2015
[ FY: 2011
to FY 2015]
Components
Water
(MLD)
Supply
System
II
Water Treatment
(MLD)
III
Water Supply Distribution

Network & Upgradation
(Km)
Prepared by:
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2025
[ FY: 2015 to FY
2025]
1.69
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
1.69
Plant
2.15
5.00
2.15
5.00
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Table 12.1: Proposed Projects for Water Supply for Boda

Coverage
2015
[ FY: 2011
to FY 2015]
No
Components
IV
Extension of distribution
network within town (Km)
Providing
(Nos)
VI
Establishing
Customer
Connections Water Meters
(Nos)
Public
2025
[ FY: 2015 to FY
2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
14
20
1858
593
537
2988
Taps
Source: Projections by CONSULTANT

Note: Refer Annexure for detail on each components & Phasing
12.1.2. Sewerage OR Waste Water Managem ent

The CDP proposes to develop Bodas Underground Sewerage system based on the following project
Integrating the sectoral schemes of State / Central Government.
Covering 100% areas of the Town in a phased Manner.
Developing a sewerage system based on sewage flow equivalent to 80 percent of net water
supply to a household;
Developing a safe disposal system of sewage by providing a Sewerage Treatment Plant.
100 % O & M Cost Recovering Mechanism through Bringing System Efficiency, Imposing
Tariff etc.
The CDP proposes to undertake Sewerage sub-projects. Component specific intervention comprises
the following:
I.
Sewer Network
Works proposed include provision of collection and conveyance system in a phased manner for 100%
Coverage.
II. Sewerage Treatment Plant
It is proposed to install sewerage Treatment Plant in a phased manner taking into consideration the
projection made in this report.
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The requirements involved in the mentioned projects for Sewerage is presented in the Table below:
Table 12.2: Proposed Projects for Sewerage for Boda
Coverage
No
Components
Sewer network (KM)
II
Decentralized Wastewater Treatment

Systems (DEWATS)
2015
[ FY: 2011
to FY
2015]
2025
[ FY: 2015
to FY 2025]
8.03
1.76
2035
Total
[FY: 2025 Requirement
to FY 2035]
(by 2035)
1.72
2.14
11.92
1.72

12.1.3. Sanitation
The CDP proposes to develop Bodas Sanitation system based on the below mentioned project
Integrating the Central Government Scheme of preparing City Sanitation Plan under National
Urban Sanitation Policy (2008) issued by Ministry of Urban Development, Govt. of India.
Achieving 100% open defecation free.
Upgrading and maintaining the existing infrastructure of Public Sanitation on PPP basis.
100 % Coverage of households under sanitation.
100 % O & M Cost Recovering mechanism through instituting PPP.
The CDP proposes to undertake Sewerage sub-projects. Component specific intervention comprises
the following:
I.
Government of India has announced National Urban Sanitation Policy 2008. The vision for urban
sanitation in India as pronounced in the policy is all Indian cities and towns become totally sanitized,
healthy and liveable and ensure and sustain good public health and environmental outcomes for all
their citizens with a special focus on hygienic and affordable sanitation facilities for the urban poor
and women. The Government of India will provide assistance through state Government for the
following:
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Preparation model City Sanitation Plans
Providing assistance for the preparation of Detailed Project Report (DPR) as per city
sanitation plan.
Promote public-private partnership in respect of key projects/activities identified in the city

sanitation plan;
II. Construction of Public Pay & Use Toilets

Construction of Public Pay & Use Toilets in each ward is envisaged on PPP basis.
III. Construction & Upgradation of Public Urinals
The Public Urinals though sufficient in number needs an upgradation / expansion with water facilities
and maintenance. A total of about 36 Nos. are targeted by 2035 in a phased manner.
IV. Evaluation Study & Rapid Impact Assessment
The purpose of such exercise is to assess the success rate of Status focused on sanitation and
cleanliness in the City. These can be specifically targeted on sanitation standards in slums, including
the effects of the drive on eradicating open defecation, level of cleanliness from the point of view of
citizens and impact of IEC (information education communication) and EE (entertainment education)
programmes. This needs to get elevated by 2025 from ULB side.
The requirements involved in the mentioned projects for Sanitation is presented in the Table below:
Table 12.3: Proposed Projects for Sanitation for Boda
Coverage
N
o
Components
Preparation of City Sanitation

Plan
1.00
1.00
II
Construction of Public Pay &

Use Toilets
6.00
III
Construction of Individual HH
Toilets
750
500
1250.00
IV
Construction & Upgradation of

Public Urinals
22
30
Evaluation Study
Impact Assessment
&
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015 to
FY 2025]
Rapid
2035
[FY: 2025 to
FY 2035]
Lumsum
Total
Requirement
(by 2035)
Lumsum

Prepared by:
Ahmedabad
Prepared For:
196
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
12.1.4. Solid Waste Management

The CDP proposes to develop Bodas Solid Waste Management system is based on the below
mentioned project identification criteria:
Achieving Segregation at Source mechanism for the entire city.
Achieving 100 % primary collection system.
100 % Waste treatment and disposal facility for developing environmentally safer town.
Strengthen the institutional capacity;
Promote public/Private partnership, self help groups and NGO support;
Educate the public and create awareness on various issues of solid waste management;
Support the informal recycling activities; and
The CDP proposes to undertake Solid Waste Management sub-projects as under:
I.
Primary Collection
Phased implementation of Door to Door collection System through community

organizations and ULBs by providing two bins for every household. This will induce a system
of segregation of waste at source.
Provision of Two system Publics Bins @ ward Level at public places like Markets, Hotels /
Restaurants, Religious places, Hospitals / Dispensaries and other Public Places. This will
induce a system of segregation of waste at source.
Street sweeping on daily basis for efficient segregation at source mechanism.
II. Solid Waste Transportation
-Introduction Multi-bin carts Tricycles.
-Provision of Tractor for increasing the collection and transportation capacity on daily basis.
III. Processing & Disposal
Encouraging local level aerobic vermi composting.
Sanitary land filling of inorganic fraction of waste and the compost rejects.
IV. IEC Activity
Prepared by:
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Prepared For:
197
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
This will include Preparation of detailed project report and implementation of IEC strategies
and awareness design campaigns.

The requirements involved in the mentioned projects for Solid Waste Management is presented in the
Table below:
Table 12.4: Proposed Projects for Solid Waste Management for Boda
Coverage
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
Provision
of
bins
@
Household Level (Green &
White) for Door to Door
Collection
4022
881
1074
5976
II
Provision of Tricycles For

Door To Door Collection
12.0
III
Provision of Publics Bins @

ward Level
30
30
30
90
IV
Provision of Tractor
Construction
Compost Plant
0.94
0.65
VI
Scientifically
reengineered
landfills Management [Green
Buffer
Development,
Environmental Monitoring]
1465
3571
No
Components
of
Vermi
VII IEC Activity for SWM
6529
11564
Lumsum
Lumsum

12.1.5. Storm Water Drainage

The CDP proposes to develop Bodas Drainage based on the below mentioned project identification
criteria:
100 % Coverage in terms of areas.
Covering the lengths of major Roads.
Existing Drainage pattern and network.
Upgrading the existing state of infrastructure on priority basis.
Prepared by:
Ahmedabad
Prepared For:
198
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
The CDP proposes to undertake Drainage sub-projects. Component specific intervention comprises
the following:
I.
Drainage Network
The proposed network length is considered for entire drainage system of Boda.
II. De-silting & Alignments of Major Drains
It is proposed to de-silting and re aligning the existing major drains with proper and uniform width.
The requirements involved in the mentioned projects for Drainage is presented in the Table below:
Table 12.5: Proposed Projects for Storm Water Drainage for Boda
Coverage
No
Components
Storm
Water
Network (KM)
II
De-silting and Alignment of

major drains
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
2.05
3.51
4.28
9.85
Drainage
14.00
14.00

12.1.6. Traffic and Transportation

The CDP proposes to develop Bodas Traffic & Transportation system is based on the below
mentioned project identification criteria:
Integrating the DPR prepared by the ULB and sectoral schemes of State / Central
Government.
100 % coverage for the entire city and with a prioritization of uncovered areas.
To reduce delays at the junctions and remove bottlenecks.
To improve the efficiency of road space.
Decongestion in the core part of the city.
Undertake effective measures for environmental protection.
Prepared by:
Ahmedabad
Prepared For:
199
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
The CDP proposes to undertake Traffic & Transportation sub-projects. Component specific
intervention comprises the following:
I.
Widening of Important Roads
Road-widening programme improves channel capacity by adding more area to the circulation
channels. It is proposed to widen major roads with installation of necessary amenities like
plantation, signage, advertisement, street furniture etc.
II. Parking Provision with Pavements on Major Roads
On-street parking and regulation of on street parking at various locations has also been
proposed as a mitigation measure.
III. Up gradation of Kuttcha Roads
Upgradation of of roads envisaged by ULB are considered in CDP. This needs to be taken in
phased manner.
IV. Construction of additional Roads
Construction of additional roads are proposed for new development and areas by 2035.
V. Development of Bus cum Truck Terminal
As derived from stake holders consultation relocation and construction of a new Bus terminal
is needed. This is also proposed in CDP.
VI. Improvement of Junctions & Accident Prone areas
Major junctions and minor junctions are proposed to be taken up for improvements. Provision
of High mast lighting at all major junctions, Stop Signs and Place identification signs should
be done.
VII.
Construction of Model Roads

It has been observed that, in most of the major roads in the town pedestrians are forced to use
the carriageway due to the absence or poorly maintained footpaths. Footpaths of 1.5 m wide
are proposed along the major roads where heavy pedestrian movements are observed. For
traffic safety and convenience, appropriate signs, markings, lighting, guideposts are required
to be provided on curves, intersections, public utility places, etc. Proposals for road furniture
are made considering the importance of the road, safety and aesthetic. This developed
stretches will be known as Model Roads.
Prepared by:
Ahmedabad
Prepared For:
200
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
The requirements involved in the mentioned projects for Traffic and Transportation is presented in the
Table below:
Table 12.6: Proposed Projects for Traffic & Transportation for Boda
Coverage
No
2015
[ FY: 2011 to
FY 2015]
Components
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
Widening of important roads

[Km]
7.00
7.00
II
Onstreet Parking Provision

with Pavements on Major
Roads [Km]
0.00
0.00
III
Upgradation of Kuttcha Road

roads [Km]
2.30
2.30
IV
Construction of Additional
roads [Km]
0.48
Development of bus cum Truck

terminal [Km]
1.00
VI
Improvement of junctions and

accidents areas [Nos]
3.00
VII
Expansion
River
0.00
0.00
VII
I
Implementation of
Management Plan
1.00
1.00
of
bridge
2.14
over
Traffic
5.00
7.62
1.00
2.00
5.00

12.1.7. Street Lighting & Fire Fighting System

The CDP proposes to develop Bodas Street Lighting system is based on the below mentioned project
100 % coverage for the entire city and with a prioritization of unlit areas
Average spacing between lamp posts in the town 25 Meters.
To introduce PPP for energy conservation.
It is suggested to undertake the following subprojects under this sector as follows:
I.
Construction of new street light poles

Construction of new street lights poles in non lit and emerging areas will be required by 2035.
Prepared by:
Ahmedabad
Prepared For:
201
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
II. Upgradation of existing street light poles

The existing street light poles should be upgrades by using energy efficient lighting and
accessories.
III. Fire Fighting System
A well equipped Fire Fighting system should be installed with provision of yearly Operation
and Maintenance.
The requirements involved in the mentioned projects for Street Lighting & Fire Fighting System is
presented in the Table below:
Table 12.7: Proposed Projects for Street Lighting & Fire Fighting System for Boda
Coverage
2015
[ FY: 2011
to FY 2015]
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
Construction of new street light

poles
0.00
61
66
II
Upgradation of street light

poles
58.00
III
Fire
Fighting
System:
Equipments & Utilities) (For
Number of Years)
2.00
No
Components
58
1.00
1.00
5.00

12.1.8. Basic Services For Urban Poor

The CDP proposes to develop services to the urban poor on the below mentioned project
Integrating the Central Government Scheme of Slum Free City Planning under Rajiv Awas
Yojana (2009) issued by Ministry of Urban Development, Govt. of India.
Achieving 100 % Slum Free City Planning.
Provision of Housing to BPL population on Priority Basis
Demand for Housing is in line with the review of the master plan-2021 prepared for Boda.
Provision of Housing and necessary basic services like water supply, sewerage, Drainage,
Electricity as internal development.
Prepared by:
Ahmedabad
Prepared For:
202
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
I.
Preparation of Slum free City Plan
It is imperative to prepare an action plan for slum free city plan for the town of Boda. The
brief guidelines of the schemes are reiterated in this report.
II. Construction of Housing
A construction of dwelling units are considered in CDP. This includes provision of Basic
Services. This is envisaged in a phased manner with BPL population on priority basis.
III. Provision of Basic Services
The Urban Slum population having house but lacks basic services will be recorded on priority
Basis.

The requirements involved in the mentioned projects for Basic Services to the Urban Poor is
presented in the Table below:
Table 12.8: Proposed Projects for Basic Services to the Urban Poor Boda
Coverage
2015
[ FY: 2011 to
FY 2015]
2025
[ FY: 2015 to
FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
No
Components
Preparation of Slum free

City Plan
II
Construction
of
Dwelling units including
services like Water
Supply,Sewerage,
Drainage and electricity
for
(internal
Development)
594
58
71
723
III
Provision
of
Basic
Services
including
services like Water
Supply,Sewerage,
for
(internal
Development) to Urban
Poor Households
245
245

Prepared by:
Ahmedabad
Prepared For:
203
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
12.1.9. Environm ent

The CDP proposes to develop Bodas Urban Environment is based on the below mentioned project
Conservation of Existing Water bodies
Improving Quality Urban environment
To introduce PPP for environment conservation
Other pollution like air, water, soil should be reduced.
The CDP proposes to undertake the following sub-projects under this sector. Component specific
intervention comprises the following:
I.
Development of modernized slaughter house

For the existing fish markets and animal market it is proposed to develop a modernized
slaughter house.
II. Urban Greening Plan

Increasing the per capita urban green and open space it is proposed to take up the project for
greening major streets through urban plantation, beautification, landscaping and developing
Vans and gardens. This should be achieved through community participation.
III. Construction or Parks & Gardens
Construction of Parks and Gardens to be developed are envisaged.
The requirements involved in the mentioned projects for Environment is presented in the Table below:
Table 12.9: Proposed Projects for Urban Environment for Boda
Coverage
2015
[ FY: 2011 to
FY 2015]
No
Components
Desiltation project for

Major Water Bodies (City
Pond at Rosla Road)
II
Conservation of
pond at Rosla Road
III
Development
Prepared by:
Ahmedabad
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
1.00
Total
Requirement
(by 2035)
1
City
of
Prepared For:
204
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.9: Proposed Projects for Urban Environment for Boda

Coverage
No
2015
[ FY: 2011 to
FY 2015]
Components
modernized
house.
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
slaughter
IV
Implementation of Urban
Greening
Plan:
Urban
Plantation,
Beautification
and
Landscaping,
Van/
Gardens
Development
Ghat
of
Dhobi

12.1.10. Urban Governance

Refer Action Plan in chapter No. 11.
I.
Implementation of Double Entry Accrual Based Accounting
II. Implementation of Property Tax Reforms

III. Preparation of Integrated GIS Base Map with Total Station Survey
IV. Computerisation of Records
V. Upgradation of Office Infrastructure
VI. Complaint Redressal System
VII. Municipal Services Performance Measurement System
VIII. Training & Capacity Building Programme
IX. E-Governance initiative large scale expansion
The requirements involved in the mentioned projects for Urban Governance and Municipal Reforms
is presented in the Table below:
Prepared by:
Ahmedabad
Prepared For:
205
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.10: Proposed Projects for Urban Governance for Boda

Coverage
2015
[ FY: 2011 to FY
2015]
2025
[ FY: 2015 to FY
2025]
No
Components
Implementation of Double
Entry
Accrual
Based
Accounting
Do
II
Implementation of Property
Tax Reforms
Do
III
Preparation of Integrated
GIS Base Map with Total
Station Survey
Do
IV
Computerisation of Records
Do
Upgradation
Infrastructure
VI
Complaint Redressal System
Do
VII
Municipal
Services
Performance
Measurement System
Do
VIII
Training
&
Capacity
Building Programme
Do
IX
EGovernance initiative
large scale expansion
of
Office
2035
[FY: 2025 to FY
2035]
Do
Do
Do
Do

12.1.11. Social Infrastructure & Other Projects

This involves particularly Heritage, health and educational infrastructure. Refer Action Plan in chapter
No. 5, 7.
Construction of Dispensary
Construction of Maternity & Child Welfare
Signage regulation Programme
-Regulation of signage is considered appropriate in tourist destination. For

this a street signage programme should be launched where street plaques
bearing the name of the area and municipal symbols should be displayed at
the important places. This will undertakes the following projects
-Provision of Electronic signages and information displays
Prepared by:
Ahmedabad
Prepared For:
206
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Construction of Dispensary
-Conversion of Existing Shops Into A Gallery Heritage Street Scape
Creation of Living Heritage Streets
Such an initiative carried for the entire town will generate a heritage
character typically unique of its kind. Such an initiative proved successful
in many big cities like Orrisa, Delhi, Mumbai through PPP.
Decongestion in the inner core of the town
As there is only one approach road with a heavy pedestrian movement,
there are vehicular entry which created problems of traffic and congestion.
Pedestrianisation on all such important roads should be initiated through
introducing pick-up& drop up facilities with non-polluting battery
operated vehicles.
Education
Infrastructure
Construction of Primary Schools
Education
Infrastructure
Construction of Secondary Schools
Education
Infrastructure
Construction of Senior Secondary Schools
Heritage Conservation
Conservation and Heritage Programme

The requirements involved in the mentioned projects for Urban Governance and Municipal Reforms
is presented in the Table below:
Table 12.11: Proposed Projects for Social Infrastructure & Other Projects for Boda
Coverage
No
2015
[ FY: 2011 to
FY 2015]
Components
Construction
Dispensary (In Nos.)
II
Construction of Maternity
& Child Welfare
(In
Nos.)
III
Construction of Hospital
(In Nos.)
IV
Construction of Primary
Schools (In Nos.)
Construction
Secondary Schools
Nos.)
VI
Construction of Senior
secondary Schools (In
Nos.)
Prepared by:
Ahmedabad
of
of
(In
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
5.00
1.00
1.00
1.00
2.00
1.00
Prepared For:
207
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.11: Proposed Projects for Social Infrastructure & Other Projects for Boda
Coverage
2015
[ FY: 2011 to
FY 2015]
No
Components
VII
Construction of Library
(In Nos.)
VIII
Construction
Community Hall
Nos.)
IX
of
(In
2025
[ FY: 2015
to FY 2025]
2035
[FY: 2025 to
FY 2035]
Total
Requirement
(by 2035)
1.00
1.00
2.00
1.00
Conservation
and
Heritage Programme (In
Number of years)
1.00
Do
Do
Do
5.00

12.2. Capital Investment Plan For Boda

12.2.1. Water Supply
Under this sector, provision of source development, updagration and extension of existing network,
extension of treatment plants, public taps and connections water meters are proposed. The Capital
Investment Plan (CIP) for the Water Supply sector is based on the requirements and demand for the
year 2035. The investment phasing is presented in Table below:
Table 12.12: Investment Phasing (Water Supply), Boda
No
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
Water Supply System
16.86
0.00
0.00
16.86
II
Water Treatment Plant
0.00
38.64
0.00
38.64
III
Water Supply Distribution

Network & Upgradation
92.50
0.00
0.00
92.50
IV
Extension of distribution
network within town
0.00
88.48
39.63
128.11
Establishing
Customer
Connections Water Meters
18.58
5.93
5.37
29.88
VI
Providing Public Taps
0.48
0.11
0.13
0.71
128.42
133.16
45.12
306.70
Grand Total ( in Rs Lacs)
12.2.2. Sewerage
An investment of is proposed for provision of sewer network and sewerage treatment plant by the year
2035, as showed in Table below:
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Ahmedabad
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208
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.13: Investment Phasing (Sewerage), Boda

No
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
Sewer network
481.53
105.43
128.52
715.48
II
Decentralized
Wastewater
Treatment Systems (DEWATS)
40.45
8.86
10.80
60.10
521.98
114.29
139.31
775.59
12.2.3. Sanitation
The investments for Sanitation are in line with Preparation of City Sanitation Plan, Construction of
Public Pay & Use Toilets and Evaluation Study & Rapid Impact Assessment. The total estimated cost
proposed by 2035 summarized in Table below:
Table 12.14: Investment Phasing (Sanitation), Boda
No
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
I
10
10.00
II
Construction of Public Pay & Use

Toilets
30.00
0.00
30.00
III
Construction of Individual HH Toilets
93.75
62.50
0.00
156.25
IV
Construction & Upgradation of Public

Urinals
6.93
19.07
26.00
Evaluation Study & Rapid

Assessment
5.00
5.00
140.68
81.57
5.00
227.25
Impact

12.2.4. Solid Waste Management

The components of primary and secondary collection, including collection in festival days, and
scientifically landfill development are planned for the immediate requirement due to the poor
condition in this sector. The highest cost of SWM sector is for Landfill Site Development by 2035.
And the estimated cost for development of one compost plant is summarized below:
Table 12.15: Investment Phasing (Solid Waste Management), Boda
No
Components
2015
2025
2035
Total
Cost
5.37
29.88
(in Rs Lacs)
I
Provision of bins @ Household Level

(Green & White) for Door to Door
Prepared by:
Ahmedabad
20.11
4.40
Prepared For:
209
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.15: Investment Phasing (Solid Waste Management), Boda

No
2015
Components
2025
2035
Total
Cost
(in Rs Lacs)
Collection
II
Provision of Tricycles for Door to

Door Collection
0.80
0.18
0.21
1.20
III
Provision of Publics Bins @ ward

Level
0.45
0.45
0.45
1.35
IV
Provision of Tractor
34.50
11.50
0.00
46.00
Construction of Vermi Compost Plant
2.34
1.62
3.97
VI
Scientifically reengineered
Management
4.39
10.71
19.59
34.69
VII
SWM Training & Capacity Building

Workshops
3.5
3.5
7.00
3.5
3.5
7.00
69.60
35.87
25.62
131.09
landfills
VIII IEC Material

12.2.5. Storm Water Drainage

The only component of this sector is extension of drainage network and de-silting and realignment of
major drains which is proposed to be carried out in a phased manner as below:
Table 12.16: Investment Phasing (Drainage), Boda
No
2015
Components
2025
2035
Total Cost
(in Rs Lacs)
Drainage Network
24.61
42.17
51.41
118.19
II
De-silting and Alignment of major drains
98.00
98.00
122.61
42.17
51.41
216.19
Note: Refer Annexure for detail on each components
12.2.6. Traffic and Transportation

Infrastructure are proposed for up-gradation and widening of important roads, development of parking
lots, construction of additional roads, improvement of junctions and accidents areas, among other
projects. The details of investment phasing for this is summarized in Table below:
Table 12.17: Investment Phasing (Traffic and Transportation), Boda
No
Components
Widening of Major roads
II
On street Parking Provision with
Prepared by:
Ahmedabad
2015
2025
2035
Total Cost
(in Rs Lacs)
210.00
0.00
0.00
210.00
0.00
0.00
0.00
0.00
Prepared For:
210
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.17: Investment Phasing (Traffic and Transportation), Boda

No
2015
Components
2025
2035
Total Cost
(in Rs Lacs)
Pavements on Major Roads

III
Up-gradation of Kaccha roads
57.50
0.00
0.00
57.50
IV
Construction of Additional roads
14.48
64.26
150.00
228.74
Development
terminal
0.00
50.00
0.00
50.00
VI
Improvement of
accidents areas
0.00
22.50
15.00
37.50
VII
Expansion of bridge over River
0.00
0.00
0.00
0.00
VIII
Implementation
Management Plan
0.00
10.00
0.00
10.00
281.98
146.76
165.00
593.74
of
bus
cum
Truck
junctions
of
and
Traffic

12.2.7. Street Lighting & Fire Fighting

Provision of new street light poles, up-gradation of existing street light poles and Report for Energy
Planning are proposed for this sector. The details are presented in Table below
Table 12.18: Investment Phasing (Street Lighting), Boda
2015
2025
2035
Total Cost
No
Components
Construction of new street light

poles
0.00
1.35
18.36
19.71
II
Upgradation of existing street

light poles
11.60
0.00
0.00
11.60
III
Fire
Fighting
System:
Equipments & Utilities) (For
Number of Years)
10
20
21.6
6.35
23.36
51.31
(in Rs Lacs)

12.2.8. Basic Services to the Urban Poor

Under the CIP it is proposed to improve the slum infrastructure. The component Preparation of Slum
Free City Plan has an estimated for Construction of Dwelling units including services cost and
Provision of Basic Services including services cost. The investment phasing is illustrated in Table
below:
Prepared by:
Ahmedabad
Prepared For:
211
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.19: Investment Phasing (Basic Services to the Urban Poor), Boda
2015
2035
Total Cost
0.00
0.00
15.00
1484.65
145.31
177.13
1807.09
Provision
of
Basic
Services
including
services like Water
Supply,
Sewerage,
for
(internal
Development) to Urban
Poor Households
61.31
0.00
0.00
61.31
Grand Total ( in Rs
Lacs)
1,560.97
145.31
177.13
1883.41
No
Components
Preparation of Slum free

City Plan
15.00
II
Construction
of
Dwelling units including
services like Water
Supply,
Sewerage,
for
(internal
Development)
III
2025
(in Rs Lacs)
12.2.9. Environm ent

A total investment is identified for founding environmental projects. The phasing of investment for
identifies projects is presented in Table below:
Table 12.20: Investment Phasing (Environment), Boda
2015
2025
2035
Total Cost
No
Components
Desiltation project for

Major Water Bodies
(City Pond at Rosla
Road)
III
Conservation of City
pond at Rosla Road
50.00
50.00
IV
Development
of
modernized
slaughter
house.
200.00
200.00
Implementation
of
Urban Greening Plan:
Urban
Plantation,
Beautification
and
Landscaping,
Van/
Gardens
20.00
Prepared by:
Ahmedabad
(in Rs Lacs)
500.00
500.00
Prepared For:
212
20.00
40.00
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.20: Investment Phasing (Environment), Boda

2015
No
Components
VI
Development of Dhobi
Ghat
2025
2035
Total Cost
20.00
790.00
(in Rs Lacs)
Grand Total ( in Rs
Lacs)
500.00
270.00
12.2.10. Social Infrastructure & Other Projects

The following investments are planned for social Infrastructure, Health Infrastructure, Education
Infrastructure and Heritage Infrastructure:
Table 12.21: Investment Phasing (Social Infrastructure & Other Projects), Boda
No
2015
Components
Heritage
II
2025
2035
Total Cost
(in Rs Lacs)
75
75
75
225.00
SOCIAL
INFRASTRUCTURE &
OTHER PROJECTS
125.00
125.00
125.00
375.00
III
125.00
125.00
125.00
375.00
IV
125.00
125.00
125.00
375.00
Grand Total ( in Rs
Lacs)
450.00
450.00
450.00
1350.00
12.2.11. Urban Governance

The projects in Urban Governance & Municipal Reforms, as shown in Table below:
Table 12.22: Investment Phasing (Urban Governance & Municipal Reforms), Boda
2015
2025
2035
Total Cost
No
Components
Implementation
of
Double Entry Accrual
Based Accounting
15.00
15.00
II
Implementation
of
Property Tax Reforms
15.00
15.00
III
Preparation
of
Integrated GIS Base
Map with Total Station
Survey
25.00
25.00
IV
Computerisation
Records
30.00
Prepared by:
Ahmedabad
(in Rs Lacs)
of
30.00
Prepared For:
213
60.00
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.22: Investment Phasing (Urban Governance & Municipal Reforms), Boda
2015
2025
2035
Total Cost
No
Components
Upgradation of Office
Infrastructure
30.00
30.00
VI
Complaint
System
20.00
20.00
VII
Municipal
Services
Performance
Measurement System
35.00
35.00
VIII
Training & Capacity

Building Programme
40.00
IX
EGovernance initiative
large scale expansion
(in Rs Lacs)
Redressal
Grand Total
85.00
( in Rs Lacs)
155.00
40.00
80.00
100.00
100.00
140.00
380.00
12.2.12. Summ ary of Investment & Phasing

The total base cost of projects for all the sector is shown in the following Table:
Table 12.23: Summary of Investments, Boda
Sectoral
Share of
the total
Investment
Summary of Investments Boda

No. Components
2015
2025
2035
Total
(in %)
Water Supply
128.42
133.16
45.12
306.70
4.57%
Sewerage
521.98
114.29
139.31
775.59
11.57%
122.61
42.17
51.41
216.19
3.22%
69.60
35.87
25.62
131.09
1.96%
Sanitation
140.68
81.57
5.00
227.25
3.39%
281.98
146.76
165.00
593.74
8.85%
Street Lighting
11.60
1.35
18.36
31.31
0.47%
Fire Fighting
10
20.00
0.30%
Basic Services to Urban Poor
1,561
145
177
1883.41
28.09%
10
Urban Environment
500
270
20
790.00
11.78%
11
Urban Governance
85.00
145.00
150.00
380.00
5.67%
12
Heritage
75
75
75
225.00
3.36%
13
125.00
125.00
125.00
375.00
5.59%
14
125.00
125.00
125.00
375.00
5.59%
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F I N A L
R E P O R T
Table 12.23: Summary of Investments, Boda

Sectoral
Share of
the total
Investment
Summary of Investments Boda

No. Components
15
2015
2025
2035
Total
(in %)
125.00
125.00
125.00
375.00
5.59%
Total
3882.86 1570.48 1251.95
6705.28
100.00%
% Share of the total Investment
61.39%
100.00%
SOCIAL
INFRASTRUCTURE
OTHER PROJECTS
&
22.91%
15.70%
12.3. Financial Operating Plan For Boda

12.3.1 Overview
Financial sustainability of infrastructure investments is determined based on Boda municipalities
ability to sustain investments (through debt servicing and operation and maintenance) from the
municipal fund. Most sub-projects undertaken in ULBs (in the State and across India) are financially
unviable if they are to take recourse to project revenue. Municipal taxes and non-taxes generally
supplement the shortfall in debt repayment and O&M. Financial sustainability analysis for project
ULBs is therefore based on the municipal funds ability to pay for sub-project costs. Reforms
initiatives are subsequently based on resource mobilization and expenditure management initiatives
required for CDP sustainability.
The Financial and Operating Plan (FOP) shall lay out the planned fiscal status of Boda ULB over the
CDP period, taking cognizance of Multiyear Investment Plans for each sub-project, sources and
disposition of sub-project funds, and performance of Municipal Revenue Account. The FOP will be
reviewed annually to determine the extent to which targets are met and undertake
corrections/revisions accordingly. The FOP also helps in assessing the requirement of funds over the
short-term and identifying sources with potential for revenue enhancement. The main objective of the
FOP is to enable ULB to determine their own priority objectives in terms of goals, resources, service
and management aspects in the medium-term.
12.3.2 Methodology adopted for preparing FOP

The guiding criterion for project sizing is that in no year should the ULB have a Negative Opening/
Closing Balance. The FOP process involves the following steps:
Step 1. Projection of yearly Income (Revenue and Capital 19) under various heads and
alternative
assumptions without proposed infrastructure OR No Reform Scenario.
19
Commission, etc.
-Capital Income/grants of regular schemes like SJSRY, State Finance
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F I N A L
R E P O R T
Step 2. Projection of Revenue Expenditure for existing levels of services without Proposed
Infrastructure OR No Reform Scenario.
Step 3. Calculating the overall closing balance without Proposed Investment OR No Reform Scenario
(Referred as Scenario 1)
Step 4. Estimation of Capital Account (Income with GoI-GoMP-ULB-Others
20
equity) and
(expenditure i.e. Identified in the Capital Investment Plan) for providing new Capital
Infrastructure at different service levels.
Step 5. Calculating the overall closing balance with Proposed Investment on the overall closing
balance without proposed investments OR No Reform Scenario (Referred as Scenario 2).
Step 6. Estimation of Additional Revenue Account (Revenue Income + O & M expenditure due to
the provision of New Infrastructure separately referred as Reform scenario.
Step 7. Estimation of annual debt servicing burden under alternative scenarios of loan / grant
if
applicable.
Step 8. Calculating the overall closing balance with Additional O & M Expenditure loaded on
Scenario 2. (Referred as Scenario 3)
Step 9. Calculating the overall closing balance with Additional Revenue Account loaded on Scenario
2. (Referred as Scenario 4)
The investment sustenance capacity of ULB is assessed based on projection of operating / revenue
surplus of the municipal fund prior to investments. The projection of the revenue account of the
municipal fund is carried out based on certain assumptions of revenue realization and expenditures.
These assumptions are generally trend based or on revenue base and basis, collection efficiencies and
revenue enhancement plans of the ULBs.
The investment sustenance is ascertained considering projected revenue surplus available to service
additional debt for capital investment, operate and maintain new assets created and revenue
realizations from the new investments.
12.3.3 Projection Of Municipal Fund With No Reform Scenario

(I) REVENUE ACCOUNT
The projected municipal fund (2013-14 to 2034-35) and the underlying assumptions are presented in
Annexure Financial Operating Plan. Some of the key assumptions with regards items of income
and expenditure under the revenue account, and their basis are elucidated in the following tables.
(I.A) Assumptions in Projection of Revenue Income
20
-Grants in the form of Loans, Local Sources, Stakeholders etc
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F I N A L
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The assumptions adopted are primarily based on past trends (5-year average growth trend or 5-year
compound annual growth rate - CAGR, whichever is lower), subject to minimum (5%) and maximum
annual growth rate (15%) ceilings. The assumptions and working sheets for forecasting municipal
income are presented in Table below:
Table 12.24: Assumptions in Projecting Revenue Income, Boda
Details
Remark / Basis
The sources of revenue income for the town comes from a variety of
Rates and Tax Revenue (includes Property tax, Water Tax, Sewerage Tax,
Conservancy Tax, Lighting Tax, Education Tax, Vehicle Tax, Tax on Animals,
Electricity Tax, Professional Tax, Advertisement Tax, Pilgimage Tax, Export
Tax, Other Taxes);
Rental Income from Municipal Properties (Includes Rent from Civic Amenities,
Rent from Office Buildings, Rent from Guest Houses, Rent from lease of lands
Taxes / Fees &
etc.);
Charges
Fees & User Charges (Includes Empanelment & Registration Charges,
Licensing Fees, Fees for Grants of Permit, Fees of Certificate or Extract,
Development Charges, Regularisation Fees, Penalties and Fines, Other Fees,
User Charges, Entry Fess, Service /Administrative Charges etc.);
Note: Other New taxes / Fees such as sewerage Tax/ Charges, User Charges for
parking, SWM etc are assumed separately in the additional revenue sections
subject to implementation of the proposed infrastructure or schemes.
The non-tax sources of revenue income, viz. municipal own sources,
compensation and assigned revenue are forecast based on past trends.
Assigned Revenues & Compensation ( includes Taxes & Duties Collected by
Others, Compensation in lieu of Taxes & Duties, Compensation in lieu of Octroi,
State Finance Commission, Compensation in lieu of Concession etc.);
Non Tax
Revenue Grants, Contribution and Subsidies (includes Revenue Grants, Reimbursement for expenses, Contribution towards schemes From State
Government/ Central Government / Other Organisations);
Income from Investment;
Interest Earned and Other Income (Includes Deposit Forfeited, Lapsed Deposit,
Insurance Clam Recovery, Profit on Disposal of Fixed assets, Recovery from
Employees, Unclaimed Refund Payable/Liabilities Written Back, Excess
Provision written back and Miscellaneous Income).
(I.B) Adopted Growth Rates in Projection of Revenue Income

The adopted Growth rates and working sheets for forecasting municipal income are presented in Table
below.
Table 12.25: Adopted Growth Rates for Projecting Revenue Income, Boda
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F I N A L
R E P O R T
Past CAGR
(in %)
Sources of Revenue Income
[Previous 5
Years]
Adopted CAGR
(in %)
A1
Rates and Tax Revenue
18%
15.00%
A2
40%
14.00%
A3
Rental Income from Municipal Properties
-17%
15.00%
A4
Fees & User Charges
57%
14.00%
A5
Sale & Hire Charges
-100%
14.00%
A6
Revenue Grants, Contribution and Subsidies
-36%
10.00%
A7
5%
10.00%
A8
Interest Earned
0%
5.00%
A9
Other Income
0.00%
0.00%

(I.C) Assumptions in Projection of Revenue Expenditure
The assumptions adopted are primarily based on past trends (5-year average growth trend or 5-year
compound annual growth rate - CAGR, whichever is lower), subject to minimum (5%) and maximum
annual growth rate (15%) ceilings.
Table 12.26: Assumptions in Projecting Revenue Expenditure, Boda
Details
Remark / Basis
The high growth is primarily due to inappropriate booking of salary

expenditure in terms of regular & casual work force. It is also possible that
the picture is unclear as there is no detail breaks up of salary expenditure
Establishment
of casual work force. The casual work force exists mainly in SWM,
Expenditure / Salary of
sanitation, water supply etc. These expenditures are also non-recurring
Regular Staff
items of revenue expenditure. A negative growth rate is adopted for some
sectors on the assumptions of implementation of double accounting system
reform in the ULB.
O&M / Contingencies
This high growth in Expenditure is primarily due to inappropriate booking

of expenses by ULB in terms of capital and revenue items. It is likely that
some capital expenditure items have been accounted under revenue
account. A nominal growth rate of 15 per cent per annum is assumed to
forecast operation and maintenance and contingency expenditure.
Source: CONSULTANT
(I.D) Adopted Growth Rates in Projection of Revenue Expenditure
The adopted Growth rates and working sheets for forecasting Revenue expenditure are presented in
Table below:
Table 12.27: Adopted Growth Rates for Projecting Revenue Expenditure, Boda
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F I N A L
R E P O R T
Past CAGR
Sources of Revenue Expenditure
(in %)
[Previous 5 Years]
Adopted CAGR
(in %)
B1
19%
15.00%
B2
1%
15.00%
B3
108%
15.00%
B4
Interest & Finance Charges
0%
0.00%
B5
Programme Expenses
0.00%
0.00%
B6
-100%
0.00%
B7
0%
5.00%
B8
Transfer of Fund
0.00%
0.00%

(II) CAPITAL ACCOUNT
Assumptions in Projection of Capital Income
In case of capital Income, it is assumed that the Central Finance Commission Grant, and other
scheme-based capital grants will decrease gradually and divert into new capital infrastructure.
Special Grants Based Works like Basic service grants, Road Repair Grants from state
government are not excluded from the regular capital income. Instead these grants would be
utilized as part of the larger / city-wide capital investment plan, rather than on ad hoc small
projects in isolation.
12.3.4. Projection of Municipal Fund with Proposed Investm ents

(I) MODES OF FINANCE FOR CIP
Following section of the report focuses on various modes of finance for implementation of different
development projects envisaged in the City Investment Plan (CIP). Mainly, modes of finance can be
either through government grant/aid or through public private partnership (PPP) or through loan from
financial institutes.
Through Government Grant/Aid
-UIDSSMT- Urban infrastructure Development Scheme for Small & Medium Towns aims at
improvement in urban infrastructure in towns and cities in a planned manner. The components for
assistance under the scheme will include all urban infrastructure development projects including water
supply and sewerage. The sharing of funds would be in the ratio of 80:10 between Central
Government & State Government and the balance 10% could be raised by the nodal/implementing
agencies from the financial institutions. Implementing agencies may substitute internal resources for
funds to be raised from financial institutions.
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F I N A L
R E P O R T
-IHSDP- The sharing of funds for IHSDP would be in the ratio of 80:20 between Central Government
& State Government/ULB/Parastatal. States/Implementing Agencies may raise their contribution from
their own resources or from beneficiary contribution/ financial institutions.
It is assumed that the sharing pattern will be as same as that of UIDSSMT i.e. 80:10 and the rest has
to be raised from Financial Institution.
Through PPP
As a response to an insufficient provision of basic urban services and a lack of access to finance and
other resources by ULBs that aim to increase access to these services, a number of PPP options have
emerged. These include: service contracts; performance based service contract; joint sector company
to implement and finance the project; a management contract for operations and maintenance (O&M);
and construction cum build-operate-transfer (BOT) contract.
In case of Boda, the Following projects are suggested to be developed on PPP basis.
Construction of Public Pay & Use Toilets
Development of Parking sites and design of road junctions/traffic inlands to control and
manage traffic in an efficient manner.
Construction of Additional Road with onsite parking facilities
Transportation, Treatment and disposal of SWM
Street Lighting
Development of Bus cum transport terminal
Other than this, it is proposed to upgrade dwelling units of various slum areas and provide
basic services to the urban poor can be developed on PPP basis.
Following refers the project share on PPP basis.

Table 12.28: Suggested Project Cost to be developed Through PPP, Boda
PPP
Share of
the
Sectoral
CIP
By 2015
Amount
(in Lac
Rs.)
By 2025
Amount
(in Lac
Rs.)
By 2035
Amount
(in Lac
Rs.)
Total
Amount
(in Lac
Rs.)
15%
10.44
5.38
3.84
19.66
Sanitation
10%
14.07
8.16
0.50
22.73
5%
14.10
7.34
8.25
29.69
Street Lighting
10%
1.16
0.14
1.84
3.13
Basic Services to the Urban Poor
10%
156.10
14.53
17.71
188.34
Sector
Prepared by:
Ahmedabad
Prepared For:
220
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Table 12.28: Suggested Project Cost to be developed Through PPP, Boda

PPP
Share of
the
Sectoral
CIP
By 2015
Amount
(in Lac
Rs.)
By 2025
Amount
(in Lac
Rs.)
By 2035
Amount
(in Lac
Rs.)
Total
Amount
(in Lac
Rs.)
Urban Environment*
20%
100.00
54.00
4.00
158.00
Heritage*
30%
22.50
22.50
22.50
67.50
Education Infrastructure*
30%
37.50
37.50
37.50
112.50
Health Infrastructure*
30%
37.50
37.50
37.50
112.50
393.36
187.04
133.64
714.05
Sector
Grand Total
12.3.5. Assum ed Funding Pattern for CIP

Assumption for CIP: The sharing of funds required for CIP would be in the ratio of 80:10 between
Central Government & State Government and the balance 10% could be raised by the ULB from the
financial institutions or through PPP.
Assumption for ULB contribution: It is proposed that the ULB can undertake the CIP with 10%
share of the CIP. The amount required from the ULB can be through term loan from markets. This
means that additional Revenue up to Rs. 8.00 Cr. required by the ULB needs to be done through Term
Loan.
12.3.6. Additional Revenue Account due to Proposed Investm ents

The assumptions pertaining to funding sources, additional revenues, O&M expenses and debt
servicing are presented in the following tables.
The assumptions of natural increase in the development over a period of time are done as under:
(i) Assumptions for Additional Revenues as a result of Proposed Investments
The additional revenue as a result of proposed investments is assumed to get generated with the
delivery of the services. Apart from that the additional revenue generation of the taxes with the
increase in the population is also assumed under this head. This will match the base scenario growth
rates.
Table 12.29: Additional Revenues as a result of Proposed Investments
By
2011
By 2015
By
2035
By 2025
Population
9886
10701
10701
13044
13044
15900
Household
1,858
2,011
2011
2,451
2451
2,988
Projected Population Increase
814
2342
2855
Projected
Household
153
440
536
Increase
Prepared by:
Ahmedabad
in
Prepared For:
221
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T

By
2011
By 2015
By
2035
By 2025
Population
9886
10701
10701
13044
13044
15900
Household
1,858
2,011
2011
2,451
2451
2,988
Commercial Establishment
74
78
86
94
104
114
Institutional Establishment
19
20
21
24
26
29
10
Increase
in
Establishment
Commercial
Increase
in
Establishment
Institutional
Water Supply TAX

Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
500
625
781
859
859
859
Commercial
750
938
1172
1289
1289
1289
Institutional
1125
1406
1758
1934
1934
1934
1000
1250
1563
1719
1719
1719
15547
69
17247
53
30493
69
23111
16
37153
69
15.55
17.25
30.49
23.11
37.15
One time Connection

Registration Charges
Additional Revenue with

Increase and Development
Population
Additional Revenue with Population

Increase and Development (In Lacs)
Assumed
to
be
collected
from the
additiona
l
projected
Househol
ds.
1.1
times to
the base
rate
Sewerage TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
500
625
781
859
859
859
Commercial
750
938
1172
1289
1289
1289
Institutional
1125
1406
1758
1934
1934
1934
3000
3750
4688
5156
5156
5156
19492
08
17552
36
45999
20
23516
89
56050
84
19.49
17.55
46.00
23.52
56.05
One time Connection


Population

Assumed
to
be
collected
from
every
househol
d.
1.1
times to
the base
rate
SWM TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
400
500
625
688
688
688
Commercial
600
750
938
1031
1031
1031
Prepared by:
Ahmedabad
Prepared For:
222
Assumed
to
be
collected
from
every
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T

By
2011
By 2015
By
2035
By 2025
Population
9886
10701
10701
13044
13044
15900
Household
1,858
2,011
2011
2,451
2451
2,988
Institutional
900
1125
1406
1547
1547
1547
250
313
391
430
430
430
11353
45
13714
19
20130
94
18377
36
24526
23
11.35
13.71
20.13
18.38
24.53
One time Connection


Population

househol
d.
1.1times
to
the
base rate
PROPERTY TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
500
625
781
859
859
859
Commercial
750
938
1172
1289
1289
1289
Institutional
1125
1406
1758
1934
1934
1934
150
188
234
258
258
258
13871
33
17117
98
23903
85
22938
73
29122
40
13.87
17.12
23.90
22.94
29.12
One time Connection


Population

Assumed
to
be
collected
from
every
househol
d.
1.1times
to
the
base rate
PARKING TAX
Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
200
250
313
344
344
344
Commercial
300
375
469
516
516
516
Institutional
450
563
703
773
773
773
75
94
117
129
129
129
55781
1
68494
8
96778
3
91785
3
11790
69
5.58
6.85
9.68
9.18
11.79
One time Connection


Population

Assumed
to
be
collected
from
every
househol
d.
1.1times
to
the
base rate
City Development Surcharge

Proposed Tarrif
Base
Rate
By
2015
By
2020
By
2025
By
2030
By
2035
Residential
100
125
156
172
172
172
Commercial
150
188
234
258
258
258
Prepared by:
Ahmedabad
Prepared For:
223
Assumed
to
be
collected
from
every
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T

By
2011
By 2015
By
2035
By 2025
Population
9886
10701
10701
13044
13044
15900
Household
1,858
2,011
2011
2,451
2451
2,988
Institutional
225
281
352
387
387
387
27151
0
34190
2
45481
9
45816
6
55410
2

2.72
3.42
4.55
4.58
5.54
GRAND TOTAL
68.56
75.90
134.75
101.70
164.18
COLLECTION EFFICIENCY
65%
65%
65%
65%
65%
ACTUAL REVENUE COLLECTION with

Population Increase and Development (In
Lacs)
44.56
49.34
87.59
66.11
106.72
One time Connection


Population
househol
d.
1.1times
to
the
base rate
Additional Revenues as a result of Proposed Investments

(ii) Assumptions for Additional O&M expenditure due to Proposed Investments
For checking the sustenance of the proposed infrastructure, it is necessary estimate the Additional O
& M Cost due to the proposed infrastructure. The total investment is factored in order to get the O &
M cost, these are based on the following assumption:
Table 12.30: Assumptions for Additional O&M expenditure due to Proposed Investments, Boda
S. No.
Sector of Investment
O&M Cost as %of Capital

Investment
Water Supply
4.00%
Sewerage
5.00%
4.00%
10.00%
Sanitation
2.50%
4.00%
Electricity & Street Lighting
5.00%
Fire Fighting
2.50%
Basic Services for Urban Poor
0.00%
10
Environment
2.50%
11
Urban Governance
0.00%
12
Heritage
2.50%
13
Education
2.50%
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F I N A L
R E P O R T
Table 12.30: Assumptions for Additional O&M expenditure due to Proposed Investments, Boda
S. No.
O&M Cost as %of Capital

Investment
Sector of Investment
14
Health
2.50%
15
Social Infrastructure & Other Projects
2.50%
12.3.7. FOP Results with Proposed Investments

The parameters for ascertaining investment sustenance are:
Positive year-on-year closing balance of the municipal fund with the following scenarios
(a) Without proposed investments
(b) With Proposed investments loaded over Without Proposed investments
(c) Additional Revenue Account loaded on the B
(d) With Additional O & M Expenditure loaded on the B
Average DSCR of not less than 1.75; and
Minimum Cash DSCR of not less than 1.5
The following table presents the sustainable annual investment and the proposed funding plan for the
same.
Table 12.31: FOP Results, Boda
2014-2015 2019-2020 2024-2025 2029-2030 2034-2035
Scenario 1: NO REFORM
SCENARIO
(Closing
Balance)
58.22
198.06
391.65
599.61
662.61
II
Closing Balance of capital

account
with
Proposed
Investments only
393.36
(221.97)
(694.87)
(1,435.19)
(1,301.55)
III
Scenario 2: Overall Closing

account with closing balance
with proposed Investments
loaded on closing balance
account without proposed
investments I-II
451.59
(23.91)
(303.22)
(835.58)
(638.94)
IV
Additional Revenue & O&M

(Closing Balance)
762.09
539.37
223.14
80.71
82.38
Scenario 3: With Additional

O & M Expenditure loaded
on Scenario 2 (III)
369.11
(188.86)
(516.71)
(1,097.60)
(933.87)
VI
Scenario 4: With Closing

Balance
of
additional
Revenue Account loaded on
Scenario 2 (III)
1,213.67
515.46
(80.08)
(754.88)
(556.56)
VII
Overall
820.31
737.43
614.79
680.32
744.99
Closing
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Balance
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F I N A L
Table 12.31: FOP Results, Boda
R E P O R T
2014-2015 2019-2020 2024-2025 2029-2030 2034-2035
Closing Balance without

proposed investments only +
Closing Balance Additional
Revenue Account
VIII DSCR
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0.35
0.42
Prepared For:
226
0.32
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
Chapter 13: City Vision

13.1. Summary of Sectoral Strategies
Please refer Chapter 5, 6, 7, 8, 9 & 10 for Detailed Sectoral Strategies.
Table 13.1: Sectoral Strategies for BODA
Sectors
Strategies
Augmentation of existing supply network at source and at distribution end
Water treatment augmentation
Up-gradation and replacement of existing distribution system
Extension of distribution network within town
Providing Community Taps and Group Connections
Establishing Customer Connections Water Meters
Operation and Maintenance Plan
Tariff Revision
Water Supply
Bringing System Efficiency

Compulsory Water Meter
Cost recovery through adopting differential pricing system
Water Supply Inventory
Water Auditing
Awareness Campaign on Water Conservation
Customer satisfaction through providing regular information service
performance
Rain Water Harvesting in bye-laws
Streamlining Institutional Responsibilities
Provision of sewerage network
Provision of sewerage treatment plant
Public Private Partnership participation in sewerage system
Tariff Revision
Sewerage
Bringing System Efficiency

Waste Water Treatment and Reuse
Segregation of sewers from the drains
Prevention of solid waste and silt in the sewer line.
Regular sewer cleaning
IEC activities
Creation of Database of the existing sewerage
Institutional Strengthening and Capacity Building
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F I N A L
R E P O R T

Sectors
Strategies
System Maintenance Plan
Sanitation
Provision of Public Pay and Use Toilets

Evaluation Study and Rapid Impact Assessment
Implementation of Door to Door collection System
Provision of Two system Publics Bins at ward Level at public places
Street sweeping on daily basis
Introduction Multi-bin carts Tricycles
Provision of tractor for increasing the collection and transportation capacity
Encouraging local level aerobic vermi composting
Promote "Reduce, Re-use and Re-cycle (R-R-R)" of Waste
Solid
Management
Waste Promote Community Participation
d Waste Management
Encouragement to NGOs and Waste Collector Cooperatives

Implementation of Municipal Solid Waste (Management & Handling) Rules2000 of Government of India
Promote public/Private partnership, self help groups and NGO support
Strengthen the institutional capacity
Educate the public and create awareness on various issues of solid waste
management
Explore cost recovery options
Decentralization of Administration
Preparation of Storm water Master Plan
Provision of Storm Water Network
Drainage

Interconnection between Drainage
Conservation of Drains
Monitoring of water quality parameters
Eviction and Rehabilitation of Encroachment
Upgradation / Widening of Important Roads
Development of Parking Lots
Traffic
Transportation
and Construction of additional Roads

Development of Bus Terminal
Improvement of Junctions and Accident Prone areas
Increase Pedestrian Movement
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F I N A L
R E P O R T

Sectors
Strategies
Creation of Urban Green Spaces
Preparing a detailed road register
Preparation of Slum free City Plan under Rajiv Awas Yojana & IHSDP
Provision of Housing to BPL population on Priority Basis
Providing sufficient, timely and uniform supply of potable water.
Installing public stand post.
Laying of new sewer connection or connecting slum latrines to existing sewer
line.
Basic Services
Urban Poor
to
Initiating solid waste management, especially segregation at source.

Construction of side drains.
Paving approach roads.
Maintenance of street lights.
Improvement and maintenance of basic services to the urban poor
Community Mobilisation
Training programmes in Slum
Capacity Building
Conservation of ______________ River
Environment
Beautification of landscaping around important Heritage Structure

To conserve the edge of the Newaj river - Newaj Greening
Conservation of Tangible and Intangible Heritage
Conservation of Intangible Heritage
Listing of Heritage Structures
Heritage Education
Development of Tourist Information and Display Centre
Development of new Ghats
Heritage
On site infrastructure for Heritage Building

Signage regulation Programme
Creation of Living Heritage Streets
Provision of Tourist Accommodation
Decongestion in the inner core of the town
Basic Services to Tourist
Provision of Water sports and cruiser facilities
Provision of Camp Site
Adaptive Reuse of the existing place
Street Lighting
Provision of new street light poles
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F I N A L
R E P O R T

Sectors
Strategies
Upgradation of existing street light poles
To introduce PPP for energy conservation
Introduction of solar lighting and other non-conventional sources of energy
Involve Local Neighborhoods and Provide Feedback
Running a switch-off campaign
To undertake energy audit at regular intervals.
Provide incentives for conservation.
Improving maintenance practices.
Improving data management.
13.2. City Vision

As a milestone reform, the City Development Plan has considerably revolutionized the planning
process by laying emphasis on development of multi-perspective strategies based on collective vision
and goals expressed by the stakeholders. During the process of CDP formulation, stakeholders had
opportunity to collectively develop a Vision based on the most pressing issues of their town within
which future actions shall be made and assessed periodically.
The vision aspires BODA to become a fully-self sufficient town in all aspects of its existing
economical, environmental, institutional and social arrangements. Aiming at a socially-inclusive
society, a well-functioning local government (fiscal and management wise) that ensures the welfare of
its citizens, especially urban poor, by including them into the mainstream urban service delivery
systems.
It is recognized the importance of maintaining the integrity of its physical environment by way of a
comprehensive management plan and investment in infrastructure that would promote healthy habits
among its citizens. Attaining 100% coverage of sector services will undoubtedly contribute to the
economic vitality of the town.
The vision for BODA is to become:
An
economically sustainable, highly livable, safe, clean and peopleresponsive city embodying a transparent, efficient and financially strong local
government that offers its citizens equal opportunities for growth and
universal access to high-quality infrastructure and urban services
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F I N A L
R E P O R T
C ONTENTS
Annexure 1: Self Assessment Checklist for Inception Report .................................................................................... 232
Annexure 2: Town Information (Census 2001) .......................................................................................................... 233
Annexure 3: Ward Demographic Information (2001) ................................................................................................ 234
Annexure 4: Ward Population (2011) ........................................................................................................................ 237
Annexure 5: BPL Population..................................................................................................................................... 238
Annexure 6: Proceedings of the Project ..................................................................................................................... 239
Progress Report ..................................................................................................................................................... 239
Annexure 7: Documentation of First Workshop ........................................................................................................ 241
Proceedings for the Workshop ............................................................................................................................... 241
Key Findings of the Workshop .............................................................................................................................. 241
List of Participants For The Kick-off Workshop .................................................................................................... 244
Annexure 8: Documentation of Second Workshop .................................................................................................... 245
Reform Agenda ..................................................................................................................................................... 251
Annexure 9: List Of Participants For The Second Workshop ..................................................................................... 257
Annexure 10: Documentation of Third Workshop ..................................................................................................... 258
Annexure 11: Details of Third Workshop .................................................................................................................. 259
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\*
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F I N A L
R E P O R T
A NNEXURE 1: S ELF A SSESSMENT C HECKLIST
FOR
I NCEPT ION
R EPORT
The purpose of this stage is to review and analyse the current status and unique features of the city
with regard to the state of its development, systems and procedures, as equally its institutional and
financial context. This stage is meant to identify the strengths and weaknesses in the citys
development and to provide an understanding of what impedes service delivery and management
within the existing set-up and what contributes to better service provision.
1
RECONNAISSANCE
The Consultant will spend their first week with reconnaissance activities, including:
Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal
Officer, Heads of Departments, Councillors, representatives of ongoing urban programmes, etc.
Determine feasibility and composition of a city level Steering Group (comprising of Citizen
forum) for the CDP
Citizen forum shall be formed comprising of 15 eminent persons from different walks of life.
Obtain base maps, and available secondary data on the citys demographics, master plan,
reports prepared under past and current urban development programmes, ULBs annual budget
reports, other reports giving status of service delivery, and other relevant documents on heritage
listing, data on slums and urban poor, government policy documents, etc.
Identify the line departments and key stakeholders for urban service delivery and development
such as PHED, Town and Country Planning Department, Development Authority, SADA, local
chamber of commerce, NGOs, CBOs, religious organizations, financial institutions, commerce
and industry etc.
Field reconnaissance to determine growth patterns of the city, characteristics of slums and
environmentally sensitive areas etc. (Date)
Identify economic opportunities and blocks in tapping these (eg. Tourism, industry etc.)
Mapping : Preparation of City level base maps using Auto-CAD/GIS
(Minutes of meeting/ workshop/Photographs must be included in report)
2
KICK-OFF WORKSHOP
The Consultants will organise, with ULB support, a one day kick-off workshop[1] to familiarize
the stakeholders with the purpose, process, and expected outcomes of the CDP, and build
enthusiasm, understanding and commitment to the CDP. (Date)
TOWN
BODA
Insert
14/11/2011
18/11/2011
Stakeholders for the kick off workshop may include:
Elected representatives, Mayor/President, Municipal Commissioner/Chief Municipal Officer

etc.
City level planning and service providing agencies viz., ULB, Town and Country Planning
Department, Development Authority, SADA etc.
Line Departments of the state government such as pollution control board, health department,
tourism department, PHED, PWD, Traffic and Transportation etc
Private sector agencies such as chambers of commerce and industry,
Non-governmental and community based organisations
Representatives of the poor communities
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.
(Minutes of meeting/ workshop/Photographs and HINDI presentation and base maps must be
included in report)
Prepared by:
Ahmedabad
Prepared For:
232
\*
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
A NNEXURE 2: T OWN I NFORMATION (C ENSUS 2001)

No.
1
2
3
4
5
6
7
Particular
TOWN_NAME
CLASS
C_STATUS
AREA
HOUSEHOLD
POP_1901
POP_1911
Detail
Boda
V
NP
21.83
1,476
-
No.
54
55
56
57
58
59
60
Particular
ADVANCE
OTH_SOUR
TOT_REC
GEN_ADM
PUB_SAF
PUB_H_C
PUB_WORKS
Detail
0
97
2065
443
70
443
1312
No.
107
108
109
110
111
112
113
Particular
COMMERCE
ARTS_SCI
ARTS_COMM
ART_SC_CO
LAW
UNIV
OTH_COL
GR_01_11
0.00
61
PUB_INST
114
ASC_NEAR
POP_1921
62
OTH_EXP
165
115
MEDICAL
10
GR_11_21
0.00
63
TOT_EXP
2435
116
MEDI_NEAR
11
POP_1931
64
POPULATION
8,510
117
ENGG
12
GR_21_31
0.00
65
SC_POP
1,731
118
ENGG_NEAR
13
POP_1941
66
ST_POP
399
119
POLYTECH
14
GR_31_41
0.00
67
K_ROAD
120
POLY_NEAR
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
POP_1951
GR_41_51
POP_1961
GR_51_61
POP_1971
GR_61_71
POP_1981
GR_71_81
POP_1991
GR_81_91
POP_2001
GR_91_2001
DENSITY
SEX_1981
SEX_1991
SEX_2001
AVG_RAIN
MAX_TEMP
0.00
0.00
0.00
0.00
6,655
0.00
8,510
27.87
390
927
921
976.41
33.00
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
P_ROAD
SEWER
WATER_BOR
SERVICE
LAT_OTH
METH_D_N_S
SOU_OF_SUP
SYS_STOR
STOR_CAP
FIRE_F_SER
F_F_NAME
DIST_F_SER
EL_DOM
EL_IND
EL_COM
EL_ROAD_L
EL_OTHERS
HOSPITALS
8
OSD
50
69
ST,WB
TW
0
2
BIAORA
40
723
34
184
262
366
0
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
VT_INST
SH_INST
TYPE_INST
SH_TYPE_IN
OTH_INST_S
S_SEC
SS_NEAR
SECONDARY
SEC_NEAR
MIDDLE
MID_NEAR
PRIMARY
PRIM_NEAR
ADULT_CNT
ALC_NEAR
OTH_CNTR
N_HOSTELS
N_SEATS
33
MIN_TEMP
18.80
86
HOS_BEDS
139
WWH_DIST
34
35
36
37
38
39
40
41
42
43
44
45
46
STATE_H_NA
SH_DIST
DIST_H_NA
DH_DIST
HD_H_NA
SD_DIST
DIST_TH_HQ
TH_DIST
CITY_1LAKH
CITY_DIST
RAILWAY_ST
RAIL_DIST
BUS_ROUTE
Bhopal
112
Rajgarh
57
Narsingharh
31
Narsingharh
31
BHOPAL
112
Pachore
10
BODA
87
88
89
90
91
92
93
94
95
96
97
98
99
HT_NAME
DISP
DISP_BEDS
DT_NAME
HEALTH_CTR
HC_BEDS
HCT_NAME
F_W_CTR
FWC_BEDS
FWCT_NAME
TB_CLINIC
TBC_BEDS
TBC_NAME
140
141
142
143
144
145
146
147
148
149
150
151
152
RC_FAC
STADIUM
CINEMA
AUDITORIUM
P_LIB
R_ROOMS
IMP_COM1
IMP_COM2
IMP_COM3
EXP_COMM1
EXP_COMM2
EXP_COMM3
MAN_COMM1
47
BR_DIST
100
NUR_HOMES
153
MAN_COMM2
Prepared by:
Ahmedabad
0
0
1
6
0
0
0
0
0
Prepared For:
233
\*
Detail
0
0
0
0
0
0
0
PACHORE
(10 )
0
BHOPAL
(112 )
0
BHOPAL
(112 )
0
PACHORE
(10 )
0
0
0
0
0
1
2
2
3
0
Mandwara
0
0
0
BHOPAL
(112)
0
0
0
0
0
0
SUGAR
OIL
SALT
Soyabean
WHEAT
GRAM
TROLLEY
Steel
Furniture
Project Coordinator
Madhya Pradesh

F I N A L
No.
48
49
50
51
52
53
R E P O R T
Particular
Detail
No.
Particular
Detail
No.
Particular
Detail
BRICKS
NAV_R_C
101
NH_BEDS
154 MAN_COMM3
0
3
NAV_DIST
102
NHT_NAME
155
BANKS
741
0
1
REC_TAX
103
MED_OTH
156
A_C_SOC
135
0
0
REV_M_T
104
OTHMI_BEDS
157
N_A_C_SOC
1092
0
GOVT_GRANT
105
ARTS
0
0
LOAN
106
SCIENCE
Source: Town Directory of Madhya Pradesh, District Census Handbook, Census of India, 2001
A NNEXURE
(2001)
3:
W ARD
D EMOGRAPHIC
Total
Population
under 0-6
Age Group
1392
59
66
53
55
81
54
72
57
101
74
80
76
89
151
324
I NFORMATION
Total Male
Population
under 0-6
Age
Group
Total
Female
Population
under 0-6
Age Group
WARD
Total
Households
Total
Population
Total Male
Population
Total
Female
Population
Boda (NP)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
1476
65
82
61
57
90
66
82
51
152
73
84
91
81
145
296
8510
456
437
381
372
541
429
436
353
671
469
479
518
517
841
1610
4430
235
225
202
198
282
224
235
184
377
231
240
259
268
435
835
4080
221
212
179
174
259
205
201
169
294
238
239
259
249
406
775
WARD
Total
SC Population
Total
ST Population
Total
Literate Population
Total Male
Literate Population
Total Female
Literate Population
Boda (NP)
1
2
3
4
5
6
7
8
9
1731
258
15
24
0
114
23
4
0
85
399
96
3
23
41
5
10
122
0
10
4767
247
259
190
208
322
282
237
238
411
3125
161
165
140
143
213
179
143
148
277
1642
86
94
50
65
109
103
94
90
134
Prepared by:
Ahmedabad
Prepared For:
234
\*
711
32
32
31
32
36
26
50
31
55
34
42
42
43
77
148
681
27
34
22
23
45
28
22
26
46
40
38
34
46
74
176
Project Coordinator
Madhya Pradesh

F I N A L
WARD
Total
SC Population
Total
ST Population
Total
Literate Population
TOT_WORK_
M
TOT_WORK
_F
NON_WORK
_P
NON_WORK_
M
NON_WORK
_F
3991
2469
1522
4519
1961
2558
205
210
252
239
293
159
196
154
317
215
261
237
199
319
735
126
126
136
127
180
130
129
97
215
131
154
155
135
209
419
79
84
116
112
113
29
67
57
102
84
107
82
64
110
316
251
227
129
133
248
270
240
199
354
254
218
281
318
522
875
109
99
66
71
102
94
106
87
162
100
86
104
133
226
416
142
128
63
62
146
176
134
112
192
154
132
177
185
296
459
MAIN_AL_M
MAIN_HH_M
MAIN_HH_F
MAIN_OT_P
626 174
470
345 125 103
87
16
1239 1140
108
125
115
103
149
136
129
2
4
0
2
2
10
8
43
63
71
59
42
37
27
41
61
71
59
41
33
27
47
18
16
12
33
8
22
47
17
16
11
33
6
21
2
13
2
3
6
2
5
0
0
0
0
0
1
3
106
121
115
101
147
126
121
Prepared by:
Ahmedabad
2
2
0
0
1
4
0
0
1
0
1
0
2
1
2
13
2
3
6
3
8
Prepared For:
235
\*
16
31
26
29
68
88
72
MAIN_OT_M
MAIN_AL_P
800
MAIN_HH_P
MAIN_CL_M
414
MAIN_AL_F
MAIN_CL_P
2612 2198
MAIN_CL_F
MAINWORK_F
MAINWORK_P
WARD
88
104
119
125
164
217
16
30
26
28
67
85
68
Project Coordinator
Madhya Pradesh
MAIN_OT_F
TOT_WORK
_P
MAINWORK_M
WARD
1
2
3
4
5
6
7
183
176
201
190
295
511
Total Female
Literate Population
2
197
17
0
385
607
Boda
(NP)
271
280
320
315
459
728
Total Male
Literate Population
10
11
12
13
14
15
Boda
(NP)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
4
12
0
0
38
35
R E P O R T
99
0
1
0
1
1
3
4
MAIN_OT_F
32
104
49
63
85
94
161
232
1
18
3
3
10
4
14
36
Boda
(NP)
1379
271
1108
628
140
488
527
48
479
42
35
182
76
106
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
97
85
137
136
144
23
67
65
108
60
124
20
33
61
219
20
5
21
26
33
4
8
9
46
10
21
10
5
6
47
77
80
116
110
111
19
59
56
62
50
103
10
28
55
172
26
56
107
105
70
12
25
55
47
18
46
0
11
0
50
5
3
20
25
17
1
0
4
22
0
10
0
1
0
32
21
53
87
80
53
11
25
51
25
18
36
0
10
0
18
69
15
19
25
56
4
35
3
25
20
60
6
14
56
120
14
1
0
0
7
0
6
1
5
1
3
0
1
3
6
55
14
19
25
49
4
29
2
20
19
57
6
13
53
114
0
13
0
0
2
1
4
0
10
7
3
0
1
1
0
0
1
0
0
0
0
0
0
3
0
2
0
0
1
0
0
12
0
0
2
1
4
0
7
7
1
0
1
0
0
2
1
11
6
16
6
3
7
26
15
15
14
7
4
49
1
0
1
1
9
3
2
4
16
9
6
10
3
2
9
1
1
10
5
7
3
1
3
10
6
9
4
4
2
40
WARD
MARG_OT_F
MAIN_OT_M
33
122
52
66
95
98
175
268
MARG_OT_M
MAIN_OT_P
0
4
4
1
0
0
2
1
MARG_OT_P
MAIN_HH_F
1
14
17
11
0
1
9
1
MARG_HH_F
MAIN_HH_M
1
18
21
12
0
1
11
2
MARG_HH_M
MAIN_HH_P
0
8
3
0
19
10
35
45
MARG_HH_P
MAIN_AL_F
0
26
12
31
11
9
21
84
MARG_AL_F
MAIN_AL_M
0
34
15
31
30
19
56
129
MARG_AL_M
MAIN_AL_P
0
10
24
0
43
22
4
62
MARG_AL_P
MAIN_CL_F
55
25
43
28
49
26
12
55
MARG_CL_F
MAIN_CL_M
55
35
67
28
92
48
16
117
MARG_CL_M
MAIN_CL_P
1
40
34
4
72
36
55
144
MARG_CL_P
MAINWORK_F
88
169
121
133
145
130
203
372
MARGWORK_F
MAINWORK_M
89
209
155
137
217
166
258
516
MARGWORK_M
8
9
10
11
12
13
14
15
MARGWORK_P
MAINWORK_P
R E P O R T
WARD
F I N A L
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A NNEXURE 4: W ARD P OPULATION (2011)
1377 736 641
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Other Population
Female Population
Total 1858 9886 5084 4802
Male Population
51 40
45 35
30 30
28 19
36 28
37 27
41 26
20 21
52 47
26 36
34 19
29 30
33 29
77 69
197 185
186
180
161
155
210
202
191
191
295
219
169
221
197
295
902
106
106
95
100
151
150
145
137
210
134
127
165
149
181
563
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0 6293 3774 2519
Total Population
Male Population
91
80
60
47
64
64
67
41
99
62
53
59
62
146
382
Literate Population
Other Population
Total Population
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Male Population
562 302 260

513 260 253
401 202 199
398 204 194
528 267 261
462 244 218
523 260 263
411 216 195
705 366 339
533 260 273
428 223 205
523 265 258
478 243 235
886 457 429
2535 1315 1220
Total Population
Other Population
Total Households
113
78
62
81
95
75
105
71
140
104
84
94
80
180
496
Female Population
Ward Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Female Population
Population Under
Age Group (0-6)
Population
0 292
0 286
0 256
0 255
0 361
0 352
0 336
0 328
0 505
0 353
0 296
0 386
0 346
0 476
0 1465
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A NNEXURE 5: BPL P OPULATION
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A NNEXURE 6: P ROCEEDINGS OF THE P ROJECT

To start the process of formulation of CDP, PRUDA-All India Institute of Local Self Government has
followed the process of Participatory methods as follows:
P ROGRESS R EPORT
22 October 2011: Introduction of consultants organized by UADD, GoMP at Pallika Bhavan, Bhopal.
A one day workshop was organized in which an understanding of CDP was imparted to the consultant
present. The meeting gave a realistic picture of the nature of urbanization in MP and the expected outcome
from the exercise. A toolkit was distributed to the entire consultant in order to maintain uniform standard of
preparing the CDP and data Collections. It was also mentioned that the Municipal Officers and staff would
also be undergoing training in the next week. It was also discussed that the work should start by 1 October,
2011. PRUDA-AIILSG team members attended the workshop.
2 November 2011: Contact address of the ULBs and Officials was circulated amongst all the consultant.
5 November 2011: A letter was issued by UADD and Principal secretary addressing the preparation of CDP
to the concerned officials.
9 November 2011: Contract agreement dully signed by AIILSG-PRUDA as send UADD Bhopal
9 November 2011: A letter was issued to the ULB by AIILSG-PRUDA regarding the preparation of CDP
and conducting an introductory meeting for the same.
A Brain Storming session was kept for in-house team and they came out with a list of 27* probable list of
representative of residents so that all sections of citizens are being invited. This list was sent to ULB so that
participation of citizens cutting across different social and economic section can be insured. This list can be
broadly divided in to four categories, namely direct implementers of government and indirect implementers
of urban development, media and prominent persons of their respective field apart from other sphere of
public life and general citizens. This list was intimated to ULB for additional invitation, which they readily
agreed to.
14 November 2011: District level Meeting At Rajgarh Collectorate
The team paid an initial visit to the District Headquaters and identified its outstanding features and noted
overall impression and major issues seen. A meeting with all the ULB officials, engineers and interdepartment staff was organized in order to engage them in the development of the CDP. The team also
looked into the available data from each department and every personnel. Introductory meetings with the
ULB Chief Municipal Officers (CMO) were likewise organized in order to ensure that his presence in every
stage of the process which would also encourage line departments, SDM, Tehsil Dar and other officials to do
the same.
After the initial meetings, a letter was drafted which was sent to the different Towns to assure their presence
and participation in the consultation workshop and the overall preparation of the CDP. A meeting of ULB
officer of respective towns was called in the office premises of the respective ULBs where a presentation
was made in front of them so that they can understand the prime importance of CDP. In the meeting
situation of existing status in view of officers and what next best can be done was discussed in details. Their
understanding of challenges that a town can face and how to come out of this was looked upon.
A clear-cut understanding of role and responsibility was briefed to them and their role to support the
preparation was made clear. A date of organizing the Kickoff workshop was also finalized in the meeting. A
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letter was sent to all the concerned officials regarding the kickoff workshop. The draft of the letter is
attached in the report. The details of the person present.
No.
Name
Designation
Mobile Number
Shri O.B Jha
Project Officer, DUDA
09907282325
1.
Naresh Mawar
CMO, Talen
09977771718
2.
R.B Carpenter
CMO, Khujner
07697293345
3.
Mohammad Saleem Khan
CMO, Boda
09425445239
4.
K.D Dandotia
CMO, Khilchipur
09407558088
5.
Krishna Rau Shinde
CMO, Pachore
09407558088
6.
Jaykeerti Jain
Sub Engineer, Khujner
09425012900
7.
Vijay Singh Pawar
CMO, Zirapur
09424421430
8.
Brijesh Upadhyay
Sub Engineer, Zirapur
09425693043
9.
Jay
N.
Padalia
Project
Officer
09879550337
10.
Note: The Scanned Copy of the Attendance Sheet of District Level Meeting as Annexure 8.. And the
Copy of Presentation is attached as Annexure 9 in this Report.
18 November 2011: KICK OFF WORKSHOP
A meeting was called in the office premises of the ULBs with all elected councilors to brief them about
CDP. This meeting was organized at the initiative of Team of PRUDA to give momentum to the CDP. This
meeting was placed strategically to make councilors engines of motivation for residents to come up with
aspiration and expectations of citizens. The list of people present is attached in the report.
On the day of consultative workshop (Kick off Workshop) an informal meeting was arranged with all ULB
line department people so that feel of issues and constrains can be looked in to minute details which will
help in designing of future plans with accurate financial and administrative concerns of present
implementers.
In the meeting we came across galaxy of thoughts, some are achievable some are not. Just to make sure that
everybody share their dreams it was mentioned that in the beginning of the meeting that we are here for
future so let everybody share their vision.
At the initiation of meeting of consultative workshop it was made clear that prospects of city has to be
discussed so we should not limit our thoughts to only present day services or day today need but think of
future.
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A NNEXURE 7: D OCUMENTATION OF F IRST W ORKSHOP

The development of City Development Plan entails an extensive and simultaneous coordination and
consultation among the key stakeholders for the smooth flow of each preparation stage. During the initial
stage, a meeting was set with the elected officers to inform them about their pivotal role in encouraging the
line departments and the general public in developing a vision for the town.
During the consultative workshop (Kick off Workshop), a meeting with the ULB line departments was
organized which mainly discussed the most pressing issues and concerns in the town and how they may be
addressed through a vision. The kick off workshop is a crucial stage for the preparation of the CDP primarily
because it supports a participatory decision-making process involving all the stakeholders concerned. At the
start of the said workshop, it was made clear that ideas and aspirations should not be limited on the present
needs of the town but should also extend to the future prospects of the same. Although some of the
articulated aspirations are unattainable for the moment, the exercise was especially important in engaging all
the concerned to work for the development of the town.
P ROCEEDINGS
FOR THE
W ORKSHOP
As stated earlier, a letter of intimation was sent to 52 heads and officials of ULBs, line departments
(state and ULBs), concerned groups but only 37 people were able to successfully attend the event. The
general public was likewise invited to make the discussion richer and more meaningful. The meeting proper
was led by the president of the ULB. The AIILSG-PRUDA team was cordially introduced to the people.
During the workshop proper, no formal presentation was made on the facets of the CDP (rationale, contents,
format, etc) but handouts from the UAAD Madhya Pradesh toolkit in Hindi were distributed among the
participants.
The first session was devoted to enlightening the participants about the CDP and its process. First, the
rationale and significance of the CDP was explained within the context of the current issues and challenges
faced by the town. Second, the processes involving the development of the CDP was likewise communicated
including the steps involved in the preparation of the CDP, the intricacies of data gathering, the wide range
of data needed and the expected outcome. Finally, the importance of stakeholder participation was pointed
giving emphasis on the importance of the preparation of data by the departments. The last point is especially
crucial in enlightening the participants about their role in the final outcome of the CDP.
The second session was focused on the detailed discussion of the issues and concerns surrounding each
sector. The session was highly informal and interactive in nature which was intended to encourage each
participant to engage in the discussion. During the discussion, opinions were laid out and key issues were
highlighted. The highlights of the discussion include the situation of the basic services delivery in the town;
the performance of each sector in providing basic services to people especially to the underprivileged;
physical condition of the town (environmental degradation and encroachment); the need for physical and
social infrastructure and major barriers to making the necessary provision.
K EY F INDINGS
OF THE W ORKSHOP
With the concerns on the basic services provision, the people expressed their overall dissatisfaction with the
performance of the ULBs. Some of them brought up the lack of proper sewerage system as the town is
devoid of underground sewerage system (open drains) which can potentially harm the citizens through rapid
and increased spread of diseases. The issue on the inappropriate water distribution was also given attention.
The quality of the water was also reported to be deteriorating as the town lacks facilities for proper filtration.
On the solid waste management part, people expressed disappointment with the untimely collection of solid
waste by the ULBs.
As regards the need for infrastructure development for the town, the people articulated on the lack of paved
roads and recreational facilities such as libraries and parks. The people pointed the importance of the said
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infrastructure on the further development of the town and the citizens. In relation to the concerns on the
physical condition of the town, environmental degradation and land encroachment were highlighted.
Finally, some of the most common systemic problems were also brought up such as poverty and huge
unemployment rate in the town. The people expressed that the underprivileged and the marginalized should
be given priority. After the discussion, the participants were asked to provide feedbacks in the form of
writing. These concerns also relate to basic services provision and maintenance. People expressed that a roof
water harvesting should be developed to conserve groundwater resources. This concern relates to the
increasing number of households indiscriminately extracting groundwater and thus depleting the natural
resources of the town. There were also complaints about the water supply distribution as water is supplied
for only 10-15 minutes which means that people need to collect and store as much water within the given
period. Finally, pay and use toilets were unhygienic and poorly maintained.
The kick off workshop lasted for 2 hours and 30 minutes. From the details elaborated above, it is evident
that the workshop was successful in gathering the opinions of participants coming from various sectors.
During the conclusion of the workshop, the next stages for the CDP preparation were laid out including its
broad schedules and working deadlines.
Apart from those discussed above, the following points also emerged from the consultative workshop:
Land/ Physical Issues:
No open space for citizens due to unplanned city
Traffic chaos due to encroachment on road by business men and vendors in all parts of city
Parking problems in town especially during the festival days
Infrastructure and Facilities Issues
Roads and repair of the same
Paucity of street light and maintenance problems
Led lights and solar lights for power saving option for public place lighting
Toilets for men and women at public place like malls and shopping complex, main market etc.
Drainage system non functional in old town
Need of sports complex in town
Need of picnic spot in town or in its outskirts
Tree plantation on side of road
Basic Services Issues
Water scarcity in summer and taps remain non functional
Lack of gutters and overall sewerage system
Solid waste management
Town Management and Sustainability
Institutional strengthening for local body
Tax evasion and no strict action
Internal traffic regulation
Overall pollution and unhygienic condition of the town
Water logging in low lying area
Some mechanism for revenue generation for Nagarpalika so that it can become self sustainable
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F I N A L
L IST
OF
R E P O R T
P ARTICIPANTS F OR T HE K ICK - OFF W ORKSHOP
Date: 18 November, 2011.
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Name
Jay N. Padalia
L.C.Guhel
Dhirda Gupta
Biharilal G. Yadav
Ankita Radhor
Chandrasih Sahela
Thakurdivesih Radhod
Nandkishor Rathor
Radha Maniyar
Hari Mahajanlal
Ajay Rathod
Virendra Gupta
Manju Sharma
Mahesh Patidar
15.
16.
17.
18.
19.
20.
21.
22.
Bhagwan Shah
Sangeeta Bagdi
Chandrasingh Rajput
Y.B.Sharma
R.P.Gudalia
Gangaram Prajapati
Badilal Purabia
Shankarlal Nath
23.
24.
25.
26.
27.
28.
29.
30.
Mangilal Yadav
Shyamlal Yadav
Nandkishor Yadav
Rameshchandra sain
Dhirajkumar Varma
M.Salil Khan
Ghansyam Gocha
Dinesh Sharma
Place: BODA
Designation
Project Officer, PRUDA-AIILSG
In charge Principal
Councilor, Boda Nagar Panchayat
Ex CMO, Boda Nagar Panchayat
Boda Nagar Panchayat
Journalist
Journalist
EO, Boda Nagar Panchayat
Vice President, Boda Nagar
Panchayat
RI, Boda Nagar Panchayat
President, Boda Nagar Panchayat
Pump Attender, Boda Nagar
Panchayat
Mobile Number
09879550337
09977654633
09907377999
09977654763
09754207191
09977654554
08878388408
09826956344
09977204110

CMO, Boda Nagar Panchayat
07828093433
09425445239
09526753552
09926736312
President, Boda Nagar Panchayat
7566162264
09827330444
09753832497
09754820808
09753387776
09926387566
09754502130
09617119525
09826949240
09826887423
09926143314
09977916795
09926726227
Note: The Scanned Copy of the Attendance Sheet of Kick off workshop is attached as Annexure 7 & And the Copy
of Presentation is attached as Annexure 9 in this Report.
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A NNEXURE 8: D OCUMENTATION OF S ECOND W ORKSHOP
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SECTOR GOALS
The achievement of a shared vision is undoubtedly a daunting task as it requires fulfillment of other goals
essential in ensuring the optimal growth of the town. There are two sets of goals which need to be fulfilled
by the town sector goals and reform agenda goals. The former primarily concerns itself with the planning,
construction and rehabilitation of the existing infrastructure according to calculated gaps brought about by
present and future population growth. Moreover, the latter aims at creating institutional changes through
mandatory and optional reforms.
Giving due emphasis to the importance of physical and social infrastructure in the development of the town,
the people conveyed their goals for each sector within the context of its level of investment, sector service
level and coverage issues. Sectors were also assessed in terms of the expected demand on that sector and the
likely consequences should the problem remain unresolved given the towns future growth. Furthermore, the
participants pinpointed the most important issues in each sector and made suggestion as to how they want
them to be improved.
WATER SUPPLY
Water is a basic resource and should be available to all. Yet for stakeholders in Boda, water supply remains
to be a hurdle for the town. One of the main concerns of the people relate to the insufficient capacity of
water supply and poor quality of drinking water due to the faulty distribution system of the town. According
to them, water supply level has become inadequate due to huge transmission losses (23% water lost) brought
about the imperfect water distribution system. They also added that due to the same system, rainwater along
with other substances gets mixed with the water being distributed making it unsuitable for drinking. Because
of the high level of unaccounted for water and desiccation of river at certain periods, stakeholders expressed
concerns on the groundwater depletion as many people still depend on tube wells. Moreover, they were also
dismayed with the fact that water is supplied for a very limited time per day and that some of the wards are
not covered by public water supply (80% coverage) and are supplied through inconvenient tankers.
Broadly speaking, workshop participants expressed their desire to primarily ensure sustainability of water
supply in terms of quantity and of quality and improve service levels for the same. In order to improve the
service levels for the particular sector, it was underscored that ULBs should be financially capable of
carrying out Operations & Maintenance (O&M) measures along with other necessary water services.
Moreover, their aspirations for water supply generally pertain to having reduced unaccounted for water and
reduced dependence on groundwater by minimizing transmission losses and increased coverage and hours of
public water supply.
In order to immediately address the concerns and fulfill the aspirations of the people for water supply, it was
felt that the Detailed Project Report (DPR) on water augmentation for Bodawhich is already at the
implementation stage needs to be aligned with the analysis, calculations and recommendations made in the
CDP with proper consultations with the stakeholders. By making amendments to the DPR at present, the
water supply project will be easily appraised and as such people will be able to reap the benefits of the
project in a short period of time. Moreover, proper restructuring of the document will ensure that the
proposed augmentation will be able to fulfill the required capacity and quality of water supply for the town
given its present and future growth.
With the proper restructuring of the DPR, water supply will be augmented and the problem of water supply
capacity will be alleviated. By 2015, the goal will be focused on laying additional piped water supply for
uncovered areas that will enable achievement of comprehensive (100%) public water supply coverage of the
wards. By pursuing this goal of laying a more efficient piped water supply (water distribution system),
unaccounted for water will extensively be controlled, quality of drinking water will improve considerably as
there will be minimal contamination of water and there will be continuous and uninterrupted water supply
for all. In the same period (2015), the goal of having Review and Monitoring system with appropriate
benchmarks and indicators shall be pursued which will ensure water quantity and quality level of water and
high level of service to the people.
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In order to make the ULB financially capable of performing O&M measures and providing quality service
level to its citizen in line with appropriate benchmarks and indicators, it is envisioned that by 2025, all
households will be covered by metered connections and recover 50% of O&M costs through user charges.
The metered connections will strengthen the water supply system as it will enable justified tax and charges
according to usage, early detection of leaks, conservation water resource as charges are based on usage and
punishment of non-paying users. Most importantly, the metered connections will increase tax and improve
tax collection. Through this efficient system, the ULB can undoubtedly strengthen the financial condition of
the town and by 2035 will be able to achieve not only 100% O&M costs incurred but also coverage of newly
developed areas. Moreover, by making amendments, changing of distribution system, installing metered
connections, placement of Review and Monitoring system will ensure water sustainability (quantity and
quality), improve coverage and service levels and will generate municipal funds for the towns future
growth.
SEWERAGE
A proper sewerage promotes a livable and healthy city. One of the main concerns which the stakeholders
have raised is the unsightly and unhygienic open roadside gutters. They added that the open gutters have
attracted animals and insects alike. This scenario makes the whole environment unpleasant due to its strong
stench especially in crowded areas. Aside from being open and unsightly, they complained that the gutters
are unreliable as there has been increased clogging and encroachment making it difficult to clean.
Therefore, stakeholders expressed their desire to have a scientific sewerage system that will allow proper
treatment, efficient transport and safe disposal of wastewater into a common sewer line that can perform
well over a long period of time. It was pointed that need to improve the sewerage of the town is not a choice
but rather as a requirement and as such implementation of the project for this sector should be implemented
without further delay. Needless to say, the goal is intricately linked with the protection of the River Parvati
and improvement of the health of the people and the urban environment as people are becoming alarmed
with the pollution of the water bodies. In line with these aspirations, the sector goals for the Sewerage of the
town are presented in the table below.
By 2015, it was strongly felt that a DPR should be prepared for quick implementation of the required
sewerage project for the town. After the preparation of the DPR, it is envisioned that by 2025, the town will
have an underground sewerage network for the entire city with 100% coverage characterized by an
integrated system allowing efficient transport and proper treatment before disposal. Certainly, the system
will help maintain the overall health of the river bodies especially that of the WATER BODIES. As it is an
underground system, strong odors and breeding of disease-carrying vectors will be eliminated. In order to
keep the performance of the sewerage system, the ULB should secure funds from user charges or tax to
carry out required inspection activities and for improving wastewater treatment coverage. By improved
collection of sewerage service charges, it is envisaged that by 2035, 100% O&M cost will be recovered and
100% wastewater treatment shall be achieved. Through a comprehensive wastewater treatment, pollution of
water bodies and development of diseases will be controlled. By 2035, a Review and Monitoring system
with appropriate benchmarks and indicators will be in place in line with the aspirations of the people to
maintain enhanced service levels.
SANITATION
Improved sanitation is essential in keeping overall health of the town and the people. As regards sanitation,
stakeholders of Boda expressed their dismay with the rampant open defecation and urination in the town
which has led to contamination of the River BODIES. As the dire habit open excreta disposal remains strong
in the town, they envisioned having improved coverage of sanitation services and facilities for all.
Participants also emphasized construction of additional public toilets and proper maintenance of the same
(new and existing ones) through public-private partnerships that will strengthen Pay & Use toilet scheme.
In order to immediately address the concerns and fulfill the aspirations of the people for sanitation, it was
strongly felt for the town to prepare a City Sanitation Plan as per National Urban Sanitation Policy (NUSP)
2008 at present. As a backgrounder, NUSP is a recently-launched and community-driven policy which aims
at making every city in India clean, healthy, sanitized and livable. As a policy that promotes public and
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environmental health among welfare recipients, the plan is focused on providing low-cost hygienic
sanitation facilities and services for the urban poor.
In line with this policy, cities and towns are required to prepare their City Sanitation Plan (CSP) and execute
it accordingly. The CSP preparation strongly supports the aspirations of the stakeholders of Boda as it aims
to discontinue open defecation, promote safe human excreta disposal, provision and maintenance of low-cost
hygiene facilities, encourage community participation and PPP, capacity building and full recovery of
capital and O&M costs for the same, among others.
The City Sanitation Plan being comprehensive in scope will help systematically solve sanitation problems of
the town. As the plan is to be implemented after preparation, it is envisioned that by 2015, the town will
enhance its PPP for designing, construction and maintenance of public toilets. As prescribed in the same
plan, 100% coverage of Hygienic sanitation facilities shall be achieved in 2025 which is line with the
stakeholders aspiration of discontinuing open defecation and urination and open excreta disposal. As
stakeholders are concerned with sustainability of the sanitation projects, user charges will be collected from
the people that will allow ULBs to sustain its O&M and sanitation rehabilitation activities, wherever
possible and necessary. To this end, it is envisaged that by 2035, full (100%) recovery of O&M costs and a
review and monitoring system with appropriate benchmarks shall be achieved. Both goals will ensure that
activities for sanitation upgradation and coverage of newly developed areas will be sustained.
STORM WATER DRAINAGE
With respect to Storm Water Drainage (SWD) the town, stakeholders pointed the current storm water
drainage is not properly performing according to the requirements of the city. They also reported rampant
illegal encroachment along the major drains which has affected their drain performance.
Given these concerns, the table below shows the main goals under the storm water drainage as identified by
the stakeholders. In order to promptly deal with the stakeholders range of concerns and aspirations, the
prepared DPR for storm water drainage needs to be restructured and realigned with the analysis and
recommendations made in the CDP done through proper stakeholder consultation. The DPR for storm water
drainage concerns itself with planning, rehabilitation of existing drains and construction of new drains. As
stakeholders identified drain rehabilitation and construction as their immediate priority, proper amendment
of the DPR should be done at present to pave way for rapid appraisal and implementation of the storm water
drainage within less time.
With the proper restructuring of the DPR, construction and alignment of existing Nallas and Drains is
envisaged by 2015 which will undoubtedly improve their performance. By 2025, the goal will be to
implement a comprehensive storm water drainage master plan that will include removal of encroachments
and development of recharging mechanisms according to the towns unique drainage pattern. As the
stakeholders also pointed the need for proper maintenance of the system, training and capacity building and
a review and monitoring system utilizing appropriate benchmarks and indicators will be operational by 2035
and will ensure the sustainability of the project and service level of SWD sector.
SOLID WASTE MANAGEMENT
Solid Waste Management (SWM) is one of the key problems in growing cities and towns. One of the key
concerns voiced out by stakeholders is the non-practice of door-to-door collection, SWM segregation,
recycling and proper disposal. Participants also pointed the need for proper processing through SWM
treatment. They raised concerns with increased indiscriminate dumping at open grounds, roadside gutters,
streets, rivers and other water bodies in Boda which has greatly contributed to the unpleasant atmosphere of
the town. Moreover, they also noted the rampant open firing activities in the town.
Generally, it was felt that the town requires establishment of proper solid waste disposal arrangements where
segregation at source, improved collection, efficient transport, proper processing and safe disposal that will
be carried out in a comprehensive manner with satisfactory level at the least. Stakeholders are increasingly
alarmed with unsystematic and indiscriminate solid waste disposal which has led to the contamination of
major water bodies and clogging of drains in major congestion points in the town. Aspirations for the SWM
sector also extended to adoption of sophisticated mechanisms transforming waste to into energy resource. As
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in sewerage & sanitation, stakeholders wanted to ensure sustainability of its environment (land and water
bodies).
Given these problems, the table below shows the main goals under the Solid Waste Management (SWM) as
identified by the stakeholders. Given the need to immediately deal with the stakeholders concerns and
pursue their aspirations, the DPR for SWM, which has been found to be incongruent with the analyses made
in CDP, needs to be restructured for speedy appraisal, implementation and ensured sustainability of the
project. The DPR for SWM includes recommendations for SWM arrangements and other sector
improvements.
Upon proper restructuring of the DPR, the goal by 2015 will be on fulfillment of 100% Door-to-Door
Collection and 100% Segregation at Source that will prevent people in Boda from dumping at anyplace and
implementation of comprehensive Segregated Collection Mechanism (100%) to stimulate recycling
activities in the town. By 2025, a shift of focus from improving collection to 100% segregation at source at
household level, efficient transportation, treatment & disposal will be in place that will minimize the
environmental degradation and will help fuel waste to energy activities. In line with the desire of the people
for project sustainability, another goal for 2025 is to recover 50% O&M costs through SWM charges that
will help ULB improve its services. With the same end, the goal for 2035 will be to have full (100%)
recovery of costs for O&M, enhancement of PPP and setting up of review and monitoring system with
appropriate benchmarks that will pave way for sustained SWM activities and coverage of newly developed
areas, if necessary to gradually minimize pollution levels in the town.
ROADS (URBAN TRANSPORT)
The issues under Traffic and Transport of the town are closely linked with its Indore-Bhopal route location
and its economy. Needless to say, the town heavily relies on urban transport for the transport and trade of its
agricultural goods. To sustain its agricultural activities and harness its growth potentials, stakeholders felt
distressed about the worsening traffic scenario and increased congestion brought about by unpaved and
poorly designed roads, illegal parking and encroachment on road. They also raised concerns about the
limited safety of roads as there are no proper signage, sidewalks and pedestrian lanes and streetlights
notwithstanding the fact that Boda roads are heavily used. They also desired to have an improve traffic and
transportation system that will be commensurate to the future growth of the town.
In order to immediately sanction the necessary amendments articulated by the stakeholders, the need to
carefully review and restructure the DPR according to the CDP at present surfaced during the workshop. The
DPR is a document which contains the necessary road and traffic amendments which should be prepared and
worked against the CDP. However, as the DPR was prepared before the CDP, present restructuring is
important for appraisal and implementation requirements of the project. After restructuring the DPR, road
amendments will ensue.
By 2015 the goal will be removal of encroachments and restoration and construction of major roads. As this
has also been addressed in the master plan, the implementation of the project will be smoother. Goals for
2015 will also be focused on strengthening urban public transport and creation of proper facilities that will
reduce peoples dependence on small and bulky private vehicles and will put an end to illegal parking. This
will significantly improve the travel time and reduce pressure on roads. Another goal for 2015 will be on
beautification of major junctions which include provision of proper traffic signage, sidewalks, pedestrians
and circles that will improve ensure safety of both vehicles and pedestrians.
As people wanted to ensure the sustainability of the project, the goal for 2025 will be the implementation of
a traffic management plan which means enhanced transformation of urban transportation in Boda through
provision of proper utilities, facilities and management controls. To the same end, 100% cost recovery with
the assets created with O&M by 2035 will be in place that will help in further enhance potentials from the
transportation of the town.
URBAN SLUM
The city development plan seeks to improve infrastructure, delivery of basic goods and services and enable
institutional change with the ultimate goal of uplifting the lives of the urban poor and the vulnerable groups.
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Emphasizing the interest of the urban slum is crucial in enabling an equitable and socially-inclusive
development process. During the workshop, stakeholders all agreed to make the needs of the slum and the
rest of the urban population a priority. Participants also conveyed their desire to enhance accessibility to
both sides of the Shiv Puri area so that citizens in this area can benefit greatly from infrastructure and other
urban services of the town. Having enhanced access to basic goods and social services such as water,
sanitation, among other; improved housing and increased opportunities for employment are some of the
most salient aspirations of the stakeholders.
To this end, it was felt that proper identification of the slum and BPL population is needed at present to
systematically recognize the bona fide slum members as per urban poor guidelines so as to reduce the slum
population in the town and facilitate proper distribution of fund for urban poor alleviation. Moreover, goals
by 2015 are focused on providing individual households in urban slum areas need to be connected with tap
water supply and improved sanitation facilities.
In line with the aspirations of the people to improve the overall condition of the slums and eliminate poverty
in the country, another important goal for 2015 is towards enhancing in-situ development schemes through
the Rajiv Awas Yojana (RAY) program under the JNNURM. The RAY program for the slum dwellers and
urban poor envisages a slum-free India by motivating state governments and union territories to address
slum issues through a systematic approach. The main goals of the program are to analyze slums based on
their unique contexts, bring slums to the formal system, enable them to have enhanced access to basic
services as others, remove them out of the slum environment while retaining their sources of livelihood and
employment. It would mobilize existing schemes of JNNURM which include BSUP, IHSDP, ISHUP and
other similar schemes to improve the projects. Moreover, by 2025, a slum-free city is expected and review
and monitoring system with appropriate benchmarks and indicators will be in place by 2035 to prevent new
slums from thriving.
ENVIRONMENT
Environment degradation has been a key concern for Indian cities especially that most of them are
characterized by high pollution levels due to non-adoption of sophisticated mechanisms to alleviate the
problem. One of the most important concerns that people have pointed are the contamination of water bodies
due to solid waste dumping, non-treatment of sewerage and lack of proper sanitation practices in place.
Moreover, they have observed that the town has increasingly become non-conducive and congested. They
also raised concerns as regards the depletion of groundwater resource. Moreover, they want to move towards
having an environmentally-sustainable city.
With this in mind, reviewing and restructuring of DPR in line with the CDP was deeply felt at present in
order to immediately address the concerns of the people. This action will allow smooth sanctioning of the
projects that is expected to slow down or impede the environmental degradation of the town. Upon appraisal
of DPR in consideration of the CDP recommendations, by 2015, the goal will be focused on conservation of
existing water bodies which fulfill the water supply requirements of the town.
Moreover, by 2025, it is felt that more stringent actions should be in place such as implementation of
Environment Management Plan which will pave way for systematic approach to environmental problems.
Moreover, another goal for 2025 is towards Revision of bylaws to make rain-water harvesting mandatory in
all buildings. This goal is very much in line with the aspirations of the people to conserve water bodies and
groundwater by reducing pressure and dependence on both. Mandatory rain-water harvesting is an efficient
process that places emphasis on sustainable use of water. In the same vein, another goal for 2025 is the
implementation of tax incentive schemes for energy-efficient buildings which encourages government and
private institutions and individuals to take part in creating an environmentally-sustainable community by
utilizing efficient systems.
In order to institutionalize the process and make the projects more sustainable, it is envisaged that by 2035,
Training & Capacity building on Adoption of Water & Energy Conservation Measures will be in place.
Moreover, all goals converge at the ultimate goal of the town, that is, to create a conducive and sustainable
environmental for all.
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HERITAGE
For cultures as old as Indias, heritage conservation is imperative both in economical and social terms. In
economic terms, it brings revenue to the town by giving people employment and other opportunities of
livelihood through tourism. As regards heritage, the people expressed concerns with the lack of awareness
and esteem for its heritage and pointed that because of this the town has not benefited from its heritage.
They also feel that people should learn to appreciate the value of their culture and heritage.
Given these heritage problems, the people envisaged that by 2015, there should be identification of
important historic buildings of architectural importance. By 2025, they also expressed desires to develop a
heritage walk to promote tourism. With the promotion of tourism, creation of museums, art centres and the
like to conserve heritage for posterity by 2035 is envisaged which will make people connected to their roots
and institutionalize the process of heritage conservation.
R EFORM A GENDA
SECTOR GOALS FOR MUNICIPAL REFORMS
The creation of Urban Local Bodies (ULBs) is a clear expression of the countrys support towards a
decentralized and participatory form of government. Since the 74 th Constitutional Act Amendment (CAA),
the ULBs have been assigned key management roles including provision and delivery of basic goods and
services (i.e. infrastructure). However, many of the ULBs fail to provide satisfactory service levels to its
people due to its financial and operational weaknesses. With the goal of making ULBs financially
sustainable, the JNNURM has launched mandatory and optional reforms aimed at increasing the efficiency
and minimizing opportunities for corruption among ULBs. Under the same initiative, special funds are
granted to ULBs upon fulfillment of these reforms.
During the workshop proper, the adoption of reforms necessary for making Boda financially sustainable in
the future was discussed. In a broader approach, it has been pointed that the town needs to establish tax
demand for various forms of taxes through proper surveys. The introduction of user charges to fully recover
costs for future infrastructure projects has been deemed necessary for creating capital in the town. In order to
reduce occasions of inefficiency and under-the-table transactions, it was felt that there should enhanced
transparency and accountability through financial management systems and proper monitoring. Furthermore,
the participants discussed fulfillment of these reforms that would enable institutions to perform in an
integrated and unswerving manner.
Decentralization
Land and Housing Markets
Transparency and Accountability
Community Participation
Financial Management System
Municipal Finance
Budgetting for the Poor
DECENTRALISATION
Madhya Pradesh emerged as a leader in decentralized development in the mid-1990s. It was the first state in
India to hold elections after the 73rd amendment and to pass its own Decentralization Act. The GoMP
strategy to deepen decentralization reform is based on: (1) community empowerment by strengthening
village level institutions such as the Gram Sabha; (2) untied grants to the Gram Panchayat (GP) level; (3)
improved accountability mechanisms, namely by establishing the peoples right to recall local elected
officials; and (4) devolving state government powers to Zilla Sarkar (District Planning Committee).
Madhya Pradesh has incorporated provisions of Article 243 of the Constitution. Urban areas are addressed
through Madhya Pradesh Municipalities Act, 1961 and Municipal Corporation Act, 1956, the former for
Nagar Panchayats and Municipal Councils and the latter for Municipal Corporations. These acts together
with various rules cover various aspects of the functioning of local bodies including constitution, elections,
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conduct of business, functions, and powers. However, some of the financial and administrative powers
earlier given to the DPC between 1998 to 2000 have been withdrawn and vested with the local bodies or the
departments.
Under the M.P. District Planning Committee Act, 1995 and Amendment Act 1999 (Zila Yojana Samiti
Adhiniyam), the government has created an institutional framework for district level planning and
implementation of all development works.The main objectives/functions of the DPC are to formulate a
consolidated development plan for the district prepared by the Panchayats and municipalities in the district,
based on local problems/ issues which have been duly assessed by local bodies, as well as to identify local
needs and objectives through a district level mapping of resources. The main functions of the ULB include
preparation of Annual Development Plans, execution of schemes/works/projects routed through the GP by
Central or State government. In order to execute this role, it is provided with grants and a share of state
levied taxes and fees. In addition, the GP may levy user charges for services provided by it as well as levy
certain taxes.Madhya Pradesh has gradually been increasing the involvement of local governments in
implementing social sector programs. Decentralization over the years has become the overarching policy
framework in the states vision for development. The following are some concerns for urban areas which
needs to be made for achieve decentralization:
To provide agreed support to enable decisions on decentralisation to be embedded and to operate effectively;
take forward decentralisation, supporting agreed action plans for implementing Government decisions on
decentralisation;
To ensure that the people have a strong voice in the governance, through embedding participatory
mechanisms into planning and monitoring of service delivery, enhancing decentralisation and ensuring
inclusiveness of the poor and disadvantaged;
The urban though much decentralized in Madhya Pradesh still lags behind an effective monitoring system
and planning interventions for Municipal administration. The real application of democratic local
governance can further be strengthen through an immediate action of preparation of annual development
plans in order to attain sustainability. Further there is a need to strengthen ward offices for effective
monitoring of municipal administration which needs to addressed by 2015. And finally the formation of
Ward Committees to strengthen the ground level management and decision making process. This is
envisioned as a major goal of 2025. The following table outlines the goals for attaining further
decentralization.
2011/2012
2015
2025
2035
Decentralisation Preparation of Strengthening of
Ward -Formulation
of Review and
Annual
offices
for
effective Ward Committees monitoring
Development
monitoring of Municipal to strengthen the
Plans
administration
ground
level
management.
LAND & HOUSING MARKETS
India is transforming into Urban, this transition to an urban society, however, has not been accompanied by
a corresponding increase in the supply of basic urban services like water supply, sewerage and drainage
network, garbage disposal facilities, citywide roads, and public safety systems like street lighting and
pedestrian pathways. Nor has the supply of land and housing kept pace with the increase in urban
population. The result of this unbalanced growth is a familiar one: large numbers of households without
access to basic services, poor housing and proliferation of slums, widespread poverty, road congestion, and
high pollution levels. Currently the cities in India follow a long planning process, concentrated mostly on
land use, zoning and detailing aspects. Often the meticulously prepared land use Master Plans lose their
sanctity due to ad hoc and discretionary changes in the land use, zoning and building restrictions. The entire
process of implementation of Master Plans needs to be reviewed and made transparent. Moreover, these land
use plans will have to be translated into Development Plans. The immediate concerns is to implement the
provisions made under the master plan prepared by TCP department of Madhya Pradesh. And also to divise
innovative ways to meet the housing and land shortage and up gradation of existing housing stocks.
Further either the state or the ULB should strive for earmarking at least 20 to 25 % of last in all housing
projects for EWS and LIG category this needs to be incorporated in the bylaws and necessary amendments
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should be made accordingly. This goal should be benchmarked with the consideration of 2015. A long term
goal of introducing Property title certification system and computerized process of registration of land and
property and finally an online Building plan approval system should be managed by 2025 and 2035
respectively.
2011/2012
2015
2025
2035
Land
& -Implementing Building -Earmarking
at -Introduction
of Online
Housing
bylaws & regulations as least 20-25 per cent Property
Title Building
Markets
per the Master plan of developed land Certification
Plan
provisions
in
all
housing System in ULBs. Approval
-Devise programmes to projects
(both -Introduction
of System
meet housing shortages public and private computerized
and augment supply of agencies) for EWS process
of
land
for
housing, and LIG category registration of land
particularly
for
the with a system of and property.
vulnerable group
cross subsidization.
TRANSPARENCY & ACCOUNTABILITY
A key aspect in designing an efficient system of service delivery is to define a clear role for the
municipalities.
Citizen Charter
A Citizens Charter is the expression of an understanding between the citizen and the public service
providers about the quantity and quality of services citizens receive in exchange for their taxes. It is
essentially about the rights of the public and the obligations of the public servants. As public services are
funded by citizens, either directly or indirectly through taxes, they have the right to expect a particular
quality of service that is responsive to their needs and is provided efficiently at a reasonable cost. The
Citizens Charter is a written, voluntary declaration by service providers about their service standards,
choice, accessibility, non-discrimination, transparency and accountability. It should be in accord with the
expectations of citizens. Therefore, it is a useful way of defining with users and others what service should
be and what standards to expect. A further rationale for the Charters is to help change the mindset of the
public official from someone with power over the public to someone with a care of duty in spending the
publics taxes and in providing them with necessary services. This goal should be immediately setup.
E-Governance
With increased emphasis on e-governance, information technology is playing an important role in reforming
the cumbersome government processes. On-line transaction processing facilities are available to citizens
including payment of utility bills such as electricity bills, water and sewerage charges, property tax, trade
licensing fee, telephone bills, issue of certificates such as birth and death, issue of permits and licenses such
as learners license, driving license, etc. These services, available on 24X7 basis at Citizen Service Centres,
banks and web portal, include birth and death certificates, trade license, property tax, advertisement fee and
market rent payment, civic works information, house numbering, suppliers and contractors payments, etc.
These projects are instrumental in creating a new municipal culture of citizen-friendly service provision. It is
essential to build e-capabilities of municipal governments to simplify corruption-prone municipal processes
and improve their functioning. This goal should be achieved by 2015.
Performance Management System
Performance management is a key instrument for improving the delivery of services and infrastructure to the
people. It is a strategic approach, which equips leaders, managers, workers and stakeholders at different
levels with a set of tools and techniques to regularly plan, continuously monitor, periodically measure and
review performance of organisations, territorial jurisdictions and functionaries in terms of indicators and
targets for economy, efficiency, effectiveness and impact.
The system links development goals, policies, priorities, plans, programmes, projects, budgets, action plans
and performance towards achieving the desired objectives. The system involves performance indicators,
performance monitoring, performance measurement, performance-based evaluation, performance-based
review and evidence-based policy-making.
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The aim of evaluation is to determine the relevance of objectives, economy (minimising cost of obtaining
resources), efficiency (using resources efficiently), effectiveness (achieving the desired socio-economic
impacts), and sustainability so as to incorporate lessons learnt into the decision-making process.
The strategic objectives behind performance management are:
To create a performance culture and ethos across public service in terms of shared values,
outcome orientation and best practices;
To promote accountability of employees and organisations in using resources and ensuring that
implementation objectives are met;
To empower citizens to generate pressure for change and transformation;
To guide capacity building development for better governance;
To contribute to overall development agenda.
Improving Municipal Organisation
Financial management of a large public agency like a municipal organization deserves integrated direction
by managers with a professional training and commitment. Financial viability based on vigorous
exploitation of the local revenue base and sound financial management. The following are some key aspect
for improving Municipal Organisation
Improving human resources through training, process consultation, action research methods and role
workshops;
Improving responsiveness to the needs arising from urban growth, with the ability to plan the development
of the city and its services ahead of, or at least in pace with demand;
Sensitivity to the needs of the urban poor, and a weighting of public interventions to promote their access to
shelter, basic services and employment; and
Concern for environmental protection, through public service provision and regulation of the private sector.
To identify institutional strengthening needs of financial functions in local bodies and undertake capacity
building and system development activities which will produce a demonstrated increase in transparency and
reduction of misallocations
To improve planning, resource allocation, monitoring, management and accounting systems and access to
information so that accountability is clear, spending is transparent and public expenditure is more effectively
controlled
2011/2012
2015
2025
2035
Transparency -Creation
of -Use of E-Governance -Improving
&
Effective
Citizen set up for strengthening Implementation Municipal
Accountability Charter
of complaints redressal of Performance Organsiation
-Formulation
of system.
Management
effective
man -Implementation
of System
power
utilization Public Disclosure Law
strategies.
-Disclosures
of
-Formulation
of Quarterly
Balance
Institutional
sheets
for
Public
Responsibility
Viewing and response.
Matrix
COMMUNITY PARTICIPATION
It is being increasingly realized that communities have little capacity to participate. Providing the platform
for participation is only one aspect of enabling community participation; the other is to ensure that
communities have capacity to fully utilize these spaces, and participate meaningfully. In order to address
these issues, ULB should:Come out with a Community Participation Fund (CPF) in similar lines with JNNURM. The primary
objective of the fund is to catalyse community participation by supporting the building of community assets.
Identify and implement a number of pilot projects to take forward agreed approaches to increase effective
Community participation through formulation of CBO and Capital projects. This provision should be
thought immediately. Further by 2015 the state should ensure enforcement of community participation law.
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Identify means to develop and improve participatory approaches in policy making,

allocation and monitoring;
Develop Community projects after achieving financial sustainability.
2011/2012
2015
2025
Community
-Formation
of Advanced Locality
Participation Community
Based Implementation Management
Organisations
(CBO) of Community (ALM) for Wards/
-Formulation of Capital Participation
Zones for effective
Projects / Programme Law
Community
through
community -Formation of Participation
in
participation
Community
Projects
and
Participation
Activities
Fund
planning, resource
2035
-Development of
Traffic
Circles
-City
Beautification.
-Signage
regulations.
FINANCIAL MANAGEMENT SYSTEM

Introduction of Credit Enhancement of Mechanisms
Credit enhancement mechanisms enable the issuer of debt to obtain a higher credit quality than would have
been possible on a stand-alone basis. Superior credit rating in the case of a debt instrument benefits the
issuer in terms of lower interest rates and easier marketability due to high safety of the instruments.
The credit quality of municipal bonds can be enhanced by the following mechanisms:
Some clearly identified sources of revenues of a municipal body can be captured in an escrow account. This
account can act as collateral for bond-servicing and also meet the debt servicing obligations directly at the
direction of the trustees of the bonds.
The State Government can provide security by pledging to meet debt obligations in case of the inability of
the municipal borrower to meet them. State-municipal transfers in the form of shared taxes and grants
constitute a major source of municipal finance in many States. An agreement between the State Government
and the bond-issuing municipality which stipulates that the annual transfers could be captured in an escrow
account on a predetermined schedule for debt servicing and act as a collateral to municipal bond issue may
be worked out.
A portion of the funds raised through bond issue can be kept in an escrow account or invested in marketable
securities and provide credit-cum-liquidity support to the instrument. Similarly, the amounts kept in the
sinking fund could be invested in liquid securities and earn interest which could cover part of the debtservicing obligations.
The escrow accounts should be monitored by an independent trustee of the bonds and any shortfalls should
be compensated by the State Government.
Project revenues may be suitably earmarked for the purpose of bond-servicing in addition to general
obligation
2011/2012
2015
2025
2035
Financial
-Strategic
-Systematic repayment -To utilize surplus Special
projects
Management interventions of
debts. revenue
in identification
&
System
for
debt -Cost Benefit analysis developing
capital preparation
of
recovery
-Credit Rating of ULB infrastructure
for implementation
in order to access attaining
financial mechanism for the
public borrowings
sustainability
for same
capital
MUNICIPAL FINANCES
Property Tax
It is widely accepted that property taxes can provide the municipal governments an access to a broad and
expanding base while promoting efficiency through the linking of provision of municipal services closely to
their financing. They are indirect user charges for civic services whose benefits are collective and not
confined to identifiable individuals.
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Experience with property tax reforms in India suggests that there are several problems that need to be
addressed simultaneously. These include: (1) simplification of tax laws, (2) coverage of tax net, (3)
valuation accuracy, (4) collection efficiency, (5) rate setting, (6) administrative incentives and (7) policy and
institutional reforms.
Double Entry Accrual Based Accounting System
Most municipalities follow a system of cash-based accounting as against accrual based accounting used by
the private sector. Under cash-based accounting, receipts and payments are posted as and when cash is
received or paid. This often leads to serious offbudget/ book liabilities being incurred but not recorded. In
the case of accrual-based accounting, the financial effects of transactions are recognised in the period in
which they occur, irrespective of whether the cash is received or paid. This enables transactions to be
reported in the financial statements for the relevant period. Municipal accounts adopt the cash-based system
on the ground that the primary objective of accounting is to maintain budgetary control over activities.
However, it is being widely recognised that a combination of cash and accrual-based accounting may be
more appropriate for municipalities. Under this Modified Accrual basis, revenue is recorded only when cash
is received, while expenses and related liabilities are recorded when incurred.
Municipal
Finances
2011/2012
2015
2025
2035
-Institutionalizing
& Strengthening -Review
and Review &
Implementation of Double the internal Monitoring system Monitoring
Entry
Accrual
Based audit system
with
appropriate
Accounting
System.
benchmarks
and
-Implementation of Property
indicators.
tax reforms
BUDGETING FOR THE POOR

Separate budget head for urban poor welfare and detailed budget items under this separate head and other
respective service heads for the urban poor in ULB
Well designed, structured, user-friendly budget document for general (non-urban poor) and urban poor
category population of the city.
Institutional framework at ULB level for implementing development works and service delivery for urban
poor of the city.
Number of budget heads, items segregated and appropriately provided with resources
% of resources allocated to urban poor (amount budgeted - both revenue and capital accounts)
% of resources actually utilized for urban poor against resources budgeted for urban poor (actual amount
spent both revenue and capital accounts; % of total budget)
% participation of citizens in various budgetary processes
The following are some vision goals for Budgeting for the Poor
2011/2012
Budgeting for -Adequate budgetary allocation
the Poor
for effective implementation of
SJSRY scheme.
-Provision of Basic services to
urban poor including security of
tenure at affordable prices,
improved housing, water supply
and sanitation
-Internal Earmarking of Funds
for services to Urban Poor
Prepared by:
Ahmedabad
2015
-Earmarking 25
% of the total
budgetary
allocation
for
Urban
Poor
-Conducting
Livelihood
support
programme for
Urban Poor
Prepared For:
256
\*
2025
2035
Implementation Review &
of
various Monitoring
schemes
of
Urban Poverty
/ slums through
PPP
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
A NNEXURE 9: L IST O F P ARTICIPANTS F OR T HE S ECOND

W ORKSHOP
DATE: 9/2/2012
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Name of Person
Jay N. Padalia
Nitin Sharma
Bhagwan Singh
Mohd. Salim khan
Dilip P.
Chandra Singh
Nand Kishor Rathod
Shyam Painter
Devisinh Rajput
Omprakash Sharma
Vadopal Purbiya
Shankarlal
Diwansinh Rajput
Smt. Manju Sharma
A. R. Patidar
Gangaram Prajapati
Sanjay Rathore
Prepared by:
Ahmedabad
Designation
Project Officer
Project Officer
Parshad
C.M.O.
Parshad
Parshad
Parshad
Parshad
C.O.
Acct.
Patrakar
Prepared For:
257
\*
Mobile Number
9879489377
9418353814
9754820808
9425445239
9926159968
9977654554
9826956344
8878477074
8878388408
9926387566
9826949240
9826887423
9826956967
9713178754
9977654500
9661739525
9977654261
Sign
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
A NNEXURE 10: D OCUMENTATION OF T HIRD W ORKSHOP

The City Development Plan follows a sound process starting out with a systematic analysis of the existing status
of cities and towns within which stakeholders can build their vision and goals upon to achieve holistic growth. As
an action-based planning approach, the CDP lays emphasis on bridging the gap between where we are and
where we want to be by identifying a range of strategies and priority projects most appropriate to the citys
distinct arrangements.
Identification of strategies and priority actions is a challenging endeavor as it has to be dealt with careful analysis
of the most salient urban problems, consideration of stakeholders interests and balancing of urban needs and
available resources. By way of consultative workshops, stakeholders and consultants should work hand in hand to
come out with the most suitable and effective means to manage the city towards its equitable and sustainable
growth.
In what follows, this section shall describe the steps involved in the identification of strategies and priority
projects for Boda gained from the third consultative workshop and first state level discussion at Bhopal.
Moreover, this section also depicts how involvement at various government levels can create a more meaningful
development process.
Minutes of the workshop

October 10, 2012, Third Workshop on Strategy and Priority Actions & Projects
After the momentous state level discussion at Bhopal, the team gathered the key stakeholders for the third
workshop to discuss the strategy and priority actions and strategies that will achieve the goals expressed in the
second workshop. Prior to the third workshop, the team closely coordinated with the key stakeholders and
invitation letters were sent to 100 stakeholders (including ULB officials, staff, ward officers, concerned groups
and citizens) out of which 40 people successfully attended.
The third workshop was held in the ULB office premises with the aforementioned stakeholders. Led by
Municipal Council President, the CDP was given a new momentum by emphasizing its scale and importance in
providing a framework within which future development activities shall be developed and monitored. Moreover,
it was affirmed that ULB backlogs should be promptly addressed so that achievement of goals and strategies will
be facilitated in a smooth and orchestrated manner.
The raison d'tre for the third workshop was articulated to the participants through a quick examination of the
CDP process. The importance of formulating strategies and priority projects to fulfill the towns aspirations was
likewise discussed. During the workshop proper, the team presented the minutes of the second workshop and the
formulated vision, sector and reform agenda goals consistent with their present concerns and future aspirations of
the stakeholders to which the people readily gave their approval to. Moreover, the possible strategies and priority
projects to achieve the vision were also discussed and refined by the stakeholders.
The kick off workshop lasted for 1 hour and 30 minutes. The workshop was concluded by giving stakeholders an
idea of the outcomes of the third workshop and the gravity of the next stages were made clear to the people.
Prepared by:
Ahmedabad
Prepared For:
258
\*
Project Coordinator
Madhya Pradesh

F I N A L
R E P O R T
A NNEXURE 11: D ETAILS OF T HIRD W ORKSHOP
Prepared by:
Ahmedabad
Prepared For:
259
\*
Project Coordinator
Madhya Pradesh
City Profile
CompanyName
ULB Name
Boda Nagar Parishad
Whether the Sectoral Analysis report is as per UADD requisites
Town Brief
Geographical location (Town)

Average rainfall (annual)
Height above mean sea level
Municipal area (1991)
Date of Constitution of ULB
Population
Historic importance
Population Year 1981 (under Municipal
boundary only)
boundary only)
boundary only)
boundary only)
In one or two
sentences
23 degree 39 minutes North

46 degree 48 minutes East
439 m (1443 ft)
47.68
Its main attraction is Andheria Bagh which
is a historic temple of goddess Durga.
6655
8510
9886
Town level
Name of Population projection Method
CAGR
Projected population adopted Year 2015
10936
13171
15529
Land Use
Land Use
Latitude
Longitude
MM
Mts
Ha
Ha
Ha
Date
Residential
Commercial
Public - semi public
Agriculture
Industrial
Roads
Green area
Sensitive
Water bodies
Total
% Standard (as per Land use (Tentative Land use (Tentative

UDPFI)
in percentage)
in Ha )
35
6
12
na
20
12
15
na
na
na
100
25.18
4
4.4
11
3.1
47.68
52.82
8.39
9.23
23.07
6.50
100.00
City Profile (Ward Wise)

Ward #
Ward 1
Ward 2
Ward 3
Ward 4
Ward 5
Ward 6
Ward 7
Ward 8
Ward 9
Ward 10
Ward 11
Ward 12
Lal
Rajendra
Subhash Vallabh
Bahadur
Sanjay Gandhi
Prasad
Ward bhai Patel
Shastri
705
583
428
523
478
5.58
1.42
0.85
1.48
2.29
126
410
502
354
208
366
260
223
265
243
339
273
205
258
235
85
2
197
17
0
10
4
12
0
0
91
58
61
69
67
926
1050
919
974
967
28.37
39.45
30.84
26.20
27.62
1
0
0
0
0
0
0
0
0
1
140
104
84
94
80
Rajiv
Gandhi
Mahatma
Gandhi
Bhagat
Singh
Ravindra
Nath Tagre
Mahaveer
bhavan
Indhira
Gandhi
Maharana
Pratap
Nehru
562
7.65
73
302
260
258
96
112
861
48.04
2
0
113
513
2.70
190
260
253
15
3
63
973
44.25
0
0
78
401
2.79
144
202
199
24
23
51
985
36.16
0
0
62
398
1.56
255
204
194
0
41
40
951
35.93
0
0
81
528
0.86
612
267
261
114
5
79
978
31.63
0
0
95
462
1.24
373
244
218
23
10
45
893
23.81
2
0
75
523
2.04
256
260
263
4
122
64
1012
35.76
0
0
105
411
1.36
303
216
195
0
0
37
903
20.19
0
0
71
AGRI
LABOUR
LABOUR
AGRI
AGRI
LABOUR
LABOUR
AGRI
BUSINESS
SERVICE
SERVICE
LABOUR
AGRI
LABOUR
SERVICE
LABOUR
AGRI
LABOUR
LABOUR
AGRI
BUSINESS
SERVICE
BUSINESS
AGRI
Slum population
456
541
436
No. of Slum Households

No. of Individual water
connections in the ward
65
90
82
42
56
55
45
76
67
42
45
33
0
0
4
0
0
1
2
0
0
0
3
0
0
0
3
0
0
0
3
0
0
0
5
0
0
0
3
0
70
70
80
80
75
100
85
59
47
61
71
56
Name of ward
Ward Population (2011)
Area (Ha)
Density (PPHa)
Male
Female
SC (2001)
ST (2001)
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
No. of Commercial
establishments
No. of Slum pockets
No. of Community water

connections
No. of Commercial water
connections
No. of Tubewells
No. of Handpumps
No. of OHTs
% Coverage of piped water
supply
No. of Individual Toilets
No. of Individual Septic tanks
Ward 13
Ward 14
Ward 15
Maulana
Dr.
Azad
Ambedkar
Total
15
886
1.66
533
457
429
385
38
116
939
46.28
0
0
180
2485
14.19
175
1315
1220
607
35
281
928
41.05
1g 3p
0
496
9886
47.68
207
5084
4802
1731
399
1234
945
SERVICE
AGRI
BUSINESS
AGRI
AGRI
LABOUR
0
6
479
841
1610
84
145
296
4363
762
58
64
66
36
86
218
989
0
0
4
0
0
0
5
0
0
0
3
0
0
0
2
0
0
0
4
0
0
0
2
0
0
0
4
0
0
2
11
1
0
3
58
1
50
80
30
70
85
66
40
60
80
79
53
105
78
63
71
60
135
372
1036
1394
0
5
1
1858
City Profile (Ward Wise)

Ward #
Name of ward
No. of Community Septic tanks
Ward 1
Ward 2
Ward 3
Ward 4
Ward 5
Ward 6
Ward 7
Ward 8
Ward 9
Ward 10
Ward 11
Ward 12
Ward 13
Lal
Rajendra
Subhash Vallabh
Bahadur
Sanjay Gandhi
Prasad
Ward bhai Patel
Shastri
Ward 14
Ward 15
Maulana
Dr.
Azad
Ambedkar
Total
Rajiv
Gandhi
Mahatma
Gandhi
Bhagat
Singh
Ravindra
Nath Tagre
Mahaveer
bhavan
Indhira
Gandhi
Maharana
Pratap
Nehru
50
55
60
70
30
35
55
25
60
25
25
20
65
30
55
17
0.141
0.128
0.100
0.100
0.132
0.116
0.131
0.103
0.176
0.146
0.107
0.131
0.120
0.222
0.621
2.472
22
0
0
0
0
15
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 (Km)
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/Channelized
(Mts)
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
0
0
33
19
11
20
19
19
19
13
16
72
0
275
0
0
0
0
0
0
113
0
0
0
0
0
0
78
0
0
0
0
0
0
62
0
0
0
0
0
0
81
0
0
0
0
0
0
95
0
0
0
0
0
0
75
0
0
0
0
0
0
105
0
0
0
0
0
0
71
0
0
0
0
0
0
140
0
0
0
0
0
0
104
0
0
0
0
0
0
84
0
0
0
0
0
0
94
0
0
0
0
0
0
80
0
0
0
0
0
0
180
0
0
0
0
0
0
496
0
0
0
1
0
0
1858
31926
94665
62188
58845
74183
90034
60260
82230
104633
108223
101399
78205
51641
79184
383366
1460982
No. of Commercial properties

Total Property tax collection (in
Rs.)
Property tax coverage(in %)
Available Government land (Sq
kms)
Remarks
Sectoral Analysis
Source
Sewerage
Drainage
SWM
Physical Infrastructure
Water Supply
No. of Tubewell / River / Well
Existing Source
Tubewell
Well
3
River/Lake
Water Supplied by Tubewell /

River / Well in 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
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
50
70
no
Chain Sagar Dam
no
none
no
Utavli nadi
Nevaj river
60
no
250
2.47
1
70
no
no
Mahua Road
no
mahua road
2km
1
yes
Sectoral Analysis
Name of National Highway passing from or nearby
from the town (NH-XYZ)
Roads
Distance of National Highway if nearby from the town

(NH-XYZ) in Kms
Mumbai - Agra
10
Name of State Highway passing from or nearby from

the town (SH-XYZ)
Traffic & transportation

Street lighting
Total length of Pucca roads (Kms)
CC
WBM
Total (kms)
Total length of Kuccha roads (kms)
(kms)
Gap w.r.t Standards
(kms)
Total no. of vehicles in the town

Bus stand (yes/No)
no
Any intracity mass transport mode (yes/no)

Name of locations facing major traffic
issues
Name of the street beautified as per the
instructions of UADD
Total no. of street lights
No. of Streetlights under working condition
No. of Streetlights having Tubes
No. of Streetlights having CFL
No. of Streetlights having Incandescent bulbs
No. of Streetlights having LED
No. of Streetlights having LPS
Yes
no
1
2
3
Madan
mahal road
Location of Substation
http://www.mptransco.nic.in
Power
Physical Infrastructure
Distance of State Highway if nearby from the town (SHXYZ) in Kms
Total no. of residential connections

Total no. of Commercial connections
Any subsidy for BPL (Y/N)
Duration of Electricity supply per day (in Hrs)
275
200
400 KV
220KV
132KV
Heritage & tourism

Environment
Heritage & tourism
Sectoral Analysis
Name of Heritage site/s
Ownership/agency
Prevailing Heritage Act/s
Name of Tourist site/s
Ownership/agency
no
no
Total no. of Pilgrims/ Tourists visiting town per day
Name of River/Lake/Forest range/Any specific species

Prevailing Environmental Act/s
Areas facing threats
No. of Primary Health centres/Dispensary
1
Government
Health
No. of Hospitals
Multispeciality hospital if any (Y/N)
Education
Name of Nearby town reffered for

Treatment
Beds
Private
Beds
Yes
Name of
town
Distance
(Kms)
No. of Primary schools
No. of Secondary/High schools
No. of Colleges
No. of ITI
0
0
No. of Beneficiaries under SJSRY (Street Vendor)
Social security schemes
Social Infrastructure
no
No. of Beneficiaries under Haath thela/Rickshaw chalak

yojna
No. of Rain Basera/Night Shelter
Ownership of Rain Basera (with ULB/Rental)
No. of Beneficiaries under Gharelu Kamkaji Mahila
Yojana
Name of
Deendayal
antyodaya
Name of other Social security
Widow
schemes
pension
0
0
0
0
Sectoral Analysis
Slums & Urban Poor
Ward
No
1
2
3
4
5
Name of Slum
pocket/ reference
name
No. of
Individual
No. of
No. of
No. of
Notified/
Ward
Slum
water
Community Handpump Individual Community
Un-notified population population
toilets
connections
s
taps
toilets
NAYA PURA
Notified
456
456
42
MALVI
MOHOLLA
Notified
541
541
76
No. of
Pucca
houses
No. of Semi
pucca
houses
No. of
Kuccha
houses
No. of
No. of
Permanent Temporary
pattas
pattas
distributed distributed
6
7
BHIL MOHOLLA
Notified
436
436
42
8
9
10
11
No. of
Primary
school in
the slum
pocket
No. of
Any
Beneficiari
Primary
es under interventio
Health
ns under
social
centres in
IHSDP
security
the slum
(Y/N)
schemes
pocket
7
MALVI
MOHOLLA
Notified
479
479
64
HARIJAN
MOHOLLA
Notified
841
841
86
INDIRA COLONY
Notified
1610
1610
218
11
12
13
14
15
RAI JEE KA BAAG
Total
Notified
36
0
4363
4363
528
27
52
Reforms Action Plan

Reforms
Timeline to achieve reforms till 2015
Achieved (Y/N)
2012-13
Full migration of double accounting

System
Property tax reforms, 85% coverage
ratio and 90% collection ratio
Levy of user charges : full recovery of O
& M charges for sewerage, water supply
and SWM
Internal earmarking of basic services to
urban poor
E-governance
Provision of basic services to urban
poor including security of tenure at
affordable prices, improved housing,
water supply, sanitation
Preliminary
Any City specific
estimate (if any)
Strategies
for
adopted
implementation
2013-14
2014-15
2015-16
Implementing
agency
Capital Expenditures
Revenue Expenditure
Capital
Receipts
Revenue Income
Municipal Finance (Should be filled carefully and it should be checked whether the capital income is factual or based on assumption
Year
Fees & User Charges
Sale & Hire Charges
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
Programme Expenses
Transfer to Fund
Total - Revenue Expenditure
Fixed Assets
Capital Work-in-Progress
Investments -General Fund
Investments-Other Funds
Stocks/Inventory
Loans, Advances and Deposits
Other Assets
Miscellaneous Expenditure
Total Capital Expenditure
Total Income
Total Expenditure
2005-06
2006-07
2007-08
2008-09
Note: Refer Madhya Pradesh Municipal Accounting Manual for further details. Can be downloaded from "Download" Section of www.mpurban.gov.in.
2009-10
2010-11
Sale & Hire Charges
Interest Earned
Other Income
Consolidated Capital Income for Development Works
Programme Expenses
Other Expenses
CAGR
5.00%
0.00%
0%
#DIV/0!
5.00%
0.00%
0%
#DIV/0!
66.98
70.31
(3.33)
TOTAL EXPENDITURE
Surplus/ Deficit
(22.83)
CAPITAL ACCOUNT
TOTAL INCOME
38.80
19.49
38.80
31.51
0.00
5.00
0.69
0.00
5.00
1.70
4.02
15.10
15.98
15.98
51.00
0.00
5.00
5.00
12.95
0.97
0.38
3.83
13.64
9.24
2004-05
REVENUE ACCOUNT
0.00%
0.00%
-100%
16%
0.00%
0.00%
108%
0%
15.00%
1%
#DIV/0!
15.00%
15.00%
19%
0.00%
10.00%
5%
26%
14.00%
10.00%
14.00%
57%
-36%
15.00%
-17%
-100%
15.00%
14.00%
18%
assumed
40%
CAGR
Works
Major Capital Expenditure Heads
Consolidated Capital Expenditure for Development
Total Revenue Expenditure
Major Revenue Expenditure Heads
Total Capital Income
Major Capital Income Heads
Total Revenue Income
Fees & User Charges
Major Revenue Income Heads
REVENUE PROJECTIONS
WITHOUT REFORMS
14.74
79.84
94.58
(19.57)
34.31
39.42
39.42
40.42
0.00
5.00
0.22
0.00
5.00
7.66
3.29
19.25
19.85
19.85
74.73
0.00
5.00
5.00
12.55
0.00
0.85
3.43
35.11
12.80
2005-06
15.80
101.77
117.57
(12.91)
28.71
47.97
47.97
53.80
0.00
5.00
0.63
0.00
5.00
16.00
5.22
21.94
35.06
35.06
82.51
0.00
5.00
5.00
7.63
0.00
5.94
1.64
41.36
15.93
2006-07
(15.81)
123.39
107.58
(24.91)
9.10
58.33
58.33
65.06
0.00
5.00
0.00
0.00
5.00
26.24
3.48
25.34
33.42
33.42
74.16
0.00
5.00
5.00
1.83
0.00
1.88
1.53
44.22
14.69
2007-08
(18.98)
146.07
127.09
(29.89)
10.92
70.00
70.00
76.07
0.00
5.00
0.00
0.00
5.00
31.49
4.18
30.41
40.11
40.11
86.99
0.00
5.00
5.00
2.19
0.00
2.26
1.84
53.07
17.63
2008-09
12.39
86.23
98.62
0.00
12.39
0.00
86.23
0.00
5.25
0.00
0.00
5.00
36.21
4.81
34.97
0.00
98.62
0.00
5.25
5.50
2.41
0.00
2.58
2.11
60.50
20.27
2009-10
13.97
97.89
111.87
0.00
13.97
0.00
97.89
0.00
5.51
0.00
0.00
5.00
41.64
5.53
40.21
0.00
111.87
0.00
5.51
6.05
2.66
0.00
2.94
2.43
68.97
23.31
2010-11
Annexure 12: Financial Operating Plan for BODA
15.66
111.28
126.94
0.00
15.66
0.00
111.28
0.00
5.79
0.00
0.00
5.00
47.89
6.36
46.25
0.00
126.94
0.00
5.79
6.66
2.92
0.00
3.35
2.80
78.62
26.81
2011-12
17.46
126.64
144.10
0.00
17.46
0.00
126.64
0.00
6.08
0.00
0.00
5.00
55.07
7.31
53.18
0.00
144.10
0.00
6.08
7.32
3.21
0.00
3.82
3.21
89.63
19.37
144.28
163.65
0.00
19.37
0.00
144.28
0.00
6.38
0.00
0.00
5.00
63.33
8.41
61.16
0.00
163.65
0.00
6.38
8.05
3.53
0.00
4.35
3.70
102.18
35.45
17.46
30.83
2013-14
2012-13
21.38
164.53
185.91
0.00
21.38
0.00
164.53
0.00
6.70
0.00
0.00
5.00
72.83
9.67
70.33
0.00
185.91
0.00
6.70
8.86
3.89
0.00
4.96
4.25
116.48
40.77
36.84
2014-15
23.49
187.79
211.28
0.00
23.49
0.00
187.79
0.00
7.04
0.00
0.00
5.00
83.75
11.12
80.88
0.00
211.28
0.00
7.04
9.74
4.28
0.00
5.66
4.89
132.79
46.89
58.22
2015-16
25.68
214.50
240.18
0.00
25.68
0.00
214.50
0.00
7.39
0.00
0.00
5.00
96.32
12.79
93.02
0.00
240.18
0.00
7.39
10.72
4.70
0.00
6.45
5.62
151.38
53.92
81.71
2016-2017
27.93
245.19
273.12
0.00
27.93
0.00
245.19
0.00
7.76
0.00
0.00
5.00
110.76
14.70
106.97
0.00
273.12
0.00
7.76
11.79
5.18
0.00
7.35
6.47
172.58
62.01
107.39
2017-2018
30.22
280.44
310.67
0.00
30.22
0.00
280.44
0.00
8.14
0.00
0.00
5.00
127.38
16.91
123.01
0.00
310.67
0.00
8.14
12.97
5.69
0.00
8.38
7.44
196.74
71.31
135.32
2018-2019
Fees & User Charges
Sale & Hire Charges
Interest Earned
Other Income
Consolidated Capital Income for Development Works
Programme Expenses
Other Expenses
6.89
15.69
8.98
0.00
0.00
6.26
14.27
8.55
0.00
0.00
402.27
367.48
34.78
0.00
353.47
320.95
32.52
TOTAL EXPENDITURE
Surplus/ Deficit
CAPITAL ACCOUNT
TOTAL INCOME
0.00
34.78
0.00
32.52
367.48
0.00
8.98
0.00
0.00
5.00
168.46
22.36
162.69
0.00
REVENUE ACCOUNT
320.95
0.00
8.55
0.00
0.00
5.00
146.49
19.44
141.47
0.00
402.27
0.00
9.56
353.47
9.83
10.89
8.55
94.30
255.68
82.00
198.06
165.54
224.28
2020-2021
2019-2020
Works
Major Capital Expenditure Heads
Consolidated Capital Expenditure for Development
Total Revenue Expenditure
Major Revenue Expenditure Heads
Major Capital Income Heads
Total Revenue Income
Major Revenue Income Heads
REVENUE PROJECTIONS
WITHOUT REFORMS
36.96
420.96
457.92
0.00
36.96
0.00
420.96
0.00
9.43
0.00
0.00
5.00
193.73
25.72
187.09
0.00
457.92
0.00
9.43
17.26
7.58
0.00
12.42
11.31
291.47
108.45
232.84
2021-2022
38.97
482.41
521.38
0.00
38.97
0.00
482.41
0.00
9.90
0.00
0.00
5.00
222.79
29.57
215.15
0.00
521.38
0.00
9.90
18.99
8.33
0.00
14.16
13.00
332.28
124.72
269.80
2022-2023
40.73
553.03
593.77
0.00
40.73
0.00
553.03
0.00
10.39
0.00
0.00
5.00
256.20
34.01
247.42
0.00
593.77
0.00
10.39
20.89
9.17
0.00
16.14
14.95
378.80
143.42
308.77
2023-2024
42.14
634.20
676.34
0.00
42.14
0.00
634.20
0.00
10.91
0.00
0.00
5.00
294.64
39.11
284.54
0.00
676.34
0.00
10.91
22.97
10.09
0.00
18.40
17.20
431.83
164.94
349.51
2024-2025
43.06
727.48
770.54
0.00
43.06
0.00
727.48
0.00
11.46
0.00
0.00
5.00
338.83
44.98
327.22
0.00
770.54
0.00
11.46
25.27
11.09
0.00
20.98
19.78
492.29
189.68
391.65
2025-2026
43.32
834.71
878.03
0.00
43.32
0.00
834.71
0.00
12.03
0.00
0.00
5.00
389.66
51.72
376.30
0.00
878.03
0.00
12.03
27.80
12.20
0.00
23.91
22.74
561.21
218.13
434.71
2026-2027
42.71
957.96
1000.68
0.00
42.71
0.00
957.96
0.00
12.63
0.00
0.00
5.00
448.10
59.48
432.75
0.00
1000.68
0.00
12.63
30.58
13.42
0.00
27.26
26.16
639.78
250.85
478.02
2027-2028
41.00
1099.65
1140.65
0.00
41.00
0.00
1099.65
0.00
13.27
0.00
0.00
5.00
515.32
68.40
497.66
0.00
1140.65
0.00
13.27
33.64
14.77
0.00
31.08
30.08
729.35
288.47
520.74
2028-2029
37.87
1262.52
1300.39
0.00
37.87
0.00
1262.52
0.00
13.93
0.00
0.00
5.00
592.62
78.66
572.31
0.00
1300.39
0.00
13.93
37.00
16.24
0.00
35.43
34.59
831.45
331.74
561.74
2029-2030
32.97
1449.75
1482.73
0.00
32.97
0.00
1449.75
0.00
14.63
0.00
0.00
5.00
681.51
90.46
658.15
0.00
1482.73
0.00
14.63
40.70
17.87
0.00
40.39
39.78
947.86
381.51
599.61
2030-2031
25.86
1665.00
1690.86
0.00
25.86
0.00
1665.00
0.00
15.36
0.00
0.00
5.00
783.74
104.03
756.87
0.00
1690.86
0.00
15.36
44.77
19.65
0.00
46.04
45.75
1080.56
438.73
632.59
2031-2032
16.00
1912.46
1928.47
0.00
16.00
0.00
1912.46
0.00
16.13
0.00
0.00
5.00
901.30
119.64
870.41
0.00
1928.47
0.00
16.13
49.25
21.62
0.00
52.49
52.61
1231.84
504.54
658.45
2032-2033
2.77
2196.97
2199.74
0.00
2.77
0.00
2196.97
0.00
16.93
0.00
0.00
5.00
1036.49
137.58
1000.97
0.00
2199.74
0.00
16.93
54.17
23.78
0.00
59.84
60.50
1404.29
580.22
674.45
2033-2034
(14.61)
2524.07
2509.47
0.00
(14.61)
0.00
2524.07
0.00
17.78
0.00
0.00
5.00
1191.96
158.22
1151.11
0.00
2509.47
0.00
17.78
59.59
26.16
0.00
68.21
69.58
1600.89
667.26
677.21
2034-2035
(WITH REFORMS)
Additional Revenues as a result of Proposed Investments
(37.91)
762.09
724.17
762.09
Closing Balance
Investments (WITH REFORMS)
800.00
82.48
44.56
2015-16
(37.91)
82.48
44.56
2014-15
Opening Balance
REVENUE ACCOUNT as a result of Proposed
REFORMS)
Additional O&M as a result of Proposed Investments (WITH
B Major Capital Income Heads
A Major Revenue Income Heads
Investments (WITH REFORMS)
Additional Revenues as a result of Proposed
686.26
724.17
(37.91)
82.48
44.56
2016-2017
648.34
686.26
(37.91)
82.48
44.56
2017-2018
610.43
648.34
(37.91)
82.48
44.56
2018-2019
539.37
610.43
(71.06)
164.96
93.90
2019-2020
468.31
539.37
(71.06)
164.96
93.90
2020-2021
397.25
468.31
(71.06)
164.96
93.90
2021-2022
326.20
397.25
(71.06)
164.96
93.90
2022-2023
255.14
326.20
(71.06)
164.96
93.90
2023-2024
223.14
255.14
(32.00)
213.49
181.49
2024-2025
191.14
223.14
(32.00)
213.49
181.49
2025-2026
159.14
191.14
(32.00)
213.49
181.49
2026-2027
127.13
159.14
(32.00)
213.49
181.49
2027-2028
95.13
127.13
(32.00)
213.49
181.49
2028-2029
80.71
95.13
(14.43)
262.02
247.60
2029-2030
66.28
80.71
(14.43)
262.02
247.60
2030-2031
51.85
66.28
(14.43)
262.02
247.60
2031-2032
37.42
51.85
(14.43)
262.02
247.60
2032-2033
23.00
37.42
(14.43)
262.02
247.60
2033-2034
82.38
23.00
59.39
294.93
354.32
2034-2035
820.31
Overall Closing Balance

Closing Balance without proposed
investments only + Closing Balance
Additional Revenue Account
VII
VIII DSCR
1,213.67
369.11
Scenario 4: With Closing Balance of

additional Revenue Account loaded on
Scenario 2 (III)
Scenario 3: With Additional O & M

Expenditure loaded on Scenario 2 (III)
VI
762.09
393.36
58.22
2014-2015
393.36
4276.22
Additional Revenue & O&M (Closing

Balance)
2014
0.00
0.00
0.00
2,912.14
582.43
393.36
388.29
3882.86
IV
2013
0.00
0.00
0.00
451.59
2012
0.00
0.00
0.00
III
2011
0.00
0.00
0.00
Scenario 2: Overall Closing account with

closing
balance
with
proposed
Investments loaded on closing balance
account without proposed investments III
II
Scenario 1: NO REFORM SCENARIO

(Closing Balance)
Closing Balance of capital account with
Proposed Investments only
2010
0.00

FOP WITH VARIOUS SCENARIOS
2.00
10%
0.00
Loans from State Government or other

externally aided projects
75%
15%
Capital Income
GoI-Grant
GoMP-Grant
PPP Project Income
ULB Contribution
B
1
2
3
4
0.00
151.06
0.00
121.69
121.69
272.75
28.15
0.00
122.91
122.91
151.06
(96.14)
0.00
0.00
0.00
0.00
0.00
124.28
124.28
28.15
(221.97)
0.00
125.83
125.83
(96.14)
(349.53)
0.00
127.56
127.56
(221.97)
0.18
805.88
1,078.63
271.99
724.17
354.46
272.75
81.71
0.19
793.64
944.70
175.97
686.26
258.45
151.06
107.39
0.21
783.66
811.80
80.99
648.34
163.46
28.15
135.32
0.22
775.96
679.83
(13.08)
610.43
69.40
(96.14)
165.54
0.24
737.43
515.46
(188.86)
539.37
(23.91)
(221.97)
198.06
0.25
701.16
351.62
(281.64)
468.31
(116.69)
(349.53)
232.84
2015-16 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021
272.75
0.00
120.61
0.00
393.36
3,882.86
0.00
2015-16 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021
120.61
0.00
2014-15
0.00
2014
Annual Loan Repayment @ interest Rate of

10 % annual (Moratorium Period 2 Years,
Construction Period 2 Years)
0.00
2013
Capital Expenditure (CIP)

Total CIP INVESTMENTS
0.00
2012
A
1
0.00
2011
1.00
2010
Opening Balance
(With Proposed Investment)
CAPITAL ACCOUNT WITH PROPOSED

INVESTMENTS
(610.76)
0.00
131.71
131.71
(479.05)
0.27
667.05
188.01
(374.20)
397.25
(209.25)
(479.05)
269.80
0.28
634.97
24.21
(466.94)
326.20
(301.99)
(610.76)
308.77
2021-2022 2022-2023
(479.05)
0.00
0.00
129.52
129.52
(349.53)
2021-2022 2022-2023
Annual Loan Repayment @ interest Rate of

10 % annual (Moratorium Period 2 Years,
Construction Period 2 Years)
A
1
0.30
0.29
VII
VIII DSCR
614.79
604.64
Overall Closing Balance

Closing Balance without proposed
investments only + Closing Balance
Additional Revenue Account
(80.08)
46.74
(516.71)
Scenario 4: With Closing Balance of

additional Revenue Account loaded on
Scenario 2 (III)
(373.35)
223.14
(303.22)
VI
Scenario 3: With Additional O & M

Expenditure loaded on Scenario 2 (III)
255.14
Additional Revenue & O&M (Closing

Balance)
IV
(208.40)
(694.87)
(557.90)
III
391.65
349.51
Scenario 2: Overall Closing account with

closing
balance
with
proposed
Investments loaded on closing balance
account without proposed investments III
II
(694.87)
(834.96)
0.00
140.09
140.09
(694.87)
(978.57)
0.00
143.61
143.61
(834.96)
(1126.14)
0.00
147.57
147.57
(978.57)
(1278.16)
0.00
0.00
0.00
0.00
0.00
152.02
152.02
(1126.14)
(1435.19)
0.00
157.03
157.03
(1278.16)
(1435.19)
0.00
0.00
0.00
(1435.19)
0.30
625.84
(209.11)
(613.74)
191.14
(400.25)
(834.96)
434.71
0.30
637.16
(341.41)
(714.03)
159.14
(500.54)
(978.57)
478.02
0.29
647.87
(478.27)
(818.89)
127.13
(605.40)
(1,126.14)
520.74
0.28
656.87
(621.29)
(929.91)
95.13
(716.42)
(1,278.16)
561.74
0.26
680.32
(754.88)
(1,097.60)
80.71
(835.58)
(1,435.19)
599.61
698.86
(736.33)
(1,064.63)
66.28
(802.61)
(1,435.19)
632.59
2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2031
(557.90)

0.00
136.96
1704.66
1,177.86
235.57
187.04
157.05
136.96
(557.90)
134.18
1570.47558
(610.76)
1757.52
Scenario 1: NO REFORM SCENARIO

(Closing Balance)
2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2031
Capital Income
GoI-Grant
GoMP-Grant
PPP Project Income
ULB Contribution
Loans from State Government or other
externally aided projects
FOP WITH VARIOUS SCENARIOS
2.00
B
1
2
3
4
Capital Expenditure (CIP)

Total CIP INVESTMENTS
1.00
Opening Balance
(With Proposed Investment)
CAPITAL ACCOUNT WITH PROPOSED

INVESTMENTS
710.30
(591.25)
(905.13)
51.85
(643.10)
(1,301.55)
658.45
2031-2032
(1301.55)
1385.59
0.00
938.96
187.79
133.64
125.19
1251.95
0.00
1,251.95
(1435.19)
2031-2032
(1301.55)
0.00
0.00
0.00
(1301.55)
711.87
(589.68)
(889.12)
37.42
(627.10)
(1,301.55)
674.45
700.21
(601.34)
(886.36)
23.00
(624.34)
(1,301.55)
677.21
2032-2033 2033-2034
(1301.55)
0.00
0.00
0.00
(1301.55)
2032-2033 2033-2034
744.99
(556.56)
(933.87)
82.38
(638.94)
(1,301.55)
662.61
2034-2035
(1301.55)
0.00
0.00
0.00
(1301.55)
2034-2035

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City Development Plan (CDP)

Final CDP Report

PROJECT PREPARED BY:

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

Monitoring & Evaluation

Asian Development Bank

Below Poverty Line

Constitutional Amendment Act

Community Development Society

Non Government Organization

National Slum Development Policy

Over Head Tank

Persons per Hectare

Public Private Partnership

Confederation of Indian Industries

Geographical Information System

Solid Waste Management

Participatory Rapid Assessment

Lake Conservation Authority

Life Insurance Corporation

Urban Local Body

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

Position Held in AIILSG

Mr. Ajay R. Agrawal

B.Arch, M.Plan (Urban Planning)

Mr. Jay N. Padalia

Mr. Ashish Deosthali

B.E Civil, M.E in Environment Executive

Mr. Sanat Shah

B.E Civil (Retd. Engineer Gujarat

Mr. Vijay Mane

Master of Social Work (MSW),

Mr. Vijay Kulkarni

Ms. Dhara Patel

Software Developer, PRUDA

Mr. Punit Patel

Project Coordinator, PRUDA

Mr. Jay Patel

B.E Civil, M.Tech Infrastructure

Junior Project Officer, PRUDA

Ms. Neha Gupta

Project Researcher, PRUDA

Executive Director, PRUDA

Municipal Finance Specialist,

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

City development plan is envisaged to accommodate the constantly increasing infrastructure

Issues to be addressed in CDP

Lack of planning culture at ULB level.

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

Purpose and Objectives of the Assignment

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

Indepth analysis of the existing situation

DemandSupply Gap Analysis

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

CITY DEVELOPMENT PLAN (CDP) FOR B O D A

FLOWCHART OF ACTIVITIES FOR THE PROJECT:

-Meeting with ULB / District officials &

Preparing City profile &

Conduct 2nd Workshop at ULB

Conduct 3rd Level

-Validation of secondary Data & Datagaps Identification

-Preparing a City Investment Plan (CIP) and a