City Development Plan Allahabad-2041 PDF

City Development Plan for Allahabad, 2041
(Final City Development Plan)
April 2015
Supported under
Capacity Building for Urban Development project (CBUD)

A Joint Partnership Program between
Ministry of Urban Development, Government of India
and
The World Bank
CRISIL Risk and Infrastructure Solutions Limited
Ministry of Urban
Development
Capacity Building for Urban

Development Project
City Development Plan for

Allahabad, 2041
Final City Development Plan
March 2015
“A hi-tech city together with continuing

cultural and religious traditions by laying
an good focus on religious tourism. The
traditional education of the city shall be
given maximum thrust for it to come a
knowledge hub”
Consulting Firm:
CRISIL Risk and Infrastructure Solutions Limited
Project Team
Key Experts
Ms. Veena Garrella Team Leader and Urban Development Specialist
Mr. Abhay Kantak Municipal Finance Specialist
Dr. Madhusree Banerjee Social Development Specialist
Mr. Mendu Gopi Pardhasardhi Municipal Engineer
Mr. Ratnakar Reddy Transport Expert
Mr. Tapan Patel Disaster Management Expert
Team Members
Mr. Brijgopal Ladda
Mr. Appeeji Parasher
Mr. Jyoti Prakash Majhi
Mr. Rahul Sethi
Mr. Sushant Sudhir
[iv]
Acknowledgment
The Ministry of Urban Development (MoUD) has launched the Capacity Building for Urban
Development (CBUD) project – supported by the World Bank – to give a thrust to implementation of
reforms proposed to be undertaken by urban local bodies. The CBUD project has identified issues for
intervention and areas of technical assistance that are required in 30 cities across the country that
were identified under the project for Technical Assistance. Formulation of new/revised city
development plans (CDP) is one such initiative. First-generation CDPs were prepared for most of the
cities under the JnNURM/UIDSSMT programme of GoI; these are proposed to be revised under this
project as per the revised CDP guidelines issued by MoUD in April 2013.
CRISIL Risk and Infrastructure Solutions Limited (CRIS) would like to thank MoUD for giving it an
opportunity to work on this prestigious assignment. CRIS would like to express its sincere gratitude for
the guidance and support provided by Dr.Sameer Sharma, IAS, Joint Secretary (Smart Cities);
Mr. Shailendra Vikram Singh, Director (Smart Cities-III and Capacity Building); and Mr. Sanjay
Sharma, Under Secretary (Smart Cities-III), MoUD. CRIS would also like to place on record and thank
the officials of the Town and Country Planning Organization, MoUD, specially Mr. R Srinivas (Town
and Country Planner), Mr. Sudeep Roy (Assistant Town and Country Planner), and Ms. D Blessy
(Assistant Town and Country Planner) for their valuable suggestions provided during the Technical
Advisory Committee meetings.
We would also like to thank the former Joint Secretary and Mission Director Ms. Nisha Singh, IAS,
and Mr. Anand Mohan, former Director (N-IV), MoUD.
CRIS is also grateful to the CBUD project team at MoUD – Mr Nabroon Bhattacharya (Team Leader),
Mr. Hitesh Vaidya (Deputy Team Leader), Mr. Mahtab Alam (Urban Planning Specialist), Mr. Dinesh
Harode (Urban Planning Specialist), and Ms. Basobi Sheel (Social Development Specialist) – for their
timely and consistent technical support throughout the assignment.
We would like to take this opportunity to acknowledge the support provided by the Municipal
Commissioner Shri. Devendra Pandey, for his support. Further, we would also like to thank the
additional commissioner and nodal officer for the CBUD Project Smt Nandita Tripathy, and Hon‟ble
Mayor of Allahabad Smt. Abhilasha Gupta Nandi for their kind cooperation and valuable inputs. Also,
we thank HRD officer, Mr. Raj Kumar Dwivedi for coordinating in identifying the stakeholders and in
organising the workshops for preparation of the City Development Plan. Further, we thank all other
officials of the Allahabad Municipal Corporation for providing the required data and information,
identifying city-level issues as part of the CDP formulation. Last but not the least, we would like to
extend a deep sense of gratitude to all the key stakeholders of the city who have provided their
valuable feedback and suggestions on issues concerning the city and its future infrastructure
requirements, and have prioritised the implementation of the project.
[v]
Abbreviations
ADA Allahabad Development Authority
AMC Allahabad Municipal Corporation
ARV Annual Rental Value
ASI Archaeological Survey of India
ASP Activated Sludge Process
AVP Aawas Vikas Parishad
BOD Biochemical oxygen demand
BPCL Bharat Petroleum Corporation Limited
BPL Below Poverty Line
BSUP Basic Services for Urban Poor
CAA Constitution Amendment Act
CAFO Chief Accounting Financial officer
CAGR Compounded Annual Growth Rate
CBD Central Business District
CBUD Capacity Building for Urban Development
CDP City Development Plan
CIP Capital Investment Plan
CMO Chief Medical Officer
CMP Comprehensive Mobility Plan
CNG Compressed natural gas
CPWD Central Public Works Department
CRIS CRISIL Risk and Infrastructure Solution
CRPF Central Reserve Police Force
DCB Demand Collection Balance
DLB Directorate of Local Bodies
DPR Detailed Project Report
DUDA District Urban Development Authority
ESI Employee's State Insurance
EWS Economically Weaker Section
FOP Financial Operating Plan
GDP Gross Domestic Product
GIS Geographic Information System
IIIT Indian Institute of Information Technology
IPT Intermediate Public Transport
ITI Industrial Training Institute
JICA Japan International Cooperation Agency
JNNURM Jawaharlal Nehru National Urban Renewal Mission
KAVAL Kanpur Agra Varanasi Allahabad Lucknow
LIG Low Income Group
LPCD Litres per Capita per Day
MLA Member of Legislative Assembly
MLD Million Litres per Day
MNNIT Motilal Nehru National Institute of Technology
MOUD Ministry of Urban Development, Government of India
MTPA Million Tonnes Per Annum
NGRBA National Ganga River Basin Authority
NHDP National Highways Development Project
NRW Non-Revenue Water
OHT Over Head Tank
PMU Project Management Unit
PPP Public Private Partnership
PWD Public Works Department
RAY Rajiv Awas Yojna
[vi]
ROW Right of Way
SFC State Finance Commission
SJSRY Swarna Jayanti Shahari Rozgar Yojana
SOR Schedule of Rates
SPV Special Purpose Vehicle
STP Sewerage Treatment Plant
SUDA State Urban Development Authority
SWD Storm Water Drains
SWM Solid Waste Management
SWOT Strength, Weakness, Opportunity and Threat
TCPD Town and Country Planning Department
TPD Tonnes per day
ULB Urban Local Body
UMTA Unified Metropolitan Transport Authority
UPJN Uttar Pradesh Jal Nigam
UPPCB Uttar Pradesh Pollution Control Board
UPSRTC Uttar Pradesh State Roadways Transportation Corporation
WTP Water Treatment Plant
[vii]
Contents
Abbreviation……………………………………………………………………………………………………...vi
Content……………………………………………………………………………………………………...viii
List of Tables…………………………………………………………………………………………………xix
List Of Figures………………………………………………………………………………………………xxiii
List of Maps……………………………………………………………………………………………………xxiv
Executive summary ................................................................................................................................. 1
1. Project Background ......................................................................................................................... 8
1.1 Context .................................................................................................................................... 8
1.2 Revised CDP under CBUD Project ......................................................................................... 9
1.3 Revised CDP Guidelines – Key Areas of Emphasis ............................................................. 11
1.3.1 Vision Led Planning ................................................................................................. 11
1.3.2 Resource based planning ........................................................................................ 11
1.3.3 Participatory Approach ............................................................................................ 11
1.3.4 Equity concerns, poverty and local economy development .................................... 12
1.3.5 Capacity Building in ULB ......................................................................................... 12
1.3.6 Sectoral Action Plans with Goal Oriented Targets .................................................. 12
1.3.7 Monitoring and Evaluation Arrangements ............................................................... 12
1.4 Objective of the assignment .................................................................................................. 12
1.5 Approach and methodology .................................................................................................. 13
st
1.6 Brief on 1 generation CDP .................................................................................................. 15
st
1.6.1 Projects proposed in 1 generation CDP ................................................................ 16
st
1.6.2 Brief scenario after 1 generation CDP ................................................................... 17
1.7 Key process undertaken for CDP preparation process ........................................................ 18
1.7.1 List of meetings ........................................................................................................ 18
1.7.2 Data Collection......................................................................................................... 19
1.7.3 Technical and Policy Committee Formation ............................................................ 19
1.7.4 Stakeholder consultations ........................................................................................ 19
1.7.5 Stakeholder workshop ............................................................................................. 20
2. Introduction to Allahabad City ....................................................................................................... 23
2.1 Regional setting .................................................................................................................... 24
2.2 Administrative boundary........................................................................................................ 25
2.3 Location and connectivity ...................................................................................................... 25
[viii]
2.3.1 Railways ................................................................................................................... 26
2.3.2 Airways .................................................................................................................... 27
2.3.3 Waterway ................................................................................................................. 27
2.4 Defining study area ............................................................................................................... 29
2.5 Physical setting ..................................................................................................................... 29
2.5.1 Topography and Geology ........................................................................................ 29
2.5.2 Climate ..................................................................................................................... 30
2.5.3 Agriculture, mineral and industry ............................................................................. 32
2.5.4 Water Resources ..................................................................................................... 32
2.5.5 Forests Resources ................................................................................................... 32
3. Demographic Profile ..................................................................................................................... 33
3.1 Background ........................................................................................................................... 33
3.2 Population and urbanization.................................................................................................. 33
3.3 Population Density (Ward wise) ............................................................................................ 36
3.3.1 Population distribution ............................................................................................. 38
3.4 Average Household Size ....................................................................................................... 38
3.5 Literacy Rate ......................................................................................................................... 40
3.6 Sex Ratio ............................................................................................................................... 40
3.6.1 Age-sex pyramid ...................................................................................................... 41
3.7 Language .............................................................................................................................. 42
3.8 Scheduled Caste and Scheduled Tribe Population .............................................................. 42
3.9 Migration................................................................................................................................ 42
3.10 Social composition ................................................................................................................ 43
3.11 Population Projections .......................................................................................................... 43
3.11.1 Floating population .................................................................................................. 43
3.11.2 Methodology adopted for estimation of population .................................................. 44
3.11.3 Basic Assumption taken for Population Projection .................................................. 45
3.11.4 Summary of Population Projection through various methods ................................. 46
4. Economic profile of Allahabad ...................................................................................................... 47
4.1 Background ........................................................................................................................... 47
4.2 Overview of Economic Situation ........................................................................................... 47
4.2.1 Uttar Pradesh Economic Profile............................................................................... 47
4.2.2 Industrial Policies and Incentives............................................................................. 47
4.2.3 Allahabad‟s economic profile ................................................................................... 49
[ix]
4.3 Industrial and Commercial Activities ..................................................................................... 50
4.3.1 Industrial development ............................................................................................. 50
4.3.2 Industrial growth Trend ............................................................................................ 51
4.3.3 Trade and commerce ............................................................................................... 51
4.3.4 Informal Business and Local Economy (Trade and commerce) .............................. 52
4.3.5 Informal Commercial Activity ................................................................................... 52
4.3.6 Specific Norms for the Urban Local Bodies ............................................................. 53
4.4 Workforce Participation Rate ................................................................................................ 54
4.5 Worker‟s Classification .......................................................................................................... 55
4.5.1 Primary Sector ......................................................................................................... 56
4.5.2 Secondary Sector .................................................................................................... 56
4.5.3 Tertiary Sector ......................................................................................................... 57
4.6 Future Employment Scenario in Allahabad city .................................................................... 58
4.7 Key Observation .................................................................................................................... 58
4.8 Key issues ............................................................................................................................. 58
5. Physical planning and growth management ................................................................................. 59
5.1 Background ........................................................................................................................... 59
5.1.1 Mughal Period .......................................................................................................... 59
5.1.2 British Period............................................................................................................ 60
5.2 Constituents of planning area ............................................................................................... 60
5.3 Projected population under development plan ...................................................................... 61
5.4 Spatial growth trends ............................................................................................................ 61
5.4.1 The city today........................................................................................................... 62
5.5 Spatial distribution of population ........................................................................................... 62
5.6 Critical Appraisal of the Master Plan/Development Plan ...................................................... 63
5.6.1 Land use analysis Master Plan provisions .............................................................. 63
5.6.2 Development Proposals ........................................................................................... 54
5.7 Urban Planning Functions and Reforms ............................................................................... 55
5.8 Key issues ............................................................................................................................. 55
6. Social Infrastructure ...................................................................................................................... 56
6.1 Background ........................................................................................................................... 56
6.2 Health facilities ...................................................................................................................... 56
6.2.1 Existing situation ...................................................................................................... 56
6.2.2 Basic Public Health indicators ................................................................................. 57
[x]
6.2.3 Role of Municipal Body in the health programs ....................................................... 58
6.3 Educational facilities .............................................................................................................. 59
6.3.1 Existing Situation ..................................................................................................... 59
6.3.2 Basic Education/literacy indicators .......................................................................... 60
6.4 Fire brigade ........................................................................................................................... 60
6.5 Recreational facilities ............................................................................................................ 61
6.5.1 Norms and Standard as per the UDPFI guidelines for Social Infrastructure ........... 62
6.5.2 Key issues ................................................................................................................ 62
7. Assessment of Urban Service....................................................................................................... 64
7.1 Water supply ......................................................................................................................... 64
7.1.1 Existing Water Supply Situation............................................................................... 64
7.1.2 Water Supply future Demand .................................................................................. 70
7.1.3 Critical Analysis of water Supply System post- 1st Generation CDP Scenario ....... 70
7.1.4 Institutional Framework for water supply system ..................................................... 71
7.1.5 Key Issues ............................................................................................................... 71
7.1.6 Ongoing projects ...................................................................................................... 71
7.2 Sewerage and Sanitation ...................................................................................................... 72
7.2.1 Existing Sewerage and Sanitation system .............................................................. 72
7.2.2 Future Sewage Generation ...................................................................................... 78
7.2.3 Critical Analysis of Sewerage and Sanitation System post- 1st Generation CDP
Scenario ................................................................................................................................ 78
7.2.4 Institutional Framework for sewerage and Sanitation system ................................. 79
7.2.5 Key Issues ............................................................................................................... 79
7.2.6 Completed, ongoing and proposed projects ............................................................ 79
7.3 Solid Waste Management ..................................................................................................... 81
7.3.1 Existing Sewerage and Sanitation system .............................................................. 81
7.3.2 Future solid waste generation.................................................................................. 85
7.3.3 Critical Analysis of Solid Waste Management System: post- 1st Generation CDP
Scenario ................................................................................................................................ 85
7.3.4 Key Issues ............................................................................................................... 86
7.4 Storm Water Drainage .......................................................................................................... 86
7.4.1 Existing Drainage System ........................................................................................ 86
7.4.2 Water logging ........................................................................................................... 87
7.4.3 Critical Analysis of Drainage System: post- 1st Generation CDP Scenario ............ 88
7.4.4 Key Issues ............................................................................................................... 88
[xi]
8. Traffic and transportation system.................................................................................................. 90
8.1 Existing road infrastructure ................................................................................................... 90
8.1.1 Road Hierarchy ........................................................................................................ 90
8.1.2 Important junctions .................................................................................................. 93
8.1.3 Bridges, Flyovers and Interchanges ........................................................................ 94
8.1.4 Non-Motorized Transportation (NMT) facilities ........................................................ 94
8.2 Existing Traffic and Transportation System .......................................................................... 95
8.2.1 Traffic Volumes ........................................................................................................ 95
8.2.2 Modes of Transport .................................................................................................. 96
8.2.3 Existing Transportation Infrastructure ...................................................................... 97
8.2.4 Parking facilities ..................................................................................................... 101
8.2.5 Safety and traffic management measures ............................................................. 102
8.2.6 Key issues and Challenges ................................................................................... 102
8.3 Analysis of post- 1st Generation CDP Scenario ................................................................. 103
9. Housing and urban poverty ......................................................................................................... 105
9.1 Overall housing scenario in the city .................................................................................... 105
9.1.1 Present availability of housing stock ...................................................................... 105
9.1.2 Quality of housing stock ......................................................................................... 105
9.1.3 Housing requirement as per the future projected population ................................ 106
9.1.4 Overview of growing Housing Sector in the town .................................................. 106
9.2 Urban Poverty and Slums ................................................................................................... 106
9.2.1 Number of Slums ................................................................................................... 107
9.2.2 Available infrastructure for slum communities ....................................................... 107
9.2.3 Government Initiatives in slum improvement ......................................................... 108
9.2.4 Critical Analysis of housing and urban poverty under 1st Generation CDP Scenario
108
9.2.5 Policy, Regulatory and Institutional Framework .................................................... 109
9.2.6 Key Issues ............................................................................................................. 109
10. Baseline Environment: Urban Environment and Disaster Management ............................ 110
10.1 Pollution Level in the town .................................................................................................. 110
10.1.1 Ambient Air Quality ................................................................................................ 110
10.1.2 Noise Pollution ....................................................................................................... 110
10.1.3 Water Pollution....................................................................................................... 110
10.2 Water bodies ....................................................................................................................... 111
10.2.1 List of water bodies in the town ............................................................................. 111
[xii]
10.2.2 Existing condition of water bodies ......................................................................... 111
10.3 Gardens and open spaces .................................................................................................. 112
10.4 Identification of environmentally sensitive areas ................................................................. 112
10.5 Disaster Proneness Assessment of the City ....................................................................... 112
10.6 Disaster Management Mitigation Measures ........................................................................ 113
10.7 Key issues ........................................................................................................................... 116
11. Climate Change .................................................................................................................. 117
11.1 Climate Change and urban cities ........................................................................................ 117
11.2 Carbon footprint and heat island mapping .......................................................................... 118
11.2.1 Concept of carbon footprint and its impact ............................................................ 118
11.3 Impact & Imperatives .......................................................................................................... 119
11.4 Climate resilience and carbon reduction strategy ............................................................... 120
11.4.1 Available policies for climate change and disaster resilience ................................ 121
11.4.2 Strategies ............................................................................................................... 121
11.4.3 Review of various climate resilience frameworks .................................................. 122
12. Cultural Resources, Heritage and Tourism ........................................................................ 123
12.1 Historical importance of the town ........................................................................................ 123
12.2 Tourism Scenario ................................................................................................................ 123
12.2.1 Major tourist spot ................................................................................................... 124
12.2.2 Tourist Arrival ......................................................................................................... 130
12.2.3 Existing tourist supported infrastructure ................................................................ 130
12.2.4 Existing tourism development initiatives ................................................................ 130
12.2.5 Role of agencies involved in tourism ..................................................................... 130
12.3 Fairs and Festivals .............................................................................................................. 132
12.3.1 Kumbh Mela ........................................................................................................... 132
12.4 Key Concern Areas for Tourism Development ................................................................... 133
13. Assessment of Institutions, Systems and Capacities ......................................................... 135
13.1 Urban governance system .................................................................................................. 135
13.1.1 Allahabad Municipal Corporation ........................................................................... 136
13.1.2 Jal Kal .................................................................................................................... 138
13.1.3 Parastatals ............................................................................................................. 139
13.2 Urban reforms /transfer of function (CDP post 1st Generation scenario) ........................... 142
13.2.1 Status of JnNURM Implementation ....................................................................... 143
13.2.2 Progress in Implementation of Reforms – State Level Reforms ........................... 143
[xiii]
13.2.3 ULB Level Reforms – Mandatory and Optional ..................................................... 144
13.3 Public Private Partnership ................................................................................................... 148
13.4 Overlaps of roles and responsibility .................................................................................... 149
13.5 Key Issues ........................................................................................................................... 150
14. Financial Assessment ......................................................................................................... 151
14.1 Status of service levels ....................................................................................................... 151
14.2 Existing Municipal Finance .................................................................................................. 152
14.3 Revenue Account ................................................................................................................ 154
14.3.1 Revenue Receipts ................................................................................................. 154
14.3.2 Revenue expenditure ............................................................................................. 157
14.4 Capital account.................................................................................................................... 159
14.4.1 Capital income ....................................................................................................... 160
14.4.2 Capital expenditure ................................................................................................ 160
15. SWOT Analysis ................................................................................................................... 162
15.1 SWOT Analysis ................................................................................................................... 162
15.2 SWOT.................................................................................................................................. 163
16. City Vision, Development Goals and Strategies ................................................................. 165
16.1 Stakeholder Consultations .................................................................................................. 165
16.2 Consultative Meetings ......................................................................................................... 165
16.3 Focus Group Discussions ................................................................................................... 165
16.4 Workshop process .............................................................................................................. 166
16.5 Issues identified .................................................................................................................. 169
16.6 Stakeholder suggestions ..................................................................................................... 170
16.7 Stakeholder Workshop - Draft City Development Plan ....................................................... 172
16.8 Vision formulation ................................................................................................................ 175
16.9 Approach to Allahabad City Planning ................................................................................. 175
16.9.1 Service Integration ................................................................................................. 176
16.9.2 Area Integration ..................................................................................................... 176
16.10 Development Goals ..................................................................................................... 176
16.10.1 Development Goal 1: Clean Allahabad-Clean Ganga-Yamuna ............................ 176
16.10.2 Development Goal 2: Retain the religious pre-eminence of Allahabad in India .... 177
16.10.3 Development Goal 3: Make Allahabad an environmentally sustainable city ......... 177
16.10.4 Development Goal 4: Economic vibrancy to the City ............................................ 177
17. Sector Plans, Strategies and Investment plan .................................................................... 178
[xiv]
17.1 Institutionalizing CIP ............................................................................................................ 178
17.2 Water supply sector plan ..................................................................................................... 179
17.2.1 Capital Investment Plan ......................................................................................... 181
17.2.2 Project details ........................................................................................................ 181
17.2.3 Phasing of investment ........................................................................................... 182
17.2.4 Possibility of PPP ................................................................................................... 183
17.3 Sewerage and sanitation ..................................................................................................... 183
17.3.1 Capital investment plan ......................................................................................... 185
17.3.2 Project details ........................................................................................................ 186
17.3.4 Possibility of PPP ................................................................................................... 186
17.4 Solid waste management .................................................................................................... 187
17.4.2 Project details ........................................................................................................ 189
17.4.4 Possible PPP intervention ..................................................................................... 190
17.5 Storm water drainage .......................................................................................................... 190
17.5.2 Project details ........................................................................................................ 192
17.6 Urban roads, traffic & transportation ................................................................................... 192
17.6.2 Project details ........................................................................................................ 195
17.7 Basic Services for Urban Poor ............................................................................................ 198
17.7.2 Project details ........................................................................................................ 199
17.8 Social Infrastructure and Heritage Sector Plan ................................................................... 200
17.8.2 Project details ........................................................................................................ 202
17.8.3 Phasing of projects ................................................................................................ 203
17.9 Urban Environment and Disaster Management Sector Plan .............................................. 204
[xv]
17.9.2 Project Details ........................................................................................................ 205
17.10 Local Economic Development ..................................................................................... 206
17.10.2 Project Details ........................................................................................................ 207
17.11 Tourism Sector Plan .................................................................................................... 208
17.11.2 Project Details ........................................................................................................ 209
17.12 Urban Governance ...................................................................................................... 210
17.13 Summary of Investments ............................................................................................ 211
17.14 Summary of investment phasing ................................................................................. 212
17.15 Composition of phasing ............................................................................................... 213
17.16 AMC Investment .......................................................................................................... 214
18. Financial operating plan ...................................................................................................... 215
18.1 Financial plan for the city .................................................................................................... 215
18.2 Methodology ........................................................................................................................ 215
18.3 Financing strategies for CIP ................................................................................................ 218
18.4 Financial projections ........................................................................................................... 219
18.4.1 Investment sustenance capacity............................................................................ 219
18.4.2 Key assumptions ................................................................................................... 220
18.5 Investible surplus ................................................................................................................ 221
18.6 Business-as-usual scenario ................................................................................................ 223
18.7 Improved case scenario – Reforms Implementation and debt ........................................... 224
18.7.1 Key Summary ........................................................................................................ 224
18.8 Revenue enhancement initiatives ....................................................................................... 225
18.9 Expenditure management initiatives ................................................................................... 226
18.10 Asset management initiatives ..................................................................................... 226
18.10.1 Project implementation measures ......................................................................... 227
18.11 Financial management initiatives ................................................................................ 230
18.12 Projects on PPP basis ................................................................................................. 230
[xvi]
18.13 Land resource leveraging ............................................................................................ 232
18.14 Key Conclusions.......................................................................................................... 232
19. Review and Monitoring framework ..................................................................................... 234
19.1 Framework for Review and monitoring ............................................................................... 235
19.1.1 Timeline and Periodicity of review ......................................................................... 235
19.2 Reviewing of the CDP Document ....................................................................................... 236
19.2.1 Engaging with Community and Stakeholders‟ Consultation .................................. 236
19.2.2 Data Update and Mapping of the City ................................................................... 236
19.2.3 Capacity Building ................................................................................................... 236
19.3 Review and Monitoring of Reforms and Project Implementation ........................................ 236
19.3.1 Assessment of Reforms and Project Implementation............................................ 236
19.3.2 Financial Reforms .................................................................................................. 236
19.3.3 Property Tax Reforms ............................................................................................ 237
19.3.4 Sector /Ward Development Plans.......................................................................... 237
19.3.5 Review of the Project Priorities .............................................................................. 237
19.4 Monitoring of Financial Operating Plan and Capital Investment Plan................................. 237
Annexure ............................................................................................................................................. 239
Kick off meeting .................................................................................................................. 239
Minutes of meeting.............................................................................................................. 239
Inception meeting................................................................................................................ 241
Attendance sheet ................................................................................................................ 243
Technical and policy committee members ......................................................................... 244
Interim workshop................................................................................................................. 245
Minutes of workshop ........................................................................................................... 245
Attendance sheet ................................................................................................................ 250
Final Workshop ................................................................................................................... 251
Attendance Sheet ............................................................................................................... 252
District wise population ....................................................................................................... 253
Road widening proposals ................................................................................................... 255
Towns in Allahabad Urban Agglomeration ......................................................................... 257
Right of way ........................................................................................................................ 258
List of ASI protected monuments........................................................................................ 259
[xvii]
Municipal Finance ............................................................................................................... 261
Financial Operating Plan .................................................................................................... 261
Base case ........................................................................................................................... 261
Business as usual - With grant and Debt ........................................................................... 262
Improved Case Scenario: with Grant +Debt ....................................................................... 262
Action Taken Report ........................................................................................................... 263
[xviii]
List of Tables
Table 0.1 Investment Requirements and City Investment Plan .............................................................. 4

Table 0.2 Sector wise breakup of AMC investment ................................................................................ 6
st
Table 1.1 Review of 1 generation CDP ...............................................................................................15
Table 1.2 First generation CDP projects ...............................................................................................16
Table 1.3 JNNURM Projects .................................................................................................................17
Table 2.1 Salient features of Allahabad ................................................................................................23
Table 2.2 Climate data ..........................................................................................................................31
Table 3.1 District urbanization ..............................................................................................................33
Table 3.2 Population trend of Allahabad city ........................................................................................35
Table 3.3 Allahabad city and UA population analysis ...........................................................................36
Table 3.4 Population distribution - Ward wise.......................................................................................36
Table 3.5 Household size in the City and various area of UA ..............................................................38
Table 3.6 Literacy rates .........................................................................................................................40
Table 3.7: Sex ratio ...............................................................................................................................40
Table 3.8: SC and ST population ..........................................................................................................42
Table 3.9 Migration (Allahabad UA) ......................................................................................................42
Table 3.10 Population projection from other sources ...........................................................................44
Table 3.11 Population projections using various methods ...................................................................45
Table 3.12 CAGR of projected population ............................................................................................46
Table 4.1 Industrial area locations ........................................................................................................50
Table 4.2 Categories of working population of Allahabad ....................................................................55
Table 5.1 Planning area constituents ....................................................................................................60
Table 5.2 Population projection ............................................................................................................61
Table 5.3 Proposed Land use distribution – 2021 ................................................................................64
Table 5.4 Comparison of land use as proposed and actually developed during the 2001 master plans
..............................................................................................................................................................54
Table 6.1 Health infrastructure in Allahabad .........................................................................................57
Table 6.2 Educational institutions in Allahabad ....................................................................................60
Table 6.3 Health - Gap Analysis ...........................................................................................................62
Table 6.4 Education - Gap Assessment ...............................................................................................62
Table 7.1 Water supply zones...............................................................................................................64
[xix]
Table 7.2 Water supply source .............................................................................................................65
Table 7.3 water storage reservoir .........................................................................................................66
Table 7.4 Rising mains ..........................................................................................................................67
Table 7.5 Water Distribution setup in Allahabad ...................................................................................67
Table 7.6 Number of water meters .......................................................................................................67
Table 7.7 Water supply tariff .................................................................................................................68
Table 7.8 Service level status - Water supply .......................................................................................68
Table 7.9 Water supply cost recovery ...................................................................................................69
Table 7.10 Water supply - DCB statement ...........................................................................................69
Table 7.11 Water supply demand .........................................................................................................70
Table 7.12 Current system ....................................................................................................................73
Table 7.13 Sewerage Zone-Wise Distribution of Service Area .............................................................75
Table 7.14 Sewerage treatment plants .................................................................................................75
Table 7.15 Service level benchmarks - Sewerage ...............................................................................76
Table 7.16 Assessment of Access to Toilets - Community/Public Toilets ............................................77
Table 7.17 Future sewerage generation ...............................................................................................78
Table 7.18 Transportation vehicles .......................................................................................................83
Table 7.19 SWM user charges..............................................................................................................84
Table 7.20 Future solid waste generation .............................................................................................85
Table 7.21 Water logging areas ............................................................................................................87
Table 8.1 Road details ..........................................................................................................................93
Table 8.2 Traffic volume........................................................................................................................95
Table 8.3 Peak hour traffic intensities ...................................................................................................95
Table 8.4 Number of vehicles in Allahabad district ...............................................................................96
Table 8.5 Depots and no. of buses .......................................................................................................98
Table 8.6 Bus routes of Allahabad ........................................................................................................98
Table 8.7 IPT route in Allahabad ........................................................................................................100
Table 8.8 Road accidents ...................................................................................................................102
Table 9.1 Condition of census houses ................................................................................................106
Table 10.1 Air quality, UPPCB - 2013 .................................................................................................110
Table 10.2 River water quality details .................................................................................................111
Table 10.3 Location and Catchment Area of Gauge Station in Allahabad district ..............................112
Table 10.4 Prevention and mitigation plans ........................................................................................113
Table 11.1 Impact of global warming ..................................................................................................118
[xx]
Table 11.2 Effects of climate change ..................................................................................................119
Table 11.3 Impact of climate change on rivers ...................................................................................120
Table 11.4 Climate change policies ....................................................................................................121
Table 11.5 Review of various climate resilience frameworks .............................................................122
Table 12.1 Tourist flow pattern............................................................................................................130
Table 12.2 Role of agencies involved .................................................................................................130
Table 12.3 Floating population during Kumbh Mela ...........................................................................133
Table 13.1: Roles and responsibilities of ULB and parastatals ..........................................................135
Table 13.2 Category-wise manpower strength ...................................................................................138
th
Table 13.3: Status of 74 CAA............................................................................................................142
Table 13.4 State level reforms ............................................................................................................143
Table 13.5 Mandatory reforms ............................................................................................................145
Table 13.6 Optional reforms................................................................................................................146
Table 13.7: e-Governance reforms .....................................................................................................147
Table 14.1 Financial assessment service level...................................................................................151
Table 14.2 Financial Statement of AMC for analysis period (2008-09 to 2011-12) in Rs. lakhs ........153
Table 14.3 Tax receipts in Rs. lakhs ...................................................................................................155
Table 14.4 Non-tax receipts in Rs. Lakhs ...........................................................................................156
Table 14.5 Assigned grants and contribution income in Rs. Lakhs ....................................................156
Table 14.6 Establishment expense in Rs. lakhs .................................................................................158
Table 14.7 O&M expense ...................................................................................................................159
Table 14.8 Capital expenditure ...........................................................................................................160
Table 15.1 Competitive position of the city .........................................................................................162
Table 15.2 Strength and weakness in the city ....................................................................................162
Table 15.3 Opportunities and threats in the city .................................................................................163
Table 15.4 SWOT Analysis .................................................................................................................163
Table 16.1 Sector wise key issues ......................................................................................................169
Table 16.2 Stakeholder suggestions ...................................................................................................170
Table 16.3 Agenda for stakeholder workshop at draft stage ..............................................................172
Table 16.4 Development Goal 1 .........................................................................................................176
Table 17.1: Water supply sector plan .................................................................................................179
[xxi]
Table 17.2 Water supply capital investment plan ...............................................................................181
Table 17.3 Water supply project details ..............................................................................................182
Table 17.4 Water Supply Phasing ......................................................................................................182
Table 17.5 Sewerage sector plan .......................................................................................................184
Table 17.6 Projects identified and phasing – Sewerage and sanitation .............................................185
Table 17.7 Projects Details – Sewerage and sanitation .....................................................................186
Table 17.8 Project Phasing – Sewerage and sanitation .....................................................................186
Table 17.9 Solid Waste Management sector plan ..............................................................................187
Table 17.10 Projects identified – Solid waste management ...............................................................189
Table 17.11 Projects Details – Solid waste management ..................................................................189
Table 17.12 Phasing of investment – Solid waste management ........................................................189
Table 17.13 Strom Water Drainage sector plan..................................................................................190
Table 17.14 Projects identified – Storm water drainage .....................................................................191
Table 17.15 Projects Details – Storm water drainage ........................................................................192
Table 17.16 Phasing of Investment – Storm water drainage ..............................................................192
Table 17.17 Urban Roads and Traffic and Transportation .................................................................192
Table 17.18 Projects identified – Traffic and transportation ...............................................................194
Table 17.19 Projects Details– Traffic and transportation ....................................................................195
Table 17.20 Phasing of investment – traffic and transportation..........................................................196
Table 17.21 Basic Services for Urban Poor sector plan .....................................................................198
Table 17.22 Urban poverty alleviation – Projects identified ................................................................199
Table 17.23 Urban poverty alleviation – Projects Details ...................................................................199
Table 17.24 Urban poverty alleviation – Phasing of investment .........................................................200
Table 17.25 Social infrastructure sector plan......................................................................................200
Table 17.26 Socio cultural infrastructure – Projects identified ............................................................202
Table 17.27 Socio cultural infrastructure – Projects Details ...............................................................203
Table 17.28 Socio cultural infrastructure – Phasing of projects..........................................................203
Table 17.29 Urban environment sector strategy .................................................................................204
Table 17.30 Urban environment– Projects identified ..........................................................................205
Table 17.31 Urban environment– Projects Details .............................................................................205
Table 17.32 Urban Environment– Phasing of investment ..................................................................206
Table 17.33 Local Economic Development sector strategy ................................................................206
Table 17.34 Local Economic Development – Projects .......................................................................207
Table 17.35 Local Economic Development – Project Details .............................................................207
[xxii]
Table 17.36 Local Economic Development – Phasing of investment .................................................207
Table 17.37 Tourism Development sector strategy ............................................................................208
Table 17.38 Tourism Development sector – Project detail .................................................................208
Table 17.39 Tourism Development sector – Project detail .................................................................209
Table 17.40 Tourism Development sector – Phasing of investment ..................................................209
Table 17.41 Urban governance sector strategy ..................................................................................210
Table 17.42 Urban Governance sector – Project detail ......................................................................210
Table 17.43 Urban governance sector – Phasing of investment ........................................................210
Table 17.44 Summary of investments (in Rs. Cr.) ..............................................................................211
Table 17.45 Investment needs in Rs. Cr. ............................................................................................212
Table 17.46 Project phasing ...............................................................................................................212
Table 17.47 Implementing agency wise breakup of investment .........................................................213
Table 17.48 Sector wise breakup of AMC investment ........................................................................214
Table 18.1: Methodology for City Financial Plan for Allahabad ..........................................................215
Table 18.2: Key Financial Assumption for FOP projections ...............................................................220
Table 18.3: Revenue enhancement measures for various sectors ....................................................225
Table 18.4 Project implementation measures .....................................................................................227
Table 18.5: Projects on PPP basis .....................................................................................................231
Table 19.1: Framework for Monitoring and Evaluation of various components in the CDP ...............235
[xxiii]
List of Figures
Figure 1.2: CDP Approach ....................................................................................................................14

Figure 1.3: Revised CDP Preparation Methodology .............................................................................15
Figure 2.2 Regional Connectivity of Allahabad .....................................................................................25
Figure 2.3 Rail connectivity ...................................................................................................................26
Figure 2.4 National Waterway - 1 .........................................................................................................28
Figure 2.5 Geology map of Allahabad ..................................................................................................30
Figure 3.5 Age sex pyramid for Allahabad UA ......................................................................................41
Figure 4.2 Workers in Allahabad city (2001) .........................................................................................55
Figure 4.4 Secondary sector growth from 1991 to 2011 .......................................................................56
Figure 4.5 Tertiary sector growth from 1991 to 2011 ............................................................................57
Figure 4.6 Sector Performance (1981-2011) ........................................................................................57
Figure 5.1 Allahabad old city at the confluence of R. Ganga and Yamuna .........................................59
Figure 5.2 Allahabad in British period ...................................................................................................60
Figure 5.3 Growth trend ........................................................................................................................61
Figure 5.5 Ward wise population ..........................................................................................................63
Figure 5.6 Allahabad Master Plan, 2021 ...............................................................................................53
Figure 7.2 Direct discharge of sewage to river; Salorinala, Amitabh Bachan Culvert ..........................72
Figure 7.4 Sewerage discharge sites ....................................................................................................74
Figure 8.2 Allahabad Road Network .....................................................................................................91
Figure 8.5 Location of Bus Depot .........................................................................................................97
Figure 13.2: Organization structure of Execution wing, AMC .............................................................136
Figure 14.3 Revenue Receipts composition .......................................................................................154
Figure 14.7 Capital income in Rs. lakhs .............................................................................................160
Figure 16.1 Presentation during stakeholder workshop at draft stage ...............................................173
[xxiv]
List of Maps
1. Allahabad City Base Map……………………………………………………………………………26

2. Allahabad Density Population Map………………………………………………………..………..37
3. Allahabad Social Infrastructure Map………………………………………………………………..62
4. Allahabad Water supply Map……………………………………………………………………64
5. Allahabad Sewerage Map………………………………………………………………………..72
6. Allahabad Roads and Street Lighting Map………………………………………………………...91
7. Allahabad Location of Bus Terminal Map………………………………………………………….97
8. Allahabad Water Bodied Map……………………………………………………………………...111
9. Allahabad Heritage Location Map…………………………………………………………………130
10. Allahabad Location Of Proposed Bus Location Map………………………………………...….196
11. Allahabad Location Of ROB and Flyover Map………………………………………………..….196
12. Allahabad Proposed Freight Management Map………………………………………...……….196
13. Allahabad Proposed Pedestrian Grade Separated Facility Map…………………………...….196
14. Allahabad Proposed Parking Location Map…………………………………………………..….196
15. Allahabad Proposed New Link Map…………………………………………………...………….196
16. Allahabad Proposed Location of Bridge Map…………………………………………………….196
17. Allahabad Proposed NMT Plan Map…………………………………………………………..….196
18. Allahabad Proposed Public Transport System Map…………………………………………….196
19. Allahabad River Front Development Map……………………………………………………..…205
[xxv]
[xxvi]
Ministry of Urban Development
Executive summary
st
The 1 generation CDP for Allahabad was prepared in 2006 by the Allahabad Municipal Corporation
(AMC). The revision of CDP for the Allahabad city has been prepared in keeping with the objectives of
the CBUD project to address the major constraints of urban development and specifically focus on the
capacity building requirements for successful urban management and poverty reduction across the
selected ULBs in India.
Allahabad is also known as Prayag. The city was founded by the Mughal emperor Akbar in the year
1575 AD, and was called „Illahabas‟. Today Allahabad is one of the major cities of Uttar Pradesh, it is
the city of religious significance both at the national and international level. The presence of the holy
Triveni Sangam, which is the confluence of the rivers Ganga, Yamuna and Saraswati, further
strengthens the strategic influence that Allahabad has in the state and the region. The Magh Mela is
an annual event and the Kumbh Mela is celebrated every twelve years and Ardh (half) Kumbh Mela is
celebrated every six years.
Allahabad city is one of the largest commercial centers in Uttar Pradesh; it also has the second-
highest per capita income and the third-greatest GDP in the state. Allahabad is basically an
administrative and educational city. The High Court of Uttar Pradesh, Auditor General of Uttar
Pradesh, Principal Controller of Defense Accounts (Pension) (PCDA), Uttar Pradesh Madhymik
Shiksha Prishad (UP Board) office, Police Headquarters, Allahabad University, Moti Lal Nehru
National Institute of Technology, Medical and Agriculture College, Indian Institute of Information
Technology (IIIT), ITI Naini and IIFCO Phulpur are situated in the city.
Allahabad is well-connected with other parts of the country by rail and road network. Varanasi is at a
distance of 116 km and Kanpur is at a distance of 187 km from Allahabad. Both the cities are
connected with Allahabad via NH-2. Overall, the city‟s connectivity and historic significance played a
major role in making it an important city in the region.
The main industries of Allahabad are tourism, fishing and agriculture. There are secondary activities
and manufacturing which may be registered or unregistered. Another aspect is large number of
constructions taking place in Allahabad which again improvises the city's economy. The third All India
Census for Small Scale Industries shows that there are more than 10,000 unregistered small-scale
industry units in the city. An Integrated Industrial Township is also proposed in 1200 acres of area in
Allahabad under Dedicated Freight Corridor Corporation of India.
The commercial structure of Allahabad has its CBD incorporated in the oldest section of the city,
Meerganj, supporting nearly 70% of the total business of the city. Among the activities being practiced
are – utensil market, cloth market, cycle market, gur mandi, spice market, general merchandise, oil
and ghee mandi, stationery stores, grain market, timber/ furniture mandi, fruit and vegetable market.
Given this scenario, there is need to develop physical and social infrastructure of the city, the
industrial corridors and mass transit facilities to connect the residential zones to the employment
zones.
In light of this through participatory development of CDP for Allahabad the vision has been formulated
as “A hi-tech city together with continuing cultural and religious traditions by laying an good
focus on religious tourism. The traditional education of the city shall be given maximum thrust
for it to come a knowledge hub”.
[1]
City Development Plan Allahabad – 2041
The sectors such as water supply, sewerage and sanitation, solid water management, storm water
drainage, traffic and transportation, urban poverty and slum improvement, local economic
development, urban environment, social infrastructure, and tourism and heritage management are
covered under the development goals to realize the vision. The development goals have been framed
on the basis of priority areas, to achieve the Vision for the city and to meet the desired sector specific
service level benchmarks and indicators. Thus the sector specific development goals have been
substantiated with detailed action plan.
The project identification has been carried out on the basis of demand-gap analysis. Further, the
sector strategies and action plans have been finalized based on discussions with relevant
stakeholders. The goals and service outcomes are envisaged to be implemented by 2021 as an
immediate priority. The projects identified involve rehabilitation of existing infrastructure systems and
augmentation of the capacity to meet the demands of future population.
 Water supply
In case of water supply, the key problem is old and dilapidated distribution network, high NRW
level, low cost recovery, and low quality of water supplied. As per our assessment the city
requires about 418 MLD of water by the end of 2041 to meet the demand of 2041. In addition, to
provide continuous water supply, the city would require augmenting treatment capacity by 149
MLD, install water supply meters, and refurbishment of existing OHTs.
 Sewerage and Sanitation
The key issues in case of sewerage and sanitation are lack of underground drainage (UGD)
system and sewerage treatment facility. Only 25% of the AMC area is covered with UGD network.
Ongoing works under JICA and JNNURM need to be expedited. Further, the sanitation facilities in
slums and public toilets in tourist places need to be addressed by AMC. Most of the projects have
been approved and are being implemented under various schemes.
As per the gap analysis and discussion with officials, there is a need to lay pipelines to carry
treated water, construction public community toilets and procure sewerage cleaning equipment.
 Solid waste management

Solid waste management service levels are very low. The city needs an integrated solid waste
management system. Currently, waste is being transported from secondary collection points to
the dumping grounds. It has been proposed to procure equipment to improve waste management
conditions, completion of construction of treatment plant and landfill.
 Storm water drains

As per assessment of storm water drainage network, the city does not have a separate storm
water drainage network. The city lacks branch drainage network. Trunk network was laid in under
JNNURM. It has been proposed to lay 1541 km of branch network to improve water logging
situation in the city. The action plan includes development of storm water drainage rehabilitation
plan, and desilting of existing drains.
 Traffic and transportation

The city needs a ring road to enable its growth. Lack of foot over bridges and zebra crossing on
major congested roads is an issue in the city. The city doesn‟t have a proper public transport
system. All the major roads have on-street parking, which reduces the effective right of way.
It has been proposed to construct ring road, improve the existing roads, widen some roads,
improvement of junctions, multilevel car parks, rail over bridge, widening of road under rail,
[2]
procurement of busses, construction of bus and truck terminal, and various pedestrian friendly
proposals.
 Housing and basic services for urban poor

As per census 2011, 6% of city‟s population lives in slums and basic amenities are lacking. Close
of 3000 dwelling units were constructed under various central and state government schemes.
The strategy outlined focuses on achieving by 2021, 100% housing for the urban poor; access to
water supply, open drains, sanitation, 100% coverage of CC roads to UGD Access to health and
education facilities. Some provision has also been made for imparting skills to slum dwellers.
Action plan include categorization of slums, integrated development of slums through adoption of
slum networking strategies and rehabilitation of slums through development of pucca housing,
construction of housing, providing access to health and education by implementing health action
plan and education action plan as well as livelihood restoration through activity centers and skill
development programme
 Social infrastructure
The key challenges in social and cultural infrastructure space are lack of adequate education
infrastructure for pre-primary, primary, and higher secondary education. Further there is a need
for development of health care infrastructure at both neighborhood and city level. Further, Socio-
cultural infrastructure such as community centers is to be developed. The requirement for
development of schools, hospitals, socio cultural facilities and parks and playgrounds have been
assessed as per the URDPFI guidelines
 Urban environment, disaster management and heritage management
The action plan includes mapping of water bodies, eviction of encroachments, and construction of
rainwater harvesting pits, implementing pollution mitigation strategies, and diligent impact
assessment and monitoring for infrastructure projects.
To cope up with the natural and manmade disasters in the city, establishment of Disaster
management cell at AMC with emergency response system has been proposed, in addition
development of river front has been proposed, planting of trees, and laying of conduits to avoid
digging and reduce air pollution.
 Local economic development

In order to boost the regional and local employment potential in the city, development of a
convention centre has been strategized. Further, relocation of wholesale market warehouse in old
city area has been proposed.
 Tourism sector development

Tourism is an important economic sector for Allahabad. The city has several tourist spots. Hence,
it has been proposed to provide basic amenities such as drinking water, sanitation and changing
room facilities on all tourist spots, developing new attractions such as sound and light show, and
aesthetic lighting of select locations, resting sheds for tourists, floating jetties, information centres,
among other things.
AMCs Financial Assessment
Revenue Income of AMC has a CAGR of approximately 16% over the analysis period (2008-9 to
2012-13). The SFC grant, and property tax are two biggest contributors to AMC‟s RI with each
contributing on an average 62%, and 15% respectively to the RI pool.
[3]
On the expenditure side, the revenue expenditure has increased from Rs 6284 lakhs in 2008-09 and
Rs 9188 lakhs in 2012-13 registering a CAGR of 13%. Composition of Revenue expenditure over the
recent years has changed compared to the average trend on account of increase in O&M cost. The
salary expenditure as a percentage of total revenue expenditure has increased from 73% to 78%.
The analysis of revenue income and expenditure demonstrates that revenue account of AMC was in
surplus only in 2011-12. This indicates the deficiency of Revenue Income to meet the Revenue
Expenditure on regular basis. On an average, the operation ratio is 1.05 it indicates the AMC is not
able to manage the Revenue Expenditure. The deficit is being met through grants.
AMC has not taken any loans or municipal bonds during the review period. Capital Expenditure (CE)
consists of regular capital works as well as capital works funded by specific grants / scheme e.g.
JNNURM. The AMC‟s capital expenditure increased from Rs. 3290 lakhs in 2008-09 to Rs. 15,807
lakhs in 2012-13, registering a CAGR of 68%.
Investment Requirements and City Investment Plan

The investment requirement have been identified to implement the sectoral action plans and included
in the city investment plan (CIP). CIP is prepared in line with the identified vision for the city through a
comprehensive process of gap assessment and through stakeholder consultation. This assessment
has also based on identified sector specific strategies, implementation actions, and associated
reforms with specific inputs from stakeholders too. 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. The total estimated capital
investment required for providing efficient services to the present population and future population of
the city by the year 2041 is Rs. 10,675 crores. A total of Rs. 6,350 crores are proposed for investment
by 2021 to cater to infrastructure requirement. The table below presents the summary of sector-wise
total investment need and investments.
Table 0.1 Investment Requirements and City Investment Plan
Short Term Long Term Total

Sr.No. Sector 2021 2021 - 2041 investment
(investment in Rs. Crores)
1 Water Supply 438 494 932
2 Sewerage & Sanitation 261 593 854
3 Solid Waste Management 34 178 212
4 Roads & Urban Transport 3208 2049 5257
5 Drains 894 227 1121
6 Urban poor 641 0 641
Socio-cultural and heritage 297 298 595
7
management
Environment and disaster 489 432 921
8
management
9 Local economic development 40 10 50
10 Tourism 22 0 22
11 Urban Governance 22 44 66
Total Investment Estimated 6,350 4,325 10,675
[4]
1. AMC: AMC would be responsible for planning, operation, and maintenance of water supply,
sewerage system, SWM, SWD, municipal roads, parks, and playgrounds. AMC would be the
implementing agency for the projects identified in the above mentioned sectors. In the overall
investment, AMC has to contribute 53% of total investment.
2. District Urban Development Authority: DUDA would be responsible for planning,
designing, and constructing slum households. In the overall investment, DUDA has to
contribute 6% of total investment.
3. Uttar Pradesh State Tourism Department: UPSTD would be responsible for construction,
operation and maintenance of tourist points within the state. Hence UPSTD has been
identified as responsible agency for the tourism development projects identified in the CDP. In
the overall investment, UPSTD has to contribute 0.2% of total investment.
4. Uttar Pradesh State Roadways Corporation: UPSRTC would be responsible for
procurement of buses, up gradation of bus stands, construction of new bus stands and bus
stops. Hence, UPSRTC has been identified as responsible agency for these projects in the
CDP. In the overall investment, UPSRTC has to contribute 10% of total investment.
5. State Public Works Department: PWD would be responsible for construction of flyovers and
bridges. Hence PWD has been identified as the agency for flyovers and bridges. In overall
investment, PWD has to contribute 18% of total investment.
6. State Irrigation Department: Irrigation Department would be construction for riverfront
on the three sides of the city. In overall investment, state Irrigation Department has to
contribute 6% of total investment
7. Department of Education and health: The state department for education and health would
be responsible for development of the education and health facilities identified as per the
URDPFI guidelines. In the overall investment, the education department has to contribute 1%
of the total investment and health department has to contribute 3% of the total investment.
The agency wise investment has been summarised in the table below:
Figure 0.1 Agency wise investment
2021 2041
Sr. Investment Investment
Name of Agency
No Estimated in % Estimated in %
Rs. Crore Rs. Crore
1 AMC 3385 53.3% 5748 53.8%
2 DUDA 641 10.1% 641 6.0%
3 PWD 1155 18.2% 1946 18.2%
4 Tourism 22 0.4% 22 0.2%
5 Irrigation 350 5.5% 700 6.6%
6 Health, education and fire 174 2.8% 360 3.4%
7 UPSRTC 570 9.0% 1154 10.8%
8 ADA 50 0.8% 100 0.9%
Total 6350 100.0% 10,675 100.0%
[5]
AMC Investment
The overall the investment required for the year 2041 is Rs 5748 crores. However, AMC would be
responsible to take-up the projects worth Rs 3385 crores and the remaining investment to be taken-
up by the Parastatals/state government departments. The sector wise breakup of AMC‟s investment
for 2021 and 2041 has been presented in the table below.
Table 0.2 Sector wise breakup of AMC investment

2021 (Investment 2041 (Investment
estimated in Rs. estimated in Rs.
Crores Crores
Water Supply 438 932
Sewerage & Sanitation 261 854
Solid Waste Management 34 212
Roads & Urban Transport 1483 2155
Drains 894 1121
Socio-cultural and heritage management 72 134
Environment and disaster management 139 221
Local economic development 40 50
Urban Governance 22 66
Total 3385 5748
AMC Investment capacity and Financial Operating Plan
1
The investment capacity of AMC is assessed through a financial operating plan (FOP) , which gives a
multi-year forecast of finances for the medium term. In line with the phasing of identified projects in
the capital investment (CIP), the FOP has been generated for the same period for AMC. A salient
feature of the FOP is that all outstanding dues, including debt and non-debt liabilities if any, are also
taken into account. Accordingly, the annual accounts of AMC for the period between the financial
years 2008-09 and 2012-13 were used to determine past trends for both revenue and expenditure
items and to arrive at appropriate growth assumptions for each of the income and expense items.
After forecasting the revenue account, the CIP has been loaded on to cash flow. The FOP is
generated to assess the investment sustaining capacity of AMC.
2
The project funding structure comprises grants under the New Urban Mission framework (accounting
for 70% of the funding as per JNNURM structure has been assumed); internal surplus and debt are
considered to meet the balance fund requirement. The level of investment that AMC can sustain is
determined by studying the overall surpluses/year-to-year opening balance and debt-service
coverage ratio (DSCR). A spread sheet FOP model has been customized to depict the financial
position of AMC. The investment sustaining capacity of AMC is assessed based on the FOP
assumptions. The model was used to calculate the overall surpluses under various scenarios
involving combinations of internal revenue improvement, state support, financing terms, etc.
Given the existing financial position of AMC, the revenue and capital accounts of AMC are projected
against the growth scenario. The FOP is generated from the sustainable investment point of view in
line with the current growth trends against the identified investment.
1
For the preparation of FoP for AMC, we have adopted the methodology as provided in the revised CDP toolkit.
2
Based on the past trends, it is assumed the funding structure would remain same as it was in the JNNURM;
[6]
The overall investment estimated is Rs. 3385 crores (on constant prices). However, as per the current
prices, the estimated investment would be Rs. 4371 crores (which includes the cost escalation and
physical contingencies). It is observed that without any grant support, AMC can implement projects
worth Rs. 306 crores only. Based on the availability of grants, AMC can take up priority projects in the
area of sewerage and sanitation, solid waste management, and traffic and transportation.Thus there
is need to augment investment capacity by implementing revenue enhancement measure and
implement mandated reforms to enable it to access state and central grants i.e. achieve improved
case investment capacity.
Given the importance of Allahabad city in the region, it is very important to improve the basic
infrastructure facilities and tourism related to attract tourists and investment and industries in the city
and further to boost the economic development in the region.
Therefore, AMC should aim to implement the improved case investment capacity (Rs. 1923
crores) with grant support for state and central governments. Following key steps to be taken by
AMC to achieve the improved case scenario investment:
 On immediate basis, reforms are to be implemented in property tax to improve the coverage
and collection efficiency; the reforms could be policy levels change to streamline the
department.
 Water and sewerage tariff structure is to be revised immediately. AMC should explore the
volumetric tariff structure for the metered water connections.
 AMC should levy the user charges on SWM services – AMC may explore this initiative as
part of property tax.
 AMC should explore the outsourcing of certain function to reduce establishment
expenditure.
 AMC should ensure that the contractor carries out the O&M of the assets (WTP, STP, and
SWM plant) for a period of 5-8 years after the completion of test run.
 AMC should curtail the regular capital expenditure over the next 5-10 years. AMC should
take up only priority works in wards.
 AMC should explore the PPP route to implement either the projects or project components.
Thus the CDP embodies the approach methodology and implementation action which can facilitate
the development of the Allahabad city. However to facilitate this there is also need to streamline and
strengthen the institutional arrangements to implement the development plan. In this context it is
important that requisite institutions system and capacities are in place. The AMC has over the years
undertaken several initiatives to reform the urban governance and implement reforms at the city level.
However there is need to further and deepen these initiatives, these and associated aspects are also
discussed in the report
[7]
1. Project Background
1.1 Context
The need for an overall urban improvement and development to sustain the economic growth
momentum post the liberalization era first found its expression in the mandate of JNNURM launched
by the Government of India in 2005. The project endeavored to bring about an improvement in urban
quality of life and make them as investment destinations. The programme derived its initial rationale
from the “National Common Minimum Programme” of the Government of India that laid stress on
expansion of physical infrastructure and therefore, comprehensive urban renewal and slum
development could be taken up. The second rationale for such a large scale programme was derived
from India‟s International commitment to achieving the Millennium Development Goals and therefore,
the Government of India (GoI) proposed to:
 facilitate investments in the urban sector; and

 strengthen the existing policies in order to achieve these goals.
In recognition to the above mandate, the JNNURM programme was conceived. The scale of the
programme was aimed to be in a mission mode primarily to make the cities to realize their full
potential and become engines for growth. It was opined that the urban sector contributes to over 50%
of the country‟s Gross Domestic Product (GDP) and therefore, focused attention is required for urban
infrastructure development.
As already mentioned above, the JNNURM is the first flagship national programme for urban
development of this nature and size by the Government of India. The programme sought to bring
about a change in the very manner of looking at urban development. It recognized the importance of
two major aspects for urban development in the country including:
 the need for urban infrastructure improvement in order to improve quality of life and
sustain the local economy as well as to attract more investments; and
 the need for investment for carrying out the urban infrastructure improvements.
In doing the above, the programme brought about the necessary awareness among the Urban Local
bodies (ULBs) for planning and implementation of projects, need for systematizing the urban services
and their management, the need for involving stakeholders in project planning and raising revenues
for the urban areas that can sustain the urban infrastructure. Significant emphasis was given to urban
governance reforms and the need to link reforms with investments. Assistance therefore, to the state
governments and ULBs was proposed to flow through a reforms linked plan. Introduction of such
reforms were considered crucial for developing sustainable infrastructure that would include:
 efficient management of created physical assets so as to increase self-sustainability

and
 enhance efficient service delivery.
Both these aspects were to be achieved through the agenda of reforms in the cities.
Progress
Over the past seven years, the programme has committed over Rs. 286 billion for 552 projects
involving a total investment of over Rs. 620 billion. Some of the key achievements of the project
include:
[8]
 The mission has been successful in catalyzing multi-year investments and reformed
development in urban infrastructure.
 There has been visible improvement in the delivery of municipal services in many cities.
 Some cities have prepared development/master plans for the first time. There is also greater
awareness in the ULBs for the need to develop systematic plans for improvement in
infrastructure. There is also an increase in aspiration levels among communities and there is
a demand for better infrastructure and services.
 Several projects especially in transport sector have been taken up within the JNNURM
framework that has significantly improved the quality of life in the cities.
 There has been good progress in implementation of reforms at policy level at state and
central level. Most of the states have framed their policies on reforms and started
implementing the same. ULBs are started implementing the reforms in the areas of
accounting and e-governance
While there has been significant change in the urban sector due to JNNURM at the same there has
been challenges which needs to be addressed going forward
 CDP was seen as an investment plan for projects in the immediate term and not as a vision
document for the city with very limited cities revising the same.
 While preparing the CDP, consultations with the stakeholders was limited and mostly
restricted to the line departments and parastatal agencies.
 The pace of project execution has been found to be slow. Some states have been able to
take greater advantage of the programme than others.
 Cities have also not been very successful in leveraging JNNURM funds to raise finances on
their own or to attract private or PPP-based investment.
 The ULBs are not in a position to take over all the functions mentioned under 12th schedule
th
of 74 CAA at present. Most ULBs are also not in a position to take over functions like roads
and bridges, water supply sewerage, drainage and urban forestry due to their present
incapacity to do so.
 Institutional strengthening and capacity buildings initiatives are yet to initiate in most of the
ULBs. Most of the ULBs are facing capacity related issues such as lack of staff (staff
recruitment has not been carried since long)
The Planning Commission of Government of India, through a

committee has devised a framework for the next new urban
renewal mission. This framework has been prepared after
studying and analyzing the success and challenges arising
from JNNURM and the initiatives taken by other Ministries in
Urban Development.
The High Powered Empowered Committee (HPEC) report
further identified about Rs 39 lakhs crores of investment in
infrastructure in the urban areas of India.
1.2 Revised CDP under CBUD Project

1.2.1.1 CBUD Programme
In order to give an impetus to reforms under JNNURM, the MoUD and Ministry of Housing and Urban
Poverty Alleviation (MoHUPA) have launched a new project called “Capacity Building of Urban
Development” (CBUD). The project has been launched with support from The World Bank (WB). The
GoI has received the financing from the WB /International Development Association (IDA) towards
[9]
CBUD project. The broad aim of the CBUD project is to address the major constraints of urban
development and specifically focus on the capacity building requirements for successful urban
management and poverty reduction across the selected ULBs in India.
The project will contribute to GoI‟s overarching objective of creating economically productive, efficient,
equitable and responsive cities. Achieving this objective, will help sustain high rates of economic
growth, accelerate poverty reduction, and improve services, especially to the urban poor.
The project has following three components:
Figure 1.1: CBUD Project components
Capacity Building of Urban

Development
Capacity Building for

Capacity Building for
Effective Urban Poverty
Strengthened Urban Implementation Support
Monitoring and
Management
Alleviation
1. Capacity Building for Strengthened Urban Management. This component is aligned with
the infrastructure and governance sub-mission of JNNURM and will thus support technical
assistance across the several urban management topics.
2. Capacities Building for Effective Urban Poverty Monitoring and Alleviation these
capacity building initiatives are aligned with the basic services to the urban poor sub-
mission. They reflect the need for building information systems, sharing experiences, and
designing strategies on urban poverty alleviation.
3. Implementation Support. This component will support a national Project Management Unit
(PMU) for providing overall technical and managerial support during the implementation of the
Programme. The PMU will have a critical role in promoting and support the project.
1.2.1.2 Preparation of Revised CDP under CBUD Programme
In order to identify broader issues for intervention and areas of assistance pertaining to development
of city, City Development Plans (CDPs) which were already available for most of the cities under the
JnNURM is required to be revised as per the revised CDP Guidelines (April 2013) issued by Ministry
of Urban Development.
The MoUD has identified 30 cities across India under the CBUD project to facilitate the support. The
MoUD invited proposals and entrusted CRISIL Risk & Infrastructure Solutions with the responsibility of
preparing the City Development Plan.
[10]
1.3 Revised CDP Guidelines – Key Areas of Emphasis

The revised guidelines issued by MoUD further incorporates additional aspects which broadly are as
follows and this aspects shall be covered while preparing both the Fresh and Revised CDP
 Formation of CDP Committees – Policy and Technical

 Inclusion of Heritage, Health and Education sector in the CDP
 Stress on infrastructure management aspects
 Outcome parameters of projects
 Revenue enhancement initiative, Expenditure management initiatives and Asset management
initiatives
 Special emphasis on PPP projects
 Transit oriented development.
Apart from the above points, some of the other key areas of importance in the revised guidelines are
as follows.
1.3.1 Vision Led Planning

The revised guidelines specify that unlike the past CDPs the vision for city need to be more detailed.
They need to be based on understanding the SWOT for the city, the needs and priorities of the people
of the city. The people must be encouraged at workshops and consultation sessions to visualize their
future of the city, their aspirations and the consequent growth that they anticipate in the city. This
vision finally can be translated into respective sectoral visions.
1.3.2 Resource based planning

Every city in India in the context of its regional location has particular strengths in terms of its resource
endowments. Such resources need to be assessed and their strengths realized for city development.
The approach for plan preparation could be: a) national resource led planning for cities endowed with
natural resources like water bodies) OR b) Economy based (for an industrial or trading city), OR c)
Tourism based for heritage cities OR d) combination of the above. This helps in settling the city apart
from the rest. This approach can be identified based on:
a) Existing city strengths and its opportunities,
b) Regional role of city in the context of state development, and
c) Needs of the city.
1.3.3 Participatory Approach

As already mentioned above, the revised CDP guidelines have specified that the CDP be treated as a
“living document”. For this periodic revision and updation of the CDP is necessary. Such revisions
have to and must be conducted with a participatory planning approach. The CDP outlines that Local
area plans need to be prepared in consultation with the ward committees to fulfill the expectations of
the citizens. Also, the guidelines specify that such an approach is necessary to ensure equity
concerns and poverty issues are integrated in the CDP. Consultations also need to be carried out at
every stage of the plan preparation and implementation. The citizens must be able to prioritize and
choose their needs for infrastructure development.
[11]
1.3.4 Equity concerns, poverty and local economy development

Poverty and local economy development go hand in hand. Understanding of the local economy would
help in devising appropriate infrastructure development strategies that can help in/be conducive to the
growth of local economy and thereby nurture local talent and resources. These need to be given
adequate focus in the present CDP exercises and therefore help in not just local economy
development but also in regional economy development.
th
The 12 five year plan has also started a mission for National Poverty Alleviation (NUPAM) for
targeting housing and poverty alleviation based on recommendations of the NUPAM identifying the
issues of poverty and housing in city and implementation status of programmes such as RAY. IHSDP,
etc. Integration of these aspects would be crucial in making the CDP relevant to state and central
government policies.
1.3.5 Capacity Building in ULB

The ULBs presently face serious human resource shortage for planning, development and urban
management activities (including operations and maintenance, monitoring and evaluation, financial
management and procurement). This issue has been highlighted by the study on appraisal of
JNNURM projects as well. The guidelines have proposed that the CDPs must address this issue as to
the gaps in such capacity can be addressed.
Also, it has been suggested in the guidelines that urban reforms need to be done with greater
participatory approach. The strategies to arrive at the vision for the city should be linked to the reform
agenda. ULBs should be asked to furnish the reforms and propose a time line to achieve the same.
Administrative and structural reform should be made mandatory and carried out as soon as possible.
Financial thresholds need to be decided and adhered to in terms of the central assistance under
JnNURM being given as a soft loan or a grant. This approach would help in designing an appropriate
capacity building strategy.
1.3.6 Sectoral Action Plans with Goal Oriented Targets

The revised guideline specifically also lay out the need for preparation of sectoral action plans that
have targets that are oriented towards specific goals. Action plans are specifically required for sectors
including Local Economic Development Plan, Infrastructure Development Action Plan, Housing and
poverty alleviation action plan, City Mobility Plan, Heritage Management Plan (Where needed),
Financial Management Plan, Institutional and Capacity Building Action Plan and Environment
Management Plan (including disaster management). Such sectoral plans would be based on clearly
identified goals. Also, Inter-sectoral as well as intra-sectoral linkages need to be addressed through
the CDP.
1.3.7 Monitoring and Evaluation Arrangements

The guideline clearly spells out the need for monitoring and evaluation at regular intervals as to the
extent of implementation of the CDP. Also, development of such monitoring arrangements would go a
long way in securing community participation who can be involved in the process of monitoring.
1.4 Objective of the assignment

The CDP aims to identify an integrated solution to the challenges facing the city. It recognizes the
economic growth strategy as well as the actions that would be required by various agencies to ensure
[12]
the sustainable development of the city. The CDP is the ULB‟s strategy that presents the vision of a
desired future for the city, and the mission statements on how the ULB, together with other
stakeholders, intends to work towards achieving this long-term vision. The City Development Plan
incorporates the assessment of city on majorly four levels: Socio Cultural and Economic Environment;
Physical Environment; Infrastructure Services and Institutions; Urban Poverty and Heritage.
The primary objective of this assignment is – to revise and update the existing CDP.
The scope of work in brief shall entail –
 Profiling the present status of the city, giving an in-depth analysis of its demographic,
economic, financial, infrastructure, physical, environmental and institutional aspects
 Based on the above analysis, the consultant shall develop a perspective and a vision for the
city, which would be prepared in consultation with its relevant stakeholders. In order to
achieve the vision, a formulation strategy for bridging the gap between where the city is at
present and where it wishes to reach need to be prepared.
 The CDP should provide for a City Investment Plan (CIP), based on which the concerned
ULB will be able to access funds under central/ state government 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
mobilizing various financial resources to implement the identified projects. The inter-sectoral
and intra-sectoral issues need to be addressed by the CDP.
 Preparation of the CDP will consist of city development strategies that will emerge out of a
structured consultative process. The process will enable elected representatives, key staff
of departments of Municipal Corporation/ Municipal Council, parastatal agencies and other
institutions, policy makers and the citizens to participate and plan for spatial, social and
economic development of the concern cities.
 The CDP has to adhere to the latest revised toolkit prepared by the MOUD for CDP
preparation published on its website www.jnnurm.nic.in in Dec 2009 or later.
1.5 Approach and methodology

The approach to the assignment would be based on consultative and analytical assessment of the
existing situation. The inputs from stakeholders would be used to prioritize areas of development and
to formulate the strategies in order to make the revised CDP an implementable document.
[13]
Figure 1.2: CDP Approach
The revised CDP has been prepared for the period of next 30 years, i.e. 2041. It is a forward-looking
consensus program for the city that outlines the path with respect to the following aspects:
Infrastructure Development – Assessment, gap analysis, arriving at investment requirement
(short term and long term) and prioritization of various services provided by Municipal Corporation
- water supply, sewerage, storm water drainage, roads, traffic & transportation, street-lighting, solid
waste management, firefighting, education, health, etc.
Slum Development – Preparation of programme for the development of slum pockets in the city.
This includes access to all the basic services as well as housing for urban poor.
Economic Development – The revised CDP focused critically on tapping the existing potential
and identifying key economic development opportunities for the city.
Social Development – The revised CDP has taken into account the social development needs of
the city such as the need for hospitals, education institutes, and recreational centers.
Institutional Development – Assessment of capacity-building required for ULBs to undertake
development of city.
Financial sustainability -The revised CDP has assessed the revenue sources, areas of
expenditure and current and future investment requirement of the city. Based on this, sustainable
investment capacity has been arrived and measures to improve revenues and control expenditures
have been suggested.
Reform Assessment Plan –The revised CDP also discussed status of various reforms
undertaken by the ULBs to bring about improvements. These reforms are in the areas of
accounting, e-Governance, property tax, user changes, building byelaws, etc. Moreover, the
approach is based on the philosophy of developing workable solutions. The methodology for
undertaking the work of preparation of revised CDP is presented in the figure below. Broadly five
steps in a sequential order have been undertaken in this work.
[14]
Figure 1.3: Revised CDP Preparation Methodology
1.6 Brief on 1st generation CDP

The CDP takes a comprehensive view of the city of Allahabad and projects a vision of an
economically vibrant, culturally rich, and liveable tourist city. This vision statement reflects the desires
and aspirations of the citizens. The vision articulated in the CDP was based on discussions with
stakeholders and reflected the nature of the city and the development agenda the city wished to
follow.
The CDP had identified key issues related to the different sectors and drawn up a list of projects to be
implemented to address the sectoral issues and meet the strategic objectives outlined in the CDP.
The identification of the project was done in a systematic manner, wherein existing deficiencies and
future shortfall/requirements were identified and then the projects were proposed. The project
structuring in terms of breakup between various sectors and agencies, and the two sub-missions was
done. Phasing has also been indicated over the entire period of JNNURM.
The CDP was approved and projects worth Rs. 3308 Cr. were proposed. Of this, projects worth Rs.
734 crores are currently being implemented. The projects are in the area of water supply, sewerage,
solid waste management, and housing for the urban poor.
The key facts at the time of preparation of first generation CDP are given below:
st
Table 1.1 Review of 1 generation CDP
S.
Particular Details
No.
Demographic
1 Population (2001) 975,393*
[15]
S.
Particular Details
No.
Population estimated in 2006, 2011, 2021 2006 2011 2021 2031
2
and 2031 13,36,891 16,37,269 20,43,735 24,63,893
3 Area of ULB (sq.km) 82
4 Population of Slums (2001/06) 3.30 lakhs**
Service Levels
Water Supply (Coverage, Supply Levels, Per capita supply – 200 lpcd, Source – 63% ground
1
Treatment adequacy) water, treatment plant – 135 MLD
Sewerage (Coverage, Treatment Coverage – 45%, collection – 50%, treatment
2
adequacy) adequacy – 27%
SWM (Door to door collection levels, Door to door collection – 0%, waste not treated and
3
scientific disposal, collection efficiency) dumped in dumping ground
Covers 40% of the city, but only 20% of the roads
have proper drainage network. Discharged into
4 Storm Water Drainage (coverage)
sewerage system and pumped into rivers Ganga
and Yamuna
5 Roads/ Traffic/ Transportation No indicators mentioned
*Population of area under jurisdiction of Nagar Nigam Allahabad
**slum population
1.6.1 Projects proposed in 1st generation CDP

In the CDP, projects related to water supply, sewerage, solid waste management, storm water drain,
roads and transportation, tourism and environment were identified. The estimated capital investment
for these projects was Rs. 3308 Cr, of these Rs. 734.20 Cr. worth of projects are under
implementation and are in various stages of completion. These projects are in area of water supply,
sewerage etc., details of which are discussed in section 1.7.
Table 1.2 First generation CDP projects
Sr. No. Sector Investment Envisaged (Rs in crores)
1 Urban Renewal 594
2 Water Supply 243
3 Sewerage 416
4 SWM 53
5 Storm Water Drainage 359
6 Roads/ Traffic/ Transportation 700
7 Urban Poor 784
8 Environment 15
[16]
Sr. No. Sector Investment Envisaged (Rs in crores)
9 Tourism 122
10 Others 31
Total 3308
The estimated investment required for the identified projects would be Rs. 3308 crores. The housing
for urban poor accounted for 24% of the total investment, followed by roads and transportation sector
which accounted for 21% of the total investment.
Further, the urban renewal sector accounts for 18% of the investment; sewerage sector accounts for
13% of the investment; storm water drainage sector accounts for 11% of the investment; and water
supply for 7% of total investment. The rest of the investment is towards solid waste management,
tourism, institutional strengthening, and urban environment. The breakup of the proposed investment
has been presented in the figure below.
st
Figure 1.4 Sector wise distribution of investment proposed in 1 generation CDP
3.7% 0.9% Urban Renewal

0.5%
Water Supply
18.0% Sewerage
23.7% SWM
7.3% Storm Water Drainage
Roads/ Traffic/ Transportation

12.6%
Urban Poor
21.2%
Environment
10.9% 1.6%
Tourism
Others
1.6.2 Brief scenario after 1st generation CDP

AMC has submitted the DPRs for various infrastructure projects such as water supply, sewerage,
storm water drainage and solid waste management. Against the identified investment of Rs. 3308
crores in the CDP under JNNURM, a total 5 projects worth Rs, 734 crores has been sanctioned,
which also includes procurement of buses and implementation of e-governance system at AMC.
Table 1.3 JNNURM Projects

Sr. Cost (in Physical
Project Components
No. Rs. Cr.) Progress
 Installation of 33 new tube wells and 18
rebore
1 Water supply – I 89.69 94%
 New pipelines – 794 Km
 Refurbishment of treatment plant
[17]
Sr. Cost (in Physical

Project Components
No. Rs. Cr.) Progress
 Storage capacity augmented by 72 MLD
 Metering
 Metering
Water supply –
2  SCADA system 162.34 84%
II
 Leak detection system
 Bins
Solid waste  Vehicles
3 30.41 70%
management  Treatment plant
 Landfill
 Sewerage network – 235 Km
 Renovation old Allahpur, Daraganj and
Alopibagh SPS
Sewerage
 New SPS in Morigate, Rajapur and
4 system in Zone 383.30 60%
Mumfordganj
D
 Rising mains – 8 Km
 Sewerage treatment plant – 60 MLD
 Construction of Ring Bund
 1371 dwelling units along with allied
5 Slum housing 68.46 -
infrastructure
Source – Quarterly Progress Report, September 2014
1.7 Key process undertaken for CDP preparation process

In Allahabad, revision of CDP process was initiated in September 2013, Inception meeting was held
th
on 26 September 2013 at Allahabad. The objectives of this meeting was to discuss with officials and
elected representative about the CDP preparation process, support from ULB, and role of the ULB
and other line departments in the preparation process etc. Also, explained the relevance of various
technical committees as envisaged in revised CDP Toolkit.
1.7.1 List of meetings

The list of meeting carried out during the CDP revision process with ULB officials, parastatal
agencies, city stakeholders, Technical Advisory Committee and CBUD team have been outlined
below.
Sr.No.. Meeting Date and Venue Participants

st
1 Inception meeting 26 September 2013 at AMC officials and CRIS team
Commissioner chamber,
AMC
2 Stakeholder October and December Officials from parastatal agencies, city
consultations (One 2014 level stakeholders
to one interactions)
st th
3 1 City level 11 March 2014 at AMC Mayor, AMC commissioner, Nodal
stakeholder Corporation hall Officer, AMC officials, line department
workshop officials, Elected representatives,
community organizers, businessmen
and CRIS team
th
4 Final Stakeholder 20 March 2015 AMC  Mayor, ANN
Meeting Corporation Hall  Municipal Commissioner,
ANN
 Secretary, ADA
[18]
Sr.No.. Meeting Date and Venue Participants

 Additional Municipal
Commissioner, ANN
 General Manager, Jal
Sansthan
 Executive Engineer, Jal
Nigam
 Representatives from ADA
 Member of PIU, ANN
 Corporators
1.7.2 Data Collection

Secondary data on various sectors had been collected from the respective departments such as
AMC, DUDA, Jal Nigam, ADA, Regional Transport Office - Allahabad, Regional Tourism Office –
Allahabad, Uttar Pradesh State Road Transport Corporation and Uttar Pradesh Pollution Control
Board. Other major documents such as Master Plan, 2021, detailed project reports of various urban
services, municipal budget, draft slum free city plan of action and physical progress of on-going
projects was collected. CRIS team has carried out the consultations with various stakeholders of the
city and carried out City level assessment which includes the Strength, Weakness, Opportunity and
Threat (SWOT) analysis.
1.7.3 Technical and Policy Committee Formation

AMC has formulated both policy and technical committees in line with the Government of India‟s
revised tool kit for CDP preparation. Besides the policy level committee, the five technical committees
have also been formed in Allahabad such as land use and infrastructure, municipal institutional
strengthening, environment sustainable development and disaster management, social and
livelihoods and economic development, Heritage and conservation and culture and tourism
development. The details of the policy and technical committees have been provided in Annexure
1.7.4 Stakeholder consultations

To ensure a participatory and inclusive development process CRIS team carried out wide range of
stakeholder consultations and focus group discussions with the city stakeholders of the city. The
exercise involved mapping of the key stakeholders in the city followed by discussions on city level
issues. As indicated in the figure below, one to one consultations were carried out with the
Government officials, business and trade organisations, Academicians and community based
organisations (CBOs). Further focussed group discussions have been carried out at identified slums.
Figure 1.5 Consultation with Municipal Commissioner
[19]
1.7.5 Stakeholder workshop

The snapshots of various stakeholder workshops conducted during the revision of CDP for Allahabad
have been presented below. The detailed discussion on these workshop has been presented in the
City vision, development goals and strategies section.
 Inception meeting: In Allahabad, the process of Revision of CDP had commenced in
th
September 2013. CRIS team has conducted an inception meeting with AMC officials on 26
September 2013 to appraise on the revision of CDP process and the way forward.
st
Subsequently, the review of 1 generation CDP has been carried out and inception report has
th
been submitted to MoUD and AMC on 30 September 2013
Stage 1 Inception meeting

Agenda The objective of the inception meeting was to discuss with the AMC officials on
the process for CDP preparation and the role of the ULB and other line
departments in the preparation process etc. and also, explain the relevance of
formation of policy and technical committees as envisaged in revised CDP
Toolkit.
th
Timing The inception meeting was organized on 26 September 2013 at 3:00PM at
AMC to initiate the commencement of CDP preparation process.
Venue AMC office
Participants Allahabad Nagar Nigam and Parastatals
 Mayor, ANN
 Municipal Commissioner, ANN
 Secretary, ADA
 Additional Municipal Commissioner, ANN
 General Manager, Jal Sansthan
 Executive Engineer, Jal Nigam
CRISIL Risk and Infrastructure Solutions Limited:
 Mr. Tapas Ghatak, Sector Expert
 Mr. Rahul Sethi, Consultant
Outcomes  The meeting was chaired by the Honorable Mayor and attended by the
Municipal Commissioner, department heads, and representatives of various
parastatals.
 Mr. R K Dwivedi, HR Officer briefed the officials about the agenda of the
meeting and all the members present introduced themselves.
 The CRIS team initiated the meeting by giving a brief about the CBUD
programme and the need to revise the CDP. Thereafter, the CDP
preparation process was detailed to the officials present, including key CDP
highlights, guidelines, and our approach and methodology for the revision of
CDP.
 During the discussion, CRISIL team requested the officials to share their
experiences during the preparation of the old CDP. In addition, CRIS also
asked the officials present if they could comment why some other projects in
the 1st generation CDP were not taken up and their current status.
 The senior officials have changed over the last five years, so the officials
present were not aware of the details of the CDP preparation process
followed earlier. However, on the projects identified in the CDP, they
mentioned that some of the projects
 Stakeholder workshop is the central idea around which the preparation of
CDP revolves. The CRIS team requested the officials present to ensure
stakeholder participation by identifying stakeholders to be present in the
workshops to share their views.
[20]
Stage 1 Inception meeting

 The Secretary, ADA was of the view that stakeholder interactions should be
initiated an on-going process and not just during the workshops.
 The Honorable Mayor was also of the view that importance should be given
to the stakeholder workshops and suggestions provided by the stakeholders
should be taken into account while preparing the CDP.
 Thereafter, the CRIS team requested the Honorable Mayor and Municipal
Commissioner to appoint a nodal officer for coordinating in all aspects of
CDP, form CDP policy and technical committees, and identify stakeholders
to participate in the stakeholder meetings/workshops.
 To this it was agreed, that CRIS will share a tentative list of committee
members and share with ANN. Thereafter, ANN will finalize the members of
the committees and appoint a nodal officer.
 It was also decided that list of stakeholders for the workshops will be
prepared in the due course of time.
 Mr. Pradhan issued a vote of thanks to all participants
 Interim workshop:
Stage 2 Interim workshop

Agenda To discuss about status and performance of service delivery mechanism in
Allahabad, City SWOT analysis, to understand aspirations of the citizen on
city development and framing of the vision for Allahabad City
th
Timing The workshop was conducted on 11 March 2014. Post the city assessment;
stakeholder consultations on city issues and prioritization of sectors.
Venue AMC office
Participants The Nodal officer including the representatives from Parastatals agencies,
NGOs and academicians.
Outcomes
Subsequent to the workshop, CRIS team has discussed with nodal officer
and key officials of AMC. Accordingly, CRIS team has conducted the Focus
Group Discussions (FGDs) with relevant sector experts and the key
stakeholders of the city. The FGDs has been conducted in the month of April
and May 2014 and covered the sectors such as urban infrastructure, traffic
and transportation, local economic development, urban governance and
finance, heritage management and urban environment.
Photographs
 Final Workshop
Stage 3 Final Workshop

Agenda Final workshop meeting for Revised City Development Plan of Allahabad city
th
Timing The Final Workshop meeting was organized 20 March 2015 at 2:00 PM at
[21]
Stage 3 Final Workshop

AMC.
Venue AMC office sadan hall
 Mayor, ANN
Municipal Commissioner, ANN
 Secretary, ADA
 Additional Municipal Commissioner, ANN
 General Manager, Jal Sansthan
 Executive Engineer, Jal Nigam
 Corporators
 Mr. Appeeji Parasher, Associate Director
 Mr. Jyoti Prakash Majhi, Associate Consultant
Outcomes Following were the key discussions during the meeting

 The meeting was chaired by the Honourable Mayor and corporators,
department heads, and representatives of various parastatals.
 Mr. R K Dwivedi, HR Officer briefed the officials about the agenda of the
meeting and all the members present introduced themselves.
 The CRIS team initiated the meeting by giving a brief about the CBUD
programme and the need to revise the CDP. Thereafter, the CDP
preparation process was detailed to the officials present, including key
CDP highlights, guidelines, and our approach and methodology for the
revision of CDP.
 Highlight of the meeting was discussion on the development of smart
cities and its way forward.
 Mr. Appeeji Parasher from CRISIL gave a brief of various other
schemes such as Swachh Bharat Abhiyan, New Urban Development
Mission and Smart Cities.
 CRISIL team presented the overall fund allocation across various
sectors, project costing‟s and departmental division of fund
requirements.
 The Honourable Mayor was also of the view that importance should be
given to the stakeholder workshops and suggestions provided by the
stakeholders should be taken into account while preparing the CDP.
 Mr. Diwedi issued a vote of thanks to all participants
Photographs
[22]
2. Introduction to Allahabad City

The city of Allahabad was founded by the Mughal emperor Akbar in the year 1575 AD, and was called
„Illahabas‟. Today Allahabad is one of the major cities of Uttar Pradesh, it is the city of religious
significance both at the national and international level. The presence of the holy Triveni Sangam,
which is the confluence of the rivers Ganga, Yamuna and Saraswati, further strengthens the strategic
influence that Allahabad has in the state and the region. The Magh Mela is an annual event and the
Kumbh Mela is celebrated every twelve years and Ardh (half) Kumbh Mela is celebrated every six
years.
Allahabad is also known as Prayag. Allahabad city is one of the largest commercial centers in Uttar
Pradesh; it also has the second-highest per capita income and the third-greatest GDP in the state .
Allahabad is also known as the "city of Prime Ministers" because post Independence seven out of 13
prime ministers of India have belonged to Allahabad (Jawaharlal Nehru, Lal Bahadur Shastri, Indira
Gandhi, Rajiv Gandhi, Gulzarilal Nanda, Vishwanath Pratap Singh and Chandra Shekhar). All these
leaders were either born in Allahabad, or were the alumni of Allahabad University, or were elected
from a constituency in Allahabad.
This city was the heart of the Indian Freedom Movement against the British rule with Anand Bhawan
being the epicenter. It was in Allahabad that Mahatma Gandhi proposed his program of non-violent
resistance to liberate India. From the early days of civilization, Allahabad has been the seat of
learning, wisdom and writing. It is the most politically vibrant, spiritually conscious and spiritually
awakened city of India.
Allahabad is basically an administrative and educational city. The High Court of Uttar Pradesh, Auditor
General of Uttar Pradesh, Principal Controller of Defense Accounts (Pension) (PCDA), Uttar Pradesh
Madhymik Shiksha Prishad (UP Board) office, Police Headquarters, Allahabad University, Moti Lal
Nehru National Institute of Technology, Medical and Agriculture College, Indian Institute of
Information Technology (IIIT), ITI Naini and IIFCO Phulpur are situated in the city.
The imprints of British and Mughals can be seen in buildings, gardens and various places in
Allahabad. The architectural styles reflect a good mix of western gothic and Mughal influences.
Allahabad is also one of the greenest cities of the state.
Table 2.1 Salient features of Allahabad

State : Uttar Pradesh
City Population (AMC area) : 11.12 lakhs persons (census 2011)
Governing Civic body : Allahabad Municipal Corporation
70.05 sq. km (AMC)
Area of the city :
309 sq. km (Allahabad Planning Area)
Density : 159 persons per hectare
Economic Drivers : Tourism, religious activities and education
3
Slum Population : 3.3 lakhs
Literacy rate : 85%
3
As per DUDA officials
[23]
State : Uttar Pradesh

Sex ratio : 869
Source-Census of India, 2011
2.1 Regional setting

Allahabad is a major educational and religious center in the region. It houses the High Court of the
state and is the hub for medical treatment in the region. In addition, there are several wholesale
markets in the old city area which cater to various local markets in the district. The city being the
headquarters for the district attracts population from across the district, to avail of administrative
services provided at various district offices in the city.
The river Ganga and Yamuna meet at the eastern tip of the city, commonly known as the holy
Sangam. Allahabad is one of the four cities where Kumbh Mela is organized every three years. This
gives the city high religious importance. Crores of tourists visit the city every year from all corners of
the country.
Varanasi is at a distance of 116 km and Kanpur is at a distance of 187 km from Allahabad. Both the
cities are connected with Allahabad via NH-2. Overall, the city‟s connectivity and historic significance
played a major role in making it an important city in the region.
Figure 2.1 Regional setting
[24]
2.2 Administrative boundary

Allahabad is the administrative capital of the district. The city is spread across 70 sq. km and is
divided into 80 wards. The Allahabad Urban Agglomeration includes the Allahabad Municipal
Corporation area and Allahabad Outer Growth (OG) areas. The OG areas include Subedarganj
Railway Colony, Triveni Nagar (N.E.C.S.W.), T.S.L. Factory, Mukta Vihar, Bharat Pump and
Compressor Factory, A.D.A. Colony, Doorbani nagar, ITI Factory and Res. Colony, Shiv Nagar,
Gandhi Nagar, Manas Nagar, Industrial Labour Colony, Gangotri Nagar, Mahewa West, Begum
Bazar, Bhagal Purwa, Kodra, IOC Colony, Deoghat, ADA Colony and Jhalwagaon, Allahabad (CB),
Arail Uparhar and Chak Babura Alimabad.
2.3 Location and connectivity

The city of Allahabad was developed at the confluence of the rivers Ganga, Yamuna and the mystical
Saraswati. This confluence offered two major livelihood occupations to the citizens of this city; these
were mythological importance of this confluence and the highly alluvial soil deposit in the region. The
oldest part of the city is along the rivers and near the confluence.
Allahabad is well-connected with other parts of the country by rail and road network. Existing NH-2
(Grand Trunk Road) divides the city into two parts – the Civil Lines area and the Old City area. The
Allahabad Bypass, connecting NH-2, is a part of the National Highway Development Program
(NHDP).
The city is served by the Allahabad airport which began operations in February 1966. The airport is 10
km from the city centre. Daily flights to Delhi are operated from this airport. The city lies on the Delhi-
Calcutta rail route of the Eastern Railways and has direct rail connections with important cities like
Kolkata, Delhi, Patna, Guwahati, Chennai, Mumbai, Gwalior, Meerut, Lucknow, Kanpur and Varanasi.
The following map shows the regional connectivity of Allahabad.
Figure 2.2 Regional Connectivity of Allahabad
Source – Draft Comprehensive Mobility Plan, Allahabad

[25]
2.3.1 Railways
Allahabad is well-connected by railways with all major cities, viz., Kolkata, Delhi, Jaipur, Lucknow and
Mumbai, Hyderabad, Bhopal and Chennai. Several expresses as well as super-fast trains ply to and
from Allahabad.
Allahabad Junction is one of the main railway junctions of northern India. It is the headquarters of the
North Central Railway Zone. The four prominent railway stations of Allahabad are Prayag Station, City
Station at Rambagh, Daraganj Station and the main station is Allahabad Junction. Allahabad is also
connected to most cities in Uttar Pradesh such as Jhansi, Kanpur, and Lucknow. Allahabad also lies
in the path of the proposed eastern dedicated freight corridor (EDFC) which will be an economic boom
for the city in future.
Figure 2.3 Rail connectivity
[26]
2.3.2 Airways
There is an airport at Bamrauli which is about 10 kilometers from Allahabad. Presently, limited flights
are available from this airport. The second nearest airport is at Varanasi that is 125 km from
Allahabad. Varanasi being another important pilgrimage is well-connected to the rest of India by daily
flights. Both private as well as public carriers operate these flights.
2.3.3 Waterway
Allahabad is the starting point of National Waterway No. 1 (NW-1), which was declared in 1986. NW-1
is a 1,620 km-long waterway between Allahabad and Haldia. Fertilizer and cement are two types of
cargos which could be transported from Phulpur, Rewa, Satna and Sidhi to the Allahabad terminal.
The alignment of the waterway is shown Figure 2.4.
[27]
Figure 2.4 National Waterway - 1
[28]
2.4 Defining study area

For the purpose of analysis, the study area for this report is the Allahabad Urban Agglomeration
(AUA) area. However, for the purpose of Capital Investment Plan and Financial Operating Plan, only
projects falling under AMC limits will be considered. For instance, the water supply demand will be
estimated for the population in AUA; however, CIP and FOP will be prepared for population within
AMC‟s limits. Population of the city as per census 2011 is 11,12,544 which is distributed across 80
wards of the town.
2.5 Physical setting
2.5.1 Topography and Geology

Allahabad is located at 25.45°N 81.84°E in the southern part of Uttar Pradesh at an elevation of 98
meters (322 ft) and stands at the confluence of two rivers, the Ganges and Yamuna. The region was
known in the past as the Vats country. To its south and southeast is the Bagelkhand region, to its east
is the middle Ganges valley of North India or Purvanchal, to its southwest is the Bundelkhand region,
to its north and northeast is the Awadh region and to its west along with Kaushambi it forms the Lower
Doab region. There can be three distinct physical parts of the city, quite like the district itself – (i)
Trans-Ganga or the Gangapar Plain, (ii) the Ganga-Yamuna Doab (confluence), and (iii) Trans-
Yamuna or the Yamuna par tract, all three of which are formed by the Ganga and its tributary
Yamuna.
The geology map of Allahabad city shows the existence of Terrace Alluvium and Varanasi Alluvium as
a geologic unit. The Varanasi older alluvium, a polycyclic sequence of yellowish brown clay-silt and
fine sand with dissemination of kankar, is found in the north of Yamuna. The newer alluvium is
characterized by unoxidised khaki and grey-coloured sediments which consist predominantly of
micaceous sand, silt and clay. It has been divided into Terrace and Channel Alluvium. The Terrace
Alluvium of both Ganga and Yamuna are developed on a cut and eroded platform of Varanasi older
alluvium. The terrace alluvium of Ganga consists of multiple fill sequence of grayish sand, silt and clay
while that of Yamuna consists of medium-to-fine grained quartzo-feldspathic and grey micaceous
sand. Geology of the area is characterized by a thick pile of quaternary alluvium consisting of sand,
gravel and clay with occasional presence of thin to thick kankar intercalation.
[29]
4
Figure 2.5 Geology map of Allahabad
Because of this topography of Allahabad, the city has grown across the rivers Yamuna and Ganga on
all the three sides, even though connectivity with the satellite towns is an issue. Though there are
settlements on the western flank of the city as well, the arterial network is weak as distance from the
core city increases. So the topography of the city has in a way hindered the growth of the city.
2.5.2 Climate
The climate of Allahabad is characterised by a long and hot summer, a fairly pleasant monsoon and
winters. The winter season usually extends from mid-November to February and is followed by
summer which continues till about the middle of June. The southwest monsoon then ushers in the
rainy season which lasts till the end of September. October and the first half of November constitute
the post-monsoon season.
4
Geology of Allahabad and assessment of recharge for sustainability by Saumya Singh and R.K.Srivastava
[30]
Table 2.2 Climate data
Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Temperatur 23.6 27. 33.6 39.4 42.3 40.1 34.1 32.7 33.2 33.1 29.7 24.8
e-Average 2
Maximum
Temperatur 8.7 11. 16.5 22.5 26.7 28.5 26.4 25.7 24.7 20.5 13.8 9.3
e Average 2
Minimum
Precipitation 19.2 15. 9.2 5.7 9.9 85.4 300. 307. 189. 40.1 11.7 3.4
(mm) 6 1 6 8
Source – Wikipedia.com
Figure 2.6 Temperature variation in the city
45
40
Temperature in degree celsius
35
30
25
20
15
10
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average Maximum Average Minimun
Rainfall and humidity

Rains occur either through Bay of Bengal branch of the south-west monsoon or by the Arabian Sea
from the Arabian Sea branch lash Allahabad between June and September, supplying it with most of
its annual rainfall of 1,027 mm (40 in). The highest monthly rainfall occurs in August. The month with
the wettest weather is August, while the driest month is April.
Humidity varies between 30% to 80%, with the minimum humidity being in April and the maximum in
August. The humidity level remains elevated (>50%) from June to February.
[31]
2.5.3 Agriculture, mineral and industry

and manufacturing which may be registered or unregistered.
Agriculture: The main crops cultivated in the district are wheat, paddy, potato and sugarcane
Minerals: The mineral wealth of the district has great significance in terms of socio-economic
prosperity and economic base. It contributes largely to developing an area by providing economic
opportunities. The mineral products that are commonly found are glass sand, building stone, kankar,
brick earth and reh.
Industry: Allahabad has some glass and wire-based industries. The main industrial areas of
Allahabad are Naini and Phulpur, where several public and private sector companies have their units,
offices and factories. Bharat Petroleum Corporation Limited, India's largest oil company (which is also
state-owned), is setting up a seven million tonnes per annum (MTPA) capacity refinery at Lohgara,
with an estimated investment of Rs. 62 billion. Allahabad Bank which began operations in 1865 was
founded in Allahabad.
Another aspect is the large number of constructions taking place in Allahabad which again improvises
the city's economy. The third All India Census for Small-Scale Industries shows that there are more
than 10,000 unregistered small-scale industry units in the city. An integrated industrial township is
also proposed over 1,200 acres of area in Allahabad under the Dedicated Freight Corridor
Corporation of India.
2.5.4 Water Resources5

River Ganga flows on the north of the city and river Yamuna flows on the south of the city, and the
rivers converge on the east flank of the city. Though Allahabad has perennial sources of water, it is
dependent on ground water for its drinking water needs, due to which ground water levels have
dwindled drastically overs the years. As per the ground water brochure published by the Central
Ground Water Board, Ministry of Water Resources, Government of India, the depth to water in pre-
monsoon ranges between 3.0 to 15.0 mbgl; the average water level is 6.0 to 7.0 mbgl in the Trans-
Ganga area. Post monsoon, the water level varies between 1.45 to 13.00 mbgl in the Trans Ganga
area and between 5.00 to 6.00 mbgl in the Trans-Yamuna area.
2.5.5 Forests Resources

There are no identified protected/reserve forests within AMC‟s jurisdiction. Over the decades, the
forest cover has increased in Uttar Pradesh from 10.9% in 1950-51 to 17.5% in 2001. As per the Uttar
Pradesh Envis Centre under the Ministry of Environment and Forests, Government of India, the total
2 6
forest cover (assessed through satellite imagery) across Uttar Pradesh is 13,746 km and across
2
Allahabad district 97 km .
5
Master plan2021
6
Statistical Handbook
[32]
3. Demographic Profile
This chapter presents a detailed overview of the
Key facts in 1st generation CDP
demographic profile of the city and its overall
position with reference to the state and district.
It also describes population growth trends,  AMC had a population of 9.75 lakhs as per
spatial distribution and other demographic Census 2001 and the population was
characteristics of the city. In addition to that, growing at a rate of 15.5%. The city had an
based on the past trends and potential of the average population density of 11,254
city, the future population has been estimated persons per sq. km, spread across an area
through various scientific methods. of 70.5 sq. km.
 The sex ratio of Allahabad was 809 which
was lower compared to the prevailing sex
3.1 Background ratio of the state (898).
The CDP had put forward the following
Uttar Pradesh is India`s most populous state. As
observations:
per Census 2011, its population is 19.98 crore,
an increase of 20% from 2001. During 1991-  High gross residential density of
2001 decade, the population increase was 26%. approximately 138 persons per ha.
In comparison, the population of Allahabad city  Most of the densely populated wards were
grew from 9.75 lakhs in 2001 to 11.16 lakhs in around the railway station and the
2011 at a growth rate of 14%. The decadal peripheral areas had very low density.
population growth of Allahabad city during 2001-
11 was below the national average of 17% and state average of 20%. The population growth
gradually dropped down to 30% in 1991 and 14% in 2011. Allahabad is one of the most important
urban centres in the region because of Sangam, the high court, availability of health facilities and
employment opportunities.
3.2 Population and urbanization

The pace of urbanization has historically been lower in the state. Urbanization in 2001 was 20.78%
and it grew to 22.27% in 2011. The numbers of urban centres with more than one lakh population
have grown slowly over the last thirty years. The growth of urban centres with population of less than
five thousand has, on the other hand, been more significant; these centres have grown in larger
numbers in the western part of the state. Of the 71 districts, only eight districts have more than 40%
urbanization, of which Ghaziabad has the highest urbanization with more than 71% of its population
living in urban areas; Allahabad with 24% urbanization is the 17th-most urban district in Uttar
Pradesh.
Table 3.1 District urbanization
Si.No Districts Total Urban % Urban % State Urban
1 Ghaziabad 46,81,645 31,62,547 67.6 7.1
2 Lucknow 45,89,838 30,38,996 66.2 6.8
[33]
Si.No Districts Total Urban % Urban % State Urban
3 Kanpur Nagar 45,81,268 30,15,645 65.8 6.8
4 Gautam Buddha Nagar 16,48,115 9,74,309 59.1 2.2
5 Meerut 34,43,689 17,59,182 51.1 4.0
6 Agra 44,18,797 20,24,195 45.8 4.5
7 Varanasi 36,76,841 15,97,051 43.4 3.6
8 Jhansi 19,98,603 8,33,484 41.7 1.9
9 Bareilly 44,48,359 15,68,409 35.3 3.5
10 Allahabad 59,54,391 14,72,873 24.7 3.3
Uttar Pradesh 19,98,12,341 4,44,95,063 22.3
Source – Census of India, 2011
Figure 3.1: Urban Centers in Uttar Pradesh
Population of Different Districts of UP

7,000,000
Allahabad,
6,000,000 5954391
Ghaziabad
Kanpur Nagar Agra Bareilly
5,000,000
4,000,000
Lucknow
Varanasi
3,000,000 Meerut
2,000,000
Jhansi,
1,000,000 Gautam Buddha
Nagar
0
Allahabad (AMC limits)
Allahabad‟s decadal population growth in 2011 was 14.06% which was below the national average of
17.64%. The population growth dropped from 29.9% in 1991 to 15.5% in 2001. The population growth
is shown in the table below.
[34]
Table 3.2 Population trend of Allahabad city
Census Year Population Decadal Change Growth Rate (%)
1971 5,13,036
1981 6,50,070 1,37,034 26.71
1991 8,44,546 1,94,476 29.92
2001 9,75,393 1,30,847 15.49
2011 11,12,544 1,37,151 14.06
Source: Census of India, 2011
Allahabad city constitutes 20% of the district‟s population and 80% of the district‟s urban population.
Increase in population has been mainly because of migration. Migration to Allahabad city has
historically been on account of employment opportunities and for education, and this would continue
to be the most important factor.
Figure 3.2: Growth Trend of the Allahabad
1200000 35%
1000000 30% 30%

27%
25%
800000
20%
600000
15% 15%
14%
400000
10%
200000 5%
0 0% 0%
1971 1981 1991 2001 2011
Population Growth
When we look at Allahabad Urban Agglomeration (UA), the population in 2001 was 10.18 lakhs and it
grew to 12.12 lakhs in 2011 at a growth rate of 19%. A comparison of population growth has been
showcased in the table below. The population growth within the city limits is relatively less. So this
reflects the higher population growth on the outskirts of the city. If we look at the population of
Allahabad city and Allahabad UA, we realise that population growth is much higher outside the city
limits. So while projecting population, we will have to consider higher population growth for this area.
[35]
Table 3.3 Allahabad city and UA population analysis
2001 2011
Allahabad City 975,393 1,112,544 (1.32%)
Allahabad UA 1,018,092 1,212,395 (1.76%)
Within UA but outside city 42,699 99,851 (8.87%)
Source – Census of India 1991-2011. Note: Figures in parentheses indicate CAGR of population
The list of towns in Allahabad UA along with the number of households and population are presented
in the annexure. Allahabad UA comprises the Subedarganj Railway Colony, Triveni Nagar
(N.E.C.S.W.), T.S.L.Factory, Mukta Vihar, Bharat Pump and Compressor Factory, A.D.A. Colony,
Doorbani nagar, ITI Factory and Res. Colony, Shiv Nagar, Gandhi Nagar, Manas Nagar, Industrial
Labour Colony, Gangotri Nagar, Mahewa West, Begum Bazar, Bhagal Purwa, Kodra, IOC Colony,
Deoghat, ADA Colony and Jhalwagaon, Allahabad (CB), Arail Uparhar and Chak Babura Alimabad.
3.3 Population Density (Ward wise)

The Census of India considers the city of Allahabad in three regions, namely, the AMC, the city outer
growth (OT) and the Allahabad Cantonment (CB). Geographically, the city has the following three
regions: (i) Trans-Ganga or the Gangapar Plain, (ii) the Ganga-Yamuna Doab (confluence), and (iii)
Trans-Yamuna or the Yamuna par tract.
The municipal area of the city has remained the same at 70.05 sq. km. The number of wards has
increased over time, from 40 to 70 in the mid-90s and to 80 very recently. The continuum of urban
form under the municipal administration in the city of Allahabad is fragmented by the interception of
multiple cantonment areas. The table below gives the ward-wise population of the city.
7
The population density of Allahabad city is 157 persons per hectare. Ward 78 has the highest
population density of 1115, followed by ward 61 with population density of 825. Both these wards, and
other high density wards are located in the old city areas such as Chowk and Karta. The ward wise
population density is in the table below.
8
Table 3.4 Population distribution - Ward wise
Ward Population Ward Population Ward Population

Population Population Population
No. density No. density No. density
1 17654 70 28 9937 85 55 12322 212
2 12125 108 29 12983 122 56 20288 115
3 15211 163 30 15799 54 57 5889 330
7
As per AMC records, the area of city is 70.05 sq. Km; however the area of the city as per the road map available with
Engineering Department, AMC is 71.01 sq. Km.
8
Due to non-availability of ward wise area, the ward wise population density could not be calculated
[36]
Ward Population Ward Population Ward Population

Population Population Population
No. density No. density No. density
4 14056 59 31 9361 95 58 11397 404
5 15436 52 32 20955 63 59 14812 65
6 11532 116 33 19527 52 60 7379 490
7 6750 83 34 15380 37 61 9586 825
8 20360 116 35 24864 56 62 10856 403
9 12206 81 36 22660 485 63 14185 -
10 16600 249 37 11332 61 64 10786 199
11 13654 48 38 14670 143 65 17784 370
12 12196 25 39 15888 60 66 12932 82
13 13375 156 40 19799 92 67 6087 194
14 14163 530 41 9626 27 68 13440 415
15 8681 39 42 12790 190 69 12337 260
16 9540 37 43 17099 22 70 10910 213
17 16631 155 44 17680 71 71 8598 300
18 15593 132 45 12472 167 72 18884 436
19 16069 192 46 14102 127 73 11401 423
20 11574 152 47 15153 46 74 10532 686
21 19763 184 48 4528 60 75 12202 582
22 11921 99 49 15604 73 76 25256 276
23 13581 48 50 16486 82 77 13483 508
24 14126 22 51 12443 50 78 14342 1115
25 19960 51 52 23241 268 79 12718 779
26 10671 66 53 8904 41 80 11693 498
27 16122 84 54 9612 67
Source: Census of India, 2011
[37]
9
The population density of Allahabad is 158 persons per hectare and the number of households in the
city is 1.95 lakh, with the average household size being at 5.79. The area of the city has remained the
10
same at 70.05 sq. km . In 2001, the population density was 138 persons per hectare and average
household size was 6.70. In the 2001-2011 period, the number of households increased by 33% as
compared to 14% increase in population, thus depicting preference for nuclear families.
3.3.1 Population distribution

The ward-wise population has been analysed to understand the spatial distribution of population. The
city has an average population density of 205 persons per hectare. As indicated in the figure below,
37 wards have population more than average ward population. And the remaining wards including the
newly merged areas have less than average density.
Within the city, Ward No.76 in the Allahabad has highest population with 25,256 people and a density
of 276 persons per hectare Ward 78 has the highest population density of 1115, followed by ward 61.
This is due to the fact that these two wards belong to the core or the old city area of Allahabad. The
following figure describes the population distribution across the wards.
Figure 3.3: Ward wise population distribution
30000
Population Distribution
25000
20000
15000
10000
5000
0
1 3 5 7 9 1113151719212325272931333537394143454749515355575961636567697173757779
3.4 Average Household Size

As per Census 2011, the total number of households in Allahabad city was 195,259 and the average
household size of Allahabad city was 5.69. The average household size is higher compared to the
state average of 5.97 and the national average of 4.85. The average household size in Allahabad has
reduced drastically over the last decade, from 6.49 in 2001 to 5.69 in 2011.
Table 3.5 Household size in the City and various area of UA
Average
Name Households Population
household size
9
As per data provided by AMC
10
As per information provided by AMC
[38]
Average
Name Households Population
household size
Allahabad (M Corp.) 195259 1112544 5.70
Subedarganj Railway Colony (OG) 274 1568 5.72
Triveni Nagar (N.E.C.S.W.) (OG) 537 3515 6.55
T.S.L.Factory (OG) 127 753 5.93
Mukta Vihar (OG) 88 534 6.07
Bharat Pump and Compressor. Factory (OG) 119 648 5.45
A.D.A. Colony (OG) 4316 22774 5.28
Doorbani nagar (OG) 122 543 4.45
ITI Factory and Res. Colony (OG) 49 221 4.51
Shiv Nagar (OG) 228 1449 6.36
Gurunanak Nagar (OG) 214 947 4.43
Gandhi Nagar, Manas Nagar, Industrial 1436 6313 4.40

Labour Colony (OG)
Gangotri Nagar (OG) 1048 6749 6.44
Mahewa West (OG) 349 2136 6.12
Begum Bazar (OG) 146 841 5.76
Bhagal Purwa (OG) 160 988 6.18
Kodra (OG) 84 587 6.99
IOC Colony, Deoghat, ADA Colony and 973 5275 5.42

Jhalwagaon (OG)
Allahabad (CB) 5157 26944 5.22
Arail Uparhar (CT) 1993 12190 6.12
Chak Babura Alimabad (CT) 790 4876 6.17
Allahabad Urban Agglomeration 2,13,469 12,12,395 5.68
[39]
3.5 Literacy Rate

The literacy rate in Uttar Pradesh as per the 2011 Census is 70%. While this is still below the national
average of 74%, however there has been an increase by 13 percent points from 2001. Similarly, there
has been an increase of 10 percent in the literacy rate in Allahabad district, from 66% in 2001 to 76%
in 2011 and 13 percent increase in literacy rate in Allahabad city. The literacy rate in Allahabad district
is below national average. Allahabad being the education capital of the state the literacy rate in
Allahabad city is not among the highest in the state, but is much higher than the national average at
85% as per 2011 census.
Table 3.6 Literacy rates
2001 2011 % change in literacy rate

Uttar Pradesh 56% 70% 14
Allahabad District 62% 72% 10
Allahabad UA NA 84%
Allahabad city (AMC limits) 72% 85% 13
Source - Census of India
3.6 Sex Ratio

The sex ratio in the city has been constantly lower than the state average and the situation does not
seem to be improving. The preceding decade 2001-2011 has again seen a fall; when on the contrary
the state averages registered improvements since the year 1971.
As per Census 2001, the sex ratio (female population per 1000 male) in Allahabad city was 807 and
as per Census 2011, it has now increased to 853 per 1000 males. The sex ratio of Allahabad UA was
also 853 in 2011. In comparison, the sex ratio of Uttar Pradesh was 912 in 2011. The sex ratio of
Allahabad district was much higher than the state average and Allahabad city. It was 879 in 2001 and
increased to 901 in 2011.
Table 3.7: Sex ratio
2001 2011
Uttar Pradesh 898 912
Allahabad District 879 901
Allahabad UA 809 853
Allahabad city (AMC limits) 807 853
Source - Census of India
In spite of the city‟s high literacy rate and urbanization, the sex ratio has remained much lower than
that of the state. One of the reason for the same could be higher male in migration for employment to
the city. However, the reasons for the lower sex ratio need to be explored. The figure below shows
the sex ratio in Allahabad and Uttar Pradesh for the period between 1971 and 2011.
[40]
Figure 3.4 Sex ratio of Allahabad vis-à-vis Uttar Pradesh
3.6.1 Age-sex pyramid11

Based on the age-sex pyramid, it is clear that the majority population is young. Most of the population
falls in the 10-14 years and 15-19 years categories. The trend was similar to that at the national level
where most of the population is young with an average age of 24 years. About 66% of the total
population is between 0-35 years, and the largest population group is the age group of 10-25 years.
Figure 3.5 Age sex pyramid for Allahabad UA
80+
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
Male Female
11
Age sex pyramid for 2001 was adopted, as age-sex bifurcation as per age group was not available for 2011.
[41]
3.7 Language
Since Allahabad is part of the Hindi heartland, most of the population is Hindi-speaking, i.e., ~ 88%.
The second-most common language is Urdu, which is spoken by 11% of the population.
3.8 Scheduled Caste and Scheduled Tribe Population

The scheduled caste population in Uttar Pradesh increased from 3.51 crores in 2001 to 4.13 crores in
2011 at a growth rate of 18%. The same figure for Allahabad city grew at a rate of 19%.
The scheduled tribe population, on the other hand, increased substantially from 1.07 lakh to 11.34
lakhs at a growth rate of 951%. This is because of the transfer of 10 castes from the scheduled caste
list to the scheduled tribe list in Uttar Pradesh. For the same reason, the percentage of growth
appears to be much higher for Allahabad District and Allahabad City.
Table 3.8: SC and ST population
2001 2011 % growth % growth

Scheduled Scheduled Scheduled Scheduled in SC in ST
caste tribes caste tribes population population
Uttar Pradesh 3,51,48,377 107,963 4,13,57,608 11,34,273 18% 951%

Allahabad
10,65,097 4,273 13,09,851 7955 23% 86%
District
Allahabad UA 1,27,459 495 1,48,794 2694 17% 444%
Allahabad city
1,20,842 433 1,44,013 1849 19% 327%
(AMC limits)
Source – Census of India
3.9 Migration12
As per the Census of India, 2001, 15% of the total population in Allahabad UA comprises migrants.
Employment and moving with the household are two most prominent reasons for in migration to the
city. Of the 1.5 lakhs migrated into the city, 53,774 are from rural areas. They constitute 33% of the
total migrants to the city.
Table 3.9 Migration (Allahabad UA)
Category Total persons % share of total migrants

Total population 10,18,092 -
Total Migrants 150,217 100%
For Employment 17,865 12%
For Education 15,978 11%
Due to Marriage 14,512 10%
12
Migration details for the year 2011 are not available.
[42]
Category Total persons % share of total migrants

For Business 1,346 1%
Moved after birth 1,106 1%
Moved with household 17,281 12%
Others 82,129 55%
3.10 Social composition

Allahabad is largely inhabited by two communities, Hindus and Muslims. The general understanding
is that Hindus dominate the city in terms of numbers. The city is of religious importance to the Hindus
as it is situated at the holy confluence of the Ganga, Yamuna and invisible Saraswati. Festivals, big
and small, are celebrated with pomp and show and attract a large number of people from various
parts of India. The main festivals include Mahashivratri in the month of February, Holi in the month of
March, Navratri in the months of March-April culminating in Ramnavami, and Krishna Janmashthami
in August-September.
The Hindu month of Magh is from mid-January to mid-February. During this month, a great gathering
and fair called Magh Mela takes place on the sands. Every 12th year when the waters are felt to be
especially purifying, Allahabad holds a much greater festival called Kumbh Mela. Many millions of
pilgrims attend this festival, coming from all over India. It is believed that bathing during Kumbh cures
one of all sins and evils and grants salvation.
There are some specific days in the year when Hindus take a dip in the holy river Ganga. Important
among them are Paush Purnima and Makar Samkranti in January, Mouni Amvasya and Basant
Panchami and Magh Purnima in February and Mahashivaratri in March. An important fact is that the
city has always been known for its babu culture implying the slow and lazy nature of its people. For
the same reason it is also named the Sleepy City.
3.11 Population Projections

To plan service provision for the citizens of the city, population projection serves as an important and
basic requirement. It is also required for revenue realization from the users in a city, which is the direct
function of the population and population growth. The city is surrounded by rivers on three sides;
hence its growth is limited and thus the growth in population has reduced over the years. Three
satellite towns, Phaphamua, Jhusi and Naini have mushroomed on three flanks of the city. With
expectations of improvement in roads and transportation network in the near future, the population in
these three areas is expected to increase exponentially.
3.11.1 Floating population

Allahabad attracts a huge number of tourists every day. Over ten crore tourists visited Allahabad
during the Maha Kumbh Mela 2013. In addition, tourists flock to Allahabad to take holy dip in Triveni
Sangam throughout the year. In all, about 316 lakh tourists visited Allahabad during 2011-12. Year-
wise tourism details are presented in Chapter 12.
In 2011-12, the number of tourists represented 8% of the total population of Allahabad. So, for the
purpose of infrastructure planning, an additional population of 8% is considered.
[43]
3.11.2 Methodology adopted for estimation of population

In order to estimate the population for the horizon period of 2041, initially, the population projections
st
estimated in the 1 -generation CDP, water supply project, sewerage project, SWD project, and
Comprehensive Mobility Plan (CMP) were reviewed. The review indicates that the projected
population in the 1st generation CDP and Master Plan, 2021 are the same; however, the projected
population for 2011 is ~25% higher than the actual population as per census 2011. The projection by
st
CMP is much higher than the 1 generation CDP and Master Plan 2021. The trends in population
projections in various studies have been provided in the graph below.
Table 3.10 Population projection from other sources
Document 2011 2021 2031 2040

st
1 generation CDP 1,637,269 2,043,735 2,463,893 -
Draft CSP (AMC limit) - 1,440,793 1,647,392 1,881,615
CMP - 2,249,349 3,036,622 -
Master Plan, 2021
1,637,296 2,050,000 - -
(Allahabad UA)
An appropriate method for population projection is adopted to estimate the demand gap analysis for
the horizon years, i.e., 2021, 2031 and 2041. Based on this, the infrastructure requirement in water
supply, sewerage and sanitation, solid waste management, storm water drainage, traffic and
transportation and other amenities is forecasted.
Further, based on the population trends during the past four decades, CRISIL has projected the
population for the study area using the following methods:
 Arithmetic;
 Geometric;
 Incremental increase;
 Exponential;
 Power;
 Log; and
 Polynomial 2nd order.
It can be observed from the chart below that the projected population through all the methods is on
the lower side as compared to the Master Plan 2021 projections. According to the Master Plan 2021,
the growth in population for the 2011-21 decade has been assumed to be 20%. As mentioned above,
the base value in the Master Plan 2021 for 2011 was ~25% higher. So if the Census 2011 population
of 12.12 lakhs is increased by 20%, it translates into a population of 14.53 lakhs in 2021. Upon adding
the floating population (8% increase), the number works out to be 15.69 lakhs. Now if we compare
this population with the population projected by all the other methods, then it appears to be closest to
nd
the results of the Polynomial 2 Order Method. The projections by the Power, Log and Arithmetic
methods are lower than this. The projections by the Incremental and Geometric methods are higher.
The population projections made through various methods for the next three decades have been
presented in the chart and table below.
[44]
Figure 3.6 Population projection (Allahabad UA)
35
30
25
x 100000
20
15
10
-
2021 2031 2041
Polynomial 2nd Order Arithmetic Incremental

Geometric Exponential Power
Log CDP/Master Plan
Table 3.11 Population projections using various methods
Method 2021 2031 2041
Polynomial 2nd Order 1,647,934 2,012,597 2,425,962
Arithmetic 1,498,214 1,687,040 1,875,867
Incremental 1,670,863 2,204,988 2,911,763
Geometric 1,687,005 2,173,526 2,800,356
Exponential 1,646,908 2,051,968 2,556,654
Power 1,322,246 1,434,278 1,538,969
Log 1,273,371 1,343,311 1,403,896
Source – CRIS Analysis
3.11.3 Basic Assumption taken for Population Projection

While adopting the population for the next three decades, the following factors were considered which
would influence the city‟s future growth:
 Urbanization trends in the district and the city
 Improvement in connectivity due to which high population growth is expected in the Naini,
Jhusi and Phaphamua regions; this will also lead to more employment opportunities and
higher migration to the city.
[45]
 The population in the main city is expected to be stagnant

 Economic activities such as trade and commerce, industrial development, and agriculture-
related activities;
 Spatial growth pattern and scope of vertical development; and
 Huge scope to accommodate the future population since the density is on the lower side.
3.11.4 Summary of Population Projection through various methods

The projected population under various methods has been compared with the population projections
finalized in the 1st -generation CDP, CMP, the Master Plan, 2021, etc. The incremental and geometric
projections are slightly on the higher side as compared to the population projections on the
assumptions of Master Plan, 2021.
Based on the above factors, the population trends during the past four decades and the projected
population in various studies and methods, the Polynomial 2nd order method was found appropriate.
As per the Polynomial 2nd order method, the population would increase to 20.12 lakhs and 24.25
lakhs in 2031 and 2041, respectively.
Table 3.12 CAGR of projected population

Year Population Period CAGR (%)
1971 5,13,036
1981 6,50,070 1971-81 2.40
1991 8,44,546 1981-91 2.65
2001 1,049,579 1991-01 2.20
2011 1,212,395 2001-11 1.45
2021 1,647,934 2011-21 3.12
2031 2,012,597 2021-31 2.02
2041 2,425,962 2031-41 1.89
Figure 3.7 Population trend and projection 1971 to 2041
Population
30
Population (x 100000)
25 24.26
20 20.13
16.48
15
Population
12.12
10 10.50
8.45
6.50
5 5.13
0
1971 1981 1991 2001 2011 2021 2031 2041
[46]
4. Economic profile of Allahabad

The chapter presents a detailed assessment of the economic profile of Allahabad city, such as key
economic drivers of the city, spatial distribution of economic activities, industrial profile, workforce
participation rate, state-level economic policies which impact the city‟s economy, key economic
indicators with reference to the state and district, and a brief on the informal sector activity in the city.
Sector-wise workforce projections have been carried out for future years. Further, the key issues with
respect to the economic base have been detailed out at the end of the chapter.
4.1 Background
Allahabad has traditionally been well known for its educational institutions, the University, High Court
and centres of pilgrimage, intellectual and sociopolitical activity. The city‟s economy however, has for
the past many years been thriving on the tertiary sector activities.
With various educational institutes and university the city had been known for its publishing houses
and iron cast products like cabinets. It was highlighted during stakeholder discussions that these local
skills of the city have disappeared over time due to other high return opportunities in the city like
tertiary sector as mentioned earlier.
4.2 Overview of Economic Situation
4.2.1 Uttar Pradesh Economic Profile

Agriculture is the leading occupation in Uttar Pradesh. Wheat is the state's principal food crop and
sugarcane is the main commercial crop. About 70% of India's sugar comes from Uttar Pradesh. State
industries are localized in the Kanpur region, the fertile Purvanchal lands and the Noida region. The
Mughalsarai is home to a number of major locomotive plants. The major manufacturing products
include engineering products, electronics, electrical equipment, cables, steel, leather, textiles, jewelry,
frigates, automobiles, railway coaches, and wagons. More small-scale industrial units are situated in
13
Uttar Pradesh than in any other state, with 12 percent of over 2.3 million unit‟s .With 359
manufacturing clusters cement is top sector of SMEs in Uttar Pradesh. In terms of net state domestic
product (NSDP), Uttar Pradesh holds the third largest economy (2011–2012) in India, with an NSDP
of INR7080 billion (US$120 billion).
4.2.2 Industrial Policies and Incentives

Uttar Pradesh has formulated various policies for industrial development, The New Infrastructure &
Industrial Investment policy, 2012, Uttar Pradesh IT Policy 2012, Energy Policy 2009, these are
discussed in detail in following section.
13
Uttar Pradesh: State Profile by PHD Chamber of Commerce and Industry
[47]
4.2.2.1 New Infrastructure & Industrial Investment Policy 2012
In view of major transformation of industrial environment globally and within the country, the
Government of Uttar Pradesh has approved and announced the new Infrastructure and Industrial
Investment Policy-2012 with an objective of attaining the target of 11.2 percent industrial growth in
Uttar Pradesh. Significantly, to make policy execution transparent and effective all supporting
Government Orders, Notifications, amendments in Acts, rules and regulations have been made part of
14
policy document .
4.2.2.2 Uttar Pradesh IT Policy 2012
In the fast paced technology sector such as Electronics and Information Technology, the
characteristics which underpin the industry and services are fast technological developments,
reducing business cycle times, just-in-time and time to market. The key features include:
 Interest Subsidy: 5 percent p.a for a period of 5 years on the rate of interest on loan obtained
from Bank/FIs would be reimbursed subject to a maximum of Rs 10 million per annum per unit
 Stamp Duty: 100 percent exemption of stamp duty on purchase/lease of land/office space/
building
 VAT: IT units having Capital investment of Rs 50 million or above would be allowed Interest free
loan equivalent to the amount of VAT and Central Sales Tax deposited every year for a period of
10 years, or 10 percent of annual sales, whichever is lower
 Provision For Land: Land at rebate of 25 percent of prevailing rates at Tier II and Tier III cities;
Additional FSI :100 percent in TIER II/TIER III cities
 Industrial Promotion Subsidy: Subsidy equivalent to 50 percent of incentives admissible for new
units would be admissible to existing units if additional capital investment is made for capacity
enhancement to an extent of 50 percent or more in a period of three years in Tier II/Tier III cities
 Plant and Machinery for Captive Power Generation: Captive Power Generation Plants having
minimum capacity of 3 MW, and distributing the Power only within IT/ITeS/Mega Investment Unit
zones will be deemed as IT/ITeS units and they would get the incentives available for IT/ITeS units
 Incentives on Case to Case basis: Projects proposed above Rs 2 billion shall be considered for
special incentives decided by the Empowered Committee
 Employment Generation: 50 percent incentive on expenditure on account of contribution towards
Employee Provident Fund and Employee State Insurance schemes units employing at least 100
employees and retaining at least 75 percent locals for a period of 5 years, subject to a maximum of
25 percent of Fixed Capital Investment
 Single Window Clearance: A Government Body under Chairmanship of Principal Secretary, IT &
Electronics, UP for clearances like Pollution, Power Allocation etc.
 Uninterrupted Power Supply: IT unit‟s setup in IT Cities / IT Parks on Independent Feeder shall
be provided uninterrupted power supply from State Utility. The cost of provision of separate Feeder
from the Transmission substation will be borne by the Unit/IT City/ IT Park
 IT Corpus: Each Department shall earmark a minimum of 2 percent or as per directions of
Government of Uttar Pradesh from time to time of its Plan budget for IT applications
14 Detailed Policy is available at http://udyogbandu.com
[48]
4.2.2.3 Energy Policy 2009
Uttar Pradesh Energy Policy 2009 is structured with consumers as the focal point & aims at fulfillment
of the overall need for universal access and for providing reliable, quality & affordable power. The key
features include:
 Access to electricity to all households in next 5 years
 Power demand to be fully met by 2014. Energy and peaking shortages to be overcome and
adequate spinning reserve to be available
 Supply of reliable and quality power of specified standards in an efficient manner and at
reasonable rates
 Per capita availability of electricity to be increased to over 1,000 units by 2017
 Financial turnaround and commercial viability of electricity sector thereby reducing the
financing burden on the state over a period of time while recognizing the fact that during the
initial transition period, state support would be a key determinant for the success of entire
exercise
 To increase the availability of power by:
 encouraging augmentation of environment friendly generating capacity
 sourcing competitive and reliable bulk power from sources both within and outside the
state
 encouraging developers to enter into MoU for generation and supply of power to the state
in cases where the developer has tied up or has taken steps to tie up coal, water and has
arranged land on his own or with the help of the state government.
 Optimization of generation of existing plants by putting up additional units, through renovation
and modernization or by changing configuration of machines in case of plants under
commissioning or by allowing alternative fuel for seasonal generating units particularly those
based on bagasse or bio mass
 To augment the transmission and distribution capacity and refurbish the existing capacity with
a view to improving efficiencies, reliability & quality of supply and reducing losses
 To facilitate consumers benefiting from competition & towards this end encourage private
sector participation in all areas viz. generation, transmission, distribution, trading and R&M
 To support the Uttar Pradesh Electricity Regulatory Commission with all policy and other
administrative measures with a view to ushering in a rationalized tariff framework with efficient
distribution of subsidies
4.2.3 Allahabad’s economic profile

and manufacturing which may be registered or unregistered. Another aspect is large number of
constructions taking place in Allahabad which again improvises the city's economy. The Third All India
Census for Small Scale Industries shows that there are more than 10,000 unregistered small-scale
industry units in the city. An Integrated Industrial Township is also proposed in 1200 acres of area in
Allahabad under Dedicated Freight Corridor Corporation of India.
Industry: Allahabad has some glass- and wire-based industries. The main industrial area of
Allahabad is Naini and Phulpur, where several public and private sector companies have their units,
offices and factories. Bharat Petroleum Corporation Limited, India's largest oil company (which is also
state-owned), is setting up a seven million tonnes per annum (MTPA) capacity refinery at Lohgara,
with an estimated investment of Rs. 62 billion. Allahabad Bank which began operations in 1865,
headquartered in the city.
[49]
Tourism: Allahabad has traditionally been a centre of pilgrimage. It is flocked by tourists from across
the globe. Millions of pilgrims congregate on the bank of these rivers during famous occasion of
twelve yearly Poorn Kumbh Mela and six yearly „Ardh Kumbh Mela‟ yearly Magh Mela and on many
other religious occasions at various sacred periods of the year.
The city is also a premier nucleus of urban, Judiciary, administrative, educational and industrial
activities of the state. The city enjoys a unique advantage within the transport network in the country
as it is well connected by the both surface and air transport modes with all major centers of the
country and the states.
Education: Allahabad becomes a premier educational centre with first along vernacular school
established in the year 1836. A number of colleges, the University of Allahabad, MNIT, IIIT and other
educational Institutions came in to being subsequently.
4.3 Industrial and Commercial Activities
4.3.1 Industrial development

Much effort has been devoted in the recent past to boost industrial development. Naini industrial area
was setup with the sole purpose of promoting industries in the region but these efforts have not been
very successful. The industrial development has come to a standstill.
Of the proposed area of 1217.81 ha (Master Plan 2001) to be developed for industries only 482.80
hectares exist in year 2001, which is 2.23% of the proposed area. There are four industrial areas in
and around Allahabad. Most of the existing industries are spread along four main areas in the city:
 Along the Kanpur Road

 Naini
 Phaphamau
 Jhusi – near the junction of Saso and Varanasi Road
The locations of the industrial area are in the table below.
Table 4.1 Industrial area locations

Land acquired Land developed No. of units in
Sr. No. Name of area
(Ha) (Ha) production
1 UPSIDC Naini 314 226 158
2 DIC Naini 26 26 11
3 MNNIT Teliyarganj 7 7 40
4 Udyog Nagar 10 10 30
Source – District Industrial Profile, Allahabad
Majority of the existing units are agro, garment, metal fabrication, engineering units or transport
15
equipment repair based industries . Some of the large scale industries are –
 BPCL
 Reliance India Limited, Naini
15
District Industrial Profile of Allahabad District, Ministry of MSME, Government of India
[50]
 Alstom T&D India Ltd

 Schneider Electric India Ltd
 Indian Telephone Limited
 IFFCO
Some of the medium scale industries are –
 _ Vaidhyanath Ayurvedic, Naini-Allahabad
 _ Mau Aima Spinning Mill, Mau Aima, Allahabad
 _ UPTC Ltd., Allahabad
 _ Waste Processing Com. Ltd. Naini
 _ Shyam Dairy, Allahabad
4.3.2 Industrial growth Trend

As per the DIP Allahabad BPCL and Alstom are doing very well and have shown a positive growth
trend in the past few years. However, remaining large scale factories are not doing so well and may
be become sick units, in the absence of quick turnaround.
The city level consultation attributed it to the poor state of infrastructure and political influences that
often hinder the independent and transparent functioning of industrial houses. During various
stakeholder consultations it was repeatedly put forward that there is lack of adequate industrial
infrastructure to support industrial sector in the city.
Allahabad has got locational advantage as it is well-connected with other industrial towns and
important places of the country. There is no dearth of skilled as well as unskilled labour and
professionally qualified personnel in the district. It is also a marketing centre for neighboring districts
of eastern Uttar Pradesh and northern Madhya Pradesh. Presence of a number of Public and Private
Undertakings make Allahabad district very promising place for setting up of MSEs.
In addition to the land allocated for developing Naini industrial area, an additional area of 1800 acre
has been allocated for industrial development near Allahabad node on the eastern freight dedicated
corridor. However, the infrastructure facilities such as availability of electricity, water supply, roads,
telephone etc. is necessary for attracting industry to Allahabad.
4.3.3 Trade and commerce

The commercial structure of Allahabad has its CBD incorporated in the oldest section of the city,
Meerganj, supporting nearly 70% of the total business of the city. Among the activities being practiced
are – utensil market, cloth market, cycle market, gur mandi, spice market, general merchandise, oil
and ghee mandi, stationery stores, grain market, timber/ furniture mandi, fruit and vegetable market.
Utensil Market: The entire utensil wholesale as well as retail market occupies the western most
section of the Chowk area occupying both sides of Thatheri Lane from Clock Tower to GT Road.
Cloth Market: The old cloth market (Purana Bazar) specializing in wholesale trade of all types of
garment material is located in close proximity to Kotwali. Such specialized markets also occur around
the Clock Tower, along Lal Diggi Road, Jawahar Square and Mohammad Ali Park area.
Cycle Market: The major concentration of cycle shops is along the Hewett Road crossing, extending
from Niranjan Cinema Hall to Hewett Road crossing and from Moti Mahal Cinema Hall to Allahabad
Junction along the Leader Road. These stores provide for assembling of cycles in front of the
consumer as per his choice.
Gur Mandi: The Gur Mandi is located between GT National Highway and the Bharati Bhawan.
Spice Market: The Spice Market is located along the GT National Highway extending from Church
onwards, as well as along the entrance of the Lok Nath Lane.
[51]
General Merchandise: The establishments dealing with general merchandise occur continuously as
a stretch along the GT National Highway, whereas in Johnstonganj these occur in association with
other shops.
Oil and Ghee Mandi: The wholesale mandi for oil and ghee is situated in Meerganj providing all sorts
of vegetable cooking oils and ghee. All these are of wholesale nature.
Timber/ Furniture Mandi: The furniture mandi as it is called extends right along the Tilak Road to
Bharati Bhawan Road crossing and from there to Suleman Sari Road. This area is also referred to as
Bans Mandi, for nearly all timber is supplied from here.
Fruits and Vegetables Market: The main vegetable wholesale market is located in Khuldabad
outside the core area of Chowk. It enjoys a strategic location lying on the GT National Highway.
4.3.4 Informal Business and Local Economy (Trade and commerce)

Commercial/Retail area
Chowk, Ghantaghar and Jhonsonganj area, and Katra and Cornelganj area are the main retail
markets of Allahabad. In addition to serving the needs of local population, these areas also cater to
the demand of the region. These areas are the main commercial areas of the city and close to 70% of
the stores of the city are located in these areas.
Wholesale market
Mutthiganj and Mandi Samithi, Kanpur road are the main wholesale market located within the city.
The total area of these two areas is 54.00 Ha. The Master Plan, 2021 has proposed the development
of three wholesale markets in Naini, and one each in Jhusi and Phaphamua. Total area of the
wholesale market under the Master Plan, 2021, is 126.00 Ha.
Bazaar streets
Street vendors are found in all commercial areas of the city and also along the roads going out of the
city.
4.3.5 Informal Commercial Activity

Street vending is an indispensable economic activity in urban India. It is the largest informal sector
which caters to the livelihood of the urban poor. Since the era of economic reform in the country, the
sector has faced many challenges. Street vendors count for about 2 per cent of the population and
provide „affordable‟ as well as „convenient‟ services to a majority of the urban population.
Report on Conditions of Work and Promotion of Livelihoods in the Unorganized Sector, 2007 of the
National Commission for Enterprises in the Unorganized Sector (NCEUS), suggest that the vendors‟
earnings are very low although they vary from trade to trade and from location to location. The men‟s
average daily income is around Rs. 70 in most cities and women earn considerably less – Rs. 40 per
day.
Articles 39 (a) of the Constitution clearly mention that the State shall in particular direct its policy so
that - (a) the citizens, men and women equally, have the right to an adequate means of livelihood. To
improve the condition of urban street vendors, Government of India made numerous legislative
attempts starting from the regulation of hawker trade in Bombay Municipal Corporation in 1980 till The
Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act, 2014.
[52]
16
Of the major attempts made, The National Policy on Urban Street Vendors, 2009 was a
comprehensive attempt that promoted spatial, legal and participative means of improving the
conditions of the urban street vendors. According to this policy, a 'Street Vendor' is defined as 'a
person who offers goods or services for sale to the public in a street without having a permanent built-
up structure.' The policy was somewhat similar to its predecessor and got a feeble response from the
states, to overcome the shortcomings of this policy a draft bill entitled „Model Street Vendors
(Protection of Livelihood and Regulation of Street Vending) Bill, 2009 was introduced but
Governments did not take sufficient legislative action. However, the Bill was critiqued to have ignored
many pressing issues. The foremost problem that it overlooked was the issue of natural markets
which sprang up in places where consumers found them useful. Further, it ignored the vending rights
of those who were already selling on the street, still the policy was somewhat able to recognize
certain issues related to the street vendors and has provided certain powers to ULBs to regulate,
monitor and promote street vendors in towns / cities.
The policy recognized and explicated the positive role of street vendors in providing essential
commodities to people at affordable prices and at convenient places. It also recognized the need for
regulation of street vending by way of designated „Restriction-free Vending‟, 'Restricted Vending' and
„No Vending‟ zones based on certain objective principles. Overall the Policy meant to foster a
congenial environment for the urban street vendors to carry out their vocation and at the same time
ensuring that it does not lead to overcrowding or unsanitary conditions at public spaces and streets.
4.3.6 Specific Norms for the Urban Local Bodies

I. Spatial Planning norms - demarcation of vending zones
 The demarcation of hawking zones should be city/town specific. The master plans, zonal plans
etc. should take into account the natural propensity of the street vendors to locate in certain
places at certain times in response to patterns of demand for their goods/services.
 City authorities should provide sufficient spaces, designated as „vendors markets‟ in layout plans
at locations of natural markets and they should permit mobile vending in all areas even outside
the designated markets, unless designated as „no-vending zone‟ through a participatory process.
 Designation of vendors markets / no-vending zones should not be left to the sole discretion of any
civic or police authority but must be accomplished by a participatory process by a Town Vending
Committee ( which for large towns / cities may be constituted on the basis of wards ) whose
membership may be as follows: Municipal Authority, Traffic and Local Police, Public Land Owning
Authority, Associations, Representative from associations of Street vendors, representative from
lead Nationalized Bank / Commercial Bank.
II. Quantitative norms- refer to the norms on amount of space and facilities to be provided for
vendors‟ markets by the civic authorities. At the town / city level enough space should be
designated for vendors‟ markets at least to the extent of 2% to 2.5% of the total city population.
The facilities that are required to be provided at the vendor markets invariably include: solid waste
17
disposal facility, Public toilets to maintain cleanliness , Aesthetic design of mobile stalls/ push
16
In 2004, the National Urban Street Vendors Policy (NSVP) was announced. It was the first national level regulatory
framework on street vending which was left to the States to adopt and implement. In 2009, the NSVP was revised and a Model
Draft Bill on the subject was presented by the Central government. The States and Union Territories were to implement the
National Policy for Street Vendors of 2004, taking into account this Model Bill. However, it received a feeble response from the
States and soon demands were made for a mandatory central legislation on the subject. (National University of Juridical
Sciences, 2012)
17
In spite of the government‟s fervent concern regarding public sanitation and safety, a number of public events, bazaars,
religious festivals and other activities take place on our streets with the whole-hearted approval of government authorities.
[53]
carts, electricity, drinking water facility, protective covers to protect their wares as well as
themselves from heat, rain and dust and Storage facilities including cold storage.
III. Regulatory Process: The policy thrusts on having the system of registration of hawkers and non-
discretionary regulation of access to public spaces in accordance with the planning standards and
18
nature of trade/ service. The Town vending committee / Ward vending Committee has the
19
power to register the vendors . All vendors in each city should be registered at a nominal fee and
the registration should be renewed after every three years. The TVC should issue identity cards to
the vendors and it should charge a monthly fee for access to various services. For better system
of regulation, there should be direct linkage between the urban local bodies (ULBs) and hawkers
20
for collection of: registration fee, · monthly maintenance charges , fines, if any, etc. The Town
vending Committee / Ward Committee should monitor the hawking activity of a particular ward
and the quality of the services provided, take corrective action, if required, report to City level
21
Committee, if required and recommend revaluation / changes in specified norms for hawking.
4.4 Workforce Participation Rate

The workforce classification as per Census of India, 2001 showed a very grim picture. About 74% of
the workforce was non-workers. That reflects on the poor economic status of the city and lack of
adequate employment opportunities. It is clear from the table below, that number of workers increased
by 48% over the last decade. However, most of the workers who joined were marginal workers.
Figure 4.1 Workers in Allahabad city (2011)
33% 27% Main

Workers workers
Non-workers Marginal
67%
73% workers
18
The committee has no fixed tenure and there is no removal mechanism mentioned.
19
The National Policy on Urban Street Vendors, 2009. Under Provision 4.5.4 of this Policy, the Municipal Authority is under an
obligation to undertake a comprehensive census of the existing vendors in consultation with the Town Vending Committee for
the purpose of granting them lease to vend. Hence, we see that here the burden of registration is on the Municipality, which
significantly smoothens the exercise of registration and to a large extent simplifies the process for street vendors.
20
Every street vendor is under an obligation to pay periodic maintenance charges for the civic amenities and facilities provided
in the vending zone as may be determined by the local authority. Thus, these provisions impose a monetary burden on street
vendors.
21
Concentration of powers in the hands of the municipal authorities that do not have any representation of street vendors.
[54]
Figure 4.2 Workers in Allahabad city (2001)
15%
26% Main workers
Workers
Non-workers Marginal
74% workers
85%
The table below gives gender classification of workers in different categories. It shows that
approximately 22% of total workers are females, while approximately 58% of non-workers are
females. This shows lack of employment opportunities for women, as majority of the female workforce
are non-workers.
Table 4.2 Categories of working population of Allahabad

Category of Gender No. of Persons No. of Persons
% growth
Workers Classification (2011) (2001)
Total 370,199 249,597 48%
Total Workers Male 287,067 216,671 32%
Female 83,132 32,926 152%
Total 268,949 211,320 27%
Main Workers Male 223,222 187,115 19%
Female 45,727 24,205 89%
Total 101,250 38,277 165%
Marginal Workers Male 63,845 29,556 116%
Female 37,405 8,721 329%
Total 742,345 725,796 2%
Non Workers Male 313,319 323,101 -3%
Female 429,026 402,695 7%
Source: Census of India
4.5 Worker’s Classification

The workers‟ classification has been carried out on the basis of main workers‟ data available from
1981 to 2011. The workers have been classified into the primary sector, secondary sector and tertiary
sector. The primary sector workers comprise agriculture and cultivation labourers. The secondary
sector comprises manufacturing and household industries. The tertiary sector comprises workers
involved in the service sector, trade and commerce, and informal business activity.
[55]
4.5.1 Primary Sector

As indicated in the figure below, the main workers involved in the primary sector have registered a
decrease in growth rate from 24% in 1991 to -3.67% in 2001. This declined to -3.67%% in 2001, due
to increase in urbanization in the city; also, there was a shift from agriculture and cultivation to the
industrial and service sectors. On the other hand, the present decade (2011) has registered
tremendous growth rate as compared to 2001. In absolute terms, the primary sector workers
increased in number from 9,720 in 2001 to 13865 in 2011. This is due to the expansion of AMC‟s
jurisdiction to include areas which are agriculture-based and exhibit rural characteristics.
In view of the urbanization potential of the city, it is predicated that agricultural practice in the newly
merged areas would be restricted. Hence, the primary sector may be steadily decreasing from the
next decade onwards as happened during 1981 to 2001.
Figure 4.3 Primary sector growth from 1991 to 2011
50.00 42.64%
40.00
Growth rate in %
30.00 24.41%
20.00
10.00
-3.67%
0.00
1991 2001 2011
-10.00
Primary
4.5.2 Secondary Sector

As indicated in the figure below, the trend in the secondary sector‟s growth rate has been inconsistent
over the last three decades. The growth rate increased from -2.21% in 1991 to 158.04% in 2001. On
contrary, the growth rate decreased to -70.12% in 2011. This was due to industrial policies at the
national level, which led to the development of industries in the city.
It has been observed that except for the agricultural resource-based industries, there is less scope for
the development of secondary sector activities in the city.
Figure 4.4 Secondary sector growth from 1991 to 2011
200.00
158.04%
150.00
Growth rate in %
100.00
50.00
-2.21%
0.00
1991 2001 2011
-50.00 -70.12%
-100.00
Secondary
[56]
4.5.3 Tertiary Sector

As indicated in the figure below, the main workers in the tertiary sector registered a growth rate of
36.69% in 1981 which decreased to 32.32% in 1991. During this decade, exponential growth rate is
observed in the secondary sector. However, the present decade has witnessed increase in growth
rate to 50% in 2011. In absolute terms, workers in the tertiary sector increased from 2.1 lakhs in 2001
to 3.2 lakhs in 2011. This was because the city offered ample opportunities in trade and commerce
and the service sector. Further, the informal economy is proliferating and is promoting livelihood
opportunities.
Figure 4.5 Tertiary sector growth from 1991 to 2011
60.00 50.77%
50.00
Gorwth rate in %
36.69%
40.00 32.32%
30.00
20.00
10.00
0.00
1991 2001 2011
Tertiary
Overall, there was a shift from the primary sector to the tertiary and secondary sector during the
decade 1981 to 2001. However, the trend has reversed in the present decade because of merging of
new areas which are primarily engaged in agriculture. Except for the decade 1991 to 2001, there has
been very high negative growth in the secondary sector. The tertiary sector has emerged as a major
contributor to the economy in the last three decades. As indicated in the figure below, the growth rate
in total main workers was nominal during 2001. This indicates that the city was on the verge of getting
saturated. The increase in jurisdiction would be an advantage for the city as it would open new
opportunities for exploration.
Figure 4.6 Sector Performance (1981-2011)
400000
350000
Workers distribution
300000
250000
200000
150000
100000
50000
0
1981 1991 2001 2011
Tertiary 120027 164061 217080 327286
Secondary 38522 37669 97200 29048
Primary 8110 10090 9720 13865
[57]
4.6 Future Employment Scenario in Allahabad city

It has been observed from the sectoral composition; the employment opportunities in the secondary
are limited. However, in view of the land availability and better connectivity, the city could explore
development of industrial corridors. This would impact the future employer‟s composition. The
agriculture practice would be limited in the city jurisdictions. Overall, in the long run service sector
remains as the major contributor followed by secondary sector and primary sector.
4.7 Key Observation

Based on the state, district, and city-level economic profile and the impact of state- and district-level
policies and economic activities, following observations has been made are as followes:
 Allahabad is the pilgrim town for India with important religious destination such as Sangam
Ghat‟s, Ashoka pillars and other historic places of importance.
 Lack of infrastructure facilities like quality of existing roads and tourist infrastructure (rest
rooms, hotels, information center, etc.
 As the city is an important religious destination for Hindus and is likely to continue to attract
more visitors in future there is an opportunity to develop it as a tourism base for the region.
 Lack of tourist infrastructure is a severe deterrent for the role of the city to play as a tourist
destination which needs to be looked into for the economic growth of the city.
4.8 Key issues

 Drop in growth rate of population: As observed the population growth rate declined by 50% in
1991-2001 as compared to 1981-1991. This could be due to various reasons such as, lack of
employment opportunities, poor living environment, etc. But as observed in next decade
(2001-2011) the growth rate remained almost constant, reflecting that the population growth
of the city is now stabilizing.
 A major chunk of rural – urban in migration happened in the quest of higher education and
employment. It is also important to note that 80% of districts urban population lives in
Allahabad city and as mentioned in previous point that the population growth rate is stabilizing
now. This could mean that other urban magnets in the districts are now developing or/also
opportunities in rural areas are increasing and Allahabad city‟s attraction as urban centre for
work opportunities and higher education is reducing.
 Majority of the working population (67%) is non-workers, and 58% of this non-working
population is females.
 Household level industries in the city have reduced and local skill of people is not being
utilized to its capacity. This could be a major issue resulting in high female non-workers
[58]
5. Physical planning and growth management

This chapter presents a detailed assessment of the planning area, spatial growth trends and
distribution of population, and critical appraisal of the development plan, master plan, and land use
analysis (existing and proposed). The assessment of existing land and proposed land use has been
compared with the Urban Development Plans Formulation and Implementation (UDPFI) guidelines.
Also, the roles and responsibilities of Urban Local Bodies (ULB) and parastatal agencies in urban
planning functions have been discussed in the chapter.
5.1 Background
Allahabad‟s reference is as old as the Hindu Puranas. In the „Padam Puran,‟ Prayad also known as
Allahabad has been referred to as the best among all pilgrimages, as Brahama, the creator god chose
this land to perform the „Prakrista Yog‟. Prayag is the birthplace of Som, Varuna and Prjapati. Prayag
has been associated with mythological personalities in Brahmanical (Vedic) and Buddhist Literatures.
It was the seat of the great sage Bhardwaj, sage Durvasa and sage Panas. Sage Bhardwaj lived here
circa 5000 BC and taught more than 10,000 disciples.
The earliest monument of antiques, the Ashok Pillar, has inscriptions of third century BC – the
inscriptions of his directions to his fellow rajas and praise of King Samudragupta. The Chinese
traveller Huan Tsang in 643 BC found Prayag to be inhabited by many Hindus who regarded the
place as holy.
5.1.1 Mughal Period

The great Mughal Emperor Akbar founded Figure 5.1 Allahabad old city at the confluence of R.
the city in 1575 AD by the name of Ganga and Yamuna
ILLAHABAS meaning “The City of Allah”.
Acknowledging the immense navigational
potential of its rivers and the entrepreneurial
importance of the city as a centre for boat-
making, Akbar built a magnificent fort
overlooking the quiet flowing Yamuna. In
medieval India, the city enjoyed the honour
of being the religio-cultural centre of the
country. For a long time, it was the provincial
capital of the Mughals. Later the Marathas
captured it. On the south-western extreme of
Allahabad lies Khusrobagh that antedates
the fort and has three mausoleums including
that of Jehangir's first wife Shah Begum.
[59]
5.1.2 British Period

The British History of the city began in the Figure 5.2 Allahabad in British period
year 1801 AD when the Nawab of Oudh
ceded it to the British throne. The British
army used the fort for their military purposes.
The town was the centre of the War of
Independence (1857 AD) and later became
the crucible of Indian Freedom Movement
against the British. The East India Company
officially handed over India to the British
Government here at Minto Park in 1858 AD.
After the first war of independence, the town
was named Allahabad and was made the
capital of the United Province of Agra and
Oudh. In 1868 AD, it became a seat of
justice when the Allahabad High Court was
established.
British architect Sir William Emerson erected
a majestic monument All Saint Cathedral in 1871 AD, thirty years before he designed the Victoria
Memorial in Kolkata. To be set up in 1887 AD, Allahabad is the fourth oldest university. Allahabad has
been rich in numerous Victorian and Georgian buildings made in synthesis with Indian architectural
traditions.
1900 AD onwards, the Home Rule League became very active in Allahabad drawing into its fold some
of the future leaders of modern India like Jawaharlal Nehru. With the advent of Mahatma Gandhi,
Anand Bhawan, the home of the Nehrus, became the epicentre for major political upheavals that were
being planned in the country. The transformation of the freedom struggle into a mass movement in
the 1920s made Allahabad a centre of political pilgrimage as well.
5.2 Constituents of planning area

The total planning area is 309.17 sq. km. The constituents of the planning area are Allahabad city,
Naini, Jhusi and Phaphamua. Allahabad city constitutes the largest area of the planning area. This
area comprises the AMC area and the Cantonment Board among others. Allahabad city is in turn
divided into 7 zones and Naini into 3 zones. The area of each of the constituents is demarcated in the
table below.
Table 5.1 Planning area constituents

Sr. No. Constituent Area (sq. Km)
1 Allahabad city 132.49
2 Naini 105.46
3 Jhusi 35.29
4 Phaphamua 35.92
Total 309.17
Source – Allahabad Master Plan, 2041
[60]
5.3 Projected population under development plan

As per the Allahabad Master Plan 2021, the population growth in the past has been high due to
development in the city and employment opportunities. Due to development in the city, the Master
Plan envisages the population to increase in line with historical growth rates. By 2021, the population
of the planning area is expected to increase to 22.60 lakhs and that of the city area to 20.50 lakhs. It
can be observed that the population is expected to increase manifold in the Naini, Phaphamua and
Jhusi areas. The population growth in the main city is expected to be stagnant.
Table 5.2 Population projection

Sr. No. Area Population (2001) Population (2021)
1 Main city 9,00,000 950,000
2 Naini 1,60,000 5,00,000
3 Phaphamua 80,000 250,000
4 Jhusi 60,000 3,50,000
Total 12,00,000 20,50,000
5.4 Spatial growth trends

The following illustration shows the growth of urban settlements in Allahabad in the years 1994 and
2000. There is a marked increase in the same in the main city of Allahabad. So is it with Naini and
Phaphamau which appeared as a small group of houses in 1994, but started spreading outwards and
forming a sort of continuum towards the main city by 2000.
Figure 5.3 Growth trend
[61]
5.4.1 The city today

The existing urban setting and growth trends of Allahabad can be classified into three main
categories:
 The Old City consisting of Chowk, Ghantaghar, Bans Mandi, Katghar,Kotwali, Gaughat etc.
This shall also include certain areas, though not contiguous but with similar character, like
Daraganj, Bairhana, and Katra.
 The New City (conceived during British rule and thereafter) – This includes Civil Lines,
Mumford Ganj, Ashok Nagar, and Cantonment.
 The out grown (OG) areas (satellite towns and ribbon developments) along the major
corridors including Phaphamau, Jhunsi, Naini, Bamrauli, Manauri, etc.
 The old city is the economic centre of the city. The major arterial roads are wide, secondary
roads and physical development along these has been fundamentally organic.
 A major portion of Allahabad city in situated within the two rivers. The Civil Lines area is one
of the oldest cities planned by British rulers in India. It is planned on a grid-iron road pattern
with additional diagonal roads which make it an efficient city.
The core city area has not grown as it is bound by rivers on three sides. Over the past decade, major
unplanned development has taken place in Jhusi and Phaphamua. Naini was initially promoted as an
industrial area. Later, a group of housing societies was developed by ADA, which gave much-needed
impetus for growth in Naini.
Figure 5.4 Growth trends
5.5 Spatial distribution of population

Spatial distribution of population across the wards in the city is uneven. The pattern observed is a
distorted pattern; this is largely due to the fact that development taking place is not as per the building
regulations in many of the areas and based on different socio-economic dynamics across wards.
Ward No. 76 has the least population, i.e., 25,256 and ward no. 48 has the least population, i.e.,
4,528. Seven wards (76, 35, 52, 36, 32 and 8) have population more than 20,000.
[62]
Figure 5.5 Ward wise population
30000
25000
20000
15000
10000
5000
0
1 3 5 7 9 1113151719212325272931333537394143454749515355575961636567697173757779
Population
5.6 Critical Appraisal of the Master Plan/Development Plan

In order to ensure regulated growth and planned development, the Government of Uttar Pradesh first
prepared the master plan for the city of Allahabad in 1967 for the perspective year of 1991. This
Master Plan got approved and notified on 09.10.1973.
Fifteen years after the notification of the first master plan, another master plan for year 2001, was
prepared in 1989. This plan got approved and notified in November 1991. Over the next ten years, a
lot of land use change and unauthorized development took place in the city, catalyzed by the ever-
growing population of Allahabad which exceeded the projections. Therefore, the Allahabad
Development Authority started to rethink the development strategy in this plan, and decided to
prepare a new master plan.
The new Master Plan 2021 is prepared for a population project of 20 lakhs. It covers a total planning
area of 30917.38 ha, including the Allahabad Nagar Nigam area and 541 villages outside the Nagar
Nigam Area within 8 km radius.
The new plan gives high priority to transportation development in the city by making provisions to
develop 60 m bypass, with a 120 m green strip along both sides of the bypass; and provisions for bus
terminals and a transport nagar all around the city. The plan also has a vision to develop Allahabad as
a green city. The land use statement and plan are discussed in the following sections.
5.6.1 Land use analysis Master Plan provisions

As per the Allahabad Master Plan 2001, a total area of 216.89 sq.km was proposed to be developed,
whereas as per the land use survey conducted in 2002, only about 43.42% of that land, i.e., 94.18
sq.km was developed. The proposed future growth for Allahabad is clearly outlined by the Allahabad
Master Plan 2021. The current master plan covers about 309.17 sq.km of land under different
categories of land use of which residential land use covers 36%, commercial 2.41%, industrial 5.57%,
recreational 16.02%, public/semi-public 3.82%, public utilities 2.23% and transportation 12.09%.
However, a significant 13.26% is put to other uses such as horticulture, forestry, and dairy farms.
[63]
Table 5.3 Proposed Land use distribution – 2021
S.No. Land use Area (sq. km) Percentage (%)
1 Residential 111.64 36.11
2 Commercial 7.46 2.41
3 Industrial 17.22 5.57
4 Government 26.24 8.49
5 Recreational 49.53 16.02
6 Public/semi-public 11.79 3.82
7 Public utilities 6.90 2.23
8 Transportation 37.36 12.08
9 Other land uses 40.99 13.26
Total 309.17 100
Source: Allahabad Master plan - 2021
[64]
Figure 5.6 Allahabad Master Plan, 2021
City Development Plan for Allahabad – Draft Report [53]

Land use proposals for commercial, industrial, recreational, transportation, health and education is
lesser than the proposed land use as per the draft URDPFI guidelines. The observations on
comparing the two master plans are:
 Land allocation for industrial purposes is less than the proposed land use in Master Plan
2001. Even though the land allocated for industrial use is less, only 40% of this allocated land
is being used. This supports the claim that the industrial base of Allahabad is weak and steps
need to be taken to promote industry by addressing infrastructure and policy issues.
 The land allocation for public utilities such as water supply, sewerage and electricity services
has been reduced from 16.60 sq. km to 6.90 sq. km. As per the master plan, the area has
been reduced as earlier proposals for sewerage which required more land have been
dropped. So the land requirement for public utilities has reduced.
 Only 3% of the land use for recreational purpose has been developed.
 Land allocation for health and education is less than the proposed URDPFI guidelines.
 Land use under recreation is higher because the Kumb Mela area has been merged into it.
Table 5.4 Comparison of land use as proposed and actually developed during the 2001 master
plans
Sr. Land Use Proposed As in 2001 (Master Actual in 2002 Proposed,

No. land use as plan, 2001) 2021(Master
per draft plan, 2021)
URDPFI Area % Area % Area %
guidelines, (Ha) (Ha) (Ha)
2014
1 Residential 35-40 76.22 35.15% 58.31 61.91% 111.64 36.11%
2 Commercial 4-5 5.45 2.51% 3.93 4.17% 7.46 2.41%
3 Industrial 12- 14 12.17 5.61% 4.82 5.12% 17.22 5.57%
4 Public - Semi 14-16 22.31 10% 6.46 7% 18.69 6%
Public
5 Recreational 20-24 15.41 7.11% 1.4 1.49% 49.53 16.02%
6 Govt. land - 18.71 8.63% 3.15 3.34% 26.24 8.49%
7 Kumbh Mela - 9.21 4.25% - - - -
8 Transportation 15-18 24.34 11.22% 15.88 16.86% 37.36 12.08%
9 Religious Balance 0.69 0.32% 0.19 0.20% - -
places
10 Others - 32.34 14.91% - 0.00% 40.99 13.26%
Total 100 216.89 100.% 94.18 100.% 309.17 100.%
Source; Master Plan 2021
5.6.2 Development Proposals

The master plan 2021 has proposed various development proposal. The glimpse of the type of
proposal can be seen as followes:
 Railway stations: Improvement/expansion of stations at Subedarganj, Naini, Prayag and

Rambagh stations.
 Widening of roads as per Master Plan. A list has been enclosed as annexure
[54]
 Widening of junctions - 40
 Development of new roads as per Master Plan. A list has been enclosed as annexure
 Three Ring road
 Improvement of rail underpass – 7
 Bridges on Yamuna – One for outer bye-pass road and the other for inner bye-pass road
 Bridges on Ganga – 1
 Rail and road bridge on Ganga
 Bus terminal - 7
 Truck terminal – 3
5.7 Urban Planning Functions and Reforms

Urban planning and building regulation functions continue to rest with the Allahabad Development
Authority in Allahabad. While AMC has representation on the Plan Sanctioning Committee, there is no
active participation of AMC in the plan preparation process. AMC currently only provides a No
Objection Certificate (NOC) for planning permissions within its jurisdiction. The state government has
reiterated that planning functions shall not be transferred since ADA was constituted under the
planning legislations of the state and is best suited to undertake these functions. Creating additional
capacities at the AMC level may be difficult for these functions.
5.8 Key issues

 The old/core city is over crowded, resulting in high pressure on existing infrastructure and
facilities. In addition, this area has high commercial activities and acts as Central Business
District of the city, thus it can be considered as a high traffic-attracting zone which further
increases pressure on facilities.
 Uses like recreational and open areas are not present in the core area. Thus, the city is in
immediate need of lung spaces and common facility spaces. As proposed in the Master Plan
2021, recreational land use is planned to be 16% by 2021, but this is considering proposed
developments and new areas like civil lines. The core area will still lack open spaces
[55]
6. Social Infrastructure
This chapter presents a detailed assessment of Allahabad‟s social and cultural environment, which
includes health services, education status, and role of various agencies involved in service
provisioning. The key findings of the analysis indicate the status of Allahabad city in terms of health,
education, and recreation service provision. The existing facility has been compared with Urban and
Regional Development Plan Formulation Implementation (URDPFI) guidelines to arrive at the gaps in
service provision.
6.1 Background
Allahabad is considered to be a hub for health facilities in the region. Due to the availability of better
facilities in Allahabad, the city healthcare facilities have a large catchment area. Also, the city is an
administrative headquarters, religious centre, and homes several educational institutions and the
state high court.
6.2 Health facilities
6.2.1 Existing situation

Health services in Allahabad are mainly provided by the public sector, including the Department of
Medical, Health and Family Welfare, and the private sector (hospitals, nursing homes, and clinics). In
addition, charitable hospitals provide subsidized health services to the poor. Five district hospitals,
twelve screening centres and 535 Anganwadi centres are also working in the city. Additionally, there
are Central Government health facilities, which include the railways hospital, cantonment
hospitals/dispensaries and ESI hospital/dispensaries.
Primary health care is provided by first-tier centres located in various parts of the city. In Allahabad
city, 12 urban health posts are providing maternal and child health and family welfare services to the
entire urban population. Their primary facilities include OPD Services, ANC registration, ANC check-
ups, family welfare services, and routine immunization. Apart from these urban health posts, there are
maternity homes.
There are in all five secondary and tertiary health care facilities in Allahabad, as mentioned in the
table below. Additionally, one T. B. hospital and three blood banks are also located in the city.
Secondary and tertiary health services are mainly provided by the district male and female hospitals,
specialty hospital and Medical College hospital. The Medical College and the district hospitals cater to
patients from neighboring districts as well. The Swarooprani Hospital and District Women‟s Hospital
(Dufferin Hospital) play an important role in the provision of specialized maternal health services.
These hospitals play a major role in catering to the needs of both the urban and rural population.
Though public health infrastructure is fairly extensive, the private sector is an important player in
urban areas. The private sector is primarily focusing on curative aspects, rather than on the
preventive side of health care. Various indigenous systems of medicine, viz., Ayurvedic, Unani and
Homoeopathic are also available.
[56]
The institutional arrangement of the healthcare department is illustrated below. At the division level,
the department is headed by the Additional Director and the administrative work of each district is
looked after by the Chief Medical Officer (CMO). The hospitals are headed by the Chief Medical
Superintendent (CMS).
Figure 6.1 Healthcare sector – Institutional arrangement
Additional
Director
CMO CMS
Medical
Additional CMO
Superintendent
Deputy CMO Consultant
Medical Officer
Incharge
6.2.2 Basic Public Health indicators

Diseases caused due to contaminated water such as cholera, typhoid, dysentery and diarrhea are
very common. The number of hospitals has been mentioned in the table below.
Table 6.1 Health infrastructure in Allahabad
Sr. No. Type of facility Number
Primary healthcare
1 Urban Family Welfare Centre 3
2 D-type screening centres (Health post) 12
3 Dispensary 30
4 Anganwadi centres 535
5 ESI Dispensary 7
[57]
Sr. No. Type of facility Number
Secondary and tertiary
1 SRN Hospital and College 1
2 District Hospital (Secondary and tertiary) 5
3 ESI Hospital 1
4 Railways Hospital 2
5 Defense Hospital 3
Private
1 Health Practitioners 1421
2 Maternity /Nursing Homes 272
3 Certified Abortion Providers 6
4 Certified NSV/DMPA Providers 10
Source – Chief Medical Officer, Allahabad
6.2.3 Role of Municipal Body in the health programs

Health institutions in Allahabad are primarily being run by the state health department. AMC has very
little role to play in the health sector of Allahabad. The central and state government health programs
are run by the Chief Medical Officer, Allahabad, while AMC is involved in disease prevention such as
mosquito control activities.
Health care facility UDRFI Guidelines Requirement No. of Met the

as per hospitals Benchmark
guidelines
Dispensary 1 for 15000
53 150 Yes
population
Nursing home, child welfare 45000 to 1 lakh
18 40 Yes
and maternity centre population
Polyclinic 1 for 1 lakh
8 40 Yes
population
General Hospital (NBC) 1 for 2.5 lakh
1 1 Yes
population
Diagnostic centre 1 for 0.5 lakh
16 7 No
population
Veterinary Hospital for pets 1 for 5 lakh
2 0 No
and animals population
Dispensary for pet animals 1 for 1 lakh
8 0 No
and birds population
[58]
6.3 Educational facilities
6.3.1 Existing Situation

Allahabad is a well-known centre of education (dating from the time of the Buddha). Students from
across the region and country come to Allahabad seeking education. Due to this, the literacy rate in
Allahabad (85%) is higher than the national average.
The institutions listed in the table below are located in Allahabad district. The details of number of
schools in the city were not available. Most of the schools are either run by the state government or by
the private sector. AMC does not run any schools in Allahabad.
Allahabad University
rd
Allahabad University was established on 23 September
1887. It is the fourth-oldest university in India after the
th
Calcutta, Bombay and Madras universities. In the 19
century, Allahabad University earned the epithet of 'Oxford of
the East'. Its jurisdiction at that time extended over a large
part of north and north-west India. Between 1887 and 1927,
at least thirty-eight different institutions and colleges of this
area were affiliated to Allahabad University. Allahabad
University is also a major literary centre for Hindi.
Motilal Nehru National Institute of Technology Allahabad
(MNNIT)
MNNIT is a public higher education institute located

in Allahabad, Uttar Pradesh. It is one of the National
Institutes of Technology, and like the rest of them, classified
as an institute of national importance. In the survey carried
out by ET Now-Economic Times jointly, MNNIT Allahabad
was declared as the best engineering institution of North
India and ranked No.1 in overall ranking. The college has the
distinction of being first in the country to start an
undergraduate programme in Computer Science and Engineering in 1976-77.
Indian Institute of Information Technology, Allahabad (IIIT-A)
IIIT-A was established in 1999, as a center of
excellence in information technology and allied areas.
The institute was conferred "Deemed University" status
by the Govt. of India in the year 2000. IIIT Allahabad is
an institute of national importance. The Institute of
National Importance (INI) is a status that may be
conferred to a higher education institution in India by an
act of Parliament. They are institutes which "serve as
pivotal players in developing highly skilled personnel
within the specified region of the country/state". INIs
receive special recognition and funding.
Some other important institutions of higher education are:
 Sam Higginbottom Institute of Agriculture, Technology and Sciences
[59]
 Nehru Gram Bharati University

 Uttar Pradesh Rajarshi Tandon Open University
 Ewing Christian College
 Motilal Nehru Medical College
6.3.2 Basic Education/literacy indicators

There are 600 schools in the urban areas of Allahabad. The urban areas include the AMC area,
Allahabad Cantonment Board, Jhusi, etc. As per the Allahabad Master Plan, 2021 there are 337
schools in the main city, Naini, Jhusi and Phaphamua. The schools are either government, private or
aided schools. The breakup of the types of schools is given in the table below.
Table 6.2 Educational institutions in Allahabad
Sr. No. Type of institution Number
1 Nursery school 240
2 Primary school 240
3 High school 44
4 Senior secondary school 13
5 Degree college 84
6 Industrial training institutes 3
6.4 Fire brigade

The fire services in Uttar Pradesh are being managed by the Uttar Pradesh Fire Service Department.
Initially, the function of fire safety of Allahabad rested with AMC, but it was taken over by the State
Government on 26th July 1944 and the Uttar Pradesh Fire Services was established. The Uttar
Pradesh Fire Services, which was established under the Fire Service Act, is working under the Uttar
Pradesh Police. There are six fire stations in Allahabad city, located at Civil lines, Surao, Handia,
Naini, Baza and Meja.
The institutional arrangement of the fire department is depicted below. Each fire station is headed by
a fire station officer and all fire station officers‟ report to the chief fire officer.
[60]
Figure 6.2 Organization structure - fire services
Chief Fire Officer
Fire station officer
Fire Station Sec. Officer
Leading Fire Man
Fire Service Driver
Fire Man
6.5 Recreational facilities

Sports facilities: The city has many multipurpose sports complexes such as the Madan Mohan
Malviya Stadium, Amitabh Bachchan Sports Complex, international standard swimming pool and the
National Sports Academy.
The Amitabh Bachchan Sports Complex has infrastructure to promote indoor sports. There are
squash courts, lawn tennis courts, and basketball and volleyball courts. The complex is also equipped
with table tennis and lawn tennis courts. Madan Mohan Malviya Stadium and Allahabad Gymnastic
Centre are two other prominent sports centres. The National Sports Academy, Khelgaon, at Jhalwa,
Allahabad provides training in gymnastics. Recently, a roller skating ring was inaugurated at George
Town. It is ideal for speed, artistic skating and roller hockey.
Library: A government public library is located in Chander Shekar Azad Park. The first assembly
session of Uttar Pradesh was held in this library.
Malls and parks: There are 150 parks which are maintained by AMC. In addition, ADA maintains a
few parks. Chander Shekar Azad Park, Minto Park, Botanical Park and Khusru Park are the main
parks of Allahabad. Chander Shekar Azad Park holds historical significance. It is in this park that
Chander Shekar Azar died fighting the British.
Museums: The Allahabad Museum is a museum in Allahabad, Uttar Pradesh. Established in 1931, it
is known for its rich collection and unique objects of art, and is funded by the Ministry of Culture. The
museum has an excellent collection of sculptures and terracotta artifacts. The University Museum is
located inside the campus of the University of Allahabad; it is housed in the Ancient History
Department and located at a distance of 2.5 km from the Allahabad railway station. Many valuables
and articles of archaeological importance are displayed here. The articles discovered during the
Kaushambi excavations are also preserved in this museum.
Boat club: The Boat Club is situated on the banks of the river Yamuna. It is maintained by the
Allahabad Development Authority. The Boat Club is situated in between two bridges of the river
Yamuna called Yamuna Bank Road, Allahabad. The Boat Club has boating facilities.
[61]
6.5.1 Norms and Standard as per the UDPFI guidelines for Social
Infrastructure
The gap analysis below is on the basis of only government health institutions, as the break up for
private healthcare institutions is not available. All private nursing homes, hospitals etc. are classified
under one head.
Table 6.3 Health - Gap Analysis
Sr. No. Category As per draft URDPFI guidelines, 2014 Existing number Gap
1 dispensary for every 15,000 persons
1 Dispensary 37 125
Total dispensaries as per norm – 162
1 hospital for every 45,000 to 1 lakh
Small hospitals persons
2 15 39
(30 bed)
Total hospitals as per norm –54
1 hospital with a capacity of 200 beds
Multi-Specialty for every 1 lakh persons
3 12 12
Hospital
Total hospitals as per norm – 24
Table 6.4 Education - Gap Assessment
Sr. No. Category As per draft URDPFI guidelines, 2014 Existing number Gap
1 school with a capacity of 500

students for every 5000 persons
1 Primary schools 240 245
Total schools as per norm – 485
Secondary and 1 school with a capacity of 100

senior students for every 7,500 persons
2 57 266
secondary
schools Total schools as per norm – 323
1 school with a capacity of 400

School for
students for every 45,000 persons
3 Physically - 54
Challenged
Total schools as per norm – 54
6.5.2 Key issues

Healthcare
 The primary health centres are not well maintained.
 Though public healthcare is an important function of AMC, its involvement is very limited.
 Lack of para-medical staff in the hospitals is leading to poor service delivery.
 Inadequate primary and secondary healthcare facilities lead to overcrowding at tertiary/super-
specialty hospitals
[62]
Education
 AMC doesn‟t run any schools,

 Lack of manpower and lack of availability land have been cited as the reasons for the same.
 Residents are highly dependent on private schools as quality of education is an issue in
government schools.
Fire
 A fire safety plan has been prepared; however, it has been pending for approval for a long
time with the state government.
 A study was undertaken by UP fire services during the Kumbh mela and it came to the
forefront that the department would not have been in a position to provide sufficient service
had there been a disaster
 The reaction time in the case of an emergency is high and may lead to loss of life and
property.
 E-governance and automation are important. However, these have not been adopted.
 Existing fire hydrants have failed to reach the spot in time due to encroachments and traffic
issues.
[63]
7. Assessment of Urban Service

This chapter presents an outlook of municipal infrastructure in the city. The assessment discusses the entire value chain of the
services, current status of the service level benchmarks, key issues based on analytical analysis and discussions with
stakeholders and status and impact of on-going projects.
According to the 74th Constitutional Amendment Act of India, three levels of local bodies have been
established; one of their objectives is to provide supply of pure drinking water and proper sewerage
facilities to citizens. AMC is responsible for the provision of basic services such as water supply,
sewerage, SWM, SWD and roads within the AMC limits. DUDA is responsible for the provision of
housing in slum areas and UP Jal Nigam is responsible for the planning and construction of water
supply, sewerage and storm water drains. This section provides a snapshot of the pre-JnNURM
scenario and the key highlights of each sector based on the earlier CDP. It links progress made under
each sector with the existing situation.
7.1 Water supply
7.1.1 Existing Water Supply Situation

Allahabad town is divided into 12 water supply zones. The water supply zones, namely, Lukerganj,
Khushroobagh, and Atala are covered by surface water sources. Civil lines and Kydganj zones are
partially covered by surface water supply. A part of these two zones is also covered by ground water
sources. The remaining seven zones, namely, Colonelganj, Daraganj, Rasoolbad, Sulem Sarai, Naini,
Phaphamau and Jhunsi are covered by tube wells.
Table 7.1 Water supply zones
Water Supply Network (Zones and Sources)
S.no. Zone Sources
1 Lukerganj
2 Khushroobagh Surface Water
3 Atala
4 Civil Lines Surface water & ground water
5 Kydganj Surface water & ground water
6 Colonelganj
Tube wells
7 Daraganj
8 Rasoolbad
9 Sulem Sarai Tube wells
10 Naini
11 Phaphamau Tube wells

12 Jhunsi
Source: Jal Kal, Allahabad
[64]
Figure 7.1 Water supply system in Allahabad
7.1.1.1 Water supply source and storage
Allahabad is bounded by rivers i.e., by Ganga and Yamuna on three sides, hence, ample water is
available to the city. The city is supplied with 308 MLD of water, of which the majority is lifted by tube
wells and the remaining from river Yamuna. Ground water is the main source of water, which supplies
77% of the total water supply. 23% of the water is supplied by River Yamuna. An intake raw water
pumping station is located on the banks of River Yamuna at Kerela Bagh, where pumps transport
water to the Khusroobagh water works through pumping mains along the Nurullah Road. The water
supply per capita is 253 lpcd, which is much higher than the required norms. The high water supply is
available due to the perennial source, i.e., River Yamuna.
In slums, there are in all 1,273 public taps, 2,383 hand pumps, and 207 tube wells. In some slums,
AMC supplies water through 22 water tankers. However, there are no direct water supply
connections.
Table 7.2 Water supply source
Sr. No. Source Quantity (MLD)
1 Surface – River Yamuna 70
2 Tube wells 238
Source – Jal Kal, Allahabad
The city has a total storage capacity of 22.5 MLD. This storage capacity is provided by three
underground storage tanks and 15 overhead tanks. The location of these reservoirs and OHTs is as
given below:
[65]
Table 7.3 water storage reservoir
Si.No. Location Capacity (MLD) OHT/Underground
1. Mayo Hall 2.70 Underground
2. Daraganj 1.80 Underground
3. Bhardwaj 1.35 Underground
4 Govindpur 1.25 OHT
5 Rasulabad 0.45 OHT
6 Rajapur 1.35 OHT
7 Allapur 2 OHT
8 Bai Ka Bagh 0.85 OHT
9 Naini 1.5 OHT
10 Kareli - 1 0.8 OHT
11 Kareli-2 0.4 OHT
12 Rajrooppur 1 OHT
13 Transport Nagar 0.65 OHT
14 Sulem Sarai 0.75 OHT
15 Preetam Sarai 1.5 OHT
16 Phaphamau 0.65 OHT
17 Avantika Colony ADA Naini 1.5 OHT
18 Kalindipuram 2 OHT
7.1.1.2 Transmission & Treatment facilities
Water is treated and fed into the distribution network of 1,122 km length. The quality of water is
reported to be of acceptable standard and as per Jal Kal officials it does not require any special
treatment other than standard treatment, like filtration followed by chlorination in the case of surface
water and only chlorination in the case of ground water, to bring the water quality to the potable
standard.
Existing raw water transmission arranged from the intake tower comprises two 500 mm dia C.I. mains
originating from towers and connected at a distance of about 60 m from towers and converted into
two C.I. transmission mains of the following sizes.
[66]
Table 7.4 Rising mains

Number Diameter (mm) Length (m) Year laid in
2 500 2625 1890
1 600 2625 1931
1 750 2625 1957
Source – Allahabad Water Supply DPR
Jal Kal supplies water throughout the year with supply hours varying between 6 to 10 hours a day.
The following table gives a snapshot of the water distribution setup of Allahabad.
Table 7.5 Water Distribution setup in Allahabad
Si.No Parameter Unit Value
1 Length of network km 1122
2 Public stand posts number 1700
Currently, an operational water treatment plant is located in Khusroobagh and has a capacity of
treating 135 MLD of raw water. Presently, the plant is running at 50% capacity and it uses rapid
gravity filtration process for treatment.
7.1.1.3 Water distribution System Consumer connections and metering system and policy
There are over 1.51 lakh household, commercial and industrial connections in Allahabad; however,
only 1% of them are metered. This represents overall household-level coverage of 73%. The following
figure gives a snapshot of the overall sources, treatment, storage, and distribution network of
Allahabad water services.
Table 7.6 Number of water meters
Connections 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
1 Metered Connection
i Domestic - - - - - -
ii Non-domestic - - - - - -
iii Commercial 1082 1100 1140 1180 1200 1230
iv Industrial - - - - - -
Total metered
2 1082 1100 1140 1180 1200 1230
connection (i to iv)
Total non-metered
3 139,686 142,473 144,298 146,213 147,993 149,863
connection
4 Total Connections 140,768 143,573 145,438 147,393 149,193 151,093
[67]
Though AMC has adopted a volumetric-based tariff structure, it has not been implemented yet. The
flat rate water supply bill is calculated based on ferrule size and different slabs of ARV for residential
and commercial property. Currently, water charge is calculated as 12.5% of ARV. This is based on a
notification issued in 1999 by the Government of Uttar Pradesh. Thereafter, user charges have been
increased by 5% at a regular interval of three years. Owing to such methods, water charges of old
properties have been reduced irrespective of water use.
Table 7.7 Water supply tariff
15 mm 20 mm 25 mm
Sr. No. Property tax Slab
Water Tariff Rs. Per connection/Month
1 < Rs. 360 480 720 1080
2 Rs. 361 to Rs. 2000 900 1080 1200
3 Rs. 2001 to Rs. 3500 1080 1200 1680
4 Rs. 3501 to Rs. 5000 1200 1680 2040
5 >Rs. 5000 1680 1800 2400
Volumetric Rate Rs. per KL 2.50
7.1.1.4 Service-level indicators
Table 7.8 Service level status - Water supply
Sr. MOUD
Indicator Value Benchmark
No
Coverage of water supply connections
1 (Total no. of connections – 151,093; Total no. of properties – 73% 100%
206,784)
Per capita supply of water
2 253 LPCD 135 LPCD
(Total water supply – 308 MLD; Population – 1,216,719)
Extent of metering of water connections
3 (No. of metered connections – 1,230; Total connections – 1% 100%
151,093)
Extent of non-revenue water
4 30% 20%
(As per estimates of AMC)
5 Continuity of water supply 10 hours 24 hours
6 Efficiency in redressal of customer complaints 100% 80%
7 Quality of water supplied 80% 100%

Cost recovery in water supply services
8 (Income – Rs. 39.07* crores and Expenditure – Rs. 48.32* 81% 100%
crores
[68]
Sr. MOUD
Indicator Value Benchmark
No
*for both water supply and sewerage)
Efficiency in collection of water supply related charges
9 73% 90%
(Collection – Rs. 39.07 crores; Demand – Rs. 53.51 crores)
7.1.1.5 Water account - O&M recovery

The billing and collection of user charges is carried out by Jal Kal. Water and sewerage charges are
levied on users, based on the annual rental value (ARV) of properties worked out by AMC and a
separate bill is generated. Billing and collection of user charges is undertaken by Jal Kal‟s own staff.
Due to enhanced outreach programs and household coverage after GIS, Jal Kal has been able to
increase its revenue base and improve cost recovery to 81% in 2012-13. The cost recovery for the
six-year period is presented in the table below. Over this period, income increased at a CAGR of 14%
and expenditure at a CAGR of 10%.
Table 7.9 Water supply cost recovery
Particular 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
Income (Rs. Lakhs) 2,050.40 2,136.25 2,364.23 2,603.82 3,799.14 3,907.76
O&M Expenses (Rs. Lakhs) 3019.52 3242.49 3723.99 4239.78 4754.71 4832.45
Cost Recovery (%) 67.90% 65.88% 63.49% 61.41% 79.90% 80.86%
Source- Jal Kal, Allahabad
Even though the cost recovery improved on account of an increase in revenue base, collection
efficiency has not improved over the same six-year period, as is evident from the table below.
Table 7.10 Water supply - DCB statement
Head 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
Arrears 666.23 681.63 998.82 956.61 1528.90 1251.17

Total Demand
(n Rs. Lakhs)
Current 2065.80 2480.11 2331.02 3139.66 3335.15 4100.22
Arrears 339.77 340.81 499.41 482.80 764.45 625.58

Collection (n
Rs. Lakhs)
Current 1710.63 1795.44 1864.82 2121.02 3034.69 3282.18
Arrears 51% 50% 50% 50% 50% 50%

Collection
Efficiency (%)
Current 82% 72% 80% 67% 91% 80%
(Recoverable
demand)
Total 75% 68% 71% 64% 78% 73%
[69]
Head 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
Source- Jal Kal, Allahabad
7.1.2 Water Supply future Demand

Water supply demand has been estimated for future population projections at 173 LPCD (including
transmission losses). The infrastructure has been planned based on future demand. The table below
shows the water demand.
Table 7.11 Water supply demand

Year Projected population Water supply demand in MLD
2021 16.4 284
2031 20.1 347
2041 24.2 418
7.1.3 Critical Analysis of water Supply System post- 1st Generation CDP
Scenario
st
The 1 generation CDP was prepared in year 2006. The box below provides an overview of the water
st
supply system at the time of preparation of the 1 generation CDP.
Sources of water  Total of 217 MLD water supplied within the municipal limits
supply  Major source of water is the ground water
 80 MLD – surface water, River Yamuna pumped at Karelibagh
raw water pumping station
 137 MLD from tube wells (underground water)
 54 MLD from private pumps (not in JS and JN records)
Water treatment  Total capacity of treatment – 135 MLD
 Water treatment plant at Khusroobagh
 WTP serving 35% need for clear water
Storage and  15 OHTs
distribution system  4,550 stand posts
 Total 1,099 km of pipeline
House service
 1,16,954 domestic connections and 1,800 nondomestic water
connections
connections. There is no distribution network in the slum areas
Per capita
 Water supply duration: 10 hours in three shifts
consumption /
duration of water  Total water demand including losses and floating population –
supply 267 MLD
 Per capita water supply – 200 LPCD
st
Key findings during 1 generation CDP
 23% of the total water demand is from institutional, industrial and floating population.
 Reconnaissance survey suggested there are leakages in the pipeline, causing low pressures
and losses.
 Water supply losses accounted was very high at 40% (unaccounted-for water supply)
[70]
 Fall in water level of Yamuna during summers. This has adversely affected the intake of two
wells of the Kareli bagh raw water pumping station.
 There are frequent power failures for prolonged periods, causing severe damage to the water
supply system as well as the operational schedule.
 A number of components in the system have inadequate capacity. This includes raw water
pumping mains, clear water reservoirs in Khushroobagh, water works, zonal overhead tanks,
and pipelines at various places.
 Such deficiency in system provisions leads to poor level of supply to consumers.
Accordingly, to improve the water supply system, the CDP envisaged an investment of Rs. 243
crores, covering the following aspects: renovation of the existing system, network expansion of
transmission mains, and construction of storage tanks and water treatment plant.
7.1.4 Institutional Framework for water supply system

Portable drinking water is supplied by Jal Kal, which now operates under AMC. Jal Kal is headed by
General Manager. Jal Kal is responsible for operations and maintenance, and billing and collection of
user charges. Jal Nigam, a state-level parastatal, is responsible for the preparation of a DPR and
implementation of major capital works such as JNNURM projects.
7.1.5 Key Issues

 Due to the changing course of Ganga River and variations in discharge, constructing an intake
well along river Ganga will be a challenge.
 High dependence on ground water leads to high operations and maintenance cost.
 The failure rate of tube wells is high.
 The existing water supply system is quite old, and it suffers from leakages and inadequate
carrying capacity.
 The storage capacity is inadequate, particularly in the extended areas of the city.
 Water supply pressure is uneven at the consumer end in many places.
 Water supply zoning has not been implemented yet.
 Only 1% of the connections are metered.
 There are no direct water supply connections in slum areas. Water is supplied either through
tankers or stand posts.
 Non-revenue water is high at about 30%.
 The finances of Jal Kal are weak. Both collection efficiency and cost recovery are low.
 Due to political resistance, revision of user charges is usually delayed.
 A common financial account is being maintained for water supply and sanitation
7.1.6 Ongoing projects

Jal Sansthan estimates unaccounted water to be in the range of 30-35%. To reduce technical and
commercial losses, Jal Nigam is currently implementing two water supply projects under JNNURM.
The cost of the approved projects is Rs. 249 crores. The works include:
 79 new tube wells ~ 119 MLD
 New distribution network – 794 km
[71]
 Construction of storage reservoirs – 72 MLD

 SCADA system
 Leak detection system
 Installation of water meters
The projects are expected to be completed by December 2014.
7.2 Sewerage and Sanitation
7.2.1 Existing Sewerage and Sanitation system

The sewerage system in Allahabad city was first introduced in 1910. Sewerage generation in the city
is estimated to be 260 MLD, and the treatment capacity against it is 254 MLD. Most of the installed
capacity is being utilized. The wastewater flowing into the sewage pumping station (SPS) is greater
than the existing treatment capacity of the STP, which leads to overflow of untreated wastewater into
the river.
The sewerage master plan was prepared by Japan International Cooperation Agency (JICA) in 2005.
The overall sewerage system is divided into seven districts. Currently, the sewerage network covers
only 22% of the city, which means that the remaining households are either connected by septic
tanks, pits or service latrines or do not have access to toilets.
In the slums, there are 5,252 sanitation flushes, which have been developed by DUDA, and 120
public toilets which are maintained by Sulabh Complex. Further, development of 143 community
toilets has been proposed under the National River Basin Authority (NGRBA) scheme.
Most of the existing sewers are old brick sewers which have outlived their design life. The structural
condition of the sewers in most stretches is poor. Hydraulic capacities are insufficient even for the
present flows. All existing lines have heavy silt depositions. The sewers are severely choked due to
the ingress of solid waste. All lines have large variations in constructed slopes. Due to inadequacies
of the existing system, as described above,
Figure 7.2 Direct discharge of sewage to river; most of the city‟s wastewater ends up in
Salorinala, Amitabh Bachan Culvert surface drains which convey it to the
Ganga/ Yamuna rivers.
At present, 57 drains/ nalas discharge into the
rivers Ganga and Yamuna at Allahabad. Out of
the 57 drains, 2 drains fall in the cantonment
area and are under the control of the defense
ministry. Out of the remaining 55 polluting
drains, 7 major drains have been intercepted
under Ganga Action Plan Phase I (GAP - I), 2
drains have been tapped under Ganga Action
Plan Phase II (GAP - II), further 16 drains will
be tapped under the ongoing scheme under
JNNURM, 10 drains are proposed to be tapped
under a scheme pending for approval, and new
DPRs are under preparation for tapping of the remaining 20 drains. The current sewerage system
network of Allahabad is as follows:
[72]
Table 7.12 Current system
Parameters Details
1 Coverage of sewerage network 22%
2 No. of sewer zones 7
3 Total number of sewerage connections 44,000
4 Total number of community toilets 120
5 Total number of septic tanks Data not available
6 Total waste water production (MLD) 260
7 Total treatment capacity (MLD) 254
8 Tariff structure
8a If property has water supply connection 25% of the water bill
8b If property does not have water supply connection Rs. 20 per month per seat
Figure 7.3 Value chain of sewerage services
No details are available with the concerned departments (Jal Nigam and Jal Kal) with regard to the
size of the sewer lines, number and size of the manholes, length and diameter of pipes between the
manholes, condition of sewer pipes and their age, and the slope of the lines and their carrying
capacity. In areas where a sewerage system is not available, water flows through unlined, irregular
drains and ultimately joins the rivers Ganga and Yamuna at different locations. The households,
which have no access to a sewerage collection system, discharge their wastes directly into streets
drains and ultimately into the rivers through unlined nallas/ drains.
7.2.1.1 Sewage generation and collection system
Sewage generation depends on the water supplied and it is generally considered to amount to eighty
percent of the water supply. It is essential to look at the water supply situation within AMC to assess
[73]
sewage generation. Since 308 MLD of water is supplied, it can be assumed that sewerage generated
is 260 MLD. However, Jal Nigam estimates sewerage generation to be 260 MLD.
Allahabad city has only 22% coverage by a sewerage network, with 44,300 households practicing
onsite sanitary disposal methods. Many households have septic tanks or kunddis. There is a lack of
sewage treatment facilities in the city and therefore most of the sewerage goes into open drains and
nallas.
In most of the households, the toilet flushes are not connected to soak pits and the water from septic
tanks goes directly into drains, which is very unhygienic. Most of the city drainage system is clogged
with polythene bags and is not cleaned regularly. The condition of the city drainage system is poor
and needs immediate repairs and regular upkeep/maintenance. Many large drains are being
encroached by dwelling units, milk diaries, shops, etc. and thus difficult to clean and maintain.
Figure 7.4 Sewerage discharge sites
7.2.1.2 Sewerage network and coverage

AMC is divided into seven sewerage zones. The existing sewerage network system of Allahabad is
poor. As per the sewerage DPR, the existing system of sewerage in Allahabad comprises a very
complicated network of sewers aided by pumping stations to carry the liquid waste up to the sewage
farms.
22
The system includes about 595 km of major sewers and branches of various sizes, shapes and
material. There are seven intermediate sewage pumping stations; one terminal pumping station is
located at Gaughat and the sewage farm areas are in Naini and Dandi. The sewer network system is
a combined sewer overflow system carrying both wastewater and storm water in most locations. Most
22
Jal Nigam, Allahabad
[74]
of the existing sewers are old brick sewers which have outlived their design life. The hydraulic
capacities are insufficient even for the present flows and moreover existing lines have heavy silt
depositions. The pumping stations are also of various configurations, some of which are very old and
need major renovation. The areas under each of the seven zones are shown in the table below.
Table 7.13 Sewerage Zone-Wise Distribution of Service Area
Sewerage zone District code Service area (ha)
Goughat A 1321
Alopibagh B 874
Katra C 647
Sulem Sarai D 1709
Naini E 928
Teliarganj F 186
Phaphamau G 1382
Total Area 7047
Source – Jal Nigam, Allahabad
7.2.1.3 Sewerage treatment
The total sewerage treatment capacity is 254 MLD. As per the City Sanitation Plan, Allahabad, there
is an acute scarcity of wastewater treatment plants in the city; but the quality of treated waste water is
not good. The condition of the existing pumping stations too is not good.
The list of the STPs along with their treatment capacity is given in the table below.
Table 7.14 Sewerage treatment plants
Sr. No. Location Capacity (MLD)
1 Numaha Dahi 50
[75]
Sr. No. Location Capacity (MLD)
2 Naini 80
3 Rajapur 60
4 Kodra 25
5 Ponghat 10
6 Salori 29
Total 254
Source – Jal Nigam, Allahabad
7.2.1.4 Sewerage - Operation & Maintenance

The sewerage user charges are collected by Jal Kal along with water supply charges. The breakup of
the user charges collected is not available, so the service-wise analysis cannot be done to infer the
cost recovery of water supply and sewerage individually.
7.2.1.5 Service-level Indicators
Table 7.15 Service level benchmarks - Sewerage
MOUD
Sr. No. Indicator Value
Benchmarks
Data not
1 Coverage of toilets 100%
available
Coverage of sewerage network services
2 22% 100%
(No. of connections – 44,000; No. of households – 1.95 lakhs)
Collection efficiency of sewerage network
3 (Sewerage treated – 254 MLD; Sewerage generated - 260 99%* 100%
MLD)
Adequacy of sewerage treatment capacity
4 (Sewerage treated – 254 MLD; Sewerage generated- 260 99%* 100%
MLD)
Data not
5 Quality of sewerage treatment 100%
available
Extent of reuse and recycling of Sewerage
6 0% 20%
(The treated sewerage is not of reusable grade. Hence, it is
discharged in water bodies)
Extent of cost recovery in Sewerage management
(Income – Rs. 39.07* crores and Expenditure – Rs. 48.32*
7 81% 100%
crores
*for both water supply and sewerage)
[76]
MOUD
Sr. No. Indicator Value
Benchmarks
Data not
8 Efficiency in redressal of customer complaints 80%
available
Efficiency in collection of sewerage related charges
9 73% 90%
(Collection – Rs. 39.07 crores; Demand – Rs. 53.51 crores)
*Same volume of sewerage is collected and treated. Hence collection efficiency and adequacy of
sewerage treatment capacity is the same
7.2.1.6 Present sanitation level
Allahabad city has in all 131 urinals and 324 community/public toilets with 4,423 toilet seats in the
various zones. The number of users per toilet seat is 150 as against the stipulated norm of one toilet
23
seat in 35 users .
Alarmingly, there is no proper arrangement for septage management in the city; only one septage
suction machine is available with AMC which is insufficient considering the number of households and
public toilets (27) connected to the septic tank.
A significant part of the city's residential population along with the floating population which assembles
during various religious occasions is provided with community toilets. Such toilets are located mainly
in the mohallas inhabited by the people of economically weaker sections, in bus stands, ghats and
other religious centers where large assemblies of floating population occur.
24 community toilet complexes – 22 with 10 seats each and remaining 2 with 24 seats each – have
been constructed under the Ganga Action Plan. These are situated mostly along the river banks near
ghats.
Table 7.16 Assessment of Access to Toilets - Community/Public Toilets
Agencies No. of toilets No. of seats
Sulabh Toilet Complex 115 1380
DUDA / Nagar Nigam 20 200
Toilets Constructed by PPP 4 68
J.B.I.C. Programme 185 2775
Total 324 4423
Number of Urinals 131
Source – Draft City Sanitation Plan, Allahabad
23
City Sanitation Plan, Allahabad
[77]
7.2.1.7 Demand and Supply gaps of household toilets

The sewer charges are collected by Jal Kal along with the water charges. If the property has a water
supply connection, then sewerage charge at 25% of the water bill is charged, else Rs. 20 per seat per
month is charged.
7.2.2 Future Sewage Generation

As a thumb rule, sewerage generation is assumed to be 80% of the total water supplied. However, for
Jal Nigam has assumed this assumption to be 100% of water supplied. Jal Nigam has submitted
plans for construction of STPs and lying of sewer network till the year 2025. The sewerage generation
as per our analysis is in the table below.
Table 7.17 Future sewerage generation

Year Projected population Sewage generation in MLD
2021 16.4 227
2031 20.1 277
2041 24.2 334
Source –CRIS Analysis
7.2.3 Critical Analysis of Sewerage and Sanitation System post- 1st

Generation CDP Scenario
st
The 1 generation CDP was prepared in 2006. The box below provides an overview of the water
st
supply system at the time of the preparation of the 1 generation CDP.
The sewerage system of Allahabad is very poor. The city as a whole does not have a sewerage
system. Wherever it exists, it is not an exclusive sewerage system. It is a combined wastewater and
storm water collection system. The collection system is neither complete nor efficient. It exists only in
st
the central core of Allahabad city (Source: 1 CDP, 2006)
Due to inadequacies in the existing system, as described above, most of the city‟s wastewater ends
up in surface drains which convey it to the Ganga/ Yamuna rivers.
st
The table below provides an overview of the sewerage system at the time of the preparation of the 1
generation CDP.
Sewage  Total waste water measured from open drains and STP was 213.3
generation MLD (2006).
Sewerage System
 A total of 502.16 km length of sewer line is laid to cover the service
area.
 Most of the sewer system is however very old and already lived its
design life.
Sewage
 60% wastewater meets the two rivers without treatment.
Treatment Plant
 56 wards are covered with this system making it 7,047 ha of service
area.
Network
 The city has been divided into 7 sewerage districts.
Coverage
 Each district is sub-divided into 1-2 sub-districts/ zones and has its own
sewage treatment works.
[78]
 45% of the city, mostly the old city, i.e., the densely populated core, has
been covered by 299.00 km-long sewerage network; the rest 55% area
does not have any wastewater collection system.
House service
 In all, 65,028 houses have access to the system.
connections
 The households, where sewerage collection system does not exist,
discharge their wastes directly to street drains.
 57 unlined drains (kutcha nallas) carry sewage from the entire city to
the rivers Ganga and Yamuna.
st
Key issues identified in 1 generation CDP
 The bulk of the branch sewerage system is at any time either completely blocked or its
capacity is severely reduced by silt and solid waste. Sewer maintenance is restricted to
emergency clearing of blockages and is given low priority.
 It has been observed that sections of trunk sewers are heavily silted. Reduced capacity from
silting results in sewage overflows from manholes to surface drains during peak flow periods.
Problems may also be caused by structural damage in some sections.
 Poor record-keeping and inadequate information for planning: The limited availability of
records relating to pumping stations and the sewerage system makes planning for extending
services and assessing the amount of sewage presently flowing into the sewer system
difficult. This also prevents effective maintenance and corrective actions.
Accordingly, to improve the sewerage system, the CDP envisaged an investment of Rs. 377 crores
covering the following aspects: renovation of the existing system, network expansion, and
construction of treatment plants, branch sewers and community toilets.
7.2.4 Institutional Framework for sewerage and Sanitation system

Uttar Pradesh Jal Nigam (UPJN) is responsible for pollution prevention and planning capital projects
for sewerage. UPJN also operates and maintains large pumping stations and the treatment plant.
Allahabad Jal Sansthan is responsible for the maintenance of trunk sewers and lateral sewers, and
for collection of revenue from house connections.
7.2.5 Key Issues

 The existing sewerage collection system is old and dilapidated.
 Coverage of the sewerage network is very low.
 Slums are not covered by the sewerage network.
 There is a need to refurbish the existing sewerage treatment plants.
 No separate account is maintained for sewerage, it is part of water supply operations.
 Involvement of multiple departments (Jal Sansthan, Jal Nigam and AMC) causes co-ordination
issues.
7.2.6 Completed, ongoing and proposed projects

The brief details about the completed/ on-going/ approved sewerage projects in Allahabad city are
described below.
Ganga Action Plan, Phase I
[79]
The main focus of the Plan was on Interception & Diversion and treatment of sewage through 261
schemes spread over 25 Class I towns of U.P., Bihar and West Bengal. Nearly 34 Sewage Treatment
Plants (STPs) with a treatment capacity of 869 MLD have been set up under the Plan, which was
completed in March 2000 at a cost of Rs. 452 crores. The Schemes completed under GAP-I in the
district of Allahabad city are summarized below:
 Renovation of Gaughat Main Sewage Pumping Station
 Renovation of Intermediate Sewage Pumping Stations
 Relieving sewer in Kydganj area
 Daraganj sewer and Sewage Pumping Station
 Relieving sewer in Daraganj area
 Tapping of Mumfordganj nala
 Tapping of Chachar nala
 Partial tapping of Ghaghar nala
 60 MLD sewage treatment works at Naini based on Activated Sludge Process
Works completed under Ganga Action Plan, Phase II

In continuation with the pollution abatement programme, Ganga Action Plan-II was started in 1993,
which planned to cover 59 towns located along the river in the five states of Uttarakhand, U.P,
Jharkhand, Bihar and West-Bengal. The Schemes completed under GAP-I in the district of Allahabad
are summarized below:
 Renovation/ Rehabilitation of Chachar nala SPS
 Tapping Salori nala and Construction of Sewage pumping station
 29 MLD Salori STP with land acquisition
 Construction of Morigate Sewage Pumping Station
Ongoing works under JNNURM

 Construction of new Trunk Sewer 7.20 Km
 Replacement of old Trunk Sewer 3.80 Km
 Lateral and branch sewers 235 Km
 Desilting and Rehabilitation of existing old Trunk Sewer 5.47 Km
 Renovation & Upgradation of Alopibagh SPS and its rising main
 Renovation & Upgradation of Morigate SPS and its rising main
 Renovation & Upgradation of Allahpur SPS
 Renovation & Upgradation of Daraganj SPS
 55 MLD Capacity MPS and its rising main at Mumfordganj
 25 MLD Capacity MPS and its rising main at Rajapur
[80]
 New SPS at Morigate

 60 MLD Sewage Treatment Plant at Rajapur
Projects approved under NGRBA
The prime objectives of the NGRBA program are to finance infrastructure investments to reduce
pollution loads at priority locations on the river Ganga. The investments are intended to exemplify,
among other attributes, the high standards of technical preparation and implementation, sustainability
of operations, and public participation. With reference to Allahabad city, DPRs amounting to Rs.
305.34 Crore, has been approved under the National Ganga River Basin Authority (NGRBA), Ministry
of Environment & Forest Govt. of India. Component wise approved works are proposed in the
Sewerage District A, B & E of Allahabad city as summarized below.
 Laying/ Replacement of Trunk Sewers- 14.3 Km
 Rehabilitation of Existing Trunk Sewers- 1.6 Km
 New sewer network – 124 Km
 Desilting & Rehabilitation of Existing Trunk Sewer- 5.72 Km
 Renovation/ Up-gradation of Existing SPS- 3 no. of 131 MLD capacity
 Construction of New SPS- 4 no. of 104 MLD capacity
 Construction of Rising mains- 8 Km
 Renovation/ Capacity enhancement of existing 60 MLD capacity Naini STP- 1 No. (20 MLD)
 Construction of New STPs- (Numaya Dahi 50 MLD + Kodra 25 MLD + 10 Ponghat) 3 No.s (75
MLD)
 Sewage farm channel & minor channels for Numaya Dahi STP- 19 Km
 Construction of community toilets – 143
 Renovation of dhobi ghats – 3
 New dhobi ghats – 2
Proposals submitted
 Sewerage network – 972 Km
 Pumping stations – 10
 STP – 82 MLD
7.3 Solid Waste Management
7.3.1 Existing Sewerage and Sanitation system

AMC is the authority responsible for SWM in Allahabad. In 2011, AMC signed an agreement for SWM
with SPML for door-to-door waste and user charge collection, and transportation, treatment, and
disposal of solid waste for a period of 30 years. However, due to dispute arising out of tipping fee
payment the contract has been terminated and AMC is now undertaking secondary collection and
transportation of waste. In addition, AMC has retained some of SPML employees, who were
[81]
managing the treatment plant and AMC is now making efforts to operationalize the treatment plant
and ensure scientific dumping of waste.
7.3.1.1 Solid Waste Generation

As per AMC estimates, about 500 TPD of solid waste is generated every day in Allahabad. The local
residents of towns generate solid waste at the rate of about 450 grams per capita per day on an
average. This average generation of solid waste includes local inhabitants (comprising the wastes
generated by the resident population, shops and commercial establishments, vegetable and fruit
markets, construction and demolition and hospital wastes – non-infectious and non-hazardous) and
the floating population in the town. Most of the waste generated in Allahabad comprises food and
other discarded waste materials such as paper, plastic, glass, metal, rags, and packaging materials.
7.3.1.2 Types of Waste

Bio-medical is treated at a common facility in Allahabad for medical waste collected from Allahabad
and Pratapgarh. The site is located in Maheva Purabpatti, Mirjapur. Waste is treated by incineration
and shredding. The treatment capacity is 60 Kg per hour.
7.3.1.3 Slaughter house waste24
The slaughter house in Allahabad is situated at Atala is an open slaughter house and almost 100 year
old. At this place about 90 animals are slaughtered every day in the open and then the raw meat is
being transported to other places. The slaughtered animal‟s solid waste is thrown and dumped in the
open and the liquid waste is washed away and discharged in the kuccha Nallas around the
slaughtering area. This area is totally polluted with foul smell, filth and flies all around. The state of this
area is so pathetic that one cannot stand there. In the whole area no separate drainage for waste
generated in slaughter house and the condition of this place become worse during the rainy season.
There is no systematic arrangement of cleaning/maintenance. The waste is dumped in the open; AMC
is entitled with the management of this slaughter house. There is no detail record maintained and
available with AMC for quantity of waste generated from slaughter house
7.3.1.4 Street sweeping
Under the Municipal Act, road/ street sweeping and drain cleaning are the obligatory responsibilities
of the AMC and the solid waste generated in the town shall be collected and removed by the sanitary
workers. Street sweeping in AMC area is carried out through 2200 sanitation workers.
The waste from drain silt and waste heaps from roadsides are collected and disposed-off at nearby
open dumps. These unorganized disposal methods have resulted in accumulation of solid waste on
roadsides and vacant plots and in low lying areas and storm water drains
7.3.1.5 Solid waste collection and transportation system

Segregation of waste at source is not practiced in Allahabad. As per the secondary survey, there are
no transfer stations also in Allahabad city wherein waste is segregated before dumping at the final
disposal site.
24
The solid waste of slaughter houses can be broadly classified into two categories i.e., vegetable matter such as rumen,
stomach and intestine contents, dung, agriculture residues etc., and animal matter like inedible offal’s, tissues, meat
trimmings, waste and condemned meat, bones etc.,. Slaughter house waste contains mostly biodegradable matter
[82]
Primary collection
Door-to-door collection is not being carried. Waste is thrown outside the property from where
sweepers of AMC collect waste by means of rickshaw trolley and dump the same into the dustbins or
onto streets (open dump). In some of the cases, generators themselves dispose-off waste in nearby
waste collection points/ containers, onto the streets, or in the nearby drains.
The practice of throwing the wastes into the streets and drains is more prevalent in case of many
households in the city as well as within the community of small restaurants and eateries; this
unhygienic practice has resulted in clogging of drains. Excessive polythene has also emerged out to
be one of the reasons for frequent clogging of drains.
Secondary collection
The waste collected from each of the primary collection
points mentioned above is transported to designated open
dump areas and DP containers (mostly on the main roads),
which are the secondary collection points. There are nearly
50 such points and about 160 bins spread over all 80 wards
of the city. The waste collection from the secondary
collection points starts by Dumpers and Tractor trolleys from
8 A.M and goes on till 5 PM in the evening.
There are 800 CP bins and 90 DP bins across the city.
However, the secondary collection points are not maintained
property. Many a times, the bins are overflowing with waste
or waste is littered around the bin.
Transportation
Waste is being transported by AMC from selection collection points to a treatment site located at a
distance of 19 Km from the city. The vehicles available for transporting waste are as follows –
Table 7.18 Transportation vehicles
Sr. No. Particular Number
1 Tippers 10
2 Dumper placer 4
3 Compactor 12
Total 26
Source - AMC
The waste transportation vehicles are operated, supervised and maintained at workshop located in
front of railway station (south side). The workshop is supervised by workshop in charge. At present
this responsibility is given to Junior Engineer. The transportation vehicles make two to three trips per
day to transport the waste to the treatment site. It takes about 1.5 to 2.0 hours to make a trip
depending on the traffic conditions. The waste is transported in open vehicles and this creates
unhygienic conditions in the city.
[83]
7.3.1.6 Processing and disposal system

Unsegregated waste is transported to the treatment site in Baswar. The site is located at a distance of
19 Km from the city on an area of 25 hectare. The facility houses a 500 TPD mechanical composting
treatment plant and landfill site. This facility is now maintained by AMC.
Figure 7.5 Value chain of solid waste management
7.3.1.7 User charges
User charge schedule has been approved by AMC. However, AMC is facing resistance from the users
in paying is user charges. Due to this, the revenue generated is very less. Details in this regard are
not available. The user charge schedule is as follows-
Table 7.19 SWM user charges
Residential Commercial
BPL families EWS Residential
User charges (Rs.) 10 25 50 50 to 1000
Source-AMC
7.3.1.8 Service-level Indicators
MOUD
Sr. No. Benchmark details Current status
benchmark
1 Household coverage 100% 0%
2 Collection efficiency of MSW 100% 80%
3 Extent of segregation of MSW 80% 0%
4 Extent of MSW recovered 100% 0%
5 Extent of scientific disposal of MSW 100% 0%
[84]
MOUD
Sr. No. Benchmark details Current status
benchmark
6 Efficiency in redressal of customer complaints 100% Data not available
7 Extent of cost recovery in SWM services 80% 0%
8 Efficiency in collection of SWM charges 90% 0%
7.3.2 Future solid waste generation

With increasing population, the waste generation is expected to increase. By the year, 2021 solid
waste is expected to increase to 749 TPD and eventually in 2041 to 1638 TPD.
Table 7.20 Future solid waste generation

Year Projected population Sewage generation in MLD
2021 16.4 749
2031 20.1 1115
2041 24.2 1638
7.3.3 Critical Analysis of Solid Waste Management System: post- 1st

Generation CDP Scenario
st
The 1 generation CDP was prepared in year 2006. The box below provides an overview of the solid
st
waste management at the time of preparation of the 1 generation CDP.
The city of Allahabad lacks a planned solid waste management system, or at least the implementation
of such a system. During the reconnaissance of 1st CDP, a vast amount of solid waste such as plastic
bags etc. was come across which finds its way into the sewers and surface drains thus chocking
them.
Generation  About 680.0 MT of solid waste is generated every day

 539 grams per capita per day on an average.
 Households (40%), followed by restaurants (27%), street sweeping
(9.1%), markets (9%)
Waste  Commercial establishments: food and other discarded waste materials
composition such as paper, plastic, glass, metal, rags, and packaging materials.
Segregation  Allahabad city do not practice segregation of recyclable waste at
source
 Waste on the streets or in the municipal bins goes to disposal sites un-
segregated.
 About 2021 permanent and 500 temporary sanitary workers are
deployed at Allahabad city
Treatment Plant  The movement of wastes from the households, street sweepings, etc.
to the temporary storage collection points is the collective responsibility
of the sanitary workers and the citizens of the city.
 Currently, the wastes are not being treated. There is not any kind of
treatment system existing for the treatment of solid waste of the city.
 Dumped on open land in Bakshi bandh near Chandra Shekhar Azad
Setu areas, Naini near Ganga Pollution Board areas and Kydganj
[85]
areas.
Accordingly, to improve the solid waste management system, the CDP envisaged an investment Rs.
28 crores covering following aspects: bins, containers, vehicles, treatment plant and landfill.
7.3.4 Key Issues

 Door to door collection is absent
 Segregation of recyclable waste at source is not practiced. There is need to spread awareness on
practicing segregation of waste
 The waste collection centers are not being well managed
 Collection bins have huge waste overflowing on the streets- stray animals and other factors
 Dumping of garbage into the drains, leads to choking of drains
 User charge collection efficiency is low
7.4 Storm Water Drainage
7.4.1 Existing Drainage System

Storm water drainage system is not proper throughout Allahabad. The city has been divided into the
six storm water planning zones (Morigate,
Mumfordganj, Rajapur, Chachar Nala, Gate No. 9
and Gate No. 13); each zone is identified by the
pumping station or the channel dealing with its
discharge.
Total length of road network in the city is 2357 km
and total length of pucca covered drains are 585 km
this counts coverage of storm water drainage
network to 26%. However, the total existing drainage
25
system covers only 40% of Allahabad city . The
system is very old and dilapidated, and 57 nallas/
drains carrying significant amount of storm water.
Out of the 57 nallas, 44 discharge into Ganga while
13 discharge into Yamuna. The other major drainage channels discharge into either of the two rivers.
There are six major drains passing through the municipal area, viz. – Ghaghar, Chachar, Morigate,
Allenganj, Rajapur, and Mumfordganj – carrying storm water and falling under the catchments area of
River Yamuna. Storm water drains are open and have large catchments area, the human and animal
waste accumulated on the surface are flushed by runoff and is carried to the rivers which pollute the
river waters. Open drains passing from the residential areas create unhygienic condition.
Investigations were again carried out in the year 1998-99, and it has been found that drains discharge
a total of 120 MID (35 drains discharge to Ganga River and 11 drains to Yamuna). A total of 7 drains
(6 completely and 1 partly) have already been tapped in GAP-I diverting 90 mid.
25
[86]
The storm water flows with the sewage through sewerage network and is pumped to rivers Ganga
and Yamuna. This causes extra burden over the sewage pumps during rains and extra expenses due
to consumption of electricity. This causes a substantial quantity of silt and debris into the sewer
system which is detrimental to its life and proper function. In addition, it leads to flooding and hydraulic
overloads at treatment plants. The nala-tapping arrangements are essential for intercepting
wastewater during dry weather and reducing pollution loads, however the present tapping
arrangements are inadequate. Such nala tapping arrangements are considered as interim measures
only and should be phased out gradually with the improvement in sewerage coverage into all urban
areas. Furthermore each tapping point should have a means of automatically regulating the inflow
during wet weather.
Figure 7.6 Blocked storm water drains
7.4.2 Water logging

Inadequate storm water network has
resulted into 165 frequent incidences of
water logging and flooding in low lying areas.
There are almost 33 areas in the city prone
to water logging. The logging of storm water
is major problem in following 19 localities,
and all these areas suffer from chronic water
logging during the rainy season-
Table 7.21 Water logging areas
Ward no. Water logging areas Number

4 Rajapur 1
9 Ram Bagh, Shiv Kuti 2
14 Krishna Nagar upto Triveni Road, Alengung 3
25 Allahpur, George Town, Hashimpur, Bhardwajpuram 4
27 Beli Colony Village, Mourabad 2
[87]
Ward no. Water logging areas Number

28 Tagore Town, University Area 2
31 Liddle Road, Medical College 2
37 Baghambari Road, Baghambari Housing Scheme 2
46 Labour Crossing, Chak Bhataj 2
53 Matyara Road, Alopi Bagh 2
55 Tripathi Colony, Nai Basti Of Sohbatiabagh, Chaukarda, Chaukhandi 4
61 Khalasi Lines, Khalashi Line 2
Talab Nawal Rai, Copper Road, Stanley Road, Suraj Kund, Lukerganj
5
Playground
Total Number of Water Logging Areas 33
A separate storm water network is required to be planned for the entire city based on contour maps.
There should be realignment and up gradation of existing nallas. Cleaning of drains should takes
place at regular intervals. Finally separation of storm water drains from sewerage network should be
executed on priority.
7.4.3 Critical Analysis of Drainage System: post- 1st Generation CDP

Scenario
The existing drainage system covers only 40% of Allahabad city. The storm water flows with the
sewage through sewerage network and is pumped to rivers Ganga and Yamuna. This causes extra
burden over the sewage pumps during rains and extra expenses due to consumption of electricity.
The system is very old and dilapidated, and 57 nallas/ drains carrying significant amount of
wastewater. Out of the 57 nallas, 44 discharge into Ganga while 13 discharge into Yamuna. The other
major drainage channels are discharge into either of the two rivers.
Network  Primary: six major drains passing through the municipal area, viz. –
Ghaghar, Chachar, Morigate, Allenganj, Rajapur, and Mumfordganj
 Only 20% of the roads and gullies in residential localities have proper
drains.
 The silt in these nallas is usually cleaned once every year while the
normal prescribed practice is to clean them twice.
Treatment plant  Large quantities of storm water cause flooding and hydraulic overloads
on the treatment plant.
 Due to the combined system of sewerage and storm water drainage, a
substantial quantity of silt and debris is drained into the sewer system
Institutional  City has been divided into the six storm water planning zones and each
arrangement zone is identified by the pumping station or the channel dealing with its
discharge.
st
The 1 generation CDP proposed projects worth Rs 355 Cr. However, the projects were not
undertaken.
7.4.4 Key Issues

 The existing drainage network is grossly inadequate.
 Dumping of solid waste in drains reduces its water carrying capacity
[88]
 In monsoons the sewerage system also acts as storm water drainage, thus substantial quantity of
silt and debris is drained into the sewer system, which is detrimental to its life and efficiency.
 Also the increased inflow of storm water into the sewerage treatment plan cause flooding and
hydraulic overloads on the system
[89]
8. Traffic and transportation system

This section presents the assessment of the existing Roads, Traffic and Transportation system in the
city. Further, the section provides the key observations, key issues and the institutional responsibility
for delivery of the services.
8.1 Existing road infrastructure

Transport infrastructure forms the backbone of any economy. It plays a very significant role in the
growth and development of the city. It is also responsible, besides other factors, for the spatial growth
of the city by increasing the accessibility of sites on the periphery of the city.
Since the city of Allahabad is bound by the rivers Ganga and Yamuna in the northern, eastern and
southern sides, the city has shown significant linear growth along the NH-2 towards the airport in the
western direction. However, owing to river acting as a physical constraint for main city and availability
of potential developable areas across the rivers in Naini, Jhunsi and Phaphamau, and high levels of
connectivity through road and rail, significant growth has taken place in these areas.
8.1.1 Road Hierarchy

The total road length in the city is 2357 Km. As discussed before it constitutes of 12.08% of the total
land of Allahabad development area as demarcated by Master plan 2021 (37.36 Acres).Of this 90% is
surfaced and the remaining 10% of semi-or not surfaced as per information provided by Engineering
Department, AMC.
National Highway 2 divides the city into two halves. The old city area is located in the southern part.
The area is heavily built-up and characterized by mixed commercial, residential and transport related
activities, although majority of the area is dotted with narrow lanes. The northern part, which is the
Civil Lines area is a well-planned area developed in a grid-iron pattern. NH 27 originates from NH 2 to
enter Naini, where it bifurcates with one arm towards Rewa and the other towards Mirzapur. NH 24
enters Phaphamau across the river Ganga along the Lord Curzon Bridge, which goes towards
Lucknow. Other major arterial and sub-arterials roads in Allahabad include Stanley Road, M.G. Road,
Purushottam Das Tandon Marg, Kasturba Gandhi Marg, Motilal Nehru Road etc. Other major roads in
Allahabad are leader Road, Civil Lines, Master Zaharul Hasan Marg, Carriapa Road etc.
The rest of the city comprises of Mumfordganj and Phaphamau in the north, Allapur in the east and
Naini in the south. The road network in these areas varies from 2 lanes to a single lane. The
population density in some of the areas is too high; this coupled with unplanned development results
26
in complicated traffic problems.
26
City Mobility Plan 2012
[90]
Figure 8.1 Road network
Source – Draft Comprehensive Mobility Plan
Figure 8.2 Allahabad Road Network
Source – City Development Plan 2005
[91]
The old city has an irregular road network

comprising of major roads, which are almost 2-3
lane wide. A conspicuous feature of the layout of
arteries is that all of them are linked with the main
transport artery, the Grand Trunk Road which
passes through the heart of the area and hence
interlinked with each other. The secondary roads
are narrower and congested due to encroachment;
the best examples are Attarsuiya and Malviya
Nagar. The old city comprises of closely spaced
residential areas of Mohatsamganj, Badshai Mandi,
Bahadurganj and Malviya Nagar. Another
significant observation made is that in the south of
the GT road, there is an absence of broad roads,
whereas to its north lie the major broad, arterial
road network of Zero Road, Leader Road, Swami
Vivekanand Road, Johnsonganj Road etc.
The road conditions are good inside the walled
city, but the road capacity is reduced due to the
presence of a large number of slow moving
vehicles and idle parking. There is a high level of
conflict between pedestrians and vehicular traffic
in several parts. The old city comprises of closely
spaced residential areas of Mohatsamganj,
Bahadurganj and Malviya Nagar. The wholesale and retail trade activities are also located in this part
of the city which further creates congestion and bottlenecks.
The Civil Lines area is a well-planned in the form of gridiron pattern interspersed with open-park like
spaces. The major roads have a 4-lane divided carriageway with wide footpaths on either side. The
collector roads are 2 to 3 lanes wide and intersect the major roads at traffic rotary. The area is divided
from the old city by Allahabad railway station.
The rest of the city comprises of Mumfordganj and Phaphamau in the north, Allapur in the east and
Naini in the south. The road network in these areas varies from 2 lanes to a single lane. The
population density in some of the areas is too high; this coupled with unplanned development results
in complicated traffic problems.
The existing right-of-ways for road network in Allahabad vary upto 30m. Although the Master Plan for
Allahabad lists the existing right-of-ways as given in table below, the effective right-of-ways as of now
are much low. A list of main streets in Allahabad has been provided in the annexure to the report.
Carriageway
As per the draft Comprehensive Mobility plan, majority of the road network has undivided
carriageway, out of which, about 62% are 3-4 lanes, about 37% have 1- 2 lanes while only 1% have 5
lanes.
The total road length in the city is 2357 Km. Of this 90% is surfaced and the remaining 10% of semi-or
not surfaced as per information provided by Engineering Department, AMC.
[92]
Table 8.1 Road details
Sr. No. Type of road Length (Km) Length in %
Tarred/Black Topped/Bituminous
1 2,277
Topped 96.61
2 Semi-surfaced 131 5.56
3 Earthen 77 3.27
Total 2357
Source – Engineering Department, AMC
Footpaths
As per the draft Comprehensive Mobility plan, within Allahabad, an insignificant 1% of the road
network has walkable footpath. There are mud shoulders on road edges, but they are encroached
and are un-walkable and hence do not fall under the category of footpaths due to their dilapidated
conditions. Some of the streets without footpaths are MG Road, SP Marg, NH-2, Nurullah road, SH-
96, Kamla Nehru road etc.
Figure 8.3 Street without footpaths
Source – Draft Comprehensive Mobility Plan, Allahabad
8.1.2 Important junctions

The intersection in the city needs to be properly designed because a large volume of through traffic
passes cross the city. Lack of proper signage and road geometric leads to accidents. Majority of the
road intersections have improper road geometric. There are many intersections, which are identified
as black spots because they meet at acute angles.
[93]
In Civil Lines the gridiron pattern of road network generates a large number of intersections. The
majority of these intersections have a small traffic rotary at the intersection. Rotary intersection is
present on some of the major roads in the city like MG Road, Jawaharlal Nehru Marg etc. The main
junctions in the city are –
 Railway station city side
 Shubash Chowk
 Pani Ki Tanki
 Traffic lines
 Mayohall Crossing
 Balson Chowk
 MNIT
 Kotha Parcha
 NH-2/NH-27 junction
 Bairana crossing
8.1.3 Bridges, Flyovers and Interchanges

Bridges
There are four river over bridges in Allahabad. Two bridges - old Naini Bridge and new Naini Bridge -
are on river Yamuna and connect main city with Naini. The old Naini Bridge is a rail and road bridge.
The other two bridges are located on river Ganga. One of them connects Jhusi and the other
connects Phaphamua with the main city.
Flyovers
There are two flyovers in Allahabad. One is located on Pani Ki Tanki and the G T Road flyover. At
present the city has railway underpasses at 7 locations to connect the northern part and southern
part. All these 7 underpasses are become bottlenecks during the morning and evening peak hours as
they are very narrow. The frequent traffic jams occur over there. The essential transport infrastructure
is in very poor condition at all the above said railway underpasses. Given below is the list of all 7
locations:
 Johnsonganj/Niranjan
 Ram Bagh
 South Malaka
 TP Nagar near Kotha parcha
 Bairahna
 Sohbatiya Bagh
 Alopi Bagh
8.1.4 Non-Motorized Transportation (NMT) facilities

Large number of pedestrian movement was observed along roads and at intersections in and around
the city. Besides a few major roads, footpaths are missing on most of the city roads. Wherever
available these have been encroached upon by shopkeepers or by hawkers, forcing people to walk on
pavement. Further, bicycles traverse in mixed traffic, exposing them to accidents. In fact it is mainly
the bicyclists and pedestrians who are the victims of road accidents
As per draft CMP, about 56% of trips within Allahabad are made by Non-Motorized Transport (NMT)
which includes walk, bicycles and cycle rickshaw with 35% trips by walk alone. A significant portion of
[94]
the trips (35%) are walk trips; however, almost 100% of the road network do not have footpath.
Sixteen percent (16.2%) of the trips in Allahabad are made by cycles. To encourage and cater to
these trips, dedicated bi-cycle lanes should be provided.
8.2 Existing Traffic and Transportation System
8.2.1 Traffic Volumes

The traffic counts both in terms of numbers of vehicles and passenger car units (PCUs) were
computed under CMP for the total daily (16 hour) traffic at various mid-block locations and presented
in table below. It is observed that the traffic at different locations varies from 11,462 PCU‟s at G.T.
Road Flyover to 37,251 PCU‟s at Johnsonganj Underpass.
Table 8.2 Traffic volume
Sr. No. Location Total PCUs Total vehicles
1 Old Naini Bridge 22,697 31,784
2 New Naini bridge 19,012 23,165
3 Sohbatiya Bagh 19,132 23,966
4 M.G. Road Underpass 16,647 19,210
5 G.T. Flyover 11,462 16,906
6 Jhonsonganj Underpass 37,251 42,014
7 Lord Curzon Bridge 33,534 42,469
8 IERT Crossing 17,321 27,035
Source – Comprehensive Mobility Plan, Allahabad
The peak hour traffic at the Mid-Block locations is presented in table below. The morning peak hour
volume varies from 1,032 PCUs at G.T. Road flyover to 4,556 PCUs at Lord Curzon Bridge and
evening peak hour volume varies from 953 PCUs at G.T. Road flyover to 3,595 PCU‟s at Johnsonganj
underpass.
Table 8.3 Peak hour traffic intensities
Morning peak Evening peak

Sr.
Location
No. PCUs % of Vehicles % of PCUs % of Vehicles % of
ADT ADT ADT ADT
1 Old Naini 2641 11.63 3844 12.09 2340 10.31 3221 10.13
Bridge
[95]
Sr. Location Morning peak Evening peak

No.
2 New Naini 1782 9.37 2302 9.94 1852 9.74 2297 9.92
bridge
3 Sohbatiya 1550 8.1 2062 8.60 1844 9.64 2247 9.38

Bagh
4 M.G.Road 1500 9.01 1862 9.69 1581 9.49 1817 9.46

Underpass
5 G.T.Flyover 1032 9 1576 9.32 953 8.31 1461 8.64
6 Jhonsonganj 3863 10.37 4349 10.35 3595 9.65 4142 9.86

underpass
7 Lord Curzon 4556 13.59 5733 13.50 3293 9.82 4459 10.50
bridge
8 IERT 1870 10.79 2983 11.03 1389 8.02 2268 8.39

Crossing
8.2.2 Modes of Transport

The daily traffic composition at outer cordon locations exhibits predominance of fast moving
passenger traffic consisting two wheelers, cars, jeep/van etc. The classified volume count survey on
the Banaras Road to Jhunsi indicates a high fast moving vehicular movement, especially private
vehicles towards Banaras. Of these, maximum share is held by two wheelers (41%). Also significant
is the percentage of goods vehicles which is about 15% of the total traffic with a higher percentage
moving towards Allahabad from Jhunsi. The classified volume counts on NH2 towards Kanpur
indicate a high fast moving vehicular movement, especially private vehicles.
Two-wheeler is the most common mode of transport in Allahabad; it constitutes 80% of the total
vehicles, followed by four wheelers. The maximum increase has been in the number of auto
rickshaws in the five year period.
Table 8.4 Number of vehicles in Allahabad district
2014 2013 2012 2011 2010 % growth
Auto rickshaw 9,893 7,577 5,502 3,590 2,613 94%
Bus 2,578 2,303 2,095 1,847 1,585 54%
Trucks 22,631 20,558 17,889 15,633 13,921 50%
Four wheeler 102,916 94,739 86,577 78,650 71,448 43%
[96]
2014 2013 2012 2011 2010 % growth
Others 3,012 2,836 2,678 2,469 2,371 26%
Two wheeler 742,192 674,407 615,934 561,917 515,028 41%
Tractors 35,614 32,636 30,347 28,655 27,262 30%
911,259 829,554 757,432 690,244 632,688 41%
Source – Regional Transport Office, Allahabad
Figure 8.4 Mode of transport (2014)
3.88% 1.08% 0.28% 2.46%
11.20% 0.33% Auto rickshaw

Bus
Trucks
Four wheeler
Others
Two wheeler
80.78% Tractors
8.2.3 Existing Transportation Infrastructure

The public transport facility of Allahabad is
Figure 8.5 Location of Bus Depot maintained by the UPSRTC. There are 8 bus
depots in the city and its out growths, these
depots serve the need of regional (intercity –
state) movement of the people. There are a
total of 404 buses owned by UPSRTC running
[97]
from these depots. Apart from owned buses UPSRTC also operates 121 hired buses.
The state bus terminals are located in the city‟s high density residential areas. Due to lack of
inadequate parking spaces at Civil Lines bus terminal, Zero Road Bus Terminal and Leader Road bus
terminal (Railway station), a large number of visiting vehicles get parked on the roads leading to
congestion. Also there is no provision for parking of private buses. Also, Civil Lines, Leader Road,
Rambagh Railway station and Kutchery have no areas for private bus parking.
As per CMP, alternative sites for bus depots were suggested in the Detailed Project Report by UMTC
for City Bus Services in Allahabad, but none of them have been sanctioned as of now. As per
UPSRTC Regional Workshop, which also caters as the Bus Depot, there are dead kilometers under
every route which may be avoided if a dedicated depot location is suggested
The following table gives a brief of bus depots and no. of buses:
Table 8.5 Depots and no. of buses

s. no. Depot name UPSRTC owned buses (nos.) Hired buses (nos)
1 Civil line 57 34
2 Mirzapur 41 35
3 Pratapgarh 54 21
4 Zero road 65 8
5 Leader road 76 1
6 Prayag 79 9
7 Lalbagh 20 10
8 Badshahpur 12 3
Total 404 121
Source: Office of Regional Manager, UPSRTC
Under JnNURM SPV was formed by AMC, UPSRTC and ADA with Municipal Commissioner, AMC as
its commissioner. This SPV had the responsibility to operate city buses in Allahabad. In the CMP it
was realized that the city needs 500 city buses to cater the needs of intra city public transport. But as
discussed during stakeholder consultation, it was mentioned that the city has only 130 city buses that
are still being operated from the UPSRTC bus depots and no separate land has been allocated for
operating city buses. Also there are no shelters developed for city buses.
Allahabad has three bus stands catering to different routes. The buses from western destinations like
Delhi, Agra, Lucknow and Kanpur halt at Leader Road Bus Stand. The Zero Road Bus Stand serves
the buses going on the southern route i.e. Mahoba and Satna. Buses from Varanasi and other
eastern towns arrive at M.G. Road Bus stand. The following table shows the local bus routes of
Allahabad.
Table 8.6 Bus routes of Allahabad

No. of Distance covered
S.No Routes No. of buses
trips per trip (km)
1 ADA Naini – Salori 8 10 24
2 Chatnag – Pritam Nagar 2 12 19
3 Civil Lines – Mau Ima 4 7 33
[98]
No. of Distance covered

S.No Routes No. of buses
trips per trip (km)
4 Civil Lines – Phulpur 6 7 32
5 Bahrana – Shankargarh 4 5 42
6 Kachehri – Jasra 4 7 30
7 Kachehri – CDA Pension 8 7 26
8 Govindpur – ADA, Naini 2 10 24
9 Triveni Puram – Airforce/Airport 22 8 28
Raymond –
10 19 8 29
Shantipuram/Phaphamau
11 Civil Lines – Sahson 4 10 26
12 Civil Lines – Sarai Chandi 2 7 32
13 Civil Lines – Sikandra 2 7 28
14 Railway Station – CRPF Camp 6 10 20
15 Railway Station – Suraon 6 9 25
16 Railway Station – Lal Gopalganj 4 5 40
17 Railway Station – Sisai Sipah 4 7 31
18 Railway Station – Shakhanganj 4 8 23
19 Darraganj – Bisona 5 7 26
20 Govindpur – IIIT 6 10 20
21 Govindpur – Mirapur 4 12 16
22 Salori – Pipalgaon 2 12 22
23 Kacheri - Bahriya 2 7 30
Source: UPSRTC, Regional Workshop, and Comprehensive Mobility Plan, Allahabad
[99]
Figure 8.6 Local bus routes in Allahabad
Major intra-city trips are catered to by the 3-wheelers (shared-tempos) which operate on 13 routes
within the city as given in table below. Lack of parking spaces and absence of defined stops leads to
traffic jams.
Table 8.7 IPT route in Allahabad
S.No. Route No. of three -wheelers
1 Railway Station to Kutchery (via Johnsonganj, Civil Lines) 50
Railway Station to Mundera/Mauri, Bamrauli, Bharwari

2 150
(TP Nagar)
3 Railway Station to Darraganj/Sangam 115
4 Railway Station to Kareli 40
5 Civil Lines to Govindpur via Kutchery 50
6 Kutchery to Govindpur 50
[100]
S.No. Route No. of three -wheelers
Civil Lines to Nawabganj, Mansurabad (upto Lal Gopal

7 45
Ganj)
8 Civil Lines to Soraon, Mau Ima 50
Mansarovar to Naini (via Rambagh, Bairahana, upto

9 75
Karchana)
10 Mansarovar to Ghoorpur (via Rambagh, Bairahana) 75
11 Civil Lines to Jhunsi (via Alopi Bagh) 100
12 Chauphatka/High Court to Kutchery 125
13 Dhoomaganj to Jalwa 50
Total 975
8.2.4 Parking facilities

Parking is a major problem in the city due to insufficient off-street parking facility. Parking generally
takes place along the roads in front of the commercial establishments, and public and semi-public
establishments. On-street parking, which reduces the actual carriageway capacity of a road causes
bottlenecks and hampers smooth movement of traffic. Parking demand and supply at some of the
major locations of the city, has been estimated by the CMP. It has been mentioned in the table below.
Highest peak hour accumulation was observed at Allahabad Junction Railway Station on both City
side and civil lines side, Indra Bhawan, PVR, High Court, Subhash Chowk and Ghantaghar. The local
traders and shop owners are primarily using these areas for parking. As per the CMP, 56% and 32%
of the total parked vehicles are two wheelers and four wheelers respectively; and, the remaining being
3 wheelers and autos. Demand/Supply gap analysis indicates
that there is an excess demand in case of on-street parking.
Due to inadequate off street and lack of organized on-street
parking facility, and strict enforcement mechanism, vehicles are
parked along the main roads. This results in congestion and
reduction of travel speed on the main road particularly during
peak periods. Creation of off-street parking and organized on-
street parking needs to be addressed at the demand
assessment and plan preparation stages.
Allahabad has three major commercial areas namely Chowk
(old city), Katra and Civil Lines area. The Civil Lines area has a 30m wide street network (Master Plan
2021). There is a provision for on-street parking along the linear commercial areas on either side of
the road.
[101]
In case of old city area there are no parking provisions. The vehicles are parked on the carriageway
resulting in traffic jams and congestion. There is no proper demarcated cycle rickshaw stand, which
occupies a significant share in the public transport.
In Katra, the situation is more complicated because of narrow streets. The vehicles are parked on the
streets resulting in frequent traffic jams. Encroachment on the ROW and absence of footpath forces
the pedestrians to walk on the carriageway resulting in conflict between pedestrians and vehicular
traffic. The shifting of the Katra Sabzi Mandi has reduced this problem in small stretch of the market.
8.2.5 Safety and traffic management measures

Signals are installed for safe and efficient movement of traffic and pedestrians when the accident rate
at a particular intersection is high. In Allahabad, signals are installed at more than 15 intersections.
Most of these are not functioning properly. The traffic police handle traffic at these intersections at the
moment. The traffic rules at the intersections are not obeyed because of factors like lack of proper
road geometrics, markings and signage.
Over the five year period (2008-12), there was a 44% decline in the number of accidents. The number
of accidents was 443 in 2008 and it came down to 250 in 2012. However, there was a drastic decline
in the number of deaths due to road accidents. The data is in the table below.
Table 8.8 Road accidents
Sr. No. Year Accidents Deaths
1 2012 250 72
2 2011 158 81
3 2010 483 262
4 2009 463 429
5 2008 443 412
Source – National Crime Records Bureau, Ministry of Home Affairs, Government of India
8.2.6 Key issues and Challenges

 GT road (NH-2) crosses the city. This leads to the unwanted entry of heavy vehicles within
the city and creates accident-prone area throughout the stretch.
 Rewa road (NH-27) is the major connector of Madhya Pradesh to Uttar Pradesh and Kolkata
this leads movement of through traffic within the city.
 Proper road geometric (Lane markings, footpath, Drainage, radius etc.) is lacking across the
city
[102]
 Due to poor traffic management, the number of accidents is high

 There are no parking space provisions in commercial areas.
 There is no provision for parking of private buses in Civil Lines, Leader Road, Rambagh
Railway station and Kachehri
 Some of the intersections have saturated
 Large percentage of slow moving vehicles in the old city leading to reduced level of service.
 Ineffective traffic control and management measure – most of the roads in old city are used
for haphazard on-street parking.
 Inadequate public transport system in the city has resulted in improper operation of
intermediate public transport vehicles causing traffic congestion.
 Heterogeneity of traffic obstructs the traffic flow and causes congestion on arterial roads
 Low bus handling capacity of the terminals.
 The state bus terminals are located in the city‟s high density residential areas. Due to lack of
inadequate parking spaces at Civil Lines bus terminal, Zero Road Bus Terminal and Leader
Road bus terminal, a large number of visiting vehicles get parked on the roads leading to
congestion.
8.3 Analysis of post- 1st Generation CDP Scenario

At the time of preparation of the first CDP in year 2006, it was analyzed that the city road network is
divided into three major areas in terms of road hierarchy– the old city area, civil lines, and the rest of
the city.
The old city has an irregular road network comprising of major roads, which are almost 2-3 lane
wide. A conspicuous feature of the layout of arteries is that all of them are linked with the main
transport artery, the Grand Trunk Road which passes through the heart of the area and hence
interlinked with each other. The secondary roads are narrower and congested due to encroachment.
The Civil Lines area is a well-planned in the form of gridiron pattern interspersed with Open Park like
spaces. The major roads have a 4-lane divided carriageway with wide footpaths on either side. The
collector roads are 2 to 3 lanes wide and intersect the major roads at traffic rotary. The area is divided
from the old city by Allahabad railway station.
The rest of the City comprises of Mumfordganj and Phaphamau in the north, Allapur in the east and
Naini in the south. The road network in these areas varies from 2 lanes to a single lane.
Key features Status
Regional  NH-2 (Grand Trunk Road) divides the city into two parts.
connectivity  Allahabad Bypass, connecting NH-2.
 City lies on Delhi-Calcutta rail route of Eastern Railways and has direct rail
connections with important cities viz. Kolkata, Delhi, Patna, Guwahati,
Chennai, Mumbai, Gwalior, Meerut, Lucknow, Kanpur and Varanasi.
Road network Road hierarchy varies in different areas:
 Old city - 2-3 lane undivided carriage way, connecting to the GT road.
 GT road passes through the heart of the city.
 Civil lines – grid iron pattern
 Outer city – 2 to single lane undivided carriage way
Travel  Old city area – average travel speed as low as 5-25 kmph
characteristics  Cycle rickshaw contributes almost 70% of the modal share, followed by 2-
[103]
wheelers and cyclists

 Overall city has 80% two wheelers in the total traffic
Registered Increased from 2 to 4 lakhs in 5 years ( 2001-06)
vehicles
Public transport  There are three bus terminals in Allahabad – Civil Lines, Leader Road and
Zero Road.
 UPSRTC operating with fleet of 450 buses.
 Mainly serving long routes travelers (inter-city)
 UPSRTC buses operation on 4 routes
 IPT (3 wheelers) operating and serving the local transport needs.
 Mini buses operating on 10 different routes in the city.
 Cycle rickshaw on routes where 3 wheelers not present.
Parking  On-street parking on 30m wide network in Civil lines area.
 Old city – no parking provision, vehicles parked on the carriage way
 Katra area – streets are narrow, parking is done on the streets
st
1 generation CDP initiatives
The objective was to achieve a sustainable transport system that is adequate, safe, comfortable,
equitable and efficient, providing relief to the city from the through traffic and special arrangements to
meet out the traffic demand during the Kumbh mela.
Project with a total cost of Rs. 700.60 crores were identified under the broad heads as follow:
 Construction of Southern bypass

 Construction of Northern bypass
 Widening of Roads
 Flyovers
 Road Over-Bridges and Road Under-Bridges
 Widening of Rail Under-Bridge (at road level)
 Intersection Improvement
 Signalization of Intersections
 Speed Breakers
 Zebra marking, lane marking and signage‟s
 Road Lighting
 Multi-level Parking
 Bus Terminals
 Truck terminals
[104]
9. Housing and urban poverty

The section provides a detailed over view of the existing housing scenario in the city in terms of
present housing stock, quality of housing and housing requirement for future projected population.
Also, the housing typology in the inner city, newly developed areas and peripheral zones has been
discussed. Based on discussions with officials and stakeholders the future housing growth scenario
has been forecasted. The urban poverty section explains the demographics, social profile and the
status of coverage of key infrastructure services in the urban poor area of the city. Also, the status of
the projects related to urban poor has been discussed.
9.1 Overall housing scenario in the city

Housing, one of the basic services, is to be provided for better quality of life, shall be given the
importance in the plan. The increasing level of urbanization has created the stress on housing sector
in Allahabad. As indicated by the last three decades population demographic data, it can be seen that
there is a high increase of 30% population from 1981-1991 came down to 14% during 2001-2011, but
the increase in housing cannot catch the pace of increasing population hence resulting in the housing
gap.
As per the Master Plan, 2021, a total area of 11164.48 hectare has been allocated for housing
purposes. Of this, 52% of the area has been developed and the balance 48% will be inhabited over
the period of time.
9.1.1 Present availability of housing stock

At present, as per census 2011 figures total census houses in Allahabad is 1.95 lakhs. Out of this,
93% of the houses (1.81 lakhs houses) are occupied and remaining 7% of the houses are vacant
houses. The residential houses accounts for 79% of total occupied houses in the city followed by
shops/offices with 6%, and 7% of the houses under other than non-residential use.
In order to find the growth in the number of houses, the current data has been compared with the
census 2001. As per this analysis, the total number of houses has increased to 25,831. Whereas,
number of occupied houses increased by 35,717 at a decadal growth rate of 22%. The residential use
has decreased from 84% in 2001 to 79% in 2011.
9.1.2 Quality of housing stock

As per Census 2011, a 'Census House' is a building or part of a building used or recognized as a
separate unit because of having a separate main entrance from the road or common courtyard or
staircase etc. It may be occupied or vacant. It may be used for a residential or non-residential purpose
or both. There are a total of 195,259 census houses. Majority of the tables are in good condition and
only 3% are in dilapidated state.
[105]
Table 9.1 Condition of census houses
Total Good Livable Dilapidated
195,259 135,556 54,644 5,059
100% 69% 28% 3%
Source-Census of India, 2011
9.1.3 Housing requirement as per the future projected population

As per the Master Plan, 2021, in 1991 housing stock availability was estimated to be 1.46 lakhs
against a demand of 1.80 lakhs. Hence, the housing stock shortage in 1991 was 34,000. This gap is
estimated to increase to 94,000 in 2001. In addition, houses which were in dilapidated condition and
are not in livable condition; hence they need to be reconstructed.
The population is expected to increase from 12.12 lakhs in 2011 to 24.25 lakhs in 2041. For a
27
household of 5 persons , there will be a requirement of 4.85 lakh housing stock by 2041. So on
including the existing shortage, the total requirement of housing stock till 2041 will be 3.98 lakh.
9.1.4 Overview of growing Housing Sector in the town

Like many other tier-II cities across the country, housing sector is Allahabad is also booming. The
growth in the sector is primarily being witnessed due to increase in economic status of the residents
and population. As the main city has saturated, housing demand has increased in the satellite towns
of Allahabad .i.e. Naini, Jhusi and Phaphamua. In addition to a few group housing projects being
undertaken by ADA, many private developers are coming up with their townships.
Allahabad High Court in its ruling has restricted the construction of any building 500 m from the
highest flood point on the banks of the rivers. The reference point of the highest flood point was the
level of floods in 1978. Now Allahabad is surrounded by rivers on three sides, so construction of new
townships is constrained and there is no major economic activity in the satellite towns, except Naini.
So demand of such housing projects in Phaphamua and Jhusi is limited. In addition, the end users‟
willingness to relocate is low due to poor connectivity. So, for the housing sector to grow, a ring road
between the satellite towns, and main city, and bridges over the rivers needs to be constructed.
9.2 Urban Poverty and Slums

Urban poverty is a very critical subject for Allahabad. However, there are no recent studies to depict
the exact number of slums, households and the extent of service level in the slums. The last such
database available is from Census 2001. Based on discussions with DUDA officials, it was revealed
that number of slum pockets close to 200 with more than 3.5 lakhs population.
Multiple agencies are involved in providing housing and infrastructure services to the urban poor.
DUDA is the nodal agency for providing housing to the urban poor. It is undertaking various schemes
of the Government of India and the state government. It also develops the infrastructure for services
27
Household size of 5 has been assumed for calculating housing shortfall in the Master Plan, 2021
[106]
like water supply, sewerage, drains, roads, and streetlights in housing projects and hands these over
to AMC and Jal Kal.
Jal Nigam is responsible for providing water supply, sewerage network, drains, etc., in slum areas,
which on completion are handed over to Jal Kal. AMC is responsible for providing roads and
streetlights in slums. Jal Kal maintains the water supply and drains developed by DUDA and Jal
Nigam. Currently, DUDA is in the process of undertaking a household-level survey. Once the survey
is complete, a database will be created. Specific service standards like water supply connections and
sewerage connections, pertaining to the urban poor, are not available with DUDA.
Based on primary interactions with self-help groups, the urban infrastructure does not appear to be
satisfactory enough to bring homogenous development in new areas. The growth of housing stock
has not been commensurate with the population growth, resulting in an increase in the housing stock
deficit ultimately leading to the origination and growth of slum dwellings.
Housing projects
At the state level, the Government of Uttar Pradesh has launched several schemes for providing basic
services to the urban poor, which include security of tenure and improved housing at affordable
prices. Schemes that are being implemented are Sarv Jan Hitay Gareeb Avas (Slum Area) Malikana
Haq Yojna, Manywar (MKDBBSVY), and Shri Kanshi Ram Ji Shahri Avas Yojna. The District Urban
Development Authority (DUDA) is responsible for the implementation of such schemes. After
implementing these schemes, DUDA hands over the responsibility of providing services to AMC and
Jal Kal. Under the Shri Kanshi Ram Ji Shahri Avas Yojna scheme, 1,500 houses have been
constructed and allotted to beneficiaries by DUDA. Another 511 dwelling units are under construction.
9.2.1 Number of Slums28

As per draft City Sanitation Plan, Allahabad a large number of slums are located along the riverbed, in
the core of the old city, in the cantonment area and other environmentally sensitive areas. There are
185 slums with a total population of 330,000 covering almost 27.4% of the total population. Whereas
a rapid survey of authorized and unauthorized settlements/ slums and urban villages carried out by
Oxfam (India) Trust in 2005 suggests that there are 283 poor settlements or slums in Allahabad with a
population of 3,63,550 persons. This constitutes 30% of the total population of the city. Of the total
283 slums, there are 59 slum settlements having a total of 20-50 households while 159 settlements
inhabit over 200 households. There are about 131 authorized slums, 112 unauthorized ones and 40
urban villages. However, as per the Census 2001, only about 15% of city‟s population lives in slums
and as per Census 2011, 6% of the households have been declared as slums. So for the purpose of
Capital Investment Plan, Census 2011 figures have been assumed.
9.2.2 Available infrastructure for slum communities

Water supply
In the slum and LIG areas, deep bore hand pumps have been installed and provision of water tankers
is made additionally to meet water supply needs of the community during emergency. Water is
29
supplied to slum and LIG areas through 1273 public taps . Jal Kal has installed 2,383 hand pumps in
the slum/LIG areas out of those 404 hand pumps are not in use, besides this large number of
28
Data related spatial distribution of slums in the city, land tenure and housing details are not available
29
[107]
households has made their own private arrangement of hand pumps. The supply of water supply
varies between one and six hours.
Sewerage/Sanitation
Focused group discussions revealed that most of the slums do not have sewerage connections. Many
of the households‟ dispose-off waste directly into river/pond/nallah and majority of them do not have
individual toilets.
9.2.3 Government Initiatives in slum improvement

Schemes that are being implemented are Sarv Jan Hitay Gareeb Avas (Slum Area), Malikana Haq
Yojna, Manywar (MKDBBSVY), and Shri Kanshi Ramji Shahri Avas Yojna. DUDA is responsible for
the implementation of such schemes. After implementing these schemes, DUDA hands over the
responsibility of providing services to AMC and Jal Kal.
Swarna Jayanthi Shahari Rozgar Yojana (SJSRY) is the major poverty eradication programmes
implemented through GoI funding. DUDA ropes in agencies to train slum dwellers for employment in
areas of high demand.
9.2.3.1 Rajiv Awas Yojana (RAY)
RAY aims at Slum Free India by Improving and provisioning of housing, basic civic infrastructure and
social amenities in intervened slums and enables policy intervention to facilitate the supply of
affordable housing and developed plot so as to arrest the formation of new slums.
DUDA, AMC is in process of preparing Slum Free City report under RAY. Once the report is finalized
and approved. DUDA will take up projects under RAY. DUDA will take up a pilot project for slum on a
Defense Land.
9.2.3.2 Basic services to urban poor (BSUP)
Under this program, 1558 flats were planned to be constructed, however only 1140 flats were
constructed and construction on the remaining 417 is yet to begin. Of the DU‟s which have been
constructed, only 929 have been occupied and the remaining are lying vacant.
9.2.3.3 Kanshi Ram Shahari Garib Awasiya Yojana (KRSGAY)
The program was launched in 2008 to construct houses for urban poor. Projects were planned in two
phases. In the first phase 1500 flats were constructed and allocated with preference to destitute
widows, disabled and people below poverty line in the same sequence. In the second phase 511
dwelling units are being constructed.
9.2.4 Critical Analysis of housing and urban poverty under 1st Generation
CDP Scenario
st
As per 1 generation CDP, there were 185 slums and 3.3 lakh people living in slums in Allahabad. 43
slums were located along the railway lines and in the CB areas where basic services were both very
poor. Only about 25% to 30% slum people (authorized slums + unauthorized slums) had individual
water supply connections and rest 70% to 75% people were dependent either on the public stand
post and hand pumps or did not have accessibility to the potable water/ municipal water.
There were 111 community toilets across the city, but their number was inadequate which led to open
defecation. The responsibility of construction of these CTCs was with the AMC and DUDA. As per the
[108]
CDP majority of slums had very poor sanitation facilities; most were either without sewer or with
partially sewer, with disposal of household waste water and solid wastes directly being dumped into
open nallas, which adversely affected drainage in these areas, leading to water logging. The poor
environmental conditions within the slum areas had adversely affected the health of the residents.
The average household size in slums in Allahabad was about 6 versus 4.5 for the city as a whole.
Only 3% houses were pucca (20% semi pucca and 77% kutcha) in unauthorized slums whereas this
is 70% in authorized slums. There were about 40% pucca houses in urban villages.
Four slum improvement schemes were launched Slum Improvement Scheme, Swaran Jayanti Shahri
Rozgar Yojana, National Slum Development Program and Valmiki Awas Yojna. However, only 70
houses were built under these schemes and major component of the funds were spent on constriction
of drains. No money was spent on improving water supply and sanitation facilities.
9.2.5 Policy, Regulatory and Institutional Framework

20% of the saleable land and plots are being reserved for housing projects for the EWS and LIG
categories, to be developed by ADA. Further, GoUP has issued a government order stating that such
provision of reservation should be followed by private developers also.
As per the first generation CDP, there were 185 slums with 3.3 lakhs people living in them. Only
20-25% of the people living in slums have access to individual water supply connections. There
were 111 community toilets with most of them connected to sewer line and only 3% of the houses
were pucca.
9.2.6 Key Issues

 The population and household data pertaining to slums is old and information on service in these
slums is not available.
 Slow pace of the household survey is leading to delays in the formulation of an area-specific
comprehensive policy for service to the urban poor and creation of database.
 Lack of coordination between DUDA and AMC in forming a comprehensive development policy
for the urban poor.
 Inadequate staff in the district DUDA office. Currently the programmes under DUDA in Allahabad
are being managed by a project officer and an engineer.
 For ex-situ development, the slums should be relocated too far away from the city or the source of
employment of the people occupying the slums.
[109]
10. Baseline Environment: Urban Environment and

Disaster Management
10.1 Pollution Level in the town
10.1.1 Ambient Air Quality

Rapid industrialization and vehicular traffic especially in the urban areas of India is a great threat to air
quality. The degradation of air quality is a major environmental problem that affects many urban and
industrial sites and the surrounding regions worldwide. At the two air pollution tracking centres, PM 10
was recorded to be many folds higher than prescribed norms and the NO2 was just over the
prescribed limits at Mahalakshmi crossing.
Particulate matter (PM) is tiny pieces of solid or liquid matter associated with the Earth's atmosphere.
Most reasons for PM count to be high are construction work, dust particles and pollution.
Table 10.1 Air quality, UPPCB - 2013
Sr. No. Area PM 10 SO2 NO2
1 Mahalakshmi crossing (commercial) 253.7 5.2 31.9
Equipment Corporation of India 218.0 4.1 26.2

2
(residential)
Ambient conditions 60 20 30
Source – Uttar Pradesh Pollution Control Board
10.1.2 Noise Pollution

Noise pollution may be defined as unwanted sound, which gets disposed of into the environment
without monitoring its adverse effect on living being. The level of Noise Pollution was noticed to be
high. The major factors contributing to this are the heavy traffic volume on the roads leading to
persistent honking and the high intensity of commercial activities on the roads.
10.1.3 Water Pollution

Allahabad is bounded by rivers Ganga and Yamuna on three sides. Water from Yamuna River is used
for drinking purposes. After treatment the water is supplied to households. Pollution of water is mainly
on account of discharge of untreated sewerage in the rivers and open defecation on river banks. In
addition, bathing and washing of clothes also causes pollution of water.
[110]
Table 10.2 River water quality details
Desired Total
Location/ Actual Desired
Sr. Desired BOD Coliform Coliform
Source collection DO BOD
No. DO (mg/l) (mg/l) (MPN/10 (MPN/100
point (mg/l) (mg/l)
0 ml) ml)
River
1 Downstream 8.4 3.63 24,250
Ganga
River
2 Upstream >=6 8.6 <=2 3.58 <=50 20,667
Ganga
River
3 Allahabad 8.1 2.13 3,333
Yamuna
DO-Dissolved oxygen
BOD - Biochemical oxygen demand
Source – Uttar Pradesh Pollution Control Board
10.2 Water bodies
10.2.1 List of water bodies in the town

River Ganga and Yamuna are the two cities which pass through the city. River Yamuna is the main
source of drinking water. River Ganga flows towards the northern side of the city and river Yamuna
towards the southern part of the city.
10.2.2 Existing condition of water bodies

Ganga is polluted in many ways in Allahabad. City drain water goes into big drains which flow towards
Ganga in Rajapur Muradabad, Rasulabad and Daraganj. Thousands of pilgrims and local people go
for bathing due to religious and superstitious beliefs. They carry with them waste of sacred
ceremonies for flowing in river Ganga. Eatables, polythene bags etc. which are usually thrown at
banks of rivers Ganga and Yamuna. During their bath people use plastic containers and bottles which
is left in the river itself. Besides all this the industrial wastes include chemicals which are hazardous to
health are also led into the industry.
It gets worse during Magh and Kumbh Mela in the months of January to March every year when there
is congregations of thousands of pilgrims who camp near the river banks. On main occasions like
Basant Panchmi, Makar Sankranti, Shivratri etc. the crowd extend up to 80,000 to 100,000. Thus a lot
of waste gets accumulated during this time of the year in water. The problem is compounded by low
water level in the rivers.
[111]
10.3 Gardens and open spaces

There are 150 parks which are owned and maintained by AMC. Among these parks, Company Park is
of historical importance. The Public Library and the place where Chander Shekhar Azad was killed
are located in this park. Some of the parks maintained by ADA are Hati Park, P.T. Park and Tapovan
Park. In addition there are 4 parks in Mamforganj and Allapur area.
As per the Master Plan, 2021, in 2002 there was 140.14 Ha of parks and open areas within the
development area. The master plan proposes 351.75 Ha of parks and open spaces, 402.20 Ha of
district parks, 1719.00 Ha of neighbourhood parks, 707.00 Ha for Kumbh Mela and 1433.00 Ha for
river front development in the development area. Of this, 1730.45 Ha has been proposed in the main
city, 1786.00 Ha in Naini, 501.00 Ha in Jhusi and 550.00 Ha Phaphamua.
10.4 Identification of environmentally sensitive areas

Areas situated along the rivers Ganga and Yamuna experience flooding during monsoon and hence,
these areas are most environmentally sensitive. The main low-lying areas of Allahabad are Newada,
Ashok Nagar, Ganganagar, Rajapur, Uchwagarhi, Beli Gaon, Mehdauri, Shivkuti, Chilla, Govindpur,
Salori, Baghara, Chota Baghara and Daraganj. The table below lists down the name of gauges in
Allahabad and their danger marks. It also mentions the highest flood level.
Table 10.3 Location and Catchment Area of Gauge Station in Allahabad district
Sr. No. River Location of gauge Danger mark (m) High Flood Level (m)
1 Ganga Fafamau 84.73 87.98/78
2 Ganga Chatnag 84.73 88.03/78
3 Yamuna Naini 84.73 97.99/78
Source - U.P. State Disaster Management Plan on Floods
10.5 Disaster Proneness Assessment of the City

Allahabad district is in moderate risk zone II with respect to vulnerability to earthquakes and falls on
the sub-surface fault. However, recently Allahabad is prone to urban flooding. The urban flooding is
considered as a recent phenomenon by the National Disaster Management Authority (NDMA).
According to NDMA's National Disaster Management Guidelines for management of floods, flooding
in the cities and the towns is a phenomenon, caused by frequent instances of heavy rainfall in a short
period of time, indiscriminate encroachment of waterways, and inadequate capacity of drains and lack
of maintenance of the drainage infrastructure. Of late, it had aggravated. The urban areas of eastern
UP in districts like Allahabad, Varanasi, Mirzapur, Ghazipur and Ballia are experiencing the worst
floods after 1978. The highest flood point of Ganga was recorded at the level of 88.03 metres in
Allahabad.
Manmade
[112]
At the time of heavy rainfall due to the poor drainage system many low-line areas get flooded. While
at the time of heavy flood due to the damage done by the local population to the embankment much
more country side area gets flooded.
10.6 Disaster Management Mitigation Measures

According to NDMA report, floods being the most common natural disaster, people have, out of
experience, devised many ways of coping with them. However, encroachments into the flood plains
over the years have aggravated the flood problem and a need to take effective and sustained flood
management measures has been felt. Various measures, structural and non-structural, have been
taken by the central and state governments and as a result, considerable protection has been
provided to the people. However, more efforts are required in this direction and there is a need to put
in place a techno-legal regime to make structures flood-proof and regulate the activities in the flood
plains and ghats along the river Ganga. For instance, structural measures such as the construction of
protective works or alterations designed to diminish the vulnerability of the elements at risk, and non-
structural measures, such as regulating land use and building codes, incorporating preventive aspects
into development planning, and equipping line departments for damage reduction, can all reduce the
impact of a disaster on a region or a population.
The Uttar Pradesh disaster management plan for flood proposes short-, medium- and long-term
disaster mitigation plans. There is need to integrate disaster mitigation strategies with the master plan.
The plans have been listed in the table below.
Table 10.4 Prevention and mitigation plans
Sr. No. Description of work Nodal agency
Short term structural work
1 Repair of embankment and overhauling of Barrage U.P. Irrigation Dept.

Gates
2 Renovation and cleaning of Trunk Drains/Other Drains U.P. Irrigation Dept.
3 Protection river erosion at critical location U.P. Irrigation Dept.
4 Deepening of the Water bodies Minor Irrigation Dept.
5 To ensure the availability of transport vehicle for supply Transport Dept.

essential goods at desired locations
Jila Vigyan Club

6 Creation of awareness among local people through
various medium of media. (Dept. of Science &
Technology)Chairman, Director
Steering Committee & Relief

7. Creation coordination committee from different
Commissioner
department
Agri.; Soil & Water Cons; Minor

8. Construction of water and soil conservation structures
Irrigation etc.
[113]
Short term non-structural work
U.P. Irrigation Dept.

1. Establishment of flood control rooms at district H.Q
U.P. Irrigation Dept. & Dept.

2. Frequency analysis of floods occurrence based on past
Science & Tech
year experiences through Remote Sensing Data RSAC-UP
Dept. Science & Tech
3. Assessment of flood plains in different river basins
RSAC-UP
Panchayati Raj/ Revenue Dept.
4. Deepening of the Water bodies
Food & Supply Dept.

5. Proper storage of food Grains & fodder
PWD
6. Procurement of sand bags and boulders
Medium term structural work

1. Renovation & Modification of exiting embankment &
construction of new embankments

2. Constriction of new drains in selected areas
Revenue Dept.
3. Alleviation of the villages
PWD & Others

4. Modification of approach road
PWD & Panchayati Raj

5. Modification & rectification of critical facilities available
at village level
Revenue Department
6. Construction of warehouses & shelters at safer places
Medium term non-structural work
U.P. Irrigation Dept. & Dept. of

1. Flood risk zonation mapping
Science Technology (RSAC-
UP)
Dept. of Science Technology
2. Identification of safer places through GPS surveys GIS
(RSAC-UP)
Technology

3. Monitoring configuration of rivers channel and changes

4. Assessment effectiveness of flood control work

5. Detecting changes in flood plain and catchments
characteristic
Health Dept.
6. Strengthening of Medical & Health Facilities
[114]
District Administration &

7. Creation of awareness among local people through
Revenue Dept.
various medium of media.
Forest Dept.
8. Plantation in the Catchment area of the rivers basin
Long term structural work
Revenue Department & Other

1. Establishment of the additional Diesel pumps
Agencies
Forrest Deptt.
2. Promotion of Plantation along the river embankment &
Bundh

3. Establishment of flood wireless centers at different dam
and barrages (92Centres)
CWC & U.P. Irrigation Deptt.

4. Proper regulation of ponds and barrages
Police Deptt & NGO‟s.

5. Removal of encroachment from the river embankment
Dept Geology & National

6. De-siltation of rivers
Waterways Authorities
Long term non-structural work
Relief Commissioner
1. Nomination of Nodal and Flood Coordination Officer

2. Disbursement of the instructions for zonal officer
Relief Commissioner
3. Nomination of Nodal Officer for mitigation of Inter State
Flood Problems, if any
U.P. Irrigation Dept. & Dept. of

4. Creation of flood risk zones & flood plain maps at district
Science Technology (RSAC-
level UP)
Revenue Dept. & Other
5. Publishing of a document for the preparation of flood
Agencies
mitigations
Source - Uttar Pradesh disaster management plan
The Uttar Pradesh disaster management plan for flood, proposes the following institutional and
administrative preparedness –
 Formation of Crisis Management Groups/disaster Management Committees at Region,
Macro and Micro Level
Formation of District Crisis Management Group (DCMG) at the district level under
Chairmanship of District Magistrate or his Nominee not below the rank of ADM, Tehsil Crisis
Management Group (TCMG) at sub-division/tehsil level under Chairmanship of officer not
below the rank of SDM and Village Disaster Management Committee (VDMC) level for
[115]
disaster management. This organization at sub divisional level should include representatives
of Irrigation/Revenue/P.W.D./Health/police and public representatives
 Emergency Expansion Plan for Hospitals and Health Centres
Emergency expansion plan for hospitals and health centres both for Centres, States Govt.
and for private hospitals and nursing homes, in flood prone areas are required where
Schemes for mobile medical teams for post-disaster situation are needed.
A Team of Medical Expert/Specialist for identifies diseases and its treatment, specially
developed in flood prone areas and adjoining areas.
Identification of hospitals owned by Army in the vulnerable areas and adjoining areas where
flood victims shall be treated. Prior reservation must be done, considering the hazard
assessment. Medicines like oxygen, saline water, OT and life-saving drugs should be kept
ready. Doctors and Para medical staff should be identified and posted in these hospitals.
Training of Doctors and Para medical staff on flood incidence must be done. So far as flood is
concerned, a trauma center should be developed to normalize the mental condition of the
victims. Assessing the nature and number of injuries the bed facility, medicines, oxygen,
bottles of saline water, life-saving drugs and medical expertise should be made available at
the time of need. The Air-force should be made alert to transport the seriously injured victims
which require more care in Medical Colleges, Command Hospitals, AIMS and PGIs
 Identification of Warehouses
Identification of warehouses of Supply Department as centres for storage of relief material
and its distribution
 Emergency Communication Systems
Planning, updation and mobilization of existing radio communication resources in emergency
and acquisition of satellite phones to make them available at the Tehsil or block level in the
districts. Establishment of strong Telecommunications Network, for Mobile & Satellite Phone
10.7 Key issues

 There is need to integrate disaster management measures with master plan. The best way to
do that can be through adoption of disaster resistant construction technologies specific to the
kind of hazards in different areas. More precisely it can be stated that for a particular hazard
e.g. Flood.
 Systematic dissemination at city level of disaster management plans prepared by the state
government not done.
 These is need to construct embankment on all the three sides on the city to protect from
damage by floods
 Due to urbanization over the years the green cover in the city has been reducing
 Due to excessive dependence on ground water and lack of water recharging, the ground
water level has been depleting
 The rivers face additional pressures on the days of the religious festivals when millions of
devotees bathe at Sangam. Besides these, the increasing use of plastics and un-dissolvable
material clogs drains and contaminates the river water
 The increasing impact of pollution and the decreasing volume of water in the rivers together
have a multiplier effect on Allahabad
[116]
11. Climate Change

For centuries, human activities have released large amounts of carbon dioxide and other greenhouse
gases into the atmosphere. Majority of greenhouse gases come from burning of fossil fuels like while
producing electricity or smoke from transport vehicles. Deforestation, industrial processes, and some
agricultural practices also emit gases into the atmosphere. This has led to climate change, which is
refers to any significant change in the condition of climate lasting for an extended period of time.24 In
other words, climate change includes major changes in temperature, precipitation, or wind patterns,
among other effects, that occur over several decades or longer. Various evident impacts of the
ongoing climate change at broad level are as follows:
 Rise in global average temperature near Earth's surface.
 Change in the monsoon pattern
 Change in the pattern of wind
 Increase in incidents of natural calamities like floods, droughts, earthquake, severe heat
waves, and cyclones
 Effect on agriculture yields
 Melting of ice and rise in sea level, etc.
The impacts of the climate change are evident from various disasters events that have taken place
and present challenges for the societies and environment. Planning to mitigate the impact of climate
change and reduce the emission of greenhouse gases is becoming more important for sustenance of
our present societies and to save for future generation. This is possible by adopting sustainable and
low carbon emission development measures.
11.1 Climate Change and urban cities

Given that half of the world‟s population started to live in cities by 2007, it is no exaggeration to say
that the battle against climate change will be won or lost in our cities. To the extent that cities promote
use of cars, urban sprawl is also often associated with climate change. That is, the wider the sprawl,
the greater the use of cars and carbon emissions. Energy consumed in lighting of residential and
commercial buildings generates nearly a quarter of GHGs globally and transport contributes 13.5%, of
which 10% is attributed to road transport. We can safely assume that a sizeable portion of this volume
of emissions is generated in cities. According to the Clinton Foundation, large cities are responsible
for about 75% of the GHGs released into our atmosphere.
Since cities have a high concentration of population and economic activities, they are vulnerable to
climate change. India‟s cities are characterized by high density of population and housing stock and
poor infrastructure, which make them all the more vulnerable to climate change. Given that the most
valued infrastructure is usually located in cities, the economic and social costs of climate change will
be much higher in cities. For example, cities house valuable communication infrastructure as they do
physical infrastructure such as buildings, roads, bridges, and flyovers. Hence, any climate change
impacts will cause damage both physical and financial. Climate change impacts the physical assets
used within cities for economic production, the costs of raw materials and inputs to economic
production, the subsequent costs to businesses, and thus output and competitiveness.
[117]
11.2 Carbon footprint and heat island mapping

It is important to understand that all the emitted gases, which get trapped in the atmosphere, are
called greenhouse gases (GHG). Carbon dioxide, methane, nitrogen oxide, and halocarbons are
termed as GHGs. These GHG emissions stay in the atmosphere and the time of stay of various type
of GHG emission also varies. As per the Inter Panel of Climate Change (IPCC), the approximate time
of stay of various GHG emissions in the atmosphere is summarized in the table below.
Table 11.1 Impact of global warming

Approximate time of Global warming potential
GHG emission (Gas)
residence in the atmosphere over 100 years
CO2 50-200 years 1
Methane (CH4) 12 years 21
Nitrous oxide (N2O) 114 years 289
Halocarbons (others) 1-50,000 years 5-22,800
Source: Intergovernmental Panel on Climate Change, 2007, report
The warming impact of different types of GHGs varies according to the warming power of the gas and
the length of time it stays in the atmosphere. As shown in the table above, carbon dioxide has an
atmospheric life of 50 to 200 years. So once emitted into the atmosphere, it has a warming effect over
a long period of time. Methane, for example, has a life of about 12 years, much shorter than carbon
dioxide.
The warming power of each gas varies greatly. For example, methane is a much more powerful GHG
than carbon dioxide. Over a 100 year period, a molecule of methane (CH4) has 21 times the warming
effect as a molecule of carbon dioxide (CO2), even though it stays in the atmosphere for only about
12 years of the 100-year period.
To compare the impact of each gas, the warming potential of each gas is computed over a 100-year
period, as shown in table above, the greenhouse warming potential (GWP) is computed for each gas
based on its warming power and atmospheric lifetime. As a basis of comparison, carbon dioxide is
assigned a GWP of one and the GWP of the other gases are computed in relationship to carbon
dioxide. For example, relative to carbon dioxide, nitrous oxide has about 300 times the warming
effect. The other gases (halocarbons, perfluorocarbons, and sulphur hexafluoride) are also powerful
gases
11.2.1 Concept of carbon footprint and its impact

Carbon foot print is a measure to understand the per capita GHG emission levels for a specific area,
which can be a block, city, region, state, country, etc., which also helps to understand its impact on
the environment. It also helps in understanding the actual CO2 emissions emitted by the actions of
each individual and based on the carbon footprint, necessary steps should be taken to reduce the
carbon footprint to make cities more sustainable. Socio-economic characteristics play an important
role in GHG emissions (primarily consisting of CO2). Increase in carbon footprint is having a direct
and profound impact on the environment, human health, economy, flora and fauna, and ecosystems.
Thus, understanding the impacts due to increasing carbon footprint are summarized below.
[118]
Table 11.2 Effects of climate change

Sector to be affected Probable affects due to climate change
 Rising temperatures, shifting precipitation patterns are
changing the growing patterns of plants, heat island effects
 Sea levels rise due to increase in temperature - warmer
Impact on Environment water occupies more space than cooler water (applicable for
coastal cities)
 Increasing solid waste and sewage and dumping of waste
without treatment posing a threat.
 Malnutrition caused by the result of climate change on food

crops, such as drought that interferes with the growing
season
 Chances of spread of diarrhea disease as access to safe
Impact on human health water being compromised
 Vector-borne diseases such as malaria due to rising
temperature
 Respiratory problems as asthma and allergies due to
increased air pollution
 Effect on local economies dependent on land and natural

Impact on Economy resources like agriculture, fishing industry
 Rise in prices of food grains, vegetables, fruits, etc.
 Erosion of shorelines, destruction of ecosystems, coastal

Impact on Ecosystem
cities and towns could be displaced by rising seas
Source: CRIS adaptation from the article by author Alyssa Morse: “The Importance of Reducing a Carbon
Footprint”, issued in 2010
Based on the various literature review; understanding of the emission pattern from various sectors at
a city or urban area level in developed countries and Indian context is shown in the figure below.
11.3 Impact & Imperatives

Impact on India
IPCC-2007 reports incorporate likely impacts of climate change in India that could materialize by
2030. Among those mentioned are:
 Himalayan glaciers will shrink in area from 5 lakh to one lakh sq. km.
 Per capita water availability will get reduced. It is about 1800 cum/year now. By 2050, it would
come down to 1000 cum/year (which is clearly a water distress situation);
 Agriculture productivity is likely to shrink by up to 30%;
 There will be less snowfall and its melting will take place earlier than usual; and
 Rivers originating in Himalayas will carry much more water, earlier than usual. There will be
more water in summers and flows will become thin before September. Consequently, flood
intensities and frequencies and drought phenomena would increase. Also, there would be
much less water in rivers during Rabi.
[119]
The estimated water flow changes in some important river basins of India have been worked out in
the IPCC-2007 reports and are reflected in the table below.
Table 11.3 Impact of climate change on rivers
More Water Less water
Current flow Change in Current flow Change in

Basin Basin
(BCM/yr) flow (%) (BCM/yr) flow (%)
Indus +17.6% 73 Luni 15 -3.7%
Ganga +9.7% 525 Sabarmati 4 -12.3%
Brahmaputra +8.4% 586 Mahi 11 -8.1%
Mahanadi +11.1% 67 Narmada 46 -3.4%
Godavari +19.2% 110 Tapti 12 0.6%
Brahmni +14.8% 28 Krishna 78 -6.3%
Cauveri 21 -2.8%
Source: IPCC Draft Report, (First) released in Feb. 07, at Paris
Impact on Uttar Pradesh and its cities

Allahabad falls in the northern region of India and, from the above discussion, it would be clear that it
faces, comparatively, greater vulnerabilities in climate change contexts, some of the critical ones
being:
 Loss of agricultural production impacting food security and nutrition levels;
 Water shortages;
 Changes in the hydrological cycle would give rise to bouts of droughts, floods and short-
duration extra-heavy precipitation;
 More areas will be affected by malaria and other vector borne diseases;
 Risks of land degradation and adverse impacts on forests, wildlife and biodiversity would
increase. There would be inevitable changes in vegetation zones and species mix and in pest
distribution; and
 Comparatively higher average temperature rises would be experienced.
11.4 Climate resilience and carbon reduction strategy

A major challenge for cities facing rapid population growth is to maintain environmental sustainability.
A review of a literature indicates that some factors that make cities sustainable include the presence
of robust urban infrastructure, good governance and legal framework, participatory approaches for
multi-stakeholder interactions, and replicability of best practices.
Given the nature of inter-linkages of services within an urban environment and consequently the
highly connected nature of risks, policies relating to urban resilience and sustainability essentially
[120]
need to address multiple sectors and dimensions. This includes, for example, land use planning,
energy management, ecosystem services, housing and transport, water supply and sanitation, health
services, and waste management, inter alia.
11.4.1 Available policies for climate change and disaster resilience

The national government‟s Ministry of Environment and Forests (MoEF) deals with climate change
issues within the country. In June 2007, a high-level advisory committee called the Prime Minister‟s
Council on Climate Change‟ was established to coordinate national action for assessment,
adaptation, and mitigation. The committee‟s mandate is to develop a coordinated response on climate
change at the national level, formulate action plans, and monitor the key policy decisions. The Indian
government launched the National Action Plan on Climate Change on June 30, 2008. The plan
provides a directional shift towards the development of a low-carbon economy through multi-pronged,
long-term, and integrated strategies.
Table 11.4 Climate change policies

Climate change and disaster management policies in India
 National Water Policy, 2012
 Disaster Management Act, 2005
 Energy Act, 2003, and National Electricity Policy, 2005
 Energy Conservation Act, 2001
 Coastal regulation policies
 Jawaharlal Nehru National Urban Renewal Mission (JNNURM), 2006
 Nehru Rozgar Yojana
 MSW Management and Handling Rules, 2000
 National Urban Transport Policy, 2006
 National Housing Policy, 2007
 National Task Force on Urban Perspectives and Policy
 National Action Plan on Climate Change to outline National Missions on key sectors: solar
energy, enhanced energy efficiency, etc.
Source: Various climate change and disaster resilience reports
11.4.2 Strategies
 Being a tourist city and economic centre of the region, there are many autos and taxis plying
in the city. So introduction of CNG would reduce the carbon emissions or introduction of
battery operated vehicles.
 Internalize climate change and disaster management in the strategies and processes of
resource and asset management and their maintenance, and in general development
planning in order that these may become sustainable, equitable and inclusive.
 Conservation and protection of resources like air, land, water, forests, energy and
biodiversity, combined with a planned shift to a low or no-carbon economy; maximize uses of
renewables for energy production and improving of energy efficiencies at all levels -
generation, transmission, distribution and end uses
 At the State level, a highly empowered Climate Change Policy and Response Group needs
to be set up in the Dept. of Planning, with the involvement of the State Department of
Environment and other concerned government departments, institutions and agencies,
specialists and the State Relief Commissioner's set-up, to identify strategies, resources and
[121]
measures required to be taken at the State/ regional/ local levels to meet the challenges of
likely climate changes and the hazards of disasters and their consequential effects. Within the
Directorate of Environment (UP), a Climate Change Action Strategy and Disaster Mitigation
Cell needs to be set up to assist in and co-ordinate policy, programme and action measures
in this context. A State Action Plan on Climate Change (SAPCC) needs to be evolved to
address UP's specific problems that are likely to arise
 Capacity building for meeting new challenges of climate change and disasters which would,
among other things, imply training of manpower (governmental and non- governmental),
launching broad-based awareness programmes, sensitizing all sections of people including
students, taking on board communities, institutions, youth groups, women, voluntary
organizations and media, and raising both preparedness and response levels
11.4.3 Review of various climate resilience frameworks

Through intense literature review for various climate resilience frameworks developed for assessing
climate and disaster vulnerability of any city; following are the two climate resilience frameworks,
which have been widely accepted and adopted for any climate resilience related studies.
Table 11.5 Review of various climate resilience frameworks
Sr. Framework Developed Dimensions/variables Brief about framework

No. by
1 Climate and Kyoto  Physical Climate and Disaster Resilience

Disaster University,  Social Index (CDRI) is a framework that
Resilience Christina  Economic has 5 dimensions and 125
Index (CDRI) Aid, NIDM,  Institutional variables. The CDRI framework is
SEEDS  Natural more of a scoring method, which
will score the responses based on
the predefined values of each of
the variables. The framework
provides an overview of the
existing scenario of the climate and
disaster resilience of the city.
2 Hazard, Rockefeller  Hazard Hazard, Infrastructure, Socio-

Infrastructure, Foundation,  Infrastructure economic and Governance (HIGS)
Socio- ACCCRN,  Socio- is a framework developed by
economic IRADe economic and consortium of iied, Rockefeller
and Governance Foundation, ACCCRN, and IRADe,
Governance to assess the climate vulnerability
(HIGS) and climate change resilience for
cities, and a step towards the
planning and enabling adaptation
for better mitigation of the impacts.
The framework has 4 dimensions
and 23 variables.
As of now, no climate resilience framework has been prepared or adopted by AMC for Allahabad.
[122]
12. Cultural Resources, Heritage and Tourism
12.1 Historical importance of the town

The city of Allahabad is among the largest cities of Uttar Pradesh and situated at the confluence of
three rivers- Ganga, Yamuna and the invisible Sarasvati. The meeting point is known as Triveni and is
especially sacred to Hindus. The earlier settlements of the Aryans were established in this city, then
known as Prayag” Prayagasya Praveshshu Papam Nashwati Tatkshanam. All sins are cleaned with
entry in Prayag (the ancient name of modern time Allahabad) PRAYAG is one of the historic and
mythological cities of India with glorious past and present. It continues to enjoy the distinction of being
a place of haunting and lasting memories. It is a city of mixed culture of Hindu, Muslims, Jains and
Christians.
Its sanctity is manifest by references to it in Purans, the Ramayan and the Mahabharata. According to
Hindu Mythology, Lord Brahma, the creator God of the Trinity, chose a land on earth(i.e. Prayag) to
perform „Prakrista Yag‟, at the beginning of the creation and he also referred to it as Tirth raj or the
King of all pilgrimage centres‟ As per writing of „Padam Puran‟ – “As the sun is amongst the moon and
the moon amongst the stars, likewise „Prayag is best amongst all places of pilgrimage” The bathing at
Prayag is mentioned in Brahma Puran s “ in the month of Magha at the bank of Ganga Yamuna in
Prayag bestows results of millions and millions of Ashvmedha Yajna
Prayag is birth place of Som, Varuna and Prjapati. Prayag has been associated with mythological
personalities in Brahmanical (Vedic) and Buddhist Literatures. It was the seat of the great sage
Bhardwaj, sage Durvasa and Sage Pannas sage Bhardwaj lived here circa 5000BC and taught more
than 10000 disciples. He was the greatest philosopher of ancient world.
The Present Jhunsi area very close to sangam was the kingdom of Chandrabanshiya ( lunar clan )
king Pururava. Nearby Kaushambi bloomed to prosperity during Vatsa and Maurya Rule. The earliest
monument of antiques Ashok Pillar with inscriptions of third century B.C. clears the inscriptions of his
directions to his fellow Rajas and praise of King Samudragupta. The Chinese traveler Huan Tsang in
643 BC found Prayag inhabited by many Hindus who regarded the place very Holy.
12.2 Tourism Scenario

Though the city is known for its religious tourism, but echelon into three categories viz. Historic,
Cultural and Religious. History flank includes Alfred Park, Victoria Memorial,Mayne and Thornhill
Memorial aka Allahabad Public Library, Minto Park, Allahabad Fort, Ashoka Pillar and Khusro Bagh;
whereas religious attraction comprehend Kumbh Mela, Triveni Sangam and All Saints Cathedral.
Besides these cultural segment has Allahabad Museum, Jawahar Planetarium and the University of
Allahabad. Allahabad host the largest religious gathering in the world known as Maha Kumbh Mela
which is celebrated every twelve years and Ardh (half) Kumbh Mela is celebrated every six years.
Allahabad has a wide range of tourist arrival throughout the year. Arrival of both domestic and foreign
tourist is on the increasing trend, however this trend is not constant through the year major tourist
arrives in the time of mela. Number of tourist considerably increases at the time of Khumbh mela. The
city is stressed in this period and there is a huge demand on the available infrastructural facilities.
[123]
12.2.1 Major tourist spot
Sangam
Around 7 km from Civil Lines, overlooked by the eastern

ramparts of the fort, wide flood plains and muddy banks
protrude towards the sacred Sangam. At the point at
which the brown Ganges meets the Greenish Yamuna,
pandas (priests) perch on small platforms to perform puja
and assist the devout in their ritual ablutions in the
shallow waters. Beaches and ghats are littered with the
shorn hair of pilgrims who come to offer pind for their
deceased parents.
Allahabad fort The massive fort built by emperor Akbar in 1583 A.D., the
fort stands on the banks of the Yamuna near the
confluence site. In its prime, the fort was unrivalled for its
design, construction and craftsmanship. This huge,
majestic fort has three magnificent galleries flanked by
high towers. At present is used by the army and only a
limited area is open to visitors. The magnificent outer wall
is intact and rises above the water' edge. Visitors are
allowed to see the Ashoka Pillar and Saraswati Kup, a
well, said to be the source of the Saraswati river and
Jodhabai Palace. The Patalpuri temple is also here. So is
the much revered Akshaya Vat or immortal Banyan tree.
The fort is under Army‟s control, so is inaccessible to
general population. A very small section is open to public.
Patailputra Temple
Within this underground temple, inside the fort, lies the

Akshaya Vat - or the immortal tree. Believed to have been
visited by Lord Rama, the temple was also seen by the
famous Chinese traveller and writer Hiuen Tsang during
his visit to this place
Ashoka Pillar This gigantic Ashoka pillar, of polished sandstone stands

10.6 meters high, dating back to 232 B.C. The pillar has
several edicts and a Persian inscription of Emperor
Jahangir inscripted on it, commemorating his accession to
the throne.
This is another area, which is inaccessible to general
[124]
public as it is in Army‟s control.
Akshaya Vat
The immortal tree within the Patalpuri temple, has found

mention in the description of several ancient scriptures,
writers and historians. The tree stands in a deep niche
above an underground shaft, which is said to lead to
Triveni. Visitors need permission to visit AkshayaVat
Hanuman Mandir
Near the Sangam, this temple is unique in North India, for

its supine image of Hanumana. Here the big idol of Lord
Hanumana is seen in a reclining posture. When the
Ganga is in spate, this idol gets submerged
Shankar Viman Mandapam 130 feet high with four floors, it has the idols of Kumaril
Bhatt, Jagatguru Shankaracharya, Kamakshi Devi (with
51 Shaktipeethas around), Yogsahastra Sahastrayoga
Linga (2ith 108 Shivas around).
Mankameshwar Temple Situated near Saraswati Ghat, on the banks of Yamuna,

this is one of the famous Shiva Temples of Allahabad
[125]
Minto Park
It is situated near Saraswati Ghat, it has a stone memorial

with a four-lion symbol on top, the foundation of which
was laid by Lord Minto in 1910
Swaraj Bhawan The old Anand Bhawan, which in the year 1930 was
donated to the Nation by Moti Lal Nehru, to be used as
the headquarters of the Congress Committee. Moti Lal
Nehru renamed it as Swaraj Bhawan. Late Prime Minister
of India, Mrs. Indira Gandhi was born here.
Facility of light & sound show from 11:00 am to 5:30 pm is
available at Rs.5.00 per head.
Visiting hours: 09:30 am to 05:30 pm. Closed on
Monday's.
Ticket: Rs.2.00
Anand Bhawan The erstwhile ancestral home of the Nehru family. Today
it has been turned into a fine museum. Here, many
momentous decisions, events, related to the freedom
struggle took place. The main building houses a museum
which displays the memorabilia of the Nehru family.
Visiting hours: 09:30 am to 05:00 pm. Ticket: Rs.2.00.
Closed on Mondays and Government holidays.
[126]
Jawahar Planetarium
For a celestial trip of the scientific kind, visit the

Planetarium. It‟s worth every moment.
Visiting hours: 11:00 am to 04:00 pm. Ticket: Rs. 20.00.
Closed on Mondays and 4th Thursday of the month.
Allahabad University
One of the most famous universities of India, it has a

sprawling campus, graced by fine buildings in Victorian
and Islamic architectural styles
Allahabad Museum
The museum has a good collection of sculpture,

especially of the Gupta era
Muir College
Designed by William Emerson, this is an excellent mix of

Gothic and Indian architectural elements. Commenced in
1874 and opened in 1886, it has an arcade quadrangle
which is dominated by a 200 feet minaret tower in cream
coloured sandstone from Mirzapur with marble and
mosaic floors. The domes of the Indo-Saracenic structure
are clad in Multan glazed tiles.
[127]
Chander Shekhar Azad Park
Adjacent to the museum, This splendid park was once

known as Company Bagh. It has some fine colonial
buildings, including the public library. G.N. Jha research
institute and the status of Chandra Shekhar Azad.
Dicated to great martyr Chandra Shekhar Azad who laid
down his life fighting British force here.
All Saints Cathedral (Patthar Girjaghar)
This magnificent cathedral, designed by Sir William

Emerson in 1870 and consecrated in 1887, is the finest of
Anglican Cathedral in Asia is faced in White Stone with
red stone dressing. No one visiting the cathedral can fail
to be impressed by the beauty of the marble altar with
intricate inlay and mosaic work.
Public Library (1864)
Standing at Chandra Shekhar Azad Park (Alfred park)l

The memorial has a lofty tower and arcaded cloister. In
1879, the library was shifted to the present premises at
Chandra Shekhar Azad Park (Alfred Park) It has about
75,000 books, besides a treasure trove of manuscripts
and journals.
Khusro Bagh
A large garden in which tombs of Khusro, son of emperor

Jahangir and Shah Begam are located.
[128]
Mayo Memorial Hall
Situated near the Thornhill and Myne Memorial, this large

hall has a 180 feet high tower . The interior of this
memorial hall was ornamented with designs by Professor
Gamble of the South Kensington Museum, London.
Completed in 1879 this hall was meant for public
meetings, balls and receptions in commemoration of the
assassinated Viceroy.
Source – Regional Tourist Officer, Uttar Pradesh Tourism
Figure 12.1 Tourist Attraction and open spaces
[129]
12.2.2 Tourist Arrival
Table 12.1 Tourist flow pattern
Number of tourists (in Average number of tourists per

Sr. No. Year Growth (%)
Lakhs) day
1 2007-08 201.40 55,178
2 2008-09 237.88 65,173 18
3 2009-10 284.29 77,888 20
4 2010-11 303.76 83,222 7
5 2011-12 315.63 86,474 4
Average 268.59 73,587
Source – Regional Tourist Office, Allahabad
12.2.3 Existing tourist supported infrastructure

Sangam: Drinking water and resting facilities are available on Sangam. However, they are scarce
considering the number of tourists visiting Sangam. Boats in hundreds are present on the banks on
river Yamuna to take tourists to Sangam.
The state tourism department authorized guides are available for hire. There is a tourist information
centre located in Civil Lines, next to the bus stand. This is the office of Regional Tourist Officer.
12.2.4 Existing tourism development initiatives

There are no ongoing or planned initiatives. Most of the work was done prior to Maha Kumbh 2013.
12.2.5 Role of agencies involved in tourism
Table 12.2 Role of agencies involved
Department &
Department establishment / Major functions Sources of fund
jurisdiction
 Under Ministry of Excavation Ministry of Culture

Culture  Conservation
Archaeological
 112 nationally protected  Preservation
Survey of
monuments in Uttar  Restoration and
India
Pradesh, of which Maintenance
 Education
Ministry of Nodal agency for the  Tourism State Government
[130]
Department &
jurisdiction
Tourism formulation of policies and infrastructure Budgets and grants
programs and for the development from the Ministry of
coordination of activities of  Hotels, restaurants Tourism and Ministry
various agencies, State UTs and other logistics of Culture for projects
and the private sector for arrangements and schemes.
the development and  Publicity, marketing
promotion of tourism in the and promotion of
State heritage
 Market research and
statistics
 National and
International
cooperation
 Human resource
development
Regional One in the seven regional  Preservation and Ministry of Tourism

Cultural cultural centers of promoting of tribal and Culture
Centre autonomous nature; art, classical & semi
established in 1986 by the classical music,
Cultural Department of performances, fine
Govt. of India, primarily arts and handicrafts.
based in Allahabad  Organization of
handicrafts fairs,
workshops, kavi
sammelans &
mushairas to
promote talents.
 Rescue of different
art forms which are
disappearing through
publications,
exhibitions.
Directorate of Established in 1951  Conduct State government

Archaeology, archaeological
Uttar Pradesh excavation,
 Conserve and
protect
 ancient monuments,
 Publish
archaeological
literature
 Create awareness
[131]
Department &
jurisdiction
about archaeology
Allahabad 1948 Allahabad Master Plan Planning the development of Revenues,

Development for improvement trust. the city (Master plan and development
Authority 1958 – Allahabad Heritage development plans) charges, processing
administration boundary Regulation & control fees, sale on receipts
established (Granting besides annual
grants and transfers
No Objection Certificates & for special purposes
protection of Heritage zones, from state and
Layout approvals and central governments.
Building permissions.
Allahabad 1959- Establishment of  Provide civic services to Municipal revenues

Municipal AMC under the Uttar rural and urban villages, (taxes, Building fee
Corporation Pradesh Municipal  Resettlement of Colonies etc.) State
Corporation Act of 1959  Primary Collection of Government grants
1994- Allahabad Nagar Solid Waste for projects from
Central Government
Mahapalika Converted in to  Maintenance of Storm
Allahabad Municipal such as JNNURM
Water Drains
etc.
Corporation under the U.P.  Maintenance of internal
Government Act -2 with roads
area of 70 sq.km.  Collection of Property tax
and O&M of internal
sewers and community
toilets
 Management of Ghats
 Construction of
Community Toilets
12.3 Fairs and Festivals
12.3.1 Kumbh Mela

Kumbh Mela is considered to be largest peaceful gathering in the world with over 100 million people
visiting during the Maha Kumbh Mela in 2013. It is held every third year at one of the four places by
rotation: Haridwar, Allahabad (Prayaga), Nashik and Ujjain. Thus the Kumbh Mela is held at each of
these four places every twelfth year.
The mela is classified in 4 categories as under –
 Maha Kumbh Mela: occurring every 144 years;
[132]
 The Purna (complete) Kumbh or Maha Kumbh: the biggest and the most auspicious fair,
which falls once every 12 years, is always held at Allahabad, for the 'Sangam' or the
confluence of rivers is considered to be exceptionally sacred;
 Ardh Kumbh: held in the 6th year after Kumbh Mela, i.e. it falls between two Kumbh Melas. It
has got the same religious value and attracts millions of people. It has the same main bathing
days as in Kumbh Mela;
 Kumbha Mela: the mela is held every three years, rotating through the four cities of Prayag,
Nasik, Haridwar and Ujjain;
Kumbh Mela, Allahabad, 2013
Magh Mela: the annual mini Kumbh is held every year except the years of Kumbh Mela and Ardh
Kumbh Mela. Magh Mela is held in the month of Magh (Jan-Feb); hence the name. During this period,
about two or three million devotees throng this place.
Table 12.3 Floating population during Kumbh Mela
Year No. of tourists (in lakhs)
1954 60
1966 70
1977 100
1989 150
2001 1050
2013 >1000
st
Source – 1 generation CDP and National Geographic
12.4 Key Concern Areas for Tourism Development

 Sangam is undeveloped and even lacks basic facilities. The site does not have proper
drinking water and sanitation facilities. Changing rooms are also lacking in the area.
[133]
 Sangam has huge potential for development and needs an Integrated Sangam Area
Development Master Plan (ISADM) to reduce the continuous outflow of the cash from state
exchequer in the name of Kumbha Expenses
 Lack of tourist information centres. There is only one tourism information centre
 Fort and Ashoka‟s pillar are not open to public as they are under Army‟s control
[134]
13. Assessment of Institutions, Systems and

Capacities
In Allahabad, there is tremendous pressure on urban infrastructure demand such as water supply,
sewerage and access to toilets, storm water, solid waste etc. Urban areas are the engines of
economic growth. The quality of civic infrastructure and civic services has a critical bearing on
economic development of the city and the state as a whole. The 74th amendment to the constitution
devolved the role of management and development of the city to the elected representatives of the
city through the city‟s Urban Local Body (ULBs). Hence the ULBs are both the custodians of civil
infrastructure and providers of civic services
13.1 Urban governance system

All the municipal functions are not carried out by the ULB in Allahabad. AMC is mainly responsible for
solid waste management, street lighting, and roads, while the other functions are taken care of by
various parastatals. The roles and responsibilities have been summarized in the table below.
Table 13.1: Roles and responsibilities of ULB and parastatals
Sr. Urban infrastructure Planning and Construction/

O&M
No. service design Implementation
UP Jal Nigam, Jal UP Jal Nigam, Jal Kal
1 Water Jal Kal
Kal (small projects) (small projects)
UP Jal Nigam, Jal UP Jal Nigam,
UP Jal Nigam, Jal
2 Sewerage and Drainage Kal, (small projects), Jal Kal, AMC,
Kal (small projects)
DUDA DUDA
3 Solid Waste Management AMC AMC AMC
4 Urban Transport UPSRTC UPSRTC UPSRTC
Urban Planning and Town
5 ADA, TCPD ADA
Planning
AMC, ADA,
6 Street Lighting* AMC, ADA, PWD AMC, ADA, PWD
PWD
UPPCB, UP Jal UP Jal Nigam,
7 Environment Protection UPPCB
Nigam, Jal Kal, AMC Jal Kal, AMC
AMC, Jal
DUDA, ADA, AMC,
8 Urban Poor Settlements DUDA, ADA, AMC Sansthan, UP
UP Jal Nigam
Jal Nigam
DUDA – District Urban Development Authority, AMC – Allahabad Municipal Corporation, ADA –
Allahabad Development Authority, UPSRTC – Uttar Pradesh State Road Transportation Corporation,
TCPD – Town and Country Planning Department
*in respective jurisdiction
[135]
13.1.1 Allahabad Municipal Corporation

AMC was formed in 1960 under the UP Municipal Corporations Act of 1959. The organizational
structure of the AMC separated into the „Execution Wing‟ and the „Elected Wing‟ is shown in figures
below.
Figure 13.1 Organization Structure of Elected Wing of AMC
Mayor in
council
Deputy
Mayor
Scrutiny Tax Purchase

committee committee committee
Sanitation Health
committee committee
AMC has been divided into 80 wards, which are grouped into five zones. In all, 80 councilors are
elected, who form the general body of AMC and work in tandem with the executive staff. The
organization structure of AMC is as follows.
Figure 13.2: Organization structure of Execution wing, AMC
The functions of the AMC according to the UP Municipal Corporations Act of 1959 are executed
through a number of departments. Below are the details out the list of departments and their key
functions.
[136]
Key department and their functions

 Tax department
 Tax demand and collection
 Information provision about taxes and fees
 Tax collection from rickshaws, horse carts etc.
 Stamp Duty Collection
 License department
 Collection of License fee
 Issue of Licenses
 Public Health Department
 Cleaning of roads, sewerage lines and public toilets
 Waste collection and disposal
 Registration and issue of death- birth certificate.
 Public health and related works
 Restriction on sale of unhygienic food and water
 Restriction of activities and profession harming public health
 Management for prevention of the epidemic
 Tests to ensure potable drinking water
 Accounts Department
 Record of municipal income and expenditure
 Dissemination of information relating to finances
 Street lighting department
 Maintenance and repair of lighting points
 Establishment of new street lighting
 Arrangement of light on public places and festival
 Maintenance of electric crematoriums
 Maintenance of municipal properties like-AMC buildings, ward offices, hospitals, nursery
schools etc.
 Workshop
 Maintenance of Municipal vehicles and machinery
 Public works department
 Road and street maintenance
 Construction of roads and drains
 Construction and maintenance of parking spaces
 Maintenance of green spaces
 Purchase of equipment for workshop and street light departments
 Road widening and intersection designs
 Construction & maintenance of municipal shops & buildings
 Provision of street lights
 Construction of community toilets and other utilities
 Establishment
 Appointments, promotion, transfers and enquiry of staff
 Audit department
[137]
 Auditing of accounts
 Animal husbandry
 Maintenance & provision of Animal peens & slaughter houses
 Catching of street animals
 Issue of licences for commercial use of animals
Assessment of human resource development at ULB

There is a shortage of manpower in the ULB due to retirements; new recruitments have been halted.
This has led to pressure on the existing manpower to perform the same tasks, to achieve the desired
service levels and outputs.
Currently, there is no new policy to reduce the salary expenditure. However, to meet the gap at the
lowest level, AMC outsources the work of safai karamcharis and computer operators. The table below
presents the number of filled and vacant posts category wise.
Table 13.2 Category-wise manpower strength
Sr. Particulars Total Filled Vacant

No.
1 Centralized 108 78 30
2 Non-centralized 1237 1196 41
3 Sanitary workers 2575 2200 375
TOTAL 3920 3142 446
GoUP constituted a committee under the chairmanship of the Director of Local Bodies (DLB) in 2006
to establish norms for categorization, up-gradation, reorganization, and rationalisation of the human
resources in ULB.
The committee has already submitted its report to GoUP. The Finance Department of GoUP has
approved the recommendations of Directorate of Local Bodies (DLB). Approval from the Cabinet is
awaited. Upon approval from the Cabinet, many posts such as those of the accounting, revenue, and
IT cadres; environment engineers; and city managers shall be created at the ULB level.
13.1.2 Jal Kal

Jal Kal was established under UP Water Supply and Sewerage Act, 1975 to provide a specialized
organization to focus on operating and maintaining water supply and sewerage services.
The Mayor of AMC is the chairperson of Jal Kal Committee. The committee comprises of following
members besides the Mayor as Chairperson – (1) General Manager, Jal Kal; (2) Municipal
Commissioner, AMC; (3) Superintending Engineer, Jal Nigam Allahabad; (4) Senior Accounts Officer,
nominated by Jal Nigam; (5) Joint Director, Medical and Health; and (6) Director, Local Bodies,
GoUP.
The Jal Kal was disintegrated from AMC in 1974, by a mandate in one of the World Bank schemes, in
order to avail funds for improvement in water supply facilities. Later in 2010, it was merged with the
AMC, continuing to undertake responsibility for water supply and sewerage discharge. Though it
continues to have a large amount of autonomy with regards to administrative and financial functions,
the Municipal Commissioner is responsible its performance.
[138]
Functions
 Draw water from the Yamuna River and tube wells
 Provide water supply and undertakes operation and maintenance of water supply network
 Undertakes operation and maintenance of sewerage network (Except STP)
 Construct new water supply and sewer lines at micro level
 Solely authorized to collect taxes and user charges for water supply and sewerage
 Redressal of complaints regarding its services
 Installation of new hand pumps, tube wells etc., in certain rare cases, with help of MP and
MLA LAD funds
13.1.3 Parastatals
13.1.3.1 Jal Nigam

Realizing the urgency to supply safe drinking water, a separate department in the name of Local Self
Government at Secretariat Level was to be created in the year 1949. For this purpose, a Public Health
Engineering Department was re-christened as Local Self Government Engineering Department in the
same year. The State Government decided to finance such sanitation projects, keeping in mind the
increasing demands and pressures on providing other civic amenities as well. It would provide a
component of loan which would be repayable in easy installments, to a category of towns which had
repayment potential. In order to supplement the funds, efforts were also made to seek soft term loans
from International Monitory Fund/ World Bank.
However, World Bank put forward a condition that, in order to get soft term loans, it would be essential
for the State Government to constitute an independent body in the State. This body would be
responsible for repayment of loan and execution of projects as financed by the Bank. As a
consequence to this condition the State Government promulgated an ordinance in February 1975 and
converted Local Self Government Engineering Department into a corporation by the name of Uttar
Pradesh Jal Nigam. This ordinance was subsequently converted into an Act named as Uttar Pradesh
Water Supply & Sewerage Act, 1975. In pursuance of this Act, Uttar Pradesh Jal Nigam came into
existence with effect from 18th June 1975.
Functions of Jal Nigam
 To maintain the Sewerage Treatment Plant (STP)
 To plan and construct all infrastructure related to water supply and sewerage
 To drill tube wells and hand pumps in the city
 Preparation, execution, promotion and financing schemes for water supply and sewage
disposal
 To render all necessary services with respect to water supply and sewerage to the State
Government and local bodies, on request to private institutions or individuals
 To prepare State plans for water supply, sewerage and drainage on the directions of the State
Govt.
 To review and advise on the tariff and charges of water in the areas of Jal Kals and local
bodies which have entered into an agreement with Jal Nigam under Section 46
 To assess requirement of materials and arrange for their procurement and utilization
 To establish state standards for water supply and sewerage services
 To perform all functions not stated herein which were being performed by the Local Self Govt.
Engineering Department before the commencement of the act
[139]
 To review annually the technical, financial, economic and other aspects of water supply and
sewerage system to every Jal Kal or local bodies which has entered into an agreement with
the Nigam under Section 46 of the act
 To establish and maintain a facility to review and appraise the technical, financial, economic
and other pertinent aspects of every water supply and sewerage scheme in the state
 To operate, run and maintain any water works and sewerage system if and when directed by
the State Govt. on such terms and conditions and for such period as may be specified by the
State Govt.
13.1.3.2 Allahabad Development Authority (ADA)

ADA was established in 1974 under clause 5 of the UP Urban Planning and Development Act of 1973
with responsibility for planning and development of the municipal area and the surrounding 8 km that
included 466 villages. ADA is governed by a board of 8 officials headed by the Commissioner who is
the Chairman of the Authority, followed by a Vice-Chairman. Other members on the board include the
- Secretary (Urban Development Department), Secretary (Finance Department), District Magistrate,
Municipal Commissioner (AMC), Chief Town and Country Planner (TCPD), Managing Director (JN), 4
municipal councilors and 2 to 3 nominated members.
Functions
ADA is actively involved in the development of residential colonies and also provides the
infrastructure in these colonies as well as environmental services like construction of parks etc. The
functions of the ADA include.
 Preparation of Master Plan and Zonal Development Plans for the city;
 Maintenance and improvement façade of certain buildings and abutting arterial roads;
 Acquisition, disposal and development of land;
 Construction of Housing (units/ colonies) to meet the housing demand of the growing
population;
 Provision of infrastructure facilities (roads, sewers, water supply) as per the population needs;
and
 Provision of bus stands outside the dense city pockets for proper transport infrastructure.
13.1.3.3 State Urban Development Authority (SUDA)

The institutional responsibility for slum improvement vests with the SUDA that operates through a
network of the District Urban Development Authorities (DUDA). SUDA executes various government
schemes for urban renewal like – JNNURM, Rajiv Aawas Yojna, Balmiki Ambedkar Awas Yojana,
Integrated Urban Slum Sewerage Plan, National Slum Development Program, and Golden Jubilee
Urban Employment Scheme etc.
The State Secretary for Urban Employment and Poverty Alleviation is appointed as Chairman SUDA
and is responsible for the acceptance and approval of all the schemes being implemented by SUDA.
Other members in SUDA are Secretaries for Health, Education, Urban Development, Housing, Youth-
development and Social Development. SUDA operates through a series of community structures like–
 Community Development Societies (CDSs) – (1350 in the state)
 Neighborhood Committees (NHCs) – (10009 in the state)
 Neighborhood Groups (NHGs) – (100963 in the state)
SUDA executes all its programs using beneficiaries for prioritization of needs and execution of
schemes.
[140]
13.1.3.4 District Urban Development Authority (DUDA)

DUDA has been constituted for effective execution of the SUDA undertakings in all the districts of the
state. DUDA members include the DM or Chairman DUA, Municipal Commissioner as Vice Chairman
DUDA and other district level officers. It is primarily responsible for works relating to community
development, in the respective districts of the state, which includes development of slum
communities, construction of community toilets, assistance in construction of household latrines,
creation of awareness etc. They also work for provision of sewers, tube-wells etc. in slum localities.
The assets thus created are finally handed over to JS for maintenance purpose. DUDA has also taken
up a series of activities for infrastructure improvement in slums
The District Magistrate is the chairman of DUDA. His responsibility is coordination, in order to avoid
functional overlaps amongst various agencies. The AMC has its representatives in member body of
DUDA, so overlaps are taken care during project sanctioning. The functions of the DUDA are:
 Execute various government schemes for urban development and employment generation
 Create urban infrastructure, including water supply
 Undertake tasks related to urban infrastructure to generate local employment
 Construct community toilets and link it to sewer lines etc. Sewers are laid according to plan
made by AMC.
13.1.3.5 UP Avas Vikas Parishad
The UP Avas Vikas Parishad (AVP) is the nodal agency for housing in the state. It was established in
April 1966 to work towards housing solutions. Besides housing projects it has diversified its activities
to planning, designing, construction and development of almost all types of urban development
projects throughout the state. In addition, AVP plans and executes projects for the development of
health and education. It is also handling new district headquarters projects with the execution of large
number of schemes. AVP has constructed multi storied office buildings and commercial towers for its
own and public use. Providing public facilities is also a priority function of AVP. It develops market
areas and convenient shopping. AVP also indulges into housing for the shelter-less.
AVP is a professionally managed organization with specialists working in different fields viz –
Architecture, Town Planning, Construction Technology, Infrastructure Design, Execution and
Maintenance, Estate and Financial Management etc. The AVP has an Engineering, and Architecture
& Planning wing.
13.1.3.6 Public Works Department
The State PWD is primarily responsible for construction and maintenance of roads, state government
institutions and state government housing in the city. The CPWD is responsible for the construction
and maintenance of only central government buildings and institutions.
PWD operates under the State PWD Minister and State-level Secretary and Principle Secretary. At
the district level the Superintending Engineer heads either one or two districts. There is one Executive
Engineers (Ex En) for every 3 to 4 election constituencies.
The PWD is responsible for the maintenance of the main city roads with the AMC responsible for the
internal roads. There are no criteria for categorizing the roads to be maintained by PWD or AMC. The
Distract Magistrate assigns the responsibility to either of the departments based on the primacy of the
road stretch.
[141]
13.2 Urban reforms /transfer of function (CDP post 1st

Generation scenario)
Transfer of functions as per 74th CAA
In order to strengthen the third tier of local self-government, the Government of India (GoI) has
amended the Constitution in 1992 to make the ULBs self-sustainable and bring local participation in
the planning and development of their respective cities. Out of the 18 functions mentioned under the
12th Schedule, 12 functions have already been devolved to the ULBs. The state government has
taken a stand against transferring of fire services to ULBs because, as of today, the functional domain
of fire services stretches beyond the limits of local bodies and is being managed by the Police
Department.
It was informed during discussions that the state government is considering handing over some
responsibilities to AMC like planning and housing, which currently are not under its purview. But there
is no clarity as to when and how this will happen.
th
Table 13.3: Status of 74 CAA
Sr.
Reform Remarks
No.
Urban planning including
1. In progress
town planning Functions like urban planning, regulation of
Regulation of land-use land-use, and planning are carried out by
2 and construction of In progress ADA.
buildings
AMC has no role to play in the performance
Planning for economic
3 In progress of these functions, since the planning
and social development
activities are all handled by ADA.
The Jal Sansthan has been dissolved and
Water supply – merged with the Nagar Nigam. A detailed
5 domestic, industrial, and Completed government order dated 04.02.2010 has
commercial been issued regarding the functioning of the
Jal Sansthan.
Fire services are currently managed by the
Police Department. The discussions with
state-level officials revealed that this function
7 Fire services In progress is likely to remain with the Police Department.
On the contrary, AMC has been asked to
prepare a fire hazard response and a
mitigation plan for its jurisdiction.
AMC would perform this function in
Urban forestry,
consultation with the State Forest
protection of
8 In progress Department. Tree plantation on dividers,
environment, and
road-side land, and other available open land
ecology
is done by AMC.
Safeguarding the AMC would perform this function in
interests of weaker consultation with the Social Welfare
In progress with
9 sections of the society Department of the state, by earmarking
delay
including the physically funds; the scheme would be executed by
and mentally challenged SUDA/DUDA.
10 Slum improvement and Completed Various departments under AMC are
[142]
Sr.
Reform Remarks
No.
up-gradation performing this function, and allocations have
been made in the budgets of the local bodies.
DUDA is responsible for all slum housing
projects and for providing service
infrastructure in them.
AMC has been empowered to select
beneficiaries for special projects for the urban
housing and employment programme. AMC
Completed has also been empowered to undertake
11 Urban poverty alleviation infrastructure development in the urban poor
areas. The Commissioner has a
representation on the governing body of the
DUDA, which undertakes special projects
relating to urban poverty alleviation.
13.2.1 Status of JnNURM Implementation

Citizen charter
The citizen‟s charter has been prepared. The charter provides timelines for delivery of key services.
Citizen charter for all the basic functions/services provided to citizens has been provided outside all
the concern departments and offices of AMC.
Public grievance redressal
rd
The module has been completed. The module was made operational on 23 May 2010. Both web
and window based application is being used. Currently, window based registration or SMS based
complaints are lodged, which are directly fed into the module after generating a complaint ID.
Public disclosure
AMC discloses information on its website from time to time. Balance sheets, income statements, and
budget copies have been uploaded on the website. Also, the progress reports related to JNNURM
projects have been uploaded on the website.
13.2.2 Progress in Implementation of Reforms – State Level Reforms
Table 13.4 State level reforms
Sr. No. Reform Details
District Planning Committees (DPCs) have been constituted

and are functional
The rules Metropolitan Planning Committees (MPCs) have

th
Transfer of 12 been framed, legally vetted, and put up before the State
1
Schedule Functions Cabinet for approval on 26th July 2011. The approval of the
same is pending. The MPC Rules 2011 have been notified.
The formation of MPCs is still pending.
Fire and public transport services continue to be handled by
[143]
Sr. No. Reform Details
state-level agencies. The state has reiterated its position that

these functions are best managed by para-statal agencies,
which have been dispensing these functions since their
inception in the state
Urban planning and building regulation functions continue to

rest with the development authorities. While the ULBs find
representation on the Plan Sanctioning Committee, there is no
active participation of the ULBs in the plan preparation
process. The ULBs currently only provide a No Objection
Certificate (NOC) for planning permissions within their
jurisdiction. The state government has reiterated that for the
106 towns where there are development authorities/regulated
area authorities, these functions shall not be transferred since
these para-statal agencies are constituted under the planning
legislations of the state and are best suited to undertake these
functions. Creating additional capacities at the ULB level may
be difficult for these functions.
Integration of City
2 Planning and Delivery In progress
Functions
3 Rent control norms Completed
Rationalization of
4 Completed
stamp duty
Repeal of Urban Land

5 Ceiling and Regulation Completed
Act (ULCRA)
Community
6 Completed
Participation Law
7 Public Disclosure Law In progress
13.2.3 ULB Level Reforms – Mandatory and Optional

Allahabad being one of the mission cities under Government of India‟s programme known as
JnNURM. Under this programme, Allahabad as mission cities has to compulsory implementation of
certain mandatory and optional city level reforms. These reforms aim to improve the administrative
and governance process along, which also targets to revenue improvement measures like property
tax, user charges, etc.
Some of the mandatory reforms focus on improving the existing system of budgeting and accounting,
property tax, provision of basic services to urban poor. Following table provides status of mandatory
reforms.
[144]
Table 13.5 Mandatory reforms
Sr. no. Reform Milestones Current Status
In progress
Four modules, viz. Birth and Death Registration, Property Tax,
Grievance Readressal, and Personnel Information System, have
1 e-Governance already been developed and are under the testing mode. These
modules will be rolled out soon at the ULB level once the testing
is completed. The remaining modules are simultaneously being
prepared and will be rolled out soon at the ULB level as well.
Shift to accrual- Completed.

2 based double-entry
accounting However both the system are running parallel
Property tax (85%

Completed
coverage)
3
Property Tax (90%
Completed
collection efficiency)
100% cost recovery In progress

4
(Water supply)
The operation and maintenance cost recovery figures for water
supply reported for AMC appears to be very high due to the fact
100% cost recovery
that the operation and maintenance expenditure of Jalkal does
(Solid waste
not account for electricity charges on its books of accounts. The
management)
state while devolving the State Finance Commission (SFC) grant
to the ULBs, directly deducts the electricity charges (both for non-
water and water charges). This approach, while being principally
5 correct, does not allow for accurate reflection of Operation &
Maintenance (O & M) expenditure that the Jalkal incurs.
Jalkal levies either water tax or water charge whichever is higher.
The water tax is calculated as a percentage of Annual Rental
Value (ARV), while the water charge is calculated based on pre-
defined ferrule size rates
Internal earmarking Completed

6 of funds for services
AMC has earmarked 25% of development funds for provisioning
to urban poor
of services to urban poor
Basic services to
7
urban poor
Source – Uttar Pradesh Appraisal Report, February, 2014
[145]
Some of the optional reforms were focussing on improving the existing process of building plan
approval process and byelaws for rain water harvesting, recycle and reuse of wastewater, etc.
Following table provides status of mandatory reforms.
Table 13.6 Optional reforms
Sr. No. Reform Milestones Current Status
Property title certification system at

1 No progress
ULBs
Completed
Revision of Building bye-laws to
2 Building permissions for proposed construction of
streamline approval process
less than 300 sq. mts is provided in 24 hours
Completed
Revision of Building bye-laws to
3 make rainwater harvesting Rainwater harvesting has been made mandatory
compulsory for building with built-up areas beyond 300 sq.
mts
Completed
Earmarking of 20-25% land for Earmarking of 20% land has been made
4
economically weaker sections mandatory for townships and projects beyond
prescribed minimum area
Simplification of legal and Completed

procedural framework for Provisions for conversion and a streamlined
5
conversion of agriculture land to process already exist within the revenue
non-agriculture department
Completed
Introduction of computerized
6 process for land and property The land and property registration process has
registration already been computerized under the revenue
department
Completed
Bye-laws for re-use of recycled
7 Amendments have been made to the Building
water
Rules to incorporate the same
In progress
The Financial Responsibility and Budget
8 Administrative Reforms Management Bill has been prepared and is being
considered by the Finance Department for
approval
9 Structural reforms Completed
10 Encouraging PPP Completed
There has been fair progress with regard to the implementation of standalone software modules such
as the Property Tax Module, Birth & Death Module, and Personnel Information System. Initiative has
[146]
been undertaken for the development of a citizen‟s grievance module. The e-procurement module
does not offer end-to-end solutions including online bid submission.
Table 13.7: e-Governance reforms
 Implemented
 The module is implemented since Nov 2006.
Registration of births  Online registration can be done. However, online issuance of
1 birth and death certificates requires digital signature. The
and deaths
system is not in place presently.
 Digitization of archives for birth and death registration has been
completed.
 Completed
rd
 The module has been operational from 23 May 2010. Both
Public grievance
2 web and window based application is being used. Currently,
readressal window based registration or SMS based complaints are
lodged, which are directly fed into the module after generating a
complaint ID.
 Delayed, work in progress

 Property tax software has been integrated with the
Corporation‟s website for online payment. Citizens can also
view their outstanding bills through the website, the property tax
Property tax demand notices are automated and are system generated,
management,  All property tax records have been digitized and property tax
3 data base is integrated with GIS database.
including record
management  However the property tax software is not yet integrated with the
Accounting Module, this integration would be done once
Finance and Accounting Software (FAS) is developed- this
activity is being undertaken at the state level, for which vendor
selection process for the development of e-governance module
shall be initiated shortly.
 Delayed, work in progress

 Double-entry accounting system has been implemented.
 Tally is being used as standalone accounting software. At the
Municipal
4 state level, the vendor selection process for the development of
accounting system e-governance modules, such as FAS, shall be initiated shortly.
 The integration of Jal Sansthan accounts with ANN is underway
and subsequently the accounts of Jalkal will be integrated with
the ANN accounting system.
 In progress
 Public can download new water/sewage connection forms from
Water supply and
5 the website: www.allahabadjs.in.
other utilities
 All data has been computerized. Computerized bills and
receipts are being issued. All municipal zone offices are
connected for billing & collection system, however, online
[147]
payment has not yet been enabled
Personnel  Delayed, work in progress

management, i.e., a  Employee payroll system has been implemented. Details
6 regarding employee salary, pension, PF, and bonus are
personal information
maintained by using this software. The service book information
system
system has been developed, and all data has been entered.
 In progress
7 e-Procurement  Vendors can only download tender documents from the
website; complete e-tendering process is not available as it
requires state-level initiatives.
 In progress
 Monitoring of projects is being done by the Performance
8 Project/ward works Monitoring and Evaluation System (PMES) System of Ministry
of Urban Development (MoUD) for JNNURM projects only.
 This software has been developed by UP Electronics and
monitoring is done by computerized database
Payment of utility  In progress

bills and
 Only the billing process is computerized. Bills and receipts are
9 management of being issued through the application software. All zones are
utilities that come connected for the billing and collection system. However, online
under the ULBs payment for citizens has not yet been enabled.
 In progress
 Building plan approvals are provided manually by the Allahabad
Development Authority (ADA).
Building plan
10  Presently there is no such system. This has to be developed at
approval
state level.
 The software for issuance of NOCs has been developed by UP
Electronics, and computerized NOCs are being issued.
 In progress
11 Licences  Food and trade licences are issued manually. Data entry is
done in Excel.
 In progress
Solid waste  SPML is involved in door to door collection under the

12 supervision of ANN and provides MIS as and when required.
management
 Efforts are being made to establish online systems. Billing has
been computerized.
13.3 Public Private Partnership

GoUP amended the UP Municipal Act, 1916, in September 2009 and empowered the ULBs to enter
into PPP agreements with the private sector, to implement the infrastructure projects and discharge
[148]
the services. Further, GoUP issued a government order to each ULB for the development of the
following facilities on PPP basis, viz., parking places, modernization of slaughterhouses, and an
electric crematorium.
In the past, AMC has undertaken various PPP initiatives:
 AMC signed a contract with M/s SPML Infra Limited to undertake collection, transportation,
treatment, and disposal of municipal solid waste.
 AMC has signed a contract for the construction and operation of bus shelter in Allahabad city.
 Several initiatives under PPP have been undertaken by AMC such as electric crematorium, public
toilets, park beautification, etc.
13.4 Overlaps of roles and responsibility

Within the AMC at the departmental level, there are functional overlaps; for example, both PWD and
the Street Lighting departments are undertaking the construction and maintenance of streetlights and
municipal properties; AMC as well as PWD clean drains; etc. These overlaps cost the AMC in terms
of revenues as well as manpower and are often subject to problem arising from a lack of coordination
– a situation that is not conducive to institutional efficiency.
The AMC faces a shortage of sanitation staff. The numbers of sweepers available in the AMC and the
PHE are way below the standards set in the Government Health Manual. The key issue is to decide
on the tradeoffs between hiring full time staff versus outsourcing. The latter will mean that the
liabilities of the AMC will be reduced but, experience of similar attempts in other municipalities have
shown that outsourcing is difficult to implement both because of the legal aspects involved as well as
the opposition from existing staff. While this is difficult to implement, the long term advantages of
outsourcing definitely outweigh the initial teething troubles.
Despite the very large size of the AMC, all functions are performed out of the main office of the AMC.
There is no decentralization in either the Execution or Elected Wings and therefore no Zonal Offices
or Ward Committees. This centralized approach is not very amenable to efficient working.
Quite like the other development authorities, the ADA functions as the „Developer to the Government‟.
Functional overlaps are seen between the ADA and the TCPD with both being responsible for spatial
planning. Functional overlaps are also seen in the implementation and maintenance functions that are
performed by both the ADA and the AMC. As a parastatal, the ADA is supposed to hand over sectors
that have already been developed to the AMC for service provision and in order to ensure that levels
of service are satisfactory, it needs to take the AMC into confidence while developing sectors. There
is a possibility that sectors be developed in places where infrastructure is deficient.
The ADA is focusing on developing the outlying areas since the inner areas of the city are already
developed. While planned development is taking place there is a high possibility that this is
encouraging unplanned growth with unauthorized colonies coming up through the conversion of
designated agricultural land to residential use.
Levels of accountability in the Jal Nigam are low because it is a state department. This lack of
accountability arises from a lack of role separation since the JN is responsible for both policy making
for the sector as well as implementation of the policy– therefore regulation is nonexistent. Being a
state department, its functioning is also subject to a high degree of political interference. Dependence
on state budgets means that there are limited resources available for capital investment for preventive
maintenance and its functioning is therefore more reactive.
[149]
The absence of criteria for classification of roads to be maintained by the AMC and the PWD is not an
enabling framework for efficient functioning by either agency. As a corollary to the above, neither
agency (AMC/ PWD) is able to plan its work in advance leading to a reactive mode of functioning.
The functions of the AVP, the ADA and the AMC are similar. All the three agencies are involved in
planning and development of land for residential and commercial purposes. The linkages of these
agencies with the TCPD are also indicative of overlaps.
13.5 Key Issues

 Six of the 18 functions are yet to be transferred to AMC. There is proposal to transfer the
remaining functions to AMC.
 It is observed that in Allahabad there are many agencies that are involved for provision of
services delivery, and lack of coordination among them, is the major reason for delay in the
implementation of reforms.
 AMC has implemented various standalone IT modules, however it will be a challenge for them to
integrate all these standalone modules as per framework designed at the state-level. In addition
there few more obligatory standalone modules like building plan approval system etc. that are yet
to be implemented
 An online building plan approval system is yet to be developed. Further, a building plan approval
system is also required to be developed as a state-level initiative as it falls under the purview of
ADA.
 Dissemination of information with regard to the citizen‟s charter is absent, and is also not
displayed anywhere within the ULB or at citizen facilitation centres of AMC.
 AMC is facing severe capacity constraints both in terms of availability of manpower and skill set to
monitor and maintain the e-governance modules that have already been implemented.
 An institutional mechanism for handholding and training is required
[150]
14. Financial Assessment

This Chapter focuses on the financial assessment of Allahabad Municipal Corporation for the analysis
period of 2008-09 to 2011-12. For this CRIS team had carried out data collection and also conducted
meetings with the Accounts Department, AMC in order to understand their accounting and budgeting
system. On that basis, CRIS has prepared financial assessment report for which brings out details of
AMC‟s financial statement, it revenue account & capital account and key financial performance
indicators in detail.
14.1 Status of service levels

Table 14.1 Financial assessment service level
Key Indicator Performance of AMC

Operating ratio (OR) is the ratio of revenue expenditure to Revenue
Receipts and indicates financial status or „profitability‟ of the local body
operations. Sound financial management requires that this ratio should
Operating Ratio (<1) be less than unity.
For the last four years, the average OR of AMC was at 1.03, indicating
a very weak financial position. A minimum ratio of 0.98 has been
recorded for 2011-12 and maximum ratio of 1.13 in 2009-10.
Property tax
AMC has an average property tax collection efficiency of 90% in 2011-
collection efficiency
12 and 87% over the last four year period.
(85%)
Water charges
During the analysis period, the water charge collection was at 71% per
collection efficiency
annum, indicating a significant scope for improvement.
(85%)
This indicator provides the details of ULB‟s reliance on its own sources
of income. This indicator also shows the stability of the revenue stream
Share of own sources for ULB; higher the percentage better is the stability. AMC‟s own
in Revenue Receipts revenue sources account for about 17% of its total Revenue Receipts
during review period, indicating a very high dependence on grants and
contributions for its regular O&M and establishment cost.
The growth in per capita property tax income indicates the performance
of AMC with respect to its performance in tax realization. It is directly
Growth in Per Capita dependent on property tax assessment, which is a direct function of
Property Tax Income population increase and collection efficiency. The per capita property
tax income of AMC has increased from Rs. 98 in 2008-09 to Rs. 112 in
2011-12, at a CAGR of 7%.
Per capita tax income has grown at a CAGR of 9% during the analysis
Growth in Per Capita
period from Rs. 91 in fiscal year 2008-09 to Rs. 117 in 2011-12. The
Tax Own Income
major contribution came from property tax.
Growth in Per Capita Per capita non-tax income has declined during the review period from
Non-Tax Own Income Rs. 61 in 2008-09 to Rs. 46 in 2011-12, at a CAGR of about (9)%.
Share of The share of establishment expense of Revenue Receipts has
Establishment marginally increased from 77% in 2008-09 to 78% in 2011-12. The
Expenditure to Total establishment expenditure (including salaries and wages, pension,
[151]
Key Indicator Performance of AMC

Revenue Receipts reimbursement, etc.) was accounted at 81% of the total Revenue
Receipts during the past four years.
The balance income was utilized for administration and general
expenses, repair and maintenance, service related expenses, and other
miscellaneous expenses. After meeting all the obligatory expenditure,
the revenue surplus has been transferred to capital account to carry out
capital expenditure.
Growth in Per Capita
Per capita O&M and capital expenditure has grown exponentially from
O&M and capital
Rs. 455 in 2008-09 to Rs. 2970 in 2011-12, at a CAGR of about 60%.
Expenditure
14.2 Existing Municipal Finance

The Accounts Department plays crucial role for ULB. It has the highest importance in any ULB. The
Accounts Department administers the finances of AMC. The department is headed by a Chief
Accounts Officer. The Chief Accounts Officer is usually a state government cadre officer. AMC has
moved to the double-entry accounting system. The balance sheets have been audited. However,
AMC is also maintaining the accounts on the cash-based entry system. The municipal corporation got
a credit rating of B+ in 2009-10, but the municipal corporation has zero debt on its balance sheet. So,
the relevance of credit rating to the municipal corporation is minimal.
As the starting point of our analysis of AMC‟s financials, we have presented below, AMC‟s municipal
fund statement for the period Financial Year (FY) 2008-09 till 2011-12. The statement is a snapshot of
financial position of AMC during the analysis period i.e. FY 2008-09 till 2011-12. The statement has
been prepared based on the financial information provided in the budget documents of AMC. Further,
for the purpose this analysis, CRIS has restated the financials of AMC as provided in the budget
documents so as to bring them in line with prudent accounting norms.
The total revenue of AMC has grown from Rs. 121 Cr. to Rs. 248 Cr., over the four year period. This
represents a healthy CAGR growth of 26%. However, due to transfer to capital account for
undertaking large projects the overall surplus declined. The total expenditure increased from Rs. 95
Cr. in 2008-09 to Rs. 295 Cr. in 2011-12 .i.e. at a CAGR of 37% over the period under review. This
trend has been represented in the figure below and the financial statement in the table below.
[152]
Figure 14.1 Overview of financial position of AMC
30,000.0
25,000.0
20,000.0
15,000.0
10,000.0
5,000.0
0.0
2008-09 2009-10 2010-11 2011-12
-5,000.0
-10,000.0
Total receipts Total expenditure Surplus/deficit
.
Table 14.2 Financial Statement of AMC for analysis period (2008-09 to 2011-12) in Rs. lakhs
Head of account 2008-09 2009-10 2010-11 2011-12
Opening Balance 4,363 6,937 3,267 3,795
Revenue receipts
A Own sources 1,076 1,032 1,577 1,524
B Assigned revenues and grants 4,192 4,245 6,055 7,306
Total 5,991 6,058 8,743 9,402
Revenue expenditure
A Salaries 4,638 5,367 7,314 7,189
B Operations and maintenance 1,646 1,460 1,701 1,998
Total 6,284 6,828 9,015 9,188
Revenue Surplus/Deficit -293 -770 -270 214
Capital income 6,158 12,940 12,285 15,363
Capital expenditure 3,290 15,839 11,485 15,807
Capital Surplus/Deficit 2,868 -2,899 800 -444
Closing balance incl. OB 6,938 3,268 3,795 3,565
[153]
14.3 Revenue Account

Revenue Account consists of two components Revenue Receipts and Revenue Expenditure.
Revenue Receipts and expenditure are linked to the daily administration of AMC. Revenue account of
AMC over last four years is shown in the figure below. It is seen that AMC has revenue deficit
accounted in all the four years, with maximum deficit in 2009-10.
The Revenue Receipts has increased year-on-year basis from 2009 to 2012 from Rs 60 Cr. to Rs 94
Cr, at a CAGR of 16%. During the same period revenue expenditure has increased from Rs 62 Cr. to
Rs 92 Cr., at a CAGR of 14%.
Figure 14.2 Trends in revenue receipts and expenditure
2011-12
2010-11
Total Revenue Expenditure

Total Revenue Income
2009-10
2008-09
0 2000 4000 6000 8000 10000
14.3.1 Revenue Receipts

Revenue Receipts for AMC consists of own sources of revenue and revenue from grants &
contributions. Further, own sources of revenue comprises of tax revenues and non-tax revenues.
Figure 14.3 Revenue Receipts composition
18% Taxes
Non Tax Income

10%
72%
Assigned Rev, Grants & Contrib
Components of Revenue Receipts are as follows –
[154]
 Tax revenue
 Property tax
 Tax on animals
 Publication tax
 Theatre tax
 Tax of pilgrims
 Non-tax revenue
 Rent from municipal properties
 Stamp duty
 License fees
 Registration fees
 Road cutting
 Notice and warrant fees
 Water and sewerage tax
 Assigned revenue
 General programs
 Life insurance fees for government employees
 Grant for floods
 Grant for payment of salaries due
The main component of Revenue Receipt is state finance commission grant and property tax.
Together these two components constitute 73% of the Revenue Receipts. The increase in Revenue
Receipts is primarily on account of state finance commission and property tax. There was a healthy
increase in state finance commission grants from Rs. 41 Cr. in 2008-09 to Rs. 58 Cr. in 2011-12 and
property tax increased from Rs. 10 Cr. in 2008-09 to Rs. 14 Cr. in 2011-12.
Over the years, the revenue contribution, in percentage terms, has remained largely the same. The
contribution of assigned revenues, grants and contribution has been remained about 78% and tax and
non-receipts has remained close to 22%.
During the period under review, the tax income grew at a CAGR of 12%. The main components of tax
income are property tax, publication and pilgrim tax. Tax income contributes to 6% of the total income.
The tax receipt increased from Rs. 10 Cr. in 2008-09 to Rs. 15 Cr. in 2011-12, indicating a CAGR
growth of 12%. The table below shows the breakup of tax income during the period under review. The
maximum increase in absolute terms and percentage terms was observed in property tax. A
substantial increase was seen between 2011-12 and 2011-12, on account of increase in number of
properties under tax net.
Table 14.3 Tax receipts in Rs. lakhs
2008-09 2009-10 2010-11 2011-12 CAGR %
Property Tax 1,065 1,020 1,469 1,404 9.7
Consolidated Tax 10 12 96 65 85.3
Advertisement Tax 0 0 0 0 -
[155]
2008-09 2009-10 2010-11 2011-12 CAGR %
Other Taxes 1 0 1 1 5.5
Total 1,076 1,032 1,565 1,469 11.0
On an average non-tax receipt has contributed 11% of total revenue income over the period of
analysis years. For AMC, non-tax receipts decreased from Rs 7 Cr. in 2008-09 to Rs 6 Cr. in 2011-12
growing at CAGR of (5)% in the analysis period, major contribution coming from stamp duty.
Table 14.4 Non-tax receipts in Rs. Lakhs
2008-09 2009-10 2010-11 2011-12 CAGR %
Rent from municipal properties 57 124 132 149 37.6
Building permit fees 1 3 3 4 58.9
Fees from licenses 79 75 69 65 -6.2
Notice/warrant fees 6 6 7 6 3.2
Sale of municipal assets 53 48 44 61 4.3
Stamp duty 527 526 855 287 -18.3
Water and sewerage tax 0.0 0.0 12.1 54.3 -
Total 723 782 1122 626 -5
Assigned grants and contribution constitute the largest part of the revenue receipts. Over the period of
analysis, on an average it constitutes 72% of the revenue receipts and grew at a CAGR of 20%. State
finance commission grant constitute the largest part of the assigned grants and contributions.
Table 14.5 Assigned grants and contribution income in Rs. Lakhs
2008-09 2009-10 2010-11 2011-12
SFC Grant 4,139 3,933 5,863 5,821
Adjustment for Jal Sansthan and power

0 216 130 127
corporation
Grant for payment of due salaries 0 0 0 1,233
Grant for floods 0 0 0 0
Other receipts/ buildings/ sports 53 96 62 125
Total 4,192 4,245 6,055 7,306
[156]
14.3.2 Revenue expenditure

Revenue expenditure covers expenditure incurred by AMC on its day to day administrative
operations. Key components of revenue expenditure are:
 Salary, Allowances & pension;
 Operations and Maintenance
Revenue expenditure composition trend of analysis years from 2008-09 to 2011-12 is shown in the
figure below with each components percentage share. Major share that is 78% of the revenue
expenditure of AMC is incurring in making payments of salaries to employees. Rest 22% share for
revenue expenditure is towards expenditure for Operations & Maintenance.
Revenue expenditure increased from Rs. 62 Cr. in 2008-09 to Rs. 92 Cr. in 2011-12 registering a
CAGR of approximately 14%. The share of O&M expense has remained almost the same over the
years.
The establishment expense increased from Rs. 46 Cr. in 2008-09 to Rs. 72 Cr. in 2011-12, indicating
a growth of 16% CAGR. The share of establishment expense was 78% in 2011-12, up from 74% in
2008-09.
Figure 14.4 Establishment expense
3.58%
Finance and Revenue
6.43% Department
General Administration
23.16% Public Works
Education, Sports amd Youth

55.93% Welfare
10.33%
Public Health Department
0.58% Others Departments
Maximum salary expenditure is by the public health department, which includes sanitation, street
sweeping and health. It has increased at a CAGR of 17%.
[157]
Table 14.6 Establishment expense in Rs. lakhs
2008-09 2009-10 2010-11 2011-12
Finance and Revenue

359 393 502 457
Department
General Administration 1,016 990 1,517 1,754
Public Works 506 544 699 691
Education, Sports and Youth

49 54 56 51
Welfare
Public Health Department 2,561 3,230 4,382 4,078
Others Departments 148 156 157 158
Total 4,638 5,367 7,314 7,189
For operation & maintenance, expenditure incurred by different department of AMC, is shown in the
table below. Major share of 52% in O&M expenses has been incurred by Public Works department.
Second Major share of 270 is of Public Health Department. O&M expenses of other departments are
in the range of 1% to 17%.
Figure 14.5Share of O&M Expenditure
2%
General Administration
6%
Public Works
37%
23% Education, Sports amd Youth
Welfare
Public Health Department
1% Others Departments
31% Water Works
Expenditure incurred by AMC in the analysis period is shown in the graph shown below. In absolute
terms, expenditure under general administration increased the most. Due to which, the O&M expense
increased at a CAGR of 38%.
[158]
Table 14.7 O&M expense
2008-09 2009-10 2010-11 2011-12
Finance and Revenue Department 15 0 0 0
General Administration 279 43 164 741
Public Works 925 906 996 613
Education, Sports and Youth Welfare 1 2 15 20
Public Health Department 310 290 387 460
Others Departments 21 174 55 119
Water Works 82 45 83 44
Sewerage/Sanitation 12 1 1 0
Total 1,646 1,460 1,701 1,998
14.4 Capital account

Capital Account comprises of following two components:
 Capital Income &
 Capital Expenditure
Capital income and expenditure of AMC from 2008-09 till 2011-12 is shown in the figure below. Over
the analysis period three out of four periods witnessed capital surplus. The capital income increased
substantially on account of JNNURM and Kumbh grants from Government of India and state
government. In addition, the ULB‟s share for JNNURM projects was also covered by state
government, so capital income is more than expenditure over the analysis period.
Figure 14.6 Trends in Capital Income & Expenditure
2011-12
2010-11
Capital expenditure
2009-10 Capital income
2008-09
0.0 5,000.0 10,000.0 15,000.0 20,000.0
[159]
14.4.1 Capital income

Capital Income consists of grants received by AMC under various schemes for capital works for
various projects. The capital income breakup is in the table below. The income increased from Rs. 61
Cr. in 2008-09 to Rs. 154 Cr. in 2011-12, which represents a CAGR of 36%. Capital Income has
shown varying levels of growth rate over the analysis period from 2008-09 till 2011-12 and is shown in
table above.
Figure 14.7 Capital income in Rs. lakhs
2008-09 2009-10 2010-11 2011-12
JNNURM grants 5,274 10,014 10,539 12,766
Finance Commission grants 288 2,138 875 537
Grants from Central Schemes (NGRBA) 0 0 20 230
MP/MLA LADs 22 7 28 68
Development of shelter homes 0 0 5 66
Kumbh 0 0 0 1,223
Computerization 0 0 0 0
Others 574 780 819 472
Total 6,158 12,940 12,285 15,363
The increase in capital income is on account of projects being implemented on account of JNNURM
programme and projects undertaken for Kumbh mela.
14.4.2 Capital expenditure

Capital Expenditure consists of capital expenses incurred by AMC for carrying out various regular
capital works and other capital works under State & Central Schemes. Capital Expenditure has
increased from Rs 32 Cr. from 2008-09 to Rs 158 Cr. in 2011-12.
Major share of capital expenditure incurred by AMC is dedicated for various works proposed under
JNNURM scheme and Kumbh mela related projects. Together they constituted 76% of the capital
expenditure and other scheme of State Government accounted for 24% of capital expenditure.
Contribution of each component over the analysis period is shown in the table below.
Table 14.8 Capital expenditure
2008-09 2009-10 2010-11 2011-12 CAGR %
JNNURM 2,242 5,624 8,544 14,295 59.5
Finance Commission grants 1,170 3,277 177 778 12.0
[160]
2008-09 2009-10 2010-11 2011-12 CAGR %
MPLAD 0 11 33 55 103.9
Shelter home 0 0 0 49 -67.1
Sewerage & Sanitation (incl.

0 6,230 2,680 228 -59.0
NGRBA)
Public Health,
100 660 0 0 -100.0
Conservancy/SWM
Kumbh Mela 0 0 0 0 -
Urban poor 0 42 19 350 191.6
Other departments 6 3 9 17 3.4
Total 3,290 15,839 11,485 15,807 74
[161]
15. SWOT Analysis

The competitive position of the city in terms of efficiency in governance, completive economic growth,
sustainable development, and infrastructure efficiency, skilled labour has been analysed to under the
strengths, weakness, opportunities and threats in the city. The competitive position increases or
decreases based on the projects/initiatives taken up by AMC and other parastatal agencies. The
present competitive position of AMC (as identified by city stakeholders) has been presented in the
table below.
Table 15.1 Competitive position of the city

Parameter Scale Remarks
Efficiency in Governance High E – Governance mechanisms like online consumer
complain cell, property tax collection system, and
birth and death registration.
Efficient Infrastructure Low Lack of unger ground drainage system and
disposal mechanism
Protected Heritage Low Lack of heritage management of non-ASI
protected monuments
15.1 SWOT Analysis

The SWOT analysis gives a cursory snapshot of existing potentials that favour growth in the city.
Further, issues curbing the city development are discussed. The ranking of importance in a scale of
High to medium has been developed through interactions with stakeholders and officials. In case of
opportunities and threats, the possibility of occurrence has also been identified. The table below
presents the strength and weakness in the city.
Table 15.2 Strength and weakness in the city

Strengths Importance
Religious, spiritual and educational centre High
Agrarian based surroundings support the trade and commerce of cash crops Medium
Allahabad city is the regional centre for Purvanchal districts Medium
The city is well connected with road and railway network Medium
Weakness Importance
Lack of coordination between ULB and Parastatals agencies with respect to Urban High
transport management
Basic services such as water supply, sewerage and sanitation are lacking High
Core city is already saturated with high density and congestion related issues High
Conducive environment for habitation and Industrial activity Medium
Also, the likeliness of the city to be selected for New Urban Mission (NUM)/Smart city development
would certainly have a positive impact on the service delivery.
On the other hand, the city suffers from lack of proper disposal facilities for sewerage and solid waste
generated. The current practice of disposal could create environmental hazard. Also, the growing
number of slums in the city is emerging as a major concern. The following table presents the ranking
of identified opportunities and threats in terms of impact on the city and the possibility of occurrence.
[162]
Table 15.3 Opportunities and threats in the city

Opportunities Possibility of Impact on city
occurrence
CBUD project and potentiality to be receive funds High High
under NUM/Smart city.
Threats Importance Impact on city
Ineffective disposal system could create environmental High High
hazard
Spurring squatter settlements due to seasonal High High
migration of unskilled labour force
15.2 SWOT
Table 15.4 SWOT Analysis
Strength Weakness
 Development happening in an unplanned

 Good connectivity by road and rail
manner in outgrowth areas
 Established educational centre –
 Lack of support infrastructure such as
Allahabad University, IIIT, MNRNIT and
quality roads -rest rooms, toilets, hotels,
many other private;
etc.
 Abundance of surface water. Water
 Existing water supply system is quite old;
availability will never be a problem
 High dependency on groundwater –
 Allahabad attracts tourists not just for
70%;
its religious importance, it is also a
 Project implementation delays causing
major educational hub and the natural
problems in water availability
beauty of the Ganges plays a very
 The coverage of sewerage network is
important role in attracting visitors to its
very poor
ghats
 Storm water drainage network is lacking;
 Huge river side and river bank space
 Poor public transportation
 Parking is a major problem across the
city
 Lack of signage across city
 Involvement of multiple departments
leads to co-ordination issues.
 There is shortage of hotel rooms in peak
tourist times.
 The river faces additional pressures on
the days of the religious festivals when
millions of devotees bathe in the Ganga.
Besides these, the increasing use of
plastics and un-dissolvable material
clogs drains and contaminates the river
water.
 The service level in slums is poor e.g.
water supply, sanitation, sewerage, solid
waste management etc.
Opportunity Threat
[163]
Opportunity Threat
 The facilities for the tourist population

 Emergence of urban sprawls of Naini,
are very poor.
Jhusi and Phaphamau that can cater to

the growth of parent city. But effective
 In the event of any natural disaster, the
control mechanism can be put in place
low lying areas are under threat
to regulate development in outgrowth
 If the urban growth regulations are not
areas
enforced here, not only will the quality of
 Immense presence of educational
life be affected but it can also further
facilities/ institutions that can be utilized
increase the existing problems of
for creating employment opportunity
congestion and pollution.
 Not only assured water supply for
 Unchecked growth of squatter
several decades, appropriate measures
settlements – ∼30% of the total
such as conservation and rain water
population
harvesting can recharge the ground
 High floating population leading to stress
water as well.
on the city‟s infrastructure, hence need
 Implementing the on-going and
for design of appropriate infrastructure
proposed projects can solve the present
facilities
issues of the sewerage system to a
 If appropriate measures are not taken up
great extent
for water quality improvement and
 Despite several problems, the religious
storage, availability of water supply will
inclination of the population makes them
be a problem
come to Allahabad. Therefore, the city
 If the untreated sewerage is
will continue to have increasing number
continuously discharged into the river
of pilgrim population.
Ganga, the quality of the river would
 Untapped tourism resources/ potential,
further deteriorate. This will affect not
development of bhe boating facility is a
only the people who take bath in the
potential area for tourist infrastructure
holy river but also will affect the
and improvement of the ghat areas.
downstream population. This will also
Improvement and up gradation of these
affect the marine habitat adversely
areas can substantially improve the
 The continuous neglect of the tourist
urban environment and quality of life.
spaces can act as deterrent for the
 Potential for riverfront development
growth of tourist population
 Scope if industrial development
 The main stream has lost the high speed
 The proposed recreation areas as part
of the current due to less volume and
of the Master Plan 2021 needs to be
pressure of water. The depth of the bed
developed
is drastically became victim of
deposition. The natural capacity of the
river to maintain its speed of the flow is
now checked
 Green spaces are necessary to restore
balance in the natural environment. Lack
of green spaces might lead to creation of
urban heat islands
 Due to pollution caused by untreated
sewerage disposal, the quality of
available is not potable
[164]
16. City Vision, Development Goals and Strategies

„Vision‟ in the context of the CDP is a vivid and idealized description of a desired outcome that
inspires, energizes, and helps the stakeholders in creating a future picture of the city with positive
changes. It can also be defined as the position which the city aspires to reach in the medium to long
term (beyond 10 years but within 20-30 years). It is important that the vision for a city is defined in
simple terms, which all citizens can share and identify with.
In the above context, CRIS team had conducted a wide range of stakeholder consultations in the city.
Further, the team in association with AMC organized a consultative workshop on 5th December 13 at
AMC‟s council hall. The objective of the workshop was to discuss the status and performance of the
service delivery and to understand the aspirations of the citizens on city development and framing of
the vision for Allahabad. The workshop was attended by the various stakeholders of the city.
The present chapter provides a documentation of the discussions carried out with various city based
stakeholders. Further, the details of the 1st stakeholder workshop conducted in the city for vision
formulation has been provided. The sector wise vision, development goals and action plans to fulfil
the overall vision for the city has been discussed.
16.1 Stakeholder Consultations
16.2 Consultative Meetings

The Government of India has envisaged the revised CDP preparation process through consultative
and participatory approach and it requires the involvement of various stakeholders at the ULB,
regional and state level. At this phase, the CRIS team conducted consultative meetings and focus
group discussions with various stakeholders to discuss about the status and performance of service
delivery mechanism, aspirations of the citizen on the city development and to ensure a participatory
and inclusive development process.
16.3 Focus Group Discussions

The first step in identifying the stakeholders was to understand the city in the context of its economy,
its situation in the region and to some extent its legacy as a religious and pilgrim centre of prime
importance in the country. It took several rounds of talking in the city to identify some stakeholders.
These include:
 Hotel associations;
 Commercial people (shops at tourist sites);
 Tours and travel industry;
 Uttar Pradesh Chambers of Commerce;
 Civil defence;
 Educational institutions/representatives; and
 Boat men who are an important part of the landscape.
[165]
16.4 Workshop process
Meeting Agenda Inception meeting for Revised City Development Plan of Allahabad city
th
Place/ Location/ Allahabad Nagar Nigam Office on 26 September 2013 at 3:00 PM
Date/ Time
 Mayor, ANN
 Municipal Commissioner, ANN
 Secretary, ADA
 Additional Municipal Commissioner, ANN
 General Manager, Jal Sansthan
 Executive Engineer, Jal Nigam
 Representatives from VDA
 Member of PIU, ANN
 Mr. Tapas Ghatak, Sector Expert
 Mr. Rahul Sethi, Consultant
Following were the key discussions during the meeting
 The meeting was chaired by the Honourable Mayor and attended by the Municipal
Commissioner, department heads, and representatives of various parastatals.
 Mr. R K Dwivedi, HR Officer briefed the officials about the agenda of the meeting and all the
members present introduced themselves.
 The CRIS team initiated the meeting by giving a brief about the CBUD programme and the
need to revise the CDP. Thereafter, the CDP preparation process was detailed to the officials
present, including key CDP highlights, guidelines, and our approach and methodology for the
revision of CDP.
 During the discussion, CRISIL team requested the officials to share their experiences during
the preparation of the old CDP. In addition, CRIS also asked the officials present if they could
st
comment why some other projects in the 1 generation CDP were not taken up and their
current status.
 The senior officials have changed over the last five years, so the officials present were not
aware of the details of the CDP preparation process followed earlier. However, on the
projects identified in the CDP, they mentioned that some of the projects were not a priority at
that time. But these projects may be considered in the revised CDP.
 Stakeholder workshop is the central idea around which the preparation of CDP revolves. The
CRIS team requested the officials present to ensure stakeholder participation by identifying
stakeholders to be present in the workshops to share their views.
 The Secretary, ADA was of the view that stakeholder interactions should be initiated an on-
going process and not just during the workshops.
 The Honourable Mayor was also of the view that importance should be given to the
stakeholder workshops and suggestions provided by the stakeholders should be taken into
[166]
account while preparing the CDP.
 Thereafter, the CRIS team requested the Honourable Mayor and Municipal Commissioner to
appoint a nodal officer for coordinating in all aspects of CDP, form CDP policy and technical
committees, and identify stakeholders to participate in the stakeholder meetings/workshops.
 To this it was agreed, that CRIS will share a tentative list of committee members and share
with ANN. Thereafter, ANN will finalize the members of the committees and appoint a nodal
officer.
 It was also decided that list of stakeholders for the workshops will be prepared in the due
course of time.
Interim Workshop
th
The Stakeholder Meeting was held at AMC meeting room on 11 March 2014, AMC office, Allahabad.
The meeting was chaired by Municipal Commissioner, Allahabad Municipal Corporation and attended
by several senior officials from AMC, ADA, Jal Nigam, UPSRTC, DUDA and several councilors. A
presentation of the preparation of Revised City Development Plan and findings of the city wide sector
wise key issues was delivered by CRISIL.
Prior to the stakeholder workshop, CRIS undertook individual discussions on various issues faced in
the city today. The discussion were held with the following –
 CAFO, AMC
 General Manager, Jal Kal
 Project Officer, DUDA
 Executive Engineer, Jal Nigam
 Executive Engineer, AMC
 Regional Tourist Officer, UP State Tourism Department
 Station Officer, UP Fire Service, Kasturba Gandhi Road, Allahabad
 Chief Health Officer, AMC, Allahabad
 Dy. Chief Medical Officer, Allahabad
 Assistant Engineer, ADA
 Deputy Education Officer, AMC
 Mr. Anil Kesarwani, Head, Civil Defence, Allahabad
 Mr. Kamlesh Singh, Ex-councillor, Allahabad
 Mr. A K Jain, Eastern Chamber of Commerce, Allahabad
 Prof. Tiwari, Civil Engineering Department, MNIT, Allahabad
 Mr. Anand Mohan, Advocate, Allahabad
[167]
Stakeholder workshop on 11th March 2014
[168]
16.5 Issues identified

Table 16.1 Sector wise key issues
Sector Issues
 Unequal supply of water to many parts of the city. Low lying areas have
high water supply pressure but areas on higher ground do not
 Going forward dependence on ground water needs to be reduced
 The operations and maintenance cost is high for tube wells
Water supply  Water quality is an issue, as many pipelines have been damaged.
 Water treatment plants not sufficient
 Because of heavy dependence on ground water and very little ground
water recharging water table is declining
 Metering has not been implemented yet
 Less than half of the city is covered by underground sewerage network

 Maintenance of sewerage network laid under JNNURM will be
problematic, as the pipelines are in the centre of the roads
Sewerage and  In old city areas the lanes are narrow. This will cause a problem while
Sanitation laying of pipelines
 Most of the sewerage network is over ground and there is no separate
storm water drains. So during monsoon season the same drains carry
storm water, which leads to overflowing on streets. This stream is then
carried to the treatment plant and river. This reduces the sewerage
carrying capacity of the drains
 Storm water drain network is inadequate

Storm water  Water logging is a problem in old city area
drains  Most of the sewerage network is over ground and there is no separate
storm water drains. So during monsoon season the same drains carry
[169]
Sector Issues
storm water, which leads to overflowing on streets. This stream is then

carried to the treatment plant and river. This problem is predominant in
Allahapur area.
 Rain water reaches the sewerage network as there is no separate storm
water drain network
 Huge pile of waste is lying at the treatment site

Solid waste  Segregation of waste is not been practiced
management  SWM is one of the primary responsibilities of AMC. It is manpower
intensive. However, after abolition of octroi, AMC has not been able to
identify an alternative source of revenue. Hence, it is finding it difficult to
fund the tipping fee to be paid to the concessionaire.
 About 70,000 new vehicles are sold every year, due to which there is
heavy movement of vehicles in the city. As of today, there are close to 8
Roads and lakh vehicles in Allahabad. Old city area witnesses maximum traffic jams
transportation  Parking facilities are inadequate in all commercial areas
 Unified Metropolitan Transport Authority (UMTA) is not functional
 Existing number of buses is inadequate
 The existing bus depots are inadequate
Social  Lack of paramedical staff in all hospitals and primary health centres
infrastructure  There is shortage of land for schools
 The response time for fire brigades to reach the spot is on the higher side
as lanes are narrow
 The availability and quality of basic services like water supply, sanitation
Slums facilities, solid waste management etc. are poor
 Unavailability of reliable data on slums is hampering development plans
for slum areas
16.6 Stakeholder suggestions

Table 16.2 Stakeholder suggestions
Strategies
Sector
 River front development
 Beautification of roads
City development  Need for better connectivity on across the rivers for future
development
 Water supply zones to be implemented to ensure equal distribution of

water
Water supply  Valves should be used to control water pressure
 In the presence of perennial source of water, surface water should be
tapped for future need
[170]
Strategies
Sector
 The source of water at water works in Naini should be surface based
 Old pipelines need to be replaced
 Water treatment plant capacity needs to be increased
 Implementation of rainwater harvesting for ground water recharging
 Metering of all water supply connections
 Entire city should be covered by underground sewerage network

 Provision of sanitation facilities in slums should be prioritized
 For future projects, sewer trunk lines should be laid on road side
 Community toilets should be constructed
 Branch network needs to be strengthened
 The entire sewerage collected should be treated
 Reuse of treated water should be promoted. Treated water can be
Sewerage and
used by three thermal power plants coming up nearby (Maza,
Sanitation
Karchana and Bara)
 Treatment of waste water to generate gobar gas should be explored
 Public toilets should be built at prime junctions of the city and along
the rivers on both sides
 A committee of AMC officials, Jal Kal and Jal Nigam should be
constituted for coordination of projects
 All sewerage lines should be cleaned on regular intervals
 Segregation of waste is essential

 Treatment capacity should be increased to 600 TPD
 The collection points should be better managed
 Trucks carrying waste should be covered
 Rag pickers should be engaged for collection of plastics
Solid waste
 Segregation of waste should be done at the treatment site
management
 Before the door-to-door collection is initiated across the city, the
treatment plant should be made operational
 Landfill site for future waste generation should be explored
 Waste should also be collected from future growth areas
 Storm water drains should be laid to cover entire city

Storm water drains
 Rain water harvesting should be practiced
 Ring road around the city should be planned

 Flyovers and bridges over Ganga and Yamuna should be planned to
ease movement of traffic and enable expansion of city in all directions
 Grade separator, off street and multi-storied parking lots should be
planned in major areas such as Chowk, Civil lines, Leader Road,
Roads and Katra, Near High Court and Sulaki
transportation  New buses should be procured, in consideration to road width in old
city areas
 Provision of land for bus terminals in the city and bus depot outside
the city
 A rail track should be planned from outer city area to Kumbh area for
ferrying tourists
 Use of public transport should be encouraged
[171]
Strategies
Sector
 Widening of roads and junctions in old city area
 The number of autos should be limited in the city
 Provisions shall be made for paid taxi stands
 Traffic signals should be put up on all junctions
 Footpaths should be constructed along roads for pedestrians
 There should be regular anti-encroachment drives
 The option of re-densification of certain commercial areas should be

explored
Land use and
 Policy for hawker zones should be prepared and planned
urban planning
 Areas for settlement of cattle within the city should be planned. Such
areas should be in every zone
Social  Primary and secondary healthcare infrastructure should be improved

infrastructure  Number of municipal schools should be increased
 Air, water and noise pollution should be minimized

 Mobile van should be procured for monitoring pollution levels
 Greenery should be promoted across the city
Urban environment
 Trees should be planned along the roads
 Installation of CNG in public transport vehicles should be promoted
 A survey should be conducted to map the slums and availability of

their basic services to them.
 Health posts should be developed in all slums
Slums  Coordination mechanisms involving all stakeholders should be put in
place for all slum related projects, to avoid duplication of work.
 More skill and community development programs should be run
 Plans should be made for temporary housing/night shelters
16.7 Stakeholder Workshop - Draft City Development Plan

th
The stakeholder workshop at the draft stage was conducted on 20 March 2015 at the Allahabad
Municipal Corporation (AMC), town hall. The workshop was chaired by the Mayor of AMC. About 30
participants which included elected representatives, ULB and parastatal officials attended the
workshop. The list of the participants has been provided in annexure
Table 16.3 Agenda for stakeholder workshop at draft stage

Agenda From To Speaker
Presentation on Draft City 2:00 P.M 3:00 P.M Team Leader – CRISIL
Development Plan
Interaction with the #:00 P.M 4:00 P.M Open Discussion
Stakeholders
Final Remarks 4:00 P.M 4:15 P.M Elected
representatives
Vote of Thanks 4:15 P.M 4:30 P.M HRD Officer Mr. Raj
Kumar Dviwedi
[172]
Responding to the keenness of the stakeholders in knowing about various mission programmes, the
CRIS team presented, an overview of various mission programmes viz., Smart Cities, Urban
Development Mission and Swacch Bharat Mission and mentioned that while under each of the
programme the relative aspects would be dealt in more detail, however the initiative and projects
identified in the CDP for addressing present and future needs of Allahabad would serve as a means
of co-ordinated planning. The team further provided details to the stakeholders on the key emerging
challenges, opportunities and strength of the city and invited suggestions to the various aspects
identified in the CDP. The total investment identified and sector wise details were discussed with the
stakeholders. The consultants also highlighted the role of each agency for undertaking a coordinated
development.
Figure 16.1 Presentation during stakeholder workshop at draft stage
The key points of discussion of the meeting are presented below.
 The stakeholders were appreciative of the fact that Allahabad city has been selected by
MoUD for developing as a Smart City and suggested that all other programmes should be
implemented in a coordinated manner and with holistic planning approach.
 The stakeholders also felt that as part of Smart City development initiative localized
innovative workable approach should be adopted which are doable and manageable in
context of Allahabad city.
 The development in Allahabad, at present is beyond the Municipal Jurisdiction, the
stakeholders enquired whether the projects and planning covers the area beyond their
jurisdiction. The also expressed the need to connect the growth happening across the river
[173]
through construction of flyovers and managing planned growth in the outgrowth areas. The
consultants confirmed that the CDP has taken into consideration the Allahabad Master Plan
which covers AMC and outgrowth areas and also affirmed that the CMP of Allahabad has
identified such projects and have been included in the CDP.

th
The stakeholders expressed strongly that all the functions as envisaged under 74 CAA, for
city governance and management should be transferred to the Urban Local Body for
planning, implementation and operations. Unless, this are transferred, the ULB remains as a
fund transferring agency and does not has any role in planning for its citizens. They
suggested that the new mission should condition the development by giving powers to ULB to
undertake and implement this projects.
 The stakeholders also made important emphasis on development of slum areas inclusive of
livelihood and social and other infrastructure facilities. There is a key challenge they face in-
situ development due to limited land availability. The consultants provided examples and
innovative practices of other cities where such issues has been handled and suggested ULB
to undertake a visit of such good practices.
 The stakeholders felt that although Allahabad has taken about Rs 734 crores of projects
under the previous mission, however, suggested that the incomplete works especially
sewerage system in the city should be taken up at priority. This would specially need
providing sewerage connections to household, all other trunk infrastructure and treatment
facilities are already in place.
 In a follow up meeting up the Municipal Commissioner and ULB officials, it was discussed that
waste management in the city also needs significant improvement. Where majority of the
cities are facing challenges in collecting segregated waste, it was discussed and suggested
that the corporation can explore separate collection mechanism for bio-degradable waste
from hotels, markets (fruits, flower markets, mandi‟s etc.) which if collected separately can be
put to use directly for vermin-composting. Significant awareness campaigning is also needed
to bring awareness about waste segregation and such initiative can be started from schools,
colleges and in localities. It was also discussed creating scientific landfill site to avoid pollution
and move towards zero emission envisaged under Swacch Bharat Mission.
 The Municipal Commissioner and Mayor also emphasized on enhancing the capacity of ULB
to manage all aspects of municipal service delivery in a better way and handle challenges of
city management going forward.
 It was also discussed that drawing of water through tubewells is affecting the ground level and
increased maintenance cost, where a perennial source of water is already available in the
form river Ganga in the city. The city should hence, plan moving away from tubewells to
drawing water from river itself, which will also bring significant cost saving in operations.
Various measures for controlling NRW and bulk metering were discussed to bring more
efficiency in water supply management.
 It was suggested that although the CMP has not identified rapid transport system for the city,
however, it is important that with the growing densities and population, the city would in future
require express connectivity and strong public transport system. It was also discussed to
explore existing railway network passing through the heart of the city as means of local
transport. This would need permissions from railway authorities and also would require doing
a financial feasibility.
 The stakeholders and officials are determinant to take development of Allahabad in a rapid
manner and making it a smart city.
 The meeting concluded with vote of thanks to all stakeholders.
[174]
Media coverage
16.8 Vision formulation

st
The vision statement of the 1 generation CDP for Allahabad was to make it “A hi-tech city together
with continuing cultural and religious traditions by laying an good focus on religious tourism.
The traditional education of the city shall be given maximum thrust for it to come a knowledge
hub”. The stakeholders in during the interim workshop found the exisitng vision statement to be
relevant and decided to continue with the same vision statement. The vision statement in this phase
of CDP has been further translated into specific development goals.
16.9 Approach to Allahabad City Planning

It was considered important to develop an overall comprehensive approach to the city planning for
Allahabad. The city is a religious hub and an educational hub. It is the most important religious place
for the Hindus. It attracts tourists as well as saints. The River Yamuna and Ganga provide the city its
raison-de-etre. However, despite all this the city presently faces a most crushing need for rejuvenation
and revitalization. Most of its problems are interlinked and each is dependent on the successful
amelioration of the other. The approach to the planning for Allahabad is detailed below.
[175]
16.9.1 Service Integration

Critical lack of development of infrastructure and in some cases its non-functioning (example, the
roads and transportation, solid waste management system and sanitation) has resulted in poor quality
of life in the city. More so along the river, wherein the load of sewerage and solid waste of the entire
city is dumped. Therefore, the infrastructure sector is the prime focus area. The city already has
several projects in its pipeline to improve the water supply and sewerage systems. These need to be
implemented on priority. Apart from these, the focus sectors have to be:
 Storm water drains
 Quality of Roads and Public Transport
 Solid waste management
16.9.2 Area Integration

Apart from integration of services and its provision, the city needs an area integration approach for its
development. The river front and the river cleaning, for instance, need to be taken up in an integrated
manner. The above mentioned approach has been translated into specific development goals. These
have been described in the following section.
16.10 Development Goals
16.10.1 Development Goal 1: Clean Allahabad-Clean Ganga-Yamuna
Table 16.4 Development Goal 1

Sector Goals
Water Supply  Water quality to be improved to provide pure drinking water for all.
system
 Water supply zoning to be implemented
improvement
 100% coverage of households by sewerage connections in the city.

Sewerage  Re-use of treated sewerage for non-potable.
System  Preserve the natural environment of the city.
Improvement  Maintain the ecology of river Ganga and the other water bodies in the
city system.
Sanitation  To completely stop open defecation and urination.
 Improve drainage network across the city to prevent water logging and
safeguard quality of roads.
Storm Water  Constructing new drains shall be integrated with the new roads
Drainage
development.
 Perforated tiles footpaths to allow penetration of rain water into ground.
 Entire city to be covered under door to door collection.

 100% segregation of waste.
Solid Waste
Management  Recycle and reuse waste; start mechanisms to convert waste to wealth.
 Promote awareness on cleanliness and against dumping of waste on
road side drains and river.
[176]
Sector Goals
 Separate collection system from bulk producers.
16.10.2 Development Goal 2: Retain the religious pre-eminence of Allahabad

in India

Sector Goals
 Kumbh area, Sangam and Fort to be beautified and provision of all basic
Heritage amenities
 Initiate coordinated approach to heritage area conservation and planning
Religious  Ensure round the clock cleanliness in temple complexes

sites  Create awareness drives for cleanliness
River Ganga
Completely stop waste and sewerage disposal into the rivers
and Yamuna
16.10.3 Development Goal 3: Make Allahabad an environmentally sustainable

city

Sector Goals
Environment  Increase the green spaces in the city and integrate them
Management  Pollution control through multi-pronged strategies
River front  Development of river front on all the three sides

management  Activity zoning regulations on the river side.
16.10.4 Development Goal 4: Economic vibrancy to the City
Sector Goals
 Tourism promotion through better facilities

Economic Development of city  Industrial facilitation and growth
 Focus on informal sector regulation
 Development of roads and public transport

Infrastructure
 24X7 power supply
[177]
17. Sector Plans, Strategies and Investment plan
Sector plans in line with the identified vision for the

city has been prepared through a comprehensive The phasing of the identified projects and
process of gap assessment and through investments is based on the following
principles:
stakeholder consultation. This assessment has also
led to the identification of sector specific strategies,  Priority needs, with developed areas
implementation actions, and associated reforms receiving priority over future
with specific inputs from stakeholders too. development area
 Inter and intra-service linkages, viz.
The strategies adopted primarily have three
water supply investments shall be
dimensions: improving the service delivery by
complemented by corresponding
efficiency measures, improving service delivery by sewerage/sanitation improvements
creating infrastructure assets: and improving the  Size and duration of the
governance aspects. This section summarises the requirements, including preparation
sector plans and capital investments required for and implementation period
creating infrastructure assets and various strategic  Project-linked revenue implications
interventions required in the implementation of such
projects.
The need for the CIP is on account of:

 Assessment of city growth and infrastructure needs
 Scheduling of investments for on-going projects
 Assigning of priorities within the constraints of available financial resources
The CIP is the multi-year scheduling of identified and prioritized investments. The scheduling or
phasing of the plan is based on:
 Assessment of city growth and infrastructure needs
 Scheduling of investments for on-going projects
 Assigning of priorities within the constraints of available financial resources
17.1 Institutionalizing CIP

The CIP is an important element and is significant in terms of the city‟s management process and
sustainability with regard to the delivery of basic services. The CIP also provides a framework for the
annual budget cycle for the future 6-10 year period. The CIP identifies the roles and responsibilities of
various stakeholders in the implementation of identified projects. The CIP involved the identification of
public capital facilities to cater to the demand of the city population for the medium and long term
infrastructure needs.
The project identification has been carried out through a demand-gap analysis and the stakeholder
consultation. Further, project prioritisation and strategizing of the investments/phasing of investment
are based on the strategies listed out under each service sector as identified through stakeholder
consultations. The projects derived are aimed at ensuring the optimal and efficient utilisation of
existing infrastructure systems and enhancing the capacity of the systems/services to cater to the
demands of future population additions. Certain projects have been identified in consultation with the
stakeholders.
[178]
The CIP and forecasted future needs for provision of capital facilities under each identified sector are
presented below. These assets will help to universalise services for the current population as well as
accommodate the expected increase in population.
In sectors where long-term planning is required (for example, source development for water supply,
sewerage, etc.), a 25-year planning horizon is considered. Assets created in such sectors consider
the projected population in this horizon. These infrastructure assets would not only guarantee
services to the citizens but also signal a proactive commitment to potential investors considering the
region.
17.2 Water supply sector plan

The key challenges for water supply in Allahabad are to improve water quality, ensure equal
distribution and reduce the non-revenue water. These three aspects would go a long way in securing
the water supply to the residents of the city. Also, unlike several other cities, Allahabad does not face
the problem of gaps in water supply source. The River Ganga is a perennial water source.
In order to estimate the investment priorities in this sector, the gap analysis has been carried out to
analyse the current deficit in the system and future requirement for the design year 2041. The sector
plan for water supply improvement in the city has been presented in the table below.
Table 17.1: Water supply sector plan
Water Supply Sector

Sector goals
 100% coverage of piped water supply network
 Provide 24 X 7 water supply
 The quality of the water should meet the CPHEEO standards.
 Reduction of NRW to less than 20%
 Undertake tariff revision and reduction to achieve 100% O&M cost recovery
Design
 Base year as 2013 and design year as 2041
parameters
 Demand estimation based on the projected population for Allahabad and
additional 10% of the population considered as floating population.
 Daily water supply demand (172.5 LPCD) calculated on the basis of daily
per capita water supply norm (150 LPCD +15% Un accounted for Water)
 Quality of water as per CPHEEO standards
 100% treatment capacity
 33% of water supplied as storage capacity
 Distribution network coverage – 100% in habitable areas.
 Cost recovery through user charges (100% O&M expenses)
Demand gap Component 2013 Ongoing Current 2021 2041

assessment projects gap (Short term) (long term)
Demand Gap Demand Gap
Source (Daily 308 119 - 284 - 418 -
Supply in
30
MLD)
30
With the completion of ongoing works, there will not be any demand for water supply source augmentation
[179]
Refurbishment - - - - 357 357

31
of source
Distribution 1122 794 569 2658 742 2658 742
network
coverage (km)
Refurbishment - - - 1122 - 1122
of old network
(in Km)
Elevated 60 72 - 95 - 139 7
Storage
capacity
(MLD)
Refurbishment - - - 60 - 60
of ESR (MLD)
Treatment 135 - 101 284 149 418 283
capacity
(MLD)
Desired 2013 2017 2019 2021 Remarks
outcomes Network 73% 80% 90% 100% -
coverage to
households
Per capita 253 135 135 135 -
supply (LPCD)
24x7 water 0% 30% 60% 100% -
supply
Quality of 80% 100% 100% 100% -
water
Non-revenue 30% 30% 25% 20% -
water
Consumer 1% 50% 100% 100% -
metering
Cost recovery 81% 85% 100% 100% -
Action Plans Activities
Increase the
 Increase water supply coverage through individual service connections.
household level
coverage  Provide water supply to newly developed/developing areas and uncovered
areas.
Water Supply
 This focuses on partial or complete refurbishing of the existing water
System
Rehabilitation distribution pipeline.
Plan  The old, defunct, and inadequate piping system needs to be replaced by a
proper distribution network.
Comprehensive
 This focuses on source augmentation, adequate storage, and distribution
Water Supply
Plan network and treatment facilities for future requirement.
Operation and
 This focuses on development of the asset inventory
Maintenance
Plan  Introduction of flow meters, bulk meters and consumer end metering
system will ensure judicious usage of water
 Implementation of service information improvement plan
31
The life of tube wells is estimated to be till 2031. Hence, to meet the water demand in addition to 70 MLD (from intake well)
new water source will have to be developed.
[180]
 Conducting workshops on water supply and other services to educate the

citizens.
 Preparation of training calendar to impart training to all the staff members
throughout the year on O&M of assets
 Trainings for expenditure control and reduction of O&M cost on key
services.
Unit Rates Component Unit Unit Cost (Rs in

Lakhs)
Refurbishment of old network KM 50
Treatment Gap -New WTP requirement MLD 50
Replacement of ESR (capacity) MLD 80
Water quality monitoring Lump Sum 200
Institutional training Lump Sum 1000
Metering Per meter 5000
17.2.1 Capital Investment Plan

Based on the above key requirements in the water supply sector, the capital investment plan for water
supply project is presented in the below table.
Table 17.2 Water supply capital investment plan

Project Sub project Estimated Remarks
cost in Rs.
Crores
Distribution network New distribution network of 742 106 AMC is
Km implementing
32
Replacement of 560 Km existing 84 projects under
distribution network JNNURM. The
Treatment plant Augmentation of treatment 22 projects are
capacity by 149 MLD expected to be
Storage reservoirs Refurbishment of 60 MLD of 96 complete by
existing OHTs March 2015.
Metering and leak Installation of 2.35 lakh lakhs 117
Hence, these
detection and installation of domestic water meters across the
33 projects are in
SCADA system city
Water quality assessment System for monitoring water 2 addition to the on-
units quality going projects.
Capacity building Institutional level training 10
Total investment identified 2021 438
Total investment required for 2041 932
17.2.2 Project details

The key projects and project details in water supply sector is presented in the below table.
32
Since, the breakup of replacement and new network for ongoing works is not available. Hence, it has been assumed that
50% of the existing network needs to be replaced in phase I.
33
Metering was a component of the on-going JNNURM project; however procurement of meters has not been done. So, a
provision equivalent to the cost of meters has been made in revised CDP.
[181]
Table 17.3 Water supply project details

Project Project details
Elevated storage
 With the completion of on-going OHTs, the total storage capacity will
capacity
be more than 33% of the water supplied.
 However, the existing 60 MLD of OHTs need to be rehabilitated
Distribution network
 The distribution network is the most critical component in the water
supply system for Allahabad city
 To achieve the desired service level of 100% road coverage, 708 km
of new distribution network is required.
 As the distribution network is very old, a substantial part of the
network needs to be replaced. Based on discussions with officials,
the length of distribution network to be replaced has been assumed
that 50% of the existing distribution network needs to be replaced.
However, the exact length of the distribution network to be replaced
may be less.
Treatment capacity
 The treatment capacity needs to be increased by 149 MLD to treat
100% water supplied.
Water quality
 To monitor the quality of water, water quality assessment units have
been proposed
Training
 Institutional level training needs of Jal Kal need to be assessed.
Accordingly cost provision has been made.
17.2.3 Phasing of investment

The phasing of projects has been detailed out in the table below.
Table 17.4 Water Supply Phasing

202
Implemen 2015- 2016- 2017- 2018- 2019-
Tot 0-
Sector/Component ting 16 17 18 19 20
al 21
agency
(in Rs. Crores)
Refurbishment of old pipes Jal Nigam 84 8 25 25 25 - -
A
and
B New distribution network Jal Nigam 113 11 33 33 34 - -
Augmentation of treatment Jal Nigam

C 22 2 6 6 7 - -
capacity
Refurbishment of existing Jal Nigam
D 96 9 29 29 29 - -
OHTs
E Water supply meters Jal Nigam 117 11 47 58 - - -
F Water quality monitoring Jal Nigam 2 0.2 1.8 - - - -
[182]
Implemen 202
Tot 2015- 2016- 2017- 2018- 2019-
Sector/Component ting 0-
al 16 17 18 19 20
agency 21
G Institutional training Jal Nigam 10 2 2 2 2 2 -
Total 443 45 145 155 96 2 -
17.2.4 Possibility of PPP

The entire project from source augmentation to metering of water connections can be developed on
the public-private partnership mode.
Under PPP, AMC would undertake implementation of O&M of water supply system which involves the
following steps:
 AMC shall fix the tariff for water user charges.
 Handover the assets to the operator for operation and maintenance
 Billing and collection of the water charges should be done by the private operator.
 The assets would be maintained by the private operator, and AMC shall pay revenues to the
private operator.
Under the PPP model, the developer would have the following responsibilities
 The entire project can be awarded for a period of 30 years
 Developers can bid on either tariff required to operate and maintain the project or annuity
support from AMC
Key service level parameters
AMC need to set performance parameters for the private developer to be obliged during the contract
period. The performance parameters would in the area of;
 daily hours of supply
 supply levels as stipulated by AMC
 quality of water as per CPHEEO norms
 Improvement in coverage of water supply connections
 Reduction in non-revenue water
 Improvement in collection efficiency
 Frequency of billing of water bills
 No. of complaints received
Key note:
AMC would require to appoint a transaction advisor to undertake a detailed feasibility assessment,
preparation of bid documents (request for qualification – RFQ, request for proposal – RFP), and bid
process management leading to award of contract to private developer
17.3 Sewerage and sanitation

As discussed in the sectoral assessment, the key challenges with respect to the sewerage and
sanitation sector identified are; lack of 100% coverage of underground drainage system, 100%
sewage treatment facilities, community toilets and public toilets. The sewage generation forecasted by
Ganga Pollution Control, Jal Nigam in their sewerage master plan prepared in 2005 takes into
consideration the creation of infrastructure to meet the demand till 2035.
[183]
AMC is treating most of the sewage generated in the city, however the quality of treated water is not
up to the mark. At present, an additional 82 MLD treatment plant and 972 Km of sewerage network is
proposed to be implemented under various government schemes. This will lead to augmentation of
treatment capacity to 336 MLD and sewerage network across the city to 1924 Km. To meet the future
demand for treating the waste water, these STPs will be sufficient till 2041, however some of the
STPs will require refurbishment.
Likewise, the coverage of the existing sewage collection network is low and augmenting the UGD
network to provide 100% coverage was also envisages in the master plan. However, the ongoing and
proposed projects will be sufficient to meet the gap and achieve 100% coverage.
Table 17.5 Sewerage sector plan
Sewerage and sanitation
Sector goals  100% coverage of households by sewerage connections in the city

 To stop disposal of untreated waste water into River Ganga and Yamuna
 Re-use of treated sewerage
 Improving access to toilets in slum and tourist areas
Design  Base year as 2013 and design year as 2041

parameters  Treatment capacity: 80% of water supply
 Sewer network would cover 90% of road network in the city
 Household level coverage: Sewerage connections as percentage of
water supply connections (80-90%)
 Community toilets: proposed for slums, till all slums do not individual
toilet connection. Assumptions – 30% population lives in slums, 1 toilet
seat per 50 persons, and 20 seats per community toilet
 Mobile toilets for Sangam
 Pipelines for treated waste water: Length of pipelines has been capped
to 60% of total road length
2021 2041
Demand-gap Ongoing Current
Component 2013 (Short term) (long term)
assessment projects gap
Refurbishment
- - - - - - 357
of UGD
network (km)
Pipelines for
treated waste - - 478 478 478 1435 1435
(km)
Community
toilets in 324 - - 499 175 499 175
slums
Improvement
of community - - - 324 324 499 499
toilets/public
toilets
Action plan Activities
Comprehensive
sewerage plan  Segregation of sewerage and storm water drainage
[184]
 Appropriate separation of water supply pipelines from sewerage lines

 Provision of community toilets in slum areas to check open defecation
 Construction/improvement of public toilets/community toilets/ urinals/ mobile
toilets
 To bring about awareness against open defecation and open urination.
 Bring about PPP mechanisms for construction, operation and maintenance of
toilets especially in the public areas
Institutional  To develop sludge management in initial phase and phase out onsite sewage
strengthening disposal mechanisms.
and capacity  Increase the sewerage user charges to meet the O&M expenses for new
building infrastructure to be developed
 Develop the asset inventory

Operation and  Conduct the workshops on sewerage sector to educate the citizens
maintenance plan
 Prepare the training calendar and provide trainings to all the staff members
throughout the year on O&M of assets
Faecal sludge  Carry out mapping of onsite sanitary disposal systems in the city
management  Faecal sludge management to be carried out at regular intervals
 Regular check of septic tanks and feacal sludge management to be taken by

ULB till complete UGD network is achieved
Unit Unit Cost (in Rs Lakhs)
Community toilets/public toilets LS 15
Unit rates Pipelines for carrying treated waste water Km 45
Capacity building LS 500
Sewerage Cleaning Equipment LS 100
17.3.1 Capital investment plan

On the basis of gaps identified in sewerage and sanitation sector, the capital investment plan for 2021
and 2041 has been estimated and presented in the below table.
Table 17.6 Projects identified and phasing – Sewerage and sanitation
Projects Sub project Investment (in Rs. Cr.)
Laying of pipelines for reuse of 212

Laying of 478 Km of pipelines
treated waste water
Procurement of Sewerage Procurement of 10 sewerage cleaning 5

cleaning equipment equipment
Development of public 35
Construction of community toilets
sanitation facility
Improvement in existing Renovation of existing community 5

community toilets toilets
[185]
Mobile toilets 40 Mobile toilets on Sangam 4
Total investment identified 2021 261


The key projects and project details in sewerage sector have been presented in the below table
Table 17.7 Projects Details – Sewerage and sanitation

Project Details
A. Laying of pipelines for
 Allahabad does not have provisions for reuse of treated waste
reuse of treated waste
water
water
 In phase I, 20% of the required network will be developed to
carry treated waste water and remaining in phase II
B. Procurement of Sewerage
 Procurement of 5 sewerage cleaning equipment by 2021 and 10
cleaning equipment
(Nos) by 2041 to carry out desiltation of drains has been
estimated
C. Development of public
 Investment has been identified for the development of
sanitation facility
community and mobile toilets in identified public areas and slums

The phasing of investment has been carried out for short term horizon (2021). The sewerage project
components have been divided into various components and timelines have been proposed for
implementation purpose. The phasing of investment and implementing agency for sewerage and
sanitation sector for 2021 has been presented in the table below.
Table 17.8 Project Phasing – Sewerage and sanitation

Implementing 201 201 201 201 202 202
2015
agency Total 6- 7- 8- 9- 0- 1-
-16
Sector/Component 17 18 19 20 21 22
(Rs. Crores)
Laying of pipelines for
A reuse of treated waste Jal Nigam 215 21 64 64 65 - - -
water
Procurement of
B Sewerage cleaning AMC 5 0.5 2.5 2 - - - -
equipment
Development of public
C AMC 39 4 16 15 3 - - -
sanitation facility
Improvement in existing
D AMC 5 0.5 2 2.5 - - - -
community toilets
Total 264 26 85 84 68
17.3.4 Possibility of PPP

O&M of STPs and construction of the public toilets/community toilets can be explored on PPP mode.
Under the PPP model the developer would
[186]
 Undertake O&M of STP and construction and maintenance of public toilets/community toilets
 The project can be awarded for a period of 10 years
 AMC can ask private developer to consider selling of treated water as part of contract
 Developers can bid on annuity support from AMC
 AMC needs to set performance parameters for the private developer to be obliged during
the contract period. The annuity payment should be a factor of performance parameters
achieved by the developer
 The performance parameters would be quality of treated water
The above model is indicative. AMC would require appointing a transaction advisor to undertake
detailed feasibility and preparation of bid documents (request for qualification – RFQ, request for
proposal – RFP) and bid process management leading to award of contract to private developer
Best Practices-Waste Water For Reuse-Navi Mumbai
The Navi Mumbai Municipal Corporation took several initiatives. In the first instance, three sewerage
treatment plants using the latest technology were commissioned in 2011-12. This was later expanded
through use of JnNURM funds. The whole system was revamped to move towards a 100% UGD system for
sewage collection and adopting advanced technologies for sewage treatment. The quality of the treated
water from the sewage treatment plants is better than the norms prescribed by the Maharashtra Pollution
Control Board. The increased spending on waste water treatment has gone hand in hand with aggressive
campaign on the part of the corporation to spread awareness about the importance of sanitation. The NMMC
has built several low maintenance toilets. The cleaning, operation and maintenance of the public toilet blocks
has been outsourced to NGOs. 75% of toilets are connected to UGD network and it is a city free of open
defecation. The city won the Best City Award for Improvement in waste water and sanitation services from
GoI in 2009-10.
Source: Ahluwaia, Isher Judge, Transforming our Cities: Postcards of Change, Harper Collins India, 2014
17.4 Solid waste management

The solid waste management system in Allahabad at present can at best be described as „not yet
taken off‟. There is no door to door waste collection system and also there is not scientific waste
disposal mechanism. The key challenge with respect to solid waste management in Allahabad is to
devise a plan to implement the waste management system. A concessionaire was appointed to
implement the integrated SWM system; however, the contract has been terminated. The sector plan
for Solid Waste Management in AMC has been presented in the table below.
Table 17.9 Solid Waste Management sector plan

Solid Waste Management Sector
Sector goals
 Effective implementation of outreach mechanisms to improve door-to-door
collection and segregation at source
 Improve the infrastructure related to treatment of waste (to ensure recovery of
at least 50% waste collected)
[187]
 Scientific treatment and disposal of waste

 100% cost recovery of solid waste
Design
 All the households should be covered with the door-to-door waste collection
parameters
system.
 Segregation of waste at source – (ensure 70 % of waste would be segregated
at the source)
 Optimum fleet utilization (No. of trips/ vehicle/ day - average minimum of 2)
 Desired SWM treatment capacity – 80% of generated waste
 Desired landfill site– 20% of the waste generated
Demand gap Component 2013 Current 2021 2041
assessment gap (Short term) (long term)
Vehicle capacity - - 624 624 1365 1365
34
required
Waste Treatment 500 - 479 - 1048 548
Plant (Tonnes)
Landfill (in acres) 62 - 11 - 55 -
outcomes Door-to-door waste 0% 100% 100% 100% -
collection
Segregation at 0% 60% 80% 100% -
source
Mechanised waste 0% 60% 80% 100% -
handling
Waste treatment 100% 100% 100% 100% -
capacity
Scientific waste 0% 50% 80% 100% -
disposal
Cost recovery of 0% 50% 100% 100% -

O&M
Private sector Complet -

participation e
collectio
n,
transpor
t,
treatme
nt, and
disposal
Door-to-door
 An NGO needs to be engaged for door to door collection of waste
waste collection
Source
 The segregation of biodegradable and non-biodegradable wastes should be
segregation and
done at the source level.
collection of
commercial  This segregation of waste would improve the recovery from waste collected
34
The existing fleet for secondary transportation is about 5 to 10 years old. Hence the existing capacity has not been
considered while estimating demand for 2021 and 2041.
[188]
waste since the calorific value of the dry waste is not affected.
Scientific landfill
 The on-going work on scientific landfill needs to be completed to ensure
complete scientific disposal of waste
IEC
 For effective solid waste management in the city, regular awareness
campaigns have to be conducted in the city on 4R strategy (reduces, reuse,
recycle, and recover).
Unit rates Component Unit Unit Cost (Rs in Lakhs)
Vehicle capacity Per ton 5

Treatment plant Per ton 25
Landfill Acre 30

Based on the above key requirements in the SWM sector, the capital investment plan for Solid waste
management is presented in the below table.
Table 17.10 Projects identified – Solid waste management

Project Sub project Investment
estimated in Rs.
crores
A. Vehicles 1. New vehicles will be required every 10 34

years, so the rated capacity of
vehicles required is 624 tonnes
2. Other equipment

The key projects and project details in SWM sector is presented in the below table.
Table 17.11 Projects Details – Solid waste management

Project Details
A. Fleet augmentation for Secondary Procurement of new vehicles to replace the existing ones
transportation and additional vehicles. Total requirement will be 971 tonnes

The SWM project components have been divided into various components for implementation
purpose. Further, the timeliness and implementing agency have been proposed for each component,
and the same have been presented in the table below.
Table 17.12 Phasing of investment – Solid waste management

Impleme 202
Tot 2015 2016 2017 2018 2019
nting 0-
al -16 -17 -18 -19 -20
Sector/Component agency 21
(Rs. In Crores)
[189]
Impleme 202
Tot 2015 2016 2017 2018 2019
nting 0-
al -16 -17 -18 -19 -20
Sector/Component agency 21
Fleet augmentation for AMC
31 3 15 12 - - -
A Secondary transportation
B Other equipment AMC 3 0.3 1.5 1.2 - - -
Total 34 3 18 13 - - -
17.4.4 Possible PPP intervention

 PPPs in SWM are in accordance to nature of work, viz.,
 Collection and transportation of waste
 Landfilling
 Composting
 AMC can explore PPP in collection and transportation of waste under which
o AMC would procure the vehicles or can ask a private developer to deploy vehicles
and manpower
o Undertake door to door collection of waste from all residential and commercial
premises
o Such contracts can be awarded for 1 or 2 years and can be renewed based on
performance
o The private operator can bid on the tipping fee per ton of waste collected
o AMC need to set performance parameters for the private developer to be obliged
during the contract period. The tipping fee should be a factor of performance
parameters achieved by the developer
o The performance parameters would in the area of
 Coverage of door to door collection of waste
 Amount of waste collected
 Complaints received
 Landfilling – This can be developed on BOT basis. AMC would provide the land to the
developer, and the developer shall be responsible for the construction and O&M of the facility.
The private developer can bid on annuity support required to construct and operate and maintain
the project.
 Composting – AMC may create market by floating tenders wherein the developer can be asked
to set up a composting facility, and the maximum contribution from the revenues bid by the
developer shall be the winning bid.
AMC would require appointing a transaction advisor to undertake detailed feasibility and preparation
of bid documents (request for qualification – RFQ, request for proposal – RFP) and bid process
management leading to award of contract to private developer.
17.5 Storm water drainage

As discussed in the assessment of the storm water drainage sector, the city does not have 100%
coverage of pucca open drains. Water logging is reported in several locations across the city.
Table 17.13 Strom Water Drainage sector plan

Strom Water Drainage sector
Sector goals
 Improve the storm water collection efficiency with proper drainage system
 Rejuvenate the existing natural drainage course in the city
 Minimize the water logging areas and flooding incidence in the city
[190]
Design
 Storm water network on all roads and link to major channels.
parameters
 Storm water drains as percentage of road length is considered as 100%.
 Roads with dividers should have drains on either side of the road.
 80% of the storm water drains as pucca closed
 Size of drains to be designed according to the rainfall and runoff.
Demand gap Component 2013 Current 2021 2041
assessment gap (Short term) (long term)
Pucca closed 585 1988 2126 1541 2126 1541
drains (km)
outcomes Storm water 27% 30% 60% 100% -
drainage network
coverage
Rehabilitation of - 40% 60% 100% -
existing drains
Storm water
 Assessment of percentage of pucca and kutcha surface drains within AMC
drainage
limits
rehabilitation
plan  Identification of water logging areas, contour survey of areas
 Development of pre-monsoon maintenance plan to include cleaning and
desilting of the surface drains
Rehabilitation
 Unregulated constructions and siltation along these channels hamper the
and
drainage system during the monsoon.
strengthening of
nallahs  Hence, it is important that these nallahs to be mapped and developed with
retaining walls
Up-gradation of
 Upgrade and extend the road side surface drains across the city
roadside storm
water drains
Unit Rates Component Unit Unit Cost (Rs in Lakhs)

Rehabilitation of pucca open drains Per km 20
Pucca closed drains Per km 50
Desilting of drains Per km 10

Based on the above key requirements in the storm water drainage sector, the capital investment plan
for storm water drainage is presented in the below table.
Table 17.14 Projects identified – Storm water drainage

Project Sub Project Estimated cost in
Rs. Crores
A. Pucca closed drains 1. Construction of 1541 km closed 757
pucca drains
B. Pucca open drains 2. Construction of 265 km closed 78
pucca drains
C. Desilting of existing closed drains 3. Desilting of 585 km of drains 58
[191]


The key projects and project details in storm water drainage is presented in the below table.
Table 17.15 Projects Details – Storm water drainage

Projects Project Details
Pucca closed drains Construction of 1541 km closed pucca drains across the city
Pucca open drains Construction of 265 km closed pucca drains to which pucca closed
drains will be connected

The storm water drainage project components have been divided into various components for
implementation purpose. Further, the timeliness and implementing agency have been proposed for
each component, and the same have been presented in the table below.
Table 17.16 Phasing of Investment – Storm water drainage

Implementing 2015 2016 2017 2018 2019 2020 2021
Total
agency -16 -17 -18 -19 -20 -21 -22
Sector/Component
(Rs. In Crores)
Pucca closed Jal Nigam
770 77 231 231 231 - - -
A drains
Pucca open Jal Nigam
79 8 24 24 23 - - -
B drains
Desilting of AMC
existing closed 58 5 17 17 19 - - -
C drains
Total 894 90 272 272 272 - - -
17.6 Urban roads, traffic & transportation

The city does not have 100% coverage of Cement Concrete /Bitumen Tar surface roads. Pedestrian
safety and increasing accident rate are the other major concerns. Lack of foot over bridges and zebra
crossing on major congested roads is an issue in the city. The city doesn‟t have a proper public
transport system. All the major roads have on-street parking, which reduces the effective right of way.
The projects have been considered based on CMP and discussions with stakeholders.
Table 17.17 Urban Roads and Traffic and Transportation
Urban Roads and Traffic and Transportation
Sector goals  Develop public transit system in conformity with the land use that is
accessible, efficient, and effective
[192]
 Ensure safety and mobility of pedestrians and non-motorized transport (NMT)

users by designing streets and areas that make a more desirable and livable
city for residents and visitors and support the public transport system.
 Decongest the core areas of the city to improve quality of life.
 Develop traffic and transport solutions that are economically and financially
viable and environmentally sustainable for efficient and effective movement of
people and goods.
 Develop a parking system that reduces the demand for parking and need for
private mode of transport and also facilitate organized parking for various
types of vehicles.
 As per Development Plan, 9% of land use to be under roads.

Design  All major roads should have utility corridors for laying of telecom, gas, and
parameters electrical infrastructure in future
 Streetlight spacing – should be 30 m between the poles
 Development of by-passes/relief roads/new link roads to relieve from heavy

traffic in the city
 Development of Transport Infrastructure to improve the connectivity among
different parts of the planning area
 Introduction of efficient, effective and reliable public transport system(s) and
improving the existing PT systems
 Development of mobility corridor based on functional characteristics of a
corridor is an important step towards efficient utilization of road space
Integrated
transport plan for  Complete connectivity within Allahabad Planning Area i.e. within the main city
Allahabad growing towards the western direction as well as inter-connectivity between
the main city, Naini, Jhunsu and Phaphamau for improved mobility and to
facilitate better regional connectivity
 Transport Infrastructure to support the public transit system guiding
sustainable growth of the city
 Provision of alternative Public Transport Systems and their integration with
other modes such as IPT (shared autos/Cycle rickshaws) and NMT
 Develop facilities for pedestrians and bicyclists on the streets include foot-
paths and zebra crossings, pedestrian phase at intersections and Cycle
Rickshaw Management.
Component Unit Unit Cost (Rs in Lakhs)
Road widening (2 to 4 lane) Km 300

Road widening (4 to 6 lane) Km 350
New bitumen road formation Km 680
Footpaths Km 45
Unit Rates New footpaths Km 45
Grade Separated Pedestrian Facilities No. 350
Bicycle lane Km 50
Road marking LS 26
ITS on Buses No. 5
ITS on Bus Stops No. 6
Creation of Off-street parking facilities No. 600
[193]
On-street parking No. 67

Development of Bus Stops No. 20
Up gradation of Existing Bus Terminal No. 300
Development of bus terminal No. 3,566
Up gradation of Freight Terminal No. 5,000
Development of Freight terminal No. 5,657
Intersection improvement No. 227
RUB widening No. 100
ROB/RUB No. 3,000
Bridges No. 27,000
Bike sharing No. 300
Creation of park and ride No. 1,131
Area improvement plan No. 1,000
Cycle rickshaw management plan LS 3,000
Inland water terminal No. 3,840
Procurement of City Buses No. 35
Signalization No. 71

Based on the above key requirements in the traffic and transportation sector, the capital investment
plan for traffic and transportation is presented in the below table.
Table 17.18 Projects identified – Traffic and transportation

Project Sub project Estimated cost
in Rs. Crores
Widening and up 1. As mentioned in Annexure 0. 92
gradation of roads
New road network 943
139 Km of new roads in Naini, Phaphamua, Jhusi, roads
system
connecting Naini with Bamrauli, Jhusi with Naini,
Sahson with Phaphamua and Bamrauli with
Phaphamua
This includes ring road proposal:
1. Kanpur Road to Stanley Road via west of Bamrauli
Airport and Parag Dairy along the Cantonment Area
and the banks of river Ganga
2. Kanpur Road to Varanasi Road along the outskirts
of the city growth across the river Yamuna, crossing
and leaving the Rewa Road and Mirzapur Road and
then going across the river Ganga to meet Varanasi
Road near Jhunsi continuing upto village Sahson
3. Varanasi Road upto Phaphamau via Sahson Road
4. Mirzapur Road upto Naini Bridge
5. Prayag Railway Station upto Darraganj along the
bank of river Ganga
Public transport 1. Procurement of buses for Phaphamau-Teliarganj- 393
Bank Road-MNIT-Alopi Bagh-Bairahana-Minto
Park-Naini and Bamrauli Airport-Subedarganj-GT
Road- Bairahana-Alopi Bagh-Jhunsi corridors
2. Development of three new terminal and depots 107
near K.P.College, on Khusrobagh Road and Jhusi
3. Upgrading two existing bus stands 6
[194]
Project Sub project Estimated cost

4. ITS for 1125 buses,125 Bus stops and ITS for 125 in Rs. Crores
bus stops 88
1. Phaphamua and main city 810

River bridges on
2. Naini and Jhusi
proposed ring road
3. Jhusi and Bamrauli
RUB widening Widening of seven existing RUBs 7
Rail over bridge 1. Junction of Kanpur road and proposed bypass 150
2. Junction of bypass and Kanpur Railway Line
3. Crossing of bypass and the Mirzapur railway line
4. Crossing of 45 m road from bypass and the
Mirzapur Railway Line
5. Crossing of bypass and the Naini railway line
Footpaths 180 kms of footpath in phase-wise manner 81
Bi-cycle lanes 180 Km of bi-cycle lanes 90
Grade separated 1. Railway Station City side 35
pedestrian crossing 2. Subhash Chowk
3. Pani ki Tanki
4. Alopi Bagh
5. NH2-NH27 Junction
6. Kotha Parcha
Cycle rickshaw Development of modern cycle rickshaw stand in old city 30
management areas
Area traffic Traffic and area improvement in Civil lines/MG road 30
improvement plan (from high court to Hanumat Niketan), Railway Station
city side area, Chowk and Ghantaghar area, Kutchery
and Katra Market area, Khusrobagh and Khuldabad
area, Rambagh, Medical, Sohbatiyabagh and Alopibagh
area, and Railway Underpass (7 locations in the city)
Transport Nagar Development of truck terminal at Jhunsi 113
Up gradation of existing truck terminal 50
Parking 1. Off-street parking near High Court, near Indira 37
Bhawan, Railway Station City Side, Railway Station
Civil Side, near Kumbh Mela Area
2. Park and ride facility in Mutthiganj, High Court,
Ghantaghar, Old Katra, Johnsonganj and Kumbh
Mela Area
Intersection 8 intersection improvements 18
improvement
Creation of park and Park and ride facilities in five locations 56
ride
Bike sharing Procurement of bikes 15
Street lighting Procurement of street lights and poles 54

The key projects and project details in traffic and transportation is presented in the below table.
Table 17.19 Projects Details– Traffic and transportation
Project Project Details

Widening and up gradation Widening of roads as per Allahabad Master Plan, 2021. The list has
of roads been enclosed in the Annexure.
New road network system 1. 139 Km of new roads in Naini, Phaphamua, Jhusi, roads
[195]
Project Project Details

connecting Naini with Bamrauli, Jhusi with Naini, Sahson with
Phaphamua and Bamrauli with Phaphamua.
2. These roads will be for ring road and some internal roads in Naini,
Phaphamua and Jhusi.
Public transport 1. Procurement of buses to improve public transport
2. Construction of new bus terminals and depots and up gradation of
existing bus terminals.
Rail over bridge Five new ROBs have been proposed, and widening of existing ROBs
Construction of new transport nagar and up gradation of existing

Transport Nagar
transport nagar has been proposed
River bridges on proposed Three bridges over river have been proposed. These bridges will be
ring road part of the proposed ring road.
Footpaths Laying of 180 kms of footpath in phase-wise manner
Bi-cycle lanes Along with foot paths bi-cycles lanes of 180 Km to be created
Grade separated pedestrian Grade separated pedestrian crossing to be created at following

crossing locations:
1. Railway Station City side
2. Subhash Chowk
3. Pani ki Tanki
4. Alopi Bagh
5. NH2-NH27 Junction
6. Kotha Parcha
Cycle rickshaw Development of modern cycle rickshaw stand in old city areas
management
Area traffic improvement Traffic and area improvement in Civil lines/MG road (from high court to
plan Hanumat Niketan), Railway Station city side area, Chowk and
Ghantaghar area, Kutchery and Katra Market area, Khusrobagh and
Khuldabad area, Rambagh, Medical, Sohbatiyabagh and Alopibagh
area, and Railway Underpass (7 locations in the city)
Transport Nagar Development of truck terminal at Jhunsi and Up gradation of existing
truck terminal
Parking Creation of off-street parking near High Court, near Indira Bhawan,
Railway Station City Side, Railway Station Civil Side, near Kumbh
Mela Area, and park and ride facility in Mutthiganj, High Court,
Ghantaghar, Old Katra, Johnsonganj and Kumbh Mela Area
Intersection improvement 8 intersection improvements
Street lights Procurement of street lights and poles

The traffic and transportation project components have been divided into various components for
implementation purpose. Further, the timeliness and implementing agency have been proposed for
each component, and the same have been presented in the table below.
Table 17.20 Phasing of investment – traffic and transportation

2015 2016 2017 2018 2019 2020 2021
Implementing Total
Sector/Component -16 -17 -18 -19 -20 -21 -22
agency
(Rs. In Crores)
[196]
Implementing 2015 2016 2017 2018 2019 2020 2021

Sector/Component Total
agency -16 -17 -18 -19 -20 -21 -22
Road widening (2 to 4 AMC
78 - 7 23 23 23 - -
A lane)
Road widening (4 to 6 AMC
14 - 1 4 4 4 - -
B lane)
C New Black Top Roads AMC 943 - 94 283 283 283 - -
D New footpaths AMC 81 8 24 24 24 - - -
Grade Separated AMC
35 3 10 10 10 - - -
E Pedestrian Facilities
F Bicycle lane AMC 90 9 27 27 27 - - -
G Road marking AMC 0.2 0.03 0.1 0.1 - - - -
Creation of Off-street AMC
36 3 11 11 11 - - -
H parking facilities
I On-street parking AMC 0.7 0.07 0.2 0.2 0.2 - - -
Intersection AMC
18 1 5 5 5 - - -
J improvement
K Bike sharing AMC 15 1 4 4 4 - - -
L Creation of park and ride AMC 56 5 17 17 17 - - -
M Area improvement plan AMC 30 3 9 9 9 - - -
Cycle rickshaw AMC
30 3 9 9 9 - - -
N management plan
O Signalization AMC 0.7 0.07 0.2 0.2 0.2 - - -
P ITS on Buses UPSRTC 56 5 22 28 - - - -
Q ITS on Bus Stops UPSRTC 7 0.7 3 4 - - - -
Development of Bus UPSRTC
25 2 7 7 7 - - -
R Stops
Up gradation of Existing UPSRTC
6 0.6 2 2 2 - - -
S Bus Terminal
Development of bus UPSRTC
107 10 32 32 32 - - -
T terminal
Up gradation of Freight PWD
50 5 15 15 15 - - -
U Terminal
Development of Freight PWD
113 11 34 34 34 - - -
V terminal
W RUB widening PWD 7 0.7 2 2 2 - - -
X ROB/RUB PWD 150 15 45 45 45 - - -
Y Bridges PWD 810 81 243 243 243 - - -
[197]
Implementing 2015 2016 2017 2018 2019 2020 2021

Sector/Component Total
agency -16 -17 -18 -19 -20 -21 -22
Procurement of City UPSRTC
393 39 196 157 - - - -
Z Buses
Total 3154 211 824 998 808 310 - -
17.7 Basic Services for Urban Poor

With respect to housing and basic services for the urban poor, the key challenges are dilapidated
housing and lack of service coverage in terms of individual toilets and social infrastructure facilities.
The sector plan for basic services for urban poor has been presented in the table below.
Table 17.21 Basic Services for Urban Poor sector plan

Basic Services for Urban Poor
Sector goals  Improve the access to physical and social infrastructure to slum dwellers
 Develop livelihood strategies to improve the work force participation
Design  New houses to households living in kutcha houses and dilapidated
parameters structures in merged areas
 Water Supply – Individual house service connections to all the slum
households or group connections
 Sewerage - Individual house service connections
 Sanitation – Community toilets
 Solid Waste Management - Coverage of all slum households under door-to-
door collection and awareness campaigns on source segregation
outcomes Pucca housing for the 20% 40% 70% 100% -
urban poor
Allied infrastructure 20% 40% 70% 100% -
Categorization  The slums in new areas are to be surveyed to understand the status of
of slums infrastructure
Integrated  Slum networking strategies to be adopted to improve the services in the
development of slums.
slums  This would help in building the low cost service in the slums (especially in
water supply, sewerage, and SWM sector).
Rehabilitation of  Pucca housing with infrastructure facilities to be developed in feasible
slums locations.
Construction of  The slums in low lying areas and along the natural drains could be proposed
housing for relocation.
 A suitable financing strategy could be developed to minimize the burden on
the beneficiaries.
 The beneficiaries could be provided access to banks for availing the long-
term housing loans.
Access to health  The health action plan should control the prevalent diseases and reduce the
and education infant mortality rate.
 Access to emergency medical services should be provided to the BPL
population.
 The education action plan should involve renovation of existing municipal
schools and regular awareness campaigns to limit the dropout rates.
Livelihood  Activity centres to be established for skill development programmes
[198]
restoration
Unit Rates Component Unit Unit Cost (Rs in Lakhs)
Housing along with Infrastructure Per dwelling 5

development (New layouts) unit
Vocational training/Livelihood Per slum 5
improvement
Development of social infrastructure Per slum 25

Based on the above key requirements in the basic services to urban poor sector, the capital
investment plan for basic services for urban poor is presented in the below table.
Table 17.22 Urban poverty alleviation – Projects identified
Estimated cost
Project Sub project
in Rs. Crores
A. Development of affordable
1. Construction of 8,852 dwelling units for
Housing and infrastructure 586
the Urban poor in the city
development
1. Establishment of vocational training
B. Livelihood development in
institutes enhance the skill of slum 9
the city slums
dwellers
1. Construction of Anganwadi and primary
schools in slums of the city
C. Development of Social 2. Construction of primary health centres in
46
infrastructure in the city the slums of the city
3. Establishment of community halls in the
slums

The key projects and project details in basic services to urban poor is presented in the below table
Table 17.23 Urban poverty alleviation – Projects Details

Projects Details
A. Development of affordable  New housing and infrastructure requirement for 8,852
Housing and infrastructure dwelling units has been projected for the year 2041.
development  It is recommended that in slums where relocation is
possible, in-situ up-gradation may be taken up
B. Livelihood development in the  Vocational training for employment generation and
city slums development of social security mechanisms
C. Development of Social  Development of primary schools, health care centres, and
infrastructure in the city community halls
[199]

The basic services to urban poor project components have been divided into various components for
implementation purpose. Further, the timeliness been proposed for each component, and the same
have been presented in the table below.
Table 17.24 Urban poverty alleviation – Phasing of investment

Implementi 2015 2016 2017 2018 2019 2020-
Total
ng agency -16 -17 -18 -19 -20 21
Sector/Component
(Rs. In Crores)
Development of
affordable Housing
A DUDA 586 58 175 175 175 - -
and infrastructure
development
Livelihood
B development in the DUDA 9 2 2 2 2 1 -
city slums
Development of
C Social infrastructure DUDA 46 4 14 14 14 - -
in the city
Total 641 65 191 191 191 1 -
17.8 Social Infrastructure and Heritage Sector Plan

As discussed in the assessment chapter, the key challenges are lack of adequate education
infrastructure for pre-primary, primary, and higher secondary education. There is a need for health
care infrastructure at both neighborhood and city level. Socio-cultural infrastructure like community
centres are to be developed in identified wards. Further, as discussed in the cultural resources
section, integrated heritage linked city development strategies are also proposed to preserve and
reuse the identified heritage structures in the city.
Table 17.25 Social infrastructure sector plan
Social infrastructure
Design Schools, hospitals, socio cultural and parks and playground requirements
parameters assessed as per URDPFI guidelines
2021 2041
Component Existing
Pre-primary
240 659 419 970 730
Demand gap school
assessment for Primary school 240 330 90 485 245
education Senior
secondary 57 220 163 323 266
infrastructure
school
School for
mentally - 2 2 2 2
challenged
2021 2041
Demand gap Component Existing
assessment for
Dispensary 37 110 73 162 125
healthcare
Polyclinic 12 16 4 24 12
[200]
infrastructure General
6 7 1 10 4
hospital
Multi-Specialty
Hospital 6 16 10 24 18
(NBC)
Veterinary
Hospital for
- 3 3 5 5
pets and
animals
Dispensary for
pet animals - 16 16 24 24
and birds
2021 2041
Component Existing
Community
hall, mangal
karyayala, 10 330 320 485 475
barat ghar/
library
Music, dance
Demand gap and drama - 110 110 162 162
assessment for centre
Socio cultural Meditation and
infrastructure spiritual - 16 16 24 24
Centre
Recreational
2 16 14 24 22
Club
Old age home - 3 3 5 5
Temporary
resting sheds - 5 5 5 5
for boatmen
Cattle shelters
 Identification of areas for development of new schools and hospitals.
 Development of schools with hostel facilities and schools for specially
abled children.
Action Plans
 Development of ward level community centers
 Development of night shelters, old age home in the city limits.
 Mapping of health care facilities in the city
 Establishment of heritage cell at AMC headed by an architect to carry
out listing of heritage structures.
 Undertake preparation of DPRs for restoration and refurbishment of
Heritage listed heritage structures on priority basis.
Management  Creation of heritage fund to undertake small scale restoration works of
the identified heritage structures.
 Installation of direction signage and information boards at appropriate
locations in the city.
Component Unit Unit Cost (Rs Lakhs)
Pre-primary LS 4
Primary school LS 6
Senior secondary school LS 10
School for mentally challenged LS 8
Unit rates General hospital LS 1300
Multi-Specialty Hospital (NBC) LS 600
Veterinary Hospital for pets and animals LS 30
Dispensary for pet animals and birds LS 30
Temporary resting sheds for boatmen LS 10
Community halls LS 8
[201]
Music, dance and drama center LS 8

Meditation and spiritual Centre LS 8
Recreational Club LS 8
Old age home LS 10
Cattle shelters LS 500
Fire station LS 850
Night shelters LS 35
Slaughterhouse LS 3000

Based on the above key requirements in the social infrastructure sector, the capital investment plan
for sociocultural infrastructure is presented in the below table.
Table 17.26 Socio cultural infrastructure – Projects identified
Estimated cost in Rs.

Project Sub Project
Crores
A. Education Sector Development of school infrastructure 40
B. Health Sector Development of hospital infrastructure 115
C. Fire stations Development of fire services infrastructure 19
D. Community hall,
Development of 320 community halls and
mangal karyayala,
libraries
barat ghar/ library 25
E. Recreational Club Development of 14 recreational clubs 1
F. Temporary night shelters Night shelters for homeless 0.6
Development of a fully automated
G. Slaughterhouse 30
slaughter house
Development of 5 resting sheds for
H. Resting sheds 0.5
boatmen on Ghat and Sangam
I. Old age home Three old age homes 0.33
J. Cattle shed Two cattle sheds 10

K. Listing of non-ASI
Listing, notification and restoration of non-
monument and
ASI and restoration of public library and 50
rehabilitation of Heritage
fort
Structures
Capacity building of employees and public
awareness campaigns to promote use of
L. Capacity building and
public transport, and about sanitation, 4
awareness campaigns
SWM, and promoting rain water
harvesting

The key projects and project details in social infrastructure is presented in the below table.
[202]
Table 17.27 Socio cultural infrastructure – Projects Details

Project Details
A. Education Sector  Renovation of existing dilapidated schools and
construction of new schools in the newly added areas.
B. Health Sector  Development of urban health centres, general
hospitals, super speciality hospitals, veterinary
hospitals and dispensary within the AMC limits
C. Fire services  Fire stations and related infrastructure to be developed
D. Socio cultural infrastructure  Construction of ward level community centres,

meditation and spiritual centres, libraries as per the
URDPFI guidelines.
E. Resting shelters for boatmen  In order to provide clean resting place for boatmen,
temporary shelters near Ghats and Sangam have been
proposed
F. Old age home  Old age homes have been proposed to be constructed
and maintained by the AMC.
G. Development of heritage  Identification, notification and restoration of non-ASI
listing and conservation of monuments
Heritage structures
H. Cattle shelters  2 cattle shelters outside the city
17.8.3 Phasing of projects

The social infrastructure project components have been divided into various components for
Table 17.28 Socio cultural infrastructure – Phasing of projects

Implementing 2015 2016 2017 2018 2019 2020
Total
agency -16 -17 -18 -19 -20 -21
Sector/Component
(Rs. In Crores)
Community hall, mangal
A karyayala, barat ghar/ AMC 25 3 8 8 8 - -
library
B Recreational Club AMC 1 0.1 0.3 0.3 0.3 - -
C Temporary night shelters AMC 0.6 0.1 0.3 0.2 - - -
D Slaughterhouse AMC 30 3 9 9 9 - -
Capacity building (Use
of public transport,
E sanitation, SWM, AMC 4 1 1 1 1 1 -
promoting rain water
harvesting)
F Resting sheds AMC 0.5 0.1 0.3 0.2 - - -
G Old age home AMC 0.3 0.0 0.1 0.1 0.1 - -
H Cattle sheds AMC 10 1 3 3 3 - -
State
I Fire station 19 2 6 6 6 - -
Government
State
J Education 40 4 12 12 12 - -
Government
State
K Health infrastructure 115 12 35 35 35 - -
Government
L Listing of non-ASI ADA 50 5 15 15 15 - -
[203]
Implementing 2015 2016 2017 2018 2019 2020

Total
agency -16 -17 -18 -19 -20 -21
Sector/Component
monuments and
Rehabilitation of
Heritage Structures
(Public library, fort)
Total 297 30 89 89 88 1
17.9 Urban Environment and Disaster Management Sector Plan

The present status of urban environment is very poor in Allahabad. On the one hand, the highly
venerated Ganga is increasingly getting polluted, and on the other hand, the inner city with lack of
services has a poor quality of life.
Table 17.29 Urban environment sector strategy

Urban Environment
 Develop green zones/breathing spaces in the city to improve the quality of the
life
Sector goals  Utilize the potential for ecosystem service to improve resilience, subsistence
and livelihoods in the city
 AMC to formulate disaster management and mitigation policy
 Conserving water bodies and increasing green cover across the city
2013 2017 2019 2021 Remarks
Preservation of water
bodies as listed in Nil 40% 70% 100%
Desired following section
outcomes Mapping of water
bodies, urban forests,
Nil 60% 80% 100%
and buildings along
Ghats
Ducts/Conduits Nil 30% 60% 90%
Mapping of
 Mapping of water bodies and urban forests to be carried out to assess the
water bodies,
physical extent, cultural, natural and social value
urban forests
Pollution
 Increasing the green cover and buffer zones in the city to mitigate air
mitigation
pollution in the city
strategies
 Regular monitoring of air quality, water quality (surface and ground), and
Impact
noise pollution
assessment and
 Carrying out environmental impact assessment prior to implementation of
monitoring
infrastructure projects
 Developing Allahabad as disaster resilient city
Disaster  Development of control room or city level service center
Management  Development of emergency control responsive system
 Mapping of water inundation areas in the city
Component Unit Unit Cost (Rs in Lakhs)
Studies to be undertaken Lump Sum per study 500
Tree plantation Lump Sum 50
Unit Cost
Ducts/conduits Per Km 15
Disaster management
Lump Sum 500
cell
[204]

Based on the above key requirements in the urban environment sector, the capital investment plan for
urban environment is presented in the below table.
Table 17.30 Urban environment– Projects identified
Estimated cost
Project Sub project
in Rs. Crores
A. River Front 1. Construction of embankment, footpaths, streetlight, 350
Development on benches, drinking water facilities and toilets on three
three sides of the sides of the river. The alignment is-
river o North (towards Phaphamua) – Mehdaori
Goan, Teliarganj, Allahabad till irrigation
colony – approximately 3.6 Km
o South – From Kakrahaghat to new Ganga
flyover (NH-2) – approximately 4 Km.
o East – From Daraganj Ghat road to Bakshi
Band road – approximately 2 Km.
A. Studies to be 1. Emergency Management Plan and Disaster 15
undertaken Management and Mitigation Plan
2. GIS mapping of water bodies within AMC limit
3. Mapping of urban forests within the city
B. Disaster 1. Establishment of Disaster management cell at AMC 5
management cell with Emergency response system
C. Tree cover 1. Plantation of trees 1
D. Ducts/conduits 1. Ducts/ Conduits to house various cables 118
17.9.2 Project Details

The key projects and project details in urban environment is presented in the below table.
Table 17.31 Urban environment– Projects Details

Project Details
A. River Front  Construction of embankment, footpaths, streetlight, benches,

Development drinking water facilities and toilets on three sides of the river.
The alignment of is-
o North (towards Phaphamua) – Mehdaori Goan,
Teliarganj, Allahabad till irrigation colony –
approximately 3.6 Km
o South – From Kakrahaghat to new Ganga flyover (NH-
2) – approximately 4 Km.
o East – From Daraganj Ghat road to Bakshi Band road –
approximately 2 Km.
B. Studies to be  Mapping of urban forests, water bodies and buildings along
undertaken Ghats
 Preparation of Emergency Management Plan and Disaster
Management and Mitigation Plan
C. Disaster management  Disaster management cell to be established at AMC to act as
cell the nodal point for all emergency related activities in the city.
 Installation of communication devices to facilitate information
[205]
dissemination on natural disasters.
D. Tree cover  Creating buffer zones by plantation of tress
E. Ducts/conduits  Survey to estimate the exact length of conduits/ducts required

in AMC area
 Laying of conduits/ducts on 50% of the road length

The urban environment project components have been divided into various components for
Table 17.32 Urban Environment– Phasing of investment

2015 2016 2017 2018 2019 2020
Implementing Total
Sector/Component -16 -17 -18 -19 -20 -21
agency
(Rs. In Crores)
River front development Irrigation
department 350 52 52 52 52 52 87
Studies to be
AMC
A undertaken 15 1 6 8 - - -
Disaster management
AMC
B cell 5 0.5 2.5 2 - - -
C Tree cover AMC 1 0.2 0.3 0.3 0.4 - -
D Ducts/conduits AMC 118 11 35 35 35 - -
Total 489 66 96 97 88 52 52
17.10 Local Economic Development

The projects under Local Economy Development have been identified in view of the vision formulated
for the city development.
Table 17.33 Local Economic Development sector strategy
Local Economic Development

Sector goals  Convention centres for marketing of goods
 De-congesting the city, by relocating warehouses to peripheral areas
 The project involves development of indoor exhibition areas, conference

Convention centre
halls and accommodation units with services
Relocation of  Relocation of warehouses to outskirts of the city, on the proposed ring
warehouses road
Regularising street
vending in line with
Protection of  Survey and identification of hawkers in the city
Livelihood and  Development of infrastructure for regularised street vending activity
Regulation of Street
Vending Act, 2014
[206]

Based on the above key requirements in the local economic development sector, the capital
investment plan for local economic development is presented in the below table.
Table 17.34 Local Economic Development – Projects
Estimated cost in Rs.

Project
Crores
A. City convention cum business center and cultural hub 25
B. Relocation of warehouse 10
C. Survey of hawkers in city and development of required
5
infrastructure
Total investment required till 2041 170

The key projects and project details in local economic development is presented in the below table.
Table 17.35 Local Economic Development – Project Details
Project Details
A. City convention cum  The project involves development of indoor exhibition

business center and cultural areas, conference halls and accommodation units with
Hub services
 Provision of basic infrastructure and relocation of
B. Relocation of warehouse
warehouse on the outskirts of the city
C. Survey of hawkers in city
 Survey of hawkers in the city
and development of
 Providing required infrastructure
required infrastructure

The local economic development project components have been divided into various components for
Table 17.36 Local Economic Development – Phasing of investment

Implementi 2015- 2016- 2017- 2018- 2019- 2020- 2021
Total
ng agency 16 17 18 19 20 21 -22
Sector/Component
(Rs. In Crores)
City convention
cum business
AMC 25 2 7 7 7 - - -
center and
A cultural hub
Relocation of
AMC 10 1 3 3 3 - - -
B warehouse
Survey of
hawkers in city
and development AMC 5 0.5 2 2 - - -
of required
C infrastructure
[207]
Implementi 2015- 2016- 2017- 2018- 2019- 2020- 2021

Total
ng agency 16 17 18 19 20 21 -22
Sector/Component
Total 40 4 13 12 10 - - -
17.11 Tourism Sector Plan

Tourism is one of the most important economic sectors for Allahabad. There are several tourist spots
35
within Allahabad and outside the city . Several projects have been proposed under tourism sector.
Table 17.37 Tourism Development sector strategy

Tourism Sector
Sector goals  Providing adequate facilities to tourists
 Development of local tourist points in the city
 Sound and light show, and laser show at Khusro Bagh, Allahabad fort, and
Developing new All Saint Church
attractions  Audio-guides for all historical monuments
 Water sports
 Providing basic infrastructure on Sangam
 Floating jetties on Ghats
 Resting sheds for tourists
Improving  Tourist information centres at Sangam and railway station
infrastructure  Prepaid counters at Sangam, Railway Station and Bus Stand
 Aesthetic lighting of Allahabad Fort, Khusro Bagh, All St Cathedral church
and Azad Park
 Floating jetties

Based on the above key requirements in the tourism sector, the capital investment plan is presented
in the below table.
Table 17.38 Tourism Development sector – Project detail

Estimated
Project Sub project cost in Rs.
Crores
A. Comprehensive
heritage Preparation of comprehensive management plan 1
management plan
B. Website and mobile Developing tourism specific website and mobile app for
0.5
app Allahabad
1. Procurement of audio guides, and preparing their
C. Audio-guides material 1.5
2. Kiosks for giving audio-guides on rentals
1. Aesthetic lighting of Allahabad Fort, Khusro Bagh,
D. Lighting 15
All St Cathedral church and Azad Park
E. Infrastructure on 1. Provisioning of infrastructure such as drinking water,
1.5
Sangam toilets, benches, and changing room
35
The detailed list of the tourist locations has been provided in the sector assessment.
[208]
Project Sub project Estimated

cost in Rs.
2. Benches on approach roads Crores
F. Sound and light
Sound and light, and laser show on Khusro Bagh,
1.5
show Allahabad fort, and All Saint Church
G. Floating jetties Floating jetties for tourists to board the boats 0.5
H. Resting sheds Resting sheds on Sangam 1
Tourist information centres at Sangam and Railway
I. Information centres 0.2
station

The key projects and project details in tourism sector is presented in the below table.
Table 17.39 Tourism Development sector – Project detail

Project Details
A. Comprehensive heritage Preparation of a comprehensive heritage and tourism management
management plan plan
 A website and mobile app specifically for tourism
B. Website and mobile app  This website will guide tourists to plan their travel
 Bookings may also be made on the website
C. Audio-guides  Audio guides shall be available on rent
 Aesthetic lighting of Allahabad Fort, Khusro Bagh, All St
D. Lighting
Cathedral church and Azad Park
Provisioning of infrastructure such as drinking water, toilets,
E. Infrastructure on Sangam
benches, and changing room on Sangam
Sound and light, and laser show on Khusro Bagh, Allahabad fort, and
F. Sound and light show
All Saint Church
G. Floating jetties Procurement of floating jetties for Ghats
H. Resting sheds Resting shed at Sangam for tourists
I. Information centres Tourist information centres at Sangam and Railway station

The tourism sector project components have been divided into various components for
Table 17.40 Tourism Development sector – Phasing of investment

Implementin 2015 2016 2017 2018 2019 2020- 2021
Total
g agency -16 -17 -18 -19 -20 21 -22
Sector/Component
(Rs. In Crores)
Comprehensive
heritage State tourism 1 0.1 0.5 0.4 - - - -
A management plan department
Website and State tourism
0.5 0.25 0.25 - - - - -
B mobile app department
State tourism
1.5 0.1 0.7 0.6 - - - -
C Audio-guides department
D Lighting State tourism 15 1 6 6 1 - - -
[209]
Implementin 2015 2016 2017 2018 2019 2020- 2021

Total
g agency -16 -17 -18 -19 -20 21 -22
Sector/Component department
Infrastructure on State tourism
1.5 0.1 0.4 0.4 0.4 - - -
E Sangam department
Information State tourism
0.2 0.02 0.1 0.08 - - - -
F centres department
State tourism
0.5 0.05 0.2 0.2 - - - -
G Floating jetties department
Sound and light State tourism
1.5 0.1 0.6 0.6 0.1 - - -
H show department
Resting sheds for State tourism
1 0.1 0.5 0.4 - - -
I tourists department
Total 22 2 9 9 2 - - -
17.12 Urban Governance

Under Urban Governance, hardware and software, capacity building and training have been
considered.
Table 17.41 Urban governance sector strategy

Urban Governance
Infrastructure  Procurement of hardware and software for AMC and its zonal offices
Capacity  Preparation of training needs assessment, training curriculum, identification
building and of training institutions. Support is also required in preparation of IEC material
training on various subjects.
 Trainings to be imparted for preparation of note sheets, measurements book
and various business rules.

Based on the above key requirements, the capital investment plan is presented in the below table.
Table 17.42 Urban Governance sector – Project detail
Project Estimated cost in Rs. Crores

Procurement of hardware and software 20
Capacity building and training 2
Table 17.43 Urban governance sector – Phasing of investment

Urban Governance Total 2015 2016 2017 2018 2019 2020 2021
-16 -17 -18 -19 -20 -21 -22
(Rs. In Crores)
1 Procurement of hardware and
20 10 10 - - - - -
software
[210]
2 Capacity building and training 2 0.4 0.4 0.4 0.4 0.4 - -

Total 22 10 10 0.4 0.4 0.4 - -
17.13 Summary of Investments

The total estimated capital investment required for providing efficient services to the present
population and future population of the city by the year 2041 is Rs. 10,671 crores. A total of Rs. 6,346
crores is proposed for investment by 2020-21 to cater to infrastructure requirement. The table below
presents the summary of sector-wise total investment need and investments.
Table 17.44 Summary of investments (in Rs. Cr.)
Phase I Phase II Total
Water Supply 438 494 932

Sewerage & Sanitation 261 593 854
Solid Waste Management 34 178 212
Roads & Urban Transport 3208 2049 5257
Drains 894 227 1121
Urban poor 641 0 641
Socio-cultural and heritage management 297 298 595
Environment and disaster management 489 432 921
Local economic development 40 10 50
Tourism 22 0 22
Urban Governance 22 44 66
Total 6,350 4,325 10,675
Source: CRIS Analysis
About 49% of the investment has been identified for traffic and transportation, 11% towards storm
water drains, 9% each of the investment has been identified towards water supply and urban
environment and disaster management; 8% of the investment has been identified towards sewerage
and sanitation; 6% towards housing for urban poor, 2% of the investment is towards solid waste
management.
The rest of the investment is towards local economic development and urban governance. The sector-
wise breakup of investment identified for 2021 is presented in the graph below.
[211]
Table 17.45 Investment needs in Rs. Cr.
Urban Governance
Tourism
Local economic development
Environment and disaster management
Socio-cultural and heritage management
Urban poor
Drains
Roads & Urban Transport
Solid Waste Management
Sewerage & Sanitation
Water Supply
0 1000 2000 3000 4000 5000 6000
17.14 Summary of investment phasing

The phasing of projects has been made in consultation with AMC officials. While doing the phasing,
the timeline for preparation of detailed project reports and necessary approvals has been considered.
The project prioritization and detailed project phasing have been discussed in the table below.
Table 17.46 Project phasing
Total 2015 2016 2017 2018 2019 2020 202

Sr. investment -16 -17 -18 -19 -20 -21 1-22
Sector
No
(Figures in Rs. Crores)
1 Water Supply 438 44 143 153 94 2 - -
2 Sewerage & Sanitation 261 26 85 83 67 - - -
3 Solid Waste Management 34 3 17 14 - - - -
Urban Roads, Traffic &
4 3208 217 840 1014 825 310 - -
Transport
5 Storm Water Drains 894 89 268 268 268 - - -
Housing & basic services
6 641 65 191 191 191 2 - -
for urban poor
Urban Environment and
7 489 66 96 97 88 52 87 -
disaster management
Social Infrastructure,
8 297 30 89 89 88 0.8 - -
Heritage and Socio Culture
Local Economic
9 40 4 13 12 10 - - -
Development
10 Tourism Development 22 2 9 8 2 - - -
11 Urban Governance 22 2 11 8 - - - -
Total 6,350 548 1762 1937 1633 367 87 -
[212]
17.15 Composition of phasing

The following agency would be responsible for implementing the projects identified in the CDP.
1. AMC: AMC would be responsible for planning, operation, and maintenance of water supply,
sewerage system, SWM, SWD, municipal roads, parks, and playgrounds. AMC would be the
implementing agency for the projects identified in the above mentioned sectors. In the overall
investment, AMC has to contribute 53% of total investment.
2. District Urban Development Authority: DUDA would be responsible for planning,
designing, and constructing slum households. In the overall investment, DUDA has to
contribute 6% of total investment.
3. Uttar Pradesh State Tourism Department: UPSTD would be responsible for construction,
operation and maintenance of tourist points within the state. Hence UPSTD has been
identified as responsible agency for the tourism development projects identified in the CDP. In
the overall investment, UPSTD has to contribute 0.2% of total investment.
4. Uttar Pradesh State Roadways Corporation: UPSRTC would be responsible for
procurement of buses, up gradation of bus stands, construction of new bus stands and bus
stops. Hence, UPSRTC has been identified as responsible agency for these projects in the
CDP. In the overall investment, UPSRTC has to contribute 10% of total investment.
5. State Public Works Department: PWD would be responsible for construction of flyovers and
bridges. Hence PWD has been identified as the agency for flyovers and bridges. In overall
investment, PWD has to contribute 18% of total investment.
6. State Irrigation Department: Irrigation Department would be construction for riverfront
on the three sides of the city. In overall investment, state Irrigation Department has to
contribute 6% of total investment
7. Department of Education and health: The state department for education and health would
be responsible for development of the education and health facilities identified as per the
URDPFI guidelines. In the overall investment, the education department has to contribute 1%
of the total investment and health department has to contribute 3% of the total investment
Table 17.47 Implementing agency wise breakup of investment

Sr.No Name of Agency 2021 2041
Investment % Investment %
Estimated Estimated
1 AMC 3385 53.3% 5748 53.8%
2 DUDA 641 10.1% 641 6.0%
3 PWD 1155 18.2% 1946 18.2%
4 Tourism 22 0.4% 22 0.2%
5 Irrigation 350 5.5% 700 6.6%
6 Health, education and fire 174 2.8% 360 3.4%
7 UPSRTC 570 9.0% 1154 10.8%
8 ADA 50 0.8% 100 0.9%
[213]
Sr.No Name of Agency 2021 2041

Investment % Investment %
Estimated Estimated
Total 6350 100.0% 10,675 100.0%
17.16 AMC Investment

The overall the investment required for the year 2041 is Rs 10,675 crores. However, AMC would be
responsible to take-up the projects worth Rs 3385 crores and the remaining investment to be taken-
up by the Parastatals/state government departments. The sector wise breakup of AMC‟s investment
for 2021 and 2041 has been presented in the table below.
Table 17.48 Sector wise breakup of AMC investment

2021 (Investment 2041 (Investment
estimated in Rs. estimated in Rs.
Crores Crores
Water Supply 438 932
Sewerage & Sanitation 261 854
Solid Waste Management 34 212
Roads & Urban Transport 1483 2155
Drains 894 1121
Socio-cultural and heritage management 72 134
Environment and disaster management 139 221
Local economic development 40 50
Urban Governance 22 66
Total 3385 5748
[214]
18. Financial operating plan

The investment capacity of AMC is assessed through a financial operating plan (FOP), which gives a
multi-year forecast of finances for the medium term. In line with the phasing of identified in the capital
investment (CIP), the FOP has been generated for the same period for AMC. A salient feature of the
FOP is that all outstanding dues, including debt and non-debt liabilities if any, are also taken into
account.
18.1 Financial plan for the city

ULB: AMC is the sole responsible for provision of basic services such as water supply, sewerage,
solid waste management, storm water drainage, roads and basic services for urban poor within its
jurisdictions. Therefore, AMC accounts have been reviewed and further the accounts have been
forecasted to prepare the financial plan for the city.
Accordingly, the annual accounts of AMC for the period between the financial years 2008-09 and
2012-13 are used to determine past trends for both revenue and expenditure items and to arrive at
appropriate growth assumptions for each of the income and expense items. After forecasting the
revenue account, the CIP has been loaded on to cash flow. The FOP is generated to assess the
investment sustaining capacity of AMC.
Parastatals: Jal Nigam is the parastatal agencies involved in the provision of basic services within the
AMC jurisdiction and in the Allahabad planning area. The scope of Jal Nigam and DUDA is restricted
to the creation of infrastructure assets for basic urban services; later the assets are handed over to
AMC for operation and maintenance. But, based on AMC‟s past experience, in case the project‟s
implementation is taken up under the Central Government‟s mission programme, then all the funding
will be routed through AMC and AMC will be the lead authority for project implementation, as it was
observed during the JnNURM phase. Hence, the financials of parastatals are not included in the City
Financial Plan (CFP).
18.2 Methodology
For the preparation of FOP for AMC, we have adopted the following methodology as provided in the
revised CDP toolkit. The stage-wise methodology and the key references have been presented in the
table below.
Table 18.1: Methodology for City Financial Plan for Allahabad
Task Step Key Stages Description Remarks
The key objectives have been defined for

Task1 Step 1 Defining The sub sections
following key areas.
Objectives 19.9 to 19.12 has
 Revenue enhancement initiatives provided the
 Expenditure management details
initiatives
 Asset management initiatives
 Financial Management initiatives
Further, it has been discussed in detailed
in the subsequent sections.
[215]
Step 2 Data Collection  The annual accounts, balance Chapter 15 has

sheets, debt schedules, DCB detailed out the
statements for water and recasting and
sewerage have been collected trend analysis.
from AMC for the past four years.
 The recasting and trend analysis
has been carried and the findings
have been presented in the
financial assessment chapter
above.
The sub section

Step3 Business-As-  As a first step in preparation of 19.6 has provided
Task2 Usual scenario FoP for the city, we have the details.
--- CFP Version prepared the Business-As-Usual
I scenario and provided the overall
capacity of AMC to take-up the
infrastructure projects.
 The scenario has been
discussed in the section FOP
scenario considered
Step 4 Analysis / Post finalization of Business-As-Usual

Interpretation of scenario, we have carried out the
the results analysis on the revenue and expenditure
to check the performance of key items.
The same has been presented in the
annexure.
Task3 The sub sections

Task5 Identification of We have identified the property tax and
19.7 and 19.9
areas of water charges are the key revenue
have provided the
improvement / source where the reforms can be
details.
explored to improve the coverage and
reforms collection efficiency and the same has
been detailed out in the Revenue
enhancement initiatives
The sub section
Step6 Select / Under the revenue enhancement
19.9 has provided
priorities areas initiatives, we have identified the key
the details.
of improvement reforms to be implemented in the
property tax and user charges.
/ reforms
Task4 The sub section

Step7 Finalizing basic Key assumptions for the income and
19.4.1 has
assumptions expenditure side have been presented in
provided the
for resource the key assumptions section.
details.
mobilization
forecast
[216]
The sub section

Step8 Ascertain Ascertain investible surplus for AMC has
19.5 has provided
investible been discussed in the investible surplus
the details.
surplus for ULB section.
/ Parastatals /
Development
authority
Task5 Not Applicable

Step9 Ascertain Not Applicable
combined
investible
surplus CFP
Version II
Not Applicable
Step10 Component- Not Applicable
wise allocation
of combined
investible
surplus
Task6 Chapter 19 has

Step11 Listing of The priority project as identified in the
detailed out the
Project CIP section has been linked with the
CIP for AMC.
Proposals – FOP. Further, AMC investment capacity
has been tested on various scenarios.
linkage to CDP
Step12 Priorities The priority project investment has been

Project finalized in the CIP section further it has
Investments been linked with the financial model for
the city.
Task7 Chapter 19 has
Step13 Preparation of The current chapter has detailed out the
detailed out the
draft CFP --- overall financial plan for the city under
CIP for AMC.
CFP Version III various scenarios.
& Financial
Plan report
(prioritized
project
investment
loaded on
combined
investible
surplus)
Task8 The sub section

Step14 Ascertain Under the Improved investment capacity
19.8 has provided
source and with grant plus debt support, we have
the details.
amount of tested the capacity of AMC to go for debt
and external borrowing.
funding,
external
borrowing, debt
[217]
servicing
mechanism,
etc.
Task9 This section

Step15 CFP Appraisal We shall present the findings to the
would be
and Public stakeholder during the final city level
presented in the
Verification workshop and accordingly we shall take
final CDP.
the suggestions on the overall financial
plan for the city.
Task10
Step16 Finalization of Post completion of final city level
CFP report workshop, we shall discuss with AMC
officials and finalize the financial plan for
the city
Task10
Step17 Annual revision We will suggest this step in the way
of CFP (linkage forward section in the final CDP.
to annual
capital
investment and
improvements
achieved)
18.3 Financing strategies for CIP

The project funding structure comprises grants under new urban renewal mission (accounting for 70%
of the funding as per JNNURM structure has been assumed); internal surplus and debt are
considered to meet the balance fund requirement. The level of investment that AMC can sustain is
determined by studying the overall surpluses/year-to-year opening balance and debt-service
coverage ratio (DSCR).
If DSCR (amount of surplus available to pay interest and to repay principal that is due) falls below
1.25 (i.e., less than 25% cushion), then the investments are reduced gradually till DSCR exceeds 1.25
in all the years in the forecast period. The main items of income and expenditure, classified into the
revenue account and the capital account, are projected in the FOP under the following categories.
Categories of FOP Projections are as follows.
Revenue Account Receipts
 Taxes, Non-Tax sources, and
 Grants, contribution, and subsidies
Revenue Account Expenditure
 Establishment
 Operation and Maintenance
 Debt servicing - Existing and new loans
 Phasing of Non-debt Liabilities, and
 Additional O&M for new assets created
Capital Income
[218]
 JNNURM capital grants

 Regular State or central grants
 Debt
Capital Expenditure
In determining a long-term financial strategy, AMC should plan to raise resources and fund for CIP
through:
 Grants and grant-in-aid available under various programmes
 JnNURM programme‟s Phase II (as percent of investment proposed for funding from 2013-14
for urban infrastructure sectors and other projects - 50 percent Central Government grants
and 20 percent state government grants)
 Available internal resources and improving upon the same through:
 Revision of area-based property taxation at certain levels by AMC
 Revision of water charges on year-on-year basis
 Improvement of the collection performance of taxes and charges against both current and
arrears‟ demand.
 Market borrowings – loans
 Public-Private Partnerships for asset creation, service delivery, and O&M of the assets
18.4 Financial projections

Current revenue sources are projected under built-in growth assumptions for income and expenditure
items, to assess the impact of each such revenue enhancement measure being suggested. The
projections also aim at estimating the surplus that will be available for servicing new debt. Part of the
surplus, after meeting the additional O&M expenses on newly created assets and infrastructure, is
translated into debt size and project size (grant component plus debt component) based on certain
assumptions regarding interest rate, repayment method and loan-grant mix.
A spread sheet of FOP from model has been customized to depict the financial position of AMC. The
investment-sustaining capacity of AMC is assessed based on the FOP assumptions. The model was
used to calculate future surpluses under various scenarios involving combinations of internal revenue
improvement, state support, financing terms, etc.
The standard assumptions under which the projections are carried out and certain expenditure control
and revenue augmentation measures proposed in line with the mandatory and optional reforms under
the JnNURM programme are presented below.
18.4.1 Investment sustenance capacity

Given the existing financial position of AMC, the revenue and capital accounts of AMC are projected
against the growth scenario and assumptions presented above. The FOP is generated from the
sustainable investment point of view in line with current growth trends against the identified
36
investment. It has been estimated that AMC would require about Rs. 3385 crores to improve the
infrastructure for meeting the current gap and future short-term requirement out of all the different
scenarios of sustainable investment capacity.
36
Overall the investment required for the year 2021-22 is Rs 6,350 crores. However, AMC would be responsible to take-up the
projects worth Rs 3385 crores and the remaining investment to be taken-up by the Parastatals/state government
departments. Therefore, the financial operating plan has been prepared for AMC with an estimated investment for Rs
3385 crores.
[219]
18.4.2 Key assumptions
Table 18.2: Key Financial Assumption for FOP projections

Head Assumptions
Guiding Factor for Assessing the Sustaining Capacity
Surplus Positive surplus - year on year basis
DSCR More than 1.25 (ideal)
Project Financing – for admissible Components under JnNURM
Project costing Project cost are based on the detailed cost estimates carried
out in the various sector‟s master plan, DPR, technical
documents, etc.
Also, the cost escalation year-on-year basis for the cost
estimates which are carried out in the past have been
considered.
New/Additional O&M Water supply : 1% of capital cost
(for the proposed capital works in this Sewerage : 8% of capital cost
CDP) Roads : 10% of capital cost
Drains : 8% of capital cost
Urban poor/ Slums : 0% of capital cost
Solid waste management : 10% of capital cost
Others : 1% of capital cost
For projects approved under JnNURM
Grant from GoI 50% of sanctioned cost
Grant from GoUP 20% of sanctioned cost
For projects approved under National River Conservation Plan (NRCP)
Grant from GoI 70% of sanctioned cost
Grant from GoUP 30% of sanctioned cost (10% contribution from AMC to
ensure public participation)
For slum and Housing projects to be approved under Rajiv Awas Yojana (RAY)
Grant from GoI 50% of sanctioned cost (for Housing and Infrastructure
development)
Grant from GoUP 25% of sanctioned cost (for Housing and Infrastructure
development)
Remaining 25% will be shared between AMC and
beneficiaries.
AMC – 25% for provision of Infrastructure
Beneficiaries – 25% for construction of houses
If Loan for balance funding
Regular CAPEX Projection of regular capital expenditure with a base growth
rate
Old Outstanding loans if any Nil
Revenue Expenditure
Growth in Expenditure Regular growth rate of 8% to 10% considered for all the
revenue expenditure heads for projections.
Pay Commission Revision 7th Pay Commission revision from 2016 – 2022 (As on date
th
the salaries are being paid by AMC on the basis of 6 pay
commission)
Assumption for assessment of AMC’s sustainability
Income Items
Growth in revenue income Actual average growth with a minimum 8% and maximum of
10% (based on last four years trend)
In case of Improved case, the growth rate considered is 15%
Land revenue
Property Tax
Annual growth in Assessment 1.75% per annum
Revision of Tax 15% increase in the ARV every five years starting from FY
[220]
Head Assumptions
2015-16
Collection Performance 85% (Improvement on yearly basis considered from FY
2013-14 to FY 2025-26 from 74% to 85%)
New Taxes In order to achieve financial sustainability, improve the city‟s
(considered as improved case) infrastructure, and improving civic administration. The new
taxes which are possible to be levied has been identified
based on the applicable act.
Increasing the tax base of existing In order to achieve financial sustainability, improve the city‟s
taxes infrastructure, and improving civic administration.
(considered as improved case) Increase/revision of tax base which are possible has been
identified based on the applicable act.
Income Items- Water Supply
Individual Water Connections To achieve 100% individual water connections provision in all
the properties in Allahabad
Water Tariff revision 5% annual hike in water user charges
Next Revisions Annual revision as per current practice of AMC
Collection Performance 85% by FY 2025-26 (Improvement in current collection on
yearly basis by 5% considered from FY 2013-14 to FY 2025-
26)
80% by FY 2025-26 (Improvement in arrears collection on
26)
Income Items- Sewerage
Sewerage Connections To achieve 100% coverage by providing sewerage
connections
Sewerage Tax 12% of the ALV value for property value.
Collection Performance 85% by FY 2025-26 (Improvement in current collection on
26)
80% by FY 2025-26 (Improvement in arrears collection on
26)
18.5 Investible surplus

37
Based on the various assumptions, the investible surplus has been estimated for the city on the
base and improved case scenarios. As per the base case scenario, on an average, AMC will have
investible surplus of Rs. 26 crores over the next ten years. This surplus would be transferred to the
capital account, to take up capital works. At the same time, in the improved case scenario, on an
average, AMC will have investible surplus of Rs. 41 crores. The following figure presents the
investible surplus in the base and improved case scenarios.
37
The investible surplus = “(Revenue (own sources of income) income + capital (own sources of income) -
Revenue expenditure”. And, excluding the revenue and capital grants received for specific purpose
[221]
Graph 1: Investible surplus during 2014-2022
180
160 97
140
80
120 62
62
Rs in Cr
100
80 39
56
60 48 26
35
39 14
34
40 28 26
24
20 12
Investible Surplus - Base Case Investible Surplus - Improved Case
The spread sheets of the FOP are presented in the Annexure. The following are the results drawn
with respect to investment capacity of AMC. Various possible scenarios for AMC towards sustainable
investment for short-term investment have been generated. Also two predetermined cases built, which
are Base case and improved case are explained as below:
 Base investment capacity – This scenario is built on the past trends as the case is.
 Improved investment capacity – This scenario is built on the presumption that AMC is going
to undertake reforms leading to its improved financial sustenance capacity. The reforms are
especially in the areas of property tax and water charges.
Further, within the above mentioned both cases, various options have been looked at, like AMC‟s
contribution without any grant support or debt; and AMC‟s contribution along with various government
grants. These scenarios have been tried and tested for both the discussed cases and based on the
FOP projected and various financial assumptions, the Property Tax
following results have been drawn with respect to the  AMC should take maximum benefit from
investment capacity of AMC. “improvement of property tax collection”
project under CBUD project.
Total investment requirement (Short-term) – Rs 3385 Widening/ improving the coverage of
crores the property tax and maximise the no
of properties under property tax net
Based on the availability of grants, AMC can take up Widen the tax base and change in
priority projects in the area of urban transportation, storm revision of property tax policy
water drainage, water supply and housing for urban poor. 100% computerization of all the
Different possible sustainable investment scenarios to records and database
maximise the project implementation capacity for AMC Introduction of online assessment and
payment gateway
have been worked out and the details of each provided Introduction of robust monitoring and
below. dispute resolution mechanism
Restructuring of the administrative
system of department
[222]
18.6 Business-as-usual scenario

Business-as-usual scenario: This scenario is built on past trends, based on as-is case. In this
scenario, it is assumed that AMC shall do business as usual and endeavour to implement the capital
projects. This scenario will indicate the overall capacity of AMC to take up projects on business-as-
usual basis.
 In this scenario, without any grant support from its own sources AMC can contribute Rs. 306
crores for the implementation of projects. The regular growth rate in property tax assessment
and property tax collection reforms achieved by AMC under JnNURM phase I will improve the
financial status of AMC.
 The sustainable investment capacity is 7% in this scenario for AMC.
 The income and expenditure growth would follow past trends. The regular capital expenditure
would grow at 8% on a year-on-year basis. AMC will have a financial commitment towards the
implementation of projects under JnNURM Phase I and new projects taken up recently under
the extended phase of JnNURM. Also, looking at the sustainable investment capacity in this
scenario, it was assumed that the minimum closing balance of Rs. 10 crore on a regular basis
is maintained.
Business-as-usual scenario with grant support: In this scenario, it is assumed that AMC shall do
business as usual and receive capital grants from the state and Central governments. This scenario
will indicate the overall capacity of AMC to take up projects in a business-as-usual scenario with grant
support.
 In this scenario, where AMC‟s contribution along

Taxation for water supply
with JNNURM and other central/state grants
 Reducing the non-revenue water from
support is provided, AMC‟s project
30% to 15%.
implementation capacity will increase by 7%  Provision of 100% metered
compared to the Business as usual scenario connections and improving the
without any external support and it will be able to coverage
implement projects worth Rs. 699 crore.  Revising water user charges by 5%
every year
Currently, AMC is implementing projects
 Improve billing and collection efficiency
approved under JnNURM, which provides 70%  Improving the complaint redressal
(50% Central Government and 20% state system
government) grant support. The slum  Collection of water connection fees
improvement projects are being taken up under against provision of individual
connections
BSUP grants. AMC is also receiving regular
Taxation for Sewerage
grants from the state for city development works.
 Provision of 100% house connections
Same support from government grants is and improving the coverage
envisaged to be continued in this scenario too.  Collection of sewerage connection fees
 The sustainable investment capacity is 16% in against provision of individual
connections
this scenario for AMC.
 The income and expenditure growth would Taxation for SWM
follow the past trends. The regular capital  Ensuring efficient collection efficiency
expenditure would grow at 8% on year-on-year of user charges
basis. AMC will have a financial commitment
towards the implementation of projects under JNNURM Phase I and new projects will be
taken up recently under the new urban development renewal mission. AMC has to contribute
around Rs. 699 crores over the next five years towards this project. Also, looking at the
[223]
sustainable investment capacity in this scenario, it was assumed that the minimum closing
balance of Rs. 30 Cr. on a regular basis is maintained.
It is also very important that AMC should take into consideration the increasing operation and
maintenance expenditure. AMC has implemented a sewerage and SWD project and will be
implementing projects of STPs, collection network and underground drainage in next few years.
These investments will result in higher operation and maintenance expenditure.
In order to manage the increased O&M expenditure, implementation of reforms as mentioned below is
recommended, which will help AMC to meet 100% O&M cost recovery;
 Regularisation of unaccounted connections,

 Improving current collection efficiency to 85% for water tax, water supply user charges and
sewerage tax
 Improving arrears collection efficiency to 85% for water tax, water supply user charges and
sewerage tax
 Increasing water user charge (15% at every 5th year) and
 Increasing sewerage charge (15% at every 5th year)
18.7 Improved case scenario – Reforms Implementation and

debt
In this scenario, it is assumed that AMC shall take up
Improved Revenues
fiscal and civic management-related reforms, which will
 Levy of new taxes like water benefit
improve its revenues from property tax and water charge tax, sewerage benefit tax
by improving coverage and collection efficiency, levy of  Widening of existing tax base of
user charges, and new taxes along with revising the base property tax
rate of existing taxes as per the applicable act. Also,  Improved growth rate of all the revenue
streams assumed to be between 10%
under the improved case, the growth in revenues due to
to 15%, due to various reforms and
various reforms that AMC will undergo will lead to a 15% implementation of various suggested
growth year-on-year. Further, it is assumed that AMC strategies within AMC like
shall receive capital grants from the state and Central administrative restructuring of system
governments. Online payment facilities for payment
 In the improved scenario, it is assumed that AMC of all taxes, user charges and rents,
will implement mandatory and optional reforms etc.
which will improve the overall governance of robust collection system, penalties to
AMC resulting in better growth rate for all the defaulters
revenue sources. The growth rate considered for Tax rebate to the loyal tax payers
the improved case is 10% to 15%. Also without
any support from grants, AMC can do the sustainable investment of upto 44% of the total
short term investment which is worth Rs. 1923 crores.
18.7.1 Key Summary

Further, the results of the above scenarios have been presented in the figure below. The overall
investment estimated is Rs. 3385 crores (on constant prices). However, as per the current prices, the
estimated investment would be Rs. 4371 crores (which includes the cost escalation and physical
contingencies). It is observed that without any grant support, AMC can implement projects worth Rs.
306 crores only. Based on the availability of Central/state government grants, AMC can take up
[224]
priority projects in the areas of traffic and transportation, water supply, sanitation, and storm water
drainage.
 Business as usual scenario: Rs. 306 crores
 Base case scenario with grant support: Rs. 699 crores
 Improved investment capacity with grant support: Rs. 1923 crores
Graph 2: Various scenarios for financial operating plan for short-term investment (2014-2021)
5000
4500 4371
4000
3500 3385
Rs in Crs
3000
2500
1923
2000
1500
1000 699
500 306
0
Total InvestmentTotal Investment Business as Business as Improved Case
- Constant - Current usual - Without usual - With Scenario : with
grant and Debt grant and Debt Grant +Debt
18.8 Revenue enhancement initiatives

Table 18.3: Revenue enhancement measures for various sectors
Estimated Revenue
Area Existing revenues Task
potential
 Improving coverage of the

properties and updating
the assessment register.
 Improving the Collection
efficiency through
awareness campaigns Rs 6216 lakhs
Rs 1404 lakhs towards use of online
Property tax (2025-26)
(2011-12) payment gateway for
paying of property tax.
 Separate cell for appellate
to deal with defaulters and
resolving the long pending
arrears due to litigation
cases.
 Existing coverage of
Rs 10,499 lakhs
Water and Rs 3799 lakhs functional metered
[225]
Estimated Revenue
Area Existing revenues Task
potential
charges (2011-12) connection is nil. 100%

(2025-26)
metering of all the water
connections should be
carried out.
 Also, to create awareness
campaigns towards use of
online payment gateway
for payment of charges
online.
18.9 Expenditure management initiatives

Over the review period, the revenue and capital expenditure of AMC have been increased. In order to
reduce the revenue and capital expenditure at AMC, the following key initiatives are to be taken up by
AMC.
Reduction in establishment expenditure
 Outsourcing of certain functions: AMC should explore outsourcing of some functions in order
to reduce the establishment expenditure.
 Moreover, AMC can outsource the clerical posts such as those of data entry operators and
clerks to reduce the establishment cost.
Reduction in capital expenditure
 AMC is implementing projects through their municipal funds on a regular basis and also has a
financial commitment of 30% towards projects being implemented under JnNURM.
 AMC has explored the PPP option for implementation of SWM project in the past. It is
recommended that the PPP option should be explored further for projects in the social sector
and other sectors.
18.10 Asset management initiatives

The establishment of linkages between asset creation and asset management should be through a
series of reforms that will ensure project sustainability. Also, ensuring adequate funds to meet the
deficiencies in urban infrastructural services is recommended.
In order to maintain the assets over the project‟s life-cycle, AMC should allocate a certain percentage
of funds for the operation and maintenance of the project components. For instance, as regards the
water supply project, the O&M cost would be 5% of the project cost and this would be on a recurring
basis.
Deprecation account/fund
AMC should ideally try to maintain the depreciation account in order to replace the existing asset with
a new asset post its life-cycle.
Key steps to be taken by AMC for better management of assets
 AMC should focus on department wise budget preparation for O&M cost for newly created
assets, and provide the best practice to reduce the O&M cost on sewerage and solid waste
management
 Carry out water and energy audit to reduce the O&M cost and water leakages (NRW)
[226]
 Study the existing status of the assets of key sectors, prepare a tangible action plan for the
maintenance of assets, and provide the replacement list for the assets
 Conduct workshops/trainings for the staff on management of O&M and best practices across
the states
 Organize study tours for the staff and elected representatives for effective implementation of
reforms, for full O&M recovery
 Latest techniques and technology to be adopted for management (inventory, maintenance
cycle, replacement time, etc.) of municipal assets
 Conduct trainings in the area of asset management, new techniques for operation and
maintenance of assets
18.10.1 Project implementation measures

The section below further highlights issues in project implementation and suggests remedial
measures.
Table 18.4 Project implementation measures
Issues arising during Suggested measures and due

Key factors
implementation of project diligence
Project appraisal Alternations in project midway The appraisal agency should device a
format (MIS) listing all the necessary
criteria for evaluation and smooth
implementation of the project
Alteration in project This generally happens because  Anticipating alternations in project

midway during of following issues and keeping contingency plan in
implementation place.
 On site issues in  Carrying out adequate surveys
implementation before embarking on projects
 lack of know-how of terrain,  Preparing an exhaustive list of
already laid infrastructure works (tenders) that will be
undertaken for a particular project
beneath, displacement of
existing infrastructure
Land acquisition or local
protestation
- Inadequate provisioning in
DPR
Land acquisition Land related issues especially in  The project map should highlight
case of water, sewerage and the infrastructure and the ownership
SWM projects for setting up of the land where it is to be
WTP, STP and landfill site established.
 In case of land acquisition, the local
body should produce the consent of
the project displacement in advance
to the appraisal agency.
 In case of land to be transferred
from one government authority to
another the consent of the same
should be taken in advance.
NOCs For instances a water pipeline  All NOCs required should be
obtained before sanctioning of the
[227]

Key factors
crossing a rail corridor, NOC's project
from railway, forest, environment
authority and any other authority
Bid Process Lack of professional approach  It should be made mandatory in the

management towards bid process act of municipality that all/ particular
management (only financial projects should be awarded as per
criteria taken into account while both technical and financial criteria.
selecting the bidder, the quality The act or govt. circular should also
of work is suffered in such a carry and highlight the process of
case) the selection of bidder
Packaging of Project is split into multiple sub-  The project split should be in
project projects thereby awarding the accordance with the capacity of the
project to various contractors. ULB staff to monitor and manage.
These results in increased paper
work, complexity of managing
different contractors with fewer
staff, approvals by Executive
committee for every package.
For instance a water supply
branch network in the city is
awarded to various contractors.
Project Un-realistic project  This generally happens if the

implementation implementation timelines following factors are not taken into
schedule account in advance
 Availability of raw material
 Discounting for rainy season
 Familiarity with ground realities
 Lack of stringent time
schedules in the contract with
the private entity
 Factors to be taken into account

while planning implementation
schedule - tendering date,
anticipating re-tendering and
approvals thereafter, rains,
availability of materials, elections
(general and local body elections)
Re-tendering of
Cost difference due to difference  This generally happens due to gap
in market rates and government in approval of DPRs. The schedule
project/ sub-project
schedule of rates results in re- of rates which are relevant at the
tendering several times and the time of DPR preparation becomes
project is delayed obsolete if the project is delayed
either due to final sanction/ approval
or delay in initiation of project after
approval
Monitoring project
Lack of monitoring mechanism  Monthly and quarterly progress
implementation report
 Fund utilization status
 Onsite visits by higher level
monitoring agency
[228]

Key factors
 Regular meetings to address the
issues on time
Lack of staff for monitoring  Appointment of Project
implementation of projects Management Consultants
 Appointment of retired officers for
managing the project for the project
duration
 Nominating a person from the
department responsible for overall
coordination for the project and his
support team
Change of project managers  Knowledge transfer becomes
crucial while any change in project
manager. Change of managers is
likely to happen as implementation
period of projects is beyond a year
and more.
 If the project manager is on
contract, then the contract
document should mention a leave
notice period of at least 2 months.
Documentation of all the aspects of
the project are very crucial in case
of change of project manager.
Auditing of the
Quality issues in work  Appointment of a technical
project independent authority for quality
checks and project progress
Factors beyond the
Pubic agitation  Identifying such issues in advance
control of and developing a communication
implementing strategy
agency  Appointment of a committee to
resolve this issues
Scheduled Elections  While planning the project
implementation schedule such
activities should take into account
and the time period for this should
be accounted in the schedule
Rains/ floods  While planning the project
implementation schedule such
activities should take into account
and the time period for rainy season
should be accounted in the
schedule.
 Past any history of flood related
issues should be planned in
advance
Dispute resolution
Between contractor and  The contract agreement should
municipality clearly highlight the dispute
mechanism
resolution mechanism.
 It is crucial to frame contracts
carefully to avoid any disputes in
the projects.
[229]

Key factors
Project financing
Lack of own contribution in  Investment capacity of ULBs is
infrastructure projects crucial before sanctioning of any
project
 Making budgetary provision in
advance for the capital expenditure
to be incurred
 Separate bank account for the
project (all receipts and payments
should be managed separately; any
transfer of funds from other sources
should be highlighted and
reconciled accordingly)
Data base
One of the most common issues  Any deviation from DPR
management
in most of the projects is lack of  Planned and actual schedules
collation of database. Database  Disbursement and utilization of
are important from two funds/ loans
perspectives -
 Details of escalation payments
 firstly it forms an evidence for made classified into quantity
addressing any related escalations and rate escalations.
dispute;  Pre and post inventory of assets
 secondly such database are with age and other relevant details
useful for deriving lessons  Record of design, drawings and
which could be used for materials used for construction
similar projects  Details of quality control tests, press
articles, disputes, photographs
during construction phase etc.
 Maintaining Minutes of all the
meetings and proceedings for all
the projects
18.11 Financial management initiatives

In order to implement the identified projects over the project cycle, AMC has to take up financial
management initiatives for smooth implementation of the projects. The key initiatives are as follows:
 First and foremost, the accounts department of AMC should maintain a separate account for
all projects. Financial transactions such as deposits, grants and release of payments should
be carried out through the project account.
 Carry out all the above-mentioned functions through e-governance modules developed by
AMC.
 Transfer a part of the revenue surplus (own source of revenues) to the project account to
implement the project. A record of such transactions should be maintained.
 Internal audit of the project accounts should be carried out on a quarterly basis. External audit
has to be carried out on an annual basis.
18.12 Projects on PPP basis

AMC may explore the PPP route in the case of the following projects. The details of each
component have been provided in the table below.
[230]
Table 18.5: Projects on PPP basis
Possible PPP
Sector Development Key Aspects
interventions
 AMC shall handover the land for

construction of STPs
 O&M of STPs has to be carried
out by private operator as per the
contract period
Construction and
Construction.  The operator would be
O&M of STPs and
operation, and responsible for the O&M of STPs
Sewerage selling of treated and further selling of the treated
maintenance of
sewerage water to sewerage water to potential users
STPs
potential users
The revenue sharing between AMC
and the private operator can be
explored, like royalty on land and
revenue sharing from sell of treated
waste water
 The feasibility to be improved by

introducing a mixed use – shops &
offices
Multilevel car
Traffic and parking complex on
Land to be  Handing over the O&M function to
provided on lease the contractor for the
transport PPP basis and
basis infrastructure like flyovers, ROB,
O&M contracts 38
RUBs, FoBs.
 Installation and O&M of the street
lights
 AMC has already explored the

option of PPP based
Construction of Construction of
Housing for implementation of BSUP project
houses for urban houses for urban
Urban poor
poor poor
 Same way implementation of
projects for developing houses
under the RAY should be explored
 Exploring the possibilities of

Rehabilitation Cultural events involving private organisations
of Heritage organising Cultural and and corporates to host cultural
Structures events organising events
Heritage walk
 To manage heritage walks in the
city and exhibitions
38
Example of Mumbai flyovers - which are constructed and managed by private operator through collection of tolls. AMC can
levy toll or user fee on the heavy traffic entering the city or parking of trucks in the goods terminal and same revenue to be
used by the private operator for managing the infrastructure. Review of the model adopted by MSRDC should be carried
out.
[231]
Possible PPP
Sector Development Key Aspects
interventions
 AMC shall handover the land for

construction of infrastructure or
existing infrastructure
Asset creation and Construction.  Service contract for provision of
maintenance of the operation, and services like education, health and
Social assets and service maintenance of medical facilities, etc.
Infrastructure contract for schools, hospitals,  The revenue sharing between
provision of gardens, parks, AMC and the private operator can
services convention centre be explored, like royalty on land
and sharing of revenues
generated from provision of
services
18.13 Land resource leveraging

AMC should focus on preparing an inventory of available land in the city, to explore land-based
financing offers for implementing the infrastructure projects. The following steps are recommended to
AMC;
 AMC should initiate an inventory of land parcels available in the city. Further, AMC should
create a database of the same and a land bank
 AMC should crosscheck the proposed land use as per the development plan. If required,
AMC needs to initiate land use revision in the records
 AMC may explore available land parcels that can be used for development of affordable
housing projects, parking projects, real estate projects and convention centers. Even these
projects can be implemented on PPP basis
18.14 Key Conclusions

Overall, AMC requires around Rs. 3385 crores improving the core services in the city. However, in a
business-as-usual scenario, AMC can sustainably do investment of Rs. 306 crores to take up
infrastructure projects. While in improved case with grants from central and state government it can
do sustainable investment of Rs. 1923 crores.
Given the importance of Allahabad in the region, it is very important to improve the infrastructure
facilities to attract investment and industries in the city and further to boost the economic development
in the region.
Therefore, AMC should target to achieve the improved investment capacity (Rs. 1923 crores)
with grant support from the state and Central Government. The following key steps need to be
taken by AMC to achieve the improved case scenario investment.
 New tax and revision of base for existing taxes: AMC should explore or propose the levy
of a new tax, which will be as per the applicable act. Also, regular revision of the tax base of
existing taxes and rates for rent should be exercised.
 Property tax: On an immediate basis, the reforms to be implemented in property tax to
improve the coverage and collection efficiency; the reforms must start with restructuring of the
department.
[232]
 Water and sewerage: Water and sewerage tariff structures must be revised immediately.
AMC should explore the volumetric tariff structure for metered water connections
 SWM charges: AMC should levy user charges on SWM services – AMC may explore this
initiative as part of property tax.
 Establishment expenditure: The outsourcing option should be explored in the establishment
department as well as in the operation and maintenance of assets. If possible, reduction of
staff and optimum resource utilisation through the use of sophisticated technology should be
explored
 PPP route: AMC should explore the PPP route to implement either the projects or project
components.
 O&M new assets: AMC should ensure that the contractor/private operator appointed will
carry out O&M of the assets (WTP and STP plant) for a period of 5-8 years after completion
of the test runs.
 Regular capital works: AMC should curtail its regular capital expenditure over the next 5-10
years. AMC should take up only priority works first and also projects possible on PPP basis.
 Capacity-building: It is very important that AMC should keep on imparting training to the
staff on various aspects, from technical to managerial skills.
 Study tours: AMC should organise study tours to know the best practices carried out for
some of the core services and also to understand the challenges faced by other cities in the
implementation of projects and reforms
[233]
19. Review and Monitoring framework

The monitoring and evaluation (M&E) framework has been designed to help cities integrate M&E into
their city development plan (CDP) from the initial phases. M&E is important to enable cities determine
whether their CDP is achieving its vision and goals and realising its intended outcomes or not. It is a
tool that shall enable cities to monitor the progress on the plan at regular intervals.
The information generated by M&E can be used to provide information and support for the
implementation of CDP. It shall help in strengthening the downstream project implementation,
undertaking programme and investment activities, and devising strategies for future planning
initiatives. A basic principle of the CDP approach is that the way in which the CDP is developed and
the development issues that it addresses are determined by each city and community to meet their
own needs. There is no „one size fits all‟ approach to designing and implementation of CDP.
The framework mentioned below clearly lays down the broad principles that need to be fine-tuned
based on the city specific needs and inputs from various officials at the city level to develop for each
city.
Process Design
Deciding on the phases and

framework for the CDP
preparation, including
discussions with key
stakeholders
Institutionalization Initial or Updated

Assessment
Putting the CDP into the
day-to-day management of Identifying key issues, trends
the city and into its cycles Monitoring & Evaluation and opportunities plus gaps
for planning and budgeting Framework in information to be filled.
Analyzing and
discussing the process
Action Plans and Action Plans and
and results achieved at
Implementation Implementation
all stages
Translating the vision, Gathering all stakeholders‟
goals and priorities into views on what needs to be
achievable programs and done
projects
Vision, Goals and
Objectives
Developing a clear, shared
vision plus agreed goals and
priorities for action.
[234]
19.1 Framework for Review and monitoring

In the context of the ever changing landscape of the developments in the city, the impacts on the
growth of the city will have wide ramifications if it is not factored into the City Development Planning
process in a dynamic manner. The CDP should have a fixed time frame for its implementation, and
shall be followed by a review to study and analyse the impact of the implementation of the plan, in
order to make mid-term course corrections, wherever necessary. A monitoring mechanism should
also be established for measuring the identifiable indicators provided in the CDP for each sector and
there after implementation of CDP can be measured.
The table below gives a framework for updating and reviewing CDPs; this needs to be followed as per
the revised tool kit.
Table 19.1: Framework for Monitoring and Evaluation of various components in the CDP
Sr. No. Framework for Updating and Reviewing City Development Plan (CDP) to make it a living
document
Year
Year
Year
Year
Year
Year
Year
Activity
1
7
1 Reviewing CDP Document √ √
2 Community and Stakeholder √ √ √ √ √ √ √
Consultation
3 Data Update and Mapping the √ √
City
4 Capacity Building √ √ √ √ √
5 Planning Building Regulations √ √
Reforms
6 Property Tax Reforms √ √ √ √ √ √
7 Institutional Reforms √ √ √ √ √
8 Financial Reforms √ √ √ √ √
9 Sectoral/Ward Development √ √
Plans
10 Review of Project Priorities √ √ √
11 Financial Operating Plan √ √
12 Capital Investment Plan √ √
Source: Revised City Development Plan toolkit
19.1.1 Timeline and Periodicity of review

To make CDP as a living document, it is essential to understand that the city landscape, growth
source as well as direction keep changing with time. Hence, the CDP should have a fixed time frame
for its implementation, and shall be followed by a review to study and analyse the impacts of the
implementation in order to make mid-course corrections, wherever necessary. The monitoring
mechanism should be on the activities based on the identified indicators in each sectors in the CDP.
Some of the identified activities that could be monitored are given below.
[235]
19.2 Reviewing of the CDP Document

The foremost thing that comes up is the reviewing of the CDP document. As the city‟s conditions may
change after few years, the CDP needs to be reviewed and evaluated after a particular time before a
new development plan is proposed. It is necessary to identify the sectors that are growing and sectors
that are lagging, to achieve the vision framed for the city. The CDP is prepared for a long term vision
for 30 years and the investment plan is prepared for a time frame for 7 years. Thus it mandatory that
review of the City Development Plan is taken up after every five years.
19.2.1 Engaging with Community and Stakeholders’ Consultation

CDP focuses on the holistic development and betterment of the city as looked upon by various
communities and stakeholders. Therefore, it is very important to keep consulting with them about the
process of the work to be undertaken to achieve the framed vision for the city. This could be done by
conducting a meeting every alternate year, i.e., once in every two years. The feedback should be
incorporated and the shared with citizens through a common platform like website etc.
19.2.2 Data Update and Mapping of the City

In case of any major changes in the city limits/boundaries, a complete data updation exercise should
be carried out for effective implementation. Therefore, data updates and mapping of the city become
very essential. This should always be done before the preparation of the CDP.
19.2.3 Capacity Building

Capacity building initiatives should focus on understanding the areas where in capacity needs to be
built in terms of project implementation, reform implementation etc. The regular assessment of the
needs can ensure better capacity building measures to be adopted by city.
19.3 Review and Monitoring of Reforms and Project

Implementation
The CDP Technical and Policy Committee should be involved in the monitoring and evaluation of
the CDP across various components.
19.3.1 Assessment of Reforms and Project Implementation

 Regular assessment of reform and project implementation is necessary for the city to achieve
its vision.
 Reforms should be framed for all the institution responsible for the development process of
any city. These reforms are very important for all the institution to work in a synchronized
manner for the development of the city. Hence, they must be monitored every year.
19.3.2 Financial Reforms

 Finance being a most important part for any ULB of the city. The funds are to be utilized
according to the kind of development approach adopted to achieve the city vision. Therefore,
financial reforms must be monitored and evaluated on yearly basis.
[236]
19.3.3 Property Tax Reforms

 All the properties abiding under the ULB should be carefully mapped and marked, as it is an
important source of revenue for a city. Hence it should be prepared before the implementation
of the CDP and monitored at frequent intervals.
19.3.4 Sector /Ward Development Plans

Vision of the city could only be implemented at a macro level only if there is prominent change at the
micro level like at the ward level or the sectoral block level planning. To make a CDP document
comprehensive in approach, the M&E of these micro level plans should be evaluated at the very
beginning and impact should be reviewed in the very first year.
19.3.5 Review of the Project Priorities

The project prioritized in the CDP to achieve the vision may have to undergo changes in their priority
order once the implementation of the CDP starts. The reason may be due to any practical issues that
arise during project implementation or any other complication. Hence, it is very important to monitor
and evaluate the projects that are underway and projects that need to be taken up for the
development of the city. The updating process should be regular, but M&E should be done every
alternate year.
19.4 Monitoring of Financial Operating Plan and Capital

Investment Plan
A capital investment plan (CIP) provides a detailed understanding of anticipated investments into
tangible capital assets. The assets include basic facilities, services, and installations needed for the
functioning of the community, such as bridges, roads, water, and wastewater systems. This helps the
ULBs to formalize their priority setting and decision making process. Therefore, the M&E of CIP
should be done on regular basis every year.
A financial operating plan (FOP) outlines the revenues and expenses over a period of time. An FOP
uses past performances, incomes, and expenses to forecast what to expect in the following years. It
then incorporates the past and recent trends into the planning so as to most accurately forecast what
is to come. Therefore, for city development plan in a proper way, it is necessary to monitor and
evaluate the FOP regularly every year.
[237]
Bibliography
 Allahabad Master plan 2021

 Allahabad City Development plan 2006
 Allahabad Comprehensive mobility plan 2012
[238]
Annexure
Kick off meeting

Minutes of meeting
Meeting Agenda Kick Off Meeting

Preparation and Revision of City Development Plans for 13 Selected Cities
Package 1 (13 cities)
Assignment Title
Preparation and Revision of City Development Plans for 17 Selected Cities
Package 2 (17 cities)
Name of Client Ministry of Urban Development
th
Date of meeting 8 August 2013, 4 PM
Place/Location Ministry of Urban Development, New Delhi
Ms. Nisha Singh, IAS, Joint Secretary and Mission Director
Mr. Prem Narayan, Director (JnNURM)
Mr. Sanjay Kumar, Under Secretary (JnNURM)
Officials from TCPO, CPWD, CPHEEO
CBUD PMU Team
Participants
CRISIL Risk and Infrastructure Solutions Limited (CRIS)
Mr. Ravi Poddar, Director, Urban Practice
Mr. Brijgopal Ladda, Urban Planning Expert
Mr. Abhay Kantak, Municipal Finance Expert
Mr. K.K Shrivastava, Municipal Engineering Expert
Mr. Tapas Ghatak, GIS Expert
Mr. Appeeji Parasher, Associate Director
Ms. Monika Bahl, Manager
CRISIL Risk & Infrastructure Solutions Limited (CRIS) has been appointed by Ministry of Urban
Development (MoUD) for the Preparation and Revision of City Development Plans for 13 Selected
Cities under Package 1 and 17 selected cities under Package 2. A kick-off meeting was organized by
MoUD to review the work plan and approach for the assignment. The meeting was chaired by Ms.
Nisha Singh IAS, Joint Secretary and Project Director and was attended by senior officials from
MoUD, PMU from CBUD and officials from TCPO, CPWD.
CRIS Team made a presentation on the following aspects
 Our Experience in Preparation of CDPs
 Details of Assignment Coverage
 Our Approach - Revised CDP toolkit
 Proposed Teaming
 Work Plan
 Support from MoUD
Following were the key points suggested by MoUD /CBUD PMU team and other key officials present
during the meeting
[239]
1. Various recommendations were made by the participants for preparation of CDP. The Mission
Director however suggested that the CDPs shall be prepared in line with the revised tool kit
issued by MoUD and also mentioned that MoUD has prepared a comparison of variance
nd
between the first generation and 2 generation CDPs and it shall provide a copy of the same.
2. It was also mentioned that an inclusive approach should be adopted as specified in the tool kit
and sufficient emphasis should be made on strategies addressing urban poverty issues.
3. It was also suggested that cities have prepared other plans like CSP, CMP, disaster
management etc. The interventions, projects, costing etc. suggested in this studies should be
incorporated in the CDP. MoUD also suggested for sharing information from ISNA study to
consultant for CDP such to synchronize the two reports.
4. The Mission Director also stressed on to focus on efficiency improvement related aspects
while identifying projects in cities.
5. It was discussed that the population projection in all the CDPs shall be for a period of 30
years i.e. 2041 whereas the FOPs can be made for a period of 20 years to be realistic. All
CDPs should have same time line for projections and should be based on Census 2011.
6. Some other aspects discussed were as follows
 24x7 Water Supply and implementation of SCADA and other new system to bring in
efficiency, 100% metering etc.
 Linkages with existing Development Plan or Master Plan
 CDP should also endeavor to mention of suitable technologies based on the geographical
condition of the cities.
 Local Economic Development – Enlist the key thrust areas of economic development and
broad level strategies
 Map preparation
 Smart cities concepts should be explored
7. It was suggested that CDPs should be made through rigorous stakeholder consultations and
the ownership should be ensured at the city level.
8. It was suggested to have the executive summary to the Final CDP in vernacular language.
9. The timelines proposed for the assignment were found to be in line with that mentioned in the
RFP.
During the presentation CRIS suggested the following points for support from MoUD
1. The team would require a letter of Introduction from MoUD to ensure that all the ULBs can
assist the team in the following
 Designate an “Officer-In charge” responsible for management and coordination of
consultants
 Constitute multi-stakeholder City Level Steering Committee and working groups.
 Nominate officers from relevant sections of ULB to participate in the process of
stakeholder consultation and CDP preparation.
 Provide the consultant with information, maps and relevant data and documents on ULB.
 Provide the consultant with necessary authorization to procure information from the line
departments
1. Introducing the consultants to the Urban Local Bodies
2. Facilitate and expedite approvals from ULB.
The meeting ended with a vote of thanks to all participants.
[240]
Inception meeting
Minutes of meeting
Meeting Agenda Inception meeting for Revised City Development Plan of Allahabad city
th
Place/ Location/ Allahabad Nagar Nigam Office on 26 September 2013 at 3:00 PM
Date/ Time
 Mayor, ANN
 Secretary, ADA
 Representatives from ADA
 Mr. Tapas Ghatak, Sector Expert
 Mr. Rahul Sethi, Consultant
 The meeting was chaired by the Honourable Mayor and attended by the Municipal
Commissioner, department heads, and representatives of various parastatals.
 The CRIS team initiated the meeting by giving a brief about the CBUD programme and the
need to revise the CDP. Thereafter, the CDP preparation process was detailed to the officials
present, including key CDP highlights, guidelines, and our approach and methodology for the
revision of CDP.
 During the discussion, CRISIL team requested the officials to share their experiences during
the preparation of the old CDP. In addition, CRIS also asked the officials present if they could
st
comment why some other projects in the 1 generation CDP were not taken up and their
current status.
 The senior officials have changed over the last five years, so the officials present were not
aware of the details of the CDP preparation process followed earlier. However, on the
projects identified in the CDP, they mentioned that some of the projects were not a priority at
that time. But these projects may be considered in the revised CDP.
 Stakeholder workshop is the central idea around which the preparation of CDP revolves. The
CRIS team requested the officials present to ensure stakeholder participation by identifying
stakeholders to be present in the workshops to share their views.
 The Secretary, ADA was of the view that stakeholder interactions should be initiated an on-
going process and not just during the workshops.
 The Honourable Mayor was also of the view that importance should be given to the
stakeholder workshops and suggestions provided by the stakeholders should be taken into
[241]
account while preparing the CDP.
 Thereafter, the CRIS team requested the Honourable Mayor and Municipal Commissioner to
appoint a nodal officer for coordinating in all aspects of CDP, form CDP policy and technical
committees, and identify stakeholders to participate in the stakeholder meetings/workshops.
 To this it was agreed, that CRIS will share a tentative list of committee members and share
with ANN. Thereafter, ANN will finalize the members of the committees and appoint a nodal
officer.
 It was also decided that list of stakeholders for the workshops will be prepared in the due
course of time.
[242]
Attendance sheet
[243]
Technical and policy committee members

CDP Policy Committee
 Mayor, ANN
 Add. Municipal Commissioner, ANN
 Secretary, Allahabad Development Authority
 Project Officer, DUDA
 General Manager, Jal Kal
 Chief Engineer, Jal Nigam
 Regional Manager, Transport
 Health Officer/CMO, Health Department, ANN
 Chief Engineer, ANN
 Regional Tourist Officer, Tourism Department
 Regional Officer, UP Pollution Control Board
 Dy. Controller Civil Defense, Disaster Management Department
 Chief Treasury Officer, Accounts, ANN
 CTAO, Taxation, ANN
 ADMC, District Administration
 SP, Traffic
 Chief Fire Officer
 Any other representatives which ANN may wish to include at a later stage, for example local
NGOs.
CDP Technical Committee
 Land Use and Infrastructure

o Chief Engineer, ANN
o Superintendent Engineer, PWD
o Executive Engineer, ADA
o Project Manager, C&DS
o Assistant Engineer, DUDA
o Regional Manager, Transport
 Municipal Institutional Strengthening
o Municipal Commissioner, ANN
o Additional Municipal Corporation, ANN
o Chief Accounts and Finance Officer, ANN
 Environment, Sustainable Development & Disaster Mitigation
o Regional Officer, UP Pollution Control Board
o Dy. Controller Civil Defense, Disaster Management Department
 Social & Livelihoods and Local Economic Development
o Executive Engineer, Housing Board Department
o Assistant Engineer, DUDA
 Heritage, Conservation, Culture & Tourism Development
o Regional Tourist Officer, Tourism Department
 Water supply, sewerage and SWM
o Superintendent Engineer, Jal Nigam
o General Manager, Ganga Pollution Board
o Executive Engineer, Jal Kal
o Project Manager, C&DS
[244]
Interim workshop
Minutes of workshop
[245]
[246]
[247]
[248]
[249]
Attendance sheet
[250]
Final Workshop
Minutes of meeting
Meeting Agenda Final workshop meeting for Revised City Development Plan of Allahabad city
th
Place/ Location/ Allahabad Nagar Nigam Office on 20 March 2015 at 2:00 PM
Date/ Time
 Mayor, ANN
 Secretary, ADA
 Representatives from ADA
 Corporators
 Mr. Appeeji Parasher, Associate Director
 Mr. Jyoti Prakash Majhi, Associate Consultant
 The meeting was chaired by the Honourable Mayor and corporators, department heads, and
representatives of various parastatals.
 The CRIS team initiated the meeting by giving a brief about the CBUD programme and the need
to revise the CDP. Thereafter, the CDP preparation process was detailed to the officials present,
including key CDP highlights, guidelines, and our approach and methodology for the revision of
CDP.
 Highlight of the meeting was discussion on the development of smart cities and its way forward.
 Mr. Appeeji Parasher from CRISIL gave a brief of various other schemes such as Swachh
Bharat Abhiyan, New Urban Development Mission and Smart Cities.
 CRISIL team presented the overall fund allocation across various sectors, project costing‟s and
departmental division of fund requirements.
 The Honourable Mayor was also of the view that importance should be given to the stakeholder
workshops and suggestions provided by the stakeholders should be taken into account while
preparing the CDP.
[251]
Attendance Sheet
[252]
District wise population
% growth in
Population as per Census Population as per
Name of district population
2001 Census 2011
(2001-11)
Uttar Pradesh 166,197,921 199,812,341 20%
Allahabad 4,937,266 5,954,391 21%
Moradabad 3,810,983 4,772,006 25%
Ghaziabad 3,314,070 4,681,645 41%
Azamgarh 3,939,916 4,613,913 17%
Lucknow 3,647,834 4,589,838 26%
Kanpur Nagar 4,167,999 4,581,268 10%
Jaunpur 3,911,679 4,494,204 15%
Sitapur 3,619,661 4,483,992 24%
Bareilly 3,618,589 4,448,359 23%
Gorakhpur 3,769,456 4,440,895 18%
Agra 3,621,702 4,418,797 22%
Muzaffarnagar 3,543,362 4,143,512 17%
Hardoi 3,398,306 4,092,845 20%
Kheri (Lakhimpur Kheri) 3,207,232 4,021,243 25%
Sultanpur 3,214,832 3,797,117 18%
Bijnor 3,131,619 3,682,713 18%
Budaun 3,069,426 3,681,896 20%
Varanasi 3,138,671 3,676,841 17%
Aligarh 2,992,286 3,673,889 23%
Ghazipur 3,037,582 3,620,268 19%
Kushinagar 2,891,667 3,564,544 23%
Bulandshahr 3,009,860 3,499,171 16%
Bahraich 2,701,478 3,487,731 29%
Saharanpur 2,896,863 3,466,382 20%
Meerut 2,973,877 3,443,689 16%
Gonda 2,765,586 3,433,919 24%
Rae Bareli 2,872,335 3,405,559 19%
Bara Banki 2,673,581 3,260,699 22%
Ballia 2,760,667 3,239,774 17%
Pratapgarh 2,731,174 3,209,141 18%
Unnao 2,700,324 3,108,367 15%
Deoria 2,714,179 3,100,946 14%
Shahjahanpur 2,464,930 3,006,538 22%
[253]
% growth in
2001 Census 2011
(2001-11)
Mahrajganj (Maharajganj) 2,173,878 2,684,703 23%
Fatehpur 2,308,384 2,632,733 14%
Siddharthnagar 2,040,085 2,559,297 25%
Mathura 2,074,516 2,547,184 23%
Firozabad 2,081,752 2,498,156 20%
Mirzapur 2,074,709 2,496,970 20%
Faizabad 2,088,928 2,470,996 18%
Basti 2,084,814 2,464,464 18%
Ambedkar Nagar 2,026,876 2,397,888 18%
Rampur 1,923,739 2,335,819 21%
Mau 1,854,950 2,205,968 19%
Balrampur 1,682,350 2,148,665 28%
Pilibhit 1,728,108 2,031,007 18%
Jhansi 1,744,931 1,998,603 15%
Chandauli 1,643,251 1,952,756 19%
Farrukhabad 1,570,408 1,885,204 20%
Mainpuri 1,596,718 1,868,529 17%
Sonbhadra 1,504,852 1,862,559 24%
Amroha (Jyotiba Phule Nagar) 1,499,068 1,840,221 23%
Banda 1,501,602 1,799,410 20%
Kanpur Dehat 1,563,336 1,796,184 15%
Etah 1,531,645 1,774,480 16%
Sant Kabir Nagar 1,420,226 1,715,183 21%
Jalaun 1,454,452 1,689,974 16%
Kannauj 1,388,923 1,656,616 19%
Gautam Buddha Nagar 1,105,292 1,648,115 49%
Kaushambi 1,291,993 1,599,596 24%
Etawah 1,338,871 1,581,810 18%
Sant Ravidas Nagar (Bhadohi) 1,353,705 1,578,213 17%
Hathras (Mahamaya Nagar) 1,336,031 1,564,708 17%
Kasganj (Kanshiram Nagar) 1,228,705 1,436,719 17%
Auraiya 1,179,993 1,379,545 17%
Baghpat 1,163,991 1,303,048 12%
Lalitpur 977,734 1,221,592 25%
Shrawasti (Shravasti) 855,985 1,117,361 31%
[254]
% growth in
2001 Census 2011
(2001-11)
Hamirpur 993,792 1,104,285 11%
Chitrakoot 801,957 991,730 24%
Mahoba 758,379 875,958 16%
Source – Census of India
Road widening proposals
S.No. Road Name Proposed RoW
1 Nawab Yusuf Road 30
2 Mahatma Gandhi Marg 45
3 Lal Bahadur Shastri Marg 30
4 Maharishi Dayanand Marg 41-62
5 Sarojini Naidu Marg 30
6 Sardar Patel Marg 24
7 Kasturba Gandhi Marg 23-30
8 Stanley Road 30-42
9 Kamla Nehru Marg 30
10 Master Zaharul Hasan Marg 30
11 Laouder Road 24
12 Jawahar Lal Nehru Road 35-40
13 Motilal Nehru Marg 45
14 Phaphamau Marg 45
15 Chintamani Ghosh Marg 18
16 Bank Road 18
17 Mission Road 18
18 GT Road 24-30, 45-60
[255]
19 Leader Road 24
20 Khusrobagh Marg 30
21 Dr. Katju Road 24
22 Nurullah Marg 24
23 Netaji Subhash Marg 24
24 Swami Vivekanand Marg 24
25 Zero Road 18
26 Tilak Marg 18
27 Sahitya Sammelan Marg 18
28 Triveni Road 24
29 Rambagh Station Marg 24
30 Yamuna Bank Road 24
31 Shaukat Ali Marg 18
32 Suleman Marg 18
33 Mutthiganj Marg 18
34 Rewa Road 45-60
35 Mirzapur Road 45-60
36 Agriculture Institute Road 30
37 New GT Road 45-60
38 Old GT Road 24
39 Sahson Road ( Jhunsi) 45
40 Unnav Road 45-60
41 Faizabad Road 60
42 Sahson Road (Phaphamau) 30-60
[256]
Towns in Allahabad Urban Agglomeration
Name of town No. of households Population
Allahabad (M Corp.) 195259 1112544
Subedarganj Railway Colony (OG) WARD NO.-0081 274 1568
Triveni Nagar (N.E.C.S.W.) (OG) WARD NO.-0082 537 3515
T.S.L.Factory (OG) WARD NO.-0083 127 753
Mukta Vihar (OG) WARD NO.-0084 88 534
Bharat Pump and Compressor. Factory (OG) WARD 119 648

NO.-0085
A.D.A. Colony (OG) WARD NO.-0086 4316 22774
Doorbani nagar (OG) WARD NO.-0087 122 543
ITI Factory and Res. Colony (OG) WARD NO.-0088 49 221
Shiv Nagar (OG) WARD NO.-0089 228 1449
Gurunanak Nagar (OG) WARD NO.-0090 214 947
Gandhi Nagar, Manas Nagar, Industrial Labour Colony 1436 6313

(OG) WARD NO.-0091
Gangotri Nagar (OG) WARD NO.-0092 1048 6749
Mahewa West (OG) WARD NO.-0093 349 2136
Begum Bazar (OG) WARD NO.-0094 146 841
Bhagal Purwa (OG) WARD NO.-0095 160 988
Kodra (OG) WARD NO.-0096 84 587
IOC Colony, Deoghat, ADA Colony and Jhalwagaon 973 5275

(OG) WARD NO.-0097
Allahabad (CB) 5157 26944
Arail Uparhar (CT) 1993 12190
Chak Babura Alimabad (CT) 790 4876
Total 213469 1212395
[257]
Right of way
S.No. Road Name Right of Way (in m)
1 Nawab Yusuf Road 24-30
2 Mahatma Gandhi Marg 41-60
3 Lal Bahadur Shastri Marg 22-32
4 Maharishi Dayanand Marg 41-62
5 Sarojini Naidu Marg 30-40
6 Sardar Patel Marg 23-35
7 Kasturba Gandhi Marg 23-30
8 Stanley Road 30-42
9 Kamla Nehru Marg 21-29
10 Master Zaharul Hasan Marg 17-34
11 Laouder Road 20-25
12 Jawahar Lal Nehru Road 35-40
13 Motilal Nehru Marg 21-37
14 Phaphamau Marg 24-40
15 Chintamani Ghosh Marg 12-21
16 Bank Road 16-18
17 Mission Road 10-14
18 GT Road 20-31
19 Leader Road 20-28
20 Khusrobagh Marg 24-30
21 Dr. Katju Road 22-40
22 Nurullah Marg 15-42
23 Netaji Subhash Marg 15-21
[258]
S.No. Road Name Right of Way (in m)
24 Swami Vivekanand Marg 16-20
25 Zero Road 17-18
26 Tilak Marg 10-20
27 Sahitya Sammelan Marg 16-17
28 Triveni Road 10-12
29 Rambagh Station Marg 17-21
30 Yamuna Bank Road 15-18
31 Shaukat Ali Marg 16-18
32 Suleman Marg 10-14
33 Mutthiganj Marg 14-17
List of ASI protected monuments
Sr. No. Name Location
Allahabad Fort
1. Allahabad
(i) Ashoka Pillar (Inscribed stone pillar)
(ii) Zanana Palace
2. Cemeteries in Kydganj Allahabad
Khusru Bagh :-
3. Allahabad
(i) Enclosure wall and Gateway of Khusru Bagh
(ii) Tomb of Bibi Tamolan
(iii) Tomb of Sultan Khusru
(iv) Tomb of Sultan Khusru's Mother
(v) Tomb of Sultan Khusru's Sister
4. Queen Victoria's Memorial in Alfred park Allahabad
[259]
5. Small high mound, the ancient site of a large Hindu Bara

Temple
6. The area of the waste land divided by a ravine into Bhita

two large mounds called "Garha and Garhi"
7. Large stone dwelling house said to have been the Chilla

residence of the two heroes of Ala and Udal cir. 8th
century AD
8. Standing figure identified by Fuhrer as Buddha Deora

Asvaghosha with a five-headed snake canopy and
worshipped under the name of Srigari Devi
9. A rocky hall on the south face of the top bearing an Ginja Hill
inscription of three lines of Indo-Scythian period in red
paint with some rude drawings of men and animals
10. Ruined forts of Samudra Gupta and Hansagupta Jhusi
11. Cave known as Sita-ki-rasoi containing an inscription Mankuar

in characters of the 9th century AD
12. Extensive mound called Hatgauha Dih Shiupur
13. Garhwa fort Sheorajpur
14. Large mound called Surya Bhita Singraur
[260]
Municipal Finance
Avg (2008- CAGR (2008-
2008-09 to 2009-10 to 2010-11 to 2011-12 to
S. No. Account Head 2008-09 2009-10 2010-11 2011-12 2008-09 2009-10 2010-11 2011-12 09 to 2011- 09 to 2011-
2009-10 2010-11 2011-12 2012-13
12) 12)
Rupees Lakh Percentage Percentage per Annum
Summary - Municipal Account
Opening Balance 4,362.5 6,936.8 3,267.2 3,795.0
Revenue Income
General Account 5,990.8 6,057.8 8,730.5 9,347.4 100.0 100.0 99.9 99.4 99.8 1.1 44.1 7.1 -100.0 16.0
Water Account 0.0 0.0 12.1 54.3 0.0 0.0 0.1 0.6 0.2 - - 350.2 -100.0 -100.0
Sewerage Account 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 - - - - -
Revenue Expenditure
General Account 6,183.0 6,772.0 8,919.3 9,131.1 98.4 99.2 98.9 99.4 99.0 9.5 31.7 2.4 -100.0 13.9
Water Account 81.8 44.7 82.9 44.3 1.3 0.7 0.9 0.5 0.8 -45.4 85.6 -46.6 -100.0 -18.5
Sewerage Account 19.6 11.1 12.7 12.2 0.3 0.2 0.1 0.1 0.2 -43.3 14.1 -3.8 -100.0 -14.6
Debt Servicing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 - - - - -
Capital Account
Capital Income 6,158.1 12,939.6 12,285.4 15,362.8 100.0 100.0 100.0 100.0 100.0 110.1 -5.1 25.0 -100.0 35.6
Capital Expenditure 3,290.3 15,839.2 11,485.3 15,807.0 100.0 100.0 100.0 100.0 100.0 381.4 -27.5 37.6 -100.0 68.7
Financial Operating Plan

Base case
Financial Year ------> 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Figures in Rs. Lakhs Actuals Estimate Projection
Summary
Opening Balance 3,267 3,795 3,912 10,833 15,768 21,048 23,846 15,994 12,568 10,604 7,376 10,454 12,111 9,604 6,239 1,942
1 Revenue Income 8,731 9,348 14,547 15,349 16,354 18,047 19,433 20,482 21,537 22,831 24,789 25,063 26,743 28,170 29,702 32,202
2 Revenue Expenditure 9,015 9,188 9,903 10,674 11,508 12,406 15,613 17,330 18,911 20,450 22,121 23,824 29,684 31,986 34,467 37,145
a Surplus/Deficit- Revenue Account -284 160 4,645 4,675 4,846 5,641 3,820 3,152 2,626 2,380 2,668 1,238 -2,941 -3,816 -4,765 -4,943
b Operating Ratio 1.03 0.98 0.68 0.70 0.70 0.69 0.80 0.85 0.88 0.90 0.89 0.95 1.11 1.14 1.16 1.15
c Debt Servicing Ratio 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
3 Capital Income 12,285 15,363 2,276 2,381 2,681 2,717 2,882 3,069 3,216 3,403 3,598 3,798 4,017 4,248 4,493 4,756
4 Capital Expenditure 11,434 15,406 0 2,120 2,248 5,560 14,553 9,647 7,806 9,011 3,188 3,379 3,582 3,797 4,025 4,266
d Surplus/Deficit- Capital Account 851 -43 2,276 261 434 -2,843 -11,671 -6,578 -4,590 -5,608 410 418 434 451 468 489
e Overall Surplus/Deficit- Municipal Account 567 117 6,921 4,936 5,280 2,798 -7,852 -3,426 -1,965 -3,227 3,078 1,656 -2,507 -3,366 -4,297 -4,454
f Closing Balance 3,834 3,912 10,833 15,768 21,048 23,846 15,994 12,568 10,604 7,376 10,454 12,111 9,604 6,239 1,942 -2,512
City Development Plan for Allahabad– Draft Report [261]

Business as usual - With grant and Debt

Financial Year ------> 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Summary
Opening Balance 3,267 3,795 3,912 10,833 15,768 21,048 26,566 28,786 30,238 30,950 30,976 31,802 31,170 26,339 20,609 13,908
1 Revenue Income 8,731 9,348 14,547 15,349 16,354 18,047 19,433 20,482 21,537 22,831 24,789 25,063 26,743 28,170 29,702 32,202
a Surplus/Deficit- Revenue Account -284 160 4,645 4,675 4,846 5,641 3,595 2,064 1,049 496 415 -1,050 -5,266 -6,180 -7,169 -7,390
3 Capital Income 12,285 15,363 2,276 2,381 2,681 7,344 20,395 13,217 10,450 12,143 3,598 3,798 4,017 4,248 4,493 4,756
d Surplus/Deficit- Capital Account 851 -43 2,276 261 434 -123 -1,375 -612 -337 -470 410 418 434 451 468 489
e Overall Surplus/Deficit- Municipal Account 567 117 6,921 4,936 5,280 5,518 2,220 1,452 712 26 825 -632 -4,832 -5,729 -6,701 -6,901
f Closing Balance 3,834 3,912 10,833 15,768 21,048 26,566 28,786 30,238 30,950 30,976 31,802 31,170 26,339 20,609 13,908 7,007
Improved Case Scenario: with Grant +Debt

Financial Year ------> 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Summary
Opening Balance 3,267 3,795 3,912 11,199 16,956 23,588 32,206 34,702 35,268 35,237 34,014 36,128 39,302 39,587 40,853 43,299
1 Revenue Income 8,731 9,348 14,914 16,170 17,707 22,067 23,899 25,073 27,220 29,182 32,972 35,953 39,141 42,656 46,558 52,494
a Surplus/Deficit- Revenue Account -284 160 5,011 5,495 6,199 9,661 7,357 3,198 1,746 986 1,704 2,757 -150 816 1,978 4,964
3 Capital Income 12,285 15,363 2,276 2,381 2,681 16,655 55,639 33,641 25,009 29,732 3,598 3,798 4,017 4,248 4,493 4,756
d Surplus/Deficit- Capital Account 851 -43 2,276 261 434 -1,044 -4,861 -2,631 -1,777 -2,209 410 418 434 451 468 489
e Overall Surplus/Deficit- Municipal Account 567 117 7,288 5,756 6,632 8,618 2,496 567 -31 -1,223 2,114 3,175 284 1,266 2,446 5,453
f Closing Balance 3,834 3,912 11,199 16,956 23,588 32,206 34,702 35,268 35,237 34,014 36,128 39,302 39,587 40,853 43,299 48,752

Action Taken Report
Sloe Chapters/Contents Appraisal Comments and Remarks - Interim ATR by Consultant Comments on Draft CRISIL Response
Report CDP
1 Project The Chapter should have reviewed the 1st A brief snapshot of the Review of 1st Generation Section 2.6 has
Background generation CDP and clearly explained in terms 1st CDP and envisaged been updated with
of investments in urban infrastructure in the city investment have been detailed information
generation CDP has st
envisaged vis-a-vis actual investments under given. on the 1
been
the JNNURM Ph-I. Generation CDP.
However, no status of
mentioned in Table 1.
projected needs to
The projects proposed quantify % of projects
Further in table 3
in undertaken and physical
and table 5
and financial progress
the 1st generation CDP physical and
with estimated completion
have been mentioned in financial
or commission timelines.
Table 2 and projects progresses of the
approved along with JnNURM projects
their current status are mentioned.
have been mentioned in
Table 3.
2 Physical settings The Chapter may include information on Data pertaining to Comments broadly Regional location
relative humidity, rainfall, wind direction and rainfall incorporated Regional with respect to the
circulation in a city determines the level of location of centres w.r.t distance is
and humidity has been
comfort and factors conducive for developing distance and time may be discussed in
various activities. Further, how the topography provided in section given in grades of section 3.1. The
has influenced the spatial growth of the city. 2.5.2. significance. Sec 2.4 location of centres
Section 2.3 heading Study area may be w.r.t to time would
Details of geology along
elaborated by the be incorporated.
mentions about Geology, however, there is no
with along with a temporal spread of the
description of the same. Further, description on
geology town and area inclusions.
water and forest resources may also be
The Study area
included. map has been provided which is considered
in section 2.5.1 Sec 2.5.3 could have as the
given a broad share of agglomeration area
Primary- is defined as per

Report CDP
the growth factors
Details on water Secondary-Tertiary
and spread of the
resources and forest breakup with the leading
town which is
resources have been economic drivers of
discussed in
provided in sections development.
chapter 6 of the
2.5.4 and 2.5.5 revised draft.
respectively.
Water and other natural
resources needs to be Not Incorporated.
Details on wind more quantified in terms The share of
direction of Primary-
Secondary-Tertiary
will be included in availability and use
breakup would be
revised draft CDP. percentage. incorporated.
Water and other

natural resources
would be quantified
and incorporated
based on the
available data.
3 Demographic Section 3.2 mentions about population Ward wise population Ward density Not incorporated.
Profile distribution, however, inter- ward density has to incorporated, but strategy Based on the
density has been
be worked out so as to ascertain intra-city of growth control not available data
provided in Table 9.
density variation, at Zone/Ward level. The CDP mentioned. strategy of growth
High population density
need to highlight redistribution of population as control would be
wards will be identified
well as earmarking areas for densification / de Incorporated.
and wards/zones where
densification.
re-densification is
possible will be
Not Incorporated.
mentioned in revised
The population composition in terms of religion
draft CDP.
and language is to be included along with age-
sex distribution and migration pattern. it would Population projection

Report CDP
be desirable to analyse changes from census Graph is not appropriate,
Age-sex distribution has
2001 in terms of occupation pattern and other needs to be reworked
indicators like work participation ratio along with been provided in with proper graphics and
projections for horizon period and contribution section legend.
Not incorporated.
of the city to district domestic product.
3.6.1
Occupational pattern not
The Chapter may also assess the impact of discussed in broad terms. The WPR of the
floating population on the infrastructure of the Population on the basis two decades is
of religion has been WPR or economic effects discussed in in
city. The Chapter needs to include density map.
discussed in section 3.7 of demographic changes section 5.4
If data for parameter concerned is not available and language in section in CDP has not been
for Census 2011 especially for migration, then 3.8. mentioned.
Census 2001, figures may be indicted.
Peak and Average
Floating has been
Migration as per mentioned, but they have
Census 2001 has been
not been assessed for
discussed in section
growth patterns over the
3.10. Change in
period of study.
occupational pattern
has been discussed in
section 4.4
It will not be possible to

estimate the
contribution of the city
to district domestic
product.
4 Economic Profile Table 15 should also reflect percentage of The percentage of Primary-Secondary- Incorporated.
of the Town various categories of workers. What activities various categories of Tertiary Based on the
make the economic base of the city and needs workers has been availability of the
share of employment or
to be quantified. included in table 20. data the details of
contribution has not been
the Primary-

Report CDP
mentioned. Secondary-Tertiary
Future estimated working population may also Future estimated
share of
be included in accordance with the population working Economic growth trend
employment is
projections. and promising sectors
population will be incorporated.
have not been highlighted
included in accordance
for strategic focus.
with the population
projections in the No sectoral analysis with Various State
revised draft CDP. identification of lead Policies which
projects for economy has supports the
been undertaken. economic growth
have been detailed
No identification of future
in section 5.2.
needs of land or
Further based on
infrastructure for 3
the SWOT Tourism
sectors of economy in the
is one of the sector
CDP.
that has been
Informal sector has not highlighted as the
been included in the promising sector.
report.
In section 5.3.1 of
the revised draft
report the
requirement of the
land for various
industries is
incorporated.
Section 5.3.3 of the

revised draft report
Incorporated the
Informal Trade and
Local Economy of

Report CDP
the city
5 Land use and The existing land use has not been discussed Spatial growth trends Critical appraisal of Not incorporated
Urban where as Table 16 provides proposes land use have been discussed in Master Plan has been
which should be compared with prescribed land section 5.4. undertaken but is not
Planning
use as per URDPFI Guidelines, 2014. enough quantified or
As mentioned in the
substantiated for
How city has grown spatially over the past and report, the city is
assessing the need of
what are the constraints being felt in planned growing on all the three
change in Plan or
development should clearly be highlighted. The sides. The
redirection of growth
availability of developed land at appropriate
ongoing infrastructure strategies.
locations and the potential for further
development through extension of infrastructure projects encompass the
also needs to be explained clearly.
Decentralization of Land use comparison to
How the city can really be planned and the Landuse
developed in a metropolitan planning economic activities in
the URDPFI Guidelines, 2014 comparison with
perspective should also be discussed. the URDPFI
is needed to find the
city will be highlighted Guidelines is
How decentralization of economic activities can shortcoming of the
in the revised report. already
be thought off also highlighted while discussing proposed share of
core (CBD) areas of the city. landuse and suggest incorporated in the
changes to the TCPD for Table 26. Further
A section on land dynamics/land market of the A section on land analysis on the
revision of Master Plan.
city may also be included. Spatial along with landuse is briefly
temporal growth of the city to be shown of map. market will be
discussed in
included in revised draft section 6.6.1.
CDP. Some comments
will be discussed with
stakeholders during
workshop.
6 Social and The Chapter has to realistically assess the The shortfall in None of the comments Not incorporated
Cultural availability of the social facilities in terms of availability of health, have been incorporated based on the
Environment shortfalls which further has to be compared with education and fire and the chapter needs to limitations of the

Report CDP
norms and standards prescribed by URDPFI services has been be revised as per the available
Guidelines, 2014. No description on availability calculated on the basis CDP toolkit and information/data.
of recreation facilities. Further, being the of URDPFI guidelines, addressing all sectors of
important religious centre of the country , how 2014. The gap analysis the
the city offers conducive social and cultural has been provided in Maps showing the
Social and Cultural
environment in terms of social inclusion, gender table 27. location of health
sensitivity and human rights are to be Infrastructure needs of and education
Recreational facilities in
discussed in detail. How tourism contributes to the town. facilities
the city have been
the regional economy should also be clearly incorporated.
reflected in the Chapter.
6.5.
Without that the CDP is
Maps showing the location of health and
incomplete.
education facilities to be included.
There is no source of
information in terms of
social and cultural
environment in terms of
social inclusion, gender
sensitivity and human
rights.
In the absence of
documented
information, it would be
difficult to qualify the
contribution of tourism
to total economy of the
city.

Report CDP
7 Assessment of The Chapter is well written highlighting the Waste water generation Comments of Water
Urban Services changes in the availability of services since the on the basis of source supply appropriately
status at the time of preparation of 1st is not available. incorporated.
Generation CDP. Table 20 mentions about
Areas with less hours of Sewerage: Future
Future requirement
Water supply in terms of service level water supply will be requirement at the are accessed
benchmark and the per capita water availability mentioned in the horizon to be stated with considering the
is 253 LPCD against the benchmark of 200 revised draft CDP achievement strategies existing and
LPCD which signifies better scenario in terms Better maps have been w.r.t the existing and the ongoing
upgradation
of water supply, however it has to be enclosed along with the ongoing upgradation
projects.
ascertained the intra city variation in water report. projects.
supply. Similarly in Section 9.2.4, category of
SWM: Plant description
sources of waste water generation –domestic,
does not specify
industrial and commercial may be indicated.
technological details and
The water supply augmented from ground
space requirements for The space
water sources may be also be included requirement had
the Plan horizon have
especially in terms of ground water extraction been addressed in
been given.
vis-a-vis ground water recharge. table 106 of the
revised draft further
Maps showing the water network /sewerage details are
network are not clear. Storm Water Drainage: addressed in
section needs the current section 18.4.3
coverage of Drain along
roads and future needs
Table 110
for adequate drainage addresses the
and servicing low lying current coverage
areas. and future
requirements for
the adequate
drainage.

Report CDP
8 Roads and Section 10.1 may be discussed in terms of road A section on road The City does have a Modal share is
hierarchy (Arterial/Sub-arterial/ Collector hierarchy has been Draft CMP that has been addressed in figure
Transportation
roads.) A section on modal share may also be included; section 8.1.1. referred. 33.
included. Deficiency in the transport However, Parking Road Hierarchy is
infrastructure to be clearly highlighted in terms facilities /Street discussed in
Model share has been
improvement / Urban section 9.1.1 of the
of strengthening of roads/public transport. Need provided in section
Design needs have not revised draft.
for preparing. Comprehensive Mobility Plan 8.2.2.
been specified.
may also be emphasized. A section on Parking facilities is
Other comments not discussed in
integration of transport and land use also to be
Public transportation incorporated. section 9.2.4 of the
included and along with presence of mixed land has revised draft report.
use/commercial streets and its impact on traffic
circulation 8.2.3
This section would
The road network map as per the hierarchy and issues have been be updated on the
may be included. URDPFI, Guidelines, 2014 to integrated landuse
highlighted
be referred. and transportation
planning
9 Housing and Section 11.2 has to be discussed clearly with Total number of houses Housing requirement has Section 10.1
the total number of houses vis-a-vis in Allahabad Population been specified for 2041, mentions the area
Urban Poverty
households. What is the proportion of living in slums has been but no analysis has been allocated in the
population living in slums also to be indicated. provided in section done in term of land master plan for
Maps showing the locations of slums be 9.2.1. requirement and housing purpose.
included in the Chapter. allocation @ 2041. Land requirement
Map with location of
would be further
slums is not available.
incorporated.
Section 10.2.5 in
the revised draft
addresses the
Urban poor have found
supply measures
mention but not

Report CDP
addressed with quantified taken up by Gov.
need of EWS/LIG or other for EWS and LIG
housing. category.
10 Urban The Chapter has only discussed the existing Environmentally Chapter has not Not incorporated
Environment status of the air and water pollution; however, it sensitive undertaken any
as detailed
has to be ascertained to what extent the quantitative assessments
areas have been Information not
environment of the city has been deteriorated of all aspects of Urban
discussed in section available.
over a period of time. The Chapter may also Environment and pollution
10.4
discuss areas of natural heritage and and the planning
environmental sensitivity. Sections on disaster strategies or needs to
management have improve.
The Chapter is silent on disaster management.
been included. Sections
10.5 and 10.6.
Mere listing does not
Natural heritage has
provide for
been discussed in comprehensive plans.
chapter 12.
Proper quantitative
There are no analysis may be
environmental studies undertaken and reported.
taken up to ascertain
the damage to
environment over a
period of time.
11 Climate Change No issues related to the Not incorporated as
and Sustainable city have been discussed relevant
Development and no action plan for
Information not
mitigating the adverse
available.
effect of Climate Change
has been discussed.
12 Cultural The Chapter has to highlight major problems The status of HCC and No comments have been Strategies
Resources and being faced in restoring /maintaining the historic steps needed to restore incorporated, no incorporated in
Heritage and cultural significance and what value non-ASI protected quantitative analysis table 122 of the

Report CDP
addition they provide to the city and the heritage sites in the city forwarded revised draft report.
surroundings. It may also be mentioned will be mentioned in the
Issues and strategies
whether Heritage Conservation Committee revised draft CDP.
have to be worked out for
(HCC) has been constituted and what steps are
Conservation and
required to restore the non ASI protected
promotion. Listing of non-ASI
heritage sites/buildings/precincts in the city. Problems being faced
in restoring will be This chapter may be monument and
mentioned under key totally reworked for rehabilitation of
issues. revised submission. Heritage Structures
is taken up in
projects.
13 Assessment of The status of implementation of 74th CAA may Category wise number 74th CAA functions have not incorporated
be discussed in terms of constraints being of employees has been been discussed.
institutions, information not
faced in the effective implementation of the provided in table 72.
systems Projects under JnNURM available
same.
Status of JNNURM not included but the
and capacities
Status of JNNURM Ph-I projects and reforms projects has been reform status has been
undertaken may be included in the Chapter. provided in table 3 and reported.
status of reforms has
How the urban governance needs to be
been provided in
streamlined to be discussed in view of E-
section 13.2. Streamlining of
Governance initiatives by the local body.
Governance: Need of
Actual positioning of Staff in local body may be technical and support
indicated in order to assess the capacity to manpower and TNA
implement various programmes. needs @ horizon of 2041
has to be included.
14 Municipal In overall, Chapter has given the detailed A section comparing Chapter does not address All the comments
Finances information on revenue account vis-a-vis capital the % efficiency of had been
municipal finances with
account of the local body, however it would be collection of Tax or Non- incorporated
1st generation scenario
desirable to compare with the 1st Generation tax revenue.
will be provided in
CDP scenario and to what extent the local body
revised draft CDP.

Report CDP
has improved its financial position although the
Sustainable accounting of
same seems to be in deficit with total revenue
the ULB has to be shown
in 2012-13 was Rs.. 441 crore against the The CIP and FOP
in the CDP
expenditure of Rs. 476 crore. The Chapter may envisaged in the 1st
also review the CIP and FOP envisaged in the generation CDP will
1st Generation CDP. also be reviewed.
15 SWOT Chapter is incomplete Section 17.7.1
without ranking and addresses the
prioritization of sectors focus and
and projects prioritized sectors.
16. Stakeholders The Chapter needs to mention about The chapter will be Consultation outcomes The Consultation
Consultations, Organization revised in line with the are to be listed in outcome would be
comments. priorities approved by the relisted based on
Framework for the CDP process duly
CPC or the CTG. the priority.
mentioning about constituting CDP Policy and
Technical Committees and Groups. The SWOT This may be undertaken
SWOT analysis will be
Analysis appears to be sketchy and needs by the CDP team
elaboration. detailed out in the
revised draft CDP.
The Chapter requires much improvement
especially the inputs received during the
consultations and how to prioritise the projects
to cater to the needs of the city.
17 Vision formulation The chapter misses out Incorporated in the
on the Sectors of a CDP 4 development
Goals & Strategies
like; goals of Section
17.8.
Economic Development,
Social Infrastructure,
Municipal Assessment,
Urban Environment
Heritage Management

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City Development Plan for Allahabad, 2041

(Final City Development Plan)

Capacity Building for Urban Development project (CBUD)

Capacity Building for Urban

City Development Plan for

Final City Development Plan

“A hi-tech city together with continuing

Ms. Veena Garrella Team Leader and Urban Development Specialist

Mr. Abhay Kantak Municipal Finance Specialist

Dr. Madhusree Banerjee Social Development Specialist

Mr. Mendu Gopi Pardhasardhi Municipal Engineer

Mr. Ratnakar Reddy Transport Expert

Mr. Tapan Patel Disaster Management Expert

Mr. Brijgopal Ladda

Mr. Appeeji Parasher

Mr. Jyoti Prakash Majhi

Mr. Rahul Sethi

Mr. Sushant Sudhir

Table 0.1 Investment Requirements and City Investment Plan .............................................................. 4

Figure 1.2: CDP Approach ....................................................................................................................14

1. Allahabad City Base Map……………………………………………………………………………26

 Sewerage and Sanitation

 Solid waste management

 Storm water drains

 Traffic and transportation

 Housing and basic services for urban poor

 Urban environment, disaster management and heritage management

 Local economic development

 Tourism sector development

Investment Requirements and City Investment Plan

Table 0.1 Investment Requirements and City Investment Plan

Short Term Long Term Total

Figure 0.1 Agency wise investment

Table 0.2 Sector wise breakup of AMC investment

 facilitate investments in the urban sector; and

 efficient management of created physical assets so as to increase self-sustainability

The Planning Commission of Government of India, through a

1.2 Revised CDP under CBUD Project

Figure 1.1: CBUD Project components

Capacity Building of Urban

Capacity Building for

1.3 Revised CDP Guidelines – Key Areas of Emphasis

 Formation of CDP Committees – Policy and Technical

1.3.1 Vision Led Planning

1.3.2 Resource based planning

1.3.3 Participatory Approach

1.3.4 Equity concerns, poverty and local economy development

1.3.5 Capacity Building in ULB

1.3.6 Sectoral Action Plans with Goal Oriented Targets

1.3.7 Monitoring and Evaluation Arrangements

1.4 Objective of the assignment

1.5 Approach and methodology

Figure 1.2: CDP Approach

Figure 1.3: Revised CDP Preparation Methodology

1.6 Brief on 1st generation CDP

1.6.1 Projects proposed in 1st generation CDP

Table 1.2 First generation CDP projects

Sr. No. Sector Investment Envisaged (Rs in crores)

1 Urban Renewal 594

2 Water Supply 243

5 Storm Water Drainage 359

6 Roads/ Traffic/ Transportation 700

7 Urban Poor 784