Rehti CDP English

2012
Madhya Pradesh Urban Administration and

Development Department
Urban Administration and Development Department
Government of Madhya Pradesh
Report on “City Vision, Sector Goals, Strategies, Projects and

Priorities”
CityDDevelopment
RAFT CITY Plan
DEVELOPMENT
for Rehti PLAN
REHTI NAGAR PARISHAD
– SEHORE
DISTRICTJanuary 2012 , MADHYA PRADESH
Submitted to
Commissioner
Urban Administration and Development Department,
“ParishadBhawan”, Nr. 6 No. Stop, Shivaji Nagar, Bhopal
Phone: +91-755-2552356
Fax: +91-755-2552591
Project Co-ordination:
ICRA ManagementConsulting Services

City Managers LimitedMadhya Pradesh
Association
Logix Park, First Floor

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

City Development Plan - Rehti i
Abbreviations and Acronyms
AAY Antyodaya Anna Yojna
BOT Build, Operate and Transfer
BPL Below Poverty Line
BT Bitumen Top
CAGR Cumulative Average Growth Rate
CBO Community Based Organization
CC Cement Concrete
CDP City Development Plan
CIP City Investment Plan
CPHEEO Central Public Health and Environmental Engineering Organization
CSC Community Sanitary Conveniences
CUR Capital Utilization Ratio
DCB Demand Collection Balance
DSCR Debt-Service Coverage Ratio
EPC Engineering Procurement and Construction
EWS Economically Weaker Section
FOP Financial Operating Plan
FY Financial Year
GIS Geographic Information System
GoI Government of India
GoMP Government of Madhya Pradesh
RNP RehtiNagar Parishad
IHSDP Integrated Housing and Slum Development Programme
IMaCS ICRA Management Consulting Services Limited
INR Indian Rupee
ISWM Integrated Solid Waste Management
JNNURM Jawaharlal Nehru National Urban Renewal Mission
LIG Low Income Group
LPCD Liters Per Capita Daily
MC Municipal Council
MIS Management Information System
ML Million Liters
MLA Member of Legislative Assembly
MLD Million Liters per Day
MP Member of Parliament
MPHB Madhya Pradesh Housing Board
MPPCB Madhya Pradesh Pollution Control Board
MPSEB Madhya Pradesh State Electricity Board
MSW Municipal Solid Waste
NGO Non-Governmental Organization
NUIS National Urban Information System
O&M Operation & maintenance
City Development Plan - Rehti ii

OHT Over Head Tank
PHED Public Health Engineering Department
PHFW Department of Public Health and Family Welfare
PSC Public Sanitary Conveniences
PWD Public Works Department
ROB Road Over Bridge
SADA Special Area Development Authority
SC/ST Scheduled Caste/ Scheduled Tribe
SFC State Finance Commission
SH State Highway
SJSRY Swarnjayanti Shahri Rojgaar Yojna
STP Sewage Treatment Plant
SWDS Storm Water Drainage System
SWMS Solid Waste Management System
SWOT Strengths, Weaknesses, Opportunities and Threats
TCPD Town and Country Planning Department
TFC Twelfth Finance Commission
TFC Twelfth Finance Commission
UADD Urban Administration and Development Department
UDPFI Urban Development and Plan Formulation and Implementation
UGD Under Ground Drainage
UIDSSMT Urban Infrastructure Development Scheme for Small and Medium Towns
ULB Urban Local Body
ULCRA Urban Land Ceiling and Regulation Act
City Development Plan - Rehti iii

Executive Summary
The Urban Administration and Development Department (UADD) of Government of Madhya Pradesh
(GoMP) has launched an initiative to support 5 Municipal councils, 245 Nagar Parishads and 30 urban
centers in the state in preparing City Development Plans (CDPs). This initiative aims to provide a
comprehensive Medium Term Strategy (25 years) and a City Investment Plan (CIP) for each Urban
Local Body, based on which the concerned ULB will be able to access funds under schemes of
Government of India (GoI) and GoMP as well as from its own sources for implementation of priority
actions and projects, identified from this exercise. The document was also envisaged to provide a
Financial Operating Plan (FOP) to direct the ULBs for mobilizing various financial resources to
implement the identified projects, adhering to the JNNURM‟s CDP preparation toolkit and keeping in
view the Master Plan (wherever exists) provisions as prepared by Town and Country Planning
Department. In this regard, MPUADD retained ICRA Management Consulting Services Limited
(IMaCS) for assistance in preparation of City Development Plans for Rehti town.
City Profile and Growth Potential

Rehti is located in tehsil Budni in Sehore district in Indian state of Madhya Pradesh. It is located at
22.73°N and 77.43°E at an average elevation of 303 meters above mean sea level. Rehti lies on SH-
22 which is connected to NH12 from Bhopal. It is located at a distance of 72kms from Bhopal and 92
km from Sehore city. Budni Railway station is the nearest railway station which lies on Western
Central Rail track between Bhopal and Itarsi junction. Most of the passenger trains on the route stop
at Budni including a couple of express trains. Nearest airport is at Bhopal.
A SWOT analysis of the town is presented below
Strengths Weaknesses
 Surrounding areas are rich in natural  Poor Infrastructure in the town

resources due to presence of forests, this  Lack of Health facilities in the town
would help to improve the economic base
and increase employment in the town
Opportunities Threats
 Strong agricultural base would help in  Low literacy rate shows inadequate
engaging people/ youth in agriculture educational institutes/ lack of awareness
sector by providing sufficient growth among the people
opportunities in this field.
 Region is rich in natural resources ex-
forest products can be harnessed
 Nearby rivers can help in augmentation
of water in the town as well development
of recreational space for the residents of
the town
As of 2011 (Provisional Data – Census 2011), Rehti has a population of 11,616. Although the details
for 2011 are not available, but referring to Census details of 2001, the work participation rate was
City Development Plan - Rehti iv

28.4% (2001) which was very low as compared to national rate of 39% and state rate of 42.7%.
Literacy rate is 71 % which is very high as compared to National Literacy Rate 64.84% of and state‟s
literacy rate of 63.74%. Currently, the sex ratio of the town is 919, which is far above than national
level of sex ratio of 940 and higher than state‟s sex ratio of 930.
Rehti‟s inhabitants are primarily agriculturalists. The total area of the town is 9.28 sq. km, where
agricultural land covers 30% area of the total area and 70% is the developed area including built-up
areas and roads etc.
Municipal Services - Status assessment, gaps and actions being taken

The Table shown below presents a summary of service levels and status with respect to selected
indicators in Water Supply, Sanitation, Transportation, Street lights and Solid Waste Management.
Summary of Prevailing Service Levels: Key Indicators, Issues & Gaps
SNo Name of the Indicator Value Comments
Water Supply:
1 Daily Per Capita Supply (LPCD) 43  Current supply on a per capita
2 Storage Capacity / Daily Supply (%) 78 basis is significantly below UDPFI
3 Distribution Network / Road Length (%) 80
 Need for significant augmentation
of water supply at source.
Sanitation:
5 Presence of a Safe Disposal Mechanism No  No Coverage of UG network
for Waste Water
 Public convenience needs
6 Slum Population per Public convenience 226
(nos.) augmentation
Roads and Street Lights:
7 Road length (Km) 14.50  Municipal roads would require
8 Road length per Street Light (m) 45 comprehensive upgradation
following water supply and UGD
implementation.
Solid Waste Management:
9 Waste generation per capita (gms) 213  Need for a comprehensive
10 Landfill Area (Acres) 5 program for SWM
11 1
Average vehicle trips  Presently, waste is thrown in open
12 Source Segregation and Composting No drains and vacant plots
(Yes/No)  Composting, Source segregation
and Door-to-door collection needs
implementation in a phased
manner.
Analysis of Financial Performance
The Table shown below provides a summary of the income and expenditure of Rehti Nagar Parishad.
Income & Expenditure: Summary
Financial Status at a Glance
2006-07 2007-08 2008-09 2009-10 2010-11 CAGR
Items
Actuals in Rs. Lakh %
Rehti Nagar Parishad
City Development Plan - Rehti v

Revenue Account
Income 66.2 115.6 109.4 192.1 176.7 27.8
Expenditure 80.1 68.6 62.8 102.2 110.2 8.3
Surplus/ Deficit (13.9) 47.0 46.6 89.9 66.5
Capital Account
Receipts 69.2 59.2 90.9 67.1 96.3 8.6
Payments 37.6 125.3 89.2 83.9 148.8 41.1
Surplus/ Deficit 31.6 (66.1) 1.7 (16.9) (52.5)
Overall Status incl. O.B. 16.4 (5.3) 41.8 106.0 113.5
Financial Indicators
Financial Indicators 2006-07 2007-08 2008-09 2009-10 2010-11 Average
Operating Ratio 1.21 0.59 0.57 0.53 0.62 0.71
Salaries' Expenditure to
87% 45% 41% 36% 44% 0.51
Revenue Income
Salaries' Expenditure to
71% 76% 71% 67% 71% 0.71
Revenue Expenditure
Capital Utilization Ratio 0.54 2.12 0.98 1.25 1.55 1.29
Observations on Municipal Accounts:

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

To take the town ahead, a vision statement for Rehti town has been finalized after consultations with
Municipality officials, elected representatives and other stakeholders:
To develop Rehti as an economically independent city with a high-quality of life in a
sustainable environment, with state-of-the-art infrastructure, service delivery, and
connectivity, supported by an efficient governance framework
In addition to the outlining of a vision for the city, discussions were also carried out on the
identification of major themes which would serve as the watchwords for initiatives and actions to
achieve the vision. Some of the major themes that came out of workshop and consultations with
stakeholders are as follows:
1. Encouraging economic status of the town, by promoting herbal manufacturing units.
2. Providing adequate services like water supply, sanitation, etc. on priority.
3. Promote education, health institutions for ensuring safe environment for the citizens.
City Development Plan - Rehti vi

To achieve the desired vision, Sector goals and detailed strategies have been formulated for 1)
Physical Infrastructure, 2) Social Infrastructure, 3) Economic Development, 4) Environment, 5) Urban
Poor and 6) Urban Governance and Institutional Development.
Action Plans – List of Identified Projects

Significant project level intervention would be required in Rehti to provide its citizens with the desired
services. For this, sector strategies have been formulated for the critical sectors and a list of actual
projects for each of the sector has been identified with consultations with stakeholders of the city. The
lists of the sector wise identified projects are:
Water Supply
 Source Augmentation: As of now, the extraction of water is done through 8 tube wells and 1
open well at various places, but due to depleting ground water, few tube wells have stopped
working. And with increasing population and economic development there would be more
requirement of water. Thus, there is a need to encourage additional sources of water either
through installing more tube wells or open wells. This project needs to be implemented by 2015.
The additional water requirement can also be met by adopting drawing additional water from
Babar river (as given in the DPR). A detailed feasibility study would have to be conducted with
respect to exploring these potential sources. Nagar Parishad would have to co-ordinate with
irrigation department to get permissions for water use.
 Water treatment facility: As there is no treatment facility available in the town, there is a need to
install treatment infrastructure with a capacity of 2.76 MLD by 2035. Thus, by 2015 treatment
infrastructure needs to be developed for 2.18 MLD water and then it needs to be augmented to
2.276 MLD by 2035.
 Distribution Network: As discussed with Rehti Nagar Parishad officials, at present, Rehti has
distribution network which is 80 % of the road length. The proposed water supply scheme
includes the construction of additional 19.01 km of distribution network by 2015 and 30.39 km of
distribution network by 2035 to increase the coverage to 85% of road network by the year 2035.
 Elevated Storage Capacity: At present, the water supplied through elevated storage capacity is
78%, which is more than the desired level. But, in future with the increasing demand there will be
a need to increase the capacity of elevated reservoirs up to 0.57 MLD by 2015 and 0.92 MLD by
2035, which would conform to UDPFI guidelines of storing 33% of the total water supplied in
respective years.
 Metering System: 100% properties need to be assessed and water meters need to be installed
in all properties with water connection, so that the revenue income of the Nagar Parishad can be
increased. There is a need to increase capacity of officials in this sector and create awareness
among the Parishads and citizens.
Sewerage
 Underground Sewerage network: The construction of the sewer network takes into
consideration the dual factors of existing and future water supply to the town and the population
size being catered to. The capacity of the system has been estimated at 2.2 MLD (80% of the
future water supply) for 2035 for which the length of the network has to be developed by 20.12km
by 2015 and additional 12.06 km by 2035.
 Sewage Treatment System: As Rehti town is very small and all areas are not contiguous and
are fragmented, it would be financially beneficial for the town to implement Decentralized Waste
Water Treatment System (DEWATS) for comprehensive sewerage system, and dispose 2.21
City Development Plan - Rehti vii

MLD of generated sewage. This DEWAT system takes into care the demand generated in the
year 2035. The advantages of DEWAT system are that; it requires minimum space and hence
can be accommodated easily under paved pathways and parking lots etc. or small available
spaces; it requires lesser operational cost; it promotes the reuse of water for non-potable
purposes; it can be easily blended with the landscape; It cannot be switched off so it ensures
efficient working irrespective of external factors and it can treat waste water with high fat,
suspended solids and BOD. Since this system is decentralized, the zones would be defined as
per population and location and the treatment system would be developed to safely dispose-off
the sewage. The treated water can be used for agricultural use.
Sanitation
 Public Convenience Systems: To provide safe and sufficient sanitation facilities to the citizens,
mainly slum dwellers, around 57 more public toilet seats need to be added to the existing
infrastructure in Rehti by 2015.
Solid Waste Management

 Primary Collection: Augmentation of primary collection involves capacity addition in equipments
used in the waste collection including community bins. As per the demand assessment, on a
priority need, additional 16 handcarts would be needed for short term horizon and additional 22
handcarts would be needed for long term horizon. Also currently, the practice being followed
includes a majority of residents dumping waste outside their houses, or in drains/ vacant land or
at the designated collection point/ dustbin. This results in scattering of waste which results in poor
collection. To achieve an effective waste collection, practice of door-to-door collection should be
initiated which needs to be supported by necessary awareness generation programmes and
capacity building of the staff.
 Secondary Collection: Secondary collection involves transportation of waste from collection
points to the disposal site. At present, secondary collection is carried out by tractors. These
tractors are unable to collect the waste from the internal narrow streets. On a priority, secondary
collection system should be strengthened to carry out waste transportation in an effective manner.
All the waste transportation vehicles should be covered to avoid the spilling of waste. By 2015, 3
tractors would be required if one tractor is making one trip a day and by 2035 also 3 tractors
would needed.
 Development and augmentation of the landfill site: The demand-gap assessment reveals the
generation of 4.92 MT of waste in the town by 2035 against the current generation of 2.5 MT. The
current available disposal site has 5 acres area which is sufficient till 2035. The collected waste is
just dumped at the site without any treatment or segregation. The dumping site would have to be
well-equipped to ensure proper waste segregation and composting facilities. In addition, the
dumping site would need to be provided with the basic facilities of compound walls, BT/CC
approach road, electrification, which has already been done in the town. The composting and
segregation would help in some revenue generation for Nagar Parishad. It is proposed to develop
the landfill site by 2015.
 Development of VermiCompost Plant: It is proposed to dispose the waste generated through
Vermi composting which involves the stabilization of organic solid waste through earthworm
consumption which converts the material into worm castings. The composting and segregation
would help in some revenue generation for Nagar Parishad and it will also reduce waste amount
to be dumped in the landfill site.
City Development Plan - Rehti viii

Drainage
 Construction of storm water drains: The Nagar Parishad should undertake the construction of
Pucca Open and Pucca closed drains in phased manner. This construction may be done in
relation to the construction/up-gradation of roads. These construction activities would have to be
carried out on an immediate basis to address the existing and future demand-supply gap. In
short-term, 29.07 km of new drains need to be developed and addition of 17.41 km of network
needs to be done beyond 2015.
 Up-gradation of existing drains: The Nagar Parishad is also required to undertake drain up-
gradation works for the existing drains in town. In the short term, 12.5 km of existing open drains
should be upgraded to Pucca open or closed drains.
 Development of Root Zone Treatment System (RZTS): It is observed that the sewage flowing
through nallahs enter rivers in untreated condition and create heavy risk of river pollution. Storm
water can be treated as well with RZTS after removal of settle able substances. It is a low-cost
and maintenance free option that uses the capacity of plants (especially certain reeds – hence
also called reedbed technology) to absorb contaminants and structurally modify them for treating
water. It is based on the principle of attached growth biological reactors similar to conventional
trickling filters with combination of aerobic and anaerobic zones. The contaminants present in the
wastewater are treated as they seep through the root-zone of the plants by a combination of
plants, soil bacteria and hydraulic flow systems resulting in physical, chemical, and
microbiological processes. Oxygen present in the zone facilitates the degradation of wastewater.
A wide variety of microorganisms present in the root-zone of the plants results in efficient
removal. There is efficient reduction of pathogens also by percolation through the bed material.
Thus, it can be developed in Rehti along storm water drains.
Traffic and Transportation

 Road Construction: To address the current gap of per capita road length, and the future
demand, the Nagar Parishad does not require any new road formation up to 2015, but would
need around 7.4km of additional road by 2035. The Nagar Parishad should on a priority basis,
identify the stretches and areas where roads at present do not exist and or have poor
connectivity. Also the areas where future residential growth is anticipated or planned, road
construction can be undertaken.
 Signalization and Signages: The arterial road passes through the town connecting National
Highway with many villages. This may increase the flow of vehicles on the road in the future. This
endangers the pedestrians crossing the road. Thus there is need for signalization and proper
signages at few points.
 Parking Spaces and Bus Stand: With the growing number of vehicles and increasing
commercial activities in the town, issue of lack of parking spaces becomes much more relevant.
The consultations with stakeholders have concluded that parking spaces can be developed near
the key commercial areas of the town.
Street Lighting & Fire Fighting

 Addition of Streetlights: The Nagar Parishad needs to install a total of 559 street lights by 2015
and 186 street lights to match the demand of 2035.
 Energy Saving: Rehti Nagar Parishad should replace all the tube lights with CFLs. A small
exercise was conducted to evaluate the benefits of the replacement of tube lights with CFLs in the
City Development Plan - Rehti ix

town. It was observed that Rehti Nagar Parishad would save around Rs. 312,500/ annum in
electricity bill.
 Fire Fighting: To ensure a safety against fires, Nagar Parishad should also undertake the
construction of fully equipped fire stations.
Health
 Primary Health Centre: As per the UDPFI guidelines, the city needs bed capacity of 26 by year
2015 and 32 by 2025 and 41 by 2035. At present, city has 14 beds. The hygiene of the hospital is
very poor and the basic infrastructure is not good. A separate project should be undertaken to
revamp the hospital in all respect.
 Nursing Home: According to the estimates, a nursing home with bed capacity of 14 is required
for the town in 2035.
 Dispensary: The primary health institutions always play a key role in determining the overall
health scenario of a place. Keeping it in the mind, 1 dispensary has been proposed in the town
which should start functioning by year 2015.
Education
 Primary Schools: The goal in this sector is to achieve 100% literacy rate in the city. This would
require 5 more number of schools by 2015and 8 primary schools by 2035.
 Senior Secondary Schools: 2 Senior Secondary Schools will be required by 2015 and 1
additional would be required till 2035. The present Government Secondary Schools lack
infrastructure facilities and are in need of up-gradation.
Other Social Infrastructure Facilities

 Community Hall: Community hall and library should be constructed in the city.
 Parks: At present there is only one open ground which is used for multi-purpose functions. The
vacant land banks in the city should be identified and developed as parks to serve the dual
purpose of increasing the green cover in the city and providing citizens with open spaces for
recreation.
Urban Poor
 Prepare a Slum Free City plan
 Comprehensive slum mapping and need for housing
Environment
 Air Quality: Periodic monitoring and review is essential to check air quality. Suitable plantations
or green cover should be provided on major routes to supplement better air quality. This would
partially be addressed by the development of Parks in the town and a massive tree plantation
drive.
 Water Pollution: Efforts/schemes should be designed to check the diversion of sewage flow into
the existing drains. Decentralized sewage treatment can be considered on the basis of have low
cost and environment friendly system.
 Ground Water Recharge: A critical issue that needs to be addressed on the priority basis is the
development of green spaces within the town limits to enhance the overall quality of the
environment.
City Development Plan - Rehti x

 Green Spaces: A critical issue that needs to be addressed on the priority basis is the
environment.
Economic Development
 Development of Commercial Areas: This can further be divided into development of new
commercial areas and up gradation of existing commercial areas. New commercial areas can
include dedicated markets for important commodities or general markets. In addition to the
development of new markets, existing markets can be upgraded to increase their capacity and
provide better services to the users and customers.
 Development Herbal Manufacturing Units: With the objective of diversifying the economic
base of Rehti city, the existing herbal manufacturing unit should be developed. This would give
thrust to the employment generation activities which would result in the overall upliftment of the
society in the town.
 Development of Hawkers Zone: Depending on the land availability and market demand,
hawker‟s zones should be developed near Salkanpur Temple. Hawkers‟ zone would provide
dedicated space to the hawkers and hence reduce congestion in the temple premises.
 Organization of Trade Fairs and Other Exhibitions: With the objective of attracting private
investments, trade fairs and other exhibitions should be organized at regular intervals in the city.
This would help in showcasing Rehti‟s potential.
Urban Governance
 Capacity Building: There is a need for training of the existing staff and new staff to increase the
work productivity. Workshops and awareness programmes can be conducted.
 Computerization: Rehti Nagar Parishad should initiate the process of computerization in its
administration. Computerization will benefit most of functions ranging from municipal accounting
to tax management. The introduction of E-Governance will help in smoothening the processes
and thereby resulting in improvement in the efficiency.
 GIS Mapping: A GIS mapping of the city properties will be very helpful in the provision of efficient
services to the citizens. This would also help in keeping a tab on tax evaders.
Capital Investment Plan (CIP) and Priority Projects

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

Investment by ULB
S.No.
Rehti Nagar Parishad Investment by Investment Total Investment
2015 beyond 2015 Need (Upto 2035)
Rs. Lakh Rs. Lakh Rs. Lakh

A Water Supply 585 232 817
B Sewerage and Sanitation 289 74 363
C Urban Roads, Transport & Traffic 832 244 1293
D Storm Water Drains 238 143 496
E Street Lighting 173 60 276
F Solid Waste Management 27 30 97
City Development Plan - Rehti xi

Investment by ULB
S.No.
G Urban Poor/ Slums' Improvement 442 62 597

H Health Infrastructure 506 174 796
I Education Infrastructure 130 166 361
J Socio-Cultural Facilities 62 - 62
K Urban Environment 17 5 30
L Urban Governance 12 4 20
M Heritage & Tourism 5 3 10
N Economy 65 - 65
O Other Projects 60 20 100
Total Investment Identified 3443 1215 5383
Broad Actions to achieve the City Vision and Sector Goals

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

Given the existing financial position of Rehti Nagar Parishad, the revenue and capital accounts are
projected against the growth scenario and assumptions presented above. The City Investment Plan
(CIP) shows that the total investment required to develop Rehti town is Rs. 3443.07 Lakh at constant
prices in short term i.e. till 2015 (of the total Rs. 5382.54 lakh investment identified for funding till
2035). Rs 3443.07 Lakh include about Rs. 506 Lakh towards Health sector, Rs.130 Lakh towards
education sector and Rs. 442 lakh towards urban poor, 100% of which would be provided by the state
departments/schemes. Hence a FOP is generated from the sustainable investment point of view in
line with current growth trends against the identified investment for Nagar Parishad of Rs. 2364.82
Lakh at constant prices till 2015, which excludes investment required for Health, Education and urban
poor sectors.
City Development Plan - Rehti xii

Base Investment Capacity
Base Investment Capacity is estimated considering business as usual case, where Rehti Nagar
Parishad has not taken any grant under UIDSSMT scheme and has not done any reforms to increase
their revenue income. At this scenario the Parishad will be able to sustain only 12.30 % of the total
investment identified for year 2015.
With reforms in Property Tax, Water Charges and Sewerage charges
This case assumes the reforms in property tax, Water and Sewerage have been implemented and
accordingly the investment capacity has increased by Rs. 3.52 Crore above the base investment
capacity. These reforms will increase the total sustainable capacity to 14.90%.
Reforms (without debt Funding)
This case assumes that all the reforms suggested above are being implemented and other grants are
also availed. In this scenario Nagar Parishad‟s sustainable capacity will increase to 53.20%, which is
40.90% in addition to base case. Now Nagar Parishad will be able to sustain investment of about Rs.
12.58 Crore.
Reforms along with debt Funding
This case assumes that Nagar Parishad can increase their sustainable capacity by taking debt from
any financial institution or private banks in addition to the implementation of reforms suggested above.
In this scenario Nagar Parishad can sustain up to 54.40% of the total investment identified, which is
1.20 % more than without debt funding scenario.
City Development Plan - Rehti xiii

Contents
1. INTRODUCTION ...................................................................................................................................... 22
1.1. BACKGROUND ........................................................................................................................................... 22
1.2. OBJECTIVES AND SCOPE OF WORK ................................................................................................................ 22
1.3. DESCRIPTION OF TASK (AS OUTLINED IN RFP).................................................................................................. 23
1.3.1. Inception ....................................................................................................................................... 23
1.3.2. Situation assessment (opportunities, strengths, weaknesses and gaps) ...................................... 24
1.3.3. Development of city vision and sector goals and strategies ......................................................... 25
1.3.4. Development of strategies and priority actions ............................................................................ 25
1.3.5. Preparing a City Investment Plan (CIP) and a financing strategy ................................................. 25
1.3.6. Draft CDP ...................................................................................................................................... 26
1.3.7. Final CDP document ...................................................................................................................... 26
1.4. APPROACH ............................................................................................................................................... 26
1.4.1. Guiding Principle ........................................................................................................................... 26
1.4.2. Approach and Methodology ......................................................................................................... 27
1.4.3. Module I: Inception and Kick off ................................................................................................... 27
1.4.4. Module II: Consultations and Analysis .......................................................................................... 29
1.4.5. Module III: Finalisation ................................................................................................................. 32
1.5. STAKEHOLDERS INTERACTION ....................................................................................................................... 33
1.5.1. Interacting with Municipal Body ................................................................................................... 33
1.5.2. Interaction with other Stakeholders ............................................................................................. 33
1.5.3. Formation of Steering Group ........................................................................................................ 34
1.5.4. Workshops .................................................................................................................................... 34
1.6. REPORT CONTENTS ..................................................................................................................................... 35
1.7. LIMITATIONS AND CAVEATS ......................................................................................................................... 35
2. PHYSICAL FEATURES OF THE TOWN ....................................................................................................... 36
2.1. INTRODUCTION ......................................................................................................................................... 36
2.2. DISTRICT INFORMATION .............................................................................................................................. 36
2.3. LOCATION (LINKAGES AND CONNECTIVITY) ...................................................................................................... 36
2.4. PHYSIOGRAPHY AND LANDFORM ................................................................................................................... 36
2.4.1. Topography ................................................................................................................................... 36
2.4.2. Drainage ....................................................................................................................................... 37
2.4.3. Temperature ................................................................................................................................. 37
2.4.4. Climate .......................................................................................................................................... 37
2.5. MUNICIPAL AREA AND PLANNING AREA .......................................................................................................... 37
2.6. CONCLUSIONS ........................................................................................................................................... 38
3. DEMOGRAPHIC PROFILE OF THE TOWN ................................................................................................. 39
3.1. INTRODUCTION ......................................................................................................................................... 39
3.2. POPULATION GROWTH ................................................................................................................................ 39
3.3. POPULATION DENSITY ................................................................................................................................. 39
3.4. POPULATION PROJECTION............................................................................................................................ 40
3.5. WARD-WISE DEMOGRAPHIC DETAILS ............................................................................................................. 40
3.6. ISSUES ..................................................................................................................................................... 41
3.7. CONCLUSIONS ........................................................................................................................................... 41
4. SOCIO ECONOMIC PROFILE OF THE TOWN ............................................................................................. 42
4.1. INTRODUCTION ......................................................................................................................................... 42
City Development Plan - Rehti xiv

4.2. INDICATORS .............................................................................................................................................. 42
4.2.1. Sex Ratio ....................................................................................................................................... 42
4.2.2. Literacy Rate ................................................................................................................................. 43
4.2.3. Household Size .............................................................................................................................. 43
4.2.4. Workforce participation ................................................................................................................ 44
4.2.5. Agriculture and related activities .................................................................................................. 44
4.2.6. Industrial activities ........................................................................................................................ 44
4.2.7. Trade and Commerce .................................................................................................................... 45
4.2.8. Tourism ......................................................................................................................................... 45
4.3. ISSUES ..................................................................................................................................................... 45
4.4. CONCLUSIONS ........................................................................................................................................... 45
5. SPATIAL PLANNING AND GROWTH MANAGEMENT ............................................................................... 46
5.1. SPATIAL GROWTH TRENDS ........................................................................................................................... 46
5.2. SPATIAL DISTRIBUTION OF POPULATION .......................................................................................................... 47
5.2.1. Municipal level mapping ............................................................................................................... 47
5.3. LAND-USE ANALYSIS ................................................................................................................................... 47
5.4. HOUSING SCENARIO ................................................................................................................................... 48
5.4.1. Present and future Housing demand ............................................................................................ 48
5.4.2. Illegal colonies............................................................................................................................... 48
5.4.3. Future growth possibilities ............................................................................................................ 48
5.5. ISSUES ..................................................................................................................................................... 49
5.6. CONCLUSIONS ........................................................................................................................................... 49
6. CITY’S INFRASTRUCTURE – EXISTING STATUS, GAPS, ISSUES, SWOT, GOALS AND STRATEGIES .............. 50
6.1. WATER SUPPLY.......................................................................................................................................... 50
6.1.1. Source, Supply, Distribution Systems and Treatment facilities ..................................................... 50
6.1.2. Water Supply Connections ............................................................................................................ 51
6.1.3. Water Table Analysis .................................................................................................................... 51
6.1.4. Present and Future Demand and Supply Gaps .............................................................................. 52
6.1.5. SWOT analysis............................................................................................................................... 53
6.1.6. Issues............................................................................................................................................. 53
6.2. SEWERAGE ............................................................................................................................................... 54
6.2.1. Existing sewerage system ............................................................................................................. 54
6.2.3. SWOT analysis............................................................................................................................... 54
6.2.4. Issues............................................................................................................................................. 55
6.3. SANITATION .............................................................................................................................................. 55
6.3.1. Community toilets ......................................................................................................................... 55
6.3.3. SWOT Analysis .............................................................................................................................. 56
6.3.4. Issues............................................................................................................................................. 56
6.4. SOLID WASTE MANAGEMENT ...................................................................................................................... 56
6.4.2. SWOT analysis............................................................................................................................... 57
6.4.3. Issues............................................................................................................................................. 58
6.5. DRAINAGE ................................................................................................................................................ 58
6.5.1. Existing drainage system .............................................................................................................. 58
6.5.3. SWOT analysis............................................................................................................................... 59
6.5.4. Issues............................................................................................................................................. 60
6.6. TRAFFIC AND TRANSPORTATION .................................................................................................................... 60
6.6.1. Existing traffic & transportation scenario ..................................................................................... 60
City Development Plan - Rehti xv

6.6.3. SWOT analysis............................................................................................................................... 61
6.6.4. Issues............................................................................................................................................. 61
6.7. STREET LIGHTING AND FIRE FIGHTING............................................................................................................. 61
6.7.1. Existing situation of Street lights .................................................................................................. 61
6.7.3. SWOT analysis............................................................................................................................... 62
6.7.4. Issues............................................................................................................................................. 62
6.8. URBAN POOR AND THEIR ACCESSIBILITY TO BASIC SERVICES ................................................................................ 63
6.8.1. SWOT analysis............................................................................................................................... 63
6.8.2. Issues............................................................................................................................................. 63
6.9. SOCIAL INFRASTRUCTURE............................................................................................................................. 63
6.9.1. Overall Health facilities in the town .............................................................................................. 63
6.9.2. Overall Educational facilities in the town ..................................................................................... 64
6.9.3. Issues............................................................................................................................................. 64
6.9.4. Recreational .................................................................................................................................. 64
6.9.5. SWOT Analysis .............................................................................................................................. 64
6.9.6. Issues............................................................................................................................................. 65
6.10. LOCAL ECONOMY................................................................................................................................... 65
6.10.1. Issues............................................................................................................................................. 65
6.11. HERITAGE AND CONSERVATION ................................................................................................................ 65
6.11.1. Tourism potential of the town ...................................................................................................... 65
6.11.2. SWOT analysis............................................................................................................................... 65
6.11.3. Issues............................................................................................................................................. 66
6.12. EXISTING INSTITUTIONAL FRAMEWORK FOR DEVELOPMENT ............................................................................ 66
6.12.1. Rehti Nagar Parishad .................................................................................................................... 67
6.12.2. Town and Country Planning Department ..................................................................................... 67
6.12.3. Development Authority ................................................................................................................. 67
6.12.4. Department of Public Health and Family Welfare ........................................................................ 68
6.12.5. Madhya Pradesh Housing Board .................................................................................................. 68
6.12.6. Madhya Pradesh Pollution Control Board ..................................................................................... 68
6.12.7. Issues............................................................................................................................................. 69
6.13. CONCLUSIONS ....................................................................................................................................... 69
7. MUNICIPAL FINANCIAL ASSESSMENT ..................................................................................................... 70
7.1. FINANCIAL STATUS AT A GLANCE................................................................................................................... 70
7.2. REVENUE ACCOUNT .................................................................................................................................... 71
7.2.1. Revenue income ............................................................................................................................ 71
7.2.2. Revenue expenditure .................................................................................................................... 73
7.3. CAPITAL ACCOUNT ..................................................................................................................................... 74
7.3.1. Capital income .............................................................................................................................. 74
7.3.2. Capital expenditure ....................................................................................................................... 75
7.4. KEY FINANCIAL INDICATORS.......................................................................................................................... 75
7.5. KEY ISSUES ............................................................................................................................................... 76
7.6. CONCLUSION ............................................................................................................................................ 76
8. CITY VISION, SECTOR GOALS, STRATEGIES, ACTION PLAN, PROJECTS AND PRIORITIZATION .................. 77
8.1. FORMULATION OF CITY VISION ..................................................................................................................... 77
8.1.1. Vision for the Town ....................................................................................................................... 77
8.1.2. Mission Statements....................................................................................................................... 78
8.2. SECTOR GOALS, STRATEGIES, ACTION PLAN AND PROJECTS................................................................................ 78
8.2.1. Water supply ................................................................................................................................. 79
8.2.2. Sewerage and Sanitation .............................................................................................................. 81
8.2.3. Sanitation ...................................................................................................................................... 83
8.2.4. Solid waste management ............................................................................................................. 84
City Development Plan - Rehti xvi

8.2.5. Drainage ....................................................................................................................................... 87
8.2.6. Traffic and transportation ............................................................................................................ 89
8.2.7. Street lighting, Fire fighting .......................................................................................................... 91
8.2.8. Urban poor and their accessibility to basic Services ..................................................................... 93
8.2.9. Health ........................................................................................................................................... 95
8.2.10. Education ...................................................................................................................................... 96
8.2.11. Other Social Infrastructural Facilities ............................................................................................ 98
8.2.12. Environment .................................................................................................................................. 99
8.2.13. Tourism ....................................................................................................................................... 100
8.2.14. Economic Development .............................................................................................................. 100
8.2.15. Urban Governance ...................................................................................................................... 102
8.2.16. Conclusion ................................................................................................................................... 102
9. CITY INVESTMENT PLAN AND FINANCING STRATEGIES ........................................................................ 103
9.1. CITY INVESTMENT PLAN (CIP) .................................................................................................................... 103
9.2. INSTITUTIONALISING THE CIP PROCESS ........................................................................................................ 103
9.3. CITY PRIORITIES ....................................................................................................................................... 104
9.4. SUMMARY OF INVESTMENTS ...................................................................................................................... 106
9.5. SECTOR WISE CIP DETAILS – CAPITAL NEEDS/ INVESTMENTS ............................................................................ 107
9.5.1. Water Supply .............................................................................................................................. 107
9.5.2. Sewerage & Sanitation ............................................................................................................... 108
9.5.3. Roads and traffic management .................................................................................................. 109
9.5.4. Storm Water Drainage ................................................................................................................ 110
9.5.5. Solid Waste Management .......................................................................................................... 111
9.5.6. Street Lights & Fire Fighting........................................................................................................ 112
9.5.7. Slums and Basic Services for Urban Poor .................................................................................... 113
9.6. SOCIAL INFRASTRUCTURE .......................................................................................................................... 114
9.6.1. Health Infrastructure .................................................................................................................. 114
9.6.2. Education Infrastructure ............................................................................................................. 115
9.7. SOCIO – CULTURAL FACILITIES .................................................................................................................... 115
9.8. URBAN ENVIRONMENT & TOURISM ............................................................................................................ 116
9.8.1. Urban Environment ..................................................................................................................... 116
9.8.2. Tourism ....................................................................................................................................... 116
9.9. URBAN GOVERNANCE ............................................................................................................................... 117
9.10. OTHER INVESTMENT REQUIREMENT......................................................................................................... 117
9.11. FINANCING OPTIONS & STRUCTURING ..................................................................................................... 118
9.12. CONCLUSION ...................................................................................................................................... 120
10. FINANCIAL OPERATING PLAN ........................................................................................................... 121
10.1. INTRODUCTION ................................................................................................................................... 121
10.2. CATEGORIES OF FOP PROJECTIONS ......................................................................................................... 121
10.3. FINANCIAL STRATEGIES FOR CIP ............................................................................................................. 121
10.4. FINANCIAL PROJECTIONS ....................................................................................................................... 122
10.5. MUNICIPAL ACCOUNT: GROWTH PROJECTIONS & ASSUMPTIONS ................................................................. 122
10.6. INVESTMENT CAPACITY/ SUSTENANCE ..................................................................................................... 124
10.7. CONCLUSION ...................................................................................................................................... 127
11. URBAN REFORMS ............................................................................................................................. 128
11.1. INTRODUCTION ................................................................................................................................... 128
11.2. MANDATORY REFORMS AT THE LEVEL OF THE STATE GOVERNMENT............................................................... 128
11.2.1. Implementation of the 74th Constitutional Amendment Act ..................................................... 128
11.2.2. Public Disclosure Law .................................................................................................................. 129
11.2.3. Rationalization of Stamp Duty .................................................................................................... 129
11.2.4. Repeal of Urban Land Ceiling and Regulation Act ...................................................................... 129
City Development Plan - Rehti

xvii
11.2.5. Rent Control ................................................................................................................................ 130
11.2.6. Community Participation Law ..................................................................................................... 130
11.2.7. City Planning Functions ............................................................................................................... 130
11.3. MANDATORY REFORMS AT THE LEVEL OF THE URBAN LOCAL BODY................................................................ 131
11.3.1. Municipal Accounting ................................................................................................................. 131
11.3.2. E-Governance .............................................................................................................................. 132
11.3.3. User Charges ............................................................................................................................... 133
11.3.4. Basic Services to the Urban Poor ................................................................................................ 134
11.3.5. Internal earmarking for basic services for poor .......................................................................... 135
11.3.6. Property Tax ................................................................................................................................ 135
11.4. OPTIONAL REFORMS AT LEVEL OF THE STATE GOVERNMENT/URBAN LOCAL BODY ........................................... 136
11.5. CONCLUSION ...................................................................................................................................... 137
ANNEXURE 1: WORKSHOP PROCEEDINGS ................................................................................................... 138
ANNEXURE 2: QUESTIONNAIRE ................................................................................................................... 147
ANNEXURE 3: FINANCIAL PROJECTIONS....................................................................................................... 154
ANNEXURE 4: MAPS .................................................................................................................................... 159
ANNEXURE 5: PRESENTATION OF FINAL WORKSHOP ................................................................................... 160

xviii
Exhibits
EXHIBIT 1-1: APPROACH & METHODOLOGY................................................................................................... 29
EXHIBIT 1-2: DEVELOPING A CITY VISION (SOURCE: JNNURM TOOLKIT) ........................................................ 31
EXHIBIT 1-3: MEMBERS OF STEERING GROUP ................................................................................................ 34
EXHIBIT 2-1: DISTRICT LEVEL INFORMATION FOR BLOCKS IN SEHORE ............................................................ 36
EXHIBIT 3-1: POPULATION GROWTH TRENDS ................................................................................................ 39
EXHIBIT 3-2: POPULATION DENSITY ............................................................................................................... 39
EXHIBIT 3-3: POPULATION PROJECTION ......................................................................................................... 40
EXHIBIT 3-4: DEMOGRAPHIC DETAILS ............................................................................................................ 40
EXHIBIT 4-1: WARD WISE SOCIAL INDICATORS .............................................................................................. 42
EXHIBIT 4-2: CATEGORIZATION OF SEX RATIO ............................................................................................... 43
EXHIBIT 4-3: CATEGORIZATION OF LITERACY RATE ........................................................................................ 43
EXHIBIT 4-4: WORK FORCE DETAILS ............................................................................................................... 44
EXHIBIT 5-1: GOOGLE IMAGE OF REHTI .......................................................................................................... 46
EXHIBIT 5-2: WARD WISE POPULATION DENSITY ........................................................................................... 47
EXHIBIT 5-3: LAND USE PATTERN ................................................................................................................... 48
EXHIBIT 5-4: FUTURE HOUSING DEMAND ...................................................................................................... 48
EXHIBIT 6-1: WATER SUPPLY CONNECTIONS .................................................................................................. 51
EXHIBIT 6-2: DCB STATEMENT FOR WATER TAX COLLECTION ........................................................................ 51
EXHIBIT 6-3: WATER SUPPLY: DEMAND AND SUPPLY GAP ANALYSIS ............................................................. 52
EXHIBIT 6-4: SEWERAGE: DEMAND AND SUPPLY GAP ANALYSIS ................................................................... 54
EXHIBIT 6-5: SANITATION: DEMAND AND SUPPLY GAP ANALYSIS ................................................................. 56
EXHIBIT 6-6: SOLID WASTE MANAGEMENT: DEMAND AND SUPPLY GAP ANALYSIS....................................... 57
EXHIBIT 6-7: DRAINAGE: DEMAND AND SUPPLY GAP ANALYSIS .................................................................... 58
EXHIBIT 6-8: TRAFFIC & TRANSPORTATION: DEMAND AND SUPPLY GAP ANALYSIS ...................................... 60
EXHIBIT 6-9: STREET LIGHTS: DEMAND AND SUPPLY GAP ANALYSIS .............................................................. 62
EXHIBIT 6-10: LIST OF NOTIFIED SLUM COLONIES .......................................................................................... 63
EXHIBIT 6-11: HEALTH INFRASTRUCTURE: DEMAND AND SUPPLY GAP ANALYSIS .......................................... 64
EXHIBIT 6-12: EDUCATIONAL FACILITIES: DEMAND AND SUPPLY GAP ANALYSIS ........................................... 64
EXHIBIT 7-1: FINANCIAL STATUS AT A GLANCE............................................................................................... 70
EXHIBIT 7-2: SOURCE WISE REVENUE INCOME ............................................................................................... 71
EXHIBIT 7-3: TAX REVENUE ............................................................................................................................ 71
EXHIBIT 7-4: DCB STATEMENT FOR PROPERTY TAX COLLECTION ................................................................... 72
EXHIBIT 7-5: NON TAX REVENUE .................................................................................................................... 72
EXHIBIT 7-6: DCB STATEMENT FOR WATER CHARGE COLLECTION ................................................................. 72
EXHIBIT 7-7: ASSIGNED REVENUE .................................................................................................................. 73
City Development Plan - Rehti xix

EXHIBIT 7-8: REVENUE GRANTS, CONTRIBUTIONS AND SUBSIDIES ................................................................ 73
EXHIBIT 7-9: APPLICATION OF FUNDS BY HEAD OF ACCOUNTS ...................................................................... 74
EXHIBIT 7-10: CAPITAL INCOME ..................................................................................................................... 74
EXHIBIT 7-11: CAPITAL EXPENDITURE ............................................................................................................ 75
EXHIBIT 7-12: FINANCIAL INDICATORS ........................................................................................................... 75
EXHIBIT 8-1: WATER SUPPLY: LONG TERM AND SHORT TERM INTERVENTIONS ............................................. 80
EXHIBIT 8-2: WATER SUPPLY: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT ..................................... 80
EXHIBIT 8-3 WATER SUPPLY: PROJECT DEVELOPMENT INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ....... 81
EXHIBIT 8-4: SEWERAGE: LONG TERM & SHORT TERM INTERVENTIONS ........................................................ 82
EXHIBIT 8-5: SEWERAGE: PROJECTS IDENTIFIED BY ULB AND CONSULTANT .................................................. 82
EXHIBIT 8-6: SEWERAGE: PROJECT DEVELOPMENT INITIATIVES TO BE TAKEN BY NAGAR PARISHAD............. 83
EXHIBIT 8-7: SANITATION: LONG TERM & SHORT TERM INTERVENTIONS ...................................................... 84
EXHIBIT 8-8: SANITATION: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD .................................................. 84
EXHIBIT 8-9: SOLID WASTE MANAGEMENT: LONG TERM SHORT TERM GOALS.............................................. 85
EXHIBIT 8-10: SOLID WASTE MANAGEMENT: PROJECTS IDENTIFIED BY ULB AND CONSULTANT.................... 86
EXHIBIT 8-11: SOLID WASTE MANAGEMENT: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ..................... 87
EXHIBIT 8-12: DRAINAGE: SHORT TERM & LONG TERM INTERVENTIONS ....................................................... 88
EXHIBIT 8-13: DRAINAGE: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT .......................................... 88
EXHIBIT 8-14: DRAINAGE: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ................................................... 89
EXHIBIT 8-15: TRAFFIC AND TRANSPORTATION: LONG TERM & SHORT TERM INTERVENTIONS .................... 90
EXHIBIT 8-16: TRAFFIC & TRANSPORTATION: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT ............ 90
EXHIBIT 8-17: TRAFFIC & TRANSPORTATION: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ..................... 91
EXHIBIT 8-18: STREET LIGHTS, FIRE FIGHTING & POWER: LONG TERM & SHORT TERM INTERVENTIONS ....... 92
EXHIBIT 8-19: STREET LIGHTS & FIRE FIGHTING: PROJECTS IDENTIFIED BY THE ULB AND CONSULTANT ........ 92
EXHIBIT 8-20: STREET LIGHTING, FIRE FIGHTING AND POWER: INITIATIVES TO BE TAKEN BY NAGAR
PARISHAD ...................................................................................................................................................... 93
EXHIBIT 8-21: URBAN POOR AND THEIR ACCESSIBILITY TO BASIC SERVICES: LONG TERM & SHORT TERM
INTERVENTIONS............................................................................................................................................. 95
EXHIBIT 8-22: HEALTH: LONG AND SHORT TERM INTERVENTIONS ................................................................. 96
EXHIBIT 8-23: HEALTH: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ....................................................... 96
EXHIBIT 8-24: EDUCATION: LONG & SHORT TERM INTERVENTIONS ............................................................... 97
EXHIBIT 8-25: EDUCATION: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ................................................. 98
EXHIBIT 8-26: OTHER SOCIAL INFRASTRUCTURE: LONG AND SHORT TERM INTERVENTIONS ......................... 98
EXHIBIT 8-27: OTHER SOCIAL INFRASTRUCTURES: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD .............. 99
EXHIBIT 8-28: ECONOMIC DEVELOPMENT: LONG AND SHORT TERM SECTOR INTERVENTIONS ................... 101
EXHIBIT 8-29: ECONOMIC DEVELOPMENT: INITIATIVES TO BE TAKEN BY NAGAR PARISHAD ....................... 101
EXHIBIT 9-1: STATUS OF INFRASTRUCTURE FACILITIES (%) ........................................................................... 104
City Development Plan - Rehti xx

EXHIBIT 9-2: RANKING OF INFRASTRUCTURE FACILITIES ............................................................................. 105
EXHIBIT 9-3: CRITICAL SECTORAL ISSUES ..................................................................................................... 105
EXHIBIT 9-4: SUMMARY OF CAPITAL INVESTMENTS ................................................................................... 106
EXHIBIT 10-1: IMPORTANT ASSUMPTIONS MADE IN THE PROJECTIONS ..................................................... 122
EXHIBIT 10-2: REFORMS UNDERTAKEN ....................................................................................................... 124
EXHIBIT 10-3: CIP FUNDING PATTERN ......................................................................................................... 125
EXHIBIT 10-4: FINANCIAL OPERATING PLAN ................................................................................................ 126
EXHIBIT 11-1: MUNICIPAL ACCOUNTING: REFORM ACTION PLAN ............................................................... 131
EXHIBIT 11-2: E-GOVERNANCE: REFORM ACTION PLAN .............................................................................. 132
EXHIBIT 11-3: USER CHARGES: REFORM ACTION PLAN ............................................................................... 133
EXHIBIT 11-4: INTERNAL EARMARKING FOR POOR: REFORM ACTION PLAN ............................................... 135
EXHIBIT 11-5: PROPERTY TAX: REFORM ACTION PLAN ................................................................................ 136
EXHIBIT 11-6: OPTIONAL REFORMS............................................................................................................. 136
LIST OF STAKEHOLDERS WHO ATTENDED FIRST WORKSHOP ....................................................................... 139
LIST OF STAKEHOLDERS PRESENT FOR SECOND WORKSHOP ....................................................................... 142
LIST OF STAKEHOLDERS PRESENT FOR THIRD WORKSHOP ........................................................................... 145
List of Maps
Map 1 - Location map with respect to country/ state/ district
Map 2 - District map showing Railway and road network
Map 3 - Base Map of the town
Map 4 –Ward map
Map 5 – Population Density
Map 6 – Sex Ration
Map 7 – Literacy Rate
Map 8 – Existing Landuse
Map 9 – Proposed Landuse
Map 10 – Existing Water Supply
Map 11 – Existing Solid Waste
Map 12 – Existing Drainage System
Map 13 – Existing Roads
Map 14 – Existing Social Infrastructure
Map 15 – Location of Slums
Map 16 - Proposed Water Supply network
Map 17 - Proposed Sewerage System
Map 18- Proposed Drainage Network
Map 19- Proposed Road Network
City Development Plan - Rehti xxi

1. Introduction
1.1. Background
Madhya Pradesh is urbanizing at a fast rate and the Urban Local Bodies (ULBs) in the state are
facing the challenge of meeting the requirements of the growing population with limited technical and
financial resources. The Government of India (GoI) and Government of Madhya Pradesh (GoMP)
have initiated a number of programmes to meet the growing demands of infrastructure and service
delivery. These include both GoI schemes [including Urban Infrastructure Development Scheme for
Small and Medium Towns (UIDSSMT) and Integrated Housing and Slum Development Programme
(IHSDP)] and GoMP initiated schemes [such as the Madhya Pradesh Urban Services for the Poor
(MPUSP), a DFID assisted program, which links reform with investment in infrastructure for the poor.
After the assessment of the performance of the ULBs and their capacity for exploiting the above said
resources it was felt that such a plan is essential, not only for accessing GoI/GoMP funding but also
for providing a strategic framework for converging and co-coordinating various development inputs
towards positioning the city on a development path.
Therefore, the Urban Administration and Development Department (UADD) of Government of
Madhya Pradesh (GoMP) has launched an initiative to support 5 Municipal councils, 245 Nagar
Parishads and 30 urban centers in the state in preparing City Development Plans (CDPs). This
initiative aims to provide a comprehensive Medium Term Strategy (25 years) and a City Investment
Plan (CIP) for each Urban Local Body, based on which the concerned ULB will be able to access
funds under schemes of Government of India (GoI) and GoMP as well as from its own sources for
implementation of priority actions and projects, identified from this exercise. The document was also
envisaged to provide a Financial Operating Plan (FOP) to direct the ULBs for mobilizing various
financial resources to implement the identified projects, adhering to the JNNURM‟s CDP preparation
toolkit and keeping in view the Master Plan (wherever exists) provisions as prepared by Town and
Country Planning Department. The preparation of the CDP will take advantage of the Revised CDP
preparation toolkit/Heritage cities toolkit prepared by GoI under JNNURM and UADD/CMAMP
guidelines. It is also expected that the CDP would provide Urban Reform Action Plan for the ULBs as
envisaged under JNNURM.
In this regard, MPUADD retained ICRA Management Consulting Services Limited (IMaCS) for
assistance in preparation of City Development Plans for Rehti town.
1.2. Objectives and Scope of Work

The exercise would centre on the following broad objectives:
 The CDP will scale up existing urban development and poverty alleviation schemes within a
comprehensive and coherent strategic planning framework in order to ensure optimal benefit from
available resources for the citizens of the ULBs.
 The CDP should aim to catalyze new thinking and provoke debate through a consultative
stakeholder driven process. The vision and strategic thrusts of the CDP will be built around the
lessons and findings of a comprehensive and rigorous stakeholder consultation and
documentation process.
 It is expected that the CDP will serve the requirements of the UIDSSMT and IHSDP programmes
as well as JNNURM and other development schemes.
City Development Plan - Rehti 22

 The CDP will generate specific priority actions and projects that can be the basis for mobilizing
funding from diverse sources.
1.3. Description of Task (as outlined in RFP)

The tasks to be carried out for the preparation of the CDP of Rehti as outlined by MPUADD are
detailed below:
1.3.1. Inception
The purpose of this stage is to review and analyze the current status and unique features of the town
with regard to the state of its development, systems and procedures, as equally its institutional and
financial context. This stage is meant to identify the strengths and weaknesses in the city‟s
development and to provide an understanding of what impedes service delivery and management
within the existing set-up and what contributes to better service provision. This task will consist of:
Reconnaissance
The Consultant will spend their first week with reconnaissance activities, including:
 Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal Officer,

Heads of Departments, Councillors, representatives of ongoing urban programmes, etc.
 Determine feasibility and composition of a city level Steering Group (comprising of Citizen forum)
for the CDP
 Citizen forum shall be formed comprising of 15 eminent persons from different walks of life.
 Obtain base maps, and available secondary data on the city‟s demographics, master plan, reports
prepared under past and current urban development programmes, ULB‟s annual budget reports,
other reports giving status of service delivery, and other relevant documents on heritage listing,
data on slums and urban poor, government policy documents, etc.
 Identify the line departments and key stakeholders for urban service delivery and development
such as PHED, Town and Country Planning Department, Development Authority, SADA, local
chamber of commerce, NGOs, CBOs, religious organizations, financial institutions, commerce
and industry etc.
 Field reconnaissance to determine growth patterns of the city, characteristics of slums and
environmentally sensitive areas etc.
 Identify economic opportunities and blocks in tapping these (eg. Tourism, industry etc.)
 Mapping : Preparation of City level base maps using Auto-CAD/GIS
Workshop-I: “Kick-off workshop”

The Consultants will organize, with ULB support, a one day kick-off workshop to familiarize the
stakeholders with the purpose, process, and expected outcomes of the CDP, and build enthusiasm,
understanding and commitment to the CDP. The kick off workshop will help in deriving a consensus
along with the stakeholders firming the process and agreeing upon a structured programme to take
the CDP forward. The formation of the Steering Group will also be announced as well as the sectors
for which detailed analysis will be carried out.
Stakeholders for the kick off workshop may include:
 Elected representatives, Mayor/President, Municipal Commissioner/Chief Municipal Officer etc.

 City level planning and service providing agencies viz., ULB, Town and Country Planning
Department, Development Authority, SADA etc.
 Line Departments of the state government such as pollution control board, health department,
tourism department, PHED, PWD, Traffic and Transportation etc
 Private sector agencies such as chambers of commerce and industry,
 Non-governmental and community based organizations
 Representatives of the poor communities
 Representatives of ongoing urban development programmes
 Representatives of media, academic institutions, etc.
Inception report
At the completion of this phase the consultants will present their preliminary analysis, methodology in
an Inception report. Based on their preliminary analysis, consultations and workshop the consultants
will propose special papers (maximum 2) on specific sectors or issues and propose the names of
specialists (approved by the client) who may be commissioned to prepare the same as a part of the
sector analysis/survey. The inception report will be presented to the Steering Group, who will identify
individuals/institutions/working group who will be the local counterparts for the different sectors.
1.3.2. Situation assessment (opportunities, strengths, weaknesses and gaps)

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

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

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

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

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

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

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

Project costing and determination of funding sources
The Consultants will undertake consultations with different stakeholders to determine types and
sources of financing for priority projects from internal resources, state and central governments, local
financial institutions, donors, and through public-private partnerships. The implications of each of
these will be considered.
Scheduling of priority actions and developing a City Investment Plan (CIP)

Based on the availability of resources, logical sequencing of actions and potential for immediate
implementation, the Consultants will prepare a City Investment Plan (CIP) in consultation with ULB
that lays out the cost and revenue estimates of all priority projects in the next five years. The

preparation of the CIP is a reiterative process requiring adjustments to individual projects as well as
changes in scheduling to make the whole package work financially. The City Investment plan would
be supported with a Financial Operating Plan (FOP).
1.3.6. Draft CDP

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

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

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

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

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

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

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

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

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

The expected outcomes of this module from a process stand point include the following:
 To put in place institutional mechanisms including the formation of Steering Group for conduct of
the assignment in a structured consultative manner as envisaged
 To engage with stakeholders and arrive at a shared understanding of the objectives and expected
outcomes of the study
 Apart from this, our team would use this as a preparatory stage to
a) Review and analyze the current status and unique features of the city with regard to the state
of its development, systems and procedures, as equally its institutional and financial context.
b) Identify the strengths and weaknesses in the city‟s development and to develop an
understanding of what impedes infrastructure provision and service delivery and management
within the existing set-up and what contributes to better service provision.
c) Do a rapid assessment through interactions with stakeholders and initial data collection to
capture previous and on-going development initiatives to factor the same in the Consultations
and Analysis module.
We concur with the broad activities and tasks outlined under the Inception stage by MPUADD
including the following:
 Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal Officer,

Heads of Departments, Councillors, representatives of ongoing urban programmes, etc.

 Citizen forum shall be formed comprising of 15 eminent persons from different walks of life.
 Obtain base maps, and available secondary data on the city‟s demographics, master plan, reports
prepared under past and current urban development programmes, ULB‟s annual budget reports,
other reports giving status of service delivery, and other relevant documents on heritage listing,
data on slums and urban poor, government policy documents, etc.
 Identify the line departments and key stakeholders for urban service delivery and development
such as PHED, Town and Country Planning Department, Development Authority, SADA, local
chamber of commerce, NGOs, CBOs, religious organizations, financial institutions, commerce
and industry etc.
 Field reconnaissance to determine growth patterns of the city, characteristics of slums and
environmentally sensitive areas etc.
 Identify economic opportunities and blocks in tapping these (eg. Tourism, industry etc.)
 Mapping : Preparation of City level base maps using Auto-CAD/GIS
This module will culminate in conduct of a one-day kick off workshop with stakeholders. The purpose
of the kick-off workshop would be build participative energy and commitment of stakeholders for the
study through articulation of the purpose, process, and expected outcomes of the CDP, and achieving
a shared understanding of the same. The kick off workshop will help in deriving a consensus along
with the stakeholders firming the process and agreeing upon a structured programme to take the CDP
forward. Further the institutional structures including the Steering Group for the consultative process
will also be spelt out during this workshop. Following the workshop, we would submit an Inception
Report and follow it up with a presentation to MPUADD and the ULB.

Exhibit 1-1: Approach & Methodology
1.4.4. Module II: Consultations and Analysis

Module II will form the heart of the exercise in terms of conducting a Situation assessment followed by
a) crystallizing a Vision for the City and sector level goals and strategies and b) evaluation of
strategies and finalizing priority actions at a sector level.
This module will start with the Situation assessment covering Sector level analysis and development
of the Town profile, moving on to formulation of a Vision for the town and translating them into
Strategies, Priority Projects and Reform Actions. While there are self-contained sub-modules within
this step, we have clubbed them into Module II, given the highly consultative as well as data
collection/reconnaissance intensive nature of these steps and the iterative linkages between these
steps.
Given the multiple and heterogeneous set of stakeholders involved, we expect to use a range of
instruments to capture diverse inputs for the exercise as indicated below:
 Workshops – As suggested by MPUADD

 Brainstorming Sessions – For discussions with Elected Body, Residential/Trade associations.
 One-on-One meetings/interviews – Town officials, Government Departments, Chief Municipal
Officer, Elected representatives, MLA/MPs, and other important opinion makers.
 Limited quantitative surveys – To get a pulse of wider perceptions and priorities of the
general public.

In addition, we would have a significant on-the-ground interaction effort through our research and
support staff to compile data and information from the cities. From our experience in handling such
studies, very often it is critical to spend substantial time with ULB staff/do sample based field visits
given the data and information availability related limitations. Such interactions enable us capture
qualitative insights and serve to provide surrogate inputs to validate and overcome the generally
faced limitations of data availability. For instance, we tend to collect budget documents at the
beginning at the study and do the analysis of financials in parallel. A time period wise analysis of
revenue and costs along with their drivers enable us to spot data discrepancies in the initial stages
and help us to identify areas where greater time is required for data collection/scrutiny. Similarly in the
area of service levels benchmarking, we tend to do a physical reconnaissance of municipal assets to
validate reports made available to us. For instance, we typically do visits to select water distribution
stations to assess the validity of the broader service level reports generated.
We concur with the activities and steps identified by MPUADD in the Terms of Reference in moving
from a Situation Assessment to formulate the City Vision and translating that to Sector strategies and
priority projects. Some specifics of our approach along each of these steps are described below:
Sector Analysis
We would choose the specific sectors/issues for preparing detailed sectoral papers, based on the
criticality of the sector (as viewed by the stakeholders) and the baseline status of the prevailing
service levels in that city. While the exact list of sectors would be finalized following consultations, an
indicative list of sectors that tend to come out as critical areas include the following:
a) Water Supply
b) Sanitation and Sewerage
c) Solid Waste Management
d) Urban Housing
e) Public Transportation
f) Social amenities and infrastructure including Schools, Hospitals, Markets
g) Heritage & Tourism
We expect the sector level analysis to cover the following steps.

a) Review the baseline status of the sector in terms of operational service level and financial
indicators vis-a-vis benchmarks/norms and desired levels of service to arrive at the normative
gaps.
b) Identify the possible alternatives for improving service levels, policy

changes/implications and the magnitude of investment required to improve service levels
in a time-bound manner.
c) Develop a sector strategy, targets for service level improvement and a list of potential
priority projects to be undertaken along with an expected level of improvement in service
levels through implementation of these projects.
These steps would be undertaken in consultation with local counterparts and will be supported by
special papers commissioned by the TA team. While carrying out the sector level analysis, aspects

relating to the need for provisioning for urban poor, broad review of cost-benefits including social and
environmental impacts would be factored.
City Profile
In profiling the City and crystallizing its SWOT (Strength, Weakness, Opportunity, and Threat), we
would look at slightly wider issues beyond sectoral dimensions to cover the following:
 Spatial growth patterns and drivers

 Economic growth drivers - intrinsic and potential
 Infrastructure - Physical and Social
 Issues relating to Environment sustainability
 Extent of Urban Poor and their requirements
 Institutional Capacity gaps and requirements.
As can be observed, the idea is to get an over-arching and a holistic idea of the town‟s future growth
directions (both economic and spatial) to understand the implications for physical infrastructure and
administrative capacity building needed to support this growth.
The city profiles would also then draw from the Sector analysis and provide an assessment of the
existing situation in all the sectors identified, emerging issues, analysis and projection of the present
gaps and future requirements. This will be done within the framework of parameters relating to
demography, economic base, finance, physical and environmental issues, infrastructure, institutions
and universalization of services especially for the poor.
City Vision
Exhibit 1-2 presents an extract from the JNNURM Toolkit on the aspects to be considered in
developing a City‟s Vision which we believe summarizes the key contours of a City level Vision
formulation quite succinctly.
The City Profile will be presented to the stakeholders and Steering Group followed with a discussion
on city perspective and city priorities as perceived by the stakeholders. With the background of city
profile, perspective and priorities, the participants will contribute to developing a collective and shared
vision for the city. Discussion will be initiated on strategies, priorities and major actions that may be
required in the next fifteen years to move towards the vision.
Exhibit 1-2: Developing a City Vision (Source: JNNURM Toolkit)
Developing a vision for the city is central to the preparation of a CDP. A vision is a statement of where
the city wishes to go, within a given timeframe, and is often expressed in terms of clear expectations.
It defines the potential of the city and reflects its unique attributes in terms of comparative and
competitive advantages, values and preferences of the city‟s residents, relationship of the city to the
state, national and global economies, and of course, the history and physical characteristics of the
city. A vision aligns stakeholders‟ energies to work cohesively for the development of the city. Cities
need to systematically consider the future, and design strategies to accordingly shape the future. All
objectives, strategies, programmes and projects must be aligned with the vision of the city.
Developing a common vision requires a significant effort of consensus building in order to balance the
competing demands arising from different economic infrastructure sectors, as also from different
interest groups within the city. In order to achieve an understanding on a common vision, it is useful to
choose “milestones” and targets such as provision of a minimum level of services to all; public
disclosure and transparency in the formulation of budget proposals; introduction of a single window in

matters of service delivery and management and the like. In developing the vision, cities must choose
a set of criteria that are directly relevant to the JNNURM components. It is important that when cities
define outcomes and milestones on the vision, they ensure that these are measurable and have a
time frame.
Sector Strategy and Goals

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

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

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

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

 Needless to mention the 5 year action plan would involve an iterative process and would factor
inputs from consultations with stakeholders on priority projects to be taken up in consonance with
the City Vision, Sector wise strategy and service level targets.
Submission of City Development Plan, Consultations and Finalization

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

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

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

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

1.5.3. Formation of Steering Group
City Level Steering Group is a group of eminent persons who can play a key role in the successful
completion of this study. This group is entrusted with the duties of reviewing all the reports and
primary consultations for all purposes. The members of the steering group are as given in Exhibit 1-3.
The meeting with City Level Steering Group was done to appraise the stakeholders on the gaps and
the visioning exercise of the city and for discussion on strategies and action plan to achieve the
decided vision.
Exhibit 1-3: Members of Steering Group
S. No. Designation / Department Name of the Official met
1 Collector, Sehore Mr.Dr. Sanjay Goel
2 SDM Mr. Ichhichit Garpale
3 CMO Mr. N.S Raghubanshi
4 Adhyaksh Mr. Raghuvir Singh Patel
5 Upadhyaksh Mr. Santosh Panchavya
1.5.4. Workshops
The objectives and outcomes of various stakeholder workshops are:
 Kick-off Workshop – Inception Workshop
A workshop was organized to familiarize the stakeholders with the purpose, process, and expected
outcomes of the CDP, and build enthusiasm, understanding and commitment to the CDP. The kick off
workshop helped in deriving a consensus along with the stakeholders firming the process and
rd
agreeing upon a structured programme to take the CDP forward. It was held on 3 Nov 2011.
Presentation was followed by a participative session on “discussion & suggestions.” Outcomes of this
workshop were; familiarization of stakeholders with the purpose, methodology & expected outcomes
of the study, improvisation in our understanding of city & its problems, innovative approaches to
counter existing problems and building of enthusiasm, understanding and commitment for the
successful completion of a comprehensive and ambitious but implementable, City Development Plan.
 Second Workshop – City Vision, Sector Goals, Strategies and Prioritization

st
Second formal meeting addressing all stakeholders happened during second workshop on Dec. 21 ,
2011. Presentation was followed by a participative session and questionnaire round, which helped in
finalizing the city vision, sector goals, strategies and priority actions for the development of the town.
This workshop culminated in the consolidation of strategies, priority actions and projects.
 Third Workshop – Draft CDP Workshop
The third workshop was conducted on 27th August, 2012 at Rehti. In this workshop, findings and
recommendations to achieve the vision has been presented to the stakeholders. Detailed list of
proposed projects with broad cost estimates have been shared along with the sustenance capacity of
ULB. This workshop also discussed about the reform process to make ULB more efficient. This
workshop culminated in the consolidation of draft CDP and comments to improve sectoral issues
have been suggested by stakeholders.

The detailed proceedings of various stakeholder workshops are provided in Annexure 1. The second
workshop also included a questionnaire survey to elicit stakeholders‟ responses on key issues faced
by city and extent of their severity. The details pertaining to questionnaire survey, viz. objective,
methodology, questionnaire, analysis and findings, are provided in chapter 8 and questionnaire is
attached in Annexure 2.
1.6. Report contents

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

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

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

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

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

2.4.1. Topography

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

Rehti Nagar Parishad spreads over an area of 9.28Sq.Km and is divided into 15 wards. The
population of the town is 11,616 as per the provisional data of census 2011. The total area consists of
developed and undeveloped land. The existing municipal area includes both built-up area and
agricultural area, which has been discussed in detail in fifth chapter.

The master plan for the town has not been prepared. It has been observed that a large component of
the existing municipal area is undeveloped, thus it creates space for the spatial development of the
town. Refer Map 1 and Map 5 in Annexure 5
2.6. Conclusion
This chapter dealt with the physical features of the town which included topography, natural drainage,
climate, and rainfall and wind direction. It also provided information on its location and connectivity.
The next chapter discusses the demographic profile of the town.

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

As per the Census of 2011 (Provisional Data), the population of the town is 11606. Exhibit 3-1
provides a snapshot of the population growth over the last few decades. The population growth rate
had been very fluctuating in the town. The town has experienced firstly increase in growth rate and
then decrease in growth rate.
Exhibit 3-1: Population Growth Trends
Census Population Decadal Growth
Year Total Change Rate (%)
1991 7,502 7,502 -
2001 9,742 2,240 30
2011 11,616 1,874 19
Source: Rehti Nagar Parishad
3.3. Population density

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

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

The town has been delineated in 15 wards. The details of the ward-wise population have been shown
in Exhibit 3-4. Ward number 15, which covers the largest area in the town, has the highest proportion
of population. The population densities for all the wards have also been presented in the Exhibit 3-4. It
is clearly visible that ward no. 6, 7, 11, 12 and 14 are very densely populated wards as compared to
other wards. Map 5 of Annexure 4 shows the location of densely populated wards in the town.
Exhibit 3-4: Demographic Details
Ward No. Population 2011 Population Density (pph)
1 530 5
2 748 11
3 1042 17
4 1027 19
5 513 18
6 533 44
7 520 25
8 566 8
9 1631 11

Ward No. Population 2011 Population Density (pph)
10 860 18
11 656 29
12 597 26
13 534 7
14 449 28
15 1410 8
Total 11616 2
Source :Census of India (*Provisional population as per Census 2011), Rehti Nagar Parishad and IMaCS
3.6. Issues
 As discussed above there are 5 notified slums in the town which inhabit 3391 population of the
town, constituting about 29% of the total population of the town. Therefore it is important to
propose and develop adequate physical and social infrastructure for current and future needs of
the slum population.
 A higher proportion of females among the illiterates indicate lower attention paid to female
education.
 The population growth rate over the past decade of 2001-2011 has reduced, mainly because of
the less employment opportunities in the town and its surroundings.
3.7. Conclusion
This chapter discussed population growth trend and population density of the town. It was followed by
the analysis of other demographic indicators and ward-wise populations. The chapter ended with
population projections for next 25 years. The next chapter deals with the socio-economic profile of the
town.

4. Socio Economic Profile of the Town
4.1. Introduction
Socio-Economic profile of a region provides an overview of its social indicators and economy. The
section on Social Indicators includes Sex Ratio, Literacy Rate and Average Household size. This is
supported by the detailed profiling of occupations of population. The economic profile of a town
provides an understanding of its economic base and trade & commerce activities. These indicators for
the region will help in identifying areas that need policy and programmed interventions, setting near
and far-term goals, and deciding priorities.
4.2. Indicators
The social indicators including sex ratio, literacy rate and household size has been presented ward-
wise in the Exhibit 4-1 below.
Exhibit 4-1: Ward Wise Social Indicators
Ward Total Population HH Sex Literates Literacy

No. Household Size Ratio rate (%)
Total Male Female Total Male Female
1 136 530 281 249 3.9 886 442 257 185 83
2 149 748 364 384 5.0 1055 595 307 288 80
3 187 1042 547 495 5.6 905 707 419 288 68
4 203 1027 538 489 5.1 909 684 393 291 67
5 84 513 251 262 6.1 1044 369 194 175 72
6 109 533 267 266 4.9 996 400 222 178 75
7 86 520 270 250 6.0 926 398 226 172 77
8 110 566 298 268 5.1 899 443 251 192 78
9 299 1631 856 775 5.5 905 1190 682 508 73
10 157 860 449 411 5.5 913 522 302 220 61
11 115 656 337 319 5.7 947 459 248 211 70
12 108 597 312 285 5.5 913 459 251 208 77
13 96 534 291 243 5.6 835 392 230 162 73
14 83 449 245 204 5.4 833 330 200 130 73
15 286 1410 747 663 4.9 888 831 484 347 59
Total 2208 11616 6053 5563 5.3 919 8221 4666 3555 71
Source: Census of India (*Provisional population as per Census 2011), Rehti Nagar Parishad and IMaCS
4.2.1. Sex Ratio

Madhya Pradesh‟s sex ratio has increased from 920 in 2001 to 930 in 2011. It is still lower than the
national levels. India‟s sex ratio was 933 in 2001 and has increased to 940 in 2011. If we look at the
sex ratio at district level in last two decades, the encouraging figures are noticeable. The sex ratio has
increased from 898 to 908 and then to 918 in 1991, 2001 and 2011 respectively in Sehore District.
Sex ratio 919 of the town is lower than national levels of 940 and the state levels of 930. Government
of Madhya Pradesh had started some effective schemes and interventions for the welfare of women
which is improving the situation in the state. The schemes that focus on sex-ratio sensitivity is „Ladli

Laxmi Scheme‟, which is handled by Department of Women and Child Development, Madhya
Pradesh for betterment of sex ratio, education and health status of girl child
Exhibit 4-2 categorizes wards into four categories based on the sex ratio. It can be observed that only
two ward number i.e. 2, 5 have more female population than male population. Sex ratio of 5 wards is
less than 900 which is less when compared to state average (930) or national average (940). A ward
wise sex ratio map is presented in Map 6 (attached in Annexure 4).
Exhibit 4-2: Categorization of Sex Ratio
Sex ratio Number of wards Ward Number
Less than 900 5 1,8,13,14,15
900-950 7 3,4,7,9,10,11,12
950-1000 1 6
More than 1000 2 2,5
4.2.2. Literacy Rate

The total literate population is 71%. The literacy rate in females is lower than males as visible from
Exhibit 4-1. This can be attributed to low importance attached to female education. The initiation of
centrally sponsored schemes in Education such as District Primary Education Programme, Sarv
Shiksha Abhiyaan and Education Guarantee Scheme at school level had contributed in the increased
level of literacy in the state in last two decades; but the most effective scheme had been „Padhana-
Badhana‟ Movement for literacy by Government of Madhya Pradesh which was started in 1996-97. As
per 53rd round of National Sample Survey (NSS), it was established that there was nearly 11.8%
increase in the rate of literacy of the state from 1991 to 1997, which to some extent was due to
Padhana-Badhana Movement. According to provisional Figures of census 2001, the Literacy rate had
increased from 44.20% to 64.11% which reflected 19.19% increase in literacy rate within a decade.
Other schemes which attributed to increasing literacy rate in last two decades includes up-gradation
of Madarsa‟s scheme, „Free of cost Distribution scheme of text books‟, „Book – Bank Scheme‟, „ Free
of Cost School Uniform Scheme‟, etc.
It can be seen in Exhibit 4-1 that the literacy rate varies from about 59% to 83% in the 15 wards.
Exhibit 4-3 categorizes the wards into three different categories based on the literacy rate. Literacy
rate of 1 ward (15) lies below 60% range. Maximum number of wards (3, 4, 5, 6, 9, 10, 11, 13, 14)
have literacy rate in 60-75% range. Rest 5 wards have literacy rate above 75%. Overall literacy rate of
Rehti is higher as compared to the state‟s literacy rate (70.3%). A ward wise literacy map in presented
in Map 7 (attached in Annexure 4).
Exhibit 4-3: Categorization of Literacy Rate
Literacy Rate Number of wards Ward Number
Below 60% 1 15
60-75% 9 3,4,5,6,9,10,11,13,14
Above 75% 5 1,2,7,8,12
Source : IMaCS Analysis
4.2.3. Household Size

The town has 2192 households in 2011 and the average household size has lowered down from 5.3.
Ward number 7 has high household size i.e. 6 due to the presence of slum population in the ward.
4.2.4. Workforce participation

As per “Census of India,” Workers have been classified as Main workers, Marginal workers and Non
workers depending on duration of their work months. Another classification has been on the basis of
nature of work performed; Cultivators, Agricultural Laborers, Household Industry Workers and Other
Workers. The details of the workforce for 2001(since the numbers for 2011 are not available) have
been shown in Exhibit 4-4
Exhibit 4-4: Work force Details
S.No. Category Total Percentage
1 Total Population 9742
2 Total Workers 2763
3 WPR 28.4%
1 Main Workers 2362 24

2 Marginal Workers 401 4
3 Non-Workers 6979 72
1 Cultivators 792 14
2 Agricultural Labourers 1276 23
Household Industries
3 168
Workers 3
4 Other workers 3290

60
Source :Census of India, 2001
In 2001, the workforce participation rate of the town was 28.4% which was very low as compared to
national rate of 39% and state rate of 42.7%. Other than this, it is very much observable that around
37% of the workers are involved in agricultural pursuits, which includes both cultivators as well as
agricultural laborers. Workers engaged in other services also account for a large proportion (60%).
Almost 72% of the workers fall under Other Workers category. The type of workers that come under
“Other Worker” category include all government servants, municipal employees, teachers, factory
workers, plantation workers, those engaged in trade, commerce, business, transport banking, mining,
construction, political or social work, priests, entertainment artists, etc. Agriculture and related
activities
Agriculture is a strong economic base in this region. Rehti has a Krishi Upaj Mandi (category C) which
occupies an area of 5.6 hectares. The produce from region is exported to surrounding areas as well
as throughout the state.
4.2.5. Industrial activities

The small and medium forest based enterprise (Rehti SMFE) jointly initiated by Indian Institute of
Forest Management, Bhopal and Forest Development Agency, Sehore in Sehore Forest Division with
financial support from National Afforestation and Eco Development Board, MOEF, GOI was aimed at
conservation of natural resource through improvement in livelihood of collectors. The Rehti Medicinal
and Aromatic Plant unit is a small processing centre for herbal products located at Rehti Range of

Sehore Forest Division. Raw materials are collected by primary cooperative society members from
nearby forest areas, which are then, after primary processing, are converted into various type of
herbal products at the processing units. The activities identified under Rehti natural resources project
include- training and capacity building of self-help groups in resource augmentation, good collection
and harvesting practices, processing and value addition, quality packaging and production, market
linkages, network and brand building.
4.2.6. Trade and Commerce

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

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

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

Figure below Map 3 Annexure 4 shows the municipal jurisdictional area limits of Rehti Nagar
Parishad, its landmarks, linkages within the town and various facilities of the town. It can be seen that
the state highway plays a major role in the city. The State Highway acts as the main artery for
connecting to different towns.
Land-use analysis
Master plan for the town is not yet prepared. The existing land use pattern of Rehti (Exhibit 5-3)
shows that 30 percent of the total area of Nagar Parishad is coming under Agricultural use. The
developed land consisting of residential, roads and institutional areas is almost equal to remaining
70%. The broad tentative existing land use of the town has been represented in Map 8 (Annexure 4).
The broad land use pattern shows that the institutional area consisting of mainly administrative
buildings are along arterial road of the town.

Exhibit 5-3: Land use Pattern
S. No Land use category Area (Ha) Percentage Overall Percentage
1 Residential 324.8 50 35
2 Commercial 97.44 15 10.5
3 Transportation 129.92 20 14
4 Institutional 64.96 10 7
5 Parks/ Playgrounds 32.48 5 3.5
Developed Area 649.6 100.0

6 Agriculture 278.4 100 30
Undeveloped 278.4 100.0
Total 928 100.0
Source: Land records and Revenue Department, 2011
5.3. Housing scenario

5.3.1. Present and future Housing demand
The average household size of the town is 5.3, therefore the future demand of houses has been
calculated after every ten years as shown below in Exhibit 5-4. It is seen that number of houses are
2192 in year 2011 would reach 3855 by the year 2035.
Exhibit 5-4: Future Housing Demand
2011 2015 2025 2035
Population 11616 12778 16182 20431
No. of Houses 2192 2411 3053 3855

5.3.2. Illegal colonies

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

The town has been expanding along the state highway and is expected to further grow at a much
higher rate towards Salkanpur. As the population grows in the town, it is expected that the process of
sub-divisions and selling plots would increase due to rising land values, and more residential
development would take place in southern part of the old town and northern part of the Mandi. This
area is good for habitation but it needs support infrastructure for sustaining good quality of life. The

broad estimated land use has been shown in Map 9 (Annexure 4), which represents the future growth
of the town spatially.
The people and officials feel that their expansion has suffered because of no major source of
employment other than agriculture. Thus, in the past few years, Rehti has missed on the opportunity
for further development and employment generation. Rehti has Salkanpur temple which is a major
tourist destination and thereby provides a great opportunity for economic development. The existing
herbal manufacturing unit has also not developed to its potential.
5.4. Issues
 The population densities in the core area are substantially high and are near to the permissible
limits as prescribed in the UDPFI guidelines as compared to other wards. Initiatives should be
taken for provision of infrastructure facilities in core wards in order to cater to maximum number
of residents.
 The irregular and unorganized development in the town has increased and has degraded the
quality of life. There is a need to prepare a master plan for regulated land development and
proper management and development of the town.
5.5. Conclusions
This chapter dealt with the spatial growth trend and past trend on Rehti‟s expansion in its existing
state. The ward maps and land use pattern and housing scenario have also been discussed in detail.
The chapter ended with a brief note about the growth possibilities.

6. City‟s Infrastructure – Existing Status, Gaps, Issues,
SWOT, Goals and Strategies
This chapter deals with the current status of various components of city infrastructure and services
provided by the Rehti Nagar Parishad. Various sectors/services have been analyzed in accordance
with the methodology mentioned below. Sectors / Services identified for the analysis have been
classified into following categories:
 Water supply
 Sewerage and Sanitation
 Solid waste management
 Drainage
 Traffic and Transportation
 Street Lighting and Fire Fighting
 Urban Poor and their accessibility to basic services
 Health
 Education
 Environment
 Heritage and Conservation
 Institutional Framework
6.1. Water supply

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

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

6.1.2. Water Supply Connections
Exhibit 6-1: Water Supply Connections
Water Supply Connections Number

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

Sehore district forms a part of Malwa plateau with an undulating topography. The geological strata of
the district comprise of three different formations namely; vindhayan formation, alluvium and Deccan
trap. About 85% of the area in the district is occupied by Deccan trap, 10% by alluviam and the
remaining 5% by vindhyan formation in Sehore district. Sehore district has 5 blocks namely Sehore,
Budni, Nasurallahganj, Ichhawar and Ashta.
As per the ground water booklet on Sehore district by Central Ground water board, a major portion of
Budni block falling under south eastern part of district is covered with Vindhayan formations which
comprise of sandstone, shale, quartzite and breccia. These formations are generally poor aquifers but
when they are subjected to weathering and jointing, they become moderately yielding aquifers. The
depth to water level in this formation varies from 4.85m to 9.50m bgl and season water level

fluctuation ranges from 0.85m to 3.0 m. The yield of wells in this formation varies from 1 to 3 lps.
Major portion of alluviam occurs along narmada river falling in Budni block and small linear patches
occur along parbati river in the western side of the district. It majorly consists of clay, sand, silt, gravel
and pebbles. The yield of wells in this formation varies from 5 to 10 lps. The remaining portion in the
district falls under Deccan trap formation which covers 85% of the total area of district. The yield of
wells in this formation varies from 1 to 5 lps.
The quality of ground water in the district has been assessed by central ground water board by
analyzing ground water samples in the district. From the samples it is observed that PH values of all
water samples vary between 7.27-8.07 which shows alkaline nature of the water in the district.
Ground water in the district is generally low to high saline as electrical conductivity varies from 465 to
2100. Highest EC values (exceeding 1000) have been found in Ashta (2100) and Bhikhileri (1830)
villages. Nitrate level in Sehore district varies from 5.6 to 358 mg/l. The concentration of nitrate
exceeding 45 mg/l has been found in Ashta (358 mg/l), Bhaya (59 mg/l) and Jattakheda (51 mg/l).
The excessive concentration of nitrate levels may be due to localized pollution or excessive use of
fertilizers in the district. The hardness of ground water in the district has been found safe except in
Ashta (705) which crosses the limit of 600 as per BIS standards. The study also analyzed that the
district has no problem with the fluoride since all wells have fluoride less than 1.5 ppm. No arsenic
content has been detected in the ground water of the district.
6.1.4. Present and Future Demand and Supply Gaps

Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Water supply service
provided by Rehti Nagar Parishad. It also provides a snapshot of comparative analysis of existing
level of service with level of service desired under the Urban Development Plans Formulation &
Implementation (UDPFI) guidelines.
Exhibit 6-3: Water Supply: Demand and Supply Gap Analysis
Existing and Service Gap by Year Service Gap by Service Gap by

Desired Level 2015 Year 2025 Year 2035
Demand
Service Existing Desired Existing Demand Gap - – 2025 Gap - Demand – Gap -
Indicator
Head Level Level (2011) – 2015 2015 2025 2035 2035
Source Daily per

Augmentati capita 43 135 0.5 1.72 1.22 2.18 0.46 2.76 0.57
on Supply
%
Treatment
Treatment 0 100 0 1.72 1.72 2.18 0.46 2.76 0.57
capacity
Capacity
I.D as %
Distribution
of Road 80 85 11.6 19.01 7.41 24.07 5.06 30.39 6.32
Network
Length

Demand
Service Existing Desired Existing Demand Gap - – 2025 Gap - Demand – Gap -
Indicator
Head Level Level (2011) – 2015 2015 2025 2035 2035
Elevated
% ESR
Storage
Capacity
capacity 78 33% 0 327 327 444 113 581 141
to Water
w.r.t.
Supplied
Supply
It is evident from the Exhibit above that Rehti needs a major revamping in “Water Supply” sector as
current level of service, 43 lpcd, fails to full fill the current demand of the town. The huge gap in the
water supply area by the year 2015 well underscores the above point. By the end of year 2035, Rehti
would require 2.18 MLD of water i.e. an addition of around 0.46 MLD to the capacity in year 2015.
Rehti also falls behind in meeting the standards of UDPFI guidelines in the area of storage capacity
w.r.t. supply. The town also requires a treatment plant to treat the raw water.
6.1.5. SWOT analysis

Strengths Opportunities
 Nearness to Babar River which is at a  Metered connections could be a major
distance of 2.5 kms from Rehti. source of revenue to the municipality
 Improvement in the level of service by
augmenting daily supply of water and
storage capacity.
 Installation of treatment plants to improve
the quality of drinking water.
Weaknesses Threats
 Poor maintenance of water supply  Wastage of water in terms of supply and
infrastructure transmission could result in economic loss
 20% of water is getting wasted on supply to the municipality.
and transmission  Dependence on Tube-wells for water
 Lack of proper water treatment facilities supply leads to exploitation of underground
 Lack of continuous(24X7) water.
supplyUnmetered water connections  Unwillingness of users to pay water
charges.
6.1.6. Issues
 Lack of water treatment plant in the town.
 Unmetered water connections in Rehti

 Rehti has 15 wards with a population of 11616 in 2011, and as per the guidelines 135 lpcd of
water is required but in Rehti only 43 lpcd is available, thus creating a huge gap between the
demand and supply of potable water in the town.
 The water augmentation scheme implemented is not satisfactory as the water demands of the
people are not catered adequately.
6.2. Sewerage
th th
As envisaged in the 12 schedule of 74 Amendment to the Constitution of India, responsibility of
providing services pertaining to sewerage and sanitation within the city limits lie with ULBs.
6.2.1. Existing sewerage system

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

Exhibit 6-4: Sewerage: Demand and Supply Gap Analysis
Existing and Service Gap by Service Gap by

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

 Increased awareness among the  Provision of better services to slum and by
stakeholders for the improvement of improving the sanitation facilities of the city.
sanitation facilities.  Tertiary treatment of the sewage water and
re-using for the municipal purposes can be
explored.

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

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

Public toilets are also inadequate at an existing persons per seat , against 60 people as standard. The
exhibit also provides a snapshot of comparative analysis of existing level of service with level of

service desired under the Urban Development Plans Formulation & Implementation (UDPFI)
guidelines. By year 2035 public convenience having 57 seats would be required as shown in the
Exhibit 6- below.
Exhibit 6-5: Sanitation: Demand and Supply Gap Analysis
Existing/ desired level Service Levels, Demand and Gaps
Service By Year By Year By Year

head Curre 2015 2025 2035
Desire
Indicator nt Existin
d level Deman Ga Deman Ga Deman Ga
level g
d p d p d p
(2011)
Slum
Population
Public
per Seat of
Convenienc 226 60 15 57 42 57 - 57 -
Pub.
es
Convenien
ce
6.3.3. SWOT Analysis

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

As per the information available there are approximately 1710 residences, 500 commercial
establishments, 450 trade & commerce, 1 hospital and 15 public/ semi-public settlements, 200
government establishments in the city. Solid waste generated from these settlements is collected
daily and disposed of at demarcated vacant space in every ward. Garbage from here is collected in
vehicles and transferred to the compost point which is at a distance of 3 km from the city. Area under

the compost trench is approximately 5 acres. Rehti Nagar Parishad constitutes a committee for
cleanliness of the town under the councilors.
As per the data available, it is seen that 3 metric tonnes of waste is generated and collected per day.
About 1.5 tons of waste is generated from commercial markets and the remaining 1.5 tons is
generated from residential premises. There are 15 dustbins each having a capacity of 0.5 tonne. 2
tractor trolleys having a capacity of 0.5 tonne are used by the ULB for collecting and disposing
garbage. They make 4 trips per day covering a distance of 3 km (one side) in each trip. 15 pushcarts
are also used for collection of garbage at source.

Exhibit 6-6: Solid Waste Management: Demand and Supply Gap Analysis
Service Indicato Existing Desired Existing Demand Gap - Demand – Gap - Demand Gap -
Head r Level Level (2011) - 2015 2015 2025 2025 – 2035 2035
In
Waste
grams/ 213 250 3 3.05 3.89 4.92
Generated
person
Push
Primary Carts/ 15 15 16 1 18 2 22 4
Collection Trolleys
Commu
15 15 6 8 0 10 0
nity Bins
Secondary Tractors
0 0 3 3 3 1 3 1
Collection
Landfill
Disposal 5 - 5 0.22 0 0.86 1.68
Site
The above Exhibit 6- shows that the quantity of waste generated per capita is within the prescribed
limits. As per the standards waste generated per capita should be up to 250 grams whereas the
quantity of waste generated per capita in Rehti is 213 grams. But it is also seen that in the coming
years as the town would develop, the amount of waste generation would increase and exceed the
prescribed standards. As per the above table garbage generated per capita would be 3.89 tons by
2025, hence it is necessary to fulfill the gaps which would be created in future. It is also seen that as
per the standards, there should be adequate number of wheel barrows/ handcarts for collecting waste
from 100% of the households. But from the table above it is clear that the demand of these handcarts
would also increase and there would be a gap of 1 hand cart by 2015 which would raise to 2
handcarts by 2025 and 4 handcarts by 2035. It is also observed that a gap of 3 tractor trolleys used
for transferring garbage to compost site will be created by the year 2015. The Exhibit above also
gives an idea regarding the standards prescribed by UDPFI guidelines and CPHEEO guidelines

 Sufficient waste collection capacity  Existing infrastructure can be utilized in an
 Potential for income generation through effective manner.
processing solid waste  Private participation could be explored for

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

Exhibit 6-7: Drainage: Demand and Supply Gap Analysis

Service Existing Desired Existing Demand Gap - Gap - Gap -

Indicator Demand - Demand -
Head Level Level (2011) - 2015 2015 2025 2035
2025 2035
Road
Length
Covered 131 130 19 29.07 10.07 36.81 7.75 46.48 9.67
with
Drains
Network % of
Type Kutcha 34 0 6.50 - (6.50) - - - -
Open

Service Existing Desired Existing Demand Gap - Gap - Gap -

Indicator Demand - Demand -
Head Level Level (2011) - 2015 2015 2025 2035
2025 2035
% of
Pucca 66 33 12.50 9.59 (2.91) 12.51 2.56 15.34 3.19
open
% of
Pucca 0 67 0 19.48 19.48 24.67 5.19 31.14 6.48
closed
Kutcha
open to
- - - - - - - - -
Pucca
open
Kutcha
Up Open to
- - - - 6.50 - - - -
gradation Pucca
Closed
Pucca
Open to
- - - - 2.91 - - - -
Pucca
Closed
Pucca
Open - - - - - - 2.56 3.19
New Drains
Formation Pucca
Closed - - - - - - - - -
Drains
The above Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Drainage
network provided by Rehti Nagar Parishad. It also provides a snapshot of comparative analysis of
existing level of service with level of service desired under the Urban Development Plans Formulation
& Implementation (UDPFI) guidelines.

 Presence drainage system in some parts of  Development of an integrated drainage
the town. network to support the increasing
population of the city
 Strengthening of existing drains to avoid
floods
Weaknesses Threats
 Encroachments of natural drains  Encroachments and improper maintenance
 Mix of sewage and solid waste in the drains of existing drains resulting floods every
 Low capacity of existing drains. year
 Lack of maintenance leading to clogging of  Mix of sewage and solid waste resulting in
natural drains polluting the environment

6.5.4. Issues
 The existing drainage system needs a major revamping, as it is badly dilapidated and
encroached at many places.
 Efforts should be made to develop a new drainage system.
 All the existing drains should be properly cleaned at regular intervals to avoid flooding during
monsoons.
 Efforts should be made to stop encroachment of the existing drains.
 Awareness programs to be conducted for local citizens to prevent garbage dumping in open
drains.
6.6. Traffic and transportation

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

Exhibit 6-8: Traffic & Transportation: Demand and Supply Gap Analysis
Existing and Service Gap by Year Service Gap by Year
Desired Level 2015 2035
Existin
Service Existing Desired Deman Gap - Gap - Gap -
Indicator g
Head Level Level d - 2015 2015 Demand - 2025 2025 Demand - 2035 2035
(2011)
Concrete (%) 59 30 8.50 6.71 - 8.50 1.79 10.73 2.23
Road Type Black Top (%) 0 70 - 15.65 15.65 19.82 4.17 25.03 5.20
WBM (%) 7 0 1.00 - - - - - -
Cut Stone/
Earthen/Others 34 0 5.00 - - - - - -
(%)
BT to concrete - - - - - -
Improveme
nts
WBM to BT - - 1 - - - -
Earthen to BT - - 5 - - - -

Existin
Service Existing Desired Deman Gap - Gap - Gap -
Indicator g
Head Level Level d - 2015 2015 Demand - 2025 2025 Demand - 2035 2035
(2011)
Concrete - 1.19 1.49
New
Formation
Black Top 9.65 4.77 5.95
Exhibit 6- summarizes the current status and Demand-Supply Gap analysis for Traffic and
Transportation provided by Rehti Nagar Parishad. Exhibit 6- also provides a snapshot of comparative
analysis of existing level of service with level of service desired under the Urban Development Plans
Formulation & Implementation (UDPFI) guidelines.

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

6.7.1. Existing situation of Street lights

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

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

 Existing base can be utilized to provide a  Halogen lamps and tube lights can be
uniform coverage throughout the city. replaced by CFL to reduce the electricity
consumption
Weaknesses Threats
 Current level of service is 48 meters which  Lack of maintenance can degrade the
is not adequate as compared to the UDPFI existing infrastructure
guidelines.  Illegal connections would result high
percentage of power bills.
6.7.4. Issues

 As the responsibility of laying lampposts and their electrification lies with M.P. State Electricity
Board, there arises an institutional gap between the planning and implementation of installation
of new street lights.
 Power saving street lights should be encouraged.
6.8. Urban poor and their accessibility to basic Services

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

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

6.9.1. Overall Health facilities in the town
There is one primary health centre with 16 beds and a separate Prasuti greh with 14 beds in the town
which caters to the needs of the people. There are private clinics also for providing health services in
the town. Refer Exhibit 6- and Map 7 in Annexure 5

Exhibit 6-11: Health Infrastructure: Demand and Supply Gap Analysis
Existing and Service Gap by Year Service Gap by Year Service Gap by Year
Desired Level 2015 2025 2035
Service Gap
Existing Desired Existing Demand Gap - Gap -
Head - Demand - Demand -
Level Level (2011) - 2015 2025 2035
2015 2025 2035
Governmen
30 50 - 2.74 - 2.66 - 2.69 -
t Hospital
Nursing
0 3 - 9 9 11 2 14 3
Home
Dispensary 0 1 1 1 - 1 - 1 -
6.9.2. Overall Educational facilities in the town

The town has a total of 34 educational institutions; out of which 13 are government institutions and
remaining 21 are private institutes. Out of the government institutions there are 6 primary schools, 3
middle schools and 3 higher secondary schools each and 1 Government College. Refer Exhibit 6-1
and Map 7 in Annexure 5
Exhibit 6-12: Educational Facilities: Demand and Supply Gap Analysis

Service Existing Desired Demand - Gap - Demand - Gap - Demand - Gap -

Head (2011) Level 2015 2015 2025 2025 2035 2035
Primary 6 2500 5 0 6 1 8 2
Middle 3 5000 - - - - - -
H. Sec 3 7500 - - - - - -
College 1 100000 - - - - - -
6.9.3. Issues
The town lacks adequate health infrastructure, there is only 1 community health centre in Rehti, and
so people have to rush to Bhopal for medical treatments during emergencies.
6.9.4. Recreational
In addition to Education and Health infrastructure, there are not many socio-cultural facilities which
form an indispensable part of Social Infrastructure of a city. Some of the socio-cultural facilities in
Rehti are community hall, dusshera ground.
6.9.5. SWOT Analysis

 Initiatives towards developing socio-cultural  Development of new facilities supported by
facilities an up-gradation/improvement of existing
facilities will help in an overall development
of the region.
Weaknesses Threats
 There are no playgrounds in the town for  Lack of funds can derail the much needed
children up-gradation and addition of capacity to the
existing fleet.
Lack of vacant land for development of  Lack of maintenance can degrade the
recreational spaces existing infrastructure.
6.9.6. Issues
 Lack of sufficient parks or green spaces
 Lack of sports facilities like auditoriums, grounds etc
6.10. Local Economy

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

6.11.1. Tourism potential of the town
Rehti is famous for Salkanpur temple which is located at a distance of 4 kms in the east of town. This
temple is visited by pilgrims throughout the year. The temple caters to lot of tourists during yearly fairs
and festivals. The temple is located near Rehti, about 70 km from Bhopal, in Madhya Pradesh. The
temple is situated on an 800-ft high hillock. It has more than 1000 stairs and road connectivity is also
available to reach the top at temple. About four and half kilometre Cement Concrete Road facilitates
the pilgrims to drive up to the top. Due to the proximity of Rehti to Budnighat which is already a part of
tourist circuit, Salkanpur temple can also be included in the tourist circuit.

 Presence of famous Salkanpur temple  Could be a major tourist hub, if included in
 Lies close to the tourist circuit route of the tourist circuit due to the presence of
Budni- Bhimbetka. Salkanpur temple.
 If Rehti is promoted as a tourist destination,  Employment generation in the town would
it would boost the economy of the town. be boosted, once Salkanpur tourism is
promoted.
 Development of Salkanpur temple, can
become an important source of revenue for
the Nagar Parishad
Weaknesses Threats
 Huge gap in the existing level of service.  Insufficient measures to conserve the
 Lack of organized parking lots at Salkanpur temple, may lead to eventual degradation
temple, create problems for the visitors of the area.
 No accommodation facilities available in  The area may lose focus as the immediate
the town for tourists needs of the citizens are related to the
basic infrastructure facilities.
6.11.3. Issues
 Lack of parking lots in Salkanpur temple
 No accommodation facilities, which cause a major problem for tourists during festivals
 Tourism potential of Rehti is not explored optimally.
6.12. Existing Institutional framework for Development

Urban management in India is facing new challenges in the form of large concentrations of population
in urban areas, opening of the economy and the resultant demand for quality services, growing
number of urban poor, inadequate financial resources and complexities of urban situations. As a
result, urban management has not remained an exclusive responsibility of the ULBs. There are other
organizations that are responsible for urban management like urban development authorities, special
purpose boards and corporations, and the State Government department controlling the affairs of
urban development. As a result of these agencies and the definite roles assigned to them in overall
urban management, the ULB is required to closely work with and share the responsibility of urban
management with them. But Rehti being a very small town is majorly looked after by Rehti Nagar
Parishad.
This section provides an introduction to the urban local body, which play a key role in the urban
governance by providing various urban services to the citizens and their coordination issues which
hinders the efficient service delivery to the end user. The agencies involved in urban management
and development in Madhya Pradesh and in Rehti are
 Rehti Nagar Parishad

 Urban Administration and Development Department (UADD);
 Town and Country Planning Department (TCPD);

 Madhya Pradesh Housing Board (MPHB);
 Department of School Education and Department of Higher Education;
 Department of Public Health and Family Welfare(PHFW);
 Ministry of Railways, GoI;
 Madhya Pradesh State Electricity Board (MPSEB);
 Madhya Pradesh Pollution Control Board (MPPCB)
6.12.1. Rehti Nagar Parishad

Rehti Nagar Parishad is the main governing body which operates within the Nagar Parishad limits of
the town. The Nagar Parishad is responsible for the provision of basic infrastructure services to the
citizens. This includes development and operation & maintenance of infrastructure like Water Supply,
Solid Waste Management, Transportation, etc. Most of the Nagar Parishad‟s responsibilities and
duties are governed by MP Municipalities Act. Apart from the provision of basic services, under its
purview, to the citizens, Nagar Parishad also coordinates with other departments such as UADD,
TCPD, MPHB, Dept of School Education, Dept of Health Education, Railways, MPSEB, MPPCB, etc.
Nagar Parishad‟s responsibilities include coordination with other departments in formulating their
plans for Nagar Parishad area and assist them in the implementation of their plans and schemes.
The Nagar Parishad is headed by a Chief Municipal Officer, who is appointed by UADD and is
entrusted with the responsibility of all municipal affairs. The Nagar Parishad also has an elected
council headed by President. Rehti Nagar Parishad has a total of 50 employees, out of which 30
employees are on regular basis and the remaining 20 are on daily wages.
6.12.2. Town and Country Planning Department

The activities of Town and Country Planning Department (TCPD) are guided by the provisions of the
Madhya Pradesh Nagar TathaNiveshNiyam, 1973 (the Rules). The Rules provide for the appointment
of a Director to head this department. There are other officers like Additional Director, Joint Director,
Deputy Director and Assistant Director of TCPD to assist him.
The State Government, as per provisions of the Rules declares a region including major urban areas
and its surrounding settlements as a planning area, and orders the preparation of a development plan
for the region. The Director of the TCPD, with the assistance of the administrative setup provided to
him, carries out the following activities:
 Survey of the entire region;

 Preparation of existing land-use map; and
 Preparation of a regional development plan.
6.12.3. Development Authority

The Urban Administration and Development Department (UADD) of the Government of Madhya
Pradesh is an administrative department that controls the organizations related to urban development,
including municipal corporations, councils and Nagar Parishads. This department is also responsible
for implementing the schemes related to urban poverty alleviation.
The UADD is responsible for implementation of the following Acts in the state:
 Madhya Pradesh Municipal Corporation Act, 1956;

 Madhya Pradesh Municipal Council Act, 1961;
 Cruelty to Animals Act, 1971 (provisions applicable to urban areas);
 Vidisha (Bhelsa) Ramlila Act, 1956;

 Simhastha Mela Act;
 Slaughter of Animals Act (provisions applicable to urban areas);
 Madhya Pradesh Slum Area (Development and Irradiation) Act, 1976; and
 Madhya Pradesh Cycle Rickshaw (Regulation of License) Act, 1984.
The UADD is also responsible for implementation of various public welfare schemes sponsored by the
Central and State Governments. Some such schemes include Conversion of Dry Latrine Program,
SwarnaJayanti Urban Employment Scheme, National Slum Development Program, Social Security
Group Insurance Scheme, Janashri Insurance Scheme etc. These schemes are implemented through
the District Urban Development Agency. Being the parent organization of ULBs, UADD monitors the
functioning of all ULBs in the state.
6.12.4. Department of Public Health and Family Welfare

The primary responsibility of providing health care lies with Department of Public Health and Family
Welfare. This department sets up government health institutions and coordinates with private players
in setting up private hospitals.
6.12.5. Madhya Pradesh Housing Board

Madhya Pradesh Housing Board (MPHB) falls under the administrative and functional control of the
Housing and Environment Department of GoMP. The operations of the Board are governed by the
provisions of the Madhya Pradesh Housing Board Act, 1972, and rules formulated therein, amended
from time to time.
The key functions of MPHB, as per its governing Act and rules include:
 To acquire land from the Government, private parties and/or other departments for construction
of properties;
 To design, plan, construct, supervise and sell residential flats and commercial complexes;
 To undertake deposit works for Government departments like Education;
 Welfare, Tribal Welfare Departments, etc. for construction of schools, hostels, etc.; and
 To undertake repair and reconstruction work of old structures.
6.12.6. Madhya Pradesh Pollution Control Board

Implementation, supervision and monitoring activities pertaining to Central Pollution Control Acts and
Rules vests with the Central Pollution Control Board (CPCB), Government of India, and the respective
State Pollution Control Boards formed/constituted under its rules. Madhya Pradesh State Pollution
Control Board (MPPCB) headquartered in the state capital, Bhopal, carries out its operations through
seven regional offices, each located at the divisional headquarters.
The main function of the regional offices is to monitor the implementation of provisions of various Acts
governing pollution control and prevention and the Rules framed under such Acts. The pollution
prevention and control Acts include:
 The Water (Prevention and Control of Pollution) Act 1974;

 The Water (Prevention and Control of Pollution) Cess Act 1977;
 The Air (Prevention and Control of Pollution) Act 1981;
 The Environment (Protection) Act, 1986; and
 The Public Liability Insurance Act 1991.

MPPCB is also responsible for implementation of the Municipal Solid Waste (Management and
Handling) Rules, 2000 of CPCB, which spell out responsibilities of the state pollution control boards
and the urban local bodies. MPPCB is the monitoring authority with respect to ground water, ambient
air, and compost quality in urban areas. The Board is also required to monitor processing and
disposal facilities for municipal waste, with the approval of the State Urban Development Department,
Town and Country Planning Department, and Ground Water Board. According to the Rules, the ULB
is responsible for implementation of the provisions and infrastructure development for collection,
storage, segregation, transport and processing of solid waste in the town.
The major areas of concern of MPPCB with regards to ULB functions are:
 Management of solid and liquid waste disposal;

 Waste water management;
 Improvement of roads and plantation of trees;
 Traffic management to control vehicular pollution; and
 Proper planning of the city
6.12.7. Issues
 Though roles of different organizations in the provisioning of urban services are clearly defined,
plans formulated by different organizations suffer because of lack of coordination among
various organizations.
 In case of street lighting, responsibility of installation of electricity poles and their electrification
lies with MPSEB. Any failure in the coordination between Nagar Parishad and MPSEB results in
poor urban governance.
 MPPCB should be regularly contacted to keep a check on urban environment and curb
pollution.
 Nagar Parishad should maintain a healthy interaction for effective and comprehensive city
planning.
 The Departments of Health and Education should be provided with necessary assistance in
the implementation of their plans and day-to-day activities.
 MP Housing Board should consult Nagar Parishad at the planning stage to avoid any issues
later at the time of transfer of housing stocks to Nagar Parishad. Nagar Parishad should
consult MP Housing Board during the preparation of DPRs for various urban services.
 Meetings at regular intervals should be organized between various governing organizations

for effective urban governance.
6.13. Conclusions
This chapter dealt with the current status of various components of city infrastructure and services
provided by the Rehti Nagar Parishad. Sectors/Services which were analyzed in the areas of existing
status, demand-supply gap, critical issues and SWOT are Physical Infrastructure (Water Supply,
Sewerage & Sanitation, Solid Waste Management, Drainage, Traffic & Transportation and Street
Lighting, Fire Fighting & Power), Social Infrastructure (Health, Education, Other Social Infrastructure –
recreational), Economic Development, Environment and Tourism (Urban Environment, Heritage and
Tourism), Urban Poor and Accessibility to Basic Services, Urban Governance and Institutional
Framework. The next chapter deals with the analysis of municipal finance.

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

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

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

The revenue sources of Rehti Nagar Parishad
can broadly be categorized as own sources,
assigned revenues, grants and contributions. It
is seen in Exhibit 7-4 that maximum income i.e.
38% is generated from revenue grants, which is
followed by income from assigned revenue
accounts (35%), followed by income from own
sources (Tax and Non-tax sources) accounts for
at 27%. The source-wise income generated
during the review period is presented below in Exhibit 7-.
Exhibit 7-2: Source Wise Revenue Income
Revenue Income
2006-07 2007-08 2008-09 2009-10 2010-11 Share CAGR
Items
Actuals in Rs. Lakh % %
Own Sources 26.0 30.7 26.1 39.9 42.1 27 13
Tax Revenue 5.0 10.1 7.1 4.1 6.2 6 5
Non Tax Revenue 21.0 20.6 19.0 35.8 35.9 21 14
Assigned Rev 34.4 35.0 33.3 50.1 68.6 36 19
Revenue Grants 5.7 50.0 50.0 102.1 66.1 38 84
Total 66.2 115.6 109.4 192.1 176.7 100 28
Own source income includes income from Tax revenue and non-tax revenue. Own source of revenue
has increased from Rs. 26 lakh in FY 2006-07 to Rs. 42.1 lakh in FY2010-11.Tax revenue accounts
only for about 6% of the total revenue income (Refer Exhibit 7-). Non tax revenue accounts for about
21% of the total revenue income (Exhibit 7-), assigned revenue and compensation constitutes about
35% which includes taxes and duties collected by others and compensation in lieu of Taxes and
duties like Octroi compensation, stamp duty etc. Revenue from this source depends on the devolution
from GoMP. Grants and contributions constitute maximum percentage i.e. 38% of the revenue
income.
Exhibit 7-3: Tax Revenue
Actuals in Rs. Lakh
S.No Head of Accounts 2006-07 2007-08 2008-09 2009-10 2010-11
1 Property Tax 2.7 4.5 2.6 0.9 1.3
2 Integrated tax 1.2 3.2 2.2 1.3 2.0
3 Education cess - - - - -
4 Export tax 1.1 2.3 2.3 1.7 2.7
6 Advertisement Tax - - - - -
7 Other Taxes 0.0 0.0 0.1 0.1 0.1
Sub-Total (Tax
5.0 10.1 7.1 4.1 6.2
Revenue)
Tax revenue comprises of property tax, integrated tax, education cess, export tax, advertisement tax
and other taxes. Tax revenue comprises of 6% share of revenue from own sources. The collection

amount for property tax in DCB varies from budget accounts. However, property tax DCB shown in
Exhibit 7- has been used for property tax projections for Nagar Parishad‟s revenue. Collection
performance of property tax has increased from 21% in FY 2006-07 to 45% in FY 2010-11.
Exhibit 7-4: DCB Statement for Property Tax Collection
Sl. No. Demand/ Collection 2006-07 2007-08 2008-09 2009-10 2010-11
A Demand (Rs in Lakh)
Arrears 2.86 2.96 1.70 1.50 1.60
Current 0.88 0.94 1.08 1.05 1.10
Total Demand 3.74 3.90 2.78 2.55 2.70
B Collection (Rs in Lakh)
Arrears 0.49 1.50 0.48 0.39 0.44
Current 0.28 0.66 0.66 0.59 0.78
Total Collection 0.77 2.16 1.14 0.98 1.22
C Balance (Rs in Lakh) 2.97 1.74 1.64 1.57 1.48
Collection Performance - % arrears 17 51 28 26 28
Collection Performance - % Current 32 70 61 56 71
D Collection Performance - % 21 55 41 38 45
Non Tax Revenue

Non Tax revenue is the major source of revenue from own sources which accounted for 21% of the
total income. Non tax revenue consists of rental income from municipal properties, water charges,
license and fees, development charges, building permission etc. It can be observed in Exhibit 7- that
rent from municipal properties accounts for the maximum share of non-tax revenue in the years 2006-
07, 2007-08, 2008-09 and 2009-10. Collection performance of water charge shows the growth in last
five years; shows the decrease in from 53% in 2007-08 FY to 44% in 2010-11 FY which is not a good
performance.
Exhibit 7-5: Non Tax Revenue
Actuals in Rs. Lakh
S
Head of Accounts 2006-07 2007-08 2008-09 2009-10 2010-11
No
Rental Income from Municipal
1 7.6 6.1 4.1 4.5 3.2
Properties
2 Water Charges 2.9 4.9 3.4 3.7 4.4
3 License and Fees 0.1 0.1 0.1 0.4 0.3
4 Development Charges 0.6 0.7 0.5 0.4 0.8
5 Building Permission - - - - -
6 Others 9.8 8.9 10.9 26.8 27.1
Sub Total (Non Tax) 21.0 20.6 19.0 35.8 35.9
Exhibit 7-6: DCB Statement for Water Charge Collection

S. No Demand/ Collection 2006-07 2007-08 2008-09 2009-10 2010-11
A Demand (Rs in Lakh)
Arrears - 2.50 3.10 2.20 4.40
Current - 2.77 3.20 2.10 4.20
Total Demand - 5.27 6.30 4.30 8.60

B Collection (Rs in Lakh)
Arrears - 0.70 0.89 0.44 1.20
Current - 2.10 2.30 2.40 2.60
Total Collection - 2.80 3.19 2.84 3.80
C Balance (Rs in Lakh) - 2.47 3.11 1.46 4.80
Collection Performance - % Arrears - 28 29 20 27
Collection Performance - % Current - 76 72 114 62
D Collection Performance - % - 53 51 66 44
Assigned revenues and Compensations accounts for about 36% of the total revenue income, it
includes taxes and duties collected by others and compensation in lieu of Taxes and duties like Octroi
compensation, stamp duty etc. Revenue from this source depends on the financial devolution from
GoMP. The details of the revenue from this source are shown in Exhibit 7-7 below.
Exhibit 7-7: Assigned Revenue
Actuals in Rs. Lakh
1 Octroi compensation 27.1 26.9 25.8 42.3 63.0
2 Stamp duty - - - - -
3 Passenger tax compensation 6.7 8.1 7.3 7.6 5.2
4 Income under special acts 0.6 0.0 0.1 0.2 0.3
Sub- total (Assign Revenue) 34.4 35.0 33.3 50.1 68.6
Income from grants and contributions accounts for about 38% of the total revenue income. Rehti
Nagar Parishad is getting the revenue grants from GoMP in form of Road maintenance, mid-day meal
and other state grants. The details of the grants are shown below.
Exhibit 7-8: Revenue Grants, Contributions and Subsidies
Actuals in Rs. Lakh
1 Road maintenance 5.7 50.0 50.0 5.6 53.2
2 Midday meal - - - 41.5 4.5
3 State finance commission (S.F.C) - - - 55.0 8.4
4 Other grants - - - - -
Sub- total (Grants & contribution) 5.7 50.0 50.0 102.1 66.1
7.2.2. Revenue expenditure

Revenue expenditure is classified under the
establishment mainly comprising salaries and wages,
administrative expenses, Operation and Management
Expenses and Repayment of loans.

The revenue expenditure as can be seen in Exhibit 7-9 has increased from Rs. 80.31 lakh in FY
2006-07 to Rs. 110.2 lakh in FY2010-11.
Revenue Expenditure consists of expenditure on Salaries/Wages, Administrative works, Operation &
maintenance (O&M), Programme expenses and Repayment towards the loans. In case of Rehti
Nagar Parishad, salaries and wages account for the highest share of expenditure which is 71.5% of
the total revenue expenditure and include salary of Nagar Parishad employees, Wages to the
temporary staff, pension to staff etc. The other major expenditure is towards operations &
maintenance. Expenditure on miscellaneous works accounts for only 10.9% of total revenue
expenditure. Program expenses constitute only 3% of the total revenue expenditure. Refer Exhibit 7-9
for details of application of funds by head of Accounts.
Exhibit 7-9: Application of Funds by Head of Accounts
S.N 2006- 2007- 2008- 2009- 2010- Share CAGR 201
Head of Accounts
o 07 08 09 10 11 (%) (%) 0-11
Salaries/ Wages &
1 57.3 52.1 44.9 68.6 78.6 71.5 8.2
Allowances
2 Administrative Expenses 0.2 0.2 0.2 0.3 0.2 0.3 (5.2)
3 Operation & Maintenance 6.4 5.7 8.5 14.2 13.0 - -
4 Programme Expenses 3.5 - 5.0 3.0 - 3.1 (5.1)
5 Repayment of Loans 3.6 2.6 0.8 2.0 5.1 3.2 9.0
Other Miscellaneous
6 9.2 8.0 3.4 14.0 13.3 10.9 9.8
expenditure
Sub- total 80.1 68.6 62.8 102.2 110.2 100.0 8.3
7.3. Capital account

7.3.1. Capital income
Rehti Nagar Parishad faced capital account deficit during the last three years except for 2006-07.
In general the Capital Income of Rehti Nagar Parishad comprises of own sources in the form of sale
of property; loans, grants and contributions and transfers from revenue surplus. However during the
review period the capital revenues have been generated only through grants and contributions from
Central and State Government. Major source of income is Capital grants from GoI and GoMP which
accounts for about 94.1 lakh .
Exhibit 7-10: Capital Income
Capital Account
2006- 2007- 2008- 2009- 2010-
S.No Share
Capital Income 07 08 09 10 11
.
a Sale of asset - 0.0 0.5 7.6 1.8 3
b Loans - - - - - -
c Grants & Contributions
i Special Projects 26.9 10.6 7.5 20.0 1.4 19
ii Basic services 25.4 34.4 30.8 26.5 20.8 38
iii UIDSSMT - - - - 63.0 13
iv IHSDP - - - - - -
v Flood relief & NRCP 6.0 7.2 1.4 0.3 - 5
State finance commission
vi 3.1 6.3 9.4 3.1 8.9 8
(S.F.C)
vii T.F.C 7.5 - 40.6 8.6 - 14

Capital Account
2006-
2007- 2008- 2009- 2010-
S.No Share
Capital Income 07 08 09 10 11
.
viii Other Grants 69.0 58.6 89.8 58.5 94.1 96
Total Grants & Contributions - - - - - -
d Public Contribution 0.2 0.6 0.6 0.9 0.4 1
e Other Capital income
Total Capital Income 69 59 91 67 96 100
7.3.2. Capital expenditure

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

Key financial ratios have been estimated based on the annual accounts of the Rehti Nagar Parishad
to highlight the existing position of the municipal finances. These ratios are the average ratios of last
four years and present budget year. Key financial ratios are given below.
Exhibit 7-12: Financial Indicators
2006- 2007- 2008- 2009- 2010
Financial Indicators Average
07 08 09 10 -11
Operating Ratio 1.21 0.59 0.57 0.53 0.62 0.71
Salaries' Expenditure to Revenue
87% 45% 41% 36% 44% 0.51
Income
Salaries' Expenditure to Revenue
71% 76% 71% 67% 71% 0.71
Expenditure
Capital Utilization Ratio 0.54 2.12 0.98 1.25 1.55 1.29
Observations:
Operating Ratio
The average operating ratio of the Rehti Nagar Parishad is 0.71 which is substantially lower than 1,
indicating surplus revenue accounts in Rehti.
Capital Utilization ratio:
Average Capital utilization ratio of Rehti Nagar Parishad is 1.29 which is more than 1, indicating that
Rehti‟s capital expenditure is more than its income .
Salaries expenditure to revenue income:

If we look at this ratio we can observe that approximately more than 50 % of the revenue income is
utilized for paying the staff employed by Nagar Parishad. After paying off the salary not much revenue
income is left to be utilized for other productive revenue purposes.
7.5. Key issues

 Rehti Nagar Parishad‟s financial health is not sustainable in long run as operating ratio is lower
than 1, indicating that Rehti‟s revenue expenditure levels are higher than the revenue income
generated.
 Capital Utilization ratio is more than one, indicating that Rehti‟s capital expenditure is more than
its income
7.6. Conclusion
This chapter dealt with the analysis of municipal finance and the financial health of Rehti Nagar
Parishad. The next chapter deals with City Vision, Sector Goals, Strategies, Action Plan, Projects and
Prioritization.

8. City Vision, Sector Goals, Strategies, Action Plan,
Projects and Prioritization
The vision for Rehti was formulated by stakeholders and IMaCS through a consensus approach and
continued consultations with the community. The consultations revolved around the city‟s strengths,
current issues, concerns, problems and the areas that need to be focused on to achieve the desired
results.
8.1. Formulation of City Vision

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

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

 Promoting wooden furniture, bamboo baskets, and earthen pots.
 Promoting education and, health institutions for the citizens.

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

Keeping the vision in mind, the stakeholders and IMaCS team designed goals for various
sectors/services to achieve the vision in a given timeframe. We have presented the sector goals
under the five major heads:
 Physical Infrastructure
 Social Infrastructure
 Economic Development
 Environment and Tourism
 Urban Poor

 Urban Governance and Institutional Development
In the subsequent sections of this chapter, we have outlined the key areas in each sector, which
would be the main focus of detailed strategies and action plan. We have also discussed the
achievement targets for short, medium and long terms. These achievement targets have been
decided according to the demand of that particular parameter in that year. The discussion on sector
goals for each sector is followed by sector strategies that should be adopted to achieve the sector
goals. Sector Strategies have been devised in accordance with the existing situation of the urban
services, demand in future years and improvement in the service levels. After strategies projects have
been identified for two phases, short-term projects which would be developed up to 2015 and long
term projects which would be developed up to 2035.
8.2.1. Water supply

Sector Goals: All households should be provided with piped water with defined service levels.
Key areas and time frame which would be addressed by detailed strategies and action plan to meet
the sectoral goal are:
Year Components 2015 2025 2035

100% of the 100% of the 100% of the
properties properties properties
Network coverage to
assessed assessed assessed
households
under property under property under property
tax tax tax
Per capita supply as per
135 135 135
norms (135 lpcd)
WATER 24/7 water supply No No Yes
SUPPLY Quality of water Good Good Good
Non-revenue water 15% 15% 15%
Consumer metering 80% 80%
Roof water harvesting No Yes Yes
If O&M is If O&M is
Private sector contracted to a contracted to a
No
participation private private
developer developer
Strategies to achieve the Sector Goals

Unlike the approach adopted for sectors such as roads, SWM etc, the planning for water supply
source augmentation has been done considering the demand arising in year 2035. The systems and
infrastructure would therefore have to be designed such that the long term needs are addressed and
planned for 2035. Therefore, the broad strategy would be to identify the projects addressing the future
demand and plan for the necessary. In addition to the improvements in infrastructure, the
stakeholders have also suggested that the municipal manpower dealing exclusively with the water
supply should be strengthened. The strategies are:
 Augmenting water supply source

 Strengthening of water supply distribution system
 Treatment Capacity/ Filtration
Map 17 (Annexure 4) shows the proposed water supply network and new ESLR for the town, which
are required for the increasing population and its requirement.

Long term and Short term sector interventions required:
The Exhibit 8-1 below presents the broad strategies being proposed to address the gaps identified in
the existing levels:
Exhibit 8-1: Water Supply: Long Term and Short Term Interventions
 Water supply source requires to be augmented to 2.76 MLD by 2035
 The water storage capacity would also have to be increased keeping in
perspective the long-term requirements.
Sector  Elevated storage capacity has to be increased.
Interventions  Refurbishment of the old dilapidated distribution network has to be planned to
Required reduce the loss in transmission.
 Treatment plant has to be provided for water treatment.
 Complete metering needs to be done in order to improve the revenue from
water charges
 Assured 135 lpcd water supply
Expected
 Improvement in water quality
Outcome
 Improvement in the revenue from water charges, enhanced service delivery
For meeting the demand arising in 2035, the following sub projects are being recommended and
would have to be executed by the ULB by 2015.Refer Exhibit 8-2
Exhibit 8-2: Water Supply: Projects Identified by the ULB and Consultant
ULB’s Suggestion Project’s Proposed by Consultant
Scheme to increase the per capita supply of water Integrated Water supply Scheme for the
town of Rehti
Project Rationale Sub- Projects
 Water Supply in the town not adequate to meet  Water Supply source augmentation to
the existing and future demand 2.76 MLD
 No water treatment in the town except  Development of water treatment
chlorination. facility of 2.76 MLD capacity
 Revenues from water charges are not adequate,  Increasing distribution network to
and the installation of water meters becomes 30.39 km by year 2035 which can be
important both from the perspective raising taken up in a phased manner.
revenues and checking water consumption  Metering of all the Water Connections
(this will also help in assessment of
NRW and supply efficiency through
various other parameters)
Projects Envisaged
This section discusses the technical details of the projects to achieve the sector goals. As a proactive
measure to address the increasing demand of water supply. The various projects envisaged for the
integrated development of water supply system are:
 Source Augmentation: As of now, the extraction of water is done through 8 tube wells and 1
open well at various places, but due to depleting ground water, few tube wells have stopped
working. And with increasing population and economic development there would be more

requirement of water. Thus, there is a need to encourage additional sources of water. This project
needs to be developed completely by 2015. The additional water requirement can be met by
adopting Drawing additional water from Babar River (as given in the DPR) .This can be a
potential alternative source for the town. There is a need to have a detailed feasibility study
regarding these sources. Nagar Parishad would have to co-ordinate with irrigation department to
get permissions for water use.
 Water treatment facility: As there is no treatment facility available in the town, there is a need to
install treatment infrastructure with a capacity of 2.76 MLD by 2035. Thus, by 2015 treatment
infrastructure needs to be developed for 2.18 MLD water and then it needs to be augmented to
2.276 MLD by 2035.
 Distribution Network: As discussed with Rehti Nagar Parishad officials, at present, Rehti has
distribution network which is 80 % of the road length. The proposed water supply scheme
includes the construction of additional 19.01 km of distribution network by 2015 and 30.39 km of
distribution network by 2035 to increase the coverage to 85% of road network by the year 2035.
 Elevated Storage Capacity: At present, the water supplied through elevated storage capacity is
78%, which is more than the desired level. But, in future with the increasing demand there would
be need to increase the capacity of elevated reservoirs up to 0.57 MLD by 2015 and 0.92 MLD by
2035, which 33% of the total water supplied in respective years (as per UDPFI Guidelines)
 Metering System: 100% properties need to be assessed and water meters need to be installed
in all the properties with water connection, so that revenue income of the Nagar Parishad can be
increased. There is a need to increase capacity of officials in this sector and create awareness
among the Parishads and citizens.
Exhibit 8-3 Water Supply: Project Development Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Authorities/ Agencies responsible
Finalizing the sub projects to be undertaken Rehti Nagar Parishad in consultation
with Councilors and other stakeholders
Preparation of DPRs for finalized projects Rehti Nagar Parishad
Submission of DPR to funding agency for approvals Rehti Nagar Parishad
Undertake measures for compulsory installation of
water meters
Create awareness among the Parishads and citizens
on the need for installation of water meters
8.2.2. Sewerage and Sanitation

Sector Goals: To achieve 100 % coverage by an integrated sewerage system and safe sanitation
facilities for the town.
Key areas which would be addressed by detailed strategies and action plan to meet the sectoral goal
are:

Sewer network
coverage to 70% 70% 70%
SEWERAGE
households
&
Sewage Treatment Treatment plant - Expand the Expand the
SANITATION
and disposal capacity-1.38 capacity by 1.75 capacity by 2.21
arrangements MLD MLD MLD

Treated water Treated water Treated water
could be used for could be used for could be used for
Sewage Recycling and
agricultural agricultural agricultural
reuse
process, not for process, not for process, not for
drinking use. drinking use. drinking use.
In addition to above area, a constant effort should be devoted towards “Community participation and
awareness campaign for the proper maintenance of “Sewerage system” and “Cost Recovery through
collecting the user charges.”

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

the existing levels:
Exhibit 8-4: Sewerage: Long Term & Short Term Interventions
 Laying of underground drainage system of 20.12 km for 2015 and 32.18 Km
Sector by 2035.
Interventions  Construction of a sewerage treatment plant which can handle a capacity of
Required 1.38 MLD for 2015 and expand it to a total capacity of 2.21 MLD by 2035
 Addition of around 42 Public Sanitary Conveniences by 2015
Expected Synchronisation with water supply capacity, ability to meet service level targets
Outcome and disposal norms
would have to be executed by the ULB by 2015. Refer Exhibit 8-5
Exhibit 8-5: Sewerage: Projects identified by ULB and Consultant
Scheme for laying of sewerage network for the town  Comprehensive Sewerage Scheme
for the town of Rehti.
The city will consume about 3.13 MLD of water by the year  Construction of sewerage network
2035. About 2.50 MLD of sewerage (80 percent of water with a length of around 32.18 kms
supply as per CPHEEO norms) is estimated to be  Development of DEWAT system
generated in the town. There is no underground drainage with the capacity of 2.21 MLD of

network in the city. The waste water flowing in open drain sewage
results in unhygienic milieu and pollution of water bodies
and the conditions are severe during monsoon when the
sewerage overflows on the road.
Projects Envisaged
measure to address the increasing demand of water supply, the various projects envisaged for the
integrated development of sewerage system are:
 Underground Sewerage network: The construction of the sewer network to be constructed

takes into consideration the factors of existing and future water supply to the town and the
population size being catered to. The capacity of the system has been estimated at 2.2 MLD
(80% of the future water supply) for 2035 for which the length of the network has to be developed
by 20.12km by 2015 and additional 12.06 km by 2035.
 Sewage Treatment System: As Rehti town is very small and all areas are not contiguous and
are fragmented, it would be very beneficial for the town both financially and for operations and
maintenance to implement Decentralized Waste Water Treatment System (DEWATS) for
comprehensive sewerage system, and dispose off 2.21 MLD of generated sewage. This DEWAT
system take into care the demand generated in the year 2035. The advantages of DEWAT
system are that; it requires minimum space and hence be accommodated easily under paved
pathways and parking lots etc. or small available spaces; it requires lesser energy and operation
cost; This system promotes the reuse of water for non-potable purposes; it can be easily blended
with the landscape;it cannot be switched off so it ensures efficient working irrespective of external
factors and it can treat waste water with high fat, suspended solids and BOD. Since this system is
decentralized, the zones would be defined as per population and location for DEWATS and the
treatment system would be developed to safely dispose-off the sewage. The treated water can be
used for agricultural use.
Exhibit 8-6: Sewerage: Project Development Initiatives to be taken by Nagar Parishad
Immediate measures to be taken Authorities/Agencies responsible
Finalizing the sub projects to be undertaken Rehti Nagar Parishad in consultation with
Councilors and other stakeholders
Preparation of DPR(s) for finalized projects Rehti Nagar Parishad
Submission of DPR(s) to funding agency Rehti Nagar Parishad
8.2.3. Sanitation
Sector Goals: “To provide all the households with safe sanitation facilities”
are
Sector Components 2015 2025 2035

Safe sanitation facilities 70% of 85% of 100% of
Sanitation
(with focus on Urban poor) households households households
awareness campaign for the proper maintenance of “Public Toilets” and “Individual Toilets.”

The lack of adequate sanitation facilities in town necessitates the development in this sector which
would efficiently manage the existing and future demand. The broad strategy therefore is to identify
the projects addressing the future demand in the areas of sanitation which the Nagar Parishad would
have to take up in the short run for which necessary investments will also have to be planned for. The
main strategy is to:
 Safe Sanitation facilities to all with phased implementation and provision of adequate public
toilets
Long term and Short term Interventions
The table below presents the broad strategies being proposed to address the gaps identified in the
existing levels.
Exhibit 8-7: Sanitation: Long Term & Short Term Interventions
Sector
 Addition of around 57 Public Toilet seats
Interventions
 Construction of Individual toilets
Required
Expected  Synchronization with water supply capacity, ability to meet service level
Outcome targets and disposal norms
would have to be executed over coming years.
Projects Envisaged
measure to address the increasing demand of water supply. The various projects envisaged for the
integrated development of sewerage system are:
 Public Convenience Systems: To provide safe and sufficient sanitation facilities to the citizens,
mainly slum dwellers, around 57 more public toilet seats need to be added to the existing
infrastructure in Rethi by 2015.
Exhibit 8-8: Sanitation: Initiatives to be taken by Nagar Parishad
Finalizing the sub projects to be undertaken Rehti Nagar Parishad in consultation with
Councilors and other stakeholders
Preparation of DPR(s) for finalized projects Rehti Nagar Parishad
Submission of DPR(s) to funding agency Rehti Nagar Parishad
8.2.4. Solid waste management

Sector Goals: To achieve 100% collection and disposal of solid waste
are:

Solid Waste Door-to-door collection system door to door door to door door to door

Management collection collection collection
Source segregation Yes Yes Yes
Improve waste collection
100% 100% 100%
efficiency
Mechanized waste handling Yes Yes Yes
Scientific waste disposal Yes Yes Yes
7.5 acres site is

Landfill site adequacy Yes Yes
available
Cost recovery of O&M No 60 % 80 %
Private sector participation To be explored Yes Yes
awareness campaign for the proper disposal of waste” and “Cost Recovery through collecting the
user charges.”

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

 Segregation (at source or at disposal site), composting and waste to energy
 Strengthen the collection and transportation of waste
 Development of land fill site
The broad sector interventions to address both the short and long term requirements are listed below
in Exhibit 8-9:
Exhibit 8-9: Solid Waste Management: Long Term Short Term Goals
 Promoting door-to-door collection
Sector  Up-gradation of the infrastructure required for effective collection and
Interventions disposal of waste
Required  Adoption of new technology for disposal of waste
 Improve the skills of the conservancy staff
 Hygienic conditions and a clean city
Expected
 Waste segregation at source
Outcome
 Suitable treatment for different kinds of waste
Following are the projects proposed during the stakeholder consultation and also based on the rapid
urban assessment carried out by the Consultant. Refer Exhibit 8-10

Exhibit 8-10: Solid Waste Management: Projects Identified by ULB and Consultant
 Effective collection of waste  Solid Waste Management system for Rehti
 Proper disposal of collected waste town
 Vermicomposting Plant for the town
As per the demand assessment, in 2035, Rehti  Promoting door-to-door collection
would generate 4.92 tonnes of waste daily. To  Augmenting Collection Infrastructure
effectively handle the generated waste, a pre-  Development and augmentation of landfill
emptive action of developing a proper Solid site
Waste Management system is inevitable.
Projects Envisaged
measure to the address the increasing demand of water supply. The various projects envisaged for
the integrated development of Solid Waste Management System are:
Collection Infrastructure:
 Primary Collection: Augmentation of primary collection involves capacity addition in the area of
equipments used in the waste collection including community bins. As per the demand
assessment, on a priority need, additional 16 handcarts would be needed for short term span
and additional 22 handcarts would be needed for long term span. Also currently, the practice
being followed includes a majority of residents dumping waste outside their houses, or in drains/
vacant land or at the designated collection point/ dustbin. This results in scattering of waste
which results in poor collection. To achieve an effective waste collection, practice of door-to-
door collection should be initiated which needs to be supported by necessary awareness
generation programmes and capacity building of the staff.
 Secondary Collection: Secondary collection involves transportation of waste from collection
points to the disposal site. At present, secondary collection is carried out by tractors. These
tractors are unable to collect the waste from the internal narrow streets. On a priority, secondary
collection system should be strengthened to carry out waste transportation in an effective
manner. All the waste transportation vehicles should be covered to avoid the spilling of waste.
By 2015, 3 tractors would be required if one tractor is making one trip a day and by 2035 also 3
tractors would needed.
 Development and augmentation of the landfill site: The demand-gap assessment reveals
the generation of 4.92 MT of waste in the town by 2035 against the current generation of 2.5
MT. The current available disposal site has 5 acres area which is sufficient till 2035. The
collected waste is just dumped at the site without any treatment or segregation. The dumping
site would have to be well-equipped to ensure proper waste segregation and composting
facilities. In addition, the dumping site would need to be provided with the basic facilities of
compound walls, BT/CC approach road, electrification, which has already been done in the
town. The composting and segregation would help in some revenue generation for Nagar
Parishad. It is proposed to develop the landfill site by 2015.
 Development of Vermicomposting Plant: Vermicomposting involves the stabilisation of
organic solid waste through earthworm consumption which converts the material into worm
castings. Vermi technology, a tripartite system which involves biomass, microbes and
earthworms is influenced by the abiotic factors such as temperature, moisture, aeration etc.

Conditions unfavourable to aerobic decomposition result in mortality of earthworms and
subsequently no vermicomposting occurs. Hence, pre-processing of the waste as well as
providing favourable environmental condition is necessary for vermicomposting. It is relatively
more stabilised and harmonises with soil system without any ill effects. Unfavourable conditions
such as particle size of biomass and extent of its decomposition, very large temperature
increase, anaerobic condition, toxicity of decomposition products etc. influence activity of
worms. Tests in India have shown that vermin compost application can double wheat yields and
quadruple yields of fodder.
 Method to prepare Vermi-Compost: The MSW is segregated i.e all the dry wastes such as
clothes, carry bags and other dry wastes are segregated from wet waste. A thatched roof shed
preferably open from all sides with unpaved (katcha) floor is erected in East West direction
length wise to protect the site from direct sunlight. A shed area of 12‟X12‟ is sufficient to
accommodate three vermin beds of 10‟X3‟ each having 1‟ space in between for treatment of 9-
12 quintals of waste in a cycle of 40-45 days. The length of shed can be increased/decreased
depending upon the quantity of waste to be treated and availability of space. The height of
thatched roof is kept at 8 feet from the centre and 6 feet from the sides. The base of the site is
raised at least 6 inches above ground to protect it from flooding during the rains. The wet waste
is pulverized and arranged in the form of vermin bed over the raised ground. The loaded waste
is finally covered with a Jute Mat to protect earthworms from birds and insects. Water is
sprinkled on the vermin beds daily according to requirement and season to keep them moist.
The waste is turned upside down fortnightly without disturbing the basal layer (vermin bed).The
appearance of black granular crumbly powder on top of vermin beds indicate harvest stage of
the compost. The earthworms go down and the compost is collected from the top without
disturbing the lower layers (vermin bed). The first lot of Vermi compost is ready for harvesting
after 22 ½ months and the subsequent lots can be harvested after every 6 weeks of loading.
The vermin bed is loaded for the next treatment cycle.
Exhibit 8-11: Solid Waste Management: Initiatives to be taken by Nagar Parishad
Augmenting the size of the conservancy Rehti Nagar Parishad in consultation with Councillors
staff and other stakeholders
Purchase of additional equipment Rehti Nagar Parishad
Identification of areas for construction of Rehti Nagar Parishad
public conveniences
8.2.5. Drainage
Sector Goals: To develop an efficient drainage system to ensure cleanliness of city
Key areas and time frame which would be addressed by detailed strategies and action plan to meet
the sectoral goal are:

Total of 36.81 Total of 46.48
Drainage network Total of 29.07 Km
Km Km
12.15 Km pukka 15.34 Km
DRAINAGE
9.59 Km Pukka open and open and 24.67 pukka open
Pucca Drains
19.48 Km Pukka closed Km pukka and 31.14 Km
closed pukka closed

Rehabilitation of
existing primary De silting of drains to
100% 100%
nallahs and water increase their capacity
bodies
No more flooding due to
Flood prone areas none none
better coverage of drains
In the case of storm water drainage, the broad strategy followed would be similar to that proposed in
the case of road sector, wherein the existing gaps in this sector and the future requirements would be
addressed in terms of two categories of priority or short term needs and long term needs. The existing
gaps and the demand arising for the year 2015 may be taken up as priority projects. The suggestions
which had been put forth in the stakeholder consultation would have been clubbed under the category
of short term requirements and the long term requirements (2035) should be addressed by the Nagar
Parishad in the second phase. The broad strategies are
 Comprehensive and Integrated Drainage Network

 Awareness about the management of drainage network
Map 19 (Annexure 4) shows the proposed drainage network and final disposal points, which are
required for the increasing population and its requirement.

The broad sector interventions to address both the short and long term requirements have been
enlisted below in Exhibit 8-12:
Exhibit 8-12: Drainage: Short Term & Long Term Interventions
 Cleaning/ desilting of the existing drains, this will also include the removal of
encroachments.
Sector  Construction of storm water drains running into a length of 29.07 km by
Interventions 2015, of which 19.48 km should be Pucca closed and 9.59 km will be Pucca
Required open.
 Public Campaigns to generate awareness about the distinction between
storm water and waste water
Expected
Universal coverage and disposal capacity
Outcome
urban assessment carried out by the Consultant. Refer Exhibit 8-13.
Exhibit 8-13: Drainage: Projects Identified by the ULB and Consultant
Project’s Proposed by
ULB’s Suggestion
Consultant
Scheme for laying of storm water drainage network for the town Storm Water Drainage
network for the town of
Rehti
According to normative standards, the length of the drains are  Cleaning/desilting of
assumed at 130% of road length considering all divided roads to have existing drains flowing
drains on either side and undivided roads on at least one side. in the city.

Likewise the total drain length in the town shall be of about 46.48 km  Up gradation of Pucca
by 2035. Further the drains in the initial phase shall be open and open to Pucca closed
subsequently be made closed; hence the investment is towards up- by 2015
gradation annually and for construction of new closed drains. All  Construction of new
existing open drains shall be first upgraded to closed drains and 31.14 km of Pucca
subsequently new drains shall be constructed. closed drains and
Prominently, all the road and storm water projects are to be taken up 15.34 km Pucca open
simultaneously to match the levels of the roads with the drains and
drains by 2035
allow draining of rain water from the city.
Projects Envisaged
the integrated development of Drainage System are:
 Cleaning / De-silting of existing drains: As an immediate measure, Nagar Parishad should aim
at timely cleaning and maintenance of existing drainage network. Under this project, major natural
drains should be given proper attention as they are flowing in the Nagar Parishad area.
 Construction of storm water drains: The Nagar Parishad should undertake the construction of
Pucca Open and Pucca closed drains in phased manner. This construction may be done in
relation to the construction/up-gradation of roads. These construction activities would have to be
carried out on an immediate basis to address the existing and future demand-supply gap. In
short-term, 29.07 km of new drains need to be developed and addition of 17.41 km of network
needs to be done beyond 2015.
 Up-gradation of existing drains: The Nagar Parishad is also required to undertake drain up-
gradation works for the existing drains in town. In the short term, 12.5 km of existing open drains
should be upgraded to Pucca open or closed drains.
 Development of Root Zone Treatment System (RZTS): It is observed that the sewage flowing
through nallahs joins rivers in untreated condition and creates heavy risk of river pollution. Storm
water can be treated as well with RZTS after removal of settle able substances. It is a low-cost
and maintenance free option that uses the capacity of plants (especially certain reeds – hence
also called reedbed technology) to absorb contaminants and structurally modify them for treating
water. It is based on the principle of attached growth biological reactors similar to conventional
trickling filters with combination of aerobic and anaerobic zones. The contaminants present in the
wastewater are treated as they seep through the root-zone of the plants by a combination of
plants, soil bacteria and hydraulic flow systems resulting in physical, chemical, and
microbiological processes. Oxygen present in the zone facilitates the degradation of wastewater.
A wide variety of microorganisms present in the root-zone of the plants results in efficient
removal. There is efficient reduction of pathogens also by percolation through the bed material.
Thus, it can be developed in Rehti along storm water drains.
Exhibit 8-14: Drainage: Initiatives to be taken by Nagar Parishad
Finalising the sub projects to be undertaken Rehti Nagar Parishad in consultation with
Councillors and other stakeholders
Preparation of DPR for finalised projects Rehti Nagar Parishad
Submission of DPR to funding agency Rehti Nagar Parishad
8.2.6. Traffic and transportation

Sector Goals: To link each and every part of the city with efficient transportation system.
are:

New road
- 5.96 7.44
formations
Road
ROADS & 0.76 km 0.78 km 0.50 km
Widening
TRAFFIC
Regulating
MANAGEMENT Junctions and Regulating traffic Regulating traffic
traffic through
traffic signal through better through better
better
improvements management management
management
In the case of the road sector, the broad strategy which the Nagar Parishad should follow is one
wherein the existing gaps in this sector and the future requirements would be addressed in terms of
two categories of priority or short term needs and long term needs. The overall plan should be based
on broad strategies such as:
 Improving the internal road network

 Awareness and Regulations enforcement
 Improvement of transport infrastructure: Public Transport , Street lighting , Junctions
improvement , Parking areas and Pedestrian pathways and crossings
Map 20 (Annexure 4) shows the proposed transport network, which is required for the increasing
population and its requirement.

The broad sector interventions to address both the short and long term requirements have been
enlisted below in Exhibit 8-15
Exhibit 8-15: Traffic and Transportation: Long Term & Short Term Interventions
 Construction of new roads in areas which are at present earthen.
 New roads to cater to missing links and developing areas: total road length
Sector reaching 28.32 km in 2025 and 35.75 km by 2035
Interventions  Improving pedestrian security by developing signals at town limits on arterial
Required roads.
 Development of Parking Spaces
 Improved bus stand and related amenities
Expected
Improved connectivity, Hassle-free travel on roads, safe driving during nights
Outcome
urban assessment carried out by the Consultant. Refer Exhibit 8-16
Exhibit 8-16: Traffic & Transportation: Projects Identified by the ULB and Consultant
Project’s Proposed by
ULB’s Suggestion Project Rationale
Consultant

 Up gradation of roads to The current road length per  Construction of 5.96 Km by
CC capita is much lesser than the 2025 and further 7.4 km by
 Pedestrian Security norms; Keeping in view the 2035
through road signage and growth of the town, the total
signalization as short road length needs to be
term project. extended and the quality of
roads needs to be improved.
Projects Envisaged
the integrated development of Roads and Transportation is:
 Road Construction: To address the current gap of per capita road length, and the future
demand, the Nagar Parishad does not need any new road formation up-to 2015, but would need
to construct around 7.4km of additional road by 2035. The Nagar Parishad should on a priority
basis identify the stretches and areas where roads at present do not exist and or have poor
connectivity. Also the areas where future residential growth is anticipated or planned, road
construction can be undertaken.
 Signalization and Signages: The arterial road passes through the town connecting National
Highway with multiple villages. This may increase the flow of vehicles on the road in the future.
This endangers the pedestrians crossing the road. Thus there is need for signalization and proper
signages at few points.
 Parking Spaces and Bus Stand: With the growing number of vehicles and increasing
commercial activities in the town, issue of lack of parking spaces becomes much more relevant.
The consultations with stakeholders have concluded that parking spaces can be developed near
the key commercial area of the town.
Exhibit 8-17: Traffic & Transportation: Initiatives to be taken by Nagar Parishad
8.2.7. Street lighting, Fire fighting

Sector Goals: To provide adequate coverage of street lights and fire fighting instruments.
are:

New Installation 559 149 186
Street Installation of Installation of Installation of
Lights Energy savings street lights with street lights with street lights with
CFL Fixtures CFL Fixtures CFL Fixtures
100% fire safety
Yes Yes Yes
Fire coverage
Fighting Fully equipped power
Yes Yes Yes
station

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

the existing levels
Exhibit 8-18: Street Lights, Fire Fighting & Power: Long Term & Short Term Interventions
 Increase in the number of CFLs as streetlights on roads
Sector  Increasing the number of street lights by 559 & 186 by year 2015 &2035
Interventions respectively.
Required  Feasibility studies for alternate power sources
 Need for tankers for fire services
Expected  City wide coverage of road network with energy efficient street lights.
Outcome  100 % coverage and safety against the fires.
urban assessment carried out by the Consultant.
Exhibit 8-19: Street Lights & Fire Fighting: Projects identified by the ULB and Consultant
ULB’s Suggestion Project’s Proposed
 Augmentation of street light coverage
An overall coverage of city roads with street lights
and laying of underground cable
and safety against fires
 Procurement of water tender and
capacity building of staff
With the growth expected in future, town‟s road  Augmentation of street lights
network would grow from 22.36 kms in 2015 to
 Augmentation of fire tankers
35.75 kms in year 2035. Hence, to ensure a
town-wide coverage of street lights, a major
capacity addition would have to be undertaken in
this area to achieve the sector goal.
Projects Envisaged

the integrated development of Street lights and fire services are:
 Additionn of Streetlights: The Nagar Parishad needs to install a total of 559 street lights by
2015 and 186 street lights to match the demand of 2035.
 Energy Saving: Rehti Nagar Parishad should replace all the tube lights with CFLs. A small
exercise was conducted to evaluate the benefits of the replacement of tube lights with CFLs in the
town. It was observed that Rehti Nagar Parishad would save around Rs. 312500/ annum in
electricity bill.
 Fire Fighting: To ensure a safety against the fire, Nagar Parishad should also undertake the
construction of fully equipped fire stations.
Exhibit 8-20: Street Lighting, Fire Fighting and Power: Initiatives to be taken by Nagar Parishad
Street Lighting and Fire Fighting
8.2.8. Urban poor and their accessibility to basic Services

Sector Goals: To achieve hygienic environment in slums, access to basic services and quality
housing for all slum households with the ultimate aim of a slum-free city.
are:

100% of the 100% of the 100% of the
properties properties properties assessed
Access to water assessed under assessed under under property tax
connection property tax property tax
100% of 100% of 100% of households
Access to public toilets households (with 1 households (with 1 (with 1 public toilet
and urinal facilities for public toilet per 35 public toilet per 35 per 35 users)
all slum households users) users)
Door to door Door to door Door to door
Collection Collection Collection
Access to dustbins (estimated in the (estimated in the (estimated in the
Urban
and secondary storage overall projections overall projections overall projections
Poor
points for the town) for the town) for the town)
Up gradation of kutcha CC Road network CC Road network CC Road network in
roads to CC roads in in slums in slums slums
slums
Construction of Construction of Construction of
Pucca open and Pucca open and Pucca open and
Improved drainage Pucca closed Pucca closed Pucca closed drains
systems drains in slums drains in slums in slums
Adequate street Provision of street Provision of street Provision of street
lighting facilities lights in the slums lights in the slums lights in the slums
Education facilities Yes (Special focus Yes (Special focus Yes (Special focus

on slum areas while on slum areas while on slum areas while
planning new planning new planning new
facilities) facilities) facilities)
Urban poor having Yes (Special focus Yes (Special focus
access to same on slum areas while on slum areas while
Adequate health facilities as other planning new planning new
facilities patients in the town facilities) facilities)
Urban Poor having Urban Poor having Urban Poor having
access to same access to same access to same
facilities as other facilities as other facilities as other
Community Facilities citizens in the town citizens in the town citizens in the town
The following strategies are proposed to address the issues of urban poor and slum development in
Rehti. The broad strategies are:
 Provision of basic services in slum areas

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

needs are the strongest, and open during hours that can accommodate the schedules of the working
poor.
Access to credit mechanisms is of particular importance; the poor can incrementally invest in housing,
if they have adequate security of tenure, and this can become an important means of asset
accumulation.

in Exhibit 8-21:
Exhibit 8-21: Urban Poor and their Accessibility to Basic Services: Long Term & Short Term Interventions
 Survey to collect the exact data pertaining to existing status of slums
Sector  Making land and houses available at affordable prices
Interventions  Equipping existing slums and developed areas with necessary infrastructure
Required  Create awareness for better hygiene and education
 Employment generation initiatives
Expected  Equitable society
Outcome  Better infrastructure
Projects Envisaged
The projects identified to meet the Gaps (Demand-Supply) in this sector are listed below. These
projects need to be developed by 2015.
 Prepare a Slum Free City plan

 Comprehensive slum mapping and need for housing
8.2.9. Health
Sector Goals: To equip Rehti with state-of-art health infrastructure so as to reduce the dependence
on other cities
are:

Doctors per 1000 population 1.5 2 2
Beds per 1000 population 1 2 2.6
Effective implementation of To be carried in To be carried in To be carried in
health programmes and coordination of coordination of coordination of
related services in the slum Dept. of Health, Dept. of Health, Dept. of Health,
Health
areas of the city GoMP GoMP GoMP
Yes (Provision to
Regular checks for water
be made for
contamination in all water Yes Yes
necessary
bodies of the city
infrastructure)
For the provision of medical infrastructure, Rehti Nagar Parishad‟s role is limited to primary level
services and in even the Government Hospital lacks good facilities. To promote medical facilities,
Rehti Nagar Parishad must provide a conducive environment for other government agencies and
private developers in the form of support infrastructure, incentives, etc.

Future steps towards improvement in health care facilities should be based on certain principles.
These are:
 Control on Preventable diseases by safe drinking water , quality control on food items and safe
sanitation facilities
 Strengthening of Health Infrastructure of the town
 Awareness among the citizens

Exhibit 8-22: Health: Long and Short Term Interventions
Sector  Increase in number of doctors and bed capacity of town

Interventions  Development of necessary infrastructure
Required  Primary focus on primary healthcare and control on the preventable
diseases
Expected  Health infrastructure to ensure the 100 % coverage of patients

Outcome  Provision of health facilities so as to reduce the dependence on the other
cities and towns
Projects Envisaged
the Health Sector are:
 Primary Health Centre: As per the UDPFI guidelines, the city need bed capacity of 26 by year
2015 and 32 by 2025 and 41 by 2035. At present, city has 14 beds. The hygiene of the hospital is
very poor and the basic infrastructure is not good. A separate project should be undertaken to
revamp the hospital in all respect.
 Nursing Home: According to the estimates, a nursing home with bed capacity of 14 is required
for the town in 2035.
 Dispensary: The primary health institutions always play a key role in determining the overall
health scenario of a place. Keeping it in the mind, 1 dispensary has been proposed in the town
which should start functioning by year 2015.
Exhibit 8-23: Health: Initiatives to be taken by Nagar Parishad
Finalizing the sub projects to be undertaken Rehti Nagar Parishad and Dept of Health, GoMP
Preparation of DPR for finalized projects Rehti Nagar Parishad and Dept of Health, GoMP
Submission of DPR to funding agency Rehti Nagar Parishad and Dept of Health, GoMP
8.2.10. Education
Sector Goals: To achieve a 100% literacy rate with student-friendly educational institutions
are:

Literacy Rate 85% 95% 100%
Enrollment in primary
90% 100% 100%
schools
60% of prescribed 80% of prescribed 100% of prescribed
Education Teacher Student
Teacher Student Teacher Student Teacher Student
Ratio
ratio ratio ratio
Institutions for Higher It has a graduation
Yes No
Education college

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

 Adequate Educational institutions
 Provision of support infrastructure at educational institutions
 Employment generation to incentivize education
Long Term and Short Term Interventions

Exhibit 8-24 presents the broad strategies being proposed to address the gaps identified in the
existing levels.
Exhibit 8-24: Education: Long & Short Term Interventions
Sector  Development of necessary infrastructure
Interventions  Awareness generation
Required  Enforcement of regulations on private schools
 100% enrolment in primary schools
Expected
 Achievement of prescribed teacher-student ratio
Outcome
 100 % literacy rate
Projects Envisaged
the Education Sector are:
 Primary Schools: The overarching goal in this sector is to achieve 100% literacy rate in the city.
Rehti requires 5 more number of schools by 2015; and 8 primary schools by 2035.
 Senior Secondary Schools: 2 Senior Secondary Schools will be required by 2015 and 1 in
addition till 2035. The present Government Secondary Schools lack infrastructure facilities and
are in need of up-gradation.

As discussed earlier, Nagar Parishad‟s role in this sector is limited to the provision of providing basic
services and catalyzing involvement of other departments.
Exhibit 8-25: Education: Initiatives to be taken by Nagar Parishad
Finalising the sub projects to be undertaken Rehti Nagar Parishad and Dept of Education, GoMP
Preparation of DPR for finalised projects Rehti Nagar Parishad and Dept of Education, GoMP
Submission of DPR to funding agency Rehti Nagar Parishad and Dept of Education, GoMP
8.2.11. Other Social Infrastructural Facilities
Sector Goal
“To provide a universal access to quality social infrastructural amenities to improve the
overall quality of life”
are provided below
Develop parks Yes Yes Yes
Area coverage under 15% of town area 15% of town area 15% of town area
recreational facilities (as per UDPFI) (as per UDPFI) (as per UDPFI)
Other Social
Playing facilities/
Infrastructure Play grounds Play grounds Play grounds
Sports Facilities
Sufficient
infrastructure at mela Yes Yes Yes
/exhibition ground

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

existing levels.
Exhibit 8-26: Other Social Infrastructure: Long and Short Term Interventions
Sector  Allocation and Identification of land
Interventions  Land acquisition
Required  Up-gradation of existing facilities

Expected  Improved quality of life
Outcome  Improved access to the recreational facilities
Projects Envisaged
other social infrastructural facilities are:
Considering the stakeholders view and standard guidelines, following projects have been proposed in
the town:
 Community Hall: Community hall and library should be constructed in the city.
 Parks: At present there is only one dushhera ground which is used for multi-purpose functions.
There vacant land in the city should be identified and developed as parks to serve the dual
purpose of increasing the green cover in the city and providing citizens with open spaces for
recreation.
Exhibit 8-27: Other Social Infrastructures: Initiatives to be taken by Nagar Parishad
Finalising the sub projects to be undertaken Rehti Nagar Parishad and the stakeholders
8.2.12. Environment
Sector Goals: To accomplish clean, green and safe living environment for all citizens
are:
 Pollution Sources; Air, Water, Soil and Noise

 Demand / Supply side control

For retaining the healthy status of Rehti‟s urban environment, several planning and conservation
initiatives need to be taken. This could be achieved through the proper zoning of activities, provision
for sufficient breathing space in new development and adoption of proper landscape design practices
at the town level. There should be a clear-cut strategy to conserve and protect the physical
environment, including rivers and natural drains and pond in and around Rehti Nagar Parishad. It is
important to weigh the environmental impact of the new programs or development schemes. Lately, a
large number of unauthorized layouts have come up in the town, in south eastern part of the town. It
is important to devise a plan, which can check the growth of these unauthorized developments. Pond
conservation should also be explored with the possibilities of reviving ponds for water sources or
points of interest in the town by pond front development.
Projects Envisaged

This section discusses various aspects of urban environment and their addressing by the projects
proposed in other urban services. In addition to this, some projects are also proposed with specific
focus on improving the quality of environment.
 Air Quality: Periodic monitoring and review is essential to check air quality. Suitable plantations
or green cover should be provided on major routes to supplement better air quality. This would
partially be addressed by the development of Parks in the town and a massive tree plantation
drive.
 Water Pollution: Efforts/schemes should be designed to check the diversion of sewage flow into
the existing drains. Decentralized sewage treatment can be considered to have low cost and
environment friendly system.
 Ground Water Recharge: A critical issue that needs to be addressed on the priority basis is the
environment.
 Green Spaces: A critical issue that needs to be addressed on the priority basis is the
environment.
8.2.13. Tourism
Sector Goals: To improve tourism infrastructure in Rehti in order to cater to Salkanpur tourists
are:
 Hospitality Institutions
 Regional Connectivity

As a measure to effectively utilize the city‟s potential, a comprehensive survey should be carried out
for the tourist coming to Rehti. The survey should try to elicit details like frequency of visit, willingness
to stay in Rehti, services they expect, willingness to pay for better infrastructure, etc. This survey
would provide us with an extensive database and would be critical for public and private sector in
setting up necessary infrastructure like hospitality institutions, transportation, recreational /
entertainment infrastructure, etc. There lies enormous tourism potential in Rehti in the form of
religious tourism.
8.2.14. Economic Development

Sector Goals: Sustainable economic development on the basis of inherent strengths of the city
through promotion of health, education, tourism and industrial sectors – focus on local employment
opportunities.

The town economy is predominantly agrarian in nature with majority of the workers engaged in
primary sector activities and educated youths migrate out of town for employment opportunity. The
town lacks a sound economic activity base. The weak town economy has also resulted in the brain-
drain which in turn affects the town‟s economy. Resources should be mobilised to provide support to
boost the local economy. Measures should be taken to establish small and medium scale industries.

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Special care needs to be taken for women employment and education. In a nutshell, following
strategies need to be adopted for sustainable economic development:
1. Incentivizing agriculture
2. Promoting small & medium scale industries
3. Strengthening the markets
4. Improving transportation infrastructure

existing levels
Exhibit 8-28: Economic Development: Long and Short Term Sector Interventions
Sector  Development of small scale industrial area (herbal-based)
Interventions  Rejuvenation of trade and commerce
Required  Development of agro based industries
Expected  New employment opportunities

Outcome  Improved average income and access to better facilities
Projects Envisaged
economic development of the town are:
 Development of Commercial Areas: This can further be divided into development of new
commercial areas and up gradation of existing commercial areas. New commercial areas can
include dedicated markets for important commodities or general markets. In addition to the
development of new markets, existing markets can be upgraded to increase their capacity and
provide better services to the users and customers.
 Development Herbal Manufacturing Units: With the objective of diversifying the economic
base of Rehti city, the existing herbal manufacturing unit should be developed. This would
thrust to the employment generation activities result into the overall upliftment of the society in
the town.
 Development of Hawkers Zone: Depending on the land availability and market demand,
hawker‟s zones should be developed in near Salkanpur Temple. The Hawkers zone would
dedicate space to the hawkers and hence reducing congestion in the temple premises.
 Organization of Trade Fairs and Other Exhibitions: With the objective of attracting private
investments, trade fairs and other exhibitions should be organized at regular intervals in the city.
This would serve the multiple purposes of showcasing Rehti‟s potential.
Exhibit 8-29: Economic Development: Initiatives to be taken by Nagar Parishad
Finalising the sub projects to be undertaken Rehti Nagar Parishad

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8.2.15. Urban Governance
Sector Goals: Sector Goal: Well managed city with proactive and proficient staff
are:
No. Achievement Target 2015 2025 2035

1 Decentralization of urban functions to local bodies 100% 100% 100%
2 Establish clarity of roles and responsibilities. 100% 100% 100%
3 Training to enhance capacity building. 100% 100% 100%
4 People‟s Participation in Governance 50% 80% 100%

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

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

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

The City Investment Plan is an important element and is significant in terms of the city‟s management
process and sustainability with regard to the delivery of basic services. The CIP will also provide a
framework for the annual budget cycle of Rehti Nagar Parishad for the next five years. As a part of
Rehti CDP, CIP includes the following:
 The desired service levels/ standards for infrastructure provision;

 Identified the roles and responsibilities of various stakeholders in the implementation of
identified projects.
 Project phasing and strategies for implementation.
Rehti Nagar Parishad has the primary responsibility of delivering municipal services. So the CDP
proposals will be implemented by the Nagar Parishad. The projects, prioritization, investment phasing,
strategies and action plan are framed accordingly.
The CIP involves the identification of public facilities to cater demand of the city populace in the years
2015 and 2035. The projects have been identified through a demand-gap analysis for various urban
services. Identification of projects was followed by their prioritization based on the stakeholder‟s
consultation. The projects identified are aimed at ensuring the optimal and efficient utilization of
existing infrastructure systems and enhancing the capacity of the systems/services to cater to the
demands of future population. In addition to the projects which are related to major urban services,

103
CIP also includes developmental projects like greenery development, parking spaces, system
modernization etc.
The CIP and forecasted future needs for provision of capital facilities under each identified sector is
presented below. These assets will help Rehti in improving the quality and coverage of service for the
current population as well as accommodate the expected increase in population. In some of the
sectors like source augmentation for water supply, development of landfill site etc, a planning horizon
of 25 years has been considered. Rehti Nagar Parishad expects that these infrastructure assets
would not only guarantee services to its citizens, but also signal a proactive commitment to potential
investors.
9.3. City Priorities

A questionnaire survey to elicit stakeholders‟ responses on key issues faced by city and extent of their
severity was done. A questionnaire, provided in Annexure 2 was designed by IMaCS team to gain a
comprehensive understanding of city-level and ward-specific issues encountered by citizens of Rehti.
The questionnaire survey tried to obtain stakeholders‟ vision of city, prioritization of various urban and
infrastructural services.
The questionnaire was divided into two parts; one corresponding to the entire city and the second part
corresponding to the ward specific issues.
In the first part of the questionnaire, questions pertaining to the whole city were included such as
important aspects of the city, economic drivers, physical & social infrastructure, etc. The respondents
were asked to rank the criticality of the issues on a scale of 1 to 9 with 1 being most critical and 9
being the least. The guidelines to decide the criticality included importance of a particular sector in
city‟s development and existing status of the sector. These sectors were further divided into various
components and respondents were again asked to rank the criticality of these components. This
provided the information corresponding to the adequacy of the supporting infrastructure and facilities
related to these sectors. The sectors included in the questionnaire were: Road network, Road surface
condition, Water Supply, Sewerage facility, Storm water drainage, Solid waste management, Health
facilities, Education facilities, and Greenery and adequacy of open space e.g. adequacy of parks,
lawns in the city etc.
In the second part of the questionnaire, a detailed survey of ward-wise infrastructure facilities was
carried out. The approach and methodology adopted in this part was same as that followed in the first
part of the questionnaire. Each respondent was asked to respond with respect to the ward he/she
belongs to.
The data collected through the questionnaire survey was analyzed to prioritize various
sectors/services of the city according to their criticality. In addition to this, various components of each
sector were also prioritized in order to identify the critical areas of all urban sectors/services. The data
set included 30 responses for each question of the questionnaire.
Questionnaire analysis:
A basic analysis which includes percentage of respondents who have ranked various infrastructure
sectors on a scale of 1 to 9 is given in Exhibit 9-1. A brief study of the Exhibit suggests that
Sewerage, Water System, Roads and Health Infrastructure are among the most critical problems
faced by the residents in Rehti.
Exhibit 9-1: Status of Infrastructure Facilities (%)
Problems/ Ranks 1 2 3 4 5 6 7 8 9

104
Problems/ Ranks 1 2 3 4 5 6 7 8 9
Road Network 5.88 - - 17.65 - 11.76 11.76 11.76 5.88
Road surface
- 11.76 - 5.88 5.88 17.65 5.88 - 17.65
Condition
Availability of water 5.88 5.88 - 5.88 17.65 5.88 17.65 5.88 -
23.5
Sewerage facility 5.88 5.88 17.65 - - 11.76 - -
3
Storm Water 17.6
- 17.65 5.88 29.41 5.88 - - 5.88
Drainage facility 5
11.7
Solid Waste - 11.76 5.88 17.65 - 5.88 5.88 5.88
6
Health Facility 35.29 - 5.88 - - 11.76 - - -
Education Facility - - 5.88 - 5.88 11.76 11.76 17.65 11.76
Parks - 17.65 5.88 5.88 - - - 23.53 11.76
In addition to a preliminary analysis, an overall rank for each sector was derived out of cumulative
perception in terms of its criticality. A decreasing rank order of various infrastructure facilities is given
in Exhibit 9-2. The ranking thus obtained lays down a path for prioritization of development works in
the city. It would try to synchronize the usage of developmental funds with the needs of the city. It
should be kept in mind that the Exhibit below is only an indicator of relative criticality of various
sectors/services.
Exhibit 9-2: Ranking of Infrastructure Facilities
Rank Infrastructure Facility
1 Storm Water Drainage
2 Road Surface Condition
3 Sewerage facility
4 Health Facility
5 Solid Waste Management
6 Road Network
7 Education facility
8 Availability of water
9 Parks, Lawns
Source: IMaCS Questionnaire Survey Analysis
A detailed analysis was carried out for each sector in order to identify the most critical problem within
each sector. The findings of this analysis will be useful while devising City Investment Plan, Annual
Action Plan and Prioritization of projects within each sector. Exhibit 9-3 lists most critical problems in
the various sectors/services of the city.
Exhibit 9-3: Critical Sectoral Issues
Sector Most critical problem
Water Supply Supply Hours
Storm Water Drainage Blocked Drains
Transportation Encroachments
Solid Waste Management Shortage of collection site

105
As for the social infrastructure, stakeholders were asked to rank their perception on a scale of 1 to 4
with 1 being Good, 2 being Satisfactory, 3 being Poor and 4 being Very Poor. From the responses it
has been observed that the city in-general suffers from poor social infrastructure which includes
parks, proper markets & parking space, recreational activities, and good education and health care.
9.4. Summary of Investments

The total estimated capital investment required for providing efficient services to the present
population and future population of Rehti by the year 2035 is Rs. 5383 Lakh at constant prices. Of the
total identified investment need a total of Rs. 3443 Lakh is proposed for investment for Rehti Nagar
Parishad by 2015.
Investment Head (Agency/ Period) Rs. Lakh

Total investment Need of Rehti by 2035 5383
Investment by Rehti Nagar Parishad by 2015 3443
Source: Computed Values
The planning horizon for the projects identified in sectors of urban poor/ slums, system modernization,
city beautification etc which can be taken up immediately by 2015 therefore the entire identified
investment is proposed for funding by 2015 itself. In case of core service sectors of water supply,
sewerage, drainage, solid waste management 2035 is considered as the planning horizon and hence
only part of the identified investment is proposed for funding by 2015. Rehti will need to plan for the
remaining identified investment to be funded beyond 2015. Also, the projects already under
preparation by the ULB as indicated in the strategy section will form a part of the total investment
need identified in the CIP. Exhibit 9-4 presents the summary of sector-wise total investment need and
investments up to 2015.
Exhibit 9-4: Summary of Capital Investments
Investment by ULB
S.No.
Rs. Lakh Rs. Lakh Rs. Lakh

A Water Supply 585 232 817
B Sewerage and Sanitation 289 74 363
C Urban Roads, Transport & Traffic 832 244 1293
D Storm Water Drains 238 143 496
E Street Lighting 173 60 276
F Solid Waste Management 27 30 97
G Urban Poor/ Slums' Improvement 442 62 597
H Health Infrastructure 506 174 796
I Education Infrastructure 130 166 361
J Socio-Cultural Facilities 62 - 62
K Urban Environment 17 5 30
L Urban Governance 12 4 20
M Heritage & Tourism 5 3 10
N Economy 65 - 65
O Other Projects 60 20 100
Total Investment Identified 3443 1215 5383

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Investment need for the Rehti Nagar Parishad
As can be observed from the table above, a significant amount i.e. 59% of the total investment is
needed by the year 2015. From the perspective of sector priorities, about 47% of the investment
required for water supply will be proposed by year 2015 and 64% would be proposed for Sewerage
and Sanitation. Drains and road sectors envisage around 48% and 64% respectively of the identified
investment by 2015 while street lighting sector envisage about 63% of the identified investment.
Within the total investment proposed for Rehti Nagar Parishad, apart from other investments which
include, health, education, community development etc maximum share is taken by the Roads sector
at 24 % followed by drain and health sector at 15.2% and 14.8% respectively. Sewerage accounts for
7% and solid waste management accounts for 2 % of the investment. Slum rehabilitation accounts for
about 3 % of the total investment by 2015.
Sector wise details of the City Investment Plan, capital facilities costs, supportive actions and
implementation aspects are discussed in the following sections in detail. Demand-gap assessment
leading to various projects‟ identification has already been done in chapter 6.
9.5. Sector wise CIP details – Capital needs/ Investments

9.5.1. Water Supply
The total investment need for water sector by year 2035 is estimated at Rs. 816.52 Lakh . However
the gaps in the system are to be filled in phases in line with the quantum of population addition.
Accordingly, part of the identified investment proposed to be funded by 2015 will cater to the current
gaps and meet the immediate requirements.
A DPR has been prepared to enhance the water capacity by withdrawing water from river Babar. This
project should be taken up on immediate level as the current supply is way below desired levels as
already discussed in sector analysis.
Priority needs (2015) / Long term needs (2035)
Investment up to Investment Total Investment till 2035

Sector/ Component 2015 beyond 2015
(Rs. Lakh ) (Rs. Lakh ) (Rs. Lakh )
Water Supply 584.83 231.69 816.52
1 Source Augmentation 58.96 20.08 79.04
2 Treatment capacity 170.40 44.74 215.14
3 Distribution Network 249.42 126.40 375.82
Elevated Storage
4 23.67 13.38 37.06
capacity w.r.t. Supply
Refurbishment of Old
5 69.17 22.87 92.04
Distribution Network
6 Metering System 13.20 4.23 17.43
7 Public Stand Posts - - -
Action Plan for Implementation (2015)
Water Supply 2012 2013 2014 2015

Investment
up to 584.83 82.33 185.94 108.59 207.97
2015(Rs.

107
Water Supply 2012 2013 2014 2015
Lakh )
Water supply Augmentation   
Treatment Plant   
Distribution network
  
Capital augmentation
Facilities Elevated storage reservoirs
  
of 3.04 ML capacity
System refurbishment &
   
replacements
Metering System   
Regularise unauthorised
Support & connections, Check
  
System distribution leaks and reduce
Sustenance UFW
Measures Improve collections to reach
85% collection efficiency by   
2015
 The Nagar Parishad will have to develop a comprehensive water management
plan for the city including details of groundwater availability, use, potential for
increasing the water drawn from the available ground water source of the town.
Action
 Identify the areas hitherto not covered by water distribution network and develop
Measures
a comprehensive plan for providing water supply to these areas.
 Increase the number of domestic connections
 Reserve land for zones that are good for water recharge and water conservation
 Capital investments on system refurbishment and replacement shall happen only
Sector after conducting water audit and identification of UFW sources
Notes  Improvement of collection efficiency is applicable to both arrears and current
demand
 Daily per capita water supply (min of 135 lpcd)
Performance  Elevated storage capacity w.r.t. supply (33%)
Monitoring  Distribution network reach as % of road length (min 85%)
Indicators  System coverage – water HSCs as % of PT assessments (min 85%)
 Cost recovery through user charges (100% O&M expenses)
9.5.2. Sewerage & Sanitation

The total investment need for sewerage sector by 2035 is estimated at Rs. 363.19 Lakh . However
the gaps in the system are proposed to be filled in phases in line with the quantum of population
addition and augmentation of water supplies to the town. Accordingly part of the identified investment
is proposed to be funded by 2015 to cater to the current gaps and meet the immediate requirements.
Investment up to Investment beyond 2015 Total Investment

Sector/ Component 2015 till 2035
Sewerage &
289.39 73.80 363.19
Sanitation
1 UGD Network 254.87 66.92 321.79
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2 Treatment Capacity 26.22 6.88 33.10
Public
3 8.30 - 8.30
Convenience Seats
Sewerage System/ UGD 2012 2013 2014 2015

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

The total investment need for roads, street lighting and traffic management sectors by 2035 is
estimated at Rs. 1293 Lakh . However the gaps in the system are proposed to be filled in phases in
line with the area being developed and quantum of population addition. Accordingly part of the
identified investment is proposed to be funded by 2015 to cater to the current gaps and meet the
immediate requirements.
Investment up to 2015 Investment beyond Total Investment

Sector/ Component 2015 till 2035
Roads & Urban Transport 831.55 461.45 1293
1 Roads Up gradation 85 40.18 125.18
2 Roads New Formation 193.05 348.23 541.28
Roads Widening & 116.54
3 43.50 73.04
Strengthening
Bridges/Flyovers/subwa 500
4 500 -
ys
Development of Bus 10
5 10 -
stop

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Roads, Street lighting and
2012 2013 2014 2015
Traffic Management
Investment
Rs. 831.55
up to 2015 52.00 175.73 240.54 363.28
Lakh
(Rs. Lakh )
Roads Up-
   
gradation
New road
   
formation
Widening &
Strengthening
Capital (Improvement
Facilities of traffic
   
system and
Junction
improvements
)
Development
   
of Bus Stop
 Identification of earthen roads which need to be upgraded to BT/CC
Action  Improve connectivity within the Municipal area
Measures  Provide parking lots and introduce parking fee
 Provide for footpaths on the existing and yet to be developed roads
 The design of the new roads should have provision for shoulder, foot paths, utility
ducts and storm water drains under the foot paths.
Sector Notes
 New roads development shall be integrated with the drain construction (i.e. for
any new road drainage facility to be planned and constructed alongside)
Performance  Road network – Degree of connectivity in terms of per-capita road length (min
Monitoring 1.75 m)
Indicators  Road condition - % municipal roads surfaced (100% - CC/ BT surfacing)
9.5.4. Storm Water Drainage

The total investment need for drains sectors by 2035 is estimated at Rs. 496.25 Lakh . However the
gaps in the system are proposed to be filled in phases in line with the road network being developed
and quantum of population addition. Accordingly part of the identified investment is to be funded by
2015 to cater to the current gaps and meet the immediate requirements.
Investment up to 2015 Investment beyond 2015 Total

Sector/ Investment till
Component 2035
Drains 237.98 258.28 496.25
Drains Up 78.06
1 78.06 -
gradation
Drains New 418.20
2 159.92 258.28
Formation

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Storm Water Drainage 2012 2013 2014 2015

Investment
up to 2015 237.98 Lakh 59.49 35.70 83.29 59.49
(Rs. Lakh )
New formation of
   
Capital closed drains
Facilities
Up gradation    
Ensure that every

Support & divided road to have
System closed drains on either
   
Sustenance side and undivided
Measures roads have drains on
at least one side
 Isolate sewerage system from drinking water and storm water lines
Action
 Identify, delineate, sanitize and protect the natural drainage system of the city
Measures
 Adopt Root Zone treatment system for cleaning water in storm water drains before
final disposal
 Improve drainage network on a priority basis in flood prone areas
Sector  All new roads to be designed shall have adequate provision for storm water
Notes drains.
 Constructing new drains shall be integrated with the new roads development
Performance  Drainage network should 130% of road length
Monitoring  All divided roads to have drains on either side and undivided roads on at least one
Indicators side
 Drains to be cleaned before and after monsoon for better functioning
9.5.5. Solid Waste Management

The total investment need for conservancy and sanitation sectors by 2035 is estimated at Rs. 96.97
Lakh . However the gaps in the system are proposed to be filled in phases in line with the road
network being developed and quantum of population addition. Accordingly part of the identified
investment is to be funded by 2015 to cater to the current gaps and meet the immediate
requirements.
Solid Waste Management 2012 2013 2014 2015

Investment
up to 2015 Rs. 96.97 Lakh 6.52 9.59 11.30 -
(Rs. Lakh )
Acquisition of new vehicles
for primary and secondary    
Capital collection
Facilities Land fill infrastructure and
composting facility    
development at disposal site

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Solid Waste Management 2012 2013 2014 2015
Container Bins & dumper
   
placers
Construction of pay & use
public convenience systems    
in slums
Implementation of complete
   
door -to-door collection
Part-privatisation of house-to-
Support &
house collection at 80%
System
households (Rehti Nagar    
Sustenance
Parishad to cover only 20%
Measures
households)
Awareness campaign on
   
source segregation
 Increase the ambit of Solid Waste Management to include “recycling” and to

facilitate and regulate the sector accordingly.
 Ensure optimum utilization of existing fleet
 I-E-C campaigns to be initiated for awareness among the urban poor and slum
dwellers towards better SWM practices
 Initiate steps towards sharing the responsibility of primary collection of
Other segregated garbage with citizens
actions/  Develop transfer stations in a scientific, eco-friendly manner – processing waste
Measures at these sites, for different types of material
 Develop decentralized waste processing sites at each zone- appropriate
technologies
 Improve and ensure access to sanitary facilities for the urban poor and slum
dwellers.
 Encourage pay & use category of public conveniences with community
involvement in the maintenance of the same.
 Rehti Nagar Parishad shall be the prime implementing agency for the sector
 For establishment of Intermediate Transfer Stations to reduce cost of
Sector
transportation, identify sites which are cost effective
Notes
 Identify localized/ decentralized locations for processing/ disposal/ reuse of bio-
degradable and plastic waste
 Source segregation – reduction of waste to be collected (min 70 % of waste
Performance generated)
Monitoring  Door-to-door collection as % of households covered (min 80%)
Indicators  Optimum fleet utilization (No. of trips/ vehicle/ day - average minimum of 2.5)
 Vehicle capacity as % of rated capacity to waste generated (minimum 100%)
9.5.6. Street Lights & Fire Fighting

The total investment need for street lighting by 2035 is estimated at Rs.275.93 lakh . However the
gaps in the system are proposed to be filled in phases in line with the area being developed and
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quantum of population addition. Accordingly part of the identified investment is proposed to be funded
by 2015 to cater to the current gaps and meet the immediate requirements. Funds for fire services
have already been sanctioned for the town by Madhya Pradesh Government, thus it has not been
taken into account.
Investment up to Investment Total Investment

Sector/ Component 2015 beyond 2015 till 2035
Street Lighting 172.75 103.8 275.93
1 New Installation 139.75 83.75 223.50
2 Underground Cabling 33 19.43 52.45
Street Lighting 2012-13 2013-14 2014-15 2015-16

Investment Up to
172.75 43.19 43.19 51.83 34.55
2015 (Rs. Lakh )
Capital Facilities New Installation    
Underground Cabling   
Action Measures  Replacement of existing tube lights and high power lamps with appropriate
CFLs to reduce energy consumption and electricity bills.
 New Installation should include CFLs
9.5.7. Slums and Basic Services for Urban Poor

The requirements in the sector are of immediate priority and hence, the planning horizon for the
sector is 2015 and accordingly projects and investments identified are to be funded by 2015. A sum of
Rs. 442.15 Lakh is the investment identified for various improvement projects and for providing basic
services to urban poor.
Action Plan for Implementation
Slums and Urban Poor 2012 2013 2014 2015

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

9.6.1. Health Infrastructure
To meet the formulated sector goal with satisfactory level of service indicators, the sector would
require an investment of Rs 796.00 Lakh by 2035. However, the gaps in the system are proposed to
be filled in phases in line with the area being developed and quantum of population addition.

Health Infrastructure 506 290 796
1 General Hospital 416 240 656
2 Nursing Home 90 50 140
Health Infrastructure 2012 2013 2014 2015

Investment Up to
506 149.00 190.60 83.20 83.20
2015 (Rs. Lakh )
Capital Facilities General Hospital    
Nursing Home    
Action Measures  Augmentation of Bed Capacity of the city by either developing new facilities
or upgrading the existing ones
 Development of Nursing home and Dispensaries
 Generating awareness about safe sanitation

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Health Infrastructure 2012 2013 2014 2015
Sector Notes  Provisions should be made for the optimal utilization of health infrastructure
by tackling obstacles like shortage of power, medical staff, etc
 Primary care should be given due importance
 Hospital waste should be properly disposed
9.6.2. Education Infrastructure

require an investment of Rs 360.86 Lakh by 2035. As per the population projection the need of any
new educational facility is not required by 2015, therefore complete investment would be required
beyond 2015-16. The Education Sector needs to be strengthened by developing new schools at
required levels, equipping schools with basic infrastructure, complementing education with
employment opportunities and generating awareness about education. There is also a need to
consider that, provisions should be made for the optimal utilization of education infrastructure by
tackling obstacles like shortage of power, staff, etc and primary education should be given its due
importance.
Social Infrastructure Projects

Name of the Project Construction of 8 primary, 3 secondary schools
Current educational infrastructure is supporting the
Education
Need of the Project current demand, but additional requirement stated above
would be needed to support the future demand
9.7. Socio – Cultural Facilities

require an investment of Rs 62 Lakh by 2035.

Socio-Cultural Infrastructure 62.02 - 62.02
1 Play grounds 50 - 50
2 Community Hall 0.02 - 0.02
3 Development of Mela Ground 12 - 12
Socio-Cultural Infrastructure 2012 2013 2014 2015

Investment Up to
62.02 4.80 29.81 27.41 -
2015 (Rs. Lakh )

115
Socio-Cultural Infrastructure 2012 2013 2014 2015
Capital Facilities Play Grounds    
Community Hall   
Development of Mela Ground    

Action Measures  Development of Community Rooms, Community hall and a Public Library
 Development of Green Spaces
 Development of a Recreational Club, a Sports Complex and a Swimming
Pool
Sector Notes  Maintenance of these public facilities plays a crucial role in preserving the
assets
 A healthy socio-cultural atmosphere fosters a healthy environment for growth
 Land for these facilities can be acquired under the Public Purpose
9.8. Urban Environment & Tourism

9.8.1. Urban Environment
To meet the formulated sector goal, an investment is made of about Rs 30 Lakh by 2035. An
investment plan was devised for the improvement of urban environment considering the future threats
in the short and long terms.

Urban Environment 17 13 30
1 Tree plantation 5 5 10
2 Preservation of Water Bodies 12 8 20
Socio-Cultural Infrastructure 2012-13 2013-14 2014-15 2015-16

Investment Up to
17 3 3 3 1
2015 (Rs. Lakh )
Tasks Identified Tree plantation including Root
   
Zoning treatment system
Action Measures  Strengthening of Waste Collection and Disposal Mechanism and Waste
Water Conveyance System
 Development of green spaces and tree plantation
 Initiatives for ground water recharge & preservation of water bodies
9.8.2. Tourism

116
To meet the formulated sector goal, an investment is made of only about Rs 10 Lakh by 2035. An
investment plan was devised for the improvement of urban environment considering the future threats
in the short and long terms.

Tourism 17 13 30
1 Infrastructure 5 5 10
Socio-Cultural Infrastructure 2012-13 2013-14 2014-15 2015-16

Investment Up to
5 0.50 0.50 1.50 2.50
2015 (Rs. Lakh )
Tasks Identified Developing Infrastructure    
Action Measures  Provision of rest houses/ hotels
 Sufficient parking Infrastructure
9.9. Urban Governance

require an investment of Rs 20 Lakh till 2035, whose investment snapshot is given below.

Urban Governance 12 8 20
1 Computerization 3 2 5
2 Training Modules 3 2 5
3 GIS Mapping 6 4 10
Urban Infrastructure 2012 2013 2014 2015

Consolidated Yearly Investment (Rs Lakh ) 7.80 1.80 1.80 0.60
Electronic Items for
   
Tasks Computerization
Identified Training Modules    
GIS Mapping   
 Computerization for improving accountability in the system
Action
 GIS mapping for having a wide database which can be used for improving the
Measures
revenue, better planning and implementation
9.10. Other Investment requirement

117
During discussions it was identified that town requires improvement of crematorium/ burial grounds.
The investment requirement identified for the town is Rs. 100 lakh up to 2035 and Rs. 60 Lakh up to
2015-16.
9.11. Financing Options & Structuring

Project structuring and risk assessment
Infrastructure projects are typically capital intensive in nature. During the process of Rapid Urban
Assessment and Stakeholder Workshop, the projects identified for ULBs to be incorporated in the City
Development Plan varies across all conventional urban infrastructure sectors coming under the
purview of ULB such as water supply, sewerage and Under Ground Drainage, sanitation, roads,
transportation network, street lighting, storm water drains, solid waste management, community
facilities etc. While on one hand, all the identified and demand driven projects, need to be financed in
a sustainable manner, the ULBs in general do not have the financial strength to take up these projects
on their own. Historically, ULBs have been dependent on conventional sources i.e., state and central
support for funding infrastructure projects. While these sources still account for a considerable portion
of the total fund flow in urban infrastructure sector, not 100% of these come as unconditional grant
and ULBs are gradually made liable for funding their own projects by means of loan, beneficiary
contribution etc. At the same time, other unconventional options for raising infrastructure finance such
as pooled finance, Private Sector Participation (PSP) are also emerging. In this context, need for
structuring infrastructure projects based on suitable financing options available in the sector becomes
imperative. However, each of these options might have some risks associated with it and assessment
of the same is also important. Detailed in the section below are the options for project structuring
available in the present framework for financing ULB infrastructure with risk assessment for the same.
 ULB’s revenue source

The revenue sources of ULB comprise of own revenue and State transfers (combination of assigned
revenue and grants & contributions). State devolution to ULBs is a source of meeting the debt service
requirements under various borrowings. An Urban Local Body is capable of financing its own projects
if it has a revenue surplus position and capable of sustaining it consistently over future tenure of the
project envisaged. However, the financial status analysis of Rehti Nagar Parishad shows that the
Revenue account of the Nagar Parishad is not capable of taking huge investment entirely on its own
balance sheet; hence it is not a valid option for this ULB.
Risk assessment:
Even if the ULB has a revenue surplus position at present, there could be inconsistencies in future
thus making the project subject to risk of running out of fund.
 Ongoing sector development schemes/ programmes

Typically these are state and central sources of financing through which ULBs get fund in the form of
loan and grants. Apart from traditional programmes, this option also includes multilateral sources of
funding which is routed through state level nodal agency.
State schemes
Projects taken up under regular state schemes are generally funded entirely by the state. The funds
are allocated in the state budget and made available to the implementing agency through the state

118
Urban Development Department (UDD). The ULB can structure its identified projects best suited to
any such ongoing state scheme applicable for a specific sector.
Risk assessment:
Less risk but not likely to get fund for large capital intensive projects
Central schemes
For central schemes, the total funding is generally shared between centre and state or centre, state
and ULB itself. The funding pattern is different for different schemes and could be of any combination
of loan, grant and own contribution.
Risk assessment: Low risk as Govt. supported programme. However, ULBs has to make arrangement
for own contribution as well as repay loan over specified period. Thus has to assure a source for that.
Risk assessment:
Low risk as these Government supported programme. However, ULBs have to make arrangement for
own contribution as well as repay loan over specified period.
 Borrowing
Pooled finance
Pooled finance is a form of market borrowing. It is a financial instrument for tapping capital market to
finance small city infrastructure projects. Like an independent financial entity, the Nagar Parishad can
issue bond to raise money from market. The municipal bond has to be rated by a credit rating agency
and then issued in the market. However, ULBs has to have a strong financial position to raise money
by this instrument.
Risk assessment:
 This instrument is prone to market risk

 ULB has to maintain consistently good financial position and credibility
Financial institution borrowing

For ULBs, borrowing from financial institutions has been generally from government supported
financial institutions like HUDCO, LIC etc. The Rehti Nagar Parishad can borrow money from these
financial institutions.
Risk assessment:
 Low risk as supported by Government

 The fund is focused towards urban development
 Disbursement could be conditional
 Public Private Partnership

This instrument seeks to have contribution from a private party in developing a facility and/or
operating a facility. There are various standard forms of contract that could be entered into between
the public body (ULB) and the private party depending on the conditions best suited for a particular
project. Typically, the private party would operate the facility over a certain period of time after
developing in with some user charges and then hand it over to the public body
Risk assessment:
119
 Risk of opposition to user charges for basic public amenities
 ULB has to have thorough monitoring over project development as well as operation
period by private party
 Other capital sources

These are some Government. capital sources, which are not dedicated to urban development but
could be tapped for this purpose. For example funds from Member of Parliament Local Area
Development (MPLAD), MLALAD, and Central Finance Commission Grants etc. These cannot be
considered as regular sources of funds but can be tapped for one time investment by ULBs
depending on availability and local situation.
Risk assessment:
 Highly uncertain as long as not committed

 Most likely to be one time contribution, not a consistent source
9.12. Conclusion
In this chapter the investment requirement in various sectors and sub-sectors has been detailed out.
Along with investments the action measures needed to implement the projects, performance
indicators to identify the effective execution has also been detailed out. The next chapter puts forward
the financial operating plan (FOP) for Rehti town.

120
10. Financial Operating Plan
10.1. Introduction
The sustainable investment capacity of Rehti Nagar Parishad has been assessed through a Financial
Operating Plan (FOP), which gives a yearly forecast of finances for the years 2012-13 to year 2015-
16. A salient feature of the FOP is that all outstanding dues, including debt and non-debt liabilities if
any, have been taken into account.
The accounts data of Rehti Nagar Parishad between the years 2006-07and 2010-11 are used as the
basis for determining past trends in revenue and expenditure and arriving at appropriate growth
assumptions for each of the income and expense items. After forecasting the revenue account, the
capital investments proposed under the CIP are added to the forecast. The FOP is generated to
assess the investment-sustaining capacity of Rehti Nagar Parishad.
The project funding structure comprises of grants under the State scheme (accounting for 30 per cent
of the funding); internal resources and loans accounting for the rest. 75% of the loan repayment would
be the responsibility of the state and rest 25% to be managed by ULB. The level of investment that
Rehti Nagar Parishad can sustain is determined by studying the overall surpluses/ year-to-year
opening balance and debt service coverage ratio. If the debt service coverage ratio - DSCR (amount
of surplus available to pay interest and to repay principal that is due) falls below 1, then the
investments are reduced gradually till the DSCR exceeds 1 in all the years in the forecast period.
The main items of income and expenditure, classified into the revenue account and the capital
account, are projected in the FOP under the following categories.
10.2. Categories of FOP Projections

The main items of income and expenditure, classified into the revenue account and the capital
account, are projected in the FOP under the following categories.
 Revenue Account Receipts:

 Taxes, Non Tax Sources, Assigned Revenue and
 Grants, Contribution and Subsidies
 Revenue Account Expenditure:
 Establishment
 Operation and Maintenance
 Debt Servicing- Existing and New Loans
 Phasing of non debt liabilities, and
 Additional O&M
 Capital Income and
 Capital Expenditure
10.3. Financial Strategies for CIP

In determining a long-term financial strategy, Rehti Nagar Parishad plans to raise resources and
funds for the CIP through:
 Grants available under the State scheme Framework (as 30 percent State Govt. Grants).
 Available internal resources and improving upon the same through

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

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

The standard assumptions under which the projections are carried out and certain expenditure control
and revenue augmentation measures proposed in line with the mandatory and optional reforms under
the UIDSSMT framework are presented below in Exhibit 10-1
Exhibit 10-1: Important Assumptions made in the projections
Head Assumptions
Guiding Factor for Assessing the Sustaining Capacity
Surplus Positive surplus - year on year basis
DSCR Greater than 1
Project Financing – for admissible Components under JNNURM

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Head Assumptions
Project Costing Unit Cost, with 5 % Cost escalation factor and 5% Physical
contingency
New/Additional O & M and from
second year of investment 5% growth
is considered for the additional O & M 5% of Capital cost
Grant from GoMP 82.5% of the proposed projects

Grant from GoMP for Health, Education 100% of the proposed projects
and Slums
If Loan for Balance funding Repayment in 12 years, with 3 year principal moratorium 8%
interest rate
Old Outstanding loans As per existing terms and conditions
Revenue Expenditure
Growth in Expenditure Actual average growth with a minimum 8% and maximum of
12% (based on last five years trend)
Pay Commission Revision Pay Commission revision- additional 10% from 2013-14
every five years
Assumption for assessment of Rehti Nagar Parishad’s sustainability
Income Items
Growth in revenue income Actual average growth with a minimum 8% and maximum of
12% (based on last five years trend)
Property Tax: Propose to introduce from FY 2012-13
Annual growth in Assessment 2 % per annum
Increase in Assessments due to 524 properties
Survey/ PT Reforms
Initial Revision in 2012-13 150% of the existing
Revision of Tax 50% every five years
Collection Performance 85% or current average whichever is higher by 2015
Income Items- Water Supply
Annual growth in Water Connection 1.7% per annum
Regularisation of unaccounted 536 connections
connections
Coverage 85% of Assessed properties by 2015
Initial revision in water tariffs by 150% in FY 20011
Next Revisions in water tariffs by 50 % every five years
Initial revision – new Connection fee by 150% in FY 20011
Future revision – new Connection fee by 25% every five years
Collection Performance 85% by 2015-16
Income Items- Sewerage
Coverage 100% of water connections by 2015-16
Sewerage Charge 50% of water charges from year 2014-15
Initial revision - new Connection fee Rs. 1000 per connections

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Head Assumptions
Future revision - new Connection fee by 10% every five years
Collection Performance 85% by 2015
10.6. Investment Capacity/ Sustenance

Given the existing financial position of Rehti Nagar Parishad, the revenue and capital accounts are
projected against the growth scenario and assumptions presented above. The City Investment Plan
(CIP) shows that the total investment required to develop Rehti town is Rs. 3443.07 Lakh at constant
prices in short term i.e. till 2015 (of the total Rs. 5382.54 lakh investment identified for funding till
2035). Rs 3443.07 Lakh include about Rs. 506 Lakh towards Health sector, Rs.130 Lakh towards
education sector and Rs. 442 lakh towards urban poor, 100% of which would be provided by the state
departments/schemes. Hence a FOP is generated from the sustainable investment point of view in
line with current growth trends against the identified investment for Nagar Parishad of Rs. 2364.82
Lakh at constant prices till 2015, which excludes investment required for Health, Education and urban
poor sectors.
Base Investment Capacity
Base Investment Capacity is estimated considering business as usual case, where Rehti Nagar
Parishad has not taken any grant under UIDSSMT scheme and has not done any reforms to increase
their revenue income. At this scenario the Parishad will be able to sustain only 12.30 % of the total
investment identified for year 2015.
Impact of Reforms on Investment Capacity of Rehti Nagar Parishad
Following are the four cases considered as shown in Exhibit 10-2 and sustainability was checked.
Exhibit 10-2: Reforms Undertaken
Assumptions (Revenue Improvement Measures)
Impact of Reforms on Investment
Base Capacity
Case
Scenario 1 Scenario 2 Scenario 3
Property Tax
PT Survey No Yes Yes Yes
Property Growth No Yes Yes Yes
Collection Efficiency No Yes Yes Yes
Rate Change No Yes Yes Yes
Water Supply
Water Audit/ Regularization No Yes Yes Yes
System Refurbishment No Yes Yes Yes
Revision of Charges No Yes Yes Yes
UGD
Introduction of Sewerage Charges No Yes Yes Yes

Revision of Charges No Yes Yes Yes
Institutional Reforms No Yes Yes Yes

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Assumptions (Revenue Improvement Measures)
UIDSSMT Funding (GoI) No No Yes Yes

UIDSSMT Funding (GoMP) No No Yes Yes
Contribution to Revolving Fund No No Yes Yes
ULB's Share in CIP Yes Yes Yes Yes
Debt Funding No No No Yes
With reforms in Property Tax, Water Charges and Sewerage charges

This case assumes the reforms in property tax, Water and Sewerage have been implemented and
accordingly the investment capacity has increased by Rs. 3.52 Crore above the base investment
capacity. These reforms will increase the total sustainable capacity to 14.90%.
Reforms (without debt Funding)
This case assumes that all the reforms suggested above are being implemented and UIDSSMT
grants are also availed. In this scenario Nagar Parishad‟s sustainable capacity will increase to
53.20%, which is 40.90% in addition to base case. Now Nagar Parishad will be able to sustain
investment of about Rs. 12.58 Crore.
Reforms along with debt Funding
This case assumes that Nagar Parishad can increase their sustainable capacity by taking debt from
any financial institution or private banks in addition to the implementation of reforms suggested above.
In this scenario Nagar Parishad can sustain up to 54.40% of the total investment identified, which is
1.20 % more than without debt funding scenario.
The impact of the different scenario on the investment sustainability of Rehti Nagar Parishad is shown
below.
Fund Requirement
For the identified investment for Nagar Parishad of Rs. 23.65 Crore at constant prices only Rs. 12.87
Crore is sustainable. Exhibit 10-3 shows the funding pattern for sustainable investment.
Exhibit 10-3: CIP Funding Pattern
S. No Mode of Funding Source Amount (Rs. Crore)
Total Identified Investment till 2015 (current price) 10.81
Investment by Nagar Parishad (current price) 15.62

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S. No Mode of Funding Source Amount (Rs. Crore)
Investment by Nagar Parishad (constant price) 23.64
Sustainable Investment till 2015 (constant price) 12.86
Sustainable Investment (current) 15.62
1 Grants UIDSSMT 12.57
2 Loans Open Market/ FIs
3 Own sources Nagar Parishad
From the above analysis (Exhibit 10-3), it is very clear that ULB alone even with the grant support
under UIDSSMT scheme and reforms will not be able to implement 100% of the projects identified
under the City Investment Plan (CIP). But they can substantially increase their sustainable capacity
with these reforms. So, it is recommended that ULB along the support from UADD, GoMP should try
to develop few projects at PPP model and additional grant support from GoMP. It is also
recommended that on the same lines of the National Urban Information System (NUIS) programme
for strengthening of information system at Municipal Corporation level, GoMP should also provide
support to all the local bodies in Madhya Pradesh, which are not covered in the mentioned
programme.
Financial Operating plan

Based on all the assumption for projections and the implementation of the strategies to improve
sustainability of Rehti Nagar Parishad, the FOP has been prepared. (Refer Annexure). However, the
summary of final revenue model is presented in below in Exhibit 10-4
Exhibit 10-4: Financial Operating Plan
1 2 3 4 5 6 7 8 9 10
Financial Year ------> 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Figures in Rs. Lakh Projection
SUMMARY
i Opening balance 88 149 196 226 246 290 335 399 482 588
ii Revenue Receipts 165 184 205 229 260 298 329 362 399 440
iii Revenue Expenditure 112 147 190 227 240 253 266 279 293 309
iv Municipal receipts 359 616 752 646 308 319 346 381 420 463
v Municipal expenditure 299 569 722 626 264 274 282 298 314 331
New Debt Servicing

4 10 18 24 24 24 23 21 20 18
Exp.
New O&M Exp. 9 31 59 82 87 92 96 101 106 111
vi Revenue Surplus/ 53 37 15 2 20 46 63 83 106 132

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Deficit for the year
Municipal Surplus/
vii 60 47 30 20 44 46 63 83 106 132
Deficit for the year
viii Closing balance 149 196 226 246 290 335 399 482 588 720
ix Performance Indicators
DSCR 15.83 4.55 1.82 1.10 1.82 2.93 3.79 4.92 6.38 8.32
DSR 2% 6% 9% 11% 9% 8% 7% 6% 5% 4%
PT Collection
62% 68% 73% 79% 85% 86% 86% 87% 87% 88%
Performance
10.7. Conclusion
This chapter discussed the Investment sustainability of Rehti Nagar Parishad. The discussion on
assumptions for various financial projections was followed by detailing of investment capacity of ULB.
The investment capacity was analyzed for four scenarios; Base case, PT improvements & Sector
Reforms and Debt Funding & Reforms. The investment capacity analysis was followed by a
discussion on the funding requirement of the city. The next chapter deals with the urban reforms.

127
11. Urban Reforms
11.1. Introduction
In recent times, several initiatives have been taken by GoI and GoMP to a) improve infrastructural
facilities and help create durable public assets and quality oriented services in cities &towns b)
enhance public-private-partnership in infrastructural development and, c) promote planned integrated
development of towns and cities. A key aspect in achieving the fore mentioned goals is improvement
in Urban Governance and Service Delivery. The underlying objective of most of the recent initiatives
is to make ULBs financially sound and enable them to undertake new projects.
The main thrust of the revised strategy of urban renewal is to ensure improvement in urban
governance so that Urban Local Bodies (ULBs) and parastatal agencies become financially sound
with enhanced credit rating and ability to access market capital for undertaking new programmes and
expansion of services. In this improved environment, public-private participation models for
provisioning of various services would also become feasible.
Among various schemes aimed at the urban renewal, the most important schemes are Jawaharlal
Nehru National Urban Renewal Mission (JNNURM) and urban infrastructure Development Scheme for
Small & Medium Towns (UIDSSMT). Whereas JNNURM has its own selection criteria for the cities
which can receive funding under it, UIDSSMT expands the ambit of beneficiaries to cover all
cities/towns as per 2001 census excepting cities/towns covered under JNNURM.
UIDSSMT aims at improvement in urban infrastructure in towns and cities in a planned manner. To
achieve this objective, State Governments, Urban Local Bodies and para-statal agencies are required
to accept implementation of an agenda of reforms as funding under UIDSSMT has been linked with
the ULBs performance towards the implementation of anticipated reforms.
The proposed reforms at various level of governance have been categorized into:
 Mandatory Reforms at the level of the State Government,

 Mandatory Reforms at the level of the Urban Local Body
 Optional Reforms at level of the State Government/Urban Local Body
11.2. Mandatory Reforms at the level of the State Government

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

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Public Disclosure, with the
objective that municipalities and parastatal agencies will have to publish various information about the
municipality and it‟s functioning on a periodic basis. Such information includes but is not limited to
statutorily audit statements of annual performance covering operating and financial parameters, and
service levels for various services being rendered by the municipality.
Current Status
 Implemented in 2008-09.
 Provision has been made in Acts and Rules have been framed
Timeline for Action on Reforms
 The state government agrees to make provision for public disclosure and ULBs to pass such a
resolution in a stipulated time.
 The state government has agreed to undertake all required reforms related to financial
statements in a stipulated time frame.
11.2.3. Rationalization of Stamp Duty

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/cities to rationalize Stamp Duty, with
the objective of establishing an efficient real estate market with minimum barriers on transfer of
property so as to be put into more productive use.
Current Status
 Reduction in rates by 0.5%
 Implemented in year 2008-09, that continued for FY 09-10 and 10-11.
 Rate reduced to 5% w.e.f. 1st April, 2011
GoI has been insisting on the gradual reduction of stamp duty to 5% and hence, GoMP has
committed to the same in a stipulated time frame. Though the process has been initiated, it has
recently been completed.
11.2.4. Repeal of Urban Land Ceiling and Regulation Act

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the Repeal of ULCRA with the
objective of increasing the supply of land in the market, removing the inefficiencies and in the
establishment of an efficient land market.
Current Status
The ULCRA has been repealed in the year 2000.

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All the reforms under this section have been carried out.
11.2.5. Rent Control

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Rent Control, with the
objective of having a system that balances the rights and obligations of landlords and tenants to
encourage construction and development of more housing stock, as well as promoting an efficient
and robust rental/tenancy market, so as to improve the availability of housing across all income
categories.
Current Status
 The MP Parisar Kirayedari Vidheyak, 2010 passed by the State Assembly in March, 2010.
 Bill sent to GoI for Presidential Assent.
A timeframe for the remaining aspects of this reform has been decided to fulfill the requirements in a
stipulated time. In addition to this, process has been initiated to pass a resolution to establish a new
rent control system
11.2.6. Community Participation Law

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

 Community Participation Law is proposed to be enacted on the basis of Model Community
Participation Law.
 Constitution of Mohalla Committees to further decentralize the system
11.2.7. City Planning Functions

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the area of city planning, with
an objective to assign or associate elected ULBs with “city planning functions”.
Current Status
130
In this area, all reforms have been achieved with the transfer of powers related to the provisioning of
water supply & sewerage, public transport and solid waste management. This has been supported by
the association of ULB with city planning functions. This has been achieved by the active participation
of ULB in the preparation of city development plans.

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

11.3.1. Municipal Accounting
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in Municipal Accounting, with the
objective of having a modern accounting system based on double-entry accrual principles, leading to
better financial management, transparency and self-reliance.
Current Status
 Madhya Pradesh Municipal Accounts Manual prepared and circulated in July 2007
 Under implementation in all the 14 Municipal Corporations and 96 Municipal Councils
 All the 4 JNNURM cities have switched over to DEAS
With the growing thrust on adoption of double entry accrual base system of accounting in state and its
several advantages over the existing system, Rehti Nagar Parishad should strive to shift to the new
system on the immediate basis. Rehti Nagar Parishad should carry out all the requisites and migrate
to the new system by year 2014-15. It is also recommended that Rehti Nagar Parishad should adhere
to following timelines to achieve the objectives of this reform by year 2015-16. Refer Exhibit 11-1 for
reform action plan
Exhibit 11-1: Municipal Accounting: Reform Action Plan
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
Completion and
1 Adoption of Yes
Manual
Training of
2 40% 80% 100%
Personnel
Migration to
Double entry
3 30% 70% 100%
accrual based
Accounting

131
11.3.2. E-Governance
Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in E-Governance, with the
objective of having a transparent administration, quick service delivery, effective MIS, and general
improvement in the service delivery link.
Current Status
 The e-governance action plan is under implementation in JNNURM cities with the support of
DFID funded MPUSP
 DPR under preparation for NMMP on e-governance for Indore, Bhopal &Jabalpur.
To achieve the objectives of this reform, city would be required to bring many of its services and
procedures under the ambit of e-governance. As the first step, Rehti should procure equipment‟s
required for various applications by year 2011-12, which should be followed by the capacity building
exercises aimed at enabling existing staff and recruitment of new staff competent to carry out the
required duties. The city should aim to carry out registration of births & deaths, public grievance
redressal, payment of property tax and bills of other utilities, municipal accounting, and works
management system through computerization by year 2015-16. It is also recommended that Rehti
Nagar Parishad should adhere to following timelines to achieve the objectives of this reform. Refer
Exhibit 11-2 for reform action plan.
Exhibit 11-2: E-Governance: Reform Action Plan
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
Appointment of
state-level
technology
1 Yes
consultant as
state technology
advisor
Finalization of
2 implantation of Work in Progress
action plan
Appointment of
software
3 consultants/ Yes
agency for
training
Implementation of e governance against the following modules
Property Tax 20% 50% 80% 100%

132
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
Accounting 25% 50% 75% 100%
Water Supply &

25% 50% 75% 100%
Other utilities
Birth and Death

40% 100%
registration
Citizens
grievance 30% 30% 100%
monitoring
Personnel
Management 30% 70% 100%
System
11.3.3. User Charges

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the levy of User Charges on
different municipal services, with an objective of securing effective linkages between asset creation
and asset maintenance and ultimately leading to self-sustaining delivery of urban services.
Current Status
 User Charges have been defined in the Municipal Acts
 Separate Provision for User Charges has been introduced in Municipal Acts
 Amendment as above have been notified in official gazette dated 19-4-2010
Firstly, Municipality should establish a proper accounting system for Water Supply and should
subsequently expand this system to other services such as solid waste management, sewerage, etc.
The accounting system for water supply should be established together with the reforms related to
municipal accounting. A proper accounting system should be in place for all the municipal services by
year 2014-15. During this period, ULB should work in coordination of state government to define a
user charge structure and service standards for each of the services. These initiatives should result in
full recovery of O&M costs by year 2015-16. It is also recommended that Rehti Nagar Parishad should
adhere to following timelines to achieve the objectives of this reform by year 2015-16. Refer Exhibit
11-3 for reform action plan
Exhibit 11-3: User Charges: Reform Action Plan
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
Formulation &
Adoption of a policy
1 Yes
on user charges by
state/ ULB

133
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
The state should set

up a body for
2 To be sorted out by state and ULB
recommending a user
charge structure
Recovery of O&M
3 70% 80% 90% 100%
cost
4 Establishment of proper accounting system for each service so as to determine the O&M cost separately
A Water Supply 20% 50% 80% 100%
B Sewerage NA 100%
Solid Waste
C 25% 50% 75% 100%
Management
5 Achievement of targeted service standards for the service
A Water Supply (LPCD) 75 75 75 100 135
B Sewerage NA
Solid Waste
C 70% 70% 80% 85% 90%
Management
6 Defining user charge structure for the services
A Water Supply Yes
B Sewerage Yes
Solid Waste
C Yes
Management
11.3.4. Basic Services to the Urban Poor

Desired Objective
Provision of basic services to the poor including security of tenure at affordable prices, improved
housing, water supply, sanitation and ensuring delivery of other existing universal services of the
Government for education, health and social security.
Current Status
 It is ensured that all the projects pertaining to housing for urban poor necessarily have provision
for basic amenities listed in the 7 point charter.
The Nagar Parishad should attempt to increase the coverage of all services so that all urban poor
have access to a minimum level of service. This can be achieved by means of various sub projects in
a phased manner. Schemes like IHSDP should address the issue of housing and rehabilitation
whereas all new projects should consider delivery of services to the poor as a part of their primary
objective. All projects identified under CIP should give a due importance to coverage of city‟s poor
134
population. In addition to the new developmental works, works related to up gradation or
strengthening of service delivery mechanism should also focus on the city‟s poor population. Rehti
should target a period 5 years to cover all urban poor with basic services.
11.3.5. Internal earmarking for basic services for poor

Desired Objective
UIDSSMT requires certain reforms to be undertaken by states/ cities in the provision of basic services
to the Urban Poor, with an objective of providing security of tenure at affordable prices, improved
housing, water supply and sanitation. In addition, delivery of other existing universal services of the
government for education, health and social security is to be ensured.
Current Status
 State Government has taken policy decision to have such an internal earmarking done in all the
ULBs in the State.
 The Government order to this effect has been issued on dated 13.04.07.
 This fund has now been made Non-lapsable. Executive instructions in this regard have been
th
issued on 29 July, 2010.
A detailed survey to identify the needs of urban poor in the areas of infrastructure and socio-economic
upliftment should be carried out. Based on the findings of this survey and an institutional support from
the state government, municipality should allocate certain percentage, ranging from 20 to 25 %, of
their expenditure for the urban poor. It is also recommended that Rehti Nagar Parishad should adhere
to timelines to achieve the objectives of this reform. Refer Exhibit 11-4 for reform action plan
Exhibit 11-4: Internal Earmarking for Poor: Reform Action Plan
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
A resolution between
state government and
ULB on
1 comprehensive policy Yes
on providing basic
services to all urban
poor
Defining criteria for

2 identification of the Yes
urban poor
Fresh enumeration
3 Yes
based on the above
Decision on the funds

4 Yes
allocation percentage
Achievement of
5 actual fund allocation 50% 75% 100%
budget
11.3.6. Property Tax

135
Desired Objective
JNNURM requires certain reforms to be undertaken by states/ cities in Property Taxes, with the broad
objective of establishing a simple, transparent, non-discretionary and equitable property tax regime
that encourages voluntary compliance. States/cities need to ensure that their desirable objectives for
reforms include these reforms, but need not restrict themselves to these items.
Current Status
 Unit area based,
 Non-discretionary, self-assessment system in existence from year 1996
Considering the low collection efficiency and gap between properties liable to pay property tax and
properties that actually pay, property tax reforms should carried out on the immediate basis to
improve the municipal revenues. It is recommended that Rehti Nagar Parishad should adhere to
timelines to achieve the objectives of this reform. Refer Exhibit 11-5 for reform action plan
Exhibit 11-5: Property Tax: Reform Action Plan
S.No Reform 2011-12 2012-13 2013-14 2014-15 2015-16
Migration to self-
1 Assessment of Yes
Property taxation
Extension to
2 50% 100%
uncovered properties
Migration to the GIS

3 20% 40% 75% 100%
based tax system
Review and Revision

4 of Property Tax Yes
guidelines
5 Collection Efficiency 40% 50% 60% 72% 85%
Coverage Ratio
(Registered
6 60% 70% 75% 80% 85%
Properties/ Actual No.
of Properties)
Establish Tax payer

7 Yes
education programme
11.4. Optional Reforms at level of the State Government/Urban Local

Body
This category consists of reforms which are not mandatory and should be taken up by state/ULB on
their own convenience. Refer Exhibit 11-6
Exhibit 11-6: Optional Reforms
SNo Reform Status
Revision of bye-laws to streamline the
1 Completed
approval process for construction of
136
SNo Reform Status
buildings, development of sites etc.
Simplification of legal and procedural
2 frameworks for conversion of agricultural Completed
land for non-agricultural purposes.
 Responsibility of implementing this
reform has been assigned to Revenue
Introduction of Property Title Certification Department of the State Government.
3
System in ULBs.  Govt. of India has been requested to give
technical and financial support to State
for implementing this reform.
 Provision for earmarking15% Land for
Earmarking at least 20-25% of developed EWS already exists.
land in all housing projects (both Public and
4  Additional 10% reservation for LIG has
Private Agencies) for EWS/LIG category
with a system of cross subsidization. been made in Municipal acts In March,
2010.
 Responsibility of implementing this
reform has been assigned to Revenue
Introduction of computerized process of Department of the State Government.
5
registration of land and property. Govt. of India has been requested to give
technical and financial support to State
for implementing this reform.
Revision of bye-laws to make rain water
6 harvesting mandatory in all buildings and completed
adoption of water conservation measures.
7 Bye-laws for reuse of recycled water. completed
Administrative reforms i.e. reduction in  New set up has been approved for all
establishment by bringing out voluntary the JnNURM cities. Provision for
retirement schemes, non-filling up of posts contractual appointment.
8
falling vacant due to retirement etc., and
achieving specified milestones in this  Service condition rules for Municipal
regard. Corporation being revamped
9 Structural reforms Completed
10 Encouraging Public Private Partnership  State Policy for PPP notified by the
Finance Department.
11.5. Conclusion
This chapter provided the objective and status of various reforms mandated under UIDSSMT. The
reforms were discussed under the headings of Mandatory Reforms at State level, Mandatory Reforms
at ULB level and Optional Reforms at State and ULB level.

137
Annexure 1: Workshop Proceedings

138
First Workshop - Inception Workshop
rd
Inception workshop was conducted on 3 Nov 2011 in the meeting hall in Rehti Municipal council‟s
office. The objective of this workshop was to introduce the stake holders of the city (Municipal council
members, municipal officials, representatives from other departments and other eminent citizens) to
the concept of City Development plan as strategy document which would focus on the vision of the
city for coming 25 years and to involve the
citizens in the City Development Plan (CDP)
process and take their feedback on the identified
infrastructure constraints that the city was facing,
understand their concerns and also involve them
in the prioritization of projects.
Minutes of Meeting
The meeting was organized with the help of
Nagar Parishad and was attended by the people
listed below.
List of Stakeholders who attended First Workshop

S. No. Designation / Department Name
1 Adhyaksh Raghuvir Singh Patel
2 Upadhyaksh Santosh Panchavya
3 CMO N. S Raghubanshi
4 ARI Abhay Kumar Chaturvedi
5 ARI Dilip Kr. Gupta
6 Nagar Panchayat Employee Sher Singh Rajput
7 Nagar Panchayat Employee J.P Chauhan
8 Councilor Kailash Nath Chandrabanshi
9 Councilor Sutish Verma
10 Councilor Sanmshad Begam
11 Sub-Engineer Kevalram Kushwaha
12 Computer Operator Abhishek Verma
A brief summary of proceedings of “Kick-off” Stakeholder Consultation Workshop is as follows:

IMaCS explained the need for a long-term plan for Rehti and role of IMaCS, with support from
Stakeholders, in preparing the City Development Plan.
Adhyaksh, Mr.Patel and other Parishads discussed the strengths and weaknesses‟ of the town and
also its growth prospects.
The presentation by IMaCS familiarized the stakeholders with the purpose, process, and expected
outcomes of the CDP study. Members were then requested for their views and suggestions in
formulating the City Development Plan with key stress on following areas:
 Identity of the city and development prospects

139
 Needs and necessary Projects to be undertaken
 Ward specific issues that need immediate attention
A few suggestions that came out of the discussion are as under
 Rehti is the nearest town (about 4 km away) to the Temple at Salkanpur, which is a place of
religious importance and attracts a lot of tourists. It is therefore necessary in Rehti to have
facilities to cater the needs of the tourists and hence promote tourism.
 Source of Water for the city is ground water (i.e. hand pumps, tube wells). The ground water
is connected to the ESR (elevated service reservoirs) and is supplied to the town. There is no
treatment plant at present. With the growing populations other options need to be explored.
 There is no sewerage system in the town at present. The sewerage is carried by the storm
water drains or nallahs that flow along the natural ground topography and finally flow into
Narmada River or accumulate in the low lying area causing unhygienic conditions.
 The city roads have potholes, and most of them are kutcha roads. Due to lot of encroachment
on roads by the shopkeepers as well as parking on the streets, the road width gets reduced
and the roads become narrow.
 Employment opportunities in the town should be boosted by taking appropriate measures
because the current work force participation in the town is very low.

140
141
Second Workshop- Sector Analysis, City Vision & Strategy Formulation
st
Second workshop was conducted on 21 December 2011 in the meeting hall in Rehti Nagar
Parishad‟s office. The objective of this workshop was to interact with various stakeholders to finalize
City Profile; to finalize sector strategies in consonance with the city vision and sector goals; and to
evaluate the strategies from the perspective of their contribution to achieving the vision and sector
goals.
In this workshop, city profile was presented
to the stakeholders followed by a
discussion on city perspectives and city
priorities as perceived by the stakeholders.
With the background of city profile,
perspective and priorities, a collective and
shared vision was developed for the city.
In addition to the formulation of the vision
and sector goals, the preliminary
discussions were carried out on strategies,
priorities and major actions that would be
required in the next five years to move
towards the vision 2035. This workshop
also involved selection of strategies based
on their contribution towards achieving the city vision and sector goals. The selection of strategies
was followed by prioritization of identified projects and immediate actions required to achieve the
sector goals. This workshop culminated in the consolidation of city vision, sector goals, strategies,
priority actions and projects.
Minutes of Meeting
The meeting was organized with the help of Nagar Parishad and was attended by the people listed
below.
List of Stakeholders Present for Second Workshop
1 President, Rehti Nagar Parishad Sh. Raghuveer Patel
2 Tahsildar, Rehti Sh. SR Kanasha
3 CMO, Nagar Parishad, Rehti Sh. RD Sharma
4 Accountant, Nagar Parishad, Rehti Sh. SS Rajput
5 Parshad, Nagar Parishad, Rehti Smt. Shamshad Bi
6 Parshad, Nagar Parishad, Rehti Sh. Tej Singh
7 Patwari Sh. VinayRawat
8 Parshad, Nagar Parishad, Rehti Smt. Rajamani
9 ARI, Nagar Parishad, Rehti Sh. Dilip Kumar Gupta
10 Sub Engineer Sh. KR Kushwaha
11 Parshad, Nagar Parishad, Rehti Sh. Nepal Singh
12 Nagar Parishad, Rehti Sh. JP Choudary
13 Nagar Parishad, Rehti Sh. Ramdas
14 Nagar Parishad, Rehti Sh. Rajendra

142
15 ARI, Nagar Parishad, Rehti Sh. RP Pandey
16 Nagar Parishad, Rehti Sh. RN Vyas
Presentation started off with a brief introduction of the study i.e. Preparation of City Development Plan
for Rehti, so as to bring all the stakeholders on the same platform (Refer Annexure Ia). Based on the
information collected by various sources, the representative from IMaCS presented city profile which
included demographic and socio-economic profile of the town with spatial component. Demographic
profile dealt with population growth trend and its probable reasons, it also showed the population
projections and the methods used for these projections. The stakeholders agreed on the projected
population. Socio-economic profile comprised of key socio-economic parameters, major economic
base and major potentials and main issues faced by the residents of the town. During this,
stakeholders stated that few steps are needed to increase employment opportunities and improve
quality of life in the town to discourage migration to urban areas/cities. City profiling was followed by
the findings of Sector Analysis which includes Water Supply, Sewerage and Sanitation, Storm Water
Drainage, Solid Waste Management, Transportation, Health, Education and other socio-cultural
facilities for short, medium and long term, i.e. 5 years, 10 years and 25 years respectively. Analysis
comprised of existing status of service level indicators, Demand-Supply Gaps for and key
observations & major issues.
After covering these sections, we turned our focus on “formulation of a vision for Rehti.” This part of
the presentation included definition of vision, major concerns that need to be addressed while
developing a vision and important aspects that define Rehti. It was then followed by stating the vision
for the town based on our understanding. Formulation of City vision and Sectoral goals were
supplemented by a Questionnaire survey in the local dialect (Hindi Annexure II) with the aim of
obtaining stakeholders’ vision of the city. . Questionnaire survey included stakeholders’ view of
problems in the various sectors, evaluation of city‟s growth and infrastructure and ranking of major
issues and problems of the town, as perceived by stakeholders.
Further the stakeholders discussed sectoral strategies and vision and suggested few things such as
insufficient water supply and how to improve the same. They also suggested getting water from river
Narmada as source. Further, they highlighted the lack of employment opportunities, in this town which
is a cause for youth migrating to other cities. The stakeholders suggested that since, Rehti has a
strong agricultural base and it has a regional crop market (Mandi), few small scale agro based
industries can be promoted in the town. Small scale industry of herbal medicine can be further
supported and grown. They also suggested of generating employment by developing Rehti as tourist
hub. Other than this, the condition of slums was also discussed. There was a suggestion to improve
the quality of life of all the slum dwellers by providing basic infrastructure to all of them. They also
talked about acute shortage of doctors and of other healthcare facilities. The stakeholders showed
concern about non-availability of parks, playgrounds, community halls and ill maintained ponds. Other
than this, they agreed on various strategies and sector goals and the actions required for the
development of the town which was presented by our team.

143
144
Third Workshop- Draft Report Finalization
The final workshop for City Development Plan for Rehti was
th
held on 27 August 2012 at Rehti Nagar Parishad office.
The workshop was attended by approximately 15
stakeholders including, Adhyaksh, Upadhayaksh, CMO,
Sub-engineer, other staff and citizens.
List of Stakeholders present for Third Workshop

1 CMO R D Sharma
2 Adyaksh Raghuvir Singh patel
3 Upadhayaksh Santosh Singh
4 Parshad Kewal Ram Kushwaha
5 CA Nitiadhyaksh Dilip Kumar Gupta
6 Parishad Pratinidhi Rajendra Prashar
7 Parishad Pratinidhi Hari Prasad
8 Citizen Sher Singh Rajput
9 Parishad Pratinidhi Swakalp Singh
10 Parishad Sejja Singh
11 Parishad Nepal Singh
12 Parishad Pratinidhi Uttam Singh
Broad theme for this workshop was to appraise the stakeholders with the outcome of the plan and
share with them the Projects which has come out from the detailed consultations in the preceding
workshops and corresponding investments to implement those projects on ground. Municipal
interventions which are needed in order to cope up with the projected investments and the amount of
revenue which the Nagar Parishad can generate upon doing the proposed reforms were also
discussed. CIP and FOP were explained to the stakeholders with a road map on how to achieve it.
The Exercise was well appreciated by the stakeholders and with that note; the final workshop for the
CDP exercise for Rehti was completed.

145
146
Annexure 2: Questionnaire

147
148
149
150
151
152
153
Annexure 3: Financial Projections

154
2006 2007 2008 2009 201 2011- 2012 2013 2014- 2015 2016 2017 2018- 2019- 2020- 2021-
Financial Year ------> -07 -08 -09 -10 0-11 12 -13 -14 15 -16 -17 -18 19 20 21 22
Figures in Rs. Estim
Actuals Projection
Lakh ate
Rehti Nagar Panchayat
SUMMARY
i Opening balance
- 16 (5) 42 106 114 88 149 196 226 246 290 335 399 482 588
ii Revenue Receipts
66 116 109 192 177 145 165 184 205 229 260 298 329 362 399 440
ii
Revenue Expenditure
i 686 69 63 102 110 101 112 147 190 227 240 253 266 279 293 309
i
Municipal receipts
v 135 175 200 259 273 224 359 616 752 646 308 319 346 381 420 463
v Municipal expenditure
119 197 153 195 265 250 299 569 722 626 264 274 282 298 314 331
New Debt Servicing Exp.
- 4 10 18 24 24 24 23 21 20 18
New O&M Exp.
- 9 31 59 82 87 92 96 101 106 111
v
Revenue Surplus/ Deficit for the year (620
i 47 47 90 67 44 53 37 15 2 20 46 63 83 106 132
)
v
Municipal Surplus/ Deficit for the year
ii 16 (22) 47 64 8 (25) 60 47 30 20 44 46 63 83 106 132
v
ii Closing balance
16 (5) 42 106 114 88 149 196 226 246 290 335 399 482 588 720
i
i
Performance Indicators
x
15.8
DSCR - 4.55 1.82 1.10 1.82 2.93 3.79 4.92 6.38 8.32
3
DSR 0% 2% 6% 9% 11% 9% 8% 7% 6% 5% 4%
PT Collection
56% 62% 68% 73% 79% 85% 86% 86% 87% 87% 88%
Performance
REVENUE ACCOUNT 0
RECEIPTS
I Own Sources
Tax Revenue
1 Property Tax 3 5 3 1 1 1 3 4 4 4 4 5 5 5 5 5

2 Integrated tax 1 3 2 1 2 2 3 3 3 4 4 4 5 6 6 7
3 Other Taxes 1 2 2 2 3 2 3 3 3 4 4 5 5 6 6 7
Non Tax
Rental Income
1 from Municipal 8 6 4 4 3 5 6 6 7 7 8 9 9 10 11 12
Properties
2 Water Charges 3 5 3 4 4 4 8 8 9 10 14 22 23 23 24 24
Sewerage
3 0 0 1 3 7 10 11 12 12 12
Charges
4 License and Fees 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1
5 Others 10 10 11 27 28 19 22 24 27 31 34 38 43 48 54 60
Sub Total Own
26 31 26 40 42 35 43 49 56 63 76 94 102 110 119 129
Revenue
I
Assigned Revenue and Compensations
I
Octroi
1 27 27 26 42 63 41 46 52 58 65 73 82 92 103 115 129
compensation
2 Stamp duty 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Passenger tax
3 7 8 7 8 5 8 8 9 10 10 11 12 13 14 15 16
compensation
Income under
4 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1
special acts
Sub Total assign
34 35 33 50 69 49 55 61 68 76 85 94 105 117 131 146
revenue
I Revenue Grants,
I Contributions and
I Subsidies
Road
1 6 50 50 6 53 37 41 46 52 58 65 73 81 91 102 114
maintenance
2 Mid day meal 0 0 0 41 4 10 11 12 12 13 15 16 17 18 20 21
State finance
3 commission 0 0 0 55 8 14 15 16 17 19 20 22 23 25 27 30
(S.F.C)
4 Other grants 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sub total
6 50 50 102 66 60 67 74 82 90 100 110 122 135 149 165
Revenue Grants
Total Revenue Receipts 66 116 109 192 177 145 165 184 205 229 260 298 329 362 399 440
EXPENDITURE
I Salaries/ Wages & Allowances 57 52 45 69 79 77 74 79 84 89 94 100 106 113 120 128

I
Administrative Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
I
I
I Operation & Maintenance
I
1 Existing O&M 6 6 9 14 13 10 11 12 13 14 15 16 18 19 21 22
2 New O&M 0 9 31 59 82 87 92 96 101 106 111
I
Programme Expenses 4 0 5 3 0 2 2 2 2 2 2 2 2 2 2 2
V
V Repayment of Loans
1 Existing Loans 4 3 1 2 5 0 0 0 0 0 0 0 0 0 0 0
New Loans
2 (Interest 0 4 10 18 24 24 24 23 21 20 18
Payment)
V
Other Miscellaneous expenditure 9 8 3 14 13 11 12 13 14 15 17 18 20 22 24 27
I
Total Revenue Expenses 80 69 63 102 110 101 112 147 190 227 240 253 266 279 293 309
CAPITAL ACCOUNT
RECEIPTS
I Sale of asset 0 0 1 8 2 0 0 0 0 0 0 0 0 0 0 0
I
Loans 0 0 0 0 0 0 44 84 100 74 2 0 0 0 0 0
I
I
I Public Contribution 0 0 0 0 0 0
I
Income from
I
Connection Fee 0 2 6 7 12 7 1 1 1 1
V
(Water & Sewerage)
V Grants & Contributions
1 Special Projects 27 11 8 20 1 14 0 0 0 0 0 0 0 0 0 0
2 Basic services 25 34 31 27 21 30 0 0 0 0 0 0 0 0 0 0
3 UIDSSMT 0 0 0 0 63 13
4 IHSDP 0 0 0 0 0 0
Flood relief &
5 6 7 1 0 0 3 0 0 0 0 0 0 0 0 0 0
NRCP
6 T.F.C 3 6 9 3 9 7 8 9 10 11 12 14 15 17 19 22
7 Other Grants 7 0 41 9 0 12 0 0 0 0 0 0 0 0 0 0
8 New Grants 142 338 432 325 21 0 0 0 0 0

Sub Total Grants 69 59 90 59 94 79 150 347 441 335 33 14 15 17 19 22
V
Other Capital income 0 1 1 1 0 1
I
Total Capital Receipts 69 59 91 67 96 80 194 433 547 417 47 21 17 18 21 23
EXPENDITURE
1 Investment 38 125 89 84 149 149 187 422 531 399 47 21 17 18 21 23
New Loans
2 (Principal 0 0 0 2 7 13 18 19 21 22
Repayment)
I
CAPEX 38 125 89 84 149 149 187 422 531 399 24 21 17 18 21 23
V

Annexure 4: Maps

159
Annexure 5: Presentation of Final Workshop

160
Disclaimer: The report is based on information collected by IMaCS from sources believed to be
reliable. While all reasonable care has been taken to ensure that the information contained herein is
not untrue or misleading, IMaCS is not responsible for any losses that the client may incur from the
use of this report or its contents. The assessment is based on information that is currently available
and is liable to change. The analysis that follows should not be construed to be a credit rating
assigned by ICRA’s Rating Division for any of the company’s debt instruments. IMaCS is not a legal
firm and our advice/recommendations should not be construed as legal advice on any issue.
ICRA Management Consulting Service Limited (IMaCS)

Logix Park, 1st Floor, Tower A4&A5
Sector 16, Noida – 201 301, Uttar Pradesh, India
Tel: 91 120 4515800 Fax: 91 120 4515850
Website: www.imacs.in

161

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2012

Madhya Pradesh Urban Administration and

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

ICRA ManagementConsulting Services

Logix Park, First Floor

ICRA Management Consulting Services Limited

City Development Plan - Rehti ii

City Development Plan - Rehti iii

City Profile and Growth Potential

A SWOT analysis of the town is presented below

 Surrounding areas are rich in natural  Poor Infrastructure in the town

City Development Plan - Rehti iv

Municipal Services - Status assessment, gaps and actions being taken

Analysis of Financial Performance

City Development Plan - Rehti v

Observations on Municipal Accounts:

Vision for Rehti

City Development Plan - Rehti vi

Action Plans – List of Identified Projects

City Development Plan - Rehti vii

Solid Waste Management

City Development Plan - Rehti viii

Traffic and Transportation

Street Lighting & Fire Fighting

City Development Plan - Rehti ix

Other Social Infrastructure Facilities

City Development Plan - Rehti x

Capital Investment Plan (CIP) and Priority Projects

Capital Investment plan Summary: Rehti

Rs. Lakh Rs. Lakh Rs. Lakh

City Development Plan - Rehti xi

G Urban Poor/ Slums' Improvement 442 62 597

Broad Actions to achieve the City Vision and Sector Goals

Financial Operating Plan and Investment Capacity

City Development Plan - Rehti xii

City Development Plan - Rehti xiii

City Development Plan - Rehti xiv

City Development Plan - Rehti xv

City Development Plan - Rehti xvi

City Development Plan - Rehti

City Development Plan - Rehti

City Development Plan - Rehti xix

City Development Plan - Rehti xx

City Development Plan - Rehti xxi

1.2. Objectives and Scope of Work

City Development Plan - Rehti 22

1.3. Description of Task (as outlined in RFP)

 Introductory meetings with the Mayor/President, Municipal Commissioner/Chief Municipal Officer,

Workshop-I: “Kick-off workshop”

 Elected representatives, Mayor/President, Municipal Commissioner/Chief Municipal Officer etc.

City Development Plan - Rehti 23

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

City Development Plan - Rehti 24

Vision, Goal and Strategies

1.3.4. Development of strategies and priority actions

Analyze governance framework and reform action plans

Sector Analysis, Vision, Strategies and Projects Report

Workshop-II: “ULB level workshop”

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

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

City Development Plan - Rehti 25

1.3.6. Draft CDP