City Development Plan for Siwan - Bihar · 2020-07-30 · City Development Plan for Siwan ii...

City Development Plan for Siwan

Final Report

Submitted to:

Urban Development and Housing Department, Government of Bihar Support Programme for Urban Reforms in Bihar (SPUR)

June 2011


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Statement of Limiting Conditions

This report has been prepared by Ernst & Young Pvt. Ltd. (hereinafter referred to as

“Ernst & Young” or “EY”) and Administrative Staff College of India (hereinafter referred to

as “ASCI”) for Urban Development and Housing Department, Government of Bihar

Support Programme for Urban Reforms in Bihar (SPUR) (hereinafter referred to as “the

Client”) to present the City Development Plan (CDP) for the City of Siwan. This report

primarily discusses the preliminary understanding of the city, initial assessment of the

existing infrastructure facilities and service delivery mechanisms. In course of our

assignment, we collected basic information from various government institutions, urban

local body, and many other stakeholders for the proposed project.

The inferences/ analyses made by EY and ASCI in this report are based on information

collated through primary research, secondary research and our knowledge of city. EY

and ASCI has taken due care to validate the authenticity and correctness of the

information from various sources, however, no representations or warranty, expressed

or implied, is given by EY and ASCI or any of its respective partners, officers, employees

or agents as to the accuracy or completeness of the information, data or opinions

provided to EY and ASCI by third parties or secondary sources.

Nothing contained herein, to the contrary and in no event shall EY and ASCI be liable for

any loss of profit or revenues and any direct, incidental or consequential damages

incurred by UTAST or any other user of this report.

In case the report is to be made available or disclosed to any third party, this disclaimer

along with all the limiting factors must be issued to the concerned party. The fact that EY

and ASCI assumes no liability whatsoever, if for the reason any party is led to incur any

loss for acting upon this report, must be brought to the notice of the concerned party.

© Ernst & Young, 2011


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Executive Summary

Overview

Siwan is the district headquarters of the Siwan district of Bihar and a part of the Siwan

C.D. block. It is the 18th most populated town in Bihar and in terms of total area, it ranks

53rd in the list of total 130 towns of Bihar. It is pertinent to mention here that Siwan is the

only Class – I urban centre in the Siwan District. The Siwan Municipal Council (SMC)

was established in 1924. At present the town is run by a Chairperson, Vice-Chairperson

and 36 councillors on the legislative front and one Chief Executive Officer to oversee the

executive works. As mentioned, it is the only Class – I town of the district having a

population of 109,919 as per the Census 2001. The municipal area of Siwan is about

13.05 sq km.

Siwan is well connected with other parts of the State and country as well by road. The

distance of Siwan from Patna is 146 km by road. Although, there were no state highway

but now some major road construction activities have been taken up. There is a wide

knot of important metalled roads serving as important routes for transport. Siwan is an

important railway junction of the North Eastern Railway. Number of express train has a

stoppage at the Siwan Railway Station.

Demography: Past and Future Trends

The population of Siwan city was 109,919 as per the Census 2001. During 1971-81 and

1981-91, the population has grown at an alarming rate of 54.65 and 62.09%

respectively, whereas in the 1991-2001, the population growth has been only 32.23%.

The population density of the city is about 8,423 persons per sq km. The population

growth in Siwan does not depict any particular trend – the decadal growth rates during

1961 to 1991 increased from 21.16% to 62.09%, while the rates showed reducing trends

in the last decade. The high growth rates during the 1970s to 1980s were mainly due to

the formation of separate district, migration and establishment of industries in the vicinity

of the city.

Based on population figures from Census 1961 to 2001, population has been projected

by using three different methods namely Geometric Increase Method, Incremental


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Increase Method and Arithmetic Increase Method. Projection through Geometric Method

seems to be on a higher side whereas projections through Incremental Increase Method

and Arithmetic Increase Method are considered to be low. Therefore, average of all

three projections has been considered as current population, which virtually matches

with the preliminary data of ongoing data collection activities for Census 2011.

Therefore, for the planning horizon the same process is being used to project the

population. The estimated projection shows that the population of Siwan would go up to

335,455 by year 2035.

Population Projection for Siwan City

CITY’S VISION

Based on the status assessment of the city, stakeholder consultations and focused

group discussions, the vision for Siwan City has been derived. It is believed that over the

years growth and quality of living in the city has stagnated. Hence, for a sustained

growth of its economic base and to make the city attractive with improved quality of life,

there is a need to position the city in a manner to sustain the level of growth and

strengthen response mechanism of the local body. In these lines the following vision for

the City has been derived.


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Based on the above mentioned vision of the City, sector-specific approach has been

adopted in framing the action plan. The focus sectors are water supply; sewerage &

sanitation; storm water drainage; solid waste management; roads, traffic &

transportation; street lighting; urban poverty & housing; urban heritage & tourism; and

urban environment & social amenities.

Sector Level Current Scenario, Vision and Strategies

Water Supply: Public Health and Engineering Department (PHED) through its two

separate wings, i.e., Mechanical and Civil is responsible for providing water supply to the

city. The PHED is responsible for planning, designing and executing capital works

related to water supply system of the city. Water supply of Siwan city depends entirely

on ground water sources. Ground water is extracted through high yielding tube-wells. It

is decentralised water supply system based on overhead tanks (OHTs). The present

supply of water is around 2.4 MLD. The existing storage capacity of 3.6 ML seems

adequate to support the present demand for the City. Water is directly pumped to the

OHTs and than into the distribution network. Chlorination is being done at some OHTs.

There are only 5,238 household level connections, resulting into coverage of 27.5%

only. Most of the population depends of other sources of water such as handpumps,

tubewells, wells, etc. SMC and PHED has provided around 100 Public Stand Posts

(PSPs) and 125 handpumps, out of which some are in slum areas. Specific details of

service levels in slum areas are not available. It is being reported that there is no

mechanism for collecting the water samples from consumer end for quality testing. It is

palpable from the demand-supply gap assessment that the short term requirements

essentially include moderate augmentation of treatment components and distribution

service levels to ensure equitable supply of water. Presently, the per capita water supply

is very less than the required standards of 135 lpcd. There is also an urgent need to

lower the NRW. At present, there is no policy of user charge. Water Tax is being

collected by the ULB as part of Holding Tax.

Component Unit Normative Existing Short Term Medium Term Long Term

Vision Statement “We would like our city to be clean, green and citizen friendly.”


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Standards (2010) Demand Gap Demand Gap Demand Gap

Coverage % 100% of HHs 27.5 44 17 74 47 100 73

Water Supply MLD 100%

supply 2.4 26.3 23.9 36.6 34.2 52.0 49.6

Per capita Supply LPCD 135 lpcd 17 42 25 92 75 135 118

Storage Capacity MLD

33% of the total demand

3.6 8.8 5.2 12.2 8.6 17.3 13.7

Road Length Coverage

% 100% of Road Length

77 92 15 100 23 100 23

NRW %

Maximum 20% of total supply

84 50 - <20

<20

Sectoral Vision and Strategies

Vision: To assure adequate and equitable daily water supply for reasonable hours.

Strategies: Keeping the above-mentioned vision and based on the assessment of the

existing and future demand, the detailed project requirements for augmentation of water

supply system with the refurbishment of the existing system has been proposed. The

CDP suggests to conduct detailed consumer level survey, source augmentation to meet

the future requirements of 52 Million Liters per Day (MLD), reducing Non-Revenue

Water (NRW) to 20 percent, chlorination units, construction of new storage reservoirs for

enhancing storage capacity of the system, expanding and strengthening distribution

network and replacing old pipelines, protection of water bodies, rain water harvesting

including regulatory measures for ground water use and ensuring institutional

accountability. It is also suggested to explore the options for regional water supply

scheme. Currently water supply in Siwan is managed by the PHED. According to the

74th Constitutional Amendment Act (CAA), these functions are entrusted to the ULBs

and it is mandatory to comply with the same. Hence, the City should formulate a strategy

and mechanisms to make the water supply delivery accountable to the SMC after

appropriate capacity building.


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Sewerage and Sanitation: There is no organised sewerage system in the town.

Absence of a proper wastewater disposal system has resulted in wastes, including both

effluents from septic tanks and sullage, getting discharged into the rivers/storm water

drains which are mostly open at present and ultimately to the Daha River. It is evident

that the present network coverage is inadequate and poses a potential threat to overall

health and hygiene. Sewerage Treatment Plant (STP) and the sewage collection system

are the first things to be developed for improvement of environment. Medium term

requirements essentially include a STP and safe disposal of the wastewater into the

river. The long term assessment reveals a huge gap and the scale of improvement that

will be required to ensure proper sewage collection and disposal system in Siwan.

Infiltration of rainwater into the sewerage lines in most of the areas and absence of

segregated sewerage and storm water drains cause problems, especially during the

monsoons.

Component Unit Normative Standards

Existing (2010)

Short Term Medium Term Long Term

Demand Gap Demand Gap Demand Gap

Sewerage collection MLD 100% of

Generation 0.7 6.7 6.0 32.6 31.9 46.2 41.5

Collection System % 100% of

the HHs - 80 80 100 100 100 100

Treatment & Disposal MLD

% of collected waste

- 100 100 100 100 100 100

Public Toilets No.

No of Toilet Blocks

10 23 13 35 25 54 44


Vision: To provide citywide coverage of sewerage and sanitation system to promote safe

and environment friendly atmosphere.

Strategies: Keeping the above-mentioned vision in consideration and based on the

assessment of the existing and future demand, the detailed project requirements for

augmentation of sewerage and sanitation system have been proposed. The CDP

recommends for a City Sanitation Plan and proposed to design and construct a

comprehensive sewerage system including setting up of decentralised and STPs either


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primary and secondary or primary, secondary and tertiary along the sewerage line at

reasonable distances. Recycled water can be used locally for public gardens and green

areas, irrigation, industrial application, etc. The CDP articulates achieving 100 percent

sanitation and making the city open defecation free. For successful implementation of

any change management process, effective communication strategy among key

stakeholders is important hence CDP also emphasizes on effective communication

strategies and public awareness.

Storm Water Drainage: The ULB does not have readily available records on the length

of the drains. There is an urgent need to have a proper survey to record the existing

drainage system in the city. As per discussion with the municipal functionaries, the drain

coverage is very low and most of the areas suffer from water logging during rainy

season. These have become mosquito breeding ground spreading unhygienic

conditions.


Existing (2010)



Total Drain Length KM

130% of the major Road Length

6.0 21.6 15.6 27.1 21.6 36.0 26.0

Closed Drain Length

KM 60% of the total drain length

1.0 4.3 3.3 5.4 4.4 8.5 7.5


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Vision: To establish an effective rain water collection system thereby reducing mixing of

rain and sullage water and reducing the incidence of water logging during monsoons.

Strategies: Keeping the above-mentioned vision in mind and based on the assessment

of the existing and future demand, the detailed project requirements for augmentation of

storm water drainage system have been proposed. The CDP suggests for

comprehensive survey of existing infrastructure, up-gradation and renovation of existing

drains, construction of new drains, enhanced coordination between other agencies

implementing similar projects and effective communication strategy to create awareness

among the people to avoid the practice of dumping garbage in the drains.

Solid Waste Management: The total quantity of waste generated per day is 44 Tons at

the rate of 300 grams per capita per day (gpcd) which consists of biodegradable and

non-biodegradable waste. At present, door-to-door (DTD) system of primary collection of

solid waste is not practiced in Siwan Municipal area. Due to which, households, shops

and establishments do not store waste at source and continue to throw the waste on

streets, open space, drains, water bodies, etc. The predominant mode of primary

collection is by way of street sweeping. It has been observed that the number of

sweepers engaged in street sweeping is not adequate and need to be utilised more

optimally. Transportation is not scientifically designed. SMC is not in a position to

transport the entire quantity of waste generated in the city on a day to day basis on

account of inadequacy of fleet of vehicles and inappropriate management for

transportation of waste. The collection efficiency of solid waste is only 47%. There is no

scientific disposal of solid waste in Siwan. Most of the waste collected from the open

dumping sites is dumped in a crude manner at different locations at the fringes of the city

depending on the proximity.


Existing (2010)



Waste Collection MT

100% of total Waste generated

21.0 54.2 33.2 83.3 62.3 130.6 109.6

DTD Collection % 100% of total

Waste - 100% 100% 100% 100% 100% 100%


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Existing (2010)



generated

Waste Treated MT


- 54.2 54.2 83.3 83.3 130.6 130.6

No of Vehicles No’s

Waste handling and transportation

4 12 8 18 14 28 24


Vision: To establish and maintain an effective and sustainable waste management

practices in the city.


of the existing and future demand, the detailed project requirements for solid waste

management system have been proposed. The CDP suggests for 100% DTD collection

and source segregation, which can be outsourced to groups like resident welfare

associations, rag pickers cooperatives, etc. A scientific treatment and disposal facility

according to the solid waste management rules is also recommended. Other strategies

are on employment of conservancy staff, capacity building and training programs to the

staff and governance aspects to identify suitable and potential private partner.

Roads, Traffic, and Transportation: The existing road network of the city is around 50

km with per capita road length of 0.35 km per 1,000 population. Around 80% of the road

length is fully paved. The average traffic volume for the City of Siwan has high volumes

on Siwan – Chapra road which passes through the City. The road network in Siwan is

insufficient, and the condition of the roads is not up to the desired level due to improper

maintenance. Inadequate parking space leads to on-street parking affecting the

travelling speed by causing conflict between slow and fast traffic. Lack of public transport

system forces the citizens to depend on private vehicles and thus increasing the traffic

on the roads.


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Existing (2010)



Road Length KM

Road Density of 10-12 km/ sq km

50.0 124.8 74.8 127.0 77.0 142.1 92.1

Paved Road KM 95% of the total Road length

40.0 48.7 8.7 61.0 21.0 81.0 41.0

Footpath KM

2 X length of roads with width> 9m

10 21.6 11.6 27.1 17.1 36.0 26.0

Road Density

km/ sq km

10 3.83 4.33 0.50 5.33 1.5 6.33 2.5


Vision: To improve the condition of the roads and provide adequate, safe and user

friendly public transportation system in the city.


of the existing and future demand, the detailed project requirements for roads, traffic and

transportation have been proposed. The CDP recommends for upgrading the existing

road network, creation of parking lots at all major points of vehicle congregation and

junction improvement. Development of economic and efficient public transport system,

regulating the movement of cattle, proper street lighting, proper space kept on road side

to incorporate tree plantation.

Street Lighting and Fire Fighting: The street lighting and fire fighting systems in Siwan

is far below the standards. Most of streetlights are non-functional. Recently, SMC has

installed some streetlights with MLA Funds. However, their maintenance remains a

concern.

Housing and Urban Poverty: The survey, recently undertaken under the ongoing

SPUR programme in 2008 has identified 24 slum areas in the SMC. The estimated

population is these slum areas is around 14,445, which is around 10% of the projected

population for the year 2010.


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The service level in the slum area is very poor. Most of the slum population depends on

hand pumps as not a single slum has piped water supply. There is lack of sanitation in

the slum area which results in high open defecation. It is being reported that 92% of the

slum dwellers defecates in open in the absence of individual or community toilets. Most

of the slum does not have any drains. Solid waste management is also not done

properly. Due to the slum dwellers’ lack of awareness about waste management and

unavailability of municipal services as well, they dump the waste in the open drains

which leads to chocking of drains. This leads to flooding during the monsoons and

causes health effect. The culverts are also in a dilapidated condition which further

worsens the situation during monsoon.

To alleviate the problems of slum dwellers and to reduce urban poverty, a number of

programmes have been launched by Govt. of Bihar and Govt. of India, which are being

implemented by Siwan Municipal Council.


Vision: Provision of universal access to all basic urban services on an affordable cost.


of the existing and future demand, the detailed project requirements for urban poverty

alleviation. The CDP suggests comprehensive slum upgrading strategy in a phased

manner. The CDP also suggests policy on land tenure, increasing access to institutional

funds and establishment of support mechanisms for enterprise development. For

successful implementation of project, strengthening of community-based institutions is

necessary and hence CDP also emphasizes strengthening community participation

through involvement of NGO’s, CBO’s, SHG’s, etc.

Social Infrastructure: Siwan is an important center in the District in terms of

educational facilities with a range of primary, secondary, higher secondary schools and

colleges being located in the city. Most of the schools and colleges in the city lack an

environment conducive to learning.

There are many health institutes located in Siwan including government hospitals,

private hospitals, clinics and dispensaries, homeopathic and ayurvedic clinics, etc.

Health-related obligatory functions of the Local body are restricted to a few conservancy


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and health-related activities, while the Directorate of Health, GoB provides major

governmental health facilities.

There are around three cinema halls in Siwan. There is one stadium and 2 public

libraries in Siwan. It is being reported that there is no park or open space in the core

area of the city.

Strategies: The CDP suggests on bringing in quality for education, provision of more

marketing facilities, development of kalyan mandaps, dharmshalas and creation of

cultural and recreational facilities like community center, sports complex, etc.

Improvement of health facilities and conduction of health programmes with people’s

participation are also recommended in the CDP.

Environment Sustainability: Environment being one of the important aspects in the

development has been neglected in the city. The water bodies have been used as the

backyard and open spaces are literally being used as the dumping areas of the city.

Siwan is experiencing environmental challenges due to lack of infrastructure and

services. There is a drastic change in the environment in the SMC area. The areas are

developing in an uncontrolled manner due to which the environment is getting impacted

adversely. But there is no environment regulation or checking done in the city. There is

no district or city unit of state pollution control board.

Strategies: A strategy is adopted, which covers policy-level planning, reforms and

institutional strengthening. The CDP recommends for preservation and protection of

water bodies and subsequently developing them as recreational areas. Making rainwater

harvesting mandatory for building permission is also suggested in the CDP. Other

suggestions include setting up of STP, treatment for sewerage, industrial waste,

electronic waste, scientific management of bio-medical waste and ban in use of plastics

bags. For successful implementation of the projects, active peoples’ participation is

important hence CDP also emphasises on effective communication strategies and public

awareness.

Urban Heritage and Tourism: The city has a few tourism spot. However, Siwan District

has several popular tourist attractions. This district offers some sites of historical and

religious importance.


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Based on the assessment of the existing and future demand, the detailed project

requirements for Social Infrastructure, Environment and Urban Heritage have been

proposed.

ACTION PLAN

Existing financial position of the Local body: The revenue account of Siwan

Municipal Council has shown a surplus throughout the assessment period.

S No. Items 2005-06 2006-07 2007-08 2008-09 2009-10 CAGR

I Revenue Account

1 Income 105 137 170 192 492 47%

2 Expenditure 91 133 157 188 200 21.7%

3 Surplus/Deficit 14 5 13 4 292

II Capital Account

1 Income 474 406 200 492 251 -14.7%

2 Expenditure 62 492 85 569 84 7.7%

3 Surplus/Deficit 412 (86) 116 (77) 167

All figures in ` Lakh Source: Siwan Municipal Council

SMC has performed well as far as revenue account is concerned. It may be noted that

operating ratio has been below unity (on an average) during the last five years period.

Revenue through Holding Tax merely contributes 4.1% (average of five years) of the

total revenue income of the ULB which is the major concern for the SMC. Both revenue

account and capital account has been accruing a substantial amount of surplus except in

few years showing a fluctuating trend.

Strategies: The CDP recommends for transition from single entry cash based

accounting system to double entry accrual based accounting system at the earliest and

computerization of all municipal operation should be implemented. Preparation of a

financial management manual for the municipality and financial management tools like

cash management, inventory management, receivable management, expenditure

management for smooth operation are also recommended in the CDP. Other

suggestions include training need assessment to identify the gap and capacity building

for the municipal staff.


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Capital Investment Plan (CIP): The scheduling or phasing of the CIP is based on the

analysis of fiscal resources for new investments and O&M, technical capacity for

construction and the choice of specific improvements to be taken up over a period of 5

years (2011-2012 to 2015-16). About 47.1% of the capital investment estimate is

envisaged for the Water Supply System. Solid Waste Management and road, traffic and

transportation are the other major sectors with an envisaged utilisation of 6.5% and

24.0%, respectively. Other sectors together account for about 22.4% of the total capital

requirement.

Sl. No. Sectors

Capital requirement in

Lakh Percentage

1 Water Supply 2,721 47.1%

2 Sewerage and Sanitation 264 4.6%

3 Storm Water Drainage 190 3.3%

4 Solid Waste Management 376 6.5%

5 Roads, Traffic, and Transportation 1,388 24.0%

6 Social Infrastructure 365 6.3%

7 Urban Poverty 476 8.2%

Total 5,781 100%

Identified projects in each sectors along with the cost estimates in short-term (2011-12 –

2015-16) and roles of responsibilities of institutions for implementing the projects

proposed are given below:

Project Name Institution Responsible Cost Priority

Water Supply

Consumer Level Survey ULB 30 High

Source Augmentation PHED and ULB through Contract 290 High

Rehabilitation / Replacement of Existing Network

PHED and ULB through Contract 271 High

Extension of Distribution Network PHED and ULB through Contract 347 High

Chlorination Units PHED and ULB through Contract 252 High

Storage Capacity Augmentation PHED and ULB through Contract 1,445 High


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Water Sector Reforms PHED and ULB No / Low Cost High

Phasing Out PSP PHED and ULB No / Low Cost Medium

NRW Reduction, Leak Detection Study

PHED and ULB through Contract 7 High

Metering PHED and ULB on PPP Basis 99 Medium

24X7 Water Supply PHED and ULB - Medium

Quality of Water Supply PHED and ULB through Contract 10 High

Grievance Redressal ULB on PPP Basis Covered in Other Sector High

Subsidy Analysis PHED and ULB 5 Medium

Energy Audit PHED and ULB through Contract 5 Medium

GIS Mapping of Water Infrastructure PHED and ULB through Contract 15 Medium

Institutional Strengthening PHED and ULB Covered in Other Sector High

Effective Communication PHED and ULB 5 High

RWH ULB No / Low Cost High

Exploring options for Regional Water Supply Scheme ULB With the help

of State Govt. Medium

Communication and Awareness Generation ULB and PHED 5 High

Contingency 52

Sub-Total 2,833

Sewerage and Sanitation

Preparation of City Sanitation Plan ULB 10 High

Comprehensive Sewerage System BRJP 120 High

Sewerage Treatment Plant BRJP STP would be constructed in Medium Term

High

Recycle and Reuse of Water ULB No / Low Cost Medium

Making City Open Defecation Free ULB 137 High

Institutional Strengthening ULB Covered in Other Sector High

Public Awareness & Communication ULB 4 High

Contingency 5

Sub-Total 262


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Storm Water Drainage

Survey ULB and DUDA 2 High

De-silting and removal of weeds ULB 95 High

Upgradation and rehabilitation of all primary drains ULB

96 High

Construction of Pucca Drains ULB High


Public Awareness and Communication ULB 4 High

Contingency 4

Sub-Total 200

Solid Waste Management

Improving Collection System ULB No/Low Cost High

Secondary Collection & Transportation ULB No/Low Cost High

New Container Bins ULB 26 High

Waste Processing ULB on PPP Basis 203

High

Sanitary Landfill Facility High

New Vehicles for Waste Transportation ULB 154 Medium


Public Awareness & Communication ULB 5 High

Contingency 7

Sub-Total 394

Road, Traffic and Transportation

Construction/upgradation of roads ULB, DUDA, RCD 1133 High

Parking Facility Development ULB on PPP Basis 11 High

Pedestrian Safety ULB 152 High

Bridges and Flyovers ULB would be

constructed in Medium Term

Medium

Bus Stand Redevelopment ULB on PPP Basis 74 Medium

Junction Improvement ULB on PPP Basis 2 High

Rickshaw Stands ULB on PPP Basis 21 Medium

Tempo Stands ULB on PPP Basis 8 Medium

Volume Survey ULB 5 Medium

Comprehensive Public Transport Plan ULB 20 Medium


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Contingency 27

Sub-Total 1,453

Urban Poverty Alleviation

Slum and Poverty data base ULB 10 High

Housing ULB on PPP Basis 457 High

Basic Services ULB

Covered in Other Sector

High

Community Development ULB High

Livelihood Strategy ULB High

Social Infrastructure ULB High

Institutional Strengthening ULB High

Contingency 9

Sub-Total 476

Social, Environment and Other Projects

Street Lights ULB and BSEB 8 High

Procurement of Fire Engines ULB and SFD 17 Medium

Improvement of tourism spots ULB 20 High

Improvement of tourism infrastructure ULB 6 High

Development of Parks ULB on PPP Basis 15 High

Restoration of Daha River ULB 25 High

Preservation of Water Bodies ULB 69 High

Education ULB with department concerned 10 High

Health ULB with department concerned 11 High

Public and Semi Public Amenities ULB 100 Medium

Contingency 7

Sub-Total 287

Governance

Preparation of Master Plan ULB 25 High

Single Window Complaint Redressal System ULB on PPP Basis 18 High

Institutional Strengthening ULB 50 High

Implementation of Reforms ULB No/Low Cost High

Enhancing Citizen Participation in ULB No/Low Cost High


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Project Name Institution Responsible Cost Priority Decision-Making

Enhancing Transparency and Accountability ULB No/Low Cost High

Sub-Total 93

Grand Total 6,012

All Figures in ` Lakh

Financial Operating Plan: The investment capacity of SMC is assessed through a

Financial Operating Plan (FOP) which gives a multi-year forecast of finances of the local

body for the short term period. The FOP is generated to assess the investment-

sustaining capacity of the Municipal Council, if it adopts a project funding structure

comprising grants under the Central Government and the State Government and internal

resources and loans accounting for the rest. The level of investment that Municipal

Council can sustain is then determined by studying the overall surpluses/year-to-year

opening balance and debt service coverage ratio (DSCR).

An important aspect that needs to be considered in raising financial resources is

beneficiary contribution. This practice has to be promoted and the concept of PPP also

needs to be introduced to make the services sustainable. Thus a total investment of `

5,781 lakh in short-term (2011-12 – 2015-16) can be pooled by implementing the

concept of PPP, which further decreases the financial burden of the Municipal Council

during next five years.

Source Scenario 1 Scenario 2 Scenario 3

Grants 1,588 3,559 3,559

13th Finance Commission

1,588

186 186

State Government 1,453 1,453

Central Government 1,241 1,241

RAY 471 471

CBULB 50 50

Viability Gap Funding (VGF) 63 63

Others 96 96

Private / PPP - - 265

Total 1,588 3,559 3,824

Beneficiary Contribution - - 166


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Open Market/Fis/Other Sources 5,125 2,500 800

Overall Assessment

An overall assessment of the existing service delivery levels on various indicators. It is

observed that the City of Siwan has most of the service levels as Average and Below

Average. This indicates that there is an urgent need to improve the overall service levels

of the city.

S no Indicator Coding

1 Status of Infrastructure and Service Delivery Levels

a. Coverage of Water Supply

b. Per Capita Availability of Water

c. Continuity of Water Supply

d. Coverage of Individual Toilets

e. Door to Door Collection

f. Collection Efficiency of Solid Waste

2 Financial Management

a. Operating Ratio

b. Growth in Revenue Income

3 Poverty Level

Population Below Poverty Line (BPL)

4 Organization Structure

Staffing pattern, availability of sufficient staff, competency level of existing staff for implementing proposed projects

5 Leadership

Leadership quality, awareness and understanding regarding urban sector, proactive approach for implementing reform measures

6 Economic Development Potential

Potential for Development, linkages to the state capital and other cities, status of existing infrastructure

7 Environment Sustainability

Status of Environment, quality of water, air,

8 Participation


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S no Indicator Coding

Level of Participation from Citizen/Citizen Forums/Welfare Association in municipal affairs

9 Compliance with Reforms

Status of reform implementation and preparedness for implementation

Legend

Alarming Average

Below Average Good

Competitive Advantage of Siwan

The competitive advantage of Siwan city is in its good road connectivity with the

surrounding areas. It is 140 km from Patna and also borders Uttar Pradesh. It is district

headquarter town. The economy of Siwan district is mainly dependent on agriculture

and Siwan town is the main market for the district. The town had a good industrial base

due to the presence of three sugar mills and one jaggery mill. Siwan used to be a hub of

powerlooms to support the textile industry of the state.

Siwan has been identified by the Government of Bihar as a part of seven handloom

clusters (districts) in Bihar considering its importance in the state handloom sector as

also future potential for their growth.

Siwan has a large base of educated population. There has been an increase in the

literacy rate of the city in the past 3 decades as compared to the district. The large

unemployed workforce can be trained in various activities to support the industrial

activities in the region and overall development of the city.

Urban Reforms and Strategies

SMC has been very positive in introducing reforms at the ULB level as mentioned by

GoB and the GoI. The necessary reforms which the ULB should adopt for the proper

implementation of the schemes and achieving improved results are as follows:

Mandatory Urban Reforms

• Property Tax Reforms • Accounting Reforms


xxi

• Computerisation • Resource Mobilisation Initiatives • Privatisation Initiatives

Optional Reforms

Prescribed optional reforms under urban reform agenda of the MoUD, GoI are as under:

• Revision of bye-laws to streamline the approval process for construction of buildings

• Earmarking at least 20-25 % of developed land in all housing projects for EWS and LIG category with a system of cross-subsidisation

• Revision of bye-laws to make rainwater harvesting mandatory in all buildings and adoption of other water conservation measures

• Bye-laws on reuse of wastewater

Innovative strategies to improve financial and institutional status

Based on the evaluation and study undertaken and also the inputs from various

stakeholders meetings done, following strategies are suggested to improve the financial

and institutional status of the Municipal Council:

• Encouraging PPP: development of commercial complexes, amusement parks

and market centers on BOT basis, PPP in slum rehabilitation through SRA,

community participation in collection of solid waste, etc.

• Income from additional sources:

o Advertisements through boards and hoarding at major locations of the city.

o Organising fare and festivals with an entry fee system o Development of town planning schemes (where applicable) o Cross subsidisation of services for urban poor with commercial area

development charges.


xxii

Table of Contents

Statement of Limiting Conditions ................................................................................. i

Executive Summary ...................................................................................................... ii

Table of Contents ...................................................................................................... xxii

List of Abbreviations ................................................................................................ xxx

List of Tables ........................................................................................................... xxxii

List of Tables ........................................................................................................... xxxii

List of Figures ......................................................................................................... xxxv

List of Maps ............................................................................................................ xxxvi

List of Annexure ..................................................................................................... xxxvi

1 Background ............................................................................................................ 1

1.1 Urbanisation – an Overview .............................................................................. 1

1.2 Urbanisation in Bihar ......................................................................................... 3

1.3 Support Programme for Urban Reforms in Bihar (SPUR) .................................. 7

1.4 CDP Objectives and Scope ............................................................................... 9

1.5 Our Methodology ............................................................................................ 11

1.6 CDP for Siwan ................................................................................................ 18

SECTION A: City Overview ......................................................................................... 21

2 City Profile ............................................................................................................ 22

2.7 History ............................................................................................................ 24

2.8 Location .......................................................................................................... 25

2.9 District Profile .................................................................................................. 28

2.10 Connectivity and Linkages .............................................................................. 29

2.10.1 Road Linkage........................................................................................... 30 2.10.2 Rail Linkage ............................................................................................. 30 2.10.3 Air Linkage ............................................................................................... 30

2.11 Physical and Geographical Features............................................................... 30

2.11.1 Physical Features .................................................................................... 30 2.11.2 Climate .................................................................................................... 30

3 Physical Planning and Growth Management ..................................................... 32


xxiii

3.12 Past Developments ......................................................................................... 32

3.13 Land Use Analysis .......................................................................................... 32

3.14 Municipal Limits and Peri Urban Areas ........................................................... 35

3.15 Future Growth Direction .................................................................................. 35

3.16 Key Issues ...................................................................................................... 35

3.17 Specific Growth Strategies .............................................................................. 35

4 Demographic Profile ............................................................................................ 37

4.1 Demographic Trends ...................................................................................... 37

4.1.1 Growth Trends ......................................................................................... 37

4.2 Population Projection ...................................................................................... 38

4.2.1 Assumptions ............................................................................................ 38

4.2.2 Population Projections ............................................................................. 39

4.3 Demographic Indicators .................................................................................. 40

4.3.1 Population Density ................................................................................... 40 4.3.2 Sex Ratio ................................................................................................. 43 4.3.3 Literacy Rate............................................................................................ 43 4.3.4 Average Household Size.......................................................................... 44 4.3.5 Workforce Participation ............................................................................ 44

4.4 Other Demographic Indicators ........................................................................ 46

4.4.1 Migration .................................................................................................. 46 4.4.2 Population Composition ........................................................................... 48 4.4.3 BPL Population ........................................................................................ 49

4.5 Key Issues ...................................................................................................... 49

5 Economy............................................................................................................... 50

5.6 Trade & Commerce ......................................................................................... 50

5.7 Industrial Activities .......................................................................................... 50

5.8 Tourism ........................................................................................................... 51

5.9 Key Issues ...................................................................................................... 52

SECTION B: Existing Infrastructure Services ........................................................... 53

6 Water Supply ........................................................................................................ 54

6.1 Water Supply Overview................................................................................... 54

6.2 Source – Availability and Adequacy ................................................................ 54

6.3 Water Treatment Facility ................................................................................. 55

6.4 Storage System .............................................................................................. 56


xxiv

6.5 Distribution System ......................................................................................... 56

6.5.1 Network ................................................................................................... 56 6.5.2 Coverage and Connections ...................................................................... 57

6.6 Performance Indicators ................................................................................... 58

6.7 Demand-Gap Assessment .............................................................................. 58

6.8 Efforts for Ground Water Recharge ................................................................. 59

6.9 Institutional and Financial Aspects .................................................................. 59

6.9.1 Institutional Aspects ................................................................................. 59 6.9.2 Financial Aspects ..................................................................................... 60

6.10 SWOT Analysis ............................................................................................... 60

6.11 Key Issues ...................................................................................................... 61

6.12 Goals, Service Levels and Targets.................................................................. 61

6.13 Sectoral Strategies and Proposed Investment ................................................ 62

6.13.1 Detailed Strategies................................................................................... 62 6.13.2 Action Plan .............................................................................................. 64

7 Sewerage & Sanitation ........................................................................................ 68

7.1 Sewerage and Sanitation Overview ................................................................ 68

7.2 Existing Sewerage System and Coverage ...................................................... 68

7.2.1 Collection Network ................................................................................... 68 7.2.2 Household Toilets .................................................................................... 69 7.2.3 Public Toilets ........................................................................................... 69

7.3 Sewerage Treatment and Disposal ................................................................. 69


7.5 Demand Gap Assessment .............................................................................. 70



7.7 SWOT Analysis ............................................................................................... 71

7.8 Key Issues ...................................................................................................... 72


7.10 Sectoral Strategies and Proposed Investments ............................................... 73


8 Storm Water Drainage ......................................................................................... 77

8.1 Existing Situation ............................................................................................ 77


xxv

8.2 Water Bodies .................................................................................................. 78

8.3 Water Logging Areas/Flooding Zones ............................................................. 78





8.7 SWOT Analysis ............................................................................................... 80

8.8 Key Issues ...................................................................................................... 80




9 Solid Waste Management .................................................................................... 84

9.11 Waste Generation ........................................................................................... 84

9.12 Collection ........................................................................................................ 85

9.13 Street Sweeping.............................................................................................. 85

9.14 Waste Storage Points ..................................................................................... 85

9.15 Transportation of Waste .................................................................................. 86

9.16 Treatment & Disposal of Waste ....................................................................... 87



9.19 Institutional & Financial Aspects ...................................................................... 88


9.20 SWOT Analysis ............................................................................................... 89

9.21 Key Issues ...................................................................................................... 89




10 Roads, Traffic and Transportation ...................................................................... 95

10.1 Existing Road Network Situation ..................................................................... 95

10.2 Traffic Management and Circulation................................................................ 97

10.2.1 Road Network and Hierarchy ................................................................... 97


xxvi

10.2.2 Traffic Junctions ....................................................................................... 97

10.3 Parking Zones ................................................................................................. 98

10.4 Travel Characteristics and Public Transportation ............................................ 98

10.5 Intra and Inter Regional Transportation ........................................................... 99

10.6 Performance Indicators ................................................................................. 100

10.7 Demand-Gap Assessment ............................................................................ 100

10.8 Institutional & Financial Aspects .................................................................... 101

10.8.1 Institutional Aspects ............................................................................... 101 10.8.2 Financial Aspects ................................................................................... 101

10.9 SWOT Analysis ............................................................................................. 101

10.10 Key Issues .................................................................................................... 102

10.11 Goals, Service Levels and Targets................................................................ 103

10.12 Sectoral Strategies and Proposed Investments ............................................. 104

10.12.1 Detailed Strategies................................................................................. 104 10.12.2 Action Plan ............................................................................................ 104

11 Street Lighting and Fire Fighting ...................................................................... 107

11.1 Current Situation of Street Lighting ............................................................... 107

11.2 Current Situation of Fire Fighting .................................................................. 107

11.3 Institutional & Financial Aspects .................................................................... 108

11.4 Key Issues .................................................................................................... 108

11.5 Sectoral Strategies and Proposed Investments ............................................. 108


12 Urban Poverty .................................................................................................... 111

12.6 Slums in the City ........................................................................................... 111

12.6.1 Location of Slums .................................................................................. 113 12.6.2 Characteristics of Slum Areas ................................................................ 116 12.6.3 Services in Slums .................................................................................. 116 12.6.4 Socio Economic Characteristics ............................................................. 116

12.7 Slum Improvement Programmes and Schemes ............................................ 118

12.8 Key Issues .................................................................................................... 120

12.9 Goals, Service Levels and Targets................................................................ 121

12.10 Sectoral Strategies and Action Plan .............................................................. 121



xxvii

13 Social Infrastructure .......................................................................................... 124

13.11 Education ...................................................................................................... 124

13.12 Health ........................................................................................................... 125

13.13 Public and Semi Public Spaces ..................................................................... 126



14 Environment and Disaster Management .......................................................... 129

14.1 Environmental Profile .................................................................................... 129

14.1.1 Air Quality .............................................................................................. 129 14.1.2 Water Quality ......................................................................................... 129 14.1.3 Noise Level ............................................................................................ 129

14.2 Water Bodies and Green Spaces .................................................................. 130

14.3 Existing Environmental Regulations .............................................................. 130

14.4 Disaster management ................................................................................... 130

14.5 Key Issues .................................................................................................... 135



15 Urban Heritage and Tourism ............................................................................. 137

15.1 Background................................................................................................... 137

15.2 Tourism Potential .......................................................................................... 137

15.3 Tourism Policy .............................................................................................. 137



16 Governance and Ongoing Reforms .................................................................. 140

16.5 Legal Framework .......................................................................................... 140

16.6 Organisational Structure ............................................................................... 144

16.6.1 Elected Wing.......................................................................................... 144 Member of the Existing Empowered Committee................................................... 145 16.6.2 Administrative Wing ............................................................................... 145

16.7 Roles and Responsibilities ............................................................................ 146

16.8 Ongoing reforms ........................................................................................... 148


xxviii

16.9 Key Issues .................................................................................................... 150

16.10 Strategies for Urban Governance .................................................................. 152

SECTION C: Municipal Finance................................................................................ 154

17 Municipal Finance .............................................................................................. 155

17.1 Municipal Finance Structure .......................................................................... 155

17.2 Revenue Account.......................................................................................... 157

17.3 Capital Account ............................................................................................. 162

17.4 Status of Municipal Finances ........................................................................ 165

17.5 Key Findings ................................................................................................. 165

17.6 Goals, Strategies and Action Plan ................................................................. 165

18 Stakeholder Consultations ................................................................................ 168

18.7 Details of Consultations ................................................................................ 168

18.8 Sector-wise Inputs/Suggestions .................................................................... 169

18.9 Second Stakeholders Meeting ...................................................................... 170

18.9.1 Details of Consultations ......................................................................... 170 18.9.2 Tentative Projects identified by stakeholders ......................................... 171

18.10 List of Key Stakeholders ............................................................................... 172

19 Vision, Projects and Sectoral Strategies .......................................................... 174

19.1 Overall Vision ................................................................................................ 174

19.2 Key Issues to be addressed to achieve the Vision ........................................ 175

19.3 Prioritization of sectors .................................................................................. 177

19.4 Strategies at City Level ................................................................................. 178

19.5 CDP Implementation Mechanism .................................................................. 179

20 Investment Prioritization Plan ........................................................................... 180

20.1 Project Identification and Prioritisation .......................................................... 180

20.2 City Investment Plan ..................................................................................... 180

20.2.1 Sector-wise Project Identification and Costing ....................................... 182 20.2.2 Funding Pattern ..................................................................................... 187 20.2.3 Financing Strategies for the CIP ............................................................ 187

20.3 Financial Operating Plan ............................................................................... 188

20.3.1 Municipal Finance Projections ............................................................... 189 20.3.2 Key Assumptions ................................................................................... 189 20.3.3 Scenarios and Projections ..................................................................... 191

20.4 Financial Sustenance and Recommendations .............................................. 194


xxix

21 Reforms – Strategies ......................................................................................... 197

21.1 Policy Framework and Priority Actions .......................................................... 198

21.2 Urban Governance ........................................................................................ 199

21.3 Reform Agenda and Timeline........................................................................ 201

21.3.1 Reform – Strategies ............................................................................... 202 21.3.2 Issues for Approval of the State Government ......................................... 206

Annexures ................................................................................................................. 207


xxx

List of Abbreviations

APL Above Poverty Line

ARV Annual Rental Value

BPL Below Poverty Line

BRGF Backward Region Grant Fund

CAA Constitutional Amendment Act

CBSE Central Board for Secondary Education

CDP City Development Plan

CIP Capital Investment Plan

DFID Department for International Development

DPR Detailed Project Report

DUDA District Urban Development Authority

DWCUA Development of Woman and Children in Urban Areas

FGD Focus Group Discussions

FOP Financial Operating Plan

FY Financial Year

GDP Gross Domestic Product

GoI Government of India

GoB Government of Bihar

HUDCO Housing and Urban Development Corporation

IEC Information Education and Communication

IHSDP Integrated Housing and Slum Development Program

JNNURM Jawaharlal Nehru National Urban Renewal Mission

lpcd Liters per capita per day

MoUD Ministry of Urban Development

MLD Million Liters per day

MSW Municipal Solid Waste

MT Metric Tonne

NGO Non Governmental Organisation

NRW Non Revenue Water

NSDP National Slum Development Programme

OHT Over Head Tank

PHC Public Health Center

PHED Public Health and Engineering Department


xxxi

PMIUPEP Prime Minister's Integrated Urban Poverty Eradication Programme

PTA Property Tax Assessment

SEC State Election Commission

SMC Siwan Municipal Council

SJSRY Swarna Jayanti Shaheri Rozgar Yojna

SLB Service Level Benchmark

SPUR Support Programme for Urban Reforms

STP Sewerage Treatment Plant

SWD Storm Water Drainage

SWOT Strength Weakness Opportunity Threat

SWM Solid Waste Management

UDPFI Urban Development Plan Formulation and Implementation

UFW Unaccounted for Water

UGD Underground Drainage

UIDSSMT Urban Infrastructure Development Scheme for Small and Medium Towns

ULB Urban Local Body

UPAP Urban Poverty Alleviation Programmes

USEP Urban Self Employment Programme

UTAST Urban Technical Assistance Team

UWEP Urban Wage Employment Programme


xxxii

List of Tables

Table 1-1: Urban population and Contribution to National Income .................................................... 1

Table 1-2: Comparative Assessment of India and selected States ................................................... 5

Table 1-3: Gross State Domestic Product (GSDP) at Factor Cost at Current Prices ....................... 5

Table 1-4: Project Towns ...................................................................................................................... 9

Table 2-1: Siwan City at Glance ......................................................................................................... 22

Table 2-2: Connectivity of Siwan ........................................................................................................ 29

Table 4-1: Population Growth in Siwan 1961-2001 .......................................................................... 37

Table 4-2: Population Projection ........................................................................................................ 39

able 4-3: Highly and Moderately Dense Wards of Siwan ................................................................. 41

Table 4-4: Worker Profile .................................................................................................................... 45

Table 4-5: Workforce Participation in India, Bihar, Siwan District and Siwan City ......................... 46

Table 4-6: Ward-wise APL and BPL Families ................................................................................... 49

Table 6-1: Siwan Water Supply at Glance ......................................................................................... 54

Table 6-2: Name of Tube-wells .......................................................................................................... 55

Table 6-3: Service Level Benchmarking Indicators for Water Supply ............................................. 58

Table 6-4: Demand Gap Assessment for Water Supply ................................................................... 59

Table 6-5: Service Levels and Targets for Water Supply ................................................................. 62

Table 6-6: Priority Actions and Implementation Strategy: Water Supply ......................................... 65

Table 7-1: Sewerage of Siwan at a Glance ....................................................................................... 68

Table 7-2: Service Level Benchmarking Indicators for Sewerage and Sanitation .......................... 70

Table 7-3: Demand Gap Assessment for Sewerage and Sanitation ............................................... 70

Table 7-4: Service Level and Targets for Sewerage and Sanitation ............................................... 73

Table 7-5: Priority Actions and Implementation Strategy: Sewerage and Sanitation ..................... 75

Table 8-1: Road and Drain Length ..................................................................................................... 77

Table 8-2: Performance Indicators - Strom Water Drainage ............................................................ 78

Table 8-3: Demand Gap Assessment – Strom Water Drainage ...................................................... 79

Table 8-4: Service Level and Targets for Storm Water Drainage .................................................... 81

Table 9-1: Details of Vehicles Used for Transportation of Waste .................................................... 86

Table 9-2: Service Level Benchmarking Indicators for SWM ........................................................... 87

Table 9-3: Demand Gap Analysis for SWM ....................................................................................... 88


xxxiii

Table 9-4: Human Resources Used for SWM ................................................................................... 88

Table 9-5: Service Levels and Targets for Solid Waste Management ............................................ 90

Table 9-6: Priority Actions and Implementation Strategy- Solid Waste Management .......... 94

Table 10-1: Number of Registered Vehicles from April to August 2010 in Siwan District .............. 98

Table 10-2: Service Level Benchmark for Roads ............................................................................ 100

Table 10-3: Demand Gap Assessment for Roads .......................................................................... 100

Table 10-4: Service Levels and Targets for Roads ......................................................................... 103

Table 10-5: Priority Actions & Implementation Strategy - Roads, Traffic and Transportation ..... 105

Table 11-1: Priority Actions & Implementation Strategy- Roads, Traffic and Transportation ...... 110

Table 12-1: Slum Details of India, Bihar and Siwan Municipal Council ......................................... 112

Table 12-2: Slum details as per Census 2001 and SPUR Survey 2008 ....................................... 112

Table 12-3: Lists of Slum in Siwan Municipal Council as per SPUR Survey 2008 ....................... 113

Table 12-4: Slum Worker Details of India, Bihar and Siwan Municipal Council ............................ 117

Table 12-5: Slum Workers Participation Rate of India, Bihar and Siwan Municipal Council ....... 118

Table 12-6: Service Levels and Targets for Slums and Housing ................................................... 121

Table 12-7: Priority Actions & Implementation Strategy-Housing and Urban Poverty ................. 123

Table 13-1: Details of Number of Schools ....................................................................................... 124

Table 13-2: Health Care Facilities at Siwan .................................................................................... 125

Table 13-3: Other Facilities Available in Municipal Area ................................................................ 126

Table 13-4: Priority Actions & Implementation Strategy – Social Infrastructure ................. 128

14-1: Priority Actions & Implementation Strategy – Environment .................................................. 136

15-1: Priority Actions & Implementation Strategy – Environment .................................................. 139

Table 16-1: Number of Councilors/Wards ....................................................................................... 142

Table 16-2: Elected Wing of SMC .................................................................................................... 144

Table 16-3: Human Resources in Siwan Municipality .................................................................... 146

Table 16-4 Roles and Responsibility of Different Institutions ......................................................... 148

Table 16-5: State Level Reforms ...................................................................................................... 148

Table 16-6: ULB Level Reforms ....................................................................................................... 149

Table 16-7: Priority Actions & Implementation Strategy – Urban Governance ............................. 152

Table 17-1: Summary of Accounts for Siwan Municipality ............................................................. 156

Table 17-2: Revenue Income ........................................................................................................... 158

Table 17-3: Composition of Property Tax ........................................................................................ 159


xxxiv

Table 17-4: Income from Property Tax and its Components.......................................................... 159

Table 17-5: Income from Municipal Properties ................................................................................ 159

Table 17-6: Income from fees, Charges and License .................................................................... 160

Table 17-7: Revenue Expenditure .................................................................................................... 161

Table 17-8: Capital Income ............................................................................................................... 163

Table 17-9: Capital Expenditure ....................................................................................................... 164

Table 17-10: Goals Related to Municipal Finance .......................................................................... 165

Table 18-1: Sector Prioritization based on Stakeholder Consultations ......................................... 177

Table 20-1: Sectorwise Total Capital Requirement for Short Term ............................................... 182

Table 20-2: Year-wise Capital Requirement for Short Term .......................................................... 182

Table 20-3: Capital Requirement for Short Term - Water Supply .................................................. 183

Table 20-4: Capital Requirement for Short Term – Sewerage and Sanitation ............................. 183

Table 20-5: Capital Requirement for Short Term – Strom Water Drainage .................................. 184

Table 20-6: Capital Requirement for Short Term – Solid Waste Management............................. 184

Table 20-7: Capital Requirement for Short Term – Roads, Traffic and Transportation ............... 185

Table 20-8: Capital Requirement for Short Term-Social Infrastructure ......................................... 185

Table 20-9: Capital Requirement for Short Term – Housing and Urban Poverty ......................... 186

Table 20-10: Funding Pattern ........................................................................................................... 187

Table 20-11: Basic Assumptions for the Financial Operating Plan ................................................ 189

Table 20-12: Summary Findings of the FOP: Scenario 1 ............................................................... 191



Table 20-15: CIP Funding Pattern .................................................................................................... 195

Table 21-1: Time lines for the Reforms ............................................................................................ 204

Table 21-1: Key Initiatives under Reforms ....................................................................................... 205


xxxv

List of Figures

Figure 1-1: Level of Urbanization and Per Capita Gross State Domestic Product of selected India

States...................................................................................................................................................... 2

Figure 1-2: Population of Bihar – 2001 ................................................................................................ 4

Figure 1-3: Methodology framework .................................................................................................. 13

Figure 1-4: CDP Process .................................................................................................................... 19

Figure 4-1: Population Trend .............................................................................................................. 38

Figure 4-2: Population Projection 2011-35 ........................................................................................ 40

Figure 4-3: Urban Sex Ratio ............................................................................................................... 43

Figure 4-4: Urban Literacy Rate ......................................................................................................... 44

Figure 4-5: Work Participation Rate ................................................................................................... 45

Figure 4-6: Classification of Migrants by Place of Last Residence .................................................. 47

Figure 4-7: Classification of Migrants by Reason for Migration........................................................ 48

Figure 4-8: Population Composition ................................................................................................... 48

Figure 12-1: Comparison of Sex Ratio of Slums ............................................................................. 116

Figure 12-2: Comparison of Literacy Rate of Slums ....................................................................... 117

Figure 16-1: Organogram of SMC .................................................................................................... 145

Figure 17-1: Income & Expenditure and Growth Rate .................................................................... 157

Figure 17-2; Overall Surplus / Deficit ............................................................................................... 157

Figure 17-3: Growth Rate of Various Heads of Revenue Income.................................................. 161

Figure 20-1: Percentage of Sectorwise Capital Requirement for Short Term............................... 181


xxxvi

List of Maps

Map 2-1: Location of Siwan Municipal Council ................................................................................. 25

Map 2-2: Base Map Siwan .................................................................................................................. 27

Map 3-1: Present Land Use ................................................................................................................ 34

Map 4-1: Tentative Ward-wise Density .............................................................................................. 42

Map 10-1: Siwan Road Map ............................................................................................................... 96

Map 12-1: Location Map of Slums .................................................................................................... 115

Map 14-1: Multiple Hazard Zones Showing Siwan District in Bihar ............................................... 132

Map 14-2: Earthquake Hazard Map Showing Siwan District in Bihar ............................................ 133

Map 14-3: Wind Hazard Map Showing Siwan District in Bihar ...................................................... 134

Map 14-4: Flood Hazard Map Showing Siwan District in Bihar...................................................... 134

List of Annexure

Annexure 1: Siwan District Overview ............................................................................................... 208

Annexure 2: Population details of Siwan Municipal Council........................................................... 209

Annexure 3: Ward Wise BPL households as per the ULB survey 2008 ........................................ 210

Annexure 4: List of Attended Participants in the Inception Meeting .............................................. 212

Annexure 5: Invitation Letter for Consultative Workshop ............................................................... 214

Annexure 6: List of Attended Participants in the Consultative Workshop ..................................... 215

Annexure 7: Finance Details ............................................................................................................. 217

Annexure 8: Funding Options ........................................................................................................... 220

Annexure 9: Year-wise Capital Requirement .................................................................................. 225

Annexure 10: Sector-wise Total Capital Requirement in Siwan .................................................... 227

Annexure 11: Year-wise Bifurcation of costs for the Short Term ................................................... 228

Annexure 12: Municipal Finance details provided by SPUR .......................................................... 230

Annexure 13: Year-wise Projections for the Short term.................................................................. 232

Annexure 14: Year-wise Bifurcation of costs for the MediumTerm ................................................ 233

Annexure 15: Year-wise Bifurcation of costs for the Long Term .................................................... 236

Annexure 16: Year-wise and Project wise Bifurcation of costs for the Short Term ...................... 239


xxxvii

Annexure 17: Year-wise and Project wise Bifurcation of costs for the Short Term ...................... 252


1

1 Background

1.1 Urbanisation – an Overview

The urban India represents the entire nation, home to a rich variety of communities,

professions and income classes. The urban centres in India house about 30% of India’s

population, contributing to a total of 60% to the national income. During the last five

decades the population of India has grown two and half times, but Urban India has

grown by nearly five times. With the increase in the urbanisation, the number of poor

living in urban areas is also increasing over the years. The in-migration of the workforce

from the rural and smaller Cities in to the urban areas and lack of infrastructure and

housing in the city adds to the housing problems of the city. There is an imminent need

to address the service delivery and poverty challenges in urban areas to unlock their

potential for growth and contribute to the local, regional, and national economic growth,

and increased standard of living of its citizens.

Urbanisation is an inevitable and irreversible trend. It is estimated that the level of

urbanisation in India will rise continuously and by 2040, more than half of the Indian

population will live in urban areas. The rapid pace of urbanisation in the sub-continent

has not only created opportunities for economic growth and improved quality of life, but

has also led to increased pressures on the delivery of urban civic services and poverty.

Table 1-1: Urban population and Contribution to National Income

Year Urban population Contribution to National Income

1951 17% 29%

1981 23% 47%

1991 25% 55%

2001 27% 60%

2011 (Projected) 30% 70%

Source: ‘Urban India: Growth, Opportunities & Difficulties’, ASSOCHAM

The contribution of urban population to national Gross Domestic Product (GDP) is likely

to register 16% growth and touch 70% by 2011 from current level of 60% (approx.) in

view of rising job opportunities that will be provided by major metros and large cities as


2

these will have emerged as major epicentre for larger economic activities for domestic

and overseas businesses.1

Figure 1-1: Level of Urbanization and Per Capita Gross State Domestic Product of selected India States

Source: Central Statistical Organisation

Widespread reforms in governance and service delivery arrangements of Indian cities

are required to position them as engines of national growth and development. There is a

need for comprehensive planning and coordinated effort focusing on fiscal and

institutional changes, which underpin systemic reforms of existing governance and

service delivery arrangements. To support cities to move towards integrated urban

development and to make them vibrant in their social and economical development, the

Ministry of Urban Development (MoUD), Government of India (GoI) has launched a

programme named “Jawaharlal Nehru National Urban Renewal Mission (JNNURM)” for

63 selected mission cities in 2005. Non-mission cities can access fiscal support from the

GoI through “Urban Infrastructure Development Scheme for Small and Medium Towns

(UIDSSMT)” for infrastructure development, and “Integrated Housing and Slum

Development Programme (IHSDP)” for housing and slum development. However, the

fiscal support to the local bodies is related to the reform agenda to be carried out both at

1 ‘Urban India: Growth, Opportunities & Difficulties’, ASSOCHAM


3

the state level and at the local body level. These reforms are in addition to the 18

mandatory functions of the local bodies under 74th Constitutional Amendment Act (CAA).

1.2 Urbanisation in Bihar

The Bihar State is located in the eastern part of India, mid-way between the West

Bengal in the east and Uttar Pradesh. It is bounded by Nepal in the north and Jharkhand

in the South. Bihar plains are divided into two by the river Ganga which flows through the

middle from west to east.

The Bihar State covers an area of 94,163 sq. km with a population of 82,998,509 as per

Census 2001. It covers 2.86% of the total area of India and accommodates 8.08% of the

total population of India. It is the third most populated state in India after Uttar Pradesh

and Maharashtra and ranks 12th in terms of area.

The State is serviced by 2,318 Kms. of National Highways, 4,192 Kms. of State

highways, 12,579 Kms. of district roads and over 69,000 Kms. of other roads. South

Bihar has extensive network of roads linking major industrial locations in the state. The

State has extensive and well developed railway system providing vital links to mining

industry and tourism with important cities and ports in the country. The total rail length is

in excess of 5,400 Kms. Patna International Airport is directly connected with major

economic centers of our country such as New Delhi, Kolkata, Mumbai, Lucknow,

Varanasi, etc. Ranchi, Gaya, Muzaffarpur, Raxoul and Jogbani are the other domestic

airports in Bihar. Bihar is traversed by several rivers. Some of the major rivers are the

Ganges, Ghaghra, Gandak, Kosi, Damodar, Sone and Swarnarekha. Total length of

rivers in Bihar is 4,414 Kms. Navigable length of rivers is 1,325 Kms. Farakka to Buxar

in the river Ganges has been declared as National Water Ways No.1. It is presently

operative from Haldia to Patna. This provides access to Kolkata Seaport (417 Kms) and

Haldia (517 Kms).


4

Figure 1-2: Population of Bihar – 2001

Source: Census 2001

The Census 2001 has demonstrated that urban centers in India are continuing to grow at

a pace faster than rural areas. Comparing with other states and union territories, Bihar

occupies a place second from the bottom with respect to the level of urbanisation which

is only 10.5% compared to the national average of 27.8%.

The population density of Bihar is 880 persons per km sq in 2001 against the national

average of 324 persons per sq. km. It is the fourth densest State in terms of population

in India after N.C.T Delhi, Chandigarh and West Bengal.

The growth of population and influx into urban areas has put urban infrastructure and

services under a severe stress. The increasing pressure on urban environment is taking

its toll on the quality of life of the urban population. The urban population growth is much

higher than the rate of population growth. The urban population grew to 84.59 lakh in

1991-2001 period as against the decadal growth of 63.31 lakh reported in 1991 census.

Bihar, with an urban population of 8,681,800 persons in 2001 occupies the 11th position

in terms of urban population in India. The urbanisation level in Bihar is 10.47% which is

quite low compared to the national average of 27.8% in 2001. Comparing with other

states and union territories, it is the second least urbanised state, after Himachal

Pradesh (9.79%). The level of urbanisation in Bihar is clearly much lower (10.5%) than


5

the national average of about 28%. As against this, urban poverty is as high as 32.91%

against the national average of 23.62.

Table 1-2: Comparative Assessment of India and selected States

States Level of

Urbanisation

Growth Rate

Urban Poverty

(%)

Sex Ratio in Urban Areas

% of Slum Population to

the Urban Population

Literacy Rate in Urban Areas

India 27.78 2.7 23.62 900 14.12 70.1

Delhi 93.01 4.1 9.42 821 15.8 70.74

Maharashtra 42.4 2.9 26.81 874 25.95 75.19

Bihar 10.5 2.6 32.91 869 5.85 64.53 Source: Slum Population India: Series 1 – Census of India 2001; Office of The Registrar General and Census Commissioner, India

The economy of Bihar is largely service oriented (about 55% in 2008), but it also has a

significant agricultural base (35%). Bihar has the lowest per capita income in India,

however, the southern part of the State has higher per capita rates on par with cities like

Hyderabad and Bangalore. The Gross State Domestic Product (GSDP) of Bihar stands

at 112,424 Crores Rupees ($21 billion nominal Gross Domestic Product (GDP)). In

actual terms, as of 2008, Bihar state GDP is ranked 2nd out of 28 states. In June 2009,

the World Bank reported that Patna was the second best city in India to start a business,

after Delhi.

Table 1-3: Gross State Domestic Product (GSDP) at Factor Cost at Current Prices

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

57,270 57,688 65,000 66,254 73,221 80,157 98,957 105,148 112,424 Source: Government of Bihar Economic Survey, Feb 2009 (INR. crore)

As per Census 2001, the State is divided into 9 divisions and 37 districts. However, the

administrative boundaries were further revised and currently Bihar has 38 districts. The

districts of Bihar have very low level of urbanisation and inter-district variation in levels of

urbanisation is also quite wide. The only two districts that records urbanisation above the

national average are Patna (41.57%) and Munger (27.94%). The district with lowest level

of urbanisation level is Kaimur (3.24%).

The organisation of ULBs includes Municipal Corporations, Municipal Councils and

Municipal Panchyats and their functioning is guided by Bihar Municipal Act, 2007.


6

Recently, Government of Bihar amended Bihar Municipal (Amendment) Act 1995 and

implemented Bihar Municipal Act, 2007 to consolidate and amend the laws relating to

the municipal governments in the State of Bihar in conformity with the provisions of the

Constitution of India as amended by the Constitution (Seventy-fourth Amendment) Act,

1992, based on the principles of participation in, and decentralisation, autonomy and

accountability of, urban self-government at various levels, to introduce reforms in

financial management and accounting systems, internal resource generation capacity

and organisational design of Municipalities, to ensure professionalisation of the

municipal personnel, and to provide for matters connected therewith or incidental

thereto.

Each town/city of Bihar has one municipal corporation or municipality with

responsibilities of catering to the daily needs of its citizens like – good sanitation,

sewage systems, clean drinking water, etc. Where there is large population base,

Municipal Corporation/Municipalities have opted to divide their jurisdiction among

several Revenue Circles. Each such Revenue Circle is organised in terms of several

Wards and Revenue Circles for the convenience of Tax Collection. The major activities

of ULB’s are:

• Property Assessment • Holding-wise Tax Collection (includes sanitation, water and sewage tax, etc.) • Birth and death Registration • Rickshaw and Thela registration and Tax Collection • Maintenance of Street Lights, Sewage, etc • House and Road map • Mutation

Bihar is urbanising at a fast rate and the ULBs of the State are facing the challenge of

meeting the requirements of the growing population with limited technical and financial

resources. The GoI as well as Government of Bihar (GoB) have initiated a number of

programmes to meet the growing demands of infrastructure and service delivery.

Support Programme for Urban Reforms in Bihar (SPUR) is a six year partnership

programme (2010-2016) between the Government of Bihar and the United Kingdom’s

Department for International Development (DFID, UK), which links reform with

investment in infrastructure for the poor etc.


7

The goal of the programme is to enhance the capability of the identified ULBs to provide

urban services and attract private investment and thereby to provide financial, technical

and managerial support to enhance efficacy of ULBs and as well as related departments

at the levels of districts and, the State.

SPUR has identified 28 urban centers as the implementation geography, in consultation

with GoI and the GoB. The identified urban centers include all Municipal Corporation and

those with population exceeding 100,000 persons. In addition, Bodhgaya Nagar

Panchayat has been identified in synergy with the JNNURM.

Infrastructure Professionals Enterprise (P) Ltd., India (IPE) and WSP International, UK

form the Urban Technical Assistance Team (UTAST) for the DFID supported SPUR

programme in Bihar. UTAST has been assigned the task of monitoring the “City

Development Plan (CDP)” preparation process in the identified 28 project City.

1.3 Support Programme for Urban Reforms in Bihar (SPUR)

In the last few years, the policy environment in Bihar has seen significant change with

the formulation of several ‘reform oriented’ policies conducive to long term development.

The impact of these policies has not been as desired, largely on account of limitations in

implementing abilities. As a result, Bihar has continued to lag behind other states. The

urban sector in Bihar is small, with only 10% of the state’s population classified as urban,

but surprisingly, the State has as many as 138 urban local bodies. The majority of these

bodies are:

• Plagued with deficiencies in the availability and accessibility of infrastructure and

service provision;

• Severely cash starved and highly dependent on grants, even for the payment of

staff salaries;

• Coping with poverty pockets that are excluded from service networks; and

• Severely restricted in technical capabilities to utilise available funds for

infrastructure creation. The priorities for infrastructure creation are many and

require prioritisation – it is this absence of a holistic approach that is severely

constraining the sustainability of interventions.


8

The SPUR programme is based on the premise that effective urban centres play a

significant role in economic growth and poverty reduction by providing the nuclei for

greater economic activity and services that can contribute to pro-poor development.

Over 60 per cent of India’s economic growth and 90 per cent of government revenues in

recent decades are attributed to urban areas. The rate of poverty reduction in urban

areas in India has been considerably higher than in rural areas. Bihar is amongst the

poorest (41% of population classified as poor as per the BPL Survey for the state) and

least urbanized (10.5%) states in India, with amongst the lowest growth rates. SPUR’s

goal is “economic growth and poverty reduction significantly accelerated in Bihar by

2014”.

The project will cover 28 urban centres, expected to become hubs for economic

activities, benefiting the wider State. It will directly improve the quality of services

received by 6.36 million urban citizens, of whom 2.83 million are poor. It will also benefit

large numbers of people from nearby rural areas who depend on these urban centres.

The project will promote state level institutions and improve financial and managerial

capacities, as well as accountability, of Urban Local Bodies (ULBs). SPUR will achieve

its purpose by delivering five mutually reinforcing outputs:

• Effective policies and stronger institutions to promote and manage urban

development in place;

• State and ULBs mobilize significantly increased resources for urban development

and manage them more effectively;

• Identified ULBs plan, implement and manage urban infrastructure and services

more effectively;

• Increased municipal capacity to attract private investment in urban areas;

• Empowered poor communities and socially excluded groups access increased

urban resources and livelihood opportunities.

These five outputs will strengthen key components (state level institutions and their links

with the centre; links between the state level institutions and the ULBs; and links

between the ULB governance structures, executive and the citizens’ groups including

private sector entities and citizens’ organisations) and functional areas (policy making;

planning; implementation; monitoring and evaluation; communication and feedback


9

mechanisms) that constitute the broad delivery chain leading to impacts on the poor

urban citizens.

Infrastructure Professionals Enterprise (P) Ltd., India (IPE) and WSP International, UK

form the Urban Technical Assistance Team (UTAST) for the DFID supported “Support

Programme for Urban Reforms” (SPUR) programme in Bihar. UTAST has been

assigned the task of monitoring the CDP preparation process in the identified 28 project

towns. For purposes of preparation of CDPs, the project towns have been clustered as

mentioned in Table 1-4.

Table 1-4: Project Towns

Cluster Municipal Corporations and Municipalities

Cluster 1 Patna Municipal Corporation Danapur Nagar Parishad

Khagaul Nagar Parishad Phulwarisharif Nagar Parishad

Cluster 2 Ara Municipal Corporation Begusarai Nagar Parishad Chapra Nagar Parishad

Cluster 3 Hajipur Nagar Parishad, Biharsharif Municipal Corporation Siwan Nagar Parishad

Cluster 4 Bettiah Nagar Parishad Muzaffarpur Municipal Corporation Motihari Nagar Parishad

Cluster 5 Sitamarhi Nagar Parishad Darbhanga Municipal Corporation Munger Nagar Parishad

Cluster 6 Jamalpur Nagar Parishad Bhagalpur Municipal Corporation Saharsa Nagar Parishad

Cluster 7 Purnea Nagar Parishad Kishanganj Nagar Parishad Katihar Nagar Parishad

Cluster 8 Sasaram Nagar Parishad Gaya Municipal Corporation Aurangabad Nagar Parishad

Cluster 9 Nawada Nagar Parishad Bodhgaya Nagar Panchayat Dehri Nagar Parishad

1.4 CDP Objectives and Scope

The government of India has launched a major programme viz., Jawaharlal Nehru

National Urban Renewal Mission (JNNURM), for promoting reforms and investments for

select 63 cities. It is a prerequisite for the mission cities to have prepared a “City

Development Plan” to gain fiscal and institutional support from GoI under JNNURM.

Though it is not mandatory for non-mission cities to prepare the CDP, in order to access

funds under UIDSSMT, it is strongly recommended to have a CDP that would set the

vision and strategies for the city’s future development.


10

Apart from the CDP under JNNURM and UIDSSMT, it is necessary for the cities to

undertake certain mandatory and optional reforms at the state level (viz. repeal the

Urban Land Ceiling Act, rent control reforms, etc.) and city level (viz. accrual-based

accounting, property tax reforms, user fee, etc.) within the JNNURM mission period (FY

2005-06 to 2011-12). Thus, the effectiveness of the CDPs and the urban reforms of the

cities are critical for the JNNURM/UIDSSMT and IHSDP processes and their success in

realising their objectives to a great extent. This necessitates a very systematic and

professional method of conceptualising and preparing the CDPs and urban reform

agenda as per the mission guidelines, objectives, and processes.

The main objective of the CDP is to have a planned growth of the city in the desired

direction and to project the city as a Global City, guided by a shared vision for city’s

development. The CDP makes basic policy choices and provides a flexible framework

for adapting to real conditions over time. It emphasizes on issues of priority local

concerns for liveability, and the implied requirements in terms of:

• Enhancing City Productivity

• Reducing Poverty

• Improving Urban Governance and

• Enhancing Financial Sustainability

The CDP comprises of sectoral plans for the identified sectors for a time horizon of 20

years outlining policy framework and investment interventions to achieve the vision.

The CDP would assist in outlining the strategic policy and investment interventions to

achieve the vision of Siwan including formulation of sectoral plans for the identified

sectors. The scope of work includes the following:

• Assess the existing situation with regards to demographic and economic

growth, infrastructure services, municipal finances, etc.

• Identify the gaps in service delivery

• Outline the issues faced by the City’s poor

• Prepare a vision and sectoral strategic framework outlining the goals,

strategies, interventions/projects to achieve the vision and


11

• Formulate a city investment plan with appropriate financing strategies and an

implementation action plan.

• Focus on the reforms to be carried out at the state and local level in

consonance with the vision and strategic plan outlined to sustain the planned

interventions.

UTAST has taken up the initiative to achieve State’s vision for urban sector development

under the DFID supported “Support Programme for Urban Reforms” (SPUR) programme

in Bihar. With this backdrop, UTAST has awarded EY and ASCI with the task of

preparing CDPs for the select cities and towns of Bihar, Siwan, being one such selected

city. This report is the submission as part of the process of finalization of the CDP for

Siwan. This Inception Report consists of our understanding of the process, initial

consultations with the key stakeholders of the city (in the form of workshops,

consultations, group discussions, etc. with the stakeholders), assessment of the existing

situation and future course of action.

In alignment with the guideline for preparation of CDP, the key objective of the CDP of

Siwan is to formulate a long-term vision and strategy to make the city well governed,

competitive, liveable, and creditworthy. The CDP would result in identification of sectoral

investments and reform areas needed to transform the city. Siwan is the administrative

headquarter of Siwan District. The Siwan Municipal Council was established in 1924.

1.5 Our Methodology

Stage 1: Inception Stage

The objective of the stage was to review and analyse the current situation and the

characteristic features of the development, systems and procedures, institutional,

financial state of the ULB. The main focus of the stage was to identify the strengths and

weaknesses in various development processes and determine hindrances in the present

institutional arrangements with regard to investment, service delivery and management.

Inception Meetings

EY and ASCI conducted reconnaissance activities, which included:


12

• Introductory meetings with the Mayor, Municipal Commissioner/Executive Officer,

Heads of Departments, Councilors, representatives of ongoing urban programmes,

private sector enterprises, citizens groups, NGOs and CBOs etc.

• Initialisation of setting up of two committees – Technical and Policy committees. The

discussion for the formation of these Committees was done with the municipal

officials and same has to be formed. These Committees will constitute of atleast 7

persons from different walks of life such as (but necessarily confined to this only)

public agencies, private sector agencies, NGOs, civil society organisations and

representatives of urban poor groups, etc.

• Obtaining 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.

• Field reconnaissance to determine growth patterns of the city, characteristics of

slums and environmentally sensitive areas etc.

• Identifying the line departments and key stakeholders for urban service delivery and

development such as PHED, Development Authority, local chamber of commerce,

NGOs, CBOs, religious organizations, financial institutions, commerce and industry

etc.


13

Figure 1-3: Methodology framework

Kick-off workshop

With the support of Siwan Municipal Council, a one day kick-off workshop was organised

to familiarize various stakeholders with the objective, action and delivery plan and

expected outcomes of the CDP and build enthusiasm, understanding and commitment to

the CDP. The kick off workshop helped in deriving a consensus along with the

stakeholders, firming the process and agreeing upon a structured plan for the progress

of the CDP. The Technical and Policy Committee were proposed during the workshop

and the Executive Officer would finalise the members of the Group on the basis of the

inputs received from various stakeholders. The key focus sectors for analysis were also

suggested in the workshop based on the potential of Siwan. The focus sectors would be

finalised in discussion with the stakeholders.


14

Input- Data Sources

• Data from secondary sources such as master plan, reports and documents

on urban development programs, etc.

• Discussion with representatives of urban development programs, government

departments, NGO’s, financial institutions, etc.

• Primary data from field surveys in terms of city growth, growth sectors in the

town, status of urban development programs, etc.

Output: Inception Report

Based on the above activities, EY and ASCI have undertaken a preliminary analysis and

which along with the methodology for way ahead is detailed in this Inception report.

Stage 2: Assessment of existing situation

Sector analysis

EY and ASCI would interact with various stakeholder groups (meetings, workshops,

focus group discussions, etc.) and review relevant publications, reports, GOs,

resolutions, procedures, laws, etc. to analyse the current situation in each of the sector

identified. The sector analysis will be carried out in consultation with the local

counterparts and will be supported by special papers commissioned by the project team.

Broad areas that would be covered under sector analysis include:

• Study of economic opportunity and potential for local/regional economic

development, with special reference to the poor

• Access to land, housing, social and environmental services and livelihoods

for the urban poor

• Drinking water supply

• Waste water collection, transportation, treatment and final disposal

• Storm water drainage and final disposal

• Solid waste management including treatment and final disposal

• Transport study with emphasis on low cost public transport and livelihoods

• Heritage conservation and tourism

• Environmental sustainability


15

• Health and education services gap in the City

• Sectoral issues addressed under the Master Plan (if available)

• Land issues – availability, land use, land management, regulations and future

needs. Future needs should examine issues around conversion of land use

and ownership

• Assessments of the ‘planning’ role of the urban local body especially its ability

to implement the CDP

• The constraints to setting up businesses – registration, approval processes,

registration of plots

Input- Data Sources

• Study undertaken during inception stage

• Findings from the sector analysis

Output: City profile

The findings from the sector analysis will 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.

Stage 3: Development of city vision and sector goals and strategies

Second Stakeholder Workshop to develop city vision and sector goals

The City Profile was presented to the stakeholder group and their perspectives on the

city profile and priorities would be discussed. The discussion assisted in defining a

collective vision for the city. Discussions were initiated on strategies, priorities and major

actions that may be required in near future to move towards the vision 2035.

Sector strategies

In consultation with the local counterparts and based on the discussions with the key

stakeholders, detailed sector strategies are be developed in consonance with the city


16

vision and sector goals. To develop the sector strategies, a review of national and

international best practices are undertaken.

Input- Data Sources

• Inputs from stakeholder workshop and city profile

• Discussions with local counterparts

• National and international best practices

Output: Vision, Goal and Strategies

The output expected in this phase is city vision, sector goals and possible alternate

strategies and some actions and projects. A presentation will be made at the District

Level before the District Collector to monitor progress. A discussion/workshop will also

be held at State Level with the UD&HD in Patna to monitor and report progress.

Stage 4: Development of strategies and priority actions

Evaluation of strategies

Evaluation of strategies would be undertaken with regard to their contribution to

achieving the vision and sector goals. Criteria would be developed for prioritising the

strategies, programmes and projects in consultation with the Steering Group. The

approved criteria would then be applied to prioritise the strategies from the perspective

of capacity and funds.

Third workshop

The selection of strategies based on the criteria with the list of prioritised actions and

projects will be discussed and finalised in the third workshop with Steering Group

members and other key stakeholders.

Analysis of governance framework and reform action plans

In consultation with the ULB officials, representatives of reform programmes and local

counterparts we would examine whether the reforms currently are 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.


17

Input- Data Sources

• Inputs from city vision and goals

• Inputs from stakeholder workshop

• Discussions with steering group, ULB officials and local counterparts

Output:

A plan, outlining the goals, strategies, priority actions and projects, with an estimate of

preliminary funding requirements in each sector.

Stage 5: Preparation of City Investment Plan (CIP) and a financing strategy (Financial Operating Plan)

Project costing and determination of funding sources

EY and ASCI with consultations with different stakeholders would 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.

Assessment of constraints on investment

Consultations would be undertaken with relevant public sector agencies and

departments for the assessment of required revisions for facilitating acceptable

investment proposals and development applications. A regulatory audit will be

undertaken of planning and building regulations, standards and administrative

procedures to identify priority changes and options for their early introduction and

enforcement.

Scheduling of priority actions and developing a CIP

Based on the availability of resources, logical sequencing of actions and potential for

immediate implementation, the Consultants will prepare a 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 CIP would be supported with a Financial Operating Plan (FOP).


18

Input- Data Sources

• Inputs from consultations with stakeholders, public sector agencies and

available secondary data

• Discussions with steering group, ULB officials and local counterparts

Output: Draft CDP

This document will include viable/operational development actions for each of the

sectors and operational strategies for aligning with SPUR implementation action plans. A

presentation will be made at the District Level before the District Collector. A workshop

will be organised in Patna with the UD&HD to present the findings.

Fourth workshop on Draft CDP

With support from ULB, EY and ASCI will organise a fourth workshop involving all the

stakeholders, who have been part of the CDP preparation process. The workshop will

seek an endorsement of the CDP from the stakeholder group present and agree on

procedures for performance monitoring.

Performance monitoring and sustainability indicators would be identified, that will assist

in reviewing progress and outcomes of the CDP.

Final CDP Document

Following the fourth and final workshop, EY and ASCI will finalise the CDP document

incorporating the feedback from the workshop and the inputs received. This document

will be submitted to ULB, along with a summary of the CDP for publication and wider

dissemination by the ULB.

1.6 CDP for Siwan

CDP is a prerequisite for the mission cities to access fiscal and institutional support from

GoI under JNNURM. Though it is not mandatory for non-mission cities to prepare CDP

in order to access funds under UIDSSMT. However, it is strongly recommended to have

a CDP that would set the vision and strategies for the city’s future development. Apart

from the preparation of CDP under JNNURM and UIDSSMT, it is necessary for the cities


19

to undertake certain mandatory and optional reforms at the state level (viz. repeal the

Urban Land Ceiling Act, Rent Control Reforms, etc.) and city level (viz. accrual-based

accounting, property tax reforms, user fee, etc.) within the JNNURM mission period (FY

2005-06 to 2011-12).

Thus, the effectiveness of the CDPs and the urban reforms of the cities are critical for

the JNNURM/UIDSSMT and IHSDP processes and their success in realising their

objectives to a great extent. This necessitates a very systematic and professional

method of conceptualising and preparing the CDPs and urban reform agenda as per the

mission guidelines, objectives, and processes. The MoUD envisaged national and state

level institutional mechanisms for the preparation of CDPs and has brought out a

comprehensive toolkit for their preparation and appraisal.

Figure 1-4: CDP Process

CDP is a perspective and vision for future development of the city. It presents the

analysis of current situation and development, estimates the future requirements of the

city, and identifies the gaps to be addressed for efficient and sustainable infrastructure

service delivery. It formulates a city level vision, articulates sector specific goals and

outcomes, and corresponding strategies. The investments and the reforms are an

integral part of these strategies and are fitted together to realise this vision and

outcomes. Thus, it is very important to ensure that the various sectoral investments are

not stand-alone projects but are linked to the sectoral outcomes and strategies.

Stakeholder consultations and consensus building shall be the focal point of the entire

CDP preparation process. Drawing from the background information, the city

stakeholders through consultations undertake a Strength-Weakness-Opportunities-


20

Threats (SWOT) analysis for the city; formulate a long term vision and strategic action

plan for the key sectors.

In alignment with the guideline for preparation of CDP, the key objective of the CDP of

Siwan is to formulate a long-term vision and strategy to make the city well governed,

competitive, liveable, and creditworthy. The CDP would result in identification of sectoral

investments and reform areas needed to transform the city. Siwan is the administrative

headquarter of Siwan District. The Siwan Municipal Council was established in 1924.


21

SECTION A: City Overview


22

2 City Profile

Siwan has a total population of 1,09,919 persons as per Census 2001 and is the

administrative headquarters of Siwan District. It is the 18th most populated town in Bihar

and in terms of total area, it ranks 53rd in the list of total 130 towns of Bihar. It is pertinent

to mention here that Siwan is the only Class – I urban centre in the Siwan District.

Figure 2-1: Office of Siwan Municipal Council

The Siwan town form a part of the Siwan C.D. block. The total area of the Siwan

Municipal Council (SMC) is 13.05 sq. km. The total population of the city (1,09,919)

accounts for 4.04% of the total population of the district. According to Census 2001, the

Siwan town is divided into 32 wards. Subsequently, the ward boundaries have been

redrawn and currently the town is divided into 38 wards.

Some of the salient features are given in the table below:

Table 2-1: Siwan City at Glance

City Siwan

District Siwan

Area (sq. km) 13.05

Geographic Location 26.22°N 84.36°E

Connectivity

Air Patna

Rail An important railway junction of the North Eastern Railway.

Road Well connected by roads with Patna.


23

City Siwan

Density 8,423 persons per Sq. Km.

Total Wards (2011) 38

Road Length (2001) 28 kms

Total Population (2001) 1,09,919

Total Male Population (2001) 58,262

Total Female Population 51,657

Total Schedule Cast Population (2001) 6,628

% of SC population 6.03

Total Schedule Tribe Population (2001) 890

% of ST Population 0.81

Number of Households (HH) (2001) 14,700

Average HH Size 7.48

BPL Households (2008) 7092

Number of Notified Slums 24

Total Notified Slum Population 14,445

%of Slum Population to total population 9.97

Sex Ratio 887

Sex Ratio (Age 0-6) 964

Growth Rate (1991-2001) 32.23

Literacy Rate 60.96

Total Workers 25,625

Main Worker 21,829

Marginal Worker 3,796

Source: Census 2001, Siwan Municipal Council and Calculation

SMC was established in 1924. At present the political wing of town administration is run

by a Chairperson, Vice Chairperson and 36 councillors. The legislative front is headed

by the Chairperson of the Municipal Council, which is elected through indirect elections.

There is one Chief Executive Officer to oversee the executive works.


24

2.7 History

Siwan, situated in the western part of the Bihar, was originally a sub-division of Saran

District, which in ancient days formed a part of the Kosala Kingdom. The present district

limits came into existence only in 1972. The Siwan district is bounded on the east by the

Saran district, on the north by Gopalganj district and on the west and south by two

districts of Uttar Pradesh, viz., Deoria and Balia respectively.

Siwan derived its name from "Shiva Man", a Bandh Raja whose heirs ruled this area till

Babar’s arrival. Maharajganj, which is another sub-division of Siwan district, may have

found its name from the seat of the Maharaja there. A recently excavated statue of the

Lord Vishnu at Village Bherbania from underneath a tree indicates that there were large

numbers of followers of Lord Vishnu in the area.

As the legend goes, Dronacharya of Mahabharat belonged to village 'DON' in Darauli

Block. Some believe Siwan to be the place where Lord Buddha died.

Siwan is also known as Aliganj Sawan after the name of Ali Bux, one of the ancestors of

the feudal lords of the area. Siwan was a part of the Banaras Kingdom during 8th

century. Muslims came here in the 13th century. In the end of the 17th century, the Dutch

came first followed by the British. After the battle of Buxar in 1765, it became a part of

Bengal. Siwan played an important role in 1857 independence movement. It is famous

for the stalwart and sturdy ‘Bhoj-puries’, who have always been noted for their martial

spirit and physical endurance and from whom the army and police personnel were

largely drawn. A good number of them rebelled and rendered their services to Babu

Kunwar Singh. The anti pardah movement in Bihar was started by Sri Braj Kishore

Prasad who also belonged to Siwan in response to the non co-operative movement in

1920. A big meeting was organised at Darauli in Siwan District on the eve of the Kartik

Purnima Mela under the leadership of Dr. Rajendra Prasad who had thrown away his

lucrative practice as an advocate in the Patna High Court at the call of Gandhiji. In the

wake of this movement Maulana Mazharul Haque, who came to stay with his maternal

uncle Dr. Saiyyad Mahmood in Siwan, had constructed an ashram on the Patna-

Danapur road which subsequently became Sadaquat Ashram.

The next phase of the non co-operation movement known as the civil disobedience

movement of 1930 was fully implemented in Siwan. In connection with the Satyagrah


25

Movement, Pt. Jawaharlal Nehru made a whirlwind tour of the different parts of Bihar.

One of the famous meetings he addressed was at Maharajganj. A few persons of

present Siwan District who played an important role in the attainment of independence

were Dr. Rajendra Prasad, Maulana Mazharul Haque, Shri Mahendra Prasad, the elder

brother of Dr. Rajendra Prasad, Dr. Sayyad Mohammad, Shri Braj Kishore Prasad and

Shri Phulena Prasad. Uma Kant Singh (Raman jee) of Narendrapur achieved martyrdom

during the Quit India Movement. Shri Jwala Prasad and Shri Narmedshwar Prasad of

Siwan helped Jai Prakash Narayan after his escape from Hazaribagh Central Jail. One

of the most renowed literature of this country Pandit Rahul Sankritayayana started

peasant Movement here between 1937 to1938. During his visit to Champaran Mahatma

Gandhi and Madan Mohan Malviya visited Siwan and Gandhiji even spent a night at

Zeradei in the house of Dr. Rajendra Prasad.

2.8 Location

Siwan is situated 146 km west of State capital – Patna. It is situated at 26.22°N 84.36°E

and at an altitude of 77 M above MSL.

Map 2-1: Location of Siwan Municipal Council


26


27

Map 2-2: Base Map Siwan

Source: Support Programme for Urban Reforms in Bihar (SPUR)


28

2.9 District Profile

Siwan is located in the western part of the Bihar. It was originally a sub-division of Saran

District, which in ancient days formed a part of the Kosala Kingdom. The present district

limits came into existence in 1972. The Siwan district is bounded on the east by the

Saran district, on the north by Gopalganj district and on the west and south by Ghaghara

River beyond which lies the two districts of Uttar Pradesh, viz., Deoria and Balia

respectively.

The major changes in the jurisdiction of the district were creation of Siwan as district and

the changes resulting there from, and the implementation of Trivedi Award on the 10th

June, 1970 resulting in substantial alteration of jurisdiction. Siwan was being declared as

a district in 1972 in which it was proposed to include 10 blocks of Gopalganj and 13

blocks of Siwan subdivisions. Two blocks Bhagwanpur and Basantpur of Siwan were

declared to be added to the jurisdiction of proposed Marhaura subdivision. But after one

year later in 1973, Gopalganj was made a separate district with its 10 blocks included in

Siwan earlier and thus Siwan constituted its original 15 blocks including Bhagwanpur

and Basantpur blocks. Thereby, fourteen villages of Siwan having an area of 13092

acres were transferred to Uttar Pradesh and twelve villages of Uttar Pradesh with an

area of 6,679 acres were transferred to Siwan. The basis of this transfer was the position

of Ghaghara River in 1885. After 1885 the course of the river changed from time to time

resulting in inter-mixing the areas of Uttar Pradesh with those of Siwan. Hence, the

position of 1885 was taken to be the base and those transfers were made accordingly.

Before the Trivedi Award the boundary of Siwan with Uttar Pradesh was flexible and

kept changing with the course of the river. After the Award, this boundary was fixed by

installing pillars on the conspicuous points, the maintenance of which is done by Govt. of

Utter Pradesh and the administration of Siwan as per the provisions of the Awards. Thus

after this Award, the so far flexible boundary of Siwan vis-a-vis Uttar Pradesh on both

banks of Ghaghara river was given a stability. Presently four more blocks have been

created namely Lakri Nabiganj, Nautan, Jiradei and Hasanpura block. Out of these

newly created blocks Lakri Nabiganj is functional and rests of the three are not

functional. Thus, there are sixteen functional blocks in the district Namely - Siwan,

Mairwa, Darauli, Guthani, Hussainganj, Andar, Raghunathpur, Siswan, Barharia,


29

Pachrukhi under Siwan sub-division and Maharajganj, Duraondha, Goreakothi,

Basantpur, Bhagwanpur and Lakri Nabiganj under Maharajganj subdivision.

The total area occupied by the district is 2,219 sq. kms as per Census 2001 with a total

population of 27,14,349. It accounts for 3.27% of the total population of Bihar. The sex

ratio of Siwan district is 1033, which is much higher than the State average of 921. The

percentage of Schedule Cast (SC) and Schedule Tribe (ST) population in the district is

11.38% and 0.51% (approx.) respectively. Literacy rate is 52%. Total number of

households in the district is 3,83,575 and the average household size is 7.08. Only 5.5%

of the population resides in the urban area and the remaining 94.5% lives in the rural

areas.

Siwan District mainly has a plain and fertile agricultural land. It has highest temperature

in the month of May and lowest temperature in January. The highest rainfall period is

August and September. Siwan District has several popular tourist attractions. This

district offers some sites of historical and religious importance.

2.10 Connectivity and Linkages

Table 2-2: Connectivity of Siwan

Geographic Location 26.22°N 84.36°E

Connectivity

Source: Maps of India

Air

Patna

Rail

An important railway junction of the North Eastern Railway.

Road Well connected by roads with Patna.


30

2.10.1 Road Linkage

The distance of Siwan from Patna is 146 km by road. Although there were no state

highway but now some major road construction activities have been taken up. There is a

wide knot of important metalled roads serving as important routes for transport. There

are Siwan - Mairwa Guthani road, Siwan - Chapra road, Siwan - Sarfara road, etc.

Regular bus or taxies services are also available for Siwan from Patna. The only

concern as far as road connectivity from Patna is that there is no alternative route to

bypass Chhapara City. Traffic congestion at Chhapara increases the commuting time

between Siwan and Patna.

2.10.2 Rail Linkage

Siwan is an important railway junction of the North Eastern Railway. Number of express

train has a stoppage at the Siwan Railway Station.

2.10.3 Air Linkage

The nearest airport is Jaiprakash Narayan Airport at Patna which is 146 kms.

2.11 Physical and Geographical Features

2.11.1 Physical Features

Structurally the area forms a part of the alluvium of the broader Indo-Gangetic Plain. The

geological formation of the tract is of recent (Holocene) period. The contribution of the

Himalayan Rivers to the formation of the tract is significant. Geo-morphologically it forms

the part of the Gandak cone which is the outcome of the discharge and silt-charge of the

Himalayan Rivers to the plain during the phase of deposition.

Siwan is located on the eastern bank of Daha River, a tributary of river Ghaghara which

is the main perennial river flowing in the district.

2.11.2 Climate

The area observes hot westerly winds which start from the month of March and last till

May, but in April and May light, damp easterly winds blow intermittently and afternoon


31

storms accompanied with rain take the place of the rainless dust storms. The summer

season experiences 'Loo' during May and June having temperature above 380C. Since

the district is in transitional zone the Monsoon rain starts late here and persists till

September. This period provides maximum rain to the area. July and August are the

oppressive months due to heat intermixed with high humidity. The winter season is

normally pleasant with low temperature of about 50C. During this period western

depressions sometimes give small quantity of rain, which intensifies the existing

coldness into chill. The average annual rainfall for 51 years at Siwan is 1,200 mm.


32

3 Physical Planning and Growth Management

The functioning of a city depends on the harmonious and well coordinated development

of various land use. Land is the most crucial input for any urban development

programmes, especially infrastructure related programmes/projects. The formulation of

development programmes and the implementation process is highly dependent on the

availability of developed land at appropriate locations and the potential for further

development through extension of infrastructure. Therefore it is important to assess the

efficiency of the land market and its environmental sustainability. Further, it is essential

to identify the imperfections in land market, inequitable distribution of land, undesirable

land prices and interest of the stakeholders.

At present, there is no comprehensive development plan for the Siwan City. The City

has developed in a haphazard manner, thus, giving rise to problems like intermixing of

non conformity land use, lack of amenities, traffic congestion, shortage of

accommodations, etc. There is no Master plan prepared for Siwan.

3.12 Past Developments

Being the district administrative centre, Siwan city has a very good opportunity to grow

fast. The inadequacy of infrastructure has been hampering the economic growth of the

City. The non-hierarchical spread of the commercial activity on the Siwan - Chapra Road

has brought inappropriate uses and traffic congestion in the core areas of the city as the

Road passes through the city. Further the building byelaws have proved to be inefficient

in supporting the commercial activity.

3.13 Land Use Analysis

The area of the SM spread over 13.05 sq. kms comprising 38 administrative wards. The

existing land-use pattern is not readily available with the SMC as no such activity has

been undertaken in the past. It is being reported that significant portion of municipal area

is under agricultural use. The city core is highly dense and the areas on the periphery

are majorly agricultural use and are moderately dense. There is no vacant land in the

city core area. As per the discussion with the Municipal functionaries, the Siwan-

Chhapra road is very congested as most of the economic activity take place in that area.


33

The periphery is mostly agricultural base consisting of ward number 2, 3, 4, 5, 27, 34

and 38. Most of the administrative buildings like Collectorate, District Court, Municipal

Council office and other district level offices are located in the center of town mainly in

ward number 16.

The gross density for the entire town works out to be 8,423 persons per sq. kms as per

Census 2001 which has increased to 11,104 persons per sq. kms as per the projected

population for 2010. It is at par with other similar size towns in Bihar and also in relation

to the recommended densities for medium towns by the Urban Development Plan

Formulation and Implementation (UDPFI) guidelines.

A tentative land use map of SMC area is provided below:


34

Map 3-1: Present Land Use


35

3.14 Municipal Limits and Peri Urban Areas

The Municipal Council covers an area of 13.05 sq. kms. The surrounding areas are not

developed compared to the core area of the city and are mainly agricultural based

having rural characteristics.

3.15 Future Growth Direction

Being the district headquarter Siwan city has a high growth potential. The transport

corridors are the guiding factors for the future growth of the city. The City has a potential

to grow toward the east portion towards Saran District being connected in proximity to

Chhapra. The growth towards the west and south is restricted by the Ghaghara River

beyond which lies the two districts of Uttar Pradesh, viz., Deoria and Balia.

3.16 Key Issues

• Commercial area is centered at linear pattern on the Siwan-Chhapra road

and inefficient movement of heavy vehicles is congesting all major roads in

the core

• No demarcation between residential and commercial areas. Unplanned

mixed land uses are seen in almost all parts of the city

• Infrastructure is not properly planned. Open spaces, parks, recreational

areas are inadequate and not properly organised in the city

• High density in the core areas

• Lack of vacant land

• Open spaces are inadequate and not properly organized.

• Lack of administrative control of land development

• There is an urgent need for a comprehensive Master plan

3.17 Specific Growth Strategies

The central core area of the town needs urban renewal. The population density of core

town area which constitutes ward number 9, 12, 11, 21, 23 and 10 is highest in the city

and calls for immediate intervention in order to provide necessary urban services.


36

The main strategies for development are as follows:

• City renewal through improvement of infrastructure and services to

maintain the cultural fabric

• Re-densification of the vacant areas in the city where density is low such

as ward number 1, 2, 3, 34, 38 and 16

• Preparation and implementation of proper zoning regulations

• Public Participation and Consultation at neighbourhood level


37

4 Demographic Profile

4.1 Demographic Trends

Siwan is a Class – I town with total a population of 1,09,919 persons as per Census

2001. The total area of the town is 13.05 sq. km. The gross density of the town is 8,423

persons per sq. km. as per the population of Census 2001. The decadal population

growth rate of Siwan municipal area is given in the table below. The city has

experienced relatively high growth rate of population during two decades, i.e., 1971-81

and 1981-1991 (54.65 and 62.09 per cent, respectively) compared to the 21 per cent

decadal growth rate during 1961-71. It can also be observed that decadal growth rate

has reduced substantially which could be regarded to significant reduction in economic

activities in and around the City.

Table 4-1: Population Growth in Siwan 1961-2001

Year Population Growth in Population Decadal Growth Rate (%)

1961 27,370 - -

1971 33,162 5,792 21.16

1981 51,284 18,122 54.65

1991 83,125 31,841 62.09

2001 1,09,919 26,794 32.23

Source: Census of India 2001; Office of The Registrar General and Census Commissioner, India

4.1.1 Growth Trends

There is no one specific reason behind the growth of the City. However, the connectivity

of Siwan helped it to develop as a centre of trade and commerce for the region.

Designation of district headquarter further added administrative functions to the list of

other functions of town. These roles and functions have made Siwan a very active and

high potential developing city of the district. The population of SMC has increased from

27,370 in 1961 to 1,09,919 in 2001. There is a fluctuation in the growth rate which may

be due to the migration from surrounding villages due to the economic centers in and

around the City. The City has experienced the highest decadal growth rate of population

in the period 1981-91 with 62.09%. There has been a significant decline in population

growth in the last decade 1991-2001, which has been observed to be 32.23%. This


38

decline in the growth rate could be attributed to closure of some of the industries of the

region.

Figure 4-1: Population Trend


4.2 Population Projection

Population growth characteristics of SMC are evaluated by looking at the past growth

trends. The projections indicate that the city’s population in the year 2010 was

approximately 1,44,920 and is expected to cross the 2 lakh in 2021.

4.2.1 Assumptions

Based on population figures from Census 1961 to 2001, population has been projected

by using three different methods namely Geometric Increase Method, Incremental

Increase Method and Arithmetic Increase Method. Projection through Geometric Method

seems to be on a higher side whereas projections through Incremental Increase Method

and Arithmetic Increase Method are considered to be low. Therefore, average of all

three projections has been considered as current population, which virtually matches

with the preliminary data of ongoing data collection activities for Census 2011.

Therefore, for the planning horizon the same process is being used to project the

population.


39

4.2.2 Population Projections

Table 4-2: Population Projection

Year Population By Geometric

Increase method

By Incremental Increase method

By Arithmetical Increase method

Average of Three

Methods

Siwan Municipal Council

1961 27,370

1971 33,162

1981 51,284

1991 83,125

2001 1,09,919

2005

1,34,048 1,20,134 1,18,174 1,24,119

2009 1,63,473 1,31,469 1,26,429 1,40,457

2010 1,71,788 1,34,478 1,28,493 1,44,920

2011 180,256 137,557 130,556 149,546

2015 2,20,154 1,50,572 1,38,811 1,69,846

2020 2,82,137 1,68,417 1,49,130 1,99,895

2025 3,61,571 1,88,011 1,59,448 2,36,344

2030 4,63,369 2,09,356 1,69,767 2,80,831

For all the infrastructure requirements, gap analysis, subsequent service delivery

parameters and estimating capital investment plan done in the subsequent sections, are

based on the population projected using average Method is being considered.


40

Figure 4-2: Population Projection 2011-35

4.3 Demographic Indicators

4.3.1 Population Density

The gross density of population of the planning area works out to be 8,423 persons per

sq. km. However, there are marked spatial variations in the density of population within

the city. It is very high in older parts comprising wards located in the central part of the

City such as Kagji Mohalla, Ambedkar Nagar, Kashera Toli, Shekh Mohalla, etc. The

density drops outside the older city. The lower densities are observed in the outer fringes

which are predominantly dominated by rural landscape, which are Lakhrao, Shrinagar,

Nai Basti Mahadeva, Pal Nagar, etc. These areas are experiencing rapid urban growth

and form potential area for future development of city. Though, the exact area of the

wards is not available with SMC but the observations of the municipal functionaries

confirms that such scenario of density calls for a policy of rationalisation of density

pattern in the city including redensification of low density residential areas and

decongestion of older parts to make optimal use of land resource and urban

infrastructure in the city.


41

able 4-3: Highly and Moderately Dense Wards of Siwan

Ward No. Ward/Important Colonies/Area Name Ward

No. Ward/Important Colonies/Area Name

Highly Dense Wards/Areas Moderately Dense Wards/Areas

9 Kagaji Mohalla 1 Lakharao

12 Kagaji Mohalla VIP Road 2 Lakharao, Vidurati Hata

11 Patva Toli 3 Shrinagar

21 Brahma Sthan 4 Kandhwara

22 Chabun Toli 5 Ramnagar

23 Kashera Toli 34 Pal Nagar

10 Ambedkar Nagar 38 Makhdum Sarai Mil Road

20 Shradhanand Bazar 16 Mahadeva Mission

24 Shukla Toli 27 Lakshmipur

31 Shekh Mohalla 17 Nai Basti Mahadeva

Source: Estimates of Statistical Department of Siwan District


42

Map 4-1: Tentative Ward-wise Density


43

4.3.2 Sex Ratio

The current sex ratio (female population per 1,000 male population) in Siwan is 887,

which is lower than the national urban average of 900 but higher than the state urban

average of 868. Sex ratio for SMC in 1981 and 1991 was 872 and 882 respectively with

a slight increase in has reached to 887 in 2001. Based on the discussion with the city

officials, the lower ratio could be attributed to in-migration. Therefore, concerted efforts

need to be made to restore the balance which is essential for creative and productive life

of citizens.

Figure 4-3: Urban Sex Ratio

Source: Slum Population India: Series 1 – Census of India 2001; Office of The Registrar General and Census Commissioner, India

The sex ratio of population of below six years of age is 964. The population below six

years of age in 2001 was 17,243 constituting 15.69% of the total population out of which

50.91% are male and 49.08% are female. This assumes significance, as

facilities/amenities have to be planned for this age group to ensure a safe and healthy

living.

4.3.3 Literacy Rate

Siwan has an average literacy rate of 60.96% which is lower than the national urban

average of 69.49% and state urban average of 71.80%. However, Siwan’s literacy rate is

much better in comparison to urban literacy rate of Siwan district, which is 58.24%. Out

900

686

899 887

0

100

200

300

400

500

600

700

800

900

1000

India Bihar Siwan Urban Siwan


44

of the total literate person, male literacy rate of Siwan, i.e., 58.79% is higher than the

national urban male literacy rate and higher than state urban average. On the other

hand, the female literacy rate (41.21%) is on lower side than national urban literacy rate

and lower than the state urban average (43.17 and 49.76% respectively).

Figure 4-4: Urban Literacy Rate


4.3.4 Average Household Size

The total number of households in Siwan as per the Census 2001 is 14,700. The

average household size in Siwan works out to 7.48, which is quite high in comparison

with average urban household size for India and Bihar, i.e., 5.12 and 6.49 respectively

and almost similar to Siwan district. Ward-wise data on household size shows that in

some wards it is as high as 9 and above. The highest household size observed is in

Ward No. 17 (9.26). The average minimum household size is 7.4 (Ward no.21).

4.3.5 Workforce Participation

Around 23.31% of population of the city is workers and the rest are non-workers. The

work participation rate is almost similar to the state figures but lower than the national

figures which are 25.59% and 32.25% respectively. It can also be observed from the

table below that the proportion of main worker to total worker in Siwan is 85.19% which

is lower as compared to the national and state figures but slightly higher than District

69.4

9

71.7

9

58.2

4

60.9

6

56.8

3

50.2

4 59.5

6

58.7

9

43.1

7

49.7

6

40.4

4

41.2

1

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

India Bihar Siwan District Siwan City

Population Male Female


45

figures which is 84.81. It can also be seen that the women constitute very less

percentage to the total workers in Siwan. It could be attributed to their lack of education

and skills.

Table 4-4: Worker Profile

Particulars Unit Urban


Workers Participation Rate % 32.25 25.59 23.88 23.31

Proportion Main Workers to Total Workers % 90.83 87.31 84.81 85.19

Number of Female Workers to Total Workers % 17.45 12.77 12.09 11.70


The figure shows the worker participation rate and the proportion of main worker to total

workers for India, Bihar, Siwan District and Siwan City. It can be seen that the proportion

of main workers to total worker is lower in Siwan as compared to the national and state

figure.

Figure 4-5: Work Participation Rate


32.2

5

90.8

3

25.5

9

87.3

1

23.8

8

84.8

1

23.3

1

85.1

9

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

Workforce Participation Rate Main Workers to Total Workers



46

The table below gives the breakup of the workers. The workers consist of 85.19% main

worker and 14.81% marginal worker. Out of the main workers, 3.05% are cultivators,

2.84% are agricultural workers, 5.38% are household workers and 88.73% are other

workers. Out of the marginal workers, 8.75% are cultivators, 16.33% are agricultural

workers, 13.33% are household workers and 61.59% are other workers.

Siwan has a huge number of non-working population constituting 76.69% of the total

population which is higher than the national and state urban average which is 67.65%

and 74.41% respectively.

Table 4-5: Workforce Participation in India, Bihar, Siwan District and Siwan City

Particulars Urban


Total Workers 9,22,78,654 22,22,037 35,705 25,625

Main Workers 8,38,18,431 19,40,046 30,283 21,829

(i) Cultivators 22,80,816 1,03,470 2,111 665

(ii) Agricultural Labours 29,79,326 1,88,738 1,484 621

(iii) Household Industry Workers 38,75,270 1,11,001 1,503 1,175

(iv) Other Workers 7,46,83,019 15,36,837 25,185 19,368

Marginal Workers 84,60,223 2,81,991 5,422 3,796

(i) Cultivators 3,12,288 15,047 486 332

(ii) Agricultural Labours 13,64,786 83,367 1,241 620

(iii) Household Industry Workers 9,38,992 33,856 720 506

(iv) Other Workers 58,44,157 1,49,721 2,975 2,338

Non-Workers 19,38,41,035 64,59,763 1,13,784 84,294


4.4 Other Demographic Indicators

4.4.1 Migration

Data from Census 2001 reveals that total number of migrant population in Siwan is

25,879 persons, which is 23.54% of the total population of the city. There is a huge

migration from within the State, which contributes 51.98% of the total migrant population.

Out of the within the state total migrant population, share of migrant population with the


47

Siwan district is around 70%. Out of the remaining migrant population 15.62% of the

migrants are from other districts of Bihar. And 47.32% migrants are from other states of

India and they are mainly from Uttar Pradesh and Assam. Migrant population from other

counties is very negligible. Based on the analysis of the data, it could be said that,

migrants have not come only within the district but significant migrant population is from

other States of India.

Figure 4-6: Classification of Migrants by Place of Last Residence


As far as the analysis of the duration of residence of the migrants is considered, a large

proportion of the migrants i.e. 48.35% of the total migrants are settled in the town for ten

years and above, 12.01% are settled in the town for 5-9 years and 15.83% are settled

for last 1-4 years. A small percentage of the total migrant population is residing for less

than one year.

The percentage breakup of the total migrant population by the reason of migration in

2001 in Siwan Municipal Area is shown in Figure 4-6. It has been observed that

‘marriage’ (46%) is the main reason for migration followed by others (28%), moved with

‘household’ (14%) and ‘work’ (8%). Though, there are people who have migrated to

Siwan town for ‘education’, ‘business’ and ‘other reasons’ as well, their percentage is not

very significant.

Within Siwan District (36.35)

Within Bihar

(15.63%)

Other States of

India (47.32%)

Outside India (0.7%)


48

Figure 4-7: Classification of Migrants by Reason for Migration

Source: Census of India 2001, Office of The Registrar General and Census Commissioner, India

4.4.2 Population Composition

As per the Census 2001, the total SC population in SMC is 6,628 which accounts for

6.02% of the total city population. ST population as per Census 2001 is 890. The

percentage of ST population is 0.80%.

Figure 4-8: Population Composition

Source: Census of India 2001, Office of The Registrar General and Census Commissioner, India

46.32

28.07

13.85

8.19

2.61

0.61

0.36

0 10 20 30 40 50

Marriage

Others

Moved with Household

Work and Employment

Education

Business

Moved for Birth

85.8

1

11.7

5

2.44

89.5

1

10.0

2

0.47

93.1

6

6.03

0.81

0.0010.0020.0030.0040.0050.0060.0070.0080.0090.00

100.00

General SC ST

India Bihar Siwan


49

4.4.3 BPL Population

A total of 7,092 households in Siwan have been identified as those living Below Poverty

Line (BPL) (as per the Survey conducted by the SMC in 2008). This would mean that

25% (approx.) of total households in the city are living below poverty line.

Table 4-6: Ward-wise APL and BPL Families

Ward No

Number of Families in Category of

APL BPL Total Ward No APL BPL Total

1 340 173 513 20 441 104 545

2 430 364 794 21 529 52 581

3 476 302 778 22 415 31 446

4 291 194 485 23 442 69 511

5 400 163 563 24 607 145 752

6 869 105 974 25 306 105 411

7 631 522 1,153 26 602 167 769

8 319 233 552 27 749 378 1127

9 331 42 373 28 837 304 1141

10 544 141 685 29 566 104 670

11 459 78 537 30 768 199 967

12 280 32 312 31 957 192 1,149

13 430 15 445 32 682 208 890

14 546 223 769 33 494 108 602

15 294 52 346 34 640 168 808

16 706 294 1,000 35 881 162 1,043

17 990 78 1,068 36 780 508 1,288

18 426 189 615 37 712 499 1211

19 457 189 646 38 695 200 895

Total 21,322 7,092 28,414

Source: Below Poverty Line (BPL) Survey conducted by the Siwan Municipal Council in 2008

4.5 Key Issues

• High Migration from surrounding towns

• Uneven population density – very high in core areas.

• High household size


50

5 Economy

5.6 Trade & Commerce

The economy of Siwan district is mainly dependent on agriculture and Siwan town is the

main market for the district. The city being the only Class – I town in the entire district

(other towns in the district are Class – III & IV towns), and also because of its proximity

and connectivity to other important cities of the region, is expected to attract investment

which would boost the local economy which in turn would lead to higher growth rate of

population.

At present the town has congested commercial area in the core city accommodating

both wholesale and retail trade activities. There are two vegetable and fruit markets, one

meat market and one fish markets in the city.

5.7 Industrial Activities

The town had a good industrial base due to the presence of three sugar mills and one

jaggery mill. Siwan used to be a hub of powerlooms to support the textile industry of the

state. All these units were closed down recently which has not only affected the

development of industries in the City but it has also affected the cropping pattern of the

region adversely. Apart from these units, there are few tiny and artisan household units

functioning in the town, there are no large size industrial units. These includes

household level small scale manufacturing units like furniture, bindi sindur, etc. and

income generating ventures like data processing, furniture, rice and elaichi dana

processing. The industrial investment has been very insignificant in the town as of now.

Siwan has been identified by the Government of Bihar as a part of seven handloom

clusters (districts) in Bihar considering its importance in the state handloom sector as

also future potential for their growth. As per a survey undertaken by Department of

Industries, Bihar, The number of handloom weavers in Siwan is around 1,850. A large

number of weavers have moved to other livelihood opportunities. The major handloom

clusters in Siwan region are Sultanpur, Lagghi Chowki, and Ghanauti. The major

handloom products of Siwan are bed sheet, towel, waist-leg wrap (lungi), and shirting.


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The raw materials used by the weavers are cotton and silk yarn. There is no common

facility centre like raw material depot in the district which would enable the weavers to

procure the raw materials at reasonable rates. This remains a problem area for them.

5.8 Tourism

The main tourist attractions in and around the city include:

Zeradie: Situated about 13 km from Siwan, Zeradei is known as the birthplace of India’s

first President Dr. Prasad, who was later conferred Bharat Ratna.

Ashiana: This place is known as the native residence of Maulana Mazharul Haq, one of

the greatest freedom fighters of the country and a symbol of Hindu-Muslim unity.

Anand Bagh Math and Sunder Bagh Math: Situated at Bakhri village in Siswan block

of Siwan, the two temples are ‘Samadhi Sthal’ of two renowned saints, Swami

Jaggannath Dasji and his guru Bhagvan Dasji. Both the temples are located near the

Daha river, and thousands of devotees visit these temples every year. On auspicious

days, there is a huge rush of people as devotees from far-flung place like Uttar Pradesh,

West Bengal and New Delhi besides Saran, Gopalganj, Jehanabad and Arrah in Bihar

come here.

Mahendra Nath Temple: Situated in Mehdar Village unde Siswan block, about 32 km

south from the district headquarter, Mahendra Nath temple of Lord Shiva attracts

visitors, including foreigners from far-flung areas.

According to folklore, thousands of years back King Mahendra of Nepal, who had

leprosy, was wandering and contacting saints and hermits for cure. He reached Mehdar

village which was like a small jungle then. While sleeping at Mehdar one night, King

Mahendra had dream in which he was told that there lay a small ditch nearby where he

can get solution to all his problems. King Mahendra reached the spot and found a small

ditch full of muddy water. As he bathed in it, he got rid of leprosy. Delighted, he

constructed a huge temple of Lord Shiva. The ditch, he bathed in, has since been

converted into huge pond, and people still believe one can get rid of skin diseases after

bath in it.


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Raghunathpur: Situated about 27 km south from Siwan, Raghunathpur is the place

where Lord Rama is believed to have taken rest after killing demon Tarka near Buxar.

Later, Lord Rama proceeded to Janakpur after crossing Saryu.

Bhikabandh: This place symbolizes the affectionate relationship between a brother and

sister. There exists a temple of brother-sister at Bhikabandh village under the

Maharjganj block of the district. According to folklore, a brother and sister laid down their

lives fighting Mughals in the 14th century.

Panchmukhi Shivalinga: There is an old Lord Shiva temple in Mahadeva locality of

Siwan town which houses a “Panchmukhi” or five-faced Shivalinga. Locals insist, the

Shivalinga in the temple come out of the earth. One can also see the faces of Lord

Brahma, Vishnu and Mahesh on the Shivalinga. Hundreds of devotes throng this temple

every day. On Mahashivaratri, a fair is also held here.

Burhiya Mai Temple: Located on east-northern portion of Gandi Maidan in Siwan, this

temple draws huge crowd of devotees, especially on Saturdays. Local believes one’s

wishes are fulfilled after worshipping the deity here. Offering includes new saris, fruits,

flowers and coconuts.

5.9 Key Issues

• Meager industrial development in the region

• Lack of infrastructure for economic development.

• Lack of maintenance of the tourist spots and infrastructure for the city’s

development.

• Absence of proper institution mechanism to provide support on

development of the tourist spots.


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Rationale and methodology adopted for situation analysis

The details on the existing system, service levels and issues have been assimilated and documented in this section based on the following factors: • Preliminary discussion with the stakeholders • Review of available information provided by the

departments/entities involved in O&M of the existing systems,

• Suggestions and issues put forward by the participating stakeholders during the consultative workshops, and

• Field visits and specific detailed discussions with the entities responsible for system implementation and O&M.

SECTION B: Existing Infrastructure Services

The urban service profile refers to the current state of infrastructure and utility systems in

the city. It indicates the adequacy or inadequacy of infrastructure services in terms of

coverage, quantity and quality, and attempts to identify the factors responsible for

inadequate development of infrastructure services. It measures the gap between

demand and supply of different infrastructure services, and examines the factors that

explain the gap.

Urban growth results in heavy pressure

on infrastructure, particularly related to

water supply, sewerage, solid waste

management, sanitation, road network,

traffic and transportation, etc. services.

Unless infrastructure is improved, quality

of life of citizen would be affected

adversely. Most importantly, it might

have negative impacts on economic

development of the city and investment

climate. It is important for Durg to have

a long-term vision of achieving world-

class standards of service delivery.

However, the current reality is far from encouraging with huge service delivery gaps,

which can only be addressed through a strategy approach and investment programme.

This section outlines the prevailing status of urban infrastructure, service levels and key

issues that require to be addressed.


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6 Water Supply

SMC and Public Health Engineering Department (PHED) are statutory authorities in

charge of providing and maintaining water supply facility in municipal area. Both the

authorities in coordination are responsible for supply of potable water including planning,

design, construction, implementation, maintenance, operation and management of water

supply. Ground water is the main source of water in Siwan.

6.1 Water Supply Overview

Table 6-1: Siwan Water Supply at Glance

Indicators ULB

HSCs (House Service Connections) 5,328

Network Coverage (%) 30

Per Capita Supply (lpcd) 16.56

Hours of Supply (hrs/day) 4

Non-revenue Water (%) 84.06

Avg. volume of water produced 2.4

% Metered connections 0

No. of PSPs including in slums 100

Hand Pumps including in slums 125

Hand Pumps in slums 10

Private Sector Involvement: Yes / No No

Computerization of billing: Yes/ No No

Management Information System (Yes/No) No

Source: Siwan Municipal Council

6.2 Source – Availability and Adequacy

Water supply of Siwan city depends entirely on ground water sources. Ground water is

extracted through high yielding tube-wells situated with existing 8 overhead tanks

(OHTs) out of which 4 are newly constructed and then put into the distribution system.

The tube-well at Babunia Road is not working due to pump default.


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SMC draws water from 8 high yielding tube-wells installed in various parts of the city at

the OHTs. The lists of 8 tube-wells are given in the table below:

Table 6-2: Name of Tube-wells

Name of the Tube-well Size

1) Katchahari Campus 12'' * 8''

2) Hospital Campus 10'' * 6''

3) Anand Nagar 12'' * 8''

4) Babunia Road 12'' * 8''

5) Malvia Chowk 12'' * 8''

6) Vetinary Hospital Campus 12'' * 8''

7) Sri Nagar 12'' * 8''

8) Laxmi Nagar 12'' * 8''

Source: Database of SPUR

At present, the supply is around 2.4 MLD of water which works out to a per capita supply

of about 21.83 lpcd as per 2001 population, and about 16.56 lpcd as per 2010 projected

population. In the absence of any measuring/metering system, the exact quantity of

water put into the distribution system for consumption is not known.

6.3 Water Treatment Facility

The water is pumped directly to the over head tank (OHT) from the high yielding tube-

wells through power pumps. There is no water treatment plant in the city. It has also

been reported that the quality of ground water is not tested on regular basis though a

district level laboratory of PHED is available in the city. Water samples are not collected

and tested in any point of the distribution network and also at the consumer end. Three

water samples were taken for quality testing and as per records in the PHED lab, the

quality meets the norms laid down by the CPHEEO.


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6.4 Storage System

There are 8 OHTs in the city out of which 4 are newly constructed and one of the OHT is

not in working condition at present. The capacity of the reservoirs is 1 lakh gallon per

OHT.

Figure 6-1: Over Head Tank

6.5 Distribution System

6.5.1 Network

It has been reported that over a period of time the existing water supply distribution

system is deteriorated and most of the house service connections are not functional.


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Figure 6-2: Water Supply Line on the Drain

At present, the entire city is divided into seven zones for distribution purpose. Frequent

and heavy leakage is a perennial problem in the present system. It has been observed

that wastage of water at consumer’s end in the city of Siwan is substantial.

A new distribution network is being laid down as per the Detailed Project Report (DPR)

prepared by PHED and is in under progress. According to the DPR, the distribution

system is divided into three operation zones.

6.5.2 Coverage and Connections

As per the records, there are around 5,238 house services connections in the city. Only

27.5% of the city houses have individual house connections. There is no breakup

available with the service provider on the number of domestic connection, commercial

connection, institutional connection, etc. The information on existing number of

connections is not updated due to inadequate recording system. All the connections are

unmetered. There are 100 Public Stand Posts (PSPs) in the city out of which few are in

the slum area.

Large portion of the population is dependent on individual and ULB provided hand-

pumps. The ULB has provided 125 hand-pumps in the city. Out of the total hand-pumps

provided by the ULB and the PHED, 10 are in the slum area. Some of the population

also depends on the water bodies in the city and the Daha River for its non potable daily

use.


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Specific details on the provisions of water supply in slums and associated details on

coverage, such as the length of the local point distribution network, public stand posts,

hand pumps and related are not available. A detailed infrastructure assessment in slums

needs to be conducted to ascertain the level of civic service provision and delivery,

deficiencies in coverage and related issues and to augment provision in accordance with

prescribed standards.

6.6 Performance Indicators

The existing service level has been compared against the service level indicators and

benchmarks issued by the MoUD, GoI under the Service Level Benchmarking (SLB)

Framework. From the table below, it is evident that water supply service level is not

adequate. The coverage of connection is 27.5% as against the benchmark of 100%.

Similarly the per capita availability of water at consumer end is only 16.56 lpcd. Due to

absence of metering at the production and consumer end, the exact quantity of water

produced, distributed and billed is not known. Based on some assumption, it is

calculated thas the Non-Revenue Water (NRW) is approximately 84.06%.

Table 6-3: Service Level Benchmarking Indicators for Water Supply

Indicator Unit Benchmark Status

Coverage of Water Supply Connections % 100 27.5

Per capita availability of water at consumer end lpcd 135 16.56

Extent of metering of water connections % 100 0

Extent of non revenue water % 15 84.06

Continuity of Water Supply hrs 24X7 1X7

Efficiency in redressal of customer complaints % 80 No System

Adequacy of Treatment and Disinfection and Quality of Water Supplied % 100 No

System

6.7 Demand-Gap Assessment

The quantity of water required to cater the demand of present population (1,49,546) by

considering 135 liter per capita per day (lpcd) and 15% Unaccounted-for-Water (UFW)

comes to around 26.4 MLD, which is approximately ten times compare to existing

capacity of 2.4 MLD in 2010. The table given below illustrated the demand-supply gap.


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The calculation of demand has taken into consideration only use for domestic purpose

and excludes the water demand of institutional, industrial and fire fighting purpose.

Table 6-4: Demand Gap Assessment for Water Supply


Existing (2010)



Coverage % 100% of HHs 27 52 25 90 63 100 73

Water Supply MLD 100%

supply 2.4 26.4 24.0 36.6 34.2 52.0 49.6

Per capita Supply LPCD 135 lpcd 17 100 83 135 118 135 118

Storage Capacity MLD

33% of the total demand

3.6 8.8 5.2 12.2 8.6 17.3 13.7

Road Length Coverage

% 100% of Road Length

77 100 23 100 23 100 23

NRW %

Maximum 20% of the total supply

84 50 - <20

<20

6.8 Efforts for Ground Water Recharge

The Daha River flows near the city but since it is not perennial rivers and lacks adequate

flow, the city is dependent totally on the ground water source. Considering the present

and future demands and availability of drinking water facility with respect to quality and

quantity, the role of rain water harvesting is assuming prominence. A lots of efforts need

to be taken up in the city for rain water harvesting considering that the city is totally

dependent on ground water source.

6.9 Institutional and Financial Aspects

6.9.1 Institutional Aspects

The PHED of GoB through its two separate wings, i.e., Mechanical and Civil is

responsible for providing water supply to the city. The PHED is responsible for planning,

designing and executing capital works related to water supply system of the city. As per


60

the Bihar Municipal Corporation Act 2007, the responsibility of the operation and

maintenance (O&M) of the water supply is being handed over to the ULBs but due to the

lack of capacity at the local level, the PHED continues to take care of the responsibilities

of operation and maintenance. There is lack of human resources as total sanctioned

staff for water supply operation and maintenance is 65 out of which only 45 positions are

filled.

6.9.2 Financial Aspects

Though, the PHED is responsible for provision of water supply to the citizens, it does not

collect any user charge and/or tax against it. However, ‘Water Tax’ is collected as a

component of ‘Holding Tax’ by SMC. The PHED receives grants from state government

for regular repairs and maintenance of distribution network on annual basis and demand

based grants for capital expenditure. These financial assistance is routed through SMC.

6.10 SWOT Analysis

Strength Weakness

• Availability of sufficient ground water.

• Non availability of dependable surface source in proximity

• Inadequate staff in SMC • No provision of user charges • High NRW • Inadequate data recording system • Absence of grievance redressal mechanism • Overlap of institutional responsibility between

SMC and PHED

Opportunity Threat

• City has been selected as a SPUR town under which new projects can be taken up.

• User Charge can be introduced which will result in cost recovery

• Continuous dependency on ground water may lead to depletion of the ground water table.

• Inadequate water supply due to electricity problem even though the supply hours capacity is more.

• High population growth can lead to create further pressure on the water supply system in the future.

• Water disease – hydrolysis is very common in the city


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6.11 Key Issues

• Exploitation of Ground Water Source: In the absence of a perennial water source, dependence on ground water continues to be high. Apart from the municipal bores, a large number of private bores have been installed in various parts of the city. This is seriously affecting the ground water level. Thus, the reliability and sustainability of the ground water source is questionable.

• Inadequate coverage: Presently only 27.5% of the SMC population is covered by piped water supply. Most of the population is dependent on individual tube-wells and hand-pumps for water supply.

• High NRW: Distribution network is very old leading to high losses and contamination of the water.

• Inadequate quantity: The per capita availability of the water is very low as compared to the predefined standard. The water supplied is not sufficient for the total population.

• Limited duration: The supply of water is sporadic and the frequency of supply varies from ward to ward. On an average the water supply is 1 hours per day.

• System Loss: Distribution network is very old leading to high losses and contamination of the water.

• No billing system in place: The water charge is collected as a part of holding tax. No user charge is collected from the citizen and hence the cost recovery is almost nil.

• Illegal connections: Illegal tapping of the connections in some of the slum areas result in low pressure

• Lack of awareness: The citizens lack awareness for proper use of water and there is lack of effective communication strategy.

6.12 Goals, Service Levels and Targets

Sectoral Vision: To assure adequate and equitable daily water supply for reasonable hours.

The source augmentation, rehabilitation of existing network and construction of the

supply network are considered to be the top priority. Based on the review of the current

situation, several key issues have been identified. The city is short of adequate water

supply network and access to piped water supply. The frequency of water supply is

about 1 hour daily. However, lack of metering, illegal connections, dependency on hand-


62

pumps, etc. led to high NRW. Considering the present situation and benchmarks, the

following targets have been kept for the city in short, medium and long term.

Table 6-5: Service Levels and Targets for Water Supply

Component Benchmark Status Short Term

Medium Term

Long Term Implementing

agency 2015 2025 2035

Coverage of water supply 100% 27.5% 44% 74% 100%

Planning, designing and civil work: PHED Operation and Maintenance: ULB

Per capita supply (lpcd) 135 16.56 42 92 135

Continuity of water supply 24X7 1X7 10X7 15X7 24X7

Quality of water Potable

Potable but testing not done on regular basis

Potable with regular testing as per standard set in water quality monitoring protocol.

NRW <20% 84.06% 50% <20% <20% ULB

Consumer metering 100% Nil 79% 92% 100% ULB

Cost recovery 100% NA 50% 75% 100% ULB/Private Party

6.13 Sectoral Strategies and Proposed Investment

6.13.1 Detailed Strategies

The following are the strategies for improving water supply to meet the future

requirements:

Source Augmentation: Augment existing source / identify new source to meet future

water demand

Increase coverage: Increase coverage through individual service connections. Provide

water supply to newly developed/ developing areas and other uncovered areas


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Reducing NRW: Improve water distribution system by controlling leakages, and

installing bulk domestic water meters, to control Unaccounted for Water (UFW) and

provide incentives to legalise unauthorized connections.

Metering: Installation of bulk flow meters at the production and distribution points and

also consumer level metering to know the exact quantity of water produced.

Targeting subsidies to the poor: Attention also needs to be paid to enhance access to

the poor. The coverage and access of basic services to the deprived communities when

compared to others is low and needs to be improved.

Water quality monitoring protocol: To develop a process for management and

monitoring of quality of water supplied and its implementation. It also covers aspects of

policy and law towards the development of a water quality system. Standardized

reporting procedures need to be developed. The testing should strictly follow IS 10500

standards and test formats and logbooks needs to be maintained for water quality. The

municipal functionaries concerned for water quality testing has to be trained specially on

water quality monitoring.

Grievance Redressal Cell: To develop a Computerized Grievance Redressal Cell, this

will include a web‐enabled software solution, its installation and implementation. The

suggested Computerised Grievance Redressal Cell will have a central operating unit

within the premise of ULB and sub-centers at the zonal level.

Regulatory Measures for Ground Water Use: Most of the population depends on

hand-pumps. There is a need to establish a suitable regulatory mechanism to protect the

ground water sources from being exploited with measures like issue of permissions,

controlled use, and levy of appropriate taxes for commercial use etc. Ground water

sources are expected to get further depleted in the years to come if such measures are

not taken affecting the society at large. Moreover, such regulatory measures would

contribute towards the augmentation of underground aquifers.

Institutional Accountability: Currently water supply in Siwan is managed by the PHED.

According to the 74th CAA, these functions are entrusted to the ULBs and it is mandatory

to comply with the same. Hence, the City should formulate a strategy and mechanisms


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to make the water supply delivery accountable to the SMC after appropriate capacity

building.

6.13.2 Action Plan

Considering the challenges and set goals, an action plan for water supply is strategized

to increase the efficiency of the system and service levels in Siwan. At present, water is

supplied from various OHTs located at various points in the city. The existing water

supply network is laid based on these OHTs. It is proposed that the existing Water

Supply Zones are to be increased in number in order to service to the un-serviced areas

and new areas in that form the part of the city. This has to be done by strengthening the

existing network and laying of new network in line with Zones.


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Table 6-6: Priority Actions and Implementation Strategy: Water Supply

Project Name City Specific Strategies 2011-12 2012-13 2013-14 2014-15 2015-16 2016-25 2026-35 Priority

Survey Detailed survey of the existing supply lines √ √ High

Source Augmentation

New borewell for increasing the water production √ √ √ √ √

Rehabilitation / Replacement of Existing Network

Strengthening of existing network (KM) 8.6 8.6 8.6 8.6 8.6 High

Extension of Distribution Network

Extending water supply network to the un-covered area √ √ √ √ √ √ √ High

Rising Mains (KM)

200 mm 0.4 0.5 0.5 0.5 0.5 3.1 2.2

250 mm 0.3 0.4 0.4 0.4 0.4 2.4 1.6

300 mm 0.3 0.4 0.4 0.4 0.4 2.4 1.6

Distribution System

100 mm 2.1 2.2 2.4 2.6 2.3 14.8 10.3

125 mm 1.6 1.8 1.9 2.0 1.8 11.8 8.1

150 mm 1.2 1.3 1.4 1.5 1.4 8.9 6.0

200 mm 0.8 0.9 1.0 1.0 0.9 5.9 4.0

250 mm 0.4 0.4 0.5 0.5 0.5 3.0 2.0

Chlorination Units Establishment of Chlorination Units (MLD) - 10.0 - - - 35 10 High

Storage Capacity Augmentation

Construction of new OHTs (MLD) - 3.0 - - 5.0 5.0 - High

Water Sector Simplification of connection procedures, communication

√ √ High


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Project Name City Specific Strategies 2011-12 2012-13 2013-14 2014-15 2015-16 2016-25 2026-35 Priority Reforms strategy, Policy on services to

poor, O&M cost recovery, etc.

Phasing Out PSP Removing all the PSPs by converting them into HSCs / Group Connections

√ √ √ Medium

NRW Reduction, Leak Detection Study

Study (leak Detection) and measures, equipment √ √ High

Metering Bulk meters and consumer meters - 2,312 2,446 2,591 2,748 23,430 18,000 Medium

24X7 Water Supply

Source augmentation: new bores and recycling of treated sewerage for usage other than drinking, hydraulic zoning of water supply network, rationalizing water distribution

√ √ √ √ √ √ √ Medium

Quality of Water Supply

Water Quality Monitoring Protocol √ High

Grievance Redressal Setting up of fully equipped grievance redressal cell √ √ High

Subsidy Analysis Conducting a comprehensive study to determine the subsidy and effective targeting

√ √ Medium

Energy Audit Study and measures √ √ Medium

GIS Mapping of Water Infrastructure √ Medium

Institutional Strengthening Training and capacity building √ √ √ √ √ √ √ High


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Effective Communication

Creating a platform for continuous dialogue with consumers

√ √ √ √ √ √ √ High

RWH Implementation of Rain Water harvesting √ √ √ √ √ √ √ High

Exploring options for Regional Water Supply Scheme

Medium


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7 Sewerage & Sanitation

There is no organised sewerage system in the town. Absence of a proper wastewater

disposal system has resulted in the wastes, including both effluents from septic tanks

and sullage, getting discharged into the rivers/storm water drains which are mostly open

at present and ultimately to the Daha River. A DPR is under preparation under the

Integrated Low Cost Sanitation (ILCS) project. Under this, biometric survey has been

conducted and the municipality is in the process of approval of the same. The total cost

of the project is Rs. 706.33 lakh.

7.1 Sewerage and Sanitation Overview

Table 7-1: Sewerage of Siwan at a Glance

S.No. Indicator ULB

1 Total Households (2010) 19,380

2 HHs with toilets 9,690

3 Access to individual toilets (excluding Slums) 50%

4 No. of Community Toilets 5

5 HHs using community toilets NA

5 No. of Public Toilets 12

6 Extent of Open Defecation 50%


7.2 Existing Sewerage System and Coverage

In the absence of sewerage system, septic tanks are the major form of sanitation for the

domestic sewage. As reported, overflow of most of the septic tanks is connected to the

open drains. During the rainy season, the situation turns more critical. The wastewater

continues to remain stagnated for a considerable period in the low lying areas of the

town.

7.2.1 Collection Network

The town does not have any form of sewage network at present. The sewage of the

town ultimately reaches the Daha River through three nullahs namely the Kachari Road


69

Nullah, Mahadevi Nullah and JP Chowk to Paschim - Kali Mandir Nullah. They are

mainly the storm water drains but carry all the sewage as well.

7.2.2 Household Toilets

There is no reliable updated database available with the SMC on number of properties

having toilets and information on their connectivity to disposal system. As per the

discussion with the municipal functionaries, 80% of the urban households have got

access to toilet but most of the slum people do not have a toilet. There is lack of

community toilet or public pay and use toilets. Open defecation is prevalent in slum area

as well as the area where the low caste people stay, mainly the Harijan colonies. In the

whole city, open defecation is more than 50%, which is very high.

As per the ILCS report, scavenging is still prevalent in the city due to prevalence of dry

latrines and incapability of residents to convert to two pit pour flush latrines. There are

around twelve scavengers in the city who operates in Ambedkar Nagar, Chiktola Mor

and Chitragupt Nagar.

7.2.3 Public Toilets

There are 5 community toilets in the city but most of the slums do not have toilets. There

are a total of 12 public toilets in the city out of which 2 are in the slum area. Most of the

toilets are not in good condition. Most of the population do not have access to the toilets.

7.3 Sewerage Treatment and Disposal

As mentioned earlier there is no integrated sewerage system in Siwan. In the absence of

treatment facility, the sewage is discharged to the Daha River through the three nullahs

passing through the city. SMC has one sewage suction machine and they charge Rs.

1,800 for cleaning one septic tank.



benchmarks issued by the MoUD, GoI under the SLB Framework. From the table below,


70

it is evident that the coverage of toilets in the city is quite low which result to rampant

open defecation. There is no sewerage network in the city.

Table 7-2: Service Level Benchmarking Indicators for Sewerage and Sanitation

Indicator Unit Benchmark Status

Coverage of Toilets % 100 50%

Coverage of Sewerage Network Services % 100 0%

Collection Efficiency of Wastewater Network % 100 0

Adequacy of Wastewater Treatment Capacity % 100 0

Quality of Wastewater Treatment % 100 0

Extent of Reuse and Recycling of Treated Wastewater % 20 0

Efficiency in Redressal of Customer Complaints % 80 NA

7.5 Demand Gap Assessment

The quantity of water required to cater the demand of present population (1,44,920) by

considering 135 lpcd and 15% UFW comes to around 22.5 MLD. Considering 80% of the

water get converted as sewage, the quantity of sewage would be 18 MLD in the year

2010. The table given below illustrates the demand-supply gap. The demand is

calculated including only water used for domestic purpose and excludes the water

demand of institutional, industrial and fire fighting purpose.

Table 7-3: Demand Gap Assessment for Sewerage and Sanitation

Component Unit Normative Standards Existing



Sewerage collection MLD 100% of

Generation 0.7 6.7 6.0 32.6 31.9 46.2 41.5

Collection System % 100 % of

the HHs - 100 100 100 100 100 100

Treatment & Disposal MLD

% of collected waste

- 100 100 100 100 100 100

Public Toilets No.

No of Toilet Blocks

10 23 13 35 25 54 44


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50% of the city population has access to toilet facility. The gap of 50% needs to be

addressed at the earliest. It is evident that the present network coverage is inadequate

and poses a potential threat to overall health and hygiene. Sewerage treatment plant

and the sewage collection system are the key projects to be developed on priority for

improvement of environment. Short term requirements essentially include a STP and

safe disposal of the wastewater into the river. The long term assessment reveals a huge

gap in the scale of improvement that will be required to ensure proper sewage collection

and disposal system in Siwan.



At present, there is no sewerage system in the city. The construction and maintenance

of the public/community toilets are taken care by the SMC. SMC suffers from lack of

competent staff.


Though there is no sewerage network in the City, a portion of the holding tax is collected

for disposal of waste water. That amount could be de-linked from the holding tax and

could be collected as a user charge for O&M of sewerage network.

7.7 SWOT Analysis

Strength Weakness

• • Non availability of land for individual toilet construction

• Narrow roads which pose a problem for laying sewerage lines

• Inadequate staff in SMC • No provision of user charges • Lack of awareness of citizen on sanitation

and health issue

Opportunity Threat • City has been selected as a SPUR town

under which new projects can be taken up. • Well planned system can be implemented for

full coverage as there is no system in place at present.

• Quantity of water required to maintain a UGD system might not be available if benchmark of 135 lpcd is not achieved.

• High population growth can lead to create further pressure on the sewage and sanitation


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system in the future. • Continued presence of scavengers

7.8 Key Issues

• Absence of sewerage system: In the absence of the sewer network most of the household wastewater is disposed in the open drains and open fields.

• Absence of STP: The wastewater collected through the nullah is directly disposed to the Daha River without treatment. Recycling and reuse of wastewater is also absent.

• Lack of communication strategy: No proper communication strategy leading to poor awareness among the households regarding sanitation

• Rampant open defecation: Non-availability of individual toilets in case of poor settlements has lead to defecation in open fields. This in turn leads to ground water and surface water contamination. The condition is far from satisfactory. Due to open defecation, there is a threat to the health of the citizens. There is a need for provision of toilets.

• Mixing of storm water with sewerage: There is no separate sewage and storm water drains which aggravates the problem during the monsoons.

• Absence of user charge: Sewer charges are not collected and hence no revenue is there for the ULB for asset creation or maintainence of the assets.


Sectoral Vision: To provide citywide coverage of sewerage and sanitation system to

promote safe and environment friendly atmosphere.

The city does not have a sewerage system. Based on the review of the current situation,

several key issues have been identified. The city is short of adequate number of

individual toilets and community toilets as well to match the demand. Considering the

present situation and benchmarks, the following targets have been kept for the city in

short, medium and long term.


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Table 7-4: Service Level and Targets for Sewerage and Sanitation

Component Benchmark Status Short Term

Medium Term


agency 2015 2025 2035

Sewer Network Coverage 100% 0% 25% 100% 100%

ULB along with Private Partner on a PPP Basis

Sewage Treatment and Disposal Arrangements

100% 0% 25% 100% 100%

Sewage Recycling and Reuse 20% 0% 5% 20% 20%

Cost Recovery 90% - 50% 100% 100%

Safe Sanitation Facilities 100% 50% 100% 100% 100% ULB

7.10 Sectoral Strategies and Proposed Investments


Following are the strategies for improving sewerage and sanitation condition in the City.

Preparation of City Sanitation Plan: To prepare a City Sanitation Plan (CSP) so as to

analyse the present situation, assess the present gap and future requirement.

Implementation of this plan would ensure enhanced quality of life to the citizens of the

city. Complete topographical survey of the city should be carried out. To undertake this

task, there is a need for effective coordination among various departments involved in

the development activities and service delivery.

Expanding coverage of services to slum areas: Identify sites in slums and public

places for community toilet and provide Low Cost Sanitation facilities in low income

areas.

Achieving 100 percent underground drainage (UGD): Siwan should aim to provide

100 percent UGD in the long run. To achieve this, a Master Plan should be first prepared

and based on the Master Plan proposals and schemes should be formulated for 100

percent coverage. Provision of UGD lines needs to be mandated for developing new

layouts. This will lead to fast expansion of UGD and passing on part of the capital costs


74

to the beneficiaries who would in any case have invested in individual septic tank

systems.

Construction of Sewerage Treatment Plant: Setting up of decentralized and mini

sewerage treatment plants, either primary and secondary or primary, secondary and

tertiary along the sewerage line at reasonable distances should be considered. Such

recycled water can be used locally for public gardens and green areas, irrigation,

industrial application or it can be let into the storm water drains or natural water covers.

Design and Implementation of Communication Strategy: For successful

implementation of any change management process, effective communication strategy

among key stakeholders is important. The communication strategy will articulate a

range of communication channels including interpersonal and group communication to

mass media and electronic forms. There is a need to launch communication campaigns

and Information Education and Communication (IEC) activities to encourage citizens to

connect to the system. For example, in areas where there is existing network it needs to

be ensured that every household gets connected to the sewerage network to dispose

the sewage and sullage.

7.10.2 Action Plan

Considering the challenges and set goals, a strategy for sewerage and sanitation is

adopted to increase the efficiency of service levels in Siwan. At present there is no

Sewerage system in the City. Similar to the Water supply zones, the city is proposed to

have “Sewerage Zones”. The sewerage network is to be planned considering the

topography of the city. A time line is furnished in Table 7-5 which covers policy level

planning, reforms, institutional strengthening and service delivery aspects. Apart from

the Sewerage System Siwan requires about 54 more public toilet blocks by 2035.


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Table 7-5: Priority Actions and Implementation Strategy: Sewerage and Sanitation


Preparation of City Sanitation Plan

A comprehensive plan as per the guidelines of the MoUD. √ √

High

Comprehensive Sewerage System

Planning and construction of separate Sewerage Collection system on a Priority basis

√ √ √ √ √ √ √ High

Primary and Secondary Network (KM)

100 mm - 1.37 0.88 1.01 1.14 13.1 4.9

200 mm - 1.20 0.77 0.88 1.00 11.5 4.2

350 mm - 1.03 0.66 0.76 0.85 9.8 3.6

450 mm - 0.86 0.55 0.63 0.71 8.2 3.0

600 mm - 0.68 0.44 0.50 0.57 6.6 2.4

900 mm - 0.51 0.33 0.38 0.43 4.9 1.8

1000 mm - 0.34 0.22 0.25 0.28 3.3 1.2

1600 mm - 0.17 0.11 0.13 0.14 1.6 0.6

Sewerage Treatment Plant

Design and construction at suitable locations - - - - - 25.0 25.0 High

Recycle and Reuse of Water

Utilization of treated sewerage for road construction and buildings, maintenance of parks and grounds, etc

√ √ √ √ √ Medium

Making City Open Defecation Free

Improvement of condition of existing toilets and Construction of new public toilets

6 7 7 7 6 7 5 High

Institutional Strengthening Training and capacity building √ √ √ √ √ √ √ High


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Public awareness & communication

Designing & implementing strategies and campaigns √ √ √

High


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8 Storm Water Drainage

Storm Water Drainage (SWD) is an important infrastructure often not paid adequate

attention in planning and development of cities. It is very much necessary to promote

orderly growth of towns and cities.

8.1 Existing Situation

Daha River flow through the city from the North towards the South. There are no

separate systems to carry the sewage, sullage and storm water. Most of the storm water

drains are carried by the three nullahs viz. the Kachari Road Nullah, Mahadevi Nullah

and JP Chowk to Paschim - Kali Mandir Nullah, which ultimately drains to the Daha

River. The nullahs are open and are heavily silted which makes it highly inadequate to

drain-out the storm water. In addition these nullahs are encroached and blocked due to

dumping of household waste which affects the carrying capacity of the drain.

The ULB does not have readily available records on the length of the drains. There is an

urgent need to have a proper survey to record the existing drainage system in the city.

The total road length is 28 kms as per the Census 2001. As per discussion with the

municipal functionaries, the drain coverage is very low and most of the areas suffer from

water logging during rainy season. These have become mosquito breeding ground

spreading unhygienic conditions.

Table 8-1: Road and Drain Length

Type Drain Length (in Km)

Road Length (in Km)

As per SMC As per Census 2001

Total NA 50 28

Pucca - 10 8

Kutcha - 40 20


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8.2 Water Bodies

There are two water bodies in the entire city. Kachhari Pokhra and Panchmandira

Pokhra. There was one another pond called Balhatta Pokhra which is no more in

existence as it is being used for dumping of waste.

8.3 Water Logging Areas/Flooding Zones

The topography of the town is almost flat. As per discussion, there are areas where

water gets logged during rainy season but the ULB does not maintain any records on the

same.


An index of performance parameters of the existing storm water drains benchmarked

against the normative/standard requirements or service levels as prescribed by

reference/ guidelines such as CPHEEO guidelines, pertinent manuals/publications and

nominally prevalent level of services in similar cities with functional urban infrastructure

is furnished in the Table 8-2. It is imperative to mention that the nominal benchmark is

the requisite level of provision that is to be achieved over the existing and proposed

urban area of Siwan. A detailed master plan needs to be prepared focusing on the

overall catchment area, storm water runoff, updated rainfall data, and the conveying

capacity of the drains to ensure coherent development of the storm water drainage

system.

Table 8-2: Performance Indicators - Strom Water Drainage

Parameter/Component Service Level Benchmark Comment/ Remarks

Drain length 9% 130% of Major Road length Inadequate


The major problem faced by the ULB is the absence of proper recording system and

updating of data. There are no records neither on the length of roads nor on the drain.

The first priority is to conduct a field survey to know the exact length and type of the

drains in the city and then work on the gaps considering the optimum coverage of the

storm water drains to be 130% of the major road length.


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Table 8-3: Demand Gap Assessment – Strom Water Drainage


Existing (2010)



Total Drain Length KM

130% of the major Road Length

6.0 20.6 14.6 34.1 28.1 43.6 37.6

Closed Drain Length

KM 60% of the total drain length

1.0 4.1 3.1 6.8 5.8 8.7 7.7

There is a reasonable gap in the existing drain lengths of Siwan. The demand gap

assessment for the short term (2015), medium term (2025) and long term (2035) is

shown in the Table 8-3. A detailed study needs to be conducted focusing on the overall

catchment area, water runoff, rainfall data and the capacity of the drains to ensure the

drainage system to function effectively.



At present, the responsibility of construction of drains rest with the SMC. In addition to

the drains constructed by AMC, the DUDA also construct drains under the Chief Minister

City Development Programme (Mukhyamantri Nagar Vikas Yojana). However, cleaning

of drains is done by the SMC with its limited conservancy staff.


DUDA from its own fund construct drains as per the recommendation of the District level

committee headed by Zilla Prabhari Mantri in which District Magistrate is a Member

Secretary and Member of Legislative Assembly from the District are other Members. The

Municipal Commissioner is also a member of the Committee.

Presently, no charges are levied for storm water drains on the local citizens. The

sewerage in the City is let into the open drains. No separate user charges are levied for

the maintenance of the drains.


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8.7 SWOT Analysis

Strength Weakness

• There are existing three nullahs in the City which are carrying the storm water at present and have a natural slope towards the river.

• The City does not have any separate sewerage system. The inflow of sewerage into the drains adds more pressure on the existing drains.

• The drains in the City get choked due to dumping of household waste into drains.

• Encroachments on the drains create bottlenecks in the system.

• Inadequate staff in SMC • Lack of awareness of citizen • Lack of coordination between different

institutions

Opportunity Threat

• With proper intervention at appropriate locations, the existing nullahs can be developed to carry the drain water efficiently.

• The open drains and clogging could lead to various health hazards.

8.8 Key Issues

• Low coverage • Uncovered drains • No recording system in place: No records are available neither on the

water logging areas nor the length of drains • Encroachment is a big problem which results in clogging and also hurdles

to the staff in cleaning the drains. • Clogging of drains due to dumping of solid waste and inflow of household

wastewater makes the system partially inefficient and also causes frequent flooding in rainy season.

• Dumping of construction debris has aggravated the problem. The drains are also heavily silted. Improvements to the SWD system coupled with effective solid waste management will improve the situation.

• Toilets are also connected to drains in some areas, which pose a great health hazards.

• Lack of awareness among citizen: There is a need for awareness programme at the city level covering all sections of the society.


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Sectoral Vision: To establish an effective rain water collection system thereby reducing

mixing of rain and sullage water and reducing the incidence of water logging during

monsoons.

The city lacks integrated drainage system. The following targets have been kept for the

city in short, medium and long term.

Table 8-4: Service Level and Targets for Storm Water Drainage

Component Benchmarks Status Short Term

Medium Term


agency 2015 2025 2035

Storm water drainage network coverage 130% NA 50% 75% 100% ULB/Private

Party

Number of flood prone/ Water logging areas 0 NA 0 0 0 ULB



Following are the strategies for developing Storm Water Drains:

Survey of the existing infrastructure: There is no readily available data on the length

of drains in the ULB. To plan for the future requirements, proper knowledge of the

existing situation is very much necessary which calls for a field survey and also regular

updating of the data.

Upgradation and renovation of existing drains: The existing drains are in very poor

condition and need attention at the earliest. Proper steps such as desilting, widening,

removing encroachments, closing and making pucca drains are needed. Identification of

flood prone areas and designing and implementing flood mitigation strategies with a

focus on the poor.


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Construction of new drainage system: Construction of new drainage system in

uncovered areas as per the DPR prepared.

Public awareness to prevent throwing of garbage into the drains: A mechanism

needs to be formulated to create awareness among the people to avoid the practice of

dumping garbage in the drains.

8.10.2 Action Plan

Considering the challenges and set goals, a strategy for storm water drainage is adopted

to increase the efficiency of service levels in Siwan. Parallel to the proposed sewerage

system, the drainage system of the city is also proposed to be planned. All the drains

would lead to the natural drains in the vicinity of the city and ultimately all the drains

merge into the River Daha. A time line is furnished in Table 8-5 which covers policy level

planning, reforms, institutional strengthening and service delivery aspects.


83


Survey Survey of existing drains. √ √

High

De-silting and removal of weeds In all the drains √ √ √ √

High

Upgradation and rehabilitation of all primary drains

Construction of side walls, closing/covering, lining etc. √ √ √ √ √ √ √ High

Construction of Pucca Drains

Along all roads where no drainage system or kutcha (KM) 1.9 1.7 1.9 1.2 0.7 6.7 4.7 High

Public Awareness and Communication

Designing and implementing strategies and campaigns √ √ √ √ √ √ √ High


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9 Solid Waste Management

The responsibility of solid waste management to local bodies. It should be noted that it is

an obligatory function of local bodies. However, the services provided by the municipal

authorities are outdated and very inefficient. Domestic, commercial, biomedical and

variety of toxic and domestic hazardous wastes are generally disposed of by the citizens

on the streets, drains, open spaces, water bodies, etc., causing serious problems of

health and environment. Problems of solid waste management are growing with rapid

urbanisation and change in the lifestyle of the people. Lack of political will, inadequate

financial resources, institutional weakness, improper choice of technology and public

apathy towards solid waste management have made this service far from satisfactory.

Siwan is no exception for this phenomenon.

SMC is responsible for collection, transportation and disposal of solid waste generated in

City, except the untreated bio-medical waste. SMC has a network of community-level

waste collection points, the majority of which are in the form of open grounds. The

Municipality organises the collection and transportation through a team of its own

conservancy workers. The waste collected is disposed at the outskirts of the City without

any treatment. There is no private sector participation in any of the activity of solid waste

management in the City.

The Health Department of SMC is vested with the responsibility of day-to-day solid

waste collection and disposal. The estimated quantity of waste collected and disposed is

about 44 tons per day - a collection performance of about 47 per cent.

9.11 Waste Generation

The primary sources of solid waste in Siwan City are local households, markets,

commercial establishments, hotels, restaurants, and hospitals. As there is no estimate

available with corporation for quantity of waste generated, estimates from Central Public

Health and Environmental Engineering Organisation (CPHEEO) are referred and

considered for the calculation.

The total quantity of waste generated per day is 44 Tons at the rate of 300 grams per

capita per day (gpcd).


85

9.12 Collection

At present, door-to-door (DTD) system of primary collection of solid waste is not

practiced in Siwan Municipal area. Due to which, households, shops and establishments

do not store waste at source and continue to throw the waste on streets, open space,

drains, water bodies, etc.

There is no separate arrangement for collection of construction waste and debris and it

is also disposed on the streets and in some cases low lying areas of the City. The

Municipality has not yet prohibited littering of waste on the streets. In absence of the

system of storage of waste at source and on account of indiscriminate disposal of waste

on the streets, drains, etc. the streets remain dirty all the time and drains get clogged

necessitating multiple handling of waste.

The Biomedical waste generated in hospitals and nursing homes is covered under a

special arrangement where the private agencies approved by the Pollution Control

Board collect and transport the Bio-Medical waste to their treatment plants. The

Biomedical waste is treated and finally disposed off at the plant sites. The firms collect

the charges directly from the hospitals and nursing Homes.

9.13 Street Sweeping

The predominant mode of primary collection is by way of street sweeping. The situation

of street cleaning is not good in the city and waste is seen littered all around due to the

non-availability of organised system of primary waste collection from the door step. It

has been observed that the number of sweepers engaged in street sweeping is not

adequate and need to be utilised more optimally.

9.14 Waste Storage Points

The system of secondary storage of waste is very pathetic in the city. Through, street

sweeping, collected waste is deposited at 15 identified open dumping locations in the

city. There are number of such points where waste is dumped. These sites are poorly

maintained. Waste is seen littered all around causing nuisance to the people and

obstruction to the traffic besides causing unhygienic conditions in the surrounding areas.


86

Figure 9-1: Open Storage Points and Littering on the Streets

9.15 Transportation of Waste

Transportation is not scientifically designed. SMC has not introduced covered vehicles or

containers for transportation of waste. The waste is manually loaded in the open tractors

from the above-mentioned 15 and other open dumping points in a very unhygienic

manner. The transportation causes nuisance and unsightly appearance. It has also been

reported that no work is carried out on Sundays and public holidays, which give rise to

accumulation of waste and consequent backlog.

SMC is not in a position to transport the entire quantity of waste generated in the city on

a day to day basis on account of inadequacy of fleet of vehicles and inappropriate

management for transportation of waste. The details of the vehicles deployed and

approximate quantity of waste generated and the quantity of waste transported each day

are given in table below.

Table 9-1: Details of Vehicles Used for Transportation of Waste

Type of Transportation Vehicles Numbers Avg. Trips

per Day

Avg. Capacity (in Tons)

Avg. Quantity Collected (in Tons)

Tractors 3 3 2 18

Tipper trucks 1 3 1 3

Handcrafts 100 - - -

Total Waste Collection 21

Total Waste Generated 144,920 @ 300 gms per capita per day 44

Collection Efficiency 47%



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The Municipality has been using only open vehicles for transportation of waste. The

quantity of waste transported is roughly between 45 to 50% of the total waste generated

in the City. In the absence of weighing facility, quantity of waste collected is calculated

based on the average trips made by the vehicles in a day and the capacity of the

vehicles.

9.16 Treatment & Disposal of Waste

There is no scientific disposal of solid waste in Siwan. Most of the waste collected from

the open dumping sites is dumped in a crude manner at different locations at the fringes

of the city depending on the proximity. The Municipality has not introduced any system

of treatment of municipal solid waste. The waste is neither spread, covered or

compacted. Waste is seen lying there in heaps.



benchmarks issued by the MoUD, GoI under the SLB Framework. Door-to-door

collection is not practiced in the city. The waste collected is dumped in open areas.

Table 9-2: Service Level Benchmarking Indicators for SWM

Indicator Benchmark Status

Household level coverage of SWM services 100% 0

Efficiency of collection of MSW 100% 47%

Extent of segregation of MSW 100% 0

Extent of MSW recovered/recycled 80% 0

Extent of scientific disposal of MSW 100% 0

Extent of cost recovery in SWM services 100% 0

Efficiency in redressal of customer complaints 80% No System

Efficiency in collection of user charges 90% 0


It is estimated that the SMC area would generate around 70 tons of solid waste even at

considering present gpcd, i.e., 300 in 2025, which needs to be disposed of in a scientific

manner. Such a high volume of waste generation warrants an integrated approach for


88

disposal in addition to the need for initiating steps for Reduce, Recover, Reuse and

Recycling (3Rs) strategies in municipal area.

Table 9-3: Demand Gap Analysis for SWM


Existing (2010)



Waste Collection MT


21.0 54.2 33.2 83.3 62.3 130.6 109.6

DTD Collection %


- 100% 100% 100% 100% 100% 100%

Waste Treated MT


- 54.2 54.2 83.3 83.3 130.6 130.6

No of Vehicles No’s

Waste handling and transportation

4 15 11 23 19 36 32

9.19 Institutional & Financial Aspects


The subject of Solid Waste Management in SMC is handled by a Sanitary Inspector

assisted by a few Jamadars and Sanitation Workers. They carry out their duties with

limited capabilities and lack of exposure to modern systems of Solid Waste

Management. The existing supervisory staff deployed for Solid Waste Management is

inadequate to handle such huge quantity of generated waste which is shown in Table 9-

4 below.

Table 9-4: Human Resources Used for SWM

Conservancy Inspectors No. of Jamadars

1 4


As far as grievance redressal is concerned, consumers can register/lodge the

complaints at Council’s office as well as through telephone. Complaints received in


89

writing or through letters are received by the Inward Department of the Council and are

directed to official concerned through Chief Executive Officer (CEO) but no separate

records are maintained.


There is no user fee levied by SMC. However, as a part of the holding tax, “Health Cess”

is collected which is 1.25% of the total Annual Rental Value (ARV) of the property. In the

financial year 2009-10 Rs. 10.49 lakhs have been collected as Health Cess including

arrears from previous years. The collected revenue is very low compared to the

expenditure incurred in providing the services even though the above-mentioned

expenditures are excluding establishment and other expenditure heads.

9.20 SWOT Analysis

Strength Weakness

• Dedicated staff. • Inadequate staff • Improper waste dumping • Lack of awareness of citizen • No separate charges are collected for

maintenance of the solid waste management facilities in the city

Opportunity Threat

• City has been selected as a SPUR town under which new projects can be taken up.

• Dumping of waste in inappropriate areas, without following any scientific methods may lead to health hazard.

9.21 Key Issues

The analysis of existing solid waste management practices of SMC area indicates that

the city has unstructured primary and secondary collection arrangements. Moreover, the

disposal arrangements of the City need substantial improvement. Integrated solid waste

management requires the use of various instruments for improved service delivery. The

range of issues that needs to be addressed as listed below.

• Open dumping points: Open grounds being used as collection points

have resulted in creation of leachate, which could prove to be a serious

health hazard and also contaminate ground water in the long run.


90

• Inadequate secondary collection/storage points: Inadequate storage

points have resulted in dumping of domestic waste in open grounds

wherever available or in and around the designated place provided at

secondary collection points.

• Institutional strengthening and human resources development.

• Lack of awareness and public participation in DTD collection of waste,

segregation of recyclable waste and storage of waste at source. There is

no involvement of community in the waste management.

• Inadequate vehicular capacity for waste collection and transportation.


Sectoral Vision: To establish and maintain an effective and sustainable waste

management practices in the city.

The local body is responsible for the waste collection but due to inadequate capacity of

staff only 45-50% of the waste generated is collected. The waste collected is dumped in

the various locations in the city in crude manner. The segregation of waste at the

household level is not followed. The waste is also dumped in the open drains causing

chocking of the drains especially during the monsoons. The city does not have a

permanent dumping yard.

Table 9-5: Service Levels and Targets for Solid Waste Management

Component

Benchmark Status Short Term

Medium

Term Long Term Implementi

ng agency 2015 2025 2035

Coverage of Door to Door Collection 100% 0% 75% 100% 100%

ULB/Private Party

Efficiency of collection of MSW 100% 60% 90% 100% 100%

Extent of segregation of MSW 100% 0% 90% 100% 100%

Extent of MSW recovered/recycled 80% 0% 50% 80% 80%

Extent of scientific disposal of MSW 100% 0% 50% 100% 100%


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Component

Benchmark Status Short Term

Medium

Term Long Term Implementi

ng agency 2015 2025 2035

Extent of cost recovery in SWM services 100% 0% 50% 90% 90%

Efficiency in redressal of customer complaints 80% 90% 80% 80% 80%

Efficiency in collection of user charges 90% 0% 80% 90% 90%


The present scenario of solid waste management in the City is very poor. There is no

concept of segregation of wastes. No comprehensive study has been undertaken to

calculate/compile data on various aspects of solid waste management.


Following are the strategies for Solid Waste Management

Door-to-Door Collection: DTD collection is not practiced anywhere in the City. There

is a need to introduce the DTD collection system on a pilot basis and then for the whole

city by mobilising, facilitating, organising and supporting community activities and with

the help of NGOs. The DTD collection can be outsourced to the resident welfare

associations or rag pickers cooperatives.

Segregation at source: Highest priority needs to be accorded to segregation and

storage at source irrespective of the area of generation so as to facilitate an organised

and environmentally acceptable waste collection, processing and disposal. Source

segregation of recyclables and bio degradable (organic waste) will not only provide an

efficient way for resource recovery, but will also substantially reduce the pressure and

pollution in landfill sites.

Collections and Transportation: To increase the collection and transportation

efficiency, involvement of proper equipments and manpower is important. The

municipality lacks manpower and also equipments in the form of storage bins, vehicles,

etc and hence this needs to be acquired immediately.


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Treatments and Disposal and Sale of Recyclable/ Processed Waste: Proper

processing facility need to be provided at the dumping site. Part of the cost recovery

should be from the sale of recyclable/processed waste. The prospective private partner

should establish market linkages for the sale of recyclable waste viz. plastics, polythene,

pet bottles, etc. The bio degradable waste should be processed either to make compost

using viable technology like vermi composting, windrow composting or waste to energy

as may be feasible.

Development of landfill site: There is no scientific disposal of solid waste in Siwan. A

proper site should be developed according to the solid waste management rules.

User Charge Collection: Part of the costs incurred towards the investments and

expenditure should be recovered through user fee from all the properties including

households and commercial establishments. The interests of the low-income groups, the

poor and the vulnerable shall be protected while deciding on the user charges.

Governance Aspects: Identification of a suitable and potential private partner to treat

and safely dispose the waste under Public Private Partnership. Build capacities of health

section of SMC over a period of time to implement complete SWM practices on their

own. Enhance capacities of the private partner and Siwan Municipality to adhere to Solid

Waste (Handling and Management) Rules 2000.

Undertake awareness campaigns and capacity building initiatives to elicit the support of

the stakeholders and communities in achieving complete source segregation and

collection of waste.

Human Resource Management: Adequate number of conservancy staff should be

employed so as to cover all the households through DTD collection on a day-to-day

basis. This would be based on the logistics arrangements as finalised by SMC. It should

be ensured that adequate women’s participation is there. Capacity building and training

programmes to the staff should be undertaken to adopt safe and healthy practices

during handling solid wastes. This should include training adhering to time schedules,

use of equipment, hand gloves, shoe, etc. for handling wastes and should address

needs of both women and men.


93

Development and Implementation of Communication Strategy: Robust

communication strategies, capacity building and awareness campaigns are needed to

be designed and implemented to orient all the stakeholders involved in the process of

waste management. All the commercial establishments including hotels and hospitals

and public places like institutions, temples, etc. have the potential to initiate source

segregation immediately. Pilot approaches are needed in few select residential areas for

source segregation to demonstrate methodology, process and impact. The experiences

of the pilot areas could provide valuable inputs in scaling up the concept of source

segregation in a phased manner, resulting in complete source segregation by 2021 or

before.

9.23.2 Action Plan

Considering the challenges and set goals, a strategy for solid waste management is

adopted to increase the efficiency of service levels in Siwan. A time line is furnished in

Table 9-6 which covers policy level planning, reforms, institutional strengthening and

service delivery aspects.


94

Table 9-6: Priority Actions and Implementation Strategy- Solid Waste Management


Improving Collection System

Designing and implementing strategy for DtD collection, source segregation, collection bins

√ √ √ √ √

High

Secondary Collection & Transportation

MIS for Vehicle Fleet, identification of location as transfer stations

√ √ √ √

High

New Container Bins Procurement of new container bins (Nos.) 25 - - - - 20.0 20.0 High

Waste Processing Vermi-composting - 40.0 - 40.0 - 40.0 15.0

High

Sanitary Landfill Facility

Construction and land development High

New Vehicles for Waste Transportation

Procurement of new vehicles for transportation of solid waste (Nos.)

2 1 1 2 2 10.0 10.0 Medium

Institutional Strengthening

Training and Capacity building, Levy of user charges √ √ √ √ √

High

Public Awareness & Communication

Designing and implementing strategies and campaigns √ √ √ √ √

High


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10 Roads, Traffic and Transportation

The role of planning for traffic and transportation in Siwan at present vests with a

number of agencies, including SMC, State Highways, Indian Railways, regional/district

transport agency, traffic police, interstate bus operators, private bus operators, etc. More

often than not, these agencies play a key role in transport service provision in city.

The SMC is vested with maintenance and development of the street network (excluding

State Highways). Traffic management and circulation system, control of intermediate

public transport management of heavy vehicles operations, etc. are jointly managed by

SMC and traffic police.

10.1 Existing Road Network Situation

There is no specific pattern observed in the existing city roads. In the absence of proper

recording mechanism and involvement of various agencies in road construction, the

accurate road length in the City is not available. As per the Census 2001, the road length

is 28 kms which includes pucca and kutcha roads. Whereas, as per the discussion with

official concerned, the total length of roads in the City in 2010 is 50 km (figure is

considered for the calculation purpose) out of which 40 km is pucca and remaining 10

km is kutcha.


96

Map 10-1: Siwan Road Map

Source: Support from Urban Reform in Bihar


97

10.2 Traffic Management and Circulation

Most of the roads are narrow in character in Siwan Municipal area. Major roads run in a

north south orientation. There is an absence of a hierarchy in the road system in the

town. There are four major arterial roads in the town viz. Chhapra Road which cut across

the City, Kachahari Road, Station Road, Babuniya Road, etc.

10.2.1 Road Network and Hierarchy

Siwan Chhapara Road: A major arterial road, cut across the city and passes through

the town center and connects the northern and southern parts of the town. Similar to the

other roads in the city, this road is also narrow in nature and the average width of this

major road is only 8 m. Moreover, this narrow width is substantially encroached upon by

the local vendors and small shops resulting in heavy congestion most of the times.

Station Road: A major road of the city as this road leads to Railway Station. It services

to the entire traffic to and from Railway Stations from important points of the City.

The town has evolved over a very long period, and accordingly, the roads have also

developed in relation to urban extensions. The road widths are mostly narrow. The

functional widths of the major roads are thus reduced to as low as 50% due to

encroachments, and parking on the road shoulders. The right-of-way of the important

roads in the core city areas are heavily encroached which limits their carrying capacity.

Water logging due to poor drainage adds to the woes. The reduced road width leads to

increased congestion, vehicular pollution and accidents. Mixed traffic on major roads

further compounds the problem.

10.2.2 Traffic Junctions

There are three major road junctions which have heavy traffic load and need to be

developed properly. These junctions are listed below:

• Kachahari Chowk

• Babunia Road Junction

• Railway Station


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10.3 Parking Zones

There are no proper organised parking places in the City and organised on-street

marked parking arrangements in any of the major commercial areas of the City as well.

Most of the core market areas of the city are characterised by narrow roads with a high

proportion of pedestrian and slow moving traffic. The capacity of the roads is further

reduced by vehicles parked on the roadsides. There is an urgent need to identify and

declare some of the roads/areas in core city area as ‘no-vehicle zone’ with adequate

parking facilities in nearby areas.

10.4 Travel Characteristics and Public Transportation

The predominant mode of travel (motorised) in Siwan, like in most other cities in India is

two-wheelers. The public transport mode is serviced by private transport operators

through three-wheeler tempos - there is no Government/corporation-run public transport

system in Siwan. There are a no fixed routes for three-wheelers and tempos, mostly

originating from the city center and connecting to the fringe areas of the city.

The table below shows the number of vehicles registered in Siwan District from January

2010 to November 2010.

Table 10-1: Number of Registered Vehicles from April to August 2010 in Siwan District

Vehicles Nos.

Bus 10

Truck 26

Mini Bus 6

LMV Cars 10

LMV Jeep 240

Taxi 42

Three Wheeler 63

Motor Cycle 4,900

Tractors 230

Source: District Transportation Office, Siwan District

The predominant mode of intermediate public transport is cycle rickshaw. It is reported

that there are at least 4,000 licensed cycle rickshaws, 17,000 rikshaw drivers and

approximately 2,000 cycles in Siwan. Given the nature of cycle rickshaws and cycle, that


99

are slow and always obstructing fast moving vehicles, it is easy to suggest that this

mode should be phased out. But number of people’s livelihood, however, depends on

cycle rickshaws. They are also non-polluting in terms of air and noise pollution and

hence it would be a good idea to retain them. However, the number and their areas of

operation need to be regulated and proper stands with necessary facility should be

provided.

10.5 Intra and Inter Regional Transportation

Transport facilities in the district and City are not inadequate. Railways and roads are the

two main media. Previously, there was problem due to inadequate metalled roads and

interaction of different railway gauges. But conversion of metre-gauge into broad gauge

from Gorakhpur have improved the condition. Addition to the metalled roads by Public

Works Department (PWD) and District Board has improved the condition of road routes.

The North Eastern Railways crosses through Siwan district from little beyond Mairwa in

the north, in the North West to Daraundha, in the South-East crossing through the

stations of Mairwa , Ziradei ,Siwan, Pacharukhi and Darundha. There is also a short

loop-line running from Darundha to Maharajganj. Siwan is an important railway station of

the North Eastern Railway where main traffic dealt with are sugar and vegetable.

Although there are no state highways but some major road are there. There is a wide

knot of important metalled roads serving as important routes for transport. There are

Siwan - Mairwa Guthani road covering 31.5 kms, Siwan - Chapra road covering 65 kms,

Siwan - Sarfara road covering 35 kms, Siwan - Raghunathpur road covering 27 kms,

Siwan - Siswan road covering 37 kms, Siwan - Maharajganj road covering 19 kms,

Siwan-Badali road covering 17 kms, Siwan - Mirganj road covering 16 kms, Guthni -

Chapra via Darauli and Raghunathpur 45 kms and Bhantapokhar - Ziradei road 5 kms.

On all these roads power propelled vehicle ply regularly carrying the passenger. Buses

ply on Siwan-Patna, Siwan-Chapra, Siwan-Mirganj, Siwan-Gopalganj and Siwan-

Mairwa-Guthani, etc., regularly.

Till 1969 there was no road link with Eastern Utter Pradesh. It was after the construction

of road bridge near Guthani over river Saryu that the flow of traffic to the neighbouring

state has shown considerable progress.


100


An index of performance of the existing road sector parameters benchmarked against

the normative/standard requirements or service levels as prescribed by reference/

guidelines such as PWD guidelines, pertinent manuals/publications and nominally

prevalent level of services in similar cities with functional urban infrastructure is furnished

in the Table 10-2.

Table 10-2: Service Level Benchmark for Roads

Parameter/Component Benchmark Service Level

Fully Paved Road Length 95 % 80%

Average Road Density (km/sq. km) 10-12 3.83

Per capita Road Length 1.5-2.0 km 0.35


An assessment of the gap in the existing service levels in roads vis-a-vis estimated

future demand based on projected population growth and prescribed guidelines/

normative standards, has been performed for the component stated in the table below.

The road network for Siwan is insufficient and it needs to be rearranged in hierarchy.

There is absence of footpath, pavements, dividers etc. which causes problem to the

pedestrian and vehicular movement. The demand gap assessment for the short term

(2015), medium term (2025) and long term (2035) is shown in Table 10-3. It is also

proposed to conduct a detailed study focusing on the traffic management of the city.

Table 10-3: Demand Gap Assessment for Roads


Existing (2009)



Road Length KM

Road Density of 10-12 km/ sq km

50.0 124.8 74.8 131.3 81.3 167.6 117.6

Paved Road KM 95% of the total Road length

40.0 75.1 35.1 124.7 184.7 159.3 51.8

Footpath KM 2 X length of roads with

10 31.6 21.6 52.5 42.5 67.1 57.1


101


Existing (2009)


Demand Gap Demand Gap Demand Gap width> 9m

Road Density

km/ sq km

10 3.83 6.33 2.50 10.00 6.17 10.00 6.17



Planning division of SMC is responsible for construction and repairs of city roads. The

DUDA with its own funds construct roads based on the recommendations of the District

Level Committee. State level Public Works Department (PWD) takes care of

construction and maintenance of highways and important roads. Due to the involvement

of various agencies, issues of coordination are prevalent. Due to the poor recording

mechanism no updated data/information available on status of city roads.

The Bihar Police (Traffic Department) is responsible for regulating and controlling the

traffic in the city. At present there are no signals at any of the junctions in the city and the

Bihar Police deploys traffic police to control and regularise the traffic.


Some of the grants received by the SMC have component for road construction. SMC

also constructs and repairs various city roads depending on the situation by its own

funds. Out of the available funds DUDA construct the roads based on the priority

decided by the District Level Committee.

10.9 SWOT Analysis

Strength Weakness

• Good connectivity by road with Patna and other important cities

• There are no traffic signals at the main junction of the city.

• There is heavy encroachments on the roads/ pavements in the city especially in the crowded areas leading to jams and immobility

• No proper stands and stops for cycle


102

rickshaw and tempo. • Parking areas are absent.

Opportunity Threat

• With increasing prominence as a district headquarter and located on major state raods, Siwan has the potential to develop its transportation network

• Mixed traffic • Growth of personal vehicles

10.10 Key Issues

The main issues related to traffic and transportation are listed below:

• Absence of Road Hierarchy: Siwan’s road network is incomplete and many

missing links are there. It provides instability in the network and due to this bulk

of traffic flows in the arterial road.

• Poor surface conditions: The roads have poor surface conditions and

insufficient carriage-way width to accommodate increasing traffic volume.

Further the roads does not account for dividers and pavements which may lead

to accidents and slowing of traffic.

• Poor junction design: The city has quite a number of three arm and four arm

junctions, most of which lack rotary intersections. Due to this limitation, these

junctions are gradually becoming incapable of handling the increasing traffic.

• Inadequate parking facilities: Lack of adequate parking facilities has resulted in

on-street parking which reduces the effective carriage way of roads and thus

affects the travel speed. Conflict between slow moving and fast moving traffic is

another problem. Owing to the narrow road widths, segregation of traffic is not

possible.

• Lack of public transport system: Public transport is negligible at present as no

buses are plying in the city. Thus, people have to depend totally on private

vehicles for commuting. This has resulted in increase in two/three wheeler

vehicles.

• Encroachment of roads for commercial activities and for residential uses

• No proper road signage on roads

• Overflow of water from chocked drains

• Water logging in rainy season


103

• Mixed traffic in all roads covering both slow moving as well as fast moving

modes such as rickshaw, auto, horse driven cart and cars, etc.


Sectoral Vision: To improve the condition of the roads and provide adequate, safe and

user friendly public transportation system in the city.

Based on the review of the current roads, traffic and transportation scenario, several key

issues have been identified. The poor surface conditions and inadequate pedestrian

facilities especially on the main roads is causing inconvenience to the people.

Inadequate parking leads to on street parking affects the travel speeds. Travel speeds

are also affected by conflict between slow and fast moving traffic. Public transport is

negligible at present as no buses are plying in the city. Thus, people have to depend

totally on private vehicles for commuting.

Considering the above challenges, the following goals for the various horizon periods

have been identified. The first step in improving the condition of the traffic and

transportation system in the city would be to resurface the existing roads in line with the

quality standards. Connecting the missing links of the road network and establishing the

road hierarchy is also a major concern.

Table 10-4: Service Levels and Targets for Roads

Component Short Term Medium

Term Long Term Implementing agency

2015 2025 2035

New road formations 95% 95% 95%

ULB Road up-gradation 100% 100% 100%

Footpaths 50% 100% 100%

Junctions and traffic signal improvements 100% 100% 100% ULB/Traffic

Police

Parking facilities 100% 100% 100% ULB/Private Party

Road Accidents to be reduced by 25% 50% 85% Traffic Police


104



The following are the strategies for traffic and transportation

Upgrading Existing Roads: Road widening is crucial so as to reduce congestion.

Improve road surface quality and undertake regular maintenance

Traffic Management: Traffic management through one way systems and one side

parking, especially in dense areas; signalization of major traffic junctions, etc.

Junctions Improvements: Junctions are transit points for traffic. If they are designed

and managed well there will be smooth transfer of traffic at the junctions. Otherwise, the

junctions themselves could cause hindrance to the traffic and become a traffic hazard

both to the motorists and vulnerable road users.

Construction of Cycle-Rickhshaw and Tempo Stands: As there are around 4,000

licensed cycle rickshaw in the City, Cycle-Rickshaw Stands at suitable places need to be

constructed and maintained with all the required facilities.

Parking development: At present, there are no proper parking facilities anywhere in the

city. With increasing vehicular population there is a positive risk that capacity of many

urban roads may be restricted by parked vehicles which will further lead to congestion.

Therefore, parking lots have to be created at all major points of vehicle congregation like

markets, places of entertainment, etc. The aim ought to be to convert main consumer

goods market areas into pedestrian plazas during peak hours by banning entry of

vehicles.

10.12.2 Action Plan

Considering the challenges and set goals, strategies for roads, traffic, and transportation

are adopted to increase the efficiency of service levels in Siwan. A time line is furnished

in Table 10-5 which covers policy level planning, reforms, institutional strengthening and



105

Table 10-5: Priority Actions & Implementation Strategy - Roads, Traffic and Transportation


Construction/upgradation of roads

100% coverage of pucca roads, Construction of Missing links in the road network, Up gradation of Kutcha roads

9.1 10.2 5.2 5.2 5.3 47.0 32.8 High

Signals and junction improvements

Improvement of Junction design and introduction of signals at the junctions

√ √ √

High

Parking spaces On street Parking facilities to be developed in the identified locations (Nos.)

1 - 1 1 1 √ √ High

Pedestrian Safety

Along the roads connecting all the transit nodes and market areas in the city, Crossing facilities

4.7 4.7 4.7 4.7 4.7 47.0 23.5 High

Bridges and Flyovers Construction of bridges and flyovers across the railway crossing (Nos.)

- - - - - 1 - Medium

Bus Stand Redevelopment

√ √ √

Medium

Junction Improvement Improvement of Junction design and introduction of signals at the junctions

- 2 2 2 - - - High

Rickshaw Stands

- 4 3 3 2 8 - Medium

Tempo Stands

- 2 2 1 - - - Medium

Public Transport Mini Buses / by contract with existing service providers (To start with smaller buses can be

√ √ Medium


106


introduced along the major corridors. With the improvement of the road infrastructure and efficiency of the Bus services, the improvement options have to be worked out)

Institutional Strengthening Training and Capacity building √ √ √ √ √ √ √ High


107

11 Street Lighting and Fire Fighting

The provision and maintenance of streetlights is an obligatory function of the ULBs.

Siwan Municipality and Bihar State Electricity Board (BSEB) jointly execute this

responsibility in municipal area.

11.1 Current Situation of Street Lighting

As per Census 2001, there are about 525 streetlight poles in Siwan. Considering the

total streetlight poles of 525 in the SMC limits, the average gap between the light poles

is 53 meters, which is much higher than the norms of 25 to 30 meters. Moreover, most of

the streetlight poles are vacant and need to be provided with lighting fixtures. The total

number of functioning lighting fixtures is not readily available due to absence of

recording system but as per discussion with officials concerned in SMC, it is being

reported that most of the lighting fixture are in non-working condition. Recently 175

Sodium Vapour Lamps were installed with Member of Legislative (MLA) fund and three

high mast lamps at main traffic junctions namely Babunia Road, Ramraj Road, and near

Railway Station.

The installation of streetlight poles and cabling works are carried out by the BSEB, upon

request (by way of a demand note containing the proposed locations and types of

fixtures) and payment by the Municipality. The Corporation provides the Bulbs/ Lighting

fixtures for installation including replaced as per the requirement and. installation work

and O&M is done by the BSEB. The Municipality pays the electricity bill.

11.2 Current Situation of Fire Fighting

The District Fire Fighting Department is responsible for the services related to fire

fighting and support during calamities and has a district office at Siwan. The Fire

Department is also responsible for attending to emergency calls and security reasons in

case of some VIP visiting the district or a big event is happening in the district.

The Fire Department owns and operates two fire tenders for the purpose of fire fighting.

The department does not possess any specialised equipment that is required for fire-

fighting and rescue operations. Moreover, existing fire tenders are quite old (aged


108

between 18 to 30 years) and are experiencing frequent breakdowns. The Department

has its own source of water.

The Office of the District Fire Fighting Department has only one central fire station,

which is located in the heart of the City, near the existing Collector office. All

complaints/calls for rescue operations are attended to from the central fire station. There

is a need to spread the fire stations to other appropriate locations across the city.


Only 10 employees are working in the district fire fighting office out of which four are

home guards. Due to lack of man power the home-guards also help in the fire fighting

work inspite of the lack of technical knowledge.

11.4 Key Issues

Key Issues of Street lighting:

• Availability of electricity itself is a main concern and even if available voltage is very low hence inspite of presence of streetlight the roads are not properly lit.

Key Issues of Fire Fighting:

• Lack of manpower

• Old fire tenders and equipments

• Due to small width of road, it is difficult for the vehicle to move at ease.



The following are the strategies for street lights and fire fighting

Updation of Records: At present, there is absence of any authentic database on

number of streetlight poles and number of functioning streetlights. In this context, it is

proposed to conduct a survey of existing infrastructure in association with the other

service provider i.e. Bihar State Electricity Board.


109

11.5.2 Action Plan

Considering the challenges and set goals, strategies for roads, traffic, and transportation

are adopted to increase the efficiency of service levels in Siwan. A time line is furnished

in Table 10-5 which covers policy level planning, reforms, institutional strengthening and



110

Table 11-1: Priority Actions & Implementation Strategy- Roads, Traffic and Transportation


Street lights As per standards 100% coverage 76 8 8 8 8 71 50 High

Firefigting Fire Stations - - - - - - 1 Medium

Fire Engines - - - - 1 1 1 Medium



111

12 Urban Poverty

One of the key objectives of the CDP is to create pro-poor and inclusive cities.

Articulation of strategies to address the problems of poverty and slums therefore

becomes imperative. The urban poor in cities contribute to the economy by providing

various services but often suffer from lack access to basic services and livelihoods.

Addressing the needs of the poor would enhance the productivity of cities and contribute

to sustainable development.

Slums represent the areas inhabited by the poor and lack in basic services such as

water and sanitation. Slums are formed due to non-availability of developed land and

housing at affordable prices and also due to the inadequate policies to address their

needs comprehensively. For any city to become inclusive and developed it is necessary

to identify all the slums in the city and provide basic services through comprehensive

slum upgrading approaches. It is also necessary to formulate appropriate strategies for

providing livelihoods. Developing a database on slums and squatter settlements along

with the infrastructure requirements is critical to urban poverty alleviation.

The lives of people are inextricably related and dependent upon the environment in

which they live. Slum dwellers live in an environment, generally an outcome of rapid and

unplanned urbanisation, with high health risks caused by poor sanitation, inadequate

refuse or garbage disposal and drainage, heavy indoor air pollution and overcrowding. It

is estimated that, in India, about 40-50% of its urban population live in slums.

12.6 Slums in the City

Presence (or absence) of slums is an indicator of general quality of life or health of a

city. Unfortunately, slums have become an integral part of the urban landscape in almost

all Indian cities and Siwan is no exception.

A glance of the slum details is given below:


112

Table 12-1: Slum Details of India, Bihar and Siwan Municipal Council

# Item Sex India Bihar Siwan

1 Total Household 8,287,787 83,189 4,244

2 Total Population (including institutional and houseless population)

P 42,578,150 531,481 109,919

M 22,697,218 282,772 58,262

F 19,880,932 248,709 51,657

3 Population in the age group of 0-6

P 6,070,951 93,748 5,158

M 3,162,966 48,131 2,626

F 2,907,985 45,617 2,532

4 Scheduled Castes Population

P 7,402,373 94,523 2,727

M 3,852,015 49,916 1,457

F 3,550,358 44,607 1,270

5 Scheduled Tribe Population

P 1,017,408 7,724 253

M 520,242 4,002 141

F 497,166 3,722 112


As per the Census 2001, the number of households and population living in the slums

are 4,244 and 31,743 respectively. The total slum population is 28.87% of the total city

population in Census 2001 which is much higher than the national and state average of

14.8% and 6.1% respectively. Of the slum population, male population is 16,821 and

female population is 14,922.

The recent survey undertaken under the ongoing SPUR programme in 2008 has

identified 24 slum areas in the SMC. The estimated population is these slum areas is

around 14,445, which is around 10% of the projected population for the year 2010.

Table 12-2: Slum details as per Census 2001 and SPUR Survey 2008

Particulars Nos.

Number of slums as per SPUR Survey 2008 24

Total Slum Population as per SPUR Survey 2008 14,445

Total Slum Household as per SPUR Survey 2008 2,390

Total Slum Population as per Census 2001 31,743

Total Slum Household as per Census 2001 4,244


113

As per the recent survey conducted by SMC, there are 7,092 BPL households in the city

out of the total of 28,414 households. The BPL households constitute 25% of the total

city households.

12.6.1 Location of Slums

As per the recent Slum Survey of 2008, in the whole city, there are 24 slum settlements.

Out of the total 38 wards, presence of slums has been noted in 23 wards which are 1,

2,3, 4, 5, 7, 8, 10, 12, 14, 15, 16, 17, 18, 19, 27, 28, 30, 31, 32, 33, 36 and 37. The total

list of slums in the SMC is given below:

Table 12-3: Lists of Slum in Siwan Municipal Council as per SPUR Survey 2008

Sl. No Name Of Slum Ward

number Slum HH Approx.

Slum population Approx.

1 Khurmabad (Takia) 14 200 1,000

2 Chakia Harijan Toli 18 50 250

3 Laxmipur 27 150 750

4 Belhatt/Nonia Toli/Dabghar Toli 32 125 1,225

5 Lakhrow 01 100 700

6 Bidrutihatta 02 70 350

7 Ambedkar Nagar /Chiktoli/Harijan Tola 10 150 850

8 Kandarwa /Muja Tola/Dakhin Tola 04 150 875

9 Aguchatra(NawalPur) 07 60 420

10 Fathepur /Fathedhai 33 30 180

11 Kagji Muhalla 12 25 150

12 Srinagar 03 150 750

13 Purani Killa Shekh (Shekh Muhalla) 31 100 700

14 Purani Killa(Harijan Tola) 28 100 500

15 Harijan Tola (Near Collectorate) 15 25 150

16 Mahadeva (Infront of Shiv mandir) 17 60 350

17 Makhdum Sarai(Miskhar Toli/Harijan Toli) 37 200 1,400

18 Manadeva Salampur/ Mission Takia 16 200 1,400

19 Mukhdum Sarai Dhabitola/ Harijan Tola 36 100 600

20 Nawalpur Badi Takia(Near Railway Pul) 08 20 120

21 Ramnagar 05 50 250

22 Ishmilshaid Takia (Maullana Majhrul Nagar) 28 125 625


114

Sl. No Name Of Slum Ward

number Slum HH Approx.

Slum population Approx.

23 Puranikila Chick Tola 30 50 250

24 Adda Pokhra (Naya Bazar Pokhra)/Kasai Muhalla ,Near Sadar Halt 19 100 600

Total 2,390 14,445

About 58 % of the slum pockets are located near the major roads and 38% near the

nullah. The remaining 4% are located near the rail line.


115

Map 12-1: Location Map of Slums

Source: Support Programme for Urban Reforms in Bihar


116

12.6.2 Characteristics of Slum Areas

Out of 24 slum pockets, only few are in own land. A major chunk of the population belongs to

SC population.

12.6.3 Services in Slums

The service level in the slum area is very poor. Most of the slum population depends on

hand pumps as there is lack of water supply connection in the area. At present there are

only 10 hand-pumps in the slum areas out of the total 125 in the whole Municipal Council.

Not a single slum has piped water supply. 46% of the total slum pockets depend on private

shallow hand pumps, 30% depends on deep bore-wells and 16 % on public shallow hand

pumps for drinking water.

There is lack of sanitation in the slum area which results in high open defecation. 92% of the

slum defecates in open in the absence of individual or community toilets. Most of the slum

does not have any drains. Only 54% has kutcha drains and 83% has got kutcha roads.

Solid waste management is also not done properly. Due to the slum dwellers’ lack of

awareness about waste management and unavailability of municipal services as well, they

dump the waste in the open drains which leads to chocking of drains. This leads to flooding

during the monsoons and causes health effect. The culverts are also in a dilapidated

condition which further worsens the situation during monsoon.

12.6.4 Socio Economic Characteristics

The slum sex ratio is 887.10 which is higher as compared to the national and state figures of

875.92 and 879.54 respectively.

Figure 12-1: Comparison of Sex Ratio of Slums

Source: Slum Population India: Series 1 - Census of India 2001; Office of The Registrar General and Census Commissioner, India

876880

887

India Bihar Siwan


117

As per the Census 2001, the literacy rate of slum population in Siwan is 55.86 % which is

lower than the national figure for slum population. There are variations between male and

female literacy rates in the slum. Male literacy rate is 63.40% where as the female literacy

rate is only 47.36%. When compared to the literacy rates of the city, overall literacy rate of

the population in the city is 60.96 %. Details can be seen in the figure below.

Figure 12-2: Comparison of Literacy Rate of Slums

Source: Slum Population India: Series 1 - Census of India 2001; Office of The Registrar General and

Census Commissioner, India

In SMC, of the total slum population, 32.92% are workers. Main workers and marginal

workers constitute 90.15% and 9.85% respectively. Among the main workers, cultivators,

agriculture labour, household industry and other workers constitute 0.94%, 2.25%, 4.56%

and 92.26% respectively. In case of marginal workers cultivators, agriculture labour,

household industry and other workers constitute 0.98%, 8.65%, 9.49% and 80.87%

respectively. There is a need for appropriate strategies to provide skill upgradation/

development opportunities to enhance the capacity and improve the ability of the poor and

the marginalized to earn better livelihoods. Table below presents details of the classification

of workers in the slums.

Table 12-4: Slum Worker Details of India, Bihar and Siwan Municipal Council

# Item India Bihar Siwan

1 Total Workers 14,016,603 136,936 7,485

2 Main Workers 12,635,639 117,186 6,095

I Cultivators 118,819 4,199 336

62.69

52.5155.86

69.47

60.73 63.40

54.94

43.1747.36

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

India Bihar Siwan

Total Male Female


118


Ii Agricultural Labourers 283,824 11,236 259

Iii Household Industry Workers 575,769 5,780 491

Iv Other Workers 1,558,227 7,231 5,009

3 Marginal Workers 469,488 6,254 1,390

I Cultivators 6,928 230 113

ii Agricultural Labourers 60,664 2,280 416

iii Household Industry Workers 88,846 1,281 139

iv Other Workers 313,050 2,463 722

4 Non-workers 17,518,273 230,536 24,258


The worker participation rate is lower than the national and state figures. This may be

because of the closure of the mills and other industries in and around the city. The

proportion of main worker to total worker is also low which is due to the unskilled work force.

As can be seen from the table below, the percentage of female workers to total workers in

the slum is only 13 % while that of national and state figures are 17 % and 13.27%

respectively.

Table 12-5: Slum Workers Participation Rate of India, Bihar and Siwan Municipal Council


1 Workers Participation Rate (%) 32.92 25.76 23.58

2 Proportion Main Workers to Total Workers (%) 90.15 85.58 81.43

3 Percentage of Female Workers to Total Workers 16.86 13.27 13.01


12.7 Slum Improvement Programmes and Schemes

Since a large chunk of socially and educationally backward class people reside in slums of

cities/towns, their upliftment with better living conditions are essential to ensure a safe and

clean city/town/locality. To alleviate the problems of slum dwellers and to reduce urban

poverty, a number of programmes have been launched by Govt. of Bihar and Govt. of India,

which are being implemented by Siwan Municipal Council. The central government

sponsored schemes include Swarna Jayanti Sahari Rozgar Yozana (SJSRY), Integrated


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Low Cost Sanitation (ILCS), etc. Details of programmes are mentioned in the subsequent

sections.

SJSRY:

The SJSRY includes several income and employment generation programmes for the poor.

SJSRY is a centrally sponsored scheme to enable the BPL families to rise above the poverty

line. This scheme has various components, which are given below in detail.

i) Community Structure: Under this component, various training programmes are

conducted for the slum dwellers which includes awareness programme, RCV (Residential

Community Volunteers) training, etc.

ii) U.S.E.P. (Subsidy): In this component, financial assistance is given to the

beneficiaries with a subsidy of 15% and the rest is loan from Bank and 5% is margin money

of the project cost.

iii) Development of Woman and Children in Urban Areas (DWCUA): This scheme is

distinguished by the special incentive extended to urban poor women who decide to set up

self-employment ventures as a group. Groups of poor women shall take up an economic

activity suited to their skill, training, aptitude and local conditions. Besides generation of

income, their group shall strive to empower the urban poor women by making them

independent as also providing a conducive atmosphere for self-employment. The DWCUA

group sets itself up as a Thrift and Credit Society, in addition to its other entrepreneurial

activity. The group is entitled to a lump-sum grant of Rs. 25,000/- as revolving fund at a

maximum rate of Rs.1,000/- per individual.

iv) Thrift and Credit Society: In this scheme, a maximum amount of Rs.1,000/- is given

to each member of a group as revolving fund.

v) U.W.E.P. (Urban Wage Employment Programme): Under this scheme grants

received from Government are utilized for the construction of road, drain etc. in slum areas.

Last expenditure was incurred in FY 2007-08.

vi) Skill Up-Gradation Training: Training in various trades like Tailoring, Applique, Soft

Toys making, Computer, Driving, Food Processing etc. are given to the beneficiaries

between the age group of 18 to 35 who are under below poverty line for development of skill.


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Integrated Housing and Slum development Programme (IHSDP)

The IHSDP scheme has been targeted for the Urban Poor and it is mandatory for the ULB to

review the existing living conditions of the identified slums on the basis of the seven point

charter. Under IHSDP there is an attempt to improvise the deteriorated condition of the slum

dwellers and make it more liveable.

Backward Region Grant Fund: The programme is designed to redress the regional

imbalances in the development, bridge critical gap in local infrastructure and other

development requirements that are not adequately met through existing inflows, strengthen

ULB level governance with more appropriate capacity building to facilitate participatory

planning, decision-making, implementation and monitoring.

12.8 Key Issues

• Weak Municipal Resource Base: Weak resource base of SMC for creating and

constantly upgrading infrastructure is a major challenge. As they depend on grants,

the service provision for the poor becomes difficult.

• Community Participation: Community participation is the key to successful

implementation of slum programmes. In most of the areas, the community is not fully

involved, may be due to lack of communication strategy and awareness which has

resulted in poor performance of programmes.

• There is a lack of dependable data: Data is of Census 2001 which is outdated

considering the present state.

• Need for a state announced Slum Policy for integrated development of slums

• Lack of Basic Services: The main concern in all the slums is sanitation. Due to lack

of toilets there is high rate of open defecation. Water supply is very poor in terms of

access and also quantity. Solid waste management is very poor throughout the city.

All the wastes lie on the roadside. There is very poor transportation linkage. Lack of

health and education facility is also a main issue. Where present, it is in a very

dilapidated condition. Lack of access to storm water drains leads to flooding.

• There are lot of encroachments in the city and unorganised settlements. This

continues to be a daunting issue in addressing the problems of the poor.


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Sectoral Vision: Provision of universal access to all basic urban services on an affordable

cost.

Table 12-6: Service Levels and Targets for Slums and Housing

Component Short Term Medium Term Long Term Implementing

agency 2015 2025 2035

Access to water supply 75% 100% 100%

ULB

Access to toilet and sewerage network 75% 100% 100%

Door to door collection of waste 75% 100% 100%

Street light 100% 100% 100%

Housing 100% 100% 100%

12.10 Sectoral Strategies and Action Plan


The following are the strategies for slums improvement

Comprehensive survey and slum upgrading strategy: A complete survey of all slums

settlements should be undertaken and the infrastructure deficiency should be identified.

Slums should be ranked based on the deficiency and prioritized for investments. All the

slums should be taken up for upgrading in a phased manner.

Strengthening community based institutions to strengthen community participation:

• Formation of women's Self-help Groups (SHGs) with the help of NGOs, and

build their capacity through training and awareness generation. Provide

adequate financial assistance for the same.

• Strengthen the capacity of support agencies, e.g., municipal administration,

banks and line departments to provide them better service

• Build capacities of Community Development Society (CDS) and town-level

elected representatives to improve their ability to deliver services to the poor.

• Build NGO capacity to work as intermediaries and change agents.


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Increase access to institutional funds for housing by a combination of the following measures:

• Better targeting of groups and individuals who could establish their

creditworthiness through participation in savings and credit groups.

• Utilizing subsidies as security against loans.

• Institutional interventions through SMC and other government departments

which agree to take up housing development on their own land.

Establish Support Mechanisms for Enterprise Development

• Assist SHGs to access group loans from lending institutions for investments in

income generating activities.

• Provide technical assistance for innovative pilots for small and medium scale

enterprises (operating at and between the municipality and the block levels) to

improve local productivity and generate wage employment.

• Enable SHGs, common interest groups and CDS to undertake initiatives,

which would assist in increasing the value added from the goods produced by

their members, and develop new enterprises and joint ventures.

• Community groups and federations need to be encouraged to partner with the

private sector and organizations working on commercial activities at a scale,

which can enhance incomes significantly.

12.10.2 Action Plan

Considering the above challenges the priorities and strategies have been identified for

improvement of slum areas in Siwan. A time line is furnished in Table 12-7 which covers

policy level planning, reforms, institutional strengthening and service delivery aspects.


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Table 12-7: Priority Actions & Implementation Strategy-Housing and Urban Poverty


Slum and Poverty data base

Comprehensive survey and data base including computerization, mapping etc.

√ √ √

High

Basic Services Water supply, sewerage, sanitation, roads, etc. √ √ √ √ √ √ √ High

Housing Pucca housing both insitu and relocation 213 43 43 43 43 43 - High

Community Development

Developing community structures, participation, awareness

√ √ √ √ √ √ √ High

Livelihood Strategy Training and income generating activities, including microcredit

√ √ √ √ √ High

Social Infrastructure Health education, town halls etc. √ √ √ √ √ √ √ High



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13 Social Infrastructure

13.11 Education

Education is a very important input in any development plan since the potential of a town to

grow and act as a vibrant urban centre depend to a large extent on the levels of education

and quality of the educational facilities that is being provided to the inhabitants of the city. It

is all the more important for Bihar, since literacy level of the state is lowest in the country. In

terms of the number of educational institutions as per Town Directory, Census of India, 2001

Siwan has an appreciable status.

SMC does not run any school or education institution. The Education Department of the

State Government runs schools and other similar institutions with control over administrative

and financial aspects. The district office of Education Department is responsible from

implementing all the central and state programmes meant for the benefit of the school

children.

Table 13-1: Details of Number of Schools

Schools Government Private

Primary School 22 10

Middle/Senior School 15 10

Secondary Schools 6 3

Sr. Secondary Schools 4 4

School for Differently Abled 2 -

School for Oriental Studies - -

Sarva Shikhsha Abhiyan Centers 3 -

Source: District Statistical Office

There is no proper record available for private schools in Siwan. As per the discussion with

officials at District Education Department, it is being reported that there are schools which

has recognition from Central Board for Secondary Education (CBSE) with all necessary

facilities. A survey is underway to know the status of schools including private schools in the

district. The ongoing survey would capture information related to facilities available in all

schools such as water, toilets, especially for girl students, number of teachers, class-rooms,

etc. It is being reported that the generated information would be used for designing the

forthcoming projects of the government.


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There are around three government degree colleges for Science, Commerce and Arts

disciplines. As per Census 2001, there is one private Engineering college in Siwan but there

is no college available for Medical studies for which students need to depend on Patna,

which is the nearest centre for such studies. There is no polytechnic college in Siwan.

13.12 Health

Planning for health is very important since it has direct bearing on the human resource

development and an indicator of a better quality of life. As per the data provided by the Town

Directory, Census of India, 2001 Siwan is deficient in all levels of health facilities, from

dispensaries to general hospital as per the UDPFI norms, more so if the regional bearing of

the city is accounted for, given its primate status. Thus an urgent intervention is required to

cover the wide gap between the required health infrastructure and the actual available in the

town.

As in most Indian cities, health and medical facilities are generally provided by the private

sector and State Government hospitals. The Corporation does not provide any allopathic

facilities - the allopathic facilities are provided by the Department of Health and the private

sector. At present, there is one government hospital, which is known as Sadar Aspatal with a

total bed-capacity of 150 in the city. This hospital caters requirement of the entire district.

There is one AYUSH (Ayurvedic, Unani and Homeopathic) center. It only has out-patient

facility. It is being reported that the State Government hospitals are generally utilized by

urban poor, primarily due to subsidised costs. There is a clear-cut, socioeconomic division in

the population that utilises public and private health facilities and services. There are number

of private hospitals and nursing homes which serves the citizen of the city but there is no

information available on total number, bed-capacity, etc. Data on the morbidity pattern in the

city is not available, but as per the discussion with the District Health Officer, infectious and

parasitic diseases and respiratory system diseases as predominant.

Table 13-2: Health Care Facilities at Siwan

Particulars No. No. of Beds

District Hospital 1 80

AYUSH Hospital 1 -

Dispensary/Health Centers 1 6

Family Welfare Center 1 -

Delivery and Child Welfare Center 19 -

TB Hospital 1 -

Nursing Homes 25 Not Available


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Particulars No. No. of Beds

Veterinary Hospital 1 -

Mobile Health Clinic 1 -

Source: District Statistical Office, Siwan

13.13 Public and Semi Public Spaces

In addition to the core civic and health and education services, citizen requires other

facilities, mainly in the form of social amenities like gardens, libraries, swimming pool,

community halls, parks, playgrounds, and sports facilities. The table below lists some of the

other salient facilities available in SMC area. However, these facilities are not provided by

the corporation.

Table 13-3: Other Facilities Available in Municipal Area

# Particulars Number

1 Stadium 1

2 Marriage Halls Information Not Available

3 Daramshalas Information Not Available

4 Cinema Halls 3

5 Swimming Pool -

6 Libraries 2




The following are the strategies for the sectors

Education: Bringing in quality for education in the municipal schools and transforming the

school buildings from dilapidated condition to well-equipped state with proper investment.

Health: Creation of better health facilities and improving the existing health centres

Community infrastructure development:

• Cultural and recreational facilities like community center, sports complex, etc.

• Kalyan Mandaps to be developed and provided wherever it is necessary.


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13.14.2 Action Plan


improvement of slum areas in Siwan. A time line is furnished in Table 13-4 which covers



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Table 13-4: Priority Actions & Implementation Strategy – Social Infrastructure


Improvement of Health facilities

Upgradation of existing health facilities and construction of new in uncovered areas

√ √ √ √ √ √ √ High

Improvement of Education Facilities

Upgradation of existing schools and colleges and construction of new in uncovered areas

√ √ √ √ √ √ √ High

Community Infrastructure Development

Upgradation of existing infrastrcuture and construction of new in uncovered areas

√ √ √ √ √ Medium


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14 Environment and Disaster Management

14.1 Environmental Profile

Due to the rapid growth of population and urbanization, environment of the city has got

subjected to changes that could have adverse and irreparable effect on it. Any city planning

without due importance to the environment component is unlikely to be sustainable. Studies

and researches conducted worldwide have revealed the undesirable implications that an

unplanned and haphazard growth of a city could have on its environment. Furthermore,

there is an inherent positive relationship between physical environment and human health.

Siwan is experiencing environmental challenges due to lack of infrastructure and services.

There is a drastic change in the environment in the SMC area. The areas are developing in

an uncontrolled manner due to which the environment is getting impacted adversely. But

there is no environment regulation or checking done in the city. There is no district or city

unit of state pollution control board.

14.1.1 Air Quality

The data on Air Quality is not available at present as there was no study conducted till now

but it can be observed that due to the rapid growth of the city and increasing number of

vehicles the air quality is getting affected. A study need to be conducted and proper

regulation need to be in place.

14.1.2 Water Quality

The City depends on the ground water for its daily purpose through piped water supply and

also individual hand pumps. It has been reported that the quality of ground water is not

tested on regular basis though a district level laboratory of PHED is available in Siwan.

Water samples are not collected and tested in any point of the distribution network and also

at the consumer end. The Pollution Control Board has also not done any study on the quality

of the water in the ponds.

14.1.3 Noise Level

Noise is notified as a pollutant under the Air (Prevention and Control of Pollution) Act.

Although stringent permissible noise level regulation has been set by the Central Pollution


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Control Board (CPCB), noise levels exceed these limits almost everywhere in the city. Noise

levels are monitoring is not being carried out in the ULB and this need urgent attention.

Most of the areas along the major roads in Siwan Chapra Road are subjected to much

higher noise levels than the permissible limits.

14.2 Water Bodies and Green Spaces

Considering the present and future demands and availability of drinking water facility with

respect to quality and quantity, the role of existing water bodies is assuming prominence.

There are very few water bodies (ponds/tanks) and small gardens spread out at various

locations in the SMC area.

14.3 Existing Environmental Regulations

There is no environmental regulation in the city at present.

14.4 Disaster management

There has been an increase in the incidence of natural disasters worldwide with increasing

loss of life and damage to property. The risk of disasters can also be expected to rise in the

future, particularly for developing countries populations. There are two reasons for this trend:

• An increase in extreme natural events, primarily due to climatic change

• Increased vulnerability of populations to these natural events

Natural disasters are closely bound up with the development status of a region. They disrupt

or impair development and, at the same time, a low level of development increases the

chances of occurring. Supported in part by bilateral and multilateral donors, many countries

are stepping up their efforts to prevent disaster. The idea is that effective precautions will

avert future disasters or at least mitigate them. This in turn will help stabilize development in

partner countries. Containing the hazards and reducing vulnerability can lower disaster risk.

Siwan is vulnerable to different kinds of disaster due to its geographical and topographical

location; it is prone to Flood, Drought, Fire and Earthquake.

The natural calamities result in recurring annual losses and minimal developmental gains. A

need for greater awareness and information sharing to bring the different agencies working

in this area to support at the time of National emergency with their skills and resources,

which resulted in development of information and ideas through Web Technology. The nodal


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agency for information and gap analysis for the people of Bihar during the Natural and

Human Emergency is Disaster Management Department, Govt. of Bihar. A separate control

room has been setup at the Main Secretariat, Patna under the aegis of Commissioner-cum-

Secretary, Disaster Management Department, Patna which will help the suffering people in

co-ordination with other agencies, government and non government. Humanitarian

Assistance had been provided to the affected people in the districts during the previous year

floods in the state. The lists are as mentioned below.

• Distribute Community tents to Affected Area

• Create temporary shelters, health camps, vetenary camps, nutritional feeding

for pregnant women and infants up to 6 years, temporary roofing for families &

equipments support for strengthening the state control room & district control

room

• Arrange Tarpaulin Sheets, Halogen tablets, Bleaching Powder & Equipments

among people of the affected area

• Prepare and distribute family food packets

Disaster Risk Management Programme, which is working under Disaster Management

Department, Govt. of Bihar, has decided to setup District Control Rooms with the latest art of

the technology having computers, fax, scanners, copiers and Internet connectivity so as to

develop the data bank related to disasters, consequences and relief management for

generating the Knowledge base for the people of Bihar. An important part of this mission is

providing assistance to prepare for and recover from natural or man-made disasters that can

result in great human and economic losses.

The Map below shows the multiple hazard zones in Bihar highlighting the Siwan district.


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Map 14-1: Multiple Hazard Zones Showing Siwan District in Bihar

The district lies in zone IV of the earthquake zones, which is a high-risk zone. Therefore the

development controls in the area requires earthquake resistant buildings. Siwan district also

falls in the risk zone for floods.

Apart from being flood prone, Siwan is also at risk due to cyclones as it lies in the wind high

damage risk zone.


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Map 14-2: Earthquake Hazard Map Showing Siwan District in Bihar

The wind hazard map of Bihar, shows that Siwan district mainly falls in High damage risk

zone with cyclonic wind velocities around 47m/s.


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Map 14-3: Wind Hazard Map Showing Siwan District in Bihar

The flood hazard map of Bihar shows that the Siwan district does not fall in the high risk

zone or area prone to flooding.

Map 14-4: Flood Hazard Map Showing Siwan District in Bihar


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14.5 Key Issues

• Lack of open spaces in ULB. • Absence of environment monitoring unit in the city. • Very few water bodies in the ULB



Purification of water bodies: The water bodies should be preserved and protected.

Rainwater harvesting: RWH and maintenance of individual premises hygienic and pollution

free should be encouraged and strictly followed. Rainwater harvesting should be mandatory

for building permission.

STP: Sewage treatment plant should be set up and the city should be made 100% UGD.

Treated wastewater may be utilised for non potable purpose.

SWM: Effective strategies for processing of solid wastes such as composting, production of

pellets, power etc should be implemented. Emphasis should be given to marketing of the

products so as to generate revenue. Sewerage and industrial waste can be treated and sold

to agricultural farmers and industrial units. Use of plastics bags should be banned and

recycling and reuse of plastics should be promoted through public awareness campaigns

particularly targeting the school children. Scientific management of bio-medical waste should

be promoted to meet the requirements

Tree plantation: Tree plantation on the roadside.

Environment planning: Environmental planning should be part and parcel of city planning.

There is growth in the number of houses in the city. Before the construction of any building,

consultation with the municipality should be made mandatory.

14.6.2 Action Plan


improvement of environment in Siwan. A time line is furnished in Table 13-4 which covers



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14-1: Priority Actions & Implementation Strategy – Environment


Purification and conservation of Daha River and other two water bodies

Cleaning and removing wastes and proper cleaning - - - - - √ √ High

Training and capacity building Officials, NGOs, CBOs √ √ √ √

High


Providing assistance to District Administration in developing disaster mitigation strategies and preparedness

√ √ √ √ √ √ √ High

Urban Forestry including renovation of parks and tree plantation on the road side

In all parks and all road sides √ √ √ √ √ √ √ High


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15 Urban Heritage and Tourism

15.1 Background

The city has a few tourism spot. Siwan District has several popular tourist attractions. This

district offers some sites of historical and religious importance.

15.2 Tourism Potential

The main tourist attractions in and around the city include Zeradie, Ashiana, Anand Bagh

Math and Sunder Bagh Math, Mahendra Nath Temple, Raghunathpur, Bhikabandh,

Panchmukhi Shivalinga and Burhiya Mai Temple. Tourist infrastructure needs to be provided

so as to develop these centres and proper care should be taken so as to conserve some of

the areas.

15.3 Tourism Policy

Currently, Bihar State does not have a tourism policy. A new distinct Tourism Policy is to be

planned in a manner to promote tourism industry as a vital part of the vibrant economic

activities of the state. The policy is envisaged to include the following:

• Identify commercial importance of Tourism

• Define the role of State Government

o As a catalyst.

o As promoter, facilitator and infrastructure provider.

o As pioneer, planner and joint investor with private groups to boost

tourism.

o As formulator of plans and policies.

o Maintenance of law and order.

o Deploying tourist police force.

o Disposing grievances.

o Standardizing quality of tourism product and services.

o Enacting suitable laws for tourism.

o Framing Rules and Regulations for tourism development.


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• Timely execution of policies, qualitative improvement and up gradation of

comprehensive master plan of the state with a focus on regional, sub-regional

areas and tourist circuits etc.

• Identify the basic infrastructure for Tourism

• Investment in core structure of Tourism

• Tourism Council would be constituted under the aegis of respective district

administrations under the DMs.

• Specialised education-cum-training for human resource development related

to tourism would form an essential component of tourism development.

• Acceptance of suggestions from different religious communities would be

made for their inclusion in the plan for development of tourism.

• The objectives are to construct multi cultural complexes, involvement of local

population in tourism industry, exposition of folk art forms and culture to create

awareness among people in order to develop tourism. People participation in

tourism development using educative materials and other tools is to be

encouraged, etc.



Coordination between various agencies: Tourism development is a composite of several

service providers. Public sector institutions such as national and/or state tourism department

are also involved in planning, development and management of tourism. The participation of

different private and public agency makes tourism a complex phenomenon requiring strong

cooperation and coordination for it to be developed and expanded. Main tourist attraction

points needs to be identified and developed on a priority basis. Support infrastructure like

roads including internal, rail linkages, etc. are important for the tourism to flourish and need

to be developed. Developing and sustaining effective marketing plans and programmes.

15.4.2 Action Plan


improvement of tourism sector in Siwan. A time line is furnished in Table 15-1 which covers



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15-1: Priority Actions & Implementation Strategy – Environment


Improvement of tourism spots

Identification, restoration, improving the services in the tourist spots

√ √ √ √

High

Improvement of tourism infrastructure

Improvement of Connectivity, hotels, restaurants, etc.

√ √ √ √ √ High


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16 Governance and Ongoing Reforms

Governance in the context of rapidly growing cities is gaining unprecedented

significance. The concept of good governance with its principles of inclusiveness,

transparency, accountability, responsiveness, equity and efficiency is increasingly being

considered worldwide as the key to transform the city. Cities are dotted with the

presence of multiple institutions providing various services to the citizens. The

effectiveness of these institutions is critical to economic growth, poverty reduction and

overall quality of life in the city. The institutions governing a city broadly include state

government departments, urban local bodies and parastatal agencies. The urban local

bodies and parastatal agencies are created through Acts of legislature.

The 74th CAA, 1992, of the GoI has imparted constitutional status to the ULBs and has

assigned appropriate functions to them. A constitutional basis is given to the relationship

of the ULBs with the State Government with respect to their functions and powers, timely

and regular elections, arrangements for revenue sharing etc. ULBs are given additional

powers including preparation of local development plans, programmes for ensuring

social justice, and environmental management there by making them more responsive to

the local needs. In conformity with the 74th CAA, various state governments have taken

initiative to amend their respective municipal corporation/ municipalities’ act and the

ULBs have been entrusted with the functions listed in the twelfth schedule of the

constitution or section 243 (W) of the 74th CAA, 1992.

The SMC was established in 1924. At present the town is run by a Chairperson, Vice-

Chairperson and 36 councillors on the legislative front and one Municipal Commissioner

to oversee the executive works.

16.5 Legal Framework

ULBs in Bihar are governed by an important legislation, i.e., Bihar Municipal Corporation

(BMC) Act, 2007. The BMC Act, 2007 governs all the ULBs in the state. The Act specify

governance framework, the spatial jurisdiction and the functional domain of the local

bodies.


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As per the BMC Act, 2007 all the seats in the ULBs shall be filled by persons chosen

(councilors) by direct election from the territorial constituencies i.e. wards in the

municipal area. It is mandatory to reserve in every ULB not more than 50% of the total

seats of the councilors for (i) Scheduled Castes; (ii) Scheduled Tribes; and (iii) Backward

Classes. It should be noted here that the number of reserved seats for SCs and STs

should be in the same proportion to the population of the SC and ST bears to the total

population of the area and such seats would be allotted by rotation to different

constituencies in the ULB under the direction, control and supervision of the State

Election Commission (SEC), constituted under section 123 of Bihar Panchayat Raj Act,

2006 (Bihar Act 6, 2006). Seats should be reserved for Backward Classes but not more

than 20% of the total seats and within the overall limit of 50% reservation for the SCs,

STs and the Backward Classes and shall be allotted to the remaining constituencies in

the prescribed manner by the SEC.

Within these reserved seats for SC, ST and Backward Class, not more than 50% of the

seats should be reserved for women belonging to SC, ST and Backward Class.

Similarly, not more than 50% of the seats unreserved category should be reserved for

women. Such total number of seats reserved for women belonging to the any of the

category should be allotted by rotation under the direction, control and supervision of the

SEC to different constituencies.

Apart from the directly elected councilors following should also be members of ULBs:

• the members of the House of People and members of the Legislative Assembly

representing constituencies which comprise wholly or partly the municipal area.

• the members of the Council of States and members of the State Legislative

Council registered as electors within the municipal area and members of State

Legislative Council elected from the Local Bodies Constituencies of the municipal

area.

The elected council should, unless dissolved earlier, continue for a period of five years

from the date of its first meeting after the general election. An election to constitute a

elected council should be completed before the expiry of the period specified i.e. five

years or (b) before the expiry of a period of six months from the date of its dissolution. If,

for any reason, it is not possible to hold the general election of a Municipality before the


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expiry of the period of five years, the elected council would stand dissolved on the

expiration of the said period, and all the powers and functions vested in the municipal

authorities under this Act would be exercised Administrator or Board of Administrators,

which would be notified and/or appointed by the State Government.

Each ULB would consist of such number of Councillors/wards within the maximum limit

as are specified in the Table below determined by the State Government provided that

State Government shall determine the number of councilors for each ULB before every

election, by notification.

Table 16-1: Number of Councilors/Wards

Population range Minimum Incremental Number Maximum

Municipal Corporations

Above 10 lakh 67 One additional Councilor for every 75,000 above 10 lakh 75

Above 5 lakh upto 10 lakh 57 One additional Councilor for every 50,000 above 5 lakh 67

Above 2 lakh upto 5 lakh 45 One additional Councilor for every 25,000 above 2 lakh 57

Municipal Councils

Class 'A' Municipal Council 42 One additional Councilor for every 15,000 above 1,50,000 45

Class 'B' Municipal Council 37 One additional Councilor for every 10,000 above 1 lakh 42

Class 'C' Municipal Council 25 One additional Councilor for every 5,000 above 40, 000 37

Nagar Panchayat

Nagar Panchayat 10 One additional Member for every 2,000 above 12,000 25

A Councilor would hold office for a period of five years from the date of the first meeting

of the council unless - (a) the Municipality is dissolved earlier, or (b) he resigns his office

by notice, in writing, under his hand addressed to the Chief Councillor, and, thereupon,

his office shall become vacant from the date of the notice, or (c) his election is void, or is

declared to be void, under the provisions of any law relating to municipal elections in the

State, or (d) the entire area of the ward from which he has been elected is withdrawn

from the operation. Under the BMC Act 2007, there is a provision to ‘Recall of Councilor’

under which councilor should be deemed to have vacated his office forthwith if he is


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recalled by means of secret ballot by a majority of the total number of voters of the

concerned ward. A councilor could be disqualified for reason, inter alia, if he has more

than two living children.

In the first meeting of councilor, which would convene within the thirty days of Gazette

Notification of elected councilor, would elect the Mayor and Deputy Mayor to assume

office. Similar reservation policy is applicable for the post of Mayor for the total number

of ULBs in the state. The Mayor of the ULB is the presiding officer in case of Municipal

Corporations. One Empowered Municipal Committee would be constituted in every

municipal corporation which would comprise the Mayor, Deputy Mayor and seven other

councilors.

There is a provision to constitute Wards Committees in every Municipal Corporation

having a population of three lakhs or more, which would be group the wards of the

Corporation in such manner that each group consists of not less than three wards. In all

the ULBs there would be Ward Committee in each ward of the ULB headed by the

councilor of the ward. Municipal Corporation could for Subject Committee, Ad Hoc

Committee and Joint Committee based on the requirement.

The functional domain of local bodies in the state is derived from respective legislations.

The Municipal Corporation Act list the function under two categories, namely, “obligatory

function” and “discretionary function”. The functional domain was expanded in 2007 as

per the 12th schedule of the 74th CAA. They include:

• water-supply for domestic, industrial, and commercial purposes, • drainage and sewerage, • solid waste management, • preparation of plans for development and social justice, • communication systems, construction and maintenance of roads,

footpaths, pedestrian pathways, transportation terminals, both for passengers and goods, bridges, over-bridges, subways, ferries, and inland water transport system,

• transport system accessories including traffic engineering schemes, street furniture, street lighting, parking areas, and bus stops,

• community health and protection of environment including planting and caring of trees on road sides and elsewhere,

• markets and slaughterhouses,


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• promotion of educational, sports and cultural activities, and aesthetic environment, and

• perform such other statutory or regulatory functions as may be provided by or under this Act or under any other law for the time being in force.

As per the provision of the BMC Act, 2007, the ULB might based on the approval of, the

Central or State Government, can undertake any function belonging to the functional

domain of the Central or State Government, and such functions may include primary

education, curative health, transport, supply of energy, arrangements for fire prevention

and fire safety, and urban poverty alleviation.

There are several issues in the transfer of functions of state agencies to the local bodies.

Transfer of functions need follow up legislation, institutional capacity of local bodies,

financial resources, etc., which come in the way of transfer of these functions to the

ULBs. It is also expected that transfer of officials as well as resources will follow the

transfer of functions. However, transfer has not happened in the state thereby leaving

the transferred functions only on paper.

16.6 Organisational Structure

16.6.1 Elected Wing

Siwan has an elected body headed by the Chairperson. Each ward elects one member

who collectively elects their Chairperson and vice-chairperson. There are election wards

and elected representatives as shown in table below:

Table 16-2: Elected Wing of SMC

Town Number Election Wards Number of Election Representatives

Siwan 38 38

The elected representatives take all policy decisions as per the BMC Act, 2007

governing all the ULBs in the State and the Chief Executive Officer administers the

functions of the ULB with the help of administrative and technical personnel to carry out

the decisions of the Municipal Council.


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Figure 16-1: Organogram of SMC

Source: Siwan Municipality

Member of the Existing Empowered Committee

# Name of the Member Designation

1. Ms. Anuradha Gupta Chairperson

2. Shri Karnajeet Singh Vice-Chairperson

3. Shir Yashodanand Member

4. Shri Vindalal Jadhav Member

5. Ms. Ranjana Shirvastava Member

6. Ms. Sunita Devi Member

7. Shri Intakhab Ahmed Member Source: Siwan Municipal Council

16.6.2 Administrative Wing

The Chief Executive Officer heads the SMC. The Chief Executive Officer, belonging to

the cadre of state, is assisted by the senior officers in all his activities. He is also

assisted by a group of officials in administration.

Siwan Municipal Council

Empowered Committee

Chairperson

Deputy Chairperson

Elected Councilors

Comprising Chairperson, Dy.

Chairperson and Members


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The entire Municipality has 115 employees. A total of 202 staffs are sanctioned and

hence 87 posts lay vacant. The details of the strength of employees in the municipality

are given in the table below.

The total human resource in the Municipality is given below:

Table 16-3: Human Resources in Siwan Municipality

# Posts Sanctioned Filled Gap

1. Chief Executive Officer 1 1 0

2. Head Clerk-cum-Accountant 1 1

3. Sr. Officers 1 1

4. Assistant 2 2

5. Junior Engineer 1 1

6. Tax Daroga 1 1

7. Assistant

9

8. Assistant Tax Daroga 1 1

9. Tax Collector

3

10. Conservancy Inspector 1 1

11. Ward Jamadars

4

12. Sweepers

72

13. Peon

18

Total 202 115 87 Source: Siwan Municipal Council

The main constrains faced by the Municipality is acute shortage of staff. At present 87

posts are lying vacant. As a result day-to-day official work is being hampered, as most of

the fields as well as clerical staff are over- burdened with work.

16.7 Roles and Responsibilities

SMC takes care of the services of sanitation, streetlight, general public health, parks and

gardens, poverty alleviation, etc. Apart from the local bodies, a number of government

institutions are associated with the governance of Siwan City. They include:


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State Government Agencies:

• Municipal Administration and Urban Development Department • Directorate of Municipal Administration (DMA) • Directorate of Town and Country Planning (DTCP) • Public Health Engineering Department (PHED) • District Urban Development Agency (DUDA) • Revenue Department • Medical and Health Department • Social Welfare Department • R&B Department • Home Department

Revenue Department:

• Slum Upgradation Department • Social Welfare Department • R&B Department • Home Department

Parastatals:

• State Urban Development Authority • State Highway Authority • State Housing Board (CHB) • State Pollution Control Board (CPCB) • Bihar Urban Infrastructure Development Company • Bihar Urban Development Agency

Each of the institutions listed above have been constituted under various Acts of Bihar

Government and have specific functions and liaise with local government in planning the

provision of infrastructure and delivery of basic services. There are also central

government institutions like railway, Public Works Department – National Highway,

which are responsible for the provision of services in the city.

In the absence of a coordinating agency, there are several constraints in the integrated

and comprehensive planning and delivery of services. Interdepartmental coordination is

one of the prominent issues and conflict that are becoming difficult to address or resolve

even at the level of heads of the service delivery agencies. It is observed that the citizen


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is often concerned with the quality of service rather than who is delivering the service.

The service delivery often suffers because more than one agency is involved and there

is no mechanism for ensuring inters agency coordination.

Following Table shows the different authorities that are responsible for the development

of infrastructure services in Siwan.

Table 16-4 Roles and Responsibility of Different Institutions

Urban Infrastructure Planning and Design Constructions Operation and

Maintenance Role of Private Sector

Water supply PHED PHED PHED and SMC Nil

Sewerage (after implementation)

Bihar Rajya Jal Parishad

Bihar Rajya Jal Parishad SMC Nil

Storm Water Drainage Major Drains

SMC and DUDA SMC and DUDA SMC Nil

Storm Water Drainage Minor Drains

SMC and DUDA SMC and DUDA SMC Nil

Solid Waste Management SMC SMC SMC Nil

Roads (including Flyovers) Major Roads

RCD and PWD RCD and PWD RCD and PWD Nil

Municipal Roads (including Flyovers) Minor/Internal Roads

SMC, District Board and

DUDA

SMC, District Board and

DUDA SMC -

Street Lighting SMC and State Electricity Board

SMC and State Electricity Board

SMC and State Electricity Board -

16.8 Ongoing reforms

In the recent years, Government of Bihar has initiated number of state level reforms.

They are discussed below:

Table 16-5: State Level Reforms

Reform Area Status

Implementation of 74th CAA • Achieved

Integration of Planning and Delivery functions • Achieved

Reform in Rent Control • Reform in Rent Control/Municipal Law has been finalized and


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Reform Area Status is expected to be placed before the Assembly in the winter session

Rationalization of Stamp Duty (reduction to 5%)

• Stamp Duty has been brought down from the existing 18% to 10% in May 2006 with a target to reach 5%.

Repeal of ULCRA • Achieved. Repealed in August 2006.

Revision of Building Byelaws to streamline the approval process

• Byelaws have been amended in April 2006 to incorporate structural safety norms.

• In order to attract investments in multiplexes and malls, building byelaws, cinema rules have been amended in August 2006.

Revision of building byelaws to make RWH mandatory in all

• Byelaws have been amended in April 2006 to incorporate rain water harvesting.

Simplification of Legal and Procedural frameworks for Conversion of Agricultural Land for Non-agricultural purposes

• Rules and regulations for simplification legal and procedural frameworks for conversion of agricultural land for non-agricultural purposes of has been finalized and is expected to be placed before the Assembly in the next session

Introduction of Computerized Process of Registration of Land and Property

• State government has initiated computerized registration of land and property title certification

Encouraging PPP • In several ULBs PPP projects have been experimented

starting with garbage disposal, street lighting, construction of bus stands, etc.

Table 16-6: ULB Level Reforms

Reform Area Status

Adoption of Accrual Based Double Entry Accounting System

• In the process

e-Governance • Not initiated

Property Tax

• ULB is in the process of computerization of data related to Holding Tax such as number of properties, built-up area, name of the owner, etc.

• Self Assessment of Holding Tax is proposed. • Elimination of exemption from Holding Tax is yet to be

initiated.

User Charges • There is no initiation for formulating ULB level policy on user charges.

Basic Services to the Urban Poor

• Siwan Municipality is implementing various center, state and ULB sponsored schemes for provision of basic services to the poor like SJSRY, etc. to improve the quality of life of urban poor.

Internal Earmarking of Funds for Basic Services to the Poor • Not initiated


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Reform Area Status

Optional Reforms

• Enactment of Public Disclosure Law: Yet to be initiated • Adoption of Rent Control Act: yet to be adopted • Revision of Building By-laws to streamline the approval

process for construction of buildings, development of sites, etc.: Building Plans are approved by the private Architects. At present there are two empanelled Architects are working in Siwan Municipal Area.

• Simplification of legal and procedural framework for conversion of agricultural land for non-agricultural purpose: recently State Cabinet has passed a resolution but is yet to be streamlined from state level

• Introduction of Property Title Certification System in ULB: yet to be initiated

• Earmarking at 20-25% of developed land in all housing projects for WES/LIG category with a system of cross subsidization: yet to be initiated.

• Introduction of computerized process of registration of land property: yet to initiated

• Revision of bye-laws to make Rain-Water Harvesting mandatory in all buildings to come up in future and for adoption of water conservation measures: yet to be initiated

• Bye-laws on reuse of reclaimed water: yet to be initiated • Administrative Reforms: yet to be initiated • Structural Reforms: yet to be initiated • Encouraging PPP: some area/services have been identified

for PPP.

16.9 Key Issues

The critical issues that emerge from the existence of multiple agencies include:

• Spatial and functional fragmentation • Overlapping functions • Multiple accountability lines • High service delivery gaps, and • Increasing urban poverty

Other key challenges are discussed below.

• Lack of Clarity in Local Functions: The 74th CAA, 1992 envisages that

the functions listed in the 12th schedule be entrusted to elected local

bodies. This is with a view to minimize ambiguities and overlapping of

functions between local bodies and other authorities. However, in practice,


151

several agencies are responsible for the functions and in some cases,

local bodies have no role. All the functions listed in the 12th Schedule of

74th CAA are yet to be devolved to the ULBs in the state.

• Lack of Inter-Departmental Coordination: Governance of any city

depends upon effective organizational structure, sufficient and competent

staff strength and adequate financial inflows. The outcomes and outputs of

reform initiatives are yet to be realized by the corporation and citizens as

well. Organisational structure of SMC has to be examined and adequate

steps are to be initiated to strengthen the same. All the process need to be

examined carefully and a process reengineering have to be taken up avoid

the unnecessary delays in provision of service delivery.

• Inter Institutional Co-ordination: One of the prominent issues in the area

of urban governance was inter departmental coordination and conflict

issues that are becoming difficult to address or resolve even at the level of

heads of the service delivery agencies. It was observed that the citizen is

often concerned with the quality of service rather than who is delivering the

service. The service delivery often suffers because more than one agency

is involved and there is no mechanism for ensuring inter- agency

coordination.

• Transparency and Accountability: There is a need to have greater

transparency and accountability in the functioning of the various municipal

departments responsible to provide services. There is need for improved

resource allocation and budgeting for various departments for adopting

mechanism like participatory budgeting. Presently, there is no system for

getting continuous feedback from citizens on various municipal services

and approaches like Report Card could be considered for improving

accountability. Processes and arrangements for collaborative decision

making, community action planning, city development strategies, etc.

should be followed. Information technology can be significantly leveraged

in governance processes for disseminating urban information, service

delivery, decision-making, etc.


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• Impact of Development: Siwan has grown in a haphazard manner. There

is rapid growth in population. This is in turn adding to the pressure on the

infrastructure and available space.

• Grievance Redressal: There are no grievance redressal mechanisms in

the city. There is also no proper platform to provide information to the

citizen on all services. Lack of awareness and information is affecting the

citizen’s access to grievance redressal.

There is an urgent need to address these institutional and other challenges to provide

good governance to the city. Unless the roadblocks are removed, economic

development is hampered and efficient service delivery becomes difficult. This adversely

impacts the community, particularly the poor. There is need, therefore, to restructure the

governance framework, remove the roadblocks and streamline the lines of

accountability. The city should offer high quality services and promote inclusiveness and

citizen friendly governance institutions only where it is environmental friendly and is well

governed the vision of the city can be realized.

16.10 Strategies for Urban Governance

Considering the key issues in terms of Governance and to develop transparency in the

Governance strategies have been identified. A time line is furnished in Table 16-7 which

covers policy level planning, reforms, institutional strengthening and service delivery

aspects.

Table 16-7: Priority Actions & Implementation Strategy – Urban Governance

Projects City Specific Strategies 2011 2012 2013 2014 2015 Priority

Preparation of Master Plan

A comprehensive Master Plan detailing the existing

Single Window Complaint Redressal System

Developing a state of the art grievance redressal mechanism covering all the municipal services

√ √ High


Organizing capacity building training programmes and exposure visits for municipal functionaries and elected

√ √ √ √ √ High


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Projects City Specific Strategies 2011 2012 2013 2014 2015 Priority representatives to build their capacities for implementing various reform measures

Implementation of Reforms

A roadmap needs to be prepared for implementation of various reforms as per the timelines to improve the efficiency of the SMC

√ √ √ √ √ High

Enhancing Citizen Participation in Decision-Making

Providing enabling environment and platforms for citizen for participating in decision making and creating awareness among citizen for the same

√ √ √ √ √ High

Enhancing Transparency and Accountability

All the relevant documents need to be published and put for public scrutiny, conducting periodic consumer satisfaction survey to gauge the performance of ULB

√ √ √ √ √ High


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SECTION C: Municipal Finance


155

17 Municipal Finance

Municipal governments have been assigned a range of functions related to the provision

of the public services. They strive to meet the costs of constructing and maintaining

urban facilities and services. Revenues must be raised to cover capital investments and

recurrent-revenue expenditures, as well as employee’s salaries and debt services. The

raised revenues must be utilized to attain the needs of the public as well enhance the

development of the city as a whole Meaning, management of revenues and expenditure

planning is very important aspect for any local body.

In terms of financial performance, SMC has done fairly well during the past five years,

however, total expenditure are increasing faster in comparison with the total income of

the Municipality.

17.1 Municipal Finance Structure

SMC maintains municipal Account for managing the finances of the ULB. The accounts

of the municipal fund are maintained on cash based single entry accounting system.

BMC Act, 2007 through its sections, mandates the local bodies to levy and collect taxes

approved by the State Government and notified in the Official Gazette. This section

contains a description of the municipal finances, the sources and uses of funds, and an

assessment of municipal finances based on important financial indicators. Data collected

from the annual accounts of the SMC have been compiled and analyzed under these

two categories i.e. Revenue Account and Capital Account. The review of finances

involves a time-series analysis of the income and expenditure of the SMC to ascertain

the trends and the major sources and uses of funds. For the purpose, financial data

pertaining to the last five years (2005-06 to 2009-10) have been compiled in an abstract

format. Detailed accounts compiled from the budget books of SMC are presented in

Annexure. For the purposes of analysis, all the account items are broadly categorized

under the following major heads of Income and Expenditure:

Income: All recurring and non-recurring items of income are included under this head.

Income includes the receipt of the ULB under income from own sources, income from

assigned/shared taxes, income from properties, income from license, fees and grant in

aid from the central and state government.


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Expenditure: All expenditures of SMC are categorized under revenue expenditure and

capital expenditure. The revenue expenditure includes salaries, general and

establishment expenses, health and other expenditure. Capital expenditure comprises of

expenditure against the grants received.

Concerned efforts have been made by the SMC for increasing the revenue base. The

overall financial performance of SMC is satisfactory, however, there is dependability on

state grants. The summary of the Municipal finance is given in the table below.

Table 17-1: Summary of Accounts for Siwan Municipality

Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

Revenue Account

Revenue Income 1,05,23,977 1,37,41,481 1,69,69,492 1,92,01,508 4,91,69,333

Revenue Expenditure 91,20,568 1,32,54,768 1,56,89,100 1,88,37,875 2,00,07,314

Surplus / Deficit (-) 14,03,409 4,86,713 12,80,392 3,63,633 2,91,62,019

Capital Account

Capital Income 4,73,75,301 4,05,88,876 2,00,36,115 4,92,16,466 2,50,78,818

Capital Expenditure 62,04,294 4,91,62,593 84,85,051 5,68,74,780 83,52,499

Surplus / Deficit (-) 4,11,71,007 (85,73,717) 1,15,51,064 (76,58,314) 1,67,26,319

Overall

Total Income 5,78,99,278 5,43,30,357 3,70,05,607 6,84,17,974 7,42,48,151

Total Expenditure 1,53,24,862 6,24,17,361 2,41,74,151 7,57,12,655 2,83,59,813

Surplus / Deficit (-) 4,25,74,416 (80,87,004) 1,28,31,456 (72,94,681) 4,58,88,338

Source: Budget document of respective financial year

No trend could be established as far as surplus or deficit is concerned. The income of

SMC has gone up to Rs. 742.48 lakhs in the financial year (FY) 2009-10 from Rs.

578.99 lakhs in FY 2005-06 mainly due to the concentrated efforts of ULB in collecting

the taxes and increasing the revenues from own properties. Similar pattern is observed

in the expenditure of SMC. Expenditure pattern is also heavily dependent on the grants

received for various purposes. The figures on the Municipal finance along with charts are

given below for reference.


157

Figure 17-1: Income & Expenditure and Growth Rate

Total Income v/s Expenditure, 2005-06 to 2009-10 (Rs. in lakhs)

Growth Rate of Income & Expenditure, 2005-06 to 2009-10 (%)


Figure 17-2; Overall Surplus / Deficit


17.2 Revenue Account

The revenue account represents operating income and expenditure items of SMC. All

recurring items of income and expenditure are included under this head. The breakup of

this head includes taxes and non taxes levied by the ULB, Municipal share in taxes

levied by the Government, fees collected by the Corporation and miscellaneous receipts

2005-06

2006-07

2007-08

2008-09

2009-10

Income 578.99543.30370.06684.18742.48

Expenditure 153.25624.17241.74757.13283.60

0

100

200

300

400

500

600

700

800

Income Expenditure

-100

-50

0

50

100

150

200

250

300

350

05-06 06-07 07-08 08-09 09-10

Income Expenditure

-100

0

100

200

300

400

500

05-06 06-07 07-08 08-09 09-10

Revenue Surplus / Deficit Capital Surplus / Deficit Total Surplus / Deficit


158

on the revenue income side and salaries, maintenance expenditure etc. on the revenue

expenditure side.

• Revenue Income – It includes income/ receipts from all taxes, non-taxes/

charges, cess, devolutions of assigned revenues from state government, etc.

• Revenue Expenditure – It includes expenditures towards establishments, O&M of

services, works and supplies, salaries, etc.

Revenue Income

All recurring items of income are included under this head. This head includes taxes and

non taxes levied by the Municipal Corporation, Municipal Corporation share of taxes

levied by the Government, fees collected by the Municipal Corporation and other

receipts.

Table 17-2: Revenue Income

Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

Income from Taxes 8,51,778 15,74,882 27,48,819 27,94,146 44,04,933

Income from Assigned Revenue 35,05,524 0 0 0 2,03,80,379

Income from Properties 56,55,970 1,15,39,493 1,16,31,711 1,44,73,235 1,61,60,809

Income from Fees, Charges, License 5,10,705 6,27,106 25,88,962 19,34,126 82,23,212

Total 1,05,23,977 1,37,41,481 1,69,69,492 1,92,01,508 4,91,69,333

Source: Municipal budget document of respective financial year

As can be seen the contribution from income from properties is the highest which is

more than 63% (average) and this is followed by contribution from income from taxes

which forms around 12% of the total revenue income. Significant revenue is collected

through various fees, licenses, etc. which contributes around 10.29%. Income from

assigned revenue is not continuous as corporation has received only in two FYs i.e.

2005-06 and 2009-10 and it was 33.31 and 41.45% of the total revenue income

respectively.

Property Tax

The growth rate of collection of property tax has been fluctuating without a steady graph.

The average growth rate of property tax during the period from 2005-06 to 2009-10 is


159

44%. Collection under this head includes Holding Tax, Water Tax, Latrine Tax, Health

and Sanitation Cess and Education and Awareness Cess based on the ARV of the

property. Composition is given in the following table.

Table 17-3: Composition of Property Tax

Particulars % of Annual Rental Value

Holding Tax 2.5

Water Tax 2

Sewage Disposal Tax 2

Health and Sanitation Cess 1.25

Education and Awareness Cess 1.25


There is a need to improve the coverage and collection efficiency for Property Tax for

improved resource mobilization. Self assessment on Unit Area Basis is initiated in the

municipal area which is yet to be universalize.

Table 17-4: Income from Property Tax and its Components

Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

Holding Tax 4,30,803 6,85,468 13,24,582 13,11,216 21,04,594

Water Tax 40,958 73,422 1,47,909 1,28,837 1,51,021

Latrine Tax 71,859 1,17,508 72,836 13,929 33,983

Education Cess 1,40,628 3,30,440 5,87,219 6,58,635 10,49,909

Health Cess 1,40,630 3,30,440 5,86,808 6,58,635 10,49,491

Total 824,878 15,37,277 27,19,354 27,71,251 43,88,998


Income from Municipal Properties/Assets

The collection under this head is showing an overall increasing trend. It contributes up-

to 18 percent of total income of the Municipal Corporation for last four years.

Table 17-5: Income from Municipal Properties

Particulars Income from Municipal Properties

2005-06 56,55,970

2006-07 1,15,39,493

2007-08 1,16,31,711


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Particulars Income from Municipal Properties

2008-09 1,44,73,235

2009-10 1,61,60,809


From the table given above it can be observed that the growth under this source of

income has reached top most level in the year 2009-10 due to the concerned efforts of

the Municipality. The collection under this head had an average annual growth rate as

63% (approx.).

Municipal Fees and Charges

The growth rate of collection under fees and charges is showing a fluctuating trend. The

revenue realization from this head has significantly increased and has reached Rs.

82.23 Lakhs in FY 2009-10 from Rs. 5.10 Lakhs in 2005-06. It contributes up-to 10

percent (average for the assessment period) of total income. Municipality is taking up

step to improve the revenues by initiating special drives for collection of fees and

charges. It has also introduced some new heads of fees and charges.

Table 17-6: Income from fees, Charges and License

Particulars Income from Fees, Charges and License

2005-06 5,10,705

2006-07 6,27,106

2007-08 25,88,962

2008-09 19,34,126

2009-10 82,23,212



161

Figure 17-3: Growth Rate of Various Heads of Revenue Income


Revenue Expenditure

The major items of revenue expenditure of the books of accounts of the Corporation may

be classified as:

• General, Establishment and Office expenditure

• Operation and Maintenance Expenditure

Table 17-7: Revenue Expenditure

Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

General, Establishment and Office Expenditure 80,67,948 1,20,25,832 1,44,82,669 1,64,69,042 1,84,27,072

Operation and Maintenance Expenditure 10,52,620 12,28,936 12,06,431 23,68,833 15,80,242

Total 91,20,568 1,32,54,768 1,56,89,100 1,88,37,875 2,00,07,314


Table 17-7 summarises the revenue expenditure of the SMC. The total revenue

expenditure increased from Rs. 91.20 lakhs in FY 2005-06, to Rs. 200.07 lakhs in FY

2009-10 with an average annual growth of about 18%. Establishment expenditure mainly

salaries, pension, gratuity, contribution in provident fund of municipal employees is the

-50

0

50

100

150

200

250

300

350

05-06 06-07 07-08 08-09 09-10

Taxes Municipal Properties Fees, Charges, Licence


162

biggest component of the expenditure with an average of 90% portion of revenue

Expenditure.

Expenditure heads under each category are listed below:

General, Establishment and Office Expenditure:

• Salaries of Municipal Employees • Pension of Retired Employees • Contribution in Provident Fund • Legal Expenses • Telephone • Stationary

Operation and Maintenance and Other Expenses:

• Lighting • Drain Repairs • Road Watering • Road Cleaning Purchase • Vaccination • Building Repairs • Road Repairs • Stores • Sanitary Equipment

Status of the Revenue Account

SMC’s revenue account has shown surplus throughout the assessment period (2005-06

– 2009-10). It is regarded to the concerned efforts of the municipality to increase

revenue base by improving collection efficiency of taxes, various fees, changes and

licenses.

17.3 Capital Account

The Municipal Council spends insignificant amounts on capital works, such as creation

of infrastructure assets, water supply and drainage works, roads, conservancy schemes;

purchase of vehicles, plant and machinery, etc., and thus it seems to be a major concern

on the part of the ULBs. The ULB’s funds for capital expenditure are a mix of loans,

grants, assistance from financial institutions and from its own sources. Income and

expenditure items under this account are primarily non-recurring in nature.


163

• Capital Income – Includes grants and loans towards capital works from State and

Central Governments, donor agencies under various programmes, income from

sale of capital assets, etc.

• Capital Expenditure – Includes costs incurred for infrastructure development,

purchase of capital assets, etc.

Capital Income

The trends in capital income and expenditure had been fluctuating. The growth rate in

capital income was largely owing to the income in the capital grants for the

aforementioned assessment period, while the capital expenditure had reduced. The

Municipality’s funds for capital expenditure are totally dependent on the grants from

center and state governments. It spends marginal amounts on capital works, such as,

creation of infrastructure assets - water supply and drainage works, roads, conservancy

schemes, purchase of vehicles, plant and machinery, etc. It is a major concern for

improved and geographically widened service delivery.

Table 17-8: Capital Income

Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

12th Finance Commission 23,60,257 16,98,943 37,64,716 18,82,358 79,28,316

PCC Road Construction - 63,80,150 - - -

SJSRY 7,27,000 - 23,80,871 - -

NSDP 47,91,000 - - - 11,310

Pay Grant 16,14,428 16,19,397 74,51,112 - -

MLC Fund 2,00,000 - - - -

Sanitary Equipments - 34,25,000 - - -

BPL - 1,62,258 1,09,672 - -

Pay Loan 9,68,657 - - - -

Deposit - 2,000 - - -

Water Supply 1,00,00,000 - - 3,79,40,000 -

Drainage & Sewerage System 2,40,00,000 2,40,00,000 - - -

Hand Pipe Grant - - 24,13,760 2,46,008 -

Building Construction Grant - - 38,79,075 - -

Animal Census - - 36,909 - -


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Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

Matching Grant - - - 91,04,600 1,69,69,492

Kabir Antesthi Yojana - - - 43,500 -

Allowance to Members - - - - 1,57,200

Advance 27,13,959 33,01,128 - - 12,500

Total 4,73,75,301 4,05,88,876 2,00,36,115 4,92,16,466 2,50,78,818


Capital Expenditure

Capital expenditure is the most flexible item of the city’s budget, and is normally

contingent upon receipt of associated revenue. The capital expenditure of SMC includes

all expenditure incurred on creation/ acquisition of capital including construction of

buildings and infrastructure systems, purchase of furniture, plant/ equipment, machinery

and vehicles.

Table 17-9: Capital Expenditure

Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

11th Finance Commission 7,16,584 2,31,425 43,842 - 22,12,385

Water Supply - 1,00,47,618 4,035 3,79,47,974 29,657

NSDP 19,54,164 15,41,878 1,46,337 2,13,577 2,31,290

SJSRY - 5,78,455 12,771 - -

Drain Construction 48,400 1,98,977 3,54,817 1,32,93,538 19,55,442

12th Finance Commission - 14,89,700 20,55,513 5,39,925 -

BPL - 1,14,190 34,590 1,40,703 1,428

Building Construction 74,372 40,207 - 1,408 4,66,148

Road Construction 3,61,274 31,309 7,24,449 44,79,551 31,82,810

Sanitary Grant - 2,40,00,000 24,67,282 - -

Election - - 1,82,025 - -

Income Tax - - 38,382 7,304 -

Computer Cell Construction - - - 1,11,450 77,003

Kabir Antesthi Yojana - - - - 72,000

Refund 18,23,000 26,09,334 1,87,902 50,000 1,14,336

Advances 12,26,500 82,79,500 22,33,106 89,350 10,000

Total 62,04,294 4,91,62,593 84,85,051 5,68,74,780 83,52,499



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17.4 Status of Municipal Finances

SMC has shown surplus in capital account for some years and deficit in some years

which indicates under performance in utilization of various government grants and also

grants received are not spent in the same years. The flow of government grants was

fluctuating during the assessment period and does not follow any pattern. It has

hindered the capacity of Municipal Corporation for future planning.

17.5 Key Findings

• Presently, SMC is following cash based single entry accounting system and

needs to migrate to accrual based double entry accounting system at the earliest.

• The SMC is not conducting any physical verification of stocks and fixed assets.

Information in regard to various assets is scattered.

• Lack of trained manpower in the ULB.

• The current pace of revenue growth cannot match the future requirements

specifically due to envisaged huge capital investments.

• The capital expenditure during the assessment period had been very low in

terms of the capital income received by the Municipality.

17.6 Goals, Strategies and Action Plan

Considering the past scenario of the municipal finances of SMC and the key issues

identified, the goals to improve the financial performance of the ULB are set. The

collection efficiency of the various taxes plays an important role in improving the

municipal finances of the Corporation. On a longer run, SMC should be able to generate

revenues from its own sources thorough taxation and user/service charges, in order to

meet the regular revenue expenditure that would be incurred by the ULB regularly. The

existing level of efficiency and the proposed goals for various heads are detailed in

Table below.

Table 17-10: Goals Related to Municipal Finance

Particulars Existing Goals (2015)

Operating Ratio (OR) 0.71 <1

Share of Tax Revenue and income from service delivery of the Less than 50% of More than 75% of


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Particulars Existing Goals (2015) municipality revenue income total revenue income

Property Tax collection Efficiency Less than 50% of the demand

85 % of the current demand and 100% of

the arrears

Water Charges/Tariff (including the sewerage and drainage surcharge) Not levied 100%

Accounting Method Single entry

Double entry from next financial year

Strategies:

• Transition from single entry cash based accounting system to double entry

accrual based accounting system should be made at the earliest.

• Capacity building measures should be undertaken for ULB staff for

conversion to double entry accounting system and maintenance thereof.

• Computerization of all municipal operation like Accounting process,

property tax collection, MIS, grievances redressal system for citizens

should be implemented.

• Fixed Asset register should be prepared by identifying all the assets and

correct cost identification and valuation thereof. Fixed asset register

should be maintained at historical cost basis as suggested by National

municipal Accounting Manual (NMAM).

• Capital work in progress should be identified properly as on the Opening

Balance Sheet date.

• All liabilities of the Municipality should be identified as on the Opening

Balance Sheet date.

• Cash flow estimation should be prepared on a regular basis for optimum

utilization of cash.

• Depreciation fund for the municipality should be created for replacement of

assets.

• Rational budget on accrual basis should be prepared. If accrual based

double entry accounting system is implemented then cash based

incremental based budget also needs change. For the first year after

conversion of accounting system to double entry system, zero base


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budgeting may be considered. This will make the budget process more

rational and will help to compare budget and actual performance.

• Programme and performance budgeting (PPB) may be implemented

• Appropriate Internal Control System should be implemented in the ULB.


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18 Stakeholder Consultations

18.7 Details of Consultations

As a part of the consultation process for preparation of CDP for Siwan, the

Administrative Staff College of India (ASCI) and Ernst and Young Pvt. Ltd. (E&Y) with

the support of Siwan Municipal Council has organised a kick-off workshop for all the

stakeholders on 9 October 2010 (Saturday) at Municipal Office, Siwan. A tentative list of

stakeholders was shared with the Municipal Council and invitations were extended to

them. The said kick-off workshop was attended by the elected representatives including

Mayor and ward councilors. Representatives from non-government organisations were

also invited. The kick-off workshop got a good response from elected representatives

and municipal functionaries despite the ongoing assembly elections in Bihar. All the

delegates of the workshop were requested to introduce themselves to the house.

The objective of the workshop was to launch the CDP preparation process and

disseminate information on the concept of city development planning, the components of

CDP, the planning process and key stakeholders to be involved in the planning process.

Service Level Benchmarks (SLB) issued by the MoUD, GoI covering four municipal

services viz., Water Supply, Sewerage, Storm Water Drainage and Solid Waste

Management were also explained. Good practices pertaining to service delivery were

also shared with the delegates. Roles of and contributions from the various stakeholders

required for undertaking the task of CDP preparation was explained.

Figure 18-1: Inception Meeting


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The Mayor and Municipal Commissioner of Siwan Municipal Council shared their

expectations from the ongoing planning process. During the workshop, inputs were

obtained from the key stakeholders. Participants were requested to identify the key

problems/issues confronted by the city in integrated development.

18.8 Sector-wise Inputs/Suggestions

Participants were asked to identify the key issues/challenges confronted by the city

council in the holistic development of the city. They were also asked to highlight the

probable solution for them. Key problems and probable solutions are follows identified by

the stakeholders.

Challenges/Problems/Issues for Integrated Development

• Problems related to traffic and transportation

• No demarcation between residential and commercial areas

• Drainage lines are not covered

• Supply of electricity

• Non-availability of dedicated cell at Municipal Council for enhancing the

revenue base

• Solid waste from households are commercial establishments is dumped

into open drain leading to chocking

• Very few household have piped water supply connection and mainly

depends on alternative sources of water supply

• Rapid increase in private vehicles leading to air and noise pollution in the

city

• Open solid waste dumping points

• Problem of cattle causing traffic jams

• Non-availability of individual toilets leading to high incidences of open

defecation

• Non-availability of cycle rickshaw stands, which one of the important

means of intra city transportation

• Insufficient staff at municipal council


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• Non-availability of pedestrian way on city roads

Probable Solutions

• Removal of encroachments from the roads and road widening of major city

roads

• Zoning regulation should be done and strictly followed for commercials

areas

• Zone-wise planning for water distribution network to enhance the

accessibility of piped water supply

• Dedicated cell should be constituted for revenue enhancement especially

for collection of holding tax

• Pin-point planning for removal of solid waste from city including door-to-

door collection

• Number of sweepers needs to be increased based on the population of the

area

• By-pass road is required to divert the heavy vehicles from entering into city

• Development of underground drainage system

18.9 Second Stakeholders Meeting

18.9.1 Details of Consultations

As mentioned earlier, the ASCI and E&Y have conducted Inception Workshop on 9

October 2010 and subsequently collected data and information from various

departments of Siwan Municipal Council and other agencies concerned for urban

development like District Urban Development Department (DUDA), Public Health

Engineering Department (PHED), Fire Brigade Department, etc.

As a next step in CDP preparation process, ASCI and E&Y with the support of SMC has

organised a consultation workshop for all the stakeholders on 7 March 2011 (Monday) at

Municipal Office, Siwan. A tentative list of stakeholders was shared with the SMC and


171

invitations were extended to them. The said consultation workshop was attended by the

elected representatives as well.

The objectives of the workshop are as follows:

• to share and validate the collected data and information

• to develop city vision and sector goals and strategies

• to identify and prioritize project proposals under CDP

The Chairpersion, Chief Executive Officer and Eleceted Representatives of SMC shared

their expectations from the ongoing planning process. During the workshop, a Vision

Statement for the City were obtained from the stakeholders. Participants were requested

to identify the tentative projects and prioritise them.

18.9.2 Tentative Projects identified by stakeholders

• Improvement in traffic conditions, problems like traffic jam should not occur

• Construction of market/commercial complex at Naya Bazar

• An integrated drainage system should be developed

• Restoration and beautification of Daha River

• Development of Master Plan

• Effective and efficient delivery of water to every individual

• Rampant open defecation due to unavailability of toilets – construction of

sufficient number of individual or community toilets - Provision of universal

sanitation facilities

• Construction of integrated underground sewerage system for the whole city

• Construction of houses as per the existing requirement of the slum dwellers

• Improvement in existing status of solid waste management by procuring sufficient

resources

• Effective implementation of various developmental programmes like Indira Awas

Yojana, SJSRY, etc.

• Development of parks for children and old citizens

• Road-side shops should be relocated to a proper developed vending zone


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• Restoration of tourism spots not only the known one but which are significant for

locals too

• Appointment of assessor for property tax purpose

• Construction of Chhat Ghats in the city

18.10 List of Key Stakeholders

1. Chairperson

2. Deputy Chairperson

3. Chief Executive Officer

4. Municipal Functionaries

5. State and/or District level Urban Development Authority

6. Executive Engineer – Public Health and Engineering Department (PHED)

7. Member of District Planning Committee

8. Former Mayor/ Chairperson

9. Media

10. Representatives from:

• SPUR • Town and Country Planning Department • Tourism Department • Public Works Department • Regional Transport Officer • Police Department • Divisional Employment Office • Education Department • Housing Board • District Industrial Corporation • Forest Department • Disaster Mitigation Department /Cell • Electricity Department • Revenue Department • Pollution Control Board • Health Department • Water Supply • Solid Waste Management • Accounts and Finance • Establishment and Stores • Heritage Cell • Urban Poverty Eradication Cell • Minority and Tribal Population • Local Unit of Conservation/ Heritage Society / Temple Trust • Department of Culture / Tourism • Town Planner/ Urban Designer and Environmentalist


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• Local NGO / CBO • Senior Citizens/ Retd Officials residing in the city • Women’s Association • Trade Unions • Hoteliers Association • Transport Association


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19 Vision, Projects and Sectoral Strategies

Siwan is a city which had a strong potential to grow as a trade center in the region.

Inspite of being an important trade center in the past, the quality of living has stagnated

over the last few decades with the closure of the industrial units, low level of investment

in infrastructure, high level of pollution and lack of social infrastructure.

Development of any city is based on various activities that are prevailing in the city and

its potential to grow as an important growth center. For sustained growth of its economic

base, for the city to be attractive and improved quality of life, there is a need to position

the city in a manner to sustain this level of growth and strengthen response mechanism

of agencies to address growth demands.

For this, various stakeholders have been consulted in Siwan on several occasions and

has discussed the pattern for the development of the city. This Section outlines the

vision and sectoral strategies for the city on the whole.

19.1 Overall Vision

A Vision is a statement which express aspiration of the city that where it wishes to go,

within a given time frame, and is often expressed in terms of expectations. Developing a

Vision for the city is core part of the preparation of CDP process. A vision is a tool that

helps to align stakeholders’ energies to work together to achieve a common goal for the

betterment of the city and therefore design strategies accordingly. All programmes and

projects must therefore be aligned with the identified vision.

The vision was developed in a participatory process through a series of consultations

with a variety of stakeholders involved in the CDP process like elected representatives,

various agencies coordinating with SMC for provision of urban services, NGOs, etc. In

each of the consultations, participants were asked their views on challenges confronted

by them, what are the probable solutions and the priority for implementing identified

projects. In the process, various stakeholders articulated a wide range of expectations

as vision statement. Synthesising their expectations into one that is acceptable to all was

tricky however; the overall vision defined is one that has the desired acceptability.

Taking into consideration the range of perspectives, the following vision emerged:


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“We would like our city to be clean, green and citizen friendly”

19.2 Key Issues to be addressed to achieve the Vision

Provision of adequate, reliable and affordable physical infrastructure services is the

mandatory obligation of any ULB and to follow this obligation certain targets and issues

are to be resolved and improved. In this regard, well drafted strategies for each of the

key/ basic sectors should be developed.

Before looking at the strategies for each of the sectors it is essential to list down the key

issues and challenges. The steps to address these issues would form an integral part of

the strategies and goals for the city. These issues have been classified into three

categories, viz. Short Term (till 2015), Medium Term (till 2025) and Long Term (till 2035)

based on the criticality and impact of these issues. These challenges form the basis for

arriving at the vision statement and would become the general criterion used in

identifying projects and targets for various departments with regard to efficient service

delivery, prompt customer service, environmental sustainability, strategic implementation

of projects, community benefits, infrastructure maintenance needs and the growing

demand. In order to attain the above mentioned vision for Siwan, the following key

challenges are to be addressed.

Key issues to be addressed in Short-term (till 2015)

• Poor service delivery and operation and maintenance of the services

• Damages and leakages in the existing water supply

• No underground sewerage network

• No separate storm water drainage system available

• Poor solid waste management system in practice in the city and there is no

sanitary landfill site

• Poor management of existing resources (both financial resources and municipal

assets)

• Poor and dilapidated Water Treatment Plant and supply network

• Congested old / market areas

• No parking facilities in any part of the city


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• Poor social infrastructure (including but not limited to health, education and open

spaces)

Key issues to be addressed in Medium-term (till 2025)

• Inadequacy of the water supply and sanitation schemes

• No underground sewerage network

• Most of the areas with poor and inadequate infrastructure

• Existing water bodies and open and natural drains under threat of encroachment

• Poor drainage network, also carrying sewage, may cause health hazards

• Poor solid waste management system may cause health hazards and epidemic

• No solid waste treatment system in practice

Key issues to be addressed in Long-term (till 2035)

• Extensive pollution of the water bodies (nalas) may lead to adverse

environmental hazards

• High volume of waste discharge and encroachment in the natural drains and

water bodies may cause serious damage to these water bodies

• Poor O&M of water supply network may result in its failure of the system in the

near future

• No proper sewerage system increases uncollected and untreated sewage which

would cause more pollution of water bodies and create increased health hazards

• Poor and inefficient drainage network causing water logging and damages the

existing infrastructure of the city

Challenges which would be faced during short/medium/long term

• Provision of open spaces and parks is important for the overall environment of

the city, however due to lack of land parcels available gradually the number and

area of open spaces and parks are shrinking

• Making inventory of the existing and proposed networks/ schemes for which

sectors

• Verification of technicality/ adequacy of the schemes which are being

implemented at each stage is important. This would assist in addressing the

issues adequately and achieving the desired objective from each scheme.


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• Renewal/ rehabilitation of inadequate infrastructure/ network

• Optimum utilization of available resources

• Propose separate storm water drainage and sewerage networks

• Propose efficient collection and treatment system for sewage

• Propose efficient solid waste management scheme

• Allocation of fund/ investment plan and strategy

• Prioritized and phased implementation

• Efficient O&M mechanism

• Governance/ e-governance through application of GIS and MIS

• Reforms relating to public private participation

• Cover 100% population by piped water supply and sewerage network

• Refurbish the existing Water supply and sewerage systems

• Reduce transmission and distribution losses and check the leakages therein

• Provision of adequate and separate storm water drainage system

• Affordable basic services to Urban poor

• Effective sewerage and solid waste treatment facilities and safe disposal of

treated waste

• Skilled technical manpower for Operation & Maintenance (O&M) of the

infrastructure systems

• Provision of solid waste management system, including collection, transportation

and disposal of waste

• Conservation of existing water bodies in the city

• To facilitate inter and intra city traffic movement

19.3 Prioritization of sectors

The second city level workshop as mentioned earlier, was focused on the prioritization of

the projects and sectors on the whole. Based on the discussions with the stakeholders

the following prioritization is being finalized in the workshop.

Table 19-1: Sector Prioritization based on Stakeholder Consultations

S. No. Sector Priority

1 Water Supply High

2 Sewerage and Sanitation Medium


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S. No. Sector Priority

3 Strom Water Drainage Medium

4 Solid Waste Management High

5 Roads, Traffic and Transportation High

6 Street Lighting Medium

7 Housing, Poverty and Urban Poor Medium

8 Social Infrastructure Medium

9 Heritage and Conservation Low

10 Environment Low

11 Urban Reforms High

19.4 Strategies at City Level

Based on the vision statement, the following strategies have been evolved in

consultation with municipal officials and various stakeholders. The city level strategies

include:

• To decongest the market areas in the city by providing suitable alternatives

especially for wholesale activities

• To provide safe, equitable and sustainable basic services

• To promote industries and industrial development to enhance the economic base

• To enhance quality of life of slum dwellers by providing accessibility to basic

services

The sector-specific reforms are an integral part of phase-wise strategies and

investments are an integral part of the year-wise strategies. The general criterion used in

identifying projects were the vision and targets of various departments with regard to

efficient service delivery, prompt customer service, environmental sustainability,

strategic implementation of projects, community benefits, infrastructure maintenance

needs and the growing demand.

The city stakeholder consultations and focus group discussions held as part of the CDP

preparation process were other important tools in developing the sector specific

strategies. These consultations brought out deficiencies at the macro and micro levels

and have provided the basic platform for the identification of strategies. Infrastructure

delivery benchmarks in the form of indicators were also used to arrive at the demand


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and prevailing gaps in service delivery, which further correlated with the results of the

stakeholder consultations to arrive at specific project proposals.

19.5 CDP Implementation Mechanism

The ULB with support from State should set up a CDP monitoring committee comprising

of 1-15 members from elected representatives, officials from key departments and civil

society members. The Committee should be headed by the Chairperson.

The city should establish a CDP cell comprising of 3 or 4 senior officials from the ULB to

act as the Secretariat for the CDP monitoring committee.

The city with support from Housing and Urban Development Department should set up a

Project Implementation Unit (PIU) to implement CDP as well as reforms.


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20 Investment Prioritization Plan

20.1 Project Identification and Prioritisation

Based on the vision of the city, Demand Gap Assessment and consultations with various

stakeholders, the sector specific projects were formulated. The sector-specific approach

has been instrumental in framing the action plan. The sector-specific reforms are an

integral part of phase-wise strategies and investments are an integral part of the year-

wise strategies. The general criterion used in identifying projects were the vision and

targets of various departments with regard to efficient service delivery, prompt customer

service, environmental sustainability, strategic implementation of projects, community

benefits, infrastructure maintenance needs and the growing demand.

The city stakeholder consultations and focus group discussions held as part of the CDP

preparation process were other important tools in the identification of projects. These

consultations brought out deficiencies at the macro and micro levels and have provided

the basic platform for the identification of projects. Infrastructure delivery benchmarks in

the form of indicators were also used to arrive at the demand and prevailing gaps in

service delivery, which further correlated with the results of the stakeholder consultations

to arrive at specific project proposals.

20.2 City Investment Plan

The City Investment Plan gives an estimate of the level and quantum of investment

required to implement the strategic sectors in the CDP over a specified time-frame to

attain sustainable growth and to achieve agenda goals. The scheduling or phasing of the

City Investment Plan (CIP) is based on the analysis of fiscal resources for new

investments and O&M, technical capacity for construction, and the choice of specific

improvements to be taken up over a period of 5 years (FY 2011-12 to FY 2015-16).

The CIP is worked out by duly considering the recommendations of technical experts

and the suggestions of the stakeholders. The sector-wise CIPs are:

• Water Supply

• Sewerage and Sanitation


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• Storm Water Drainage

• Solid Waste Management

• Roads, Traffic, and Transportation

• Urban Poverty and Housing

• Social Infrastructure

An estimate of the capital investment that is required to achieve the objectives of various

goals/service levels is presented in this section. This estimate is based on the following:

• Discussions held with principal stakeholders;

• Review of available information on the existing system;

• Assessments through field visits and specific discussions with entities

responsible for system implementation, operation, and maintenance;

• Consultants’ database and experience with projects of similar scale and

nature;

• Requisite inflation rate, cost escalation on materials and labour for 2010-2011

rates of implementation, and

• Requisite provision for unforeseen items of work and physical contingencies.

Figure 20-1: Percentage of Sectorwise Capital Requirement for Short Term


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Table 20-1: Sectorwise Total Capital Requirement for Short Term

S. No Sectors ` in lakh % Share

1 Water Supply 2,721 47.1%

2 Sewerage and Sanitation 264 4.6%

3 Storm Water Drainage 190 3.3%

4 Solid Waste Management 376 6.5%

5 Roads, Traffic, and Transportation 1,388 24.0%

6 Social infrastructure 365 6.3%

7 Urban Poverty 476 8.2%

Total Capital requirement 5,781 100% Note: The Capital Costs include the 2% Contingency Fund

It can be observed from Table 20-1 and Figure 20-1, that capital requirement for the

water supply; Solid Waste Management and roads collectively form about 77.6% of the

total capital requirement for Siwan.

Table 20-2: Year-wise Capital Requirement for Short Term

S no Sector 2011-12 2012-13 2013-14 2014-15 2015-16

1 Water Supply 127 390 962 471 504

2 Sewerage and Sanitation 38 151 118 123 70

3 Storm Water Drainage 119 67 59 47 47

4 Solid Waste Management 225 428 105 102 45

5 Roads, Traffic, and Transportation 979 1,132 317 138 373

6 Social infrastructure 38 84 41 55 77

7 Urban Poverty 306 77 73 80 88

TOTAL 1,831 2,328 1,676 1,016 1,205

Note: The Capital Costs include the2% Contingency Fund All figures in ` Lakh

20.2.1 Sector-wise Project Identification and Costing

This section details out the gap for the short term, sector wise projects and their

corresponding costs for each of the sectors identified. The unit costs and Capital

Investments are given in ` Lakh. All the capital cost for various public works includes

O&M of 5% of the capital cost for repair and maintenance and 2% for contingencies.

Annexure 8 mentions the details about the financial responsibility for each of the

identified projects.


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Water Supply

Table 20-3 summarizes the capital expenditure proposed for the water sector in short

term (till 2015-16). Large proportion is proposed for augmentation of distribution network,

strengthening of existing network and provision of metering system.

Table 20-3: Capital Requirement for Short Term - Water Supply

S no Component Gap Uni

t

Unit

Cost

Capital Investm

ent Implementing Agency

1 Rising mains 1.7 KM 92 PHED and ULB through Contract

2 Distribution Network 9.6 KM 238 PHED and ULB through Contract

3 Chlorination Units 10 MLD 20 240 PHED and ULB through

Contract

4 Strengthening of Existing Network 43.1 Km 5 271 PHED and ULB

5 Metering and Control Mechanism

8,296 No. - 99 PHED and ULB on PPP

Basis

6 Storage Capacity Augmentation 8.0 ML 120 1,376 PHED and ULB through

Contract

7 Source Augmentation LS 200 PHED and ULB through PPP Basis

Planning Studies 77 ULB

Contingencies & O&M 163

Sub Total 2,833


Table 20-4 summarizes the capital expenditure proposed for the sewerage and

sanitation sector in short term (till 2015-16). Large proportion is proposed for

augmentation of Collection network, and provision of sewerage treatment plant for

effective system in the city.

Table 20-4: Capital Requirement for Short Term – Sewerage and Sanitation

S no Component Gap Unit Unit

Cost Capital

Investment Implementing

Agency

1 Primary and secondary collection network 8.1 KM 19 115 ULB/BRJP on

Contract/PPP Basis


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S no Component Gap Unit Unit

Cost Capital

Investment Implementing

Agency

2 Public Toilets 25 No 4 130 ULB


O&M and Contingencies 17

Sub Total 276


Storm water collection network is a high priority sector according to the various

stakeholders and the city of Siwan being in a Plain region the city faces major problem in

terms of water logging. The existing drainage network should be maintained properly

and desilting of the drains is to be done at the earliest in order to make the flow of drains

smooth.

Table 20-5: Capital Requirement for Short Term – Strom Water Drainage

Component Gap Unit Unit Cost

Capital Investment

Implementing Agency

Drainage system 6.2 KM 12 91 ULB and DUDA

through Contract

Desilting of all major drains 20.0 Km 5 90 ULB and DUDA



Sub Total 200


Table 20-6 summarizes the capital expenditure proposed for the Solid Waste

Management system in short term (till 2015-16). All the capital cost for various public

works includes. This sector is proposed to be implemented under the PPP mode.

Table 20-6: Capital Requirement for Short Term – Solid Waste Management


Capital Investment

Implementing Agency

Development of Treatment site 50 TPD 3 193 ULB on PPP Basis

Waste Collection Bins 25 No. 1 25 ULB

Vehicles for Transportation and handling of waste 8 No. 14 146 ULB on PPP

Basis


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Capital Investment

Implementing Agency

Awareness Campaigns 5 ULB


Sub Total 394

Road, Traffic and Transportation

Table 20-7 summarizes the capital expenditure proposed for the Roads in short term.

Most of the capital requirement is focused towards increasing the road capacity.

Table 20-7: Capital Requirement for Short Term – Roads, Traffic and Transportation


Capital Investment

Implementing Agency

Construction and Up gradation of road network 13.5 Km 75 1,079 ULB, DUDA

and RCD

Foot paths 11.6 Km 10 145 ULB

Parking 4 No. 2 11

ULB on PPP Basis

Bus Stand Redevelopment 1 No. LS 70

Junction Improvement 6 No. 0.25 2

Cycle Rickshaw Stands 12 No 1.3 21

Tempo Stand 5 No 1.3 8



Sub Total 1,453

Heritage, Environment, Tourism and Social Infrastructure

Table 20-8 summarizes the capital expenditure proposed for the Social Infrastructure in

short term (till 2015-16). All the developmental projects are proposed to be implemented

by ULB/Private Party.

Table 20-8: Capital Requirement for Short Term-Social Infrastructure

Component Gap Unit Unit Cost Investment Implementing Agency

Street Lighting 74 No 0.09 7 ULB and BSEB

Fire Engines 1 No 16 16 ULB

Improvement of tourism spots LS 20

ULB on PPP Basis Improvement of LS 5


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Component Gap Unit Unit Cost Investment Implementing Agency tourism infrastructure

Education Facilities LS 10 ULB with Department Concerned Health facilities LS 10

Institutional Development LS 50 ULB

Grievance Redressel Cell LS 10

ULB on PPP Basis

Parks 1 No 14

Community Room LS 30

Hawkers’ Market LS 40

Night Shelters LS 30

Preservation of water bodies LS 66

Restoration of Daha River LS 25 ULB


O&M & Contingencies 22

Total 380

Urban Poverty

Low cost housing would include building of 288 low cost houses spread over 5 year

period. The average cost for building is assumed at ` 1.30 lakhs per house. In addition,

inflation is also added to ascertain the total cost requirement

Table 20-9: Capital Requirement for Short Term – Housing and Urban Poverty


Capital Investment

Implementing Agency

Low cost housing in slums 288 No 1.3 457 ULB and

Department Concerned

Planning Studies/Reforms 10 ULB


Total Investment for Housing 476


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20.2.2 Funding Pattern

The CDP has identified projects, with an estimated total cost of ` 5,781 lakh for the five

year period. About 44% of proposed capital cost is required in two year period between

2012-13 and 2013-14. However, Siwan Municipality would be responsible for funding

projects costing ` 1,825 lakh which is about 31% of total cost including the O&M Costs.

The remaining of the capital requirement is expected to be funded by the GoB, GoI,

other agencies, PPP and other sources over the five-year period.

Table 20-10: Funding Pattern

S no Sectors Capital

Investment 2011-

12 2012-

13 2013-

14 2014-

15 2015-

16 Share

1 Finance Commission 186 - 91 - - 94 3%

2 State Government 1,453 190 504 157 176 426 24%

3 Central Government 1,241 231 407 95 110 399 21%

4 RAY 471 195 64 65 70 77 8%

5 CBULB 50 10 10 10 10 10 1%

6 VGF 63 1 58 1 1 2 1%

7 Other 96 12 5 0 16 62 2%

8 PPP + Private 265 16 166 15 53 16 4%

9 ULB 1,921 349 632 239 208 493 32%

10 Beneficiary 166 27 32 32 35 40 3%

11 Other Funding 100 12 20 20 22 26 2%

Total 6,012 1,044 1,988 634 701 1,645 100%

The above figures include O&M and Contingencies also All figures in ` Lakh

20.2.3 Financing Strategies for the CIP

Siwan Municipality plans to raise resources and fund the CIP by:

• Accessing the grants available under the JNNURM/UIDSSMT framework

• Using available internal resources and improving upon the same through:

• Increasing property tax collection by improving collection efficiency and

increasing the average yield per property through re-assessment; and

• Increasing revenues from water supply by reducing non-revenue water

and introduction of usage based water tariff system.


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• Adding sewerage and Drainage surcharge

• SWM charges for providing augmented services

Siwan Municipality would also explore the option of raising debt to bridge the investment

deficit. For projects which are out of bounds of Siwan Municipality in terms of funding,

various other funding options would be explored.

20.3 Financial Operating Plan

The investment capacity of Siwan Municipality is assessed through a Financial

Operating Plan (FOP) which gives a multi-year forecast of finances of the local body for

the Short-term. In line with the phasing of identified investment from FY 2011-12 to

FY2015-16, the FOP has been generated for the same period. A salient feature of the FOP is that all outstanding dues, including debt and non-debt liabilities, have been taken into account.

The accounts data between the years FY2005-06 and FY2009-10 are used as the basis

to determine past trends in revenue and expenditure and arrive at appropriate growth

assumptions for each income and expense item. After forecasting the revenue account,

the capital investments proposed under the Capital Investment Plan (CIP) are added to

the forecast. The FOP is generated to assess the investment-sustaining capacity of the

Municipality, if it adopts project funding structures comprising grants under the JNNURM

and GoB framework (accounting for 80 % and 10 % of the funding respectively) and

internal resources and loans accounting for the rest. The level of investment that the

Municipality can sustain is then determined by studying the overall surpluses/year-to-

year opening balance and debt service coverage ratio (DSCR). If DSCR (surplus amount

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.

• Revenue Income (Receipts)

• Taxes, Non-Tax Sources, and

• Grants


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• Revenue Expenditure

• Establishment

• O&M

• Debt Servicing- Existing and New Loans

• Capital Income (Receipts)

• Capital Expenditure

20.3.1 Municipal Finance Projections

Current ULB finances 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. A part of the surplus will be utilised to meet the O&M expenses

on newly created assets.

A spreadsheet FOP model has been customized to depict the financial position of the

Siwan Municipality and work out the investment sustaining capacity, based on the FOP’s

assumptions. The model can be used to calculate future surpluses under various

scenarios involving combinations of internal revenue improvement, state support,

financing terms, etc.

20.3.2 Key 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 JNNURM/UIDSSMT framework are

presented below in Table 20-11.

Table 20-11: Basic Assumptions for the Financial Operating Plan

Parameters Assumptions Current Status

Revenue Income

Property Tax An average increase of 8% pa 48.7% CAGR

Growth in PTAs PTAs to increase to 76% in 2015 from 64% in 2010.


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Parameters Assumptions Current Status

Collection Efficiency 80% Collection efficiency to be attained by 2015 Less than 50%

Growth in Tax Rate Area based Lump sum basis

Widening the Tax Net Identification and assessment of all properties in the ULB by 2008-09 through GIS based survey

Water Usage charges

Growth in Household Connections and Demand

Connections as % of PTA to increase from 88% to 100% in 2015

88 %

Collection Efficiency 80 %Collection efficiency to be attained by 2015 Less than 50%

Water Rate and New Connection Deposit

Up gradation of existing connections into metered connections.

Water tariff revenue Usage charge of ̀ 8 per KL

Sewerage connection fee 10% of metered connection fee NIL

Sewerage charge 10% of water tariff NIL

SWM charges ` 10 per HH per month NIL

Drainage charges 10% of water tariff NIL

Revenue Expenditure

General Administration and Office Expenditure To increase by 15 % annually 22.9% CAGR

O&M and Other Expenditure To increase by 10 % annually 10.7% CAGR

Capital Account

Capital Grants - GOI Through Finance Commission and Other Schemes

Capital Grants - GoB Through State Finance Commission and Other Schemes

Capital Grants - Municipality Contribution through Own Sources of Income

Resource Gap To be met through debt & PPP

Loans/Borrowings 10 % interest repayable in 25 years

PPP Whereever Possible

Financial Assumptions

Inflation 5% per annum

Contingency 2% per annum

Increase in cost of construction 4.5% per annum

O&M ( as % of capital cost) 5% per annum


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20.3.3 Scenarios and Projections

Based on the assumptions mentioned in above and the proposed CIP, FOP has been

generated for Siwan Municipality. As stated earlier, the investment in all the sectors have

been incorporated in the FOP. Pertinent O&M expenses on new assets have also been

incorporated. The FOP estimate has been prepared for the following four scenarios:

• Scenario 1: Base Case Scenario: Considering the “as is” case i.e. without

any reforms or any private participation. This case would also consider that

the local body is dependent on the State Government even for the regular

day to day activities of the Local Body.

• Scenario 2: Reforms in small scale scenario: Considering the “as is” case i.e.

without any reforms or any private participation. Considering that the local

body would do all the reforms (except the Private Participation) (mentioned in

Section 20) and also the flow of funds through various identified sources is

done.

• Scenario 3: Best Case Scenario: Considering that the local body would do all

the reforms (mentioned in Section 20) and also the flow of funds through

various identified sources is done. In addition to this, it is also assumed that

the local body would consider PPP initiatives in the projects identified (also

that the Local body would enhance its capacity to implement the projects

under PPP). In this scenario, the revenue income and expenditure projections have been considered by the projections provided by SPUR

(refer Annexure 12 and 13).

Scenario 1: Base Case Scenario:

Under this scenario, total capital investment of ` 5,781 lakh is estimated for the short

term till 2015 and to meet the requirements the Municipality would need to take a loan of

` 5,125 lakhs during this plan period. The loan required includes debt servicing

component in calculations of the FOP along with the O&M for the infrastructure created.

Table 20-12: Summary Findings of the FOP: Scenario 1

S no Particulars/Items 2011-12 2012-13 2013-14 2014-15 2015-16

1 Opening Balance - 22 25 8 2


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2 Revenue Income 373 386 399 412 427

3 Revenue Expenditure 264 285 307 332 359

4 O&M of New Capital 32 83 22 23 71

5 Revenue Surplus (1+2-3-4) 78 40 94 65 (0)

6 Total Capital Income 282 299 317 336 356

7 Capital Expenditure 1,012 1,904 612 678 1,574

8 Capital Surplus (6-7) (731) (1,606) (295) (342) (1,218)

9 Total Income (2+6) 655 684 715 748 782

10 Total Expenditure (3+4+7) 1,308 2,272 941 1,033 2,003

11 Surplus /Deficit (9+15-10) (653) (1,588) (226) (285) (1,221)

12 Operating Ratio (3/2) 0.71 0.74 0.77 0.81 0.84

13 Debt Servicing Ratio 0.07 0.08 0.08 0.08 0.08

14 Closing Balance (1+11+15+16+17-18) 22 25 8 2 19

15 Beneficiary Contribution

16 Other sources/PPP

17 Loans/Borrowings 675 1,675 500 625 1,650

18 Debt Service @ 7.5%

84 291 345 412

Source: All figures in ` lakh

Scenario 2: Reforms in Small scale Scenario



` 2,500 lakhs during this plan period. The loan required includes the debt servicing

component along with the O&M for the infrastructure created. In order to sustain the

proposed capital investment, the local body would require grant support from various

sources as discussed in Table 20-20. This is exclusive of capital contribution from the

local body.



1 Opening Balance

9 7 24 7

2 Revenue Income 376 391 407 424 442



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5 Revenue Surplus (1+2-3-4) 82 35 90 100 29

13th Finance Commission - 91 - - 94

State Government 190 504 157 176 426

Central Government 231 407 95 110 399

RAY 195 64 65 70 77

CBULB 10 10 10 10 10

Viability Gap Funding (VGF) 1 58 1 1 2

Others 12 5 0 16 62

6 Total Capital Income 639 1,139 329 383 1,070


8 Capital Surplus (6-7) (374) (766) (283) (295) (504)

9 Total Income (2+6) 1,015 1,530 736 807 1,512

10 Total Expenditure (3+4+7) 1,306 2,269 936 1,026 1,993

11 Surplus /Deficit (9+15-10) (291) (739) (200) (219) (481)

12 Operating Ratio (3/2) 0.70 0.72 0.74 0.77 0.79


14 Closing Balance (1+11+15+16+17-18) 9 7 24 7 11

15 Beneficiary Contribution

16 Other sources/PPP

17 Loans/Borrowings 300 775 350 375 700


38 133 173 215


Scenario 3: Best Case Scenario



` 800 lakh during this plan period. In order to sustain the proposed capital investment,

the Municipality would require grant support from various sources as discussed in Table

20-15. In addition to this, through PPP and other sources ` 265 lakh are expected to be

raised. This is exclusive of capital contribution from the Municipality. Thus, ‘Best Case

Scenario’ emerges out to be the best option to execute where the Municipality can avail


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the benefits of various schemes by implementing the mandatory reforms mentioned in

the framework.



1 Opening Balance

21 6 16 15

2 Revenue Income 722 780 833 896 960



5 Revenue Surplus (1+2-3-4) 103 101 171 212 194




RAY 195 64 65 70 77

CBULB 10 10 10 10 10


Others 12 5 0 16 62

6 Total Capital Income 639 1,139 329 383 1,070


8 Capital Surplus (6-7) (374) (766) (283) (295) (504)

9 Total Income (2+6) 1,361 1,918 1,161 1,279 2,031

10 Total Expenditure (3+4+7) 1,631 2,604 1,280 1,378 2,356

11 Surplus /Deficit (9+15-10) (223) (437) (82) (23) (239)

12 Operating Ratio (3/2) 0.81 0.79 0.78 0.76 0.74


14 Closing Balance (1+11+15+16+17-18) 21 6 16 15 18

15 Beneficiary Contribution 27 32 32 35 40

16 Other sources/PPP 16 166 15 53 16

17 Loans/Borrowings 200 250 100

250


25 56 66 64


20.4 Financial Sustenance and Recommendations

The revenue improvement and expenditure control measures coupled with the

availability of grants under the JNNURM/UIDSSMT/other framework enhances the


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investment capacity of the Municipality. Even after the implementation of the reforms,

grants from the government and raising the funds through PPP and other sources, the

Municipality would have to raise ` 800 lakh for creating the infrastructure

Table 20-15: CIP Funding Pattern

Head 2011-12 2012-13 2013-14 2014-15 2015-16

Scenario 1: Base Case Scenario

Grants 282 299 317 336 356

Loans/Borrowings 675 1,675 500 625 1,650

Scenario 2: Moderate Scenario




RAY 195 64 65 70 77

CBULB 10 10 10 10 10


Others 12 5 0 16 62

Grants 639 1,139 329 383 1,070

Loans/Borrowings 300 775 350 375 700





RAY 195 64 65 70 77

CBULB 10 10 10 10 10


Others 12 5 0 16 62

Grants 639 1,139 329 383 1,070

Beneficiary Contribution 27 32 32 35 40

Other sources/PPP 16 166 15 53 16

Loans/Borrowings 200 250 100 - 250


Bridging the Investment Deficit


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An important aspect that needs to be considered in raising financial resources is

beneficiary contribution. Of late, in many instances such a Tamil Nadu and Bangalore,

the beneficiary contribution is as much as 5-10 % of capital infrastructure. This practice

has to be promoted and the concept of PPP also needs to be introduced to make the

services sustainable. The interventions should be in line with achievable targets and

their potential resource generation. Thus, a total investment of ` 265 lakhs can be pooled

by implementing the concept of PPP which further decreases the financial burden of the

Municipality. The assessment of investment sustenance concludes that though the

current finances of the Municipality are healthy, they would not be in a position to match

the proposed investments in infrastructure to achieve the desired vision unless the

existing tax base and resources mobilisation efforts are streamlined and strengthened.

In order to augment and enhance its financial resources, the Siwan Municipality should

identify alternate resources and augment existing ones such as user charges, parking

fees, etc.


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21 Reforms – Strategies

As the per the urban agenda of the MoUD, GoI, the reforms that are proposed to be

implemented at the city level should be on fast track and focusing on the efficiency of

urban infrastructure/service delivery mechanisms, community participation and

accountability of the ULB towards the citizen especially the poor.

• Institutional and governance reform

With an proactive elected council in place, the city will be positioning itself to

move forward on political and technical fronts towards the vision and the strategy

outlined in the CDP. As discussed earlier, there are various institutions involved

in provision of urban services to the citizens, clarity in their roles and

responsibilities to bring in accountability and transparency of operations will be

the next key step. Moreover, there is a need to design mechanisms which allows

citizens to participate in decision making by setting up of Ward Committees, e-

governance platforms, etc. Simultaneously, it is very important to highlight the

need of capacity building interventions to ensure that the ULB and other

institutions could implement all the identified projects and could achieve goals,

targets and vision identified in the CDP.

• Service delivery and infrastructure development The envisaged investments and reforms aim to improve services delivery levels.

In order to get optimum benefits from the investments, it is required to have

improved O&M practices. The improved services delivery would be the basis for

the introduction of user charges which is a pre-requisite of any financially

sustainable model. Willingness to pay for services would remain low if the quality

of services provided is not up to the standards. In the present scenario, the ULB

is dependent on the central and/or state grants for capital as well as O&M

expenses. The absence of user charges/fees makes urban services

economically unviable. In this regard, it is necessary to explore the options for

partnerships such as already started with discussions about outsourcing of street

sweeping in some of the wards.


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21.1 Policy Framework and Priority Actions

SMC though not very proactive in introducing reforms at the ULB level, is keen to make

necessary reforms for the proper implementation of the schemes for getting better

results and improve the overall performance. All the reforms can be broadly categorised

under the following:

• Property Tax Reforms

• Accounting Reforms

• Computerisation/MIS

• Resource Mobilisation Initiatives

• PPP Initiatives

Priority actions have been discussed and finalized during the stakeholder consultation

for urban management and sectoral reforms for the city. The following policy framework

and priority actions have been identified based on the discussion with key stakeholders.

Strategy

• Proactive approach both at policy and project level needs to be adopted to speed

up the implementation of various projects and urban reform process.

• Reforms to have in-built mechanism for citizen and stakeholder participation and

commitment

• Institutional strengthening and financial capacity building to be an integral part of

the reform measures

• Areas of reform measures include property tax (holding tax), accounting and

auditing and resources mobilization and revenue enhancement.

Property Tax (Holding Tax)

• Bringing transparency and uniformity in taxation policies

• Tax policy and operation procedures should be simple and clear

• Development of templates of property tax (for self-assessment) to increase tax

collection (without levying fresh taxes), including implementation strategies

• Mapping of properties and updated property tax management system for

enhancing property tax net /coverage and better administration


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• Collection of arrears through innovative ideas and approaches using tools for

community participation and fast track litigation methods.

Accounting and Auditing

• Accounting reforms – migrating from single entry cash based accounting system

to accrual based double entry accounting system.

• Legislative changes in the accounting systems and reporting requirements

• Designing of accounting procedures

• Accounting manual – charts of accounts, budget codes, forms and formats, etc.

• Standardized recognition norms of municipal assets and revenues

• Preparation of inventory of assets and liabilities

• Auditing of accounts should be carried out effectively and regularly to promote

transparency and accountability

Resource mobilization and revenue enhancement

• Increasing revenue through measures for better coverage, assessment, billing,

collection and enforcement

• Controlling growth of expenditure

• Improving the organization and efficiency of the tax administration system

• Augmentation of resource mobilization/revenue generation from properties

belonging to SMC for improving overall financial health

• Streamlining and strengthening of revenue base of the ULB

• SMC should publish an annual report disclosing the financial details of the ULB

and devote a section highlighting the amounts of subsidy given to a particular

service, how the gap is filled and who are the beneficiaries

• Application of e-Governance is equally important for municipal finance.

21.2 Urban Governance

Good governance in the municipal context stands on two broad principles viz.

transparency and civic engament and capacity building measures. Following sections

highlight key elements of the above tow principles of good governance specific to SMC

• Transparency and Civic Engagement In Municipal Management


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o Preparation and adoption of Citizen Charter and strict adherence to it

o Clarification of roles and responsibilities of various institutions involved in

urban service delivery

o Mass campaigns for creating awareness to enhance the involvement of

community in decision making

o Specific code of conduct for municipal functionaries and elected

representatives

o Adoption of various approached for resource mobilization, good leadership

and transparent processes for municipal finances and development work

o Effective networking with media and their engagement in creating public

awareness and creating demand for good governance.

o Setting in place an active and 24X7 public grievances’ redressal system with

automated department-wise complaint loading and monitoring system

o Improvement in efficiency through enhanced technical, administrative and

financial capacities

o Credit enhancement options other than state guarantee need to be adopted

• Capacity Building of Municipal Functionaries

o Undertaking the Training Needs Assessment (TNA) study for identification of

training requirements including for elected representatives

o Prepared and organize capacity development programmes for municipal

functionaries including elected representatives, especially women

representatives, with a view to enable them to focus on gender based issues

o Better human resource management through assessment of the training

needs of personnel involved in urban administration to enhance

management and organizational capabilities

o Assessment of fund requirement and its mobilization and identification of

institutions/resource persons to tackle the training needs of all personnel

o Development of training material in vernacular language and impact and

evaluation studies of the training programmes

o Capacity building to better position the ULB to employ highly qualified staff

and seek superior quality of out-sourced services


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• Technology Interventions Through Computerization

o Billing and collection of taxes and user charges through e-Services

o Speedup development of e-Governance system and accounting system

o Database management of assets, records, land, properties, liabilities, etc.

• Human Resource Development

o Staffing pattern, organizational restructuring and performance appraisal

o Development of MIS for effective and efficient management and decision-

making

o Staff training, exposure visits and motivation programmes to bring about

awareness on recent development and technologies

• Citizen Orientation and Interface

o Conduct citizen satisfaction surveys and analysis on annual basis to assess

citizen needs and demands

o Public relation strategies to enhance community participation and create

awareness

o Innovative citizen complaint redressal system including e-Governance

o Augment and strengthen new initiatives on citizen interface and orientation

o Regular interface with citizen associations/forums to understand public

needs

21.3 Reform Agenda and Timeline

As stated earlier, the MoUD, GoI has formulated a Reform Agenda for all the urban local

bodies. Adherence to this reform agenda and timelines are mandatory condition for

accessing funds under various center and state funds. This section provides a brief note

on preparedness of the ULB for reform agenda and timelines.


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21.3.1 Reform – Strategies

The main thrust of the reform agenda is to ensure improvement in urban governance so

that ULBs become, inter-alia, financially sound with enhanced credit rating and ability to

access the market capital for undertaking new programmes and expansion of services.

In this improved environment, there would be greater chances of public-private

participation in provisioning of various services leading to more investment into the

sector and better delivery of urban services. To achieve this objective, the State

Government and ULB are required to accept the implementation of Reform Agenda.

Urban Reforms at ULB Level – Mandatory Reforms

• Adoption of modern, accrual based double entry accounting system: At

present, the SMC maintains accounts on a cash based system. This is not

sufficient to get information on financial health of the SMC and to improve the

financial management. The GoI and Comptroller and Auditor General of India

(C&AG) have developed the National Municipal Accounting Manual (NMAM).

There is need to introduce modern, accrual based double entry system of

accounting in the SMC in line with the above manual. The BMC Act 2007

enables introduction of the new accounting system.

• Introduction of e-Governance in ULB: introduction of e-Governance in ULB is

recommended to improve delivery of services and help to create citizen centric

and business-centric environments for good governance. This would also in line

with the proposed e-Governance project of GoI. SMC is yet to initiate the first

step in this regard.

• Reform of Property Tax: SMC has introduced objective based property tax

(holding tax) system i.e. area based system to rationalize the tax base. But it is

yet to streamline the self-assessment system of property tax. Moreover,

introduction of MIS would help to bring all the properties into tax net and increase

the tax collection. The BMC Act 2007 has the enabling provision to introduce the

self-assessment system for property tax.

• Levy of reasonable user charges by the SMC to recover full cost of O&M: At

present, cost recovery from urban water supply and other urban services in

negligible. Low cost recovery is one of the reasons for poor efficiency of the


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services. It is necessary that user charges for these services reflect the actual

costs and recover at least O&M costs.

• Provision of Basic Services to the Urban Poor: Provision of basis services to

the urban poor including security tenure at affordable prices, improved housing,

water supply, sanitation, while ensuring delivery of other existing universal

services of the Government such as education, health, social security is required.

Urban Reforms at ULB Level – Optional Reforms

The MoUD’s Reform Agenda prescribes a list of optional reforms to be undertaken by

ULBs. The strategies to be adopted by SMC in achieving them and their timelines are as

follows:

• Introduction of building bye-laws to streamline the approval process for

construction of buildings: The procedure envisages providing plan permission in

a decentralised manner by allowing processing of applications. This process shall

be computerised; however, with the full implementation of e-governance

initiatives, the procedure is expected to facilitate faster processing of building

plan applications.

• Earmarking at least 20-25 % of developed land in all housing projects for EWS

and LIG category with a system of cross-subsidisation: This has been partially

achieved under ULCRA where there is a provision for land development to

provide housing for EWS and LIG category.

• Adherence to the rebate in property tax for the buildings with rainwater harvesting

facilities and making Rain water harvesting mandatory in all buildings

• Bye-laws on reuse of wastewater

Encouraging Private sector Participation (through PPP)

Some of the PPP initiatives would involve development of commercial complexes,

amusement parks and market centers on BOT basis, PPP in slum rehabilitation through

SRA, community participation in collection of solid waste, etc. SMC needs to extend

PPP arrangements to various other services in the coming years as is followed in the

solid waste collection. The Municipal Corporation has to incorporate PPP in the financial

plan of the CDP for some projects.


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Table 21-1: Time lines for the Reforms

Reform Timeline

Mandatory Reforms

e-Governance set up 2014-15

Accrual based Double Entry Accounting 2014-15

Property Tax (85% coverage) 2016-17

Property Tax (90% collection efficiency) 2016-17

100% Cost Recovery (Water Supply) 2016-17

100% Cost recovery (Solid Waste) 2016-17

Internal Earmarking of Funds for Services to Urban poor 2013-14

Provision of Basic Services to Urban Poor 2013-14

Optional Reforms

Introduction of Property Title Certification System 2017-18

Revision of Building Bye laws – streamlining the Approval Process 2014-15

Revision of Building Bye laws – To make rain water harvesting mandatory 2014-15

Earmarking 25% developed land in all housing projects for EWS/LIG 2016-17

Simplification of Legal and Procedural framework for conversion of agricultural land for non-agricultural purposes

2016-17

Introduction of computerized process of Registration of land and Property 2016-17

Byelaws on Reuse of Recycled Water 2014-15

Administrative Reforms 2014-15

Structural Reforms 2014-15

Encouraging Public Private Participation 2012-13

SMC will have to take several initiatives to implement e-governance systems and

procedures with the intention of improving service delivery and bringing about

transparency in its functioning. The key initiatives under this area of reform are as under:


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Table 21-2: Key Initiatives under Reforms

Property Tax and Water Billing Systems

SMC has to introduce computerised property tax and water billing systems. Under the reform agenda, the Municipal Corporation has to connect the departments through WAN and LAN.

Birth and Death Registration System

The birth and death registration system has to be upgraded with data entry of previous records and the future registrations have to be computerised.

Biometrics Attendance System

This system should be developed for tracking time and attendance of employees. The information of attendance of employees will be integrated with the payroll software and salaries of the employees will be based on this system.

Interactive Voice Response System (IVRS)

This system will provide various services to citizens through telephone, mobiles, SMS and web. The service will answer various citizen enquiries regarding property tax, water bills, various other dues, complaint redressal, etc.

Municipal Infrastructure Information System (MIIS)

This is a GIS based system. Up to date information on municipal infrastructure such as roads, street lights and landmarks, and other information will be provided through this system. The administration will receive the necessary information on its desktop, which will help it to provide better solutions.

Water Supply

Propose distribution system in peripheral areas

Promotion of Water tap metering to reduce the percentage of NRW

Develop core strengths in O&M for better management of the service

Sewerage System

Preparing a Sewerage Master Plan for full coverage of the city

Rehabilitation of existing collection system

Augmentation of Sewerage Treatment Plant

Provision of sewerage system in peripheral and underdeveloped areas such as slums.

Storm Water Drains

Master plan for drainage needs to be prepared

De-silting of existing age old storm water drains

New drains network for fringe areas


Comprehensive study for Solid Waste Management

Promotion of Door-to-Door collection

Market & Slaughter house waste management

Traffic & Transportation

Widening & Strengthening of existing WBM roads

Construction of flyover and bridges at major intersections

Delineation of Parking zones

Detail Traffic Volume survey to be conducted


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21.3.2 Issues for Approval of the State Government

Functions of 12th Schedule of 74th CAA: BMC Act 2007 has not devolved all the

functions mentioned in the 12th Schedule of 74th CAA. It is suggested to transfer all the

functions to the ULBs with adequate resources and capacities. It would assist in

removing the ambiguity in the roles and responsibilities of various institutions involved in

provision of urban service delivery.

Delivery of Water Supply: At present, PHED is responsible for delivery of water supply

services. Consequent to the 74th CAA, the ULBs are responsible for ensuring water

supply services to the citizens. It is suggested to undertake a phased restructuring of

PHED so as to devolve the responsibilities to the ULBs. Different options of service

management either by the ULB or by a special purpose vehicle (SPV) with PHED or

through management contract with a ULB or outsourcing are to be explored. Necessary

amendments should be carried out to the Municipal and PHE Acts and rules. Moreover,

state should prepare an urban water supply policy.

User Charges: At present, there is no user charge policy in the city for any of the urban

service provided. In this regard, it is suggested that a state level committee should be

constituted to provide technical assistance to the cities for developing a city specific user

charge policy. The same committee could act as a regulator as well.

Constitution of Property Tax Board:

Delivery of Services to the Poor: The state government should support ULBs to

extend the basic service to the urban poor. A policy paper or guidelines on this subject

should be prepared.

It is worthwhile to mention that adherence to the above reform agenda and efficient

performance, especially the city level reforms, would go long way in improving the

creditworthiness of the ULB and in enhancing sustainability of the proposed capital

investments.


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Annexures


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Annexure 1: Siwan District Overview

District Headquarter Siwan Total Area 2,219 sq. kms. Population (2001) Total Rural Urban 2,714,349 2,564,860 149,489 Households Total Rural Urban 383,575 363,178 20,397 Sex Ratio 1,033 Literacy Rate 52 Percent to total population of the State (2001) 3.27 Sub Division Siwan, Maharajganj

Blocks

Pachrukhi Raghunathpur Mairwan Aandar Guthani Maharajganj Darauli Siswan Daraunda Husainaganj Bhagwanpur Hat

Goriyakothi Baraharia Siwan Sadar Basantpur

Lakari Nabiganj Jiradei Nautan Hasanpur

Source: Census 2001


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Annexure 2: Population details of Siwan Municipal Council

Ward no Households Total Population Male population Female population

1 562 4,018 2088 1930

2 545 4,201 2218 1983

3 479 2,876 1556 1320

4 382 3,202 2034 1168

5 343 2,357 1230 1127

6 128 796 404 392

7 433 3,078 1571 1507

8 781 5,394 2904 2490

9 717 4,036 2192 1844

10 416 2,780 1478 1302

11 379 2,656 1413 1243

12 344 2,404 1297 1107

13 497 3,437 1792 1645

14 410 3,439 1801 1638

15 1156 9,405 4820 4585

16 389 3,158 1644 1514

17 239 2,214 1237 977

18 387 3,529 1800 1729

19 473 3,930 2056 1874

20 483 4,394 2334 2060

21 311 2,304 1230 1074

22 557 3,961 2139 1822

23 600 4,100 2168 1932

24 364 2,803 1558 1245

25 692 5,010 2636 2374

26 491 4,275 2186 2089

27 92 747 394 353

28 569 4,369 2264 2105

29 410 2,882 1500 1382

30 420 3,308 1741 1567

31 431 3,276 1741 1535

32 220 1,580 836 744

Total Population: 1,09,919

Source: Census 2001


210

Annexure 3: Ward Wise BPL households as per the ULB survey 2008

Ward number Total Households Below Poverty Level (HH) 1 513 173

2 794 364 3 778 302 4 485 194 5 563 163 6 974 105 7 1,153 522 8 552 233 9 373 42 10 685 141 11 537 78 12 312 32 13 445 15 14 769 223 15 346 52 16 1,000 294 17 1,068 78 18 615 189 19 646 189 20 545 104 21 581 52 22 446 31 23 511 69 24 752 145 25 411 105 26 769 167 27 1,127 378 28 1,141 304 29 670 104 30 967 199 31 1,149 192 32 890 208 33 602 108 34 808 168 35 1,043 162 36 1,288 508 37 1,211 499


211

Ward number Total Households Below Poverty Level (HH) 38 895 200

Total 28,414 7,092


212

Annexure 4: List of Attended Participants in the Inception Meeting


213


214

Annexure 5: Invitation Letter for Consultative Workshop


215

Annexure 6: List of Attended Participants in the Consultative Workshop


216


217

Annexure 7: Finance Details

# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10Revenue Income

1 Income from Taxes 8,51,778 15,74,882 27,48,819 27,94,146 44,04,9332 Income from Assigned Revenue 35,05,524 0 0 0 2,03,80,3793 Income from Properties 56,55,970 1,15,39,493 1,16,31,711 1,44,73,235 1,61,60,8094 Income from Fees, Charges, Licence 5,10,705 6,27,106 25,88,962 19,34,126 82,23,212

Total 1,05,23,977 1,37,41,481 1,69,69,492 1,92,01,508 4,91,69,333Capital Income

1 Grants, Loans 4,73,75,301 4,05,88,876 2,00,36,115 4,92,16,466 2,50,78,818Total 4,73,75,301 4,05,88,876 2,00,36,115 4,92,16,466 2,50,78,818

Total Income 5,78,99,278 5,43,30,357 3,70,05,607 6,84,17,974 7,42,48,151

# ParticularsRevenue Expenditure

1 Gen Admin and Office Expenditure 80,67,948 1,20,25,832 1,44,82,669 1,64,69,042 1,84,27,0722 O&M and Other Expenses 10,52,620 12,28,936 12,06,431 23,68,833 15,80,242

Total 91,20,568 1,32,54,768 1,56,89,100 1,88,37,875 2,00,07,314

Capital Expenditure1 Capital Expenditure 62,04,294 4,91,62,593 84,85,051 5,68,74,780 83,52,499

Total 62,04,294 4,91,62,593 84,85,051 5,68,74,780 83,52,499

Total Expenditure 1,53,24,862 6,24,17,361 2,41,74,151 7,57,12,655 2,83,59,813

1 Revenue Surplus / Deficit 14,03,409 4,86,713 12,80,392 3,63,633 2,91,62,0192 Capital Surplus / Deficit 4,11,71,007 -85,73,717 1,15,51,064 -76,58,314 1,67,26,3193 Total Surplus / Deficit 4,25,74,416 -80,87,004 1,28,31,456 -72,94,681 4,58,88,338

# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10Income from Tax

1 Holding Tax 4,30,803 6,85,468 13,24,582 13,11,216 21,04,5942 Water Tax 40,958 73,422 1,47,909 1,28,837 1,51,0213 Latrin Tax 71,859 1,17,508 72,836 13,929 33,9834 Edcuation Cess 1,40,628 3,30,440 5,87,219 6,58,635 10,49,9095 Health Cess 1,40,630 3,30,440 5,86,808 6,58,635 10,49,4916 Professional Tax 26,900 37,605 29,465 22,895 15,935

Total 8,51,778 15,74,882 27,48,819 27,94,146 44,04,933

# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10Income from Assigned Revenues

1 Additional Stamp Duty 35,05,524 2,03,80,379Total 35,05,524 0 0 0 2,03,80,379

# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10Income from Properties

Rent of Land/Shops 9,86,526 13,41,618 13,11,268 9,94,646 8,40,572Slaughter House 3,000 60,100Fee From Market 1,17,635 3,23,140 1,98,843 2,68,489 3,47,950Bus Stand 45,51,809 98,71,735 1,01,21,600 1,31,50,000 1,49,72,287Total 56,55,970 1,15,39,493 1,16,31,711 1,44,73,235 1,61,60,809

# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10Income for Licence, Fees and Charges

1 Birth Registration 7,285 8,212 8,230 8,431 8,5302 Ricshaw 1,38,976 1,25,000 8,400 2,76,000 1,27,0003 Cart 12,740 4,800 10,4004 Cycle 6,264 5,150 2,8005 Platform 1,460 10,265 1,9966 Offensive and Dangerous Business Licence 39,740 27,400 22,400 17,200 47,9007 Residential Certificate 16,690 12,9208 Building Plan Fees 1,87,397 2,52,525 2,18,730 2,61,404 2,92,1259 Mutation Fees 15,070 23,280 64,487 1,07,226 94,210

10 Misc. 85,083 1,57,554 22,51,519 12,63,865 76,53,447Total 5,10,705 6,27,106 25,88,962 19,34,126 82,23,212


218

# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10Grants

1 12th Finance Commission 23,60,257 16,98,943 37,64,716 18,82,358 79,28,3162 PCC Road Construction 63,80,1503 SJSRY 7,27,000 23,80,8714 NSDP 47,91,000 11,3105 Pay Grant 16,14,428 16,19,397 74,51,1126 MLC Fund 2,00,0007 Sanitary Equipments 34,25,0008 BPL 1,62,258 1,09,6729 Pay Loan 9,68,657

10 Deposit 2,00011 Water Supply 1,00,00,000 3,79,40,00012 Drainage & Sewerage System 2,40,00,000 2,40,00,00013 Hand Pipe Grant 24,13,760 2,46,00814 Building Construction Grant 38,79,07515 Animal Census 36,90916 Matching Grant 91,04,600 1,69,69,49217 Kabir Antesthi Yojana 43,50018 Allowance to Members 1,57,200

Advance 27,13,959 33,01,128 12,500Total 4,73,75,301 4,05,88,876 2,00,36,115 4,92,16,466 2,50,78,818

Revenue Expenditure# Particulars 2005-06 2006-07 2007-08 2008-09 2009-10

General Administration and Office Expenditure1 General Administration 3,84,323 5,99,590 6,48,068 8,86,014 12,60,0292 Collection Establishment 14,53,233 22,09,948 26,59,646 29,19,403 43,82,2843 Drain Establishment 8,22,675 12,68,978 13,98,502 14,01,979 7,5054 Road Cleaning Establishment 41,98,342 61,61,917 82,26,138 87,36,156 1,00,49,0395 PWC Establishment 3,22,281 5,21,527 3,18,705 9,58,213 1,02,6436 Gratuty 4,62,539 2,57,623 1,77,288 6,03,943 15,24,1347 Pension 3,07,195 9,10,918 9,55,720 9,37,430 8,57,3978 Provident Fund 48,704 23,795 2,107 1,53,0959 Stationary 1,787 3,992 6,169 21,338 788

10 Printing 31,320 36,144 57,976 35,89811 Law Charges 35,549 31,400 32,350 4,566 54,260

Total 80,67,948 1,20,25,832 1,44,82,669 1,64,69,042 1,84,27,072

Operation and Maintenance and Other Expenses1 Lighting 1,11,538 1,45,939 1,90,303 1,93,484 2,9202 Drain Repairs 12,780 1,268 1,06,7403 Road Watering 1,80,728 2,78,620 2,57,460 2,15,0904 Road Cleaning Purchase 4,36,565 3,82,7575 Vaccination 57,569 80,899 92,633 65,5366 Building Repairs 18,746 4,650 18,735 59,829 2,4257 Road Repairs 18,120 84,077 71,1508 Stores 4,38,237 3,37,414 72,624 1,825 4239 Sanitary Equipment 68,538

10 Sales Tax 4,81,22211 Royalty 4,08,76612 Misc. 2,14,902 3,11,608 4,90,599 3,28,626 11,91,717

Total 10,52,620 12,28,936 12,06,431 23,68,833 15,80,242

Total Revenue Expenditures 91,20,568 1,32,54,768 1,56,89,100 1,88,37,875 2,00,07,314


219

Capital Expenditure# Particulars 2005-06 2006-07 2007-08 2008-09 2009-101 11th Finance Commission 7,16,584 2,31,425 43,842 22,12,3852 Water Supply 1,00,47,618 4,035 3,79,47,974 29,6573 NSDP 19,54,164 15,41,878 1,46,337 2,13,577 2,31,2904 SJSRY 5,78,455 12,7715 Drain Construction 48,400 1,98,977 3,54,817 1,32,93,538 19,55,4426 12th Finance Commission 14,89,700 20,55,513 5,39,9257 BPL 1,14,190 34,590 1,40,703 1,4288 Building Construction 74,372 40,207 1,408 4,66,1489 Road Construction 3,61,274 31,309 7,24,449 44,79,551 31,82,810

10 Sanitary Grant 2,40,00,000 24,67,28211 Election 1,82,02512 Income Tax 38,382 7,30413 Computre Cell Construction 1,11,450 77,00314 Kabir Antesthi Yojana 72,00022 Refund 18,23,000 26,09,334 1,87,902 50,000 1,14,33615 Advances 12,26,500 82,79,500 22,33,106 89,350 10,000

Total 62,04,294 4,91,62,593 84,85,051 5,68,74,780 83,52,499


220

Annexure 8: Funding Options

S no Component Funding Options

Share Source

Water Supply

1

Rising mains

Capital 25% 50% 25%

ULB State Government

Loan/IFI Grants

O&M 80% 20%


2

Distribution Network

Capital 25% 50% 25%


Loan/IFI Grants

O&M 80% 20%


3

Treatment Plant

Capital 20% 50% 30%

FC State Government

PPP (BOT)

O&M 80% 20%

ULB Private

4

Strengthening of Existing Network

Capital 30% 70%

ULB State

O&M 80% 20%

ULB FC

5

Metering and Control Mechanism

Capital 10% 90%

ULB Consumer/Beneficiary

O&M 80% 20%

Beneficiary ULB

6

Storage Capacity Augmentation

Capital

30% 10% 30% 30%

ULB FC

State Central Government

O&M 80% 20%

ULB State


221


Share Source

7

Source Augmentation

Capital

30% 10% 30% 30%

ULB FC

State Central Government

O&M 10% 50% 40%

ULB State

Central Government

8

Public Taps

Capital 10% 70% 20%

ULB RAY State

O&M 50% 50%

ULB RAY

9 Planning Studies 100% ULB

10 Contingencies 100% ULB


1

Sewerage Network

Capital 35% 50% 15%

ULB State

Bilateral Funding

O&M 100% ULB

2

STP

Capital

30% 30% 20% 20%

ULB State FC

PPP

O&M 75% 25%

ULB Private

3

Public Toilets

Capital 20% 50% 30%

ULB RAY

Private

O&M 100% Private


5 Contingencies 80% 20%

ULB Private


222


Share Source

Strom Water Drainage

1

Drainage system

Capital 100% ULB

O&M 100% ULB

2

Desilting of Drains

Capital 40% 30% 30%

ULB State

Central Government

O&M 100% ULB


4 Contingencies 100% ULB


1

Development of Treatment Site

Capital 70% 30%

ULB VGF

O&M 100% Private

2

Waste Collection Bins

Capital 50% 50%

ULB State

O&M 100% Private

3 Vehicles 100%

Capital 50% 50%

ULB Central Government

O&M 100% Private

4 Awareness Campaigns 100% Private

5 Contingencies 100% Private

Roads, Traffic and Transportation

1

Construction and Up gradation of road network

Capital 25% 25% 50%

ULB State

Central Government

O&M 100% ULB

2 Footpaths

Capital 25% 25%

ULB State


223


Share Source 50% Central Government

O&M 100% ULB

3 Flyovers 100%

Capital 25% 25% 50%

ULB State

Central Government

O&M 100% ULB

4 Parking 100% Private

Capital 50% 50%

ULB VGF

O&M 100% Private

5 Bus Stand Re development

Capital 100% Private

O&M 100% Private

6 New Bus Stand at Paharpur


O&M 100% Private

7 New Buses

Capital 100% State

O&M 100% Private

8 Truck Terminal


O&M 100% Private

9 Junction Improvement

Capital 100% ULB

O&M 100% ULB

10 Richshaw Stands

Capital 100% ULB

O&M 100% ULB

11 Tempo Stands

Capital 100% ULB

O&M 100% ULB


13 Contingencies 80% 20%

ULB Private


224


Share Source

Social Infrastructure

1

Street Lighting

Capital 100% ULB/BSEB

O&M 100% ULB

2 Fire Station and Fire Engines 100% Fire Department

3 Health and Education Facilities 100% District Administration

4 Institutional Development 100% 100% 100%

CBULB PPP ULB

5 Grievance Redressel Cell

6 Conservation of Water Bodies

7 Parks 100% Private

8 Upgradation of existing Parks

9 Community Room 40% 20% 40%

RAY ULB

Beneficiaries 10 Recreational Club

11 Music, Dance Drama center

12 Meditation and Spiritual Center

13 Night Shelters

14 Contingencies 40% 20% 40%

ULB Private

Beneficiaries

Urban Poverty and Housing

1

Housing

Capital 80% 10% 10%

RAY ULB

Beneficiary

O&M 100% Beneficiary


3 Contingencies 100% Beneficiary


225

Annexure 9: Year-wise Capital Requirement

S No Sector 2011-12 2012-13 2013-14 2014-15 2015-16

(1) (2) (3) (4) (5)

1 Water Supply 136 897 237 290 1,161

2 Sewerage & Sanitation 38 65 50 56 56



5 Roads, & Transportation 433 565 131 140 118

6 Urban Poverty 47 56 98 61 103

7 Social Infrastructure 232 61 56 61 67

TOTAL 1,012 1,904 612 678 1,574

S No Sector 2016-17 2017-18 2018-19 2019-20 2020-21

(6) (7) (8) (9) (10)

1 Water Supply 834 133 126 85 98

2 Sewerage & Sanitation 1,096 46 53 69 2,343



5 Roads, Traffic & Transportation 135 157 183 212 808

6 Urban Poverty 54 31 39 13 18

7 Social Infrastructure 73 - - - -

TOTAL 2,518 398 433 415 3,308

S No Sector 2021-22 2022-23 2023-24 2024-25 2025-26

(11) (12) (13) (14) (15)

1 Water Supply 112 734 147 2,348 192

2 Sewerage & Sanitation 77 88 100 129 131





7 Social Infrastructure - - - - -

TOTAL 594 1,229 754 3,033 924


226

S No Sector 2026-27 2027-28 2028-29 2029-30 2030-31

(16) (17) (18) (19) (20)

1 Water Supply 219 250 285 325 371

2 Sewerage & Sanitation 5,396 172 218 248 259






TOTAL 6,261 1,178 1,337 1,561 2,675

S No Sector 2031-32 2032-33 2033-34 2034-35 2035-36

(21) (22) (23) (24) (25)

1 Water Supply 1,795 482 550 627 688

2 Sewerage & Sanitation 153 2,426 194 255 247



5 Roads, Traffic & Transportation 1,108 1,269 1,454 1,664 1,905

6 Urban Poverty 25 355 36 11 16


TOTAL 3,200 4,665 2,379 2,799 3,034

All figures in ` Lakh


227

Annexure 10: Sector-wise Total Capital Requirement in Siwan

S. No Sectors

Short Term Medium Term Long Term Total Share

Capital Share Capital Share Capital Share

1 Water Supply 2,721 47.1% 4,810 35.3% 5,591 19.2% 13,122 27.1%

2 Sewerage and Sanitation 264 4.6% 4,132 30.4% 9,567 32.9% 13,963 28.8%

3 Storm Water Drainage 190 3.3% 64 0.5% 255 0.9% 510 1.1%

4 Solid Waste Management 376 6.5% 713 5.2% 1,878 6.5% 2,967 6.1%

5 Roads, Traffic, and Transportation 1,388 24.0% 3,369 24.8% 11,149 38.3% 15,906 32.8%

6 Social Infrastructure 365 6.3% 447 3.3% 650 2.2% 1,461 3.0%

7 Urban Poverty 476 8.2% 73 0.5% - 0.0% 549 1.1%

Total Capital requirement 5,781 100% 13,607 100% 29,089 100% 48,477 100%



228

Annexure 11: Year-wise Bifurcation of costs for the Short Term

Sector Total 2011-12 2012-13 2013-14 2014-15 2015-16

Water Supply

Infrastructure 2,755 112 930 235 262 1,216

Capital Costs 2,593 108 873 224 250 1,137

O&M Costs 111 2 39 7 7 55

Contingencies 52 2 17 4 5 23

Planning & Reform studies 77 26 6 8 36 1

Sub Total 2,833 138 936 243 298 1,217


Infrastructure 262 28 67 52 58 58

Capital Costs 245 26 63 48 54 54

O&M Costs 12 1 3 2 3 3



Sub Total 276 39 68 53 58 58



Capital Costs 181 67 43 20 28 24

O&M Costs 9 3 2 1 1 1



Sub Total 200 73 48 22 30 26



Capital Costs 364 55 210 18 39 43

O&M Costs 18 3 10 1 2 2



Sub Total 394 59 225 20 43 47

Roads, Traffic &Transportation

Infrastructure 1,428 449 571 137 147 124

Capital Costs 1,336 420 534 129 138 116

O&M Costs 65 21 26 6 7 6


Planning & Reform studies 25 5 20 - - -


229

Sector Total 2011-12 2012-13 2013-14 2014-15 2015-16

Sub Total 1,453 454 591 137 147 124



Capital Costs 333 22 55 96 60 101

O&M Costs 15 1 2 5 3 4


Planning & Reform studies 25 25 - - - -

Sub Total 380 48 58 103 64 107

Urban Poverty


Capital Costs 457 228 50 55 60 65

O&M Costs - - - - - -


Planning & Reform studies 10 - 10 - - -

Sub Total 476 232 61 56 61 67

Grand Total

Infrastructure 5,851 975 1,948 623 663 1,642

Capital Costs 5,509 925 1,828 589 627 1,540

O&M Costs 231 32 83 22 23 71



Total Investment 6,012 1,044 1,988 634 701 1,645



230

Annexure 12: Municipal Finance details provided by SPUR

S no Particulars Actual Estimated

Remarks 2008-09 2009-10 2010-11

Total Receipts :

1 Total Tax Revenues : 3,070,140 19,504,220 4,600,000 double in 2011-12,triple in 2013-14,quartiplate in 2015-16

2 Total Non-Tax Revenues 1,717,500 1,631,290 2,600,000 double in 2011-12,triple in 2013-14,quartiplate in 2015-16

3 Total Own Income / Internal Revenues / Self-Generated Income ( 1+2) 4,787,640 21,135,510 7,200,000

4 Assigned Revenues

20,380,379 21,400,000 Assuming 5% growth

5 Revenue Grants ( Include. Salary and Matching grants) 49,216,470 17,126,692 34,200,000 Assuming 4% growth form FY 2011-

12(Matching grant 3 to 7%)

6 Other Income 126,387 7,665,950 4,100,000 Assuming 5% growth

A Total Revenue Income ( 3 to 6) 54,130,497 66,308,531 66,900,000

B Total Capital Grants

7,939,626 8,300,000 Assuming 5% growth

Total Income(A+B) 54,130,497 74,248,157 75,200,000

Total Expenditure:

1 Establishment Expenditure 53,064,830 15,961,350 36,200,000 Assuming 5% growth except in 2011-12 is 10%due to restructuring

2 O & M Expenditure 2,362,730 2,661,880 2,600,000 Assuming 5% growth

3 Programme Expenditure 19,756,050 8,146,830 14,600,000 Assuming 5% growth

4 Administration Expenditure 25,900 120,600 100,000 Assuming 5% growth

5 Finance & Interest Expenditure

- - Assuming 5% growth

6 Misc Expenditure 330,450 1,195,990 800,000 Assuming 5% growth


231

S no Particulars Actual Estimated

Remarks 2008-09 2009-10 2010-11

C Total Revenue Expenditure (1+6) 75,539,960 28,086,650 54,300,000

Surplus /Deficit( Revenue)(A-C) (21,409,463) 38,221,881 12,600,000

Revenue Expenditure/Revenue Income (%) (0.40) 0.58 0.19

All Figures in INR Source: SPUR

Note: The figures mentioned in the above table are the ones collected by the Finance team of SPUR. The Assumptions for the

projections of the municipal finances (mentioned as remarks), are the base for the year on year financial projections for the short

term.


232

Annexure 13: Year-wise Projections for the Short term

S no Particulars 2011-12 2012-13 2013-14 2014-15 2015-16

Total Receipts :

1 Total Tax Revenues : 6,100,000 7,700,000 9,200,000 10,700,000 12,300,000

2 Total Non-Tax Revenues 3,400,000 4,300,000 5,200,000 6,000,000 6,900,000

3 Total Own Income / Internal Revenues / Self-Generated Income (1+2) 9,500,000 12,000,000 14,400,000 16,700,000 19,200,000

4 Assigned Revenues 22,500,000 23,600,000 24,800,000 26,000,000 27,300,000

5 Revenue Grants ( Include. Salary and Matching grants) 35,600,000 37,000,000 38,500,000 40,000,000 41,600,000

6 Other Income 4,300,000 4,500,000 4,700,000 4,900,000 5,100,000

A Total Revenue Income ( 3 to 6) 71,900,000 77,100,000 82,400,000 87,600,000 93,200,000

B Total Capital Grants 8,700,000 9,100,000 9,600,000 10,100,000 10,600,000

Total Income(A+B) 80,600,000 86,200,000 92,000,000 97,700,000 103,800,000

Total Expenditure:

1 Establishment Expenditure 39,800,000 41,800,000 43,900,000 46,100,000 48,400,000

2 O & M Expenditure 2,700,000 2,800,000 2,900,000 3,000,000 3,200,000

3 Programme Expenditure 15,300,000 16,100,000 16,900,000 17,700,000 18,600,000

4 Administration Expenditure 100,000 100,000 100,000 100,000 100,000

5 Finance & Interest Expenditure - - - - -

6 Misc Expenditure 800,000 800,000 800,000 800,000 800,000

C Total Revenue Expenditure (1+6) 58,700,000 61,600,000 64,600,000 67,700,000 71,100,000

Surplus /Deficit( Revenue)(A-C) 13,200,000 15,500,000 17,800,000 19,900,000 22,100,000

Revenue Expenditure/Revenue Income (%) 0.18 0.20 0.22 0.23 0.24

All Figures in INR Lakh Source: SPUR


233

Annexure 14: Year-wise Bifurcation of costs for the MediumTerm

Sectors Total 2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

2022-23

2023-24

2024-25

2025-26

Year

6 7 8 9 10 11 12 13 14 15

Water Supply

Infrastructure 5,022 873 138 130 87 100 115 768 151 2,460 198

Capital Costs 4,706 817 130 123 83 95 109 719 143 2,301 187

O&M Costs 222 39 6 5 3 4 4 35 6 113 7

Contingencies 94 16 3 2 2 2 2 14 3 46 4

Planning and Reform studies 10 1 1 1 1 1 1 1 1 1 1

Sub Total 5,032 874 139 131 88 101 116 769 152 2,461 199


Infrastructure 4,327 1,149 48 54 71 2,457 80 92 105 135 137

Capital Costs 4,044 1,074 45 51 67 2,296 75 86 98 126 128

O&M Costs 202 54 2 3 3 115 4 4 5 6 6

Contingencies 81 21 1 1 1 46 1 2 2 3 3


Sub Total 4,335 1,150 49 55 72 2,458 81 92 105 135 137


Infrastructure 59 2 2 3 3 6 6 7 9 10 11

Capital Costs 55 2 2 2 3 5 6 7 8 9 11

O&M Costs 3 0 0 0 0 0 0 0 0 0 1

Contingencies 1 0 0 0 0 0 0 0 0 0 0



234


2017-18

2018-19

2019-20

2020-21

2021-22

2022-23

2023-24

2024-25

2025-26

Year

6 7 8 9 10 11 12 13 14 15

Sub Total 66 3 3 3 4 6 7 8 9 11 12


Infrastructure 740 339 28 30 33 36 40 43 48 86 57

Capital Costs 691 317 26 28 31 34 37 41 44 81 53

O&M Costs 35 16 1 1 2 2 2 2 2 4 3

Contingencies 14 6 1 1 1 1 1 1 1 2 1


Sub Total 747 340 28 31 34 37 40 44 48 87 58


Infrastructure 3,533 141 165 192 222 847 290 335 386 444 510

Capital Costs 3,303 132 154 179 208 792 271 313 361 415 477

O&M Costs 164 6 7 9 10 40 14 16 18 21 24

Contingencies 66 3 3 4 4 16 5 6 7 8 10

Planning and Reform studies - - - - - - - - - - -

Sub Total 3,533 141 165 192 222 847 290 335 386 444 510

Social Infraswtructure

Infrastructure 456 57 33 41 15 21 66 40 89 41 52

Capital Costs 418 52 30 38 13 18 62 37 83 38 47

O&M Costs 29 4 3 2 2 3 2 2 5 2 4

Contingencies 8 1 1 1 0 0 1 1 2 1 1

Planning and Reform studies 20 - - - - - 20 - - - -


235


2017-18

2018-19

2019-20

2020-21

2021-22

2022-23

2023-24

2024-25

2025-26

Year

6 7 8 9 10 11 12 13 14 15

Sub Total 476 57 33 41 15 21 86 40 89 41 52

Urban Poverty

Infrastructure 73 73 - - - - - - - - -

Capital Costs 72 72 - - - - - - - - -

O&M Costs - - - - - - - - - - -

Contingencies 1 1 - - - - - - - - -


Sub Total 73 73 - - - - - - - - -

Grand Total

Infrastructure 14,210 2,634 414 450 433 3,467 597 1,285 787 3,177 966

Capital Costs 13,289 2,466 387 421 404 3,240 560 1,202 736 2,970 903

O&M Costs 655 119 19 20 21 163 26 59 36 147 45

Contingencies 266 49 8 8 8 65 11 24 15 59 18


Total Investment 14,262 2,637 417 453 436 3,471 620 1,288 790 3,180 969



236

Annexure 15: Year-wise Bifurcation of costs for the Long Term


2027-28

2028-29

2029-30

2030-31

2031-32

2032-33

2033-34

2034-35

2035-36

Year

16 17 18 19 20 21 22 23 24 25

Water Supply

Infrastructure 5,816 226 258 295 337 384 1,878 500 571 651 716

Capital Costs 5,471 214 244 278 318 363 1,759 472 538 614 674

O&M Costs 235 8 10 11 13 15 84 19 22 25 29

Contingencies 109 4 5 6 6 7 35 9 11 12 13


Sub Total 5,826 227 259 296 338 385 1,879 501 572 652 717


Infrastructure 10,028 5,660 179 227 260 271 160 2,544 203 266 258

Capital Costs 9,372 5,290 168 213 243 253 149 2,377 189 249 241

O&M Costs 469 264 8 11 12 13 7 119 9 12 12

Contingencies 187 106 3 4 5 5 3 48 4 5 5


Sub Total 10,035 5,661 180 228 261 271 160 2,544 204 267 259


Infrastructure 260 13 15 17 20 23 26 30 34 39 44

Capital Costs 243 12 14 16 18 21 24 28 32 36 42

O&M Costs 12 1 1 1 1 1 1 1 2 2 2

Contingencies 5 0 0 0 0 0 0 1 1 1 1



237


2027-28

2028-29

2029-30

2030-31

2031-32

2032-33

2033-34

2034-35

2035-36

Year

16 17 18 19 20 21 22 23 24 25

Sub Total 268 14 16 18 20 23 27 30 35 40 45


Infrastructure 1,962 62 68 75 82 996 98 108 118 214 141

Capital Costs 1,833 58 64 70 77 931 92 100 110 200 132

O&M Costs 92 3 3 3 4 47 5 5 6 10 7

Contingencies 37 1 1 1 2 19 2 2 2 4 3


Sub Total 1,969 63 69 76 83 997 99 108 118 215 142


Infrastructure 11,696 586 673 772 885 1,015 1,163 1,332 1,525 1,746 1,999

Capital Costs 10,930 548 629 722 827 948 1,087 1,245 1,425 1,632 1,868

O&M Costs 547 27 31 36 41 47 54 62 71 82 93

Contingencies 219 11 13 14 17 19 22 25 29 33 37


Sub Total 11,696 586 673 772 885 1,015 1,163 1,332 1,525 1,746 1,999


Infrastructure 670 16 36 11 47 89 27 374 38 13 19

Capital Costs 617 13 34 9 44 84 24 348 35 10 16

O&M Costs 41 2 2 2 2 3 2 19 2 2 3

Contingencies 12 0 1 0 1 2 0 7 1 0 0

Planning and Reform studies 20 - - - - 20 - - - - -


238


2027-28

2028-29

2029-30

2030-31

2031-32

2032-33

2033-34

2034-35

2035-36

Year

16 17 18 19 20 21 22 23 24 25

Sub Total 690 16 36 11 47 109 27 374 38 13 19

Urban Poverty

Infrastructure - - - - - - - - - - -

Capital Costs - - - - - - - - - - -

O&M Costs - - - - - - - - - - -

Contingencies - - - - - - - - - - -


Sub Total - - - - - - - - - - -

Grand Total

Infrastructure 30,431 6,564 1,230 1,398 1,631 2,777 3,351 4,887 2,488 2,929 3,177

Capital Costs 28,467 6,135 1,152 1,307 1,527 2,600 3,135 4,570 2,329 2,741 2,972

O&M Costs 1,395 306 55 64 73 125 154 226 112 133 145

Contingencies 569 123 23 26 31 52 63 91 47 55 59


Total Investment 30,484 6,567 1,234 1,401 1,634 2,800 3,354 4,890 2,491 2,932 3,180



239

Annexure 16: Year-wise and Project wise Bifurcation of costs for the Short Term

Particulars Unit Total

2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Water Supply

Infrastructure

Rising mains KM 1.7 0.3 0.3 0.3 0.4 0.4

200mm

0.7 0.1 0.1 0.1 0.1 0.1

250mm

0.5 0.1 0.1 0.1 0.1 0.1

300mm

0.5 0.1 0.1 0.1 0.1 0.1

Capital Investment INR 92 14 16 18 21 24

200mm 28 26 4 4 5 6 7

250mm 38 25 4 4 5 6 7

300mm 60 41 6 7 8 9 11

Operation & Maintenance 5% 5 1 1 1 1 1

Yearly Investment INR 96 14 16 19 22 25

Distrribution Network KM 9.6 1.7 1.8 1.9 2.0 2.1

100 mm 33% 3.2 0.6 0.6 0.6 0.7 0.7

125mm 27% 2.5 0.5 0.5 0.5 0.5 0.6

150 mm 20% 1.9 0.3 0.4 0.4 0.4 0.4

200 mm 13% 1.3 0.2 0.2 0.3 0.3 0.3

250 mm 7% 0.6 0.1 0.1 0.1 0.1 0.1


100 mm 13 54 8 9 11 12 14

125mm 16 54 8 9 11 12 14


240


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 150 mm 19 50 7 8 10 11 13

200 mm 28 48 7 8 9 11 13

250 mm 38 32 5 5 6 7 8



Chlorination Unit MLD 10 - 10.0 - - -

Capital Investment for Chlorination Unit 20 240 - 240 - - -

Operation & Maintenance 5% 12 - 12 - - -

Yearly Investment INR 252 - 252 - - -

Strengthing of Existing Network Km 43.1 10.8 10.8 10.8 10.8 -

Distribution Mains

5 1.2 1.2 1.2 1.2 -

Distribution Network

38 9.6 9.6 9.6 9.6 -

Capital Investment forStrengthening 5 271 59 65 71 77 -

Operation & Maintenance 0% - - - - - -

Yearly Investment INR 271 58.9 64.5 70.7 77.4 -

Metering and Control Mechanism No. 8,296 - 1,935 2,023 2,118 2,220

Capital Investment for Metering 0.01 99

21 23 26 28

Operation & Maintenance 0% -

- - - -

Yearly Investment INR 99 - 21 23 26 28

Storage Capacity Augmentation ML 8.0 - 3.0 - - 5.0

8.0 - 3.0 - - 5.0

Capital Investment for Storage Augmentation 120 1,376 - 432 - - 945


241


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Operation & Maintenance 5% 69 - 22 - - 47

Yearly Investment INR 1,445 - 453 - - 992

Source Augmentation

200

50 50 50 50

INR 200.00

50 50 50 50

Capital Investment for Source Augmentation INR 276 - 60 66 72 79

Operation & Maintenance 5% 14 - 3 3 4 4


Infrastructure Sub-Total

2,593 108 873 224 250 1,137


Contingency Fund 2% 52 2 17 4 5 23


2,755 112 930 235 262 1,216

Planning Studies

Network and consumer survey INR 30 25 5.03

Leak Detection study INR 7.00

7.00

Energy Audit INR 5.00

5.00

Subsidy Analysis INR 5.00

5.00

Water Quality Monitoring Protocol INR 10.00

10.00

GIS Mapping of Water Infrastructure INR 15.00

15.00

Effective Communication INR 5.00 1.00 1.00 1.00 1.00 1.00

Water Supply Planning Studies

77 26 6 8 36 1

Water Supply Sub Total

2,833 138 936 243 298 1,217

Sewerage & Sanitation


242


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Infrastructure

Primary and Secondary Network KM 8.1 - 3.1 1.6 1.7 1.7

100 22% 1.8 - 0.69 0.36 0.37 0.39

200 19% 1.6 - 0.60 0.31 0.33 0.34

350 17% 1.4 - 0.51 0.27 0.28 0.29

450 14% 1.1 - 0.43 0.22 0.23 0.24

600 11% 0.9 - 0.34 0.18 0.19 0.19

900 8% 0.7 - 0.26 0.13 0.14 0.14

1000 6% 0.5 - 0.17 0.09 0.09 0.10

1600 3% 0.2 - 0.09 0.04 0.05 0.05

Capital Investment INR 115 - 39 22 25 29

100 2 5 - 2 1 1 1

200 3 7 - 2 1 2 2

350 6 12 - 4 2 3 3

450 9 13 - 4 3 3 3

600 12 15 - 5 3 3 4

900 27 24 - 8 5 5 6

1000 32 19 - 7 4 4 5

1600 60 18 - 6 4 4 5

Operation & Maintenance 5% 6 - 2 1 1 1


Sewerage Treatment Plant MLD - - - - - -


243


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 STP capacity to be constructed MLD - - - - - -

Capital Investment 60 - - - - - -


Yearly Investment INR - - - - - -

Toilet Blocks Nos 25 6 5 5 5 4

Capital Investment 4 130 26 24 26 29 25




245 26 63 48 54 54




262 28 67 52 58 58

Planning Studies

City Sanitation Plan INR 10 10

Effective Communication INR 4 0.75 0.75 0.75 0.75 0.75

Sewerage & Sanitation Planning Studies 14 10.75 0.75 0.75 0.75 0.75

Sewerage & Sanitation Sub Total

276 39 68 53 58 58

Strom Water Drainage

Infrastructure

Storm Water Collection Network

Open Drains to be converted to Closed Drains KM 5.8 3.3 1.4 1.2 - -

12.42

44 21 20 - -


244


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 New Closed Drains KM 0.4 - - - 0.3 0.1

12.42

- - - 5 2

Total Drain Length Augmentation KM 6.2 3.3 1.4 1.2 0.3 0.1




Desilting of Nala

20.0 5.0 5.0 - 5.0 5.0

Capital Investment 5 90 23 23 - 23 23

Operation & Maintenance 5% 5 1 1 - 1 1

Yearly Investment INR 95 24 24 - 24 24


181 67 43 20 28 24




194 71 46 21 29 26

Planning Studies

Survey of existing drains INR 2 1.00 1.00

Effective Communication INR 4 0.75 0.75 0.75 0.75 0.75

Strom Water Drainage Planning Studies 6 1.75 1.75 0.75 0.75 0.75

Strom Water Drainage Sub Total

200 73 48 22 30 26


Infrastructure

Treatment & Disposal Site TPD 50.0 - 50.0 - - -


245


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Capital Investment 3 193 - 193 - - -

Operation & Maintenance 5% 10 - 10 - - -

Yearly Investment INR 203 - 203 - - -

Container Bins required No. 25.0 25 - - - -

Capital Investment 1 25 25 - - - -

Operation & Maintenance 5% 1 1 - - - -

Yearly Investment INR 26 26 - - - -

New Vehicles No. 8.0 2 1 1 2 2





364 55 210 18 39 43




390 58 224 19 42 46

Planning Studies

Awareness Campaings

4.8 1 1 1 1 0.75

Solid waste Management Planning Studies & Campaigns 5 1 1 1 1 1

Solid Waste Management Sub Total

394 59 225 20 43 47

Roads Traffic and Transportation

Infrastructure

Road Network


246


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Kutcha Road Length to be Paved KM 4.9 2.4 2.5 - - -

50.00

131 147 - - -

New Paved Road Length KM 8.7 3.1 3.2 0.7 0.8 0.9

75.00

252 288 72 86 102

Total Road Length Augmentation KM 13.5 5.5 5.7 0.7 0.8 0.9

Capital Investment INR 1,079 383 435 72 86 102


Yearly Investment INR 1,133 402 457 76 91 107

Footpaths to be constructed KM 11.6 3.2 3.3 3.4 1.4 0.4




Flyovers Nos -



Yearly Investment INR - - - - - -

Parking Nos 4 1

1 1 1

Capital Investment 2 11 2 - 3 3 3

Operation & Maintenance 5% 1 0 - 0 0 0

Yearly Investment INR 11 2 - 3 3 3

Bus Stand Redevelopment

70

50

20

Capital Investment INR 70 - 50 - 20 -


247


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Operation & Maintenance 5% 4 - 3 - 1 -

Yearly Investment INR 74 - 53 - 21 -

Junction Improvement nos 6

2 2 2

Capital Investment 0.25 2 - 0.60 0.66 0.72 -

Operation & Maintenance 5% 0 - 0.03 0.03 0.04 -

Yearly Investment INR 2 - 1 1 1 -

Rickshaw Stands nos 12

4 3 3 2

Capital Investment 1 21 - 6 5 6 4



Tempo Stands nos 5

2 2 1

Capital Investment 1 8 - 3 3 2 -


Yearly Investment INR 8 - 3 3 2 -


1,336 420 534 129 138 116




1,428 449 571 137 147 124

Planning Studies

Volume Surveys

5.00 5

Comprehensive Public transportation Plan INR 20.00

20

Road Sector Planning Studies

25 5 20 - - -


248


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5

Roads Traffic & Transportation Sub Total 1,453 454 591 137 147 124

Social, Environment and LED Infrastructure

Infrastructure

Street Lights Nos 74 69 1 1 1 1

Capital Investment 0.09 7 7 0 0 0 0



Fire Stations Nos - - - - - -


Fire Engines Nos 1 -

- - 1

Capital Investment 10 16 - - - - 16

Operation & Maintenance 5% 1 - - - - 1

Yearly Investment INR 17 - - - - 17

Improvement of tourism spots @ 10 lakhs per year 2

1 1

Capital Investment 10 20 - - - 10 10

Improvement of tourism infrastructure @ 5 lakhs per year 1

1

Capital Investment 5 5 - - - - 5

Operation & Maintenance 5% 1 - - - 1 1

Yearly Investment INR 6 - - - 1 6

Parks Nos 1

1

Capital Investment 10 14 - - - 14 -

Operation & Maintenance 5% 1 - - - 1 -


249


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Yearly Investment INR 15 - - - 15 -

Restoration of Daha River Nos -

Capital Investment LS 25

25

Operation & Maintenance

- - - - - -

Yearly Investment INR 25 - - - - 25

Preservation of water bodies Nos 2

2

Capital Investment 25 66 - - 66 - -

Operation & Maintenance 5% 3 - - 3 - -

Yearly Investment INR 69 - - 69 - -

Education Nos -

Capital Investment LS 10

5 -

5


- - - - - -

Yearly Investment INR 10 - 5 - - 5

Health Nos -

Capital Investment LS 10 5

5

Operation & Maintenance 5% 1 0 - - 0 -

Yearly Investment INR 11 5 - - 5 -

Institutional Development Nos -

Capital Investment LS 50 10 10 10 10 10



Grievance redressal cell Nos -


250


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Capital Investment LS 10

10


8 - 2 2 2 2


Public and Semi Public Amenities Nos

Community Room

30

10 10 10

Hawkers market

40

20

20

Rrecrational Club

-

Night Shelters

30

10 10 10

Capital Investment LS 100 - 30 20 20 30

Operation & Maintenance 0% -

- - - -


Infrastructure Sub-Total INR 333 22 55 96 60 101




355 23 58 103 64 107

Planning Studies

Preparation of Master Plan LS 25 25

Planning Studies

25 25.00 - - - -

Social Infrastructure Sub Total

380 48 58 103 64 107

Urban Poverty

Infrastructure

Low Cost Housing Nos 288 160 32 32 32 32


251


2011-12 2012-13 2013-14 2014-15 2015-16 Year 1 2 3 4 5 Capital Investment 1 457 228 50 55 60 65

Infrastructure Sub-Total INR 457 228 50 55 60 65


-



466 232 51 56 61 67

Planning Studies

Slum Infrastructure assessment

10

Slum INR 10.00 - 10 - - -

Urban Poverty Planning Studies

10 - 10.00 - - -

Urban Poverty Sub Total

476 232 61 56 61 67

Grand Total

6,012 1,044 1,988 634 701 1,645 All figures in ` lakh


252

Annexure 17: Year-wise and Project wise Bifurcation of costs for the Short Term

Head 2011-12 2012-13 2013-14 2014-15 2015-16

Scenario 1: Base Case Scenario

Grants 282 299 317 336 356

Loans/Borrowings 675 1,675 500 625 1,650

Scenario 2: Moderate Scenario

13th Finance Commission 10 63 16 18 125



RAY 195 64 65 70 77

CBULB 10 22 12 12 12

Viability Gap Funding 1 135 1 1 2

Others 12 5 0 16 62

Grants 644 1,186 337 392 1,081



13th Finance Commission 10 63 16 18 125



RAY 195 64 65 70 77

CBULB 10 22 12 12 12

Viability Gap Funding 1 135 1 1 2

Others 12 5 0 16 62

Grants 644 1,186 337 392 1,081

Beneficiary Contribution 27 32 32 35 40

Other sources/PPP 16 177 13 51 14



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