CDP Ratlam E PDF

CITY DEVELOPMENT PLAN
Ratlam
Madhya Pradesh Urban Services for the Poor,

Urban Administration and Development Department,
Madhya Pradesh
DARASHAW&CO.PVT.LTD
6thFloor,ExpressBuilding,
Churchgate(W),Mumbai
City Development Plan, Ratlam
Executive Summary
Background of the project
There are 360 numbers of urban local bodies in the state of Madhya Pradesh;
amongst them 14 ULBs are the municipal corporations. These municipal corporations
have been enacted under the Madhya Pradesh Municipal Corporation Act, 1956 with
meticulous roles and responsibilities in order to provide the services to the citizens
under its jurisdiction.
Due to rapid urbanization and the population growth new the past few decades urban
local bodys especially municipal corporations are facing the enormous pressure on
the technical and financial capacity there by affecting the level of service to its citizen.
In order to address these issues and to meet the growing demands of infrastructure
and service delivery, GoI as well as GoMP have initiated a number of programmes.
GoMP has initiated schemes like DFID funded MPUSP (Madhya Pradesh Urban
Services for Poor Programme), which links reform with investment in infrastructure
for the poor. City Development Plan is the part of above strategy in order to access
funds under GOI schemes as well as from other sources based on priority actions and
projects identified under CDP.
Approach and methodology
The whole exercise is divided into four stages, which are further subdivided into tasks
and several sub-tasks or activities within them.
Inception stage: this includes the field reconnaissance and identification of key
stakeholders for the Project. Discussions were held with key stakeholders and a Kick
off workshop was organized involving all the stakeholders. The outcome of the
meeting and preliminary assessment for the municipal area has been detailed out in
the Inception report.
Database Identification and Anthology: A detailed checklist was prepared for all
the sectors and the data was collected from different departments and parastatal
bodies. Apart from data collection, rapid assessment has been done with conducting
the entire city survey including the slum areas.
Sectoral analysis: This stage has been incorporated with sectoral situation
assessment and SWOT analysis after micro level evaluation of the sectors. The
sectoral analysis has included social and physical infrastructure, environment, urban
governance, municipal finance.
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Vision and development objectives: This task includes the development of

vision for the city, sectoral goals and strategies, financial actions and project in the
form of capital investment plan for next fifteen years and at last, but not the least
financial alternatives with the provision of financial operating plan.
For each of the above mentioned stages of CDP process, stakeholders
consultations, in the form of workshops, have been taken into consideration in
order to realize inclusive progression in the city development plan preparation.
Ratlam City in nutshell

Ratlam is the third biggest city in terms of commercial and industrial activity under
the Indore Agro industrial region formed under the section 4 of Town and Country
Act, 1973. Ratlam city is the important centre for the agriculture business
providing the intangible advantage to Indore and Baroda region.
Connectivity
Ratlam city has significant rail and road connectivity via extensive rail and road
network respectively. Ratlam junction is Divisional head quarters of Western
Railways. It has both Broad Gauge and Meter Gauge Railway Lines providing
connectivity at regional and national level.
Demography
The sudden drop is found in the decade

1991-2001 as the growth rate has plunged Year Population Remarks
from 25.84% to 19.74%. Possible reason
1951 63403
for this sudden drop might be because of
people migrating to other places due to the 1961 87472
limited employment opportunities created 1971 107049 Past growth
by shutting down of many industrial units. 1981 142319 trend
1991 183375
After considering the water supply DPR
2001 222202
projections and discussion with officials
2020 289555
and also factors governing the future Projected
2030 330910
growth and development of Ratlam City growth trend
2040 376337
like industrial, commercial, educational,
social and administrative factors, it is felt that the most suitable method for
population projection will be Incremental increase method.
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Socio-economic profile
Literacy rate: Ratlam city literacy Literacy levels Total Male Female
rate has been significant as Ratlam 85% 91% 78%
compared to other cities of the In Ratlam urban
states. As per census 2001, the district 81% 89% 73%
In MP state
literacy rate for the Ratlam
urban 79% 87% 70%
Municipal Corporation is higher as
compared to the Ratlam district urban and state level literacy rate. It shows the
role of education system has been significant in the city area.
Social composition:
Social % share
As per census 2001, SC Composition
Male Female Total
to total
population is about 10 percent SC
of the total population whereas 12231 11534 23765 10%
Population
ST population comes around 4 ST Population 5113 4598 9711 4%
percent of the total population. Others 103530 97413 200943 86%
Total
120874 113545 234419 100%
Population
Physical planning and growth management

IN the current past The new areas of development in the city are towards the North
of the city and towards the south west. Especially the commercial rates in area of
Manek Chauk and Shaher Sarai have been doubled since last three years even the
period of recession in other parts of the country.
This proposed landuse has been designed for the period of 2021 with forecasted
population of 3.5 lakh however according to the population projections made for city
development plan has been 2.9 lakhs i.e less than the population estimated in
development plan. The development plan,2001 which was published in 1990 was
designed with projected population of 3.5 lakhs.
Existing landuse Proposed landuse

Proposed Land Use
Residential
14% Residential
22%
Commercial
Commercial
Industrial
10%
Industrial
2%
51% Govt and Institutional
5% 54% Government and
9%
Recreation instiutional
Recreational
Traffic and 12%
12% Transportation Transport
4% 5%
Economic base of the town

The economic activities in the town are mainly trade, commerce and industries.
Ratlam is famous for the Gold ornaments and special Sarees designing. Also it has
main Agriculture Market which distributes the large amount of food grains coming
from the surrounding villages and districts.
Being the district administrative centre and Railway junction, Ratlam has significant
scale of informal sector in the several part of the city.
There is a major industrial area in the Ratlam city premises which is under the District
Trade and Industries Centre (DTIC), Ratlam. But since last decade several industries
like Jayant Vitamins, Sajjan Chemicals and steel and alloys industries are shutting
down causing damage to the economy of the area. Major reason according to the
industrial officials is the lack of infrastructure services.
Physical infrastructure
Water supply:
Existing situation:
Water has been supplied from Performance
Units Value Standard
Dholwad dam through Morvani Water Indicator
Coverage of
treatment plan with capacity of 22.7
domestic supply % 54 100
MLD. In order to compensate entire connections
city demand, Ratlam Municipal Per capita supply of
Corporation has provided tubewell and lpcd 65 135
water
handpumps at several parts of the Continuity of water 45
Hours 24
city. Water has been stored in the supply min
sumps and overhead tanks and Extent of metering of
% 0 100
water connections
supplied for 45 minutes to the several
Storage capacity with
part of the city on the alternated day respect to proposed
basis. % 52.27 33
supply for the next
fifteen year period
There is no metering system for
Cost of electricity to
connections except for the industrial operational % 54 25
connections. expenditure
In order to address water scarcity Cost recovery (O&M)
in water supply % 53 100
problem in Ratlam, Water supply
services
scheme under UIDSSMT has been
proposed and the project cost is Rs.32.65 crore for the augmentation of drinking
water source from Dholawad Dam.
Strategies and action plan:

Strategies have been adopted with reduction of non-revenue water and improving the
collection efficiency of water tax. Also there is need for the 24X7 water supply system
with 100% metering of all connections. Projects has been proposed for infrastructure
augmentation and refurbishment in order to provide 100% household coverage of
drinking water supply.
Apart from the technical features, action plan has been proposed for utility mapping
and customer grievance and redressal system for better accountability of the water
supply service.
Waste water services:
Existing situation:
Town does not have comprehensive underground sewerage scheme as on today. The
current disposal system is in the form of septic tanks of the individual houses or
direct disposal into nallah or open plots. Town has insignificant amount level of
sanitation facilities with absence of public toilets and disposal systems.

Provision of comprehensive underground sewerage network in the entire city in
order to cover all household for coverage of toilet facilities.
Provision of sanitation facilities in the slum areas in the form of community toilets
to avoid open defecation and spreading of diseases.
Solid waste management:
Existing situation: Ratlam city Benchmark

generates 50 TPD of solid waste out Indicator Percentage
percentage
of which 41 TPD Municipal Solid DTD collection 0 100
Waste is collected daily. Currently collection efficiency of
47 100
there is no door to door collection MSW
system in Ratlam city. There has Extent of segregation
0 100
of waste
been absence of the implementation
Extent of recovery of
of MSW handling rules, 2000 which is waste collected
0 80
mandatory of Ratlam Municipal Extent of scientific
Corporation. There is no proper disposal of waste in 0 100
treatment and disposal system for landfill
the 41 TPD waste collected from entire city.

Effective implementation of MSW handling rules, 2000
PPP in integrated solid waste management
Storm water drainage:

Existing situation: currently the primary drains are in the form of nallah which is
flowing across the city. The nallah overflows during the monsoon thereby damaging
the low lying areas of the city. Also it carries the entire sewerage disposed into it
there by contaminating the nallah water causing health hazards. There are two
disposal points of the nallah, one in the Amrut Sagar Lake and other is outside the
city into the farm areas. Ratlam Municipal Corporation have prepared the DPR of
Rs.21 Cr for nallah improvement and channelization with additional provision of storm
water drainage network.

Provision of storm water drainage network with recycle and reuse technology
Nallah channelization and improvement scheme
Roads and transportation:

Existing situation: The city traffic and transport Type of the Unit
services are one of the major issues of Ratlam city. Road Figure
There is no city or public transport facility for Ratlam. Km
CC road 11.67
At present, city transport services are facilitated by
Bitumen Km
para-transit mode of transportation in terms of auto Road 120.00
rickshaws and six seaters. Km
WBM Road 53.46
Apart from auto rickshaws there are significant
numbers of tempo-rickshows which are the major Motorable1 12.47 Km
source of low cost public transport in Ratlam. Total length 197.6 Km
There has been Congestion at major road junctions in of the road
Road length 5.04 Km /
the city area, e.g. Sailana road junction, Javara road
density Sq. km
crossing (Gulmohar Chauk) and Do batti, Daat ki pool
(Area)
area.
Road length 0.78 M per
Town has total road network of approximately 197.6 density capita
km as per the information provided by the Municipal (Population)
Corporation.

Provision of cc and bituminous road network to improve the connectivity across
the city.
Road widening and junction improvement at congested areas of the city
Parking provisions at key commercial areas
Provision of bus terminus on PPP basis of existing bus stands of the city
Socio economic infrastructure

Existing situation: Ratlam is the district headquarters and hence caters to health
infrastructure needs of surrounding villages also. There is one district hospital,
childrens hospital, mission hospital and Ayurvedic hospital in Ratlam. The school
infrastructure is presently good with significant provision of primary and secondary
schools in the Ratlam.
For recreation purpose Kalika Mata Garden, Zali Lake has been the major source of
attraction in the city. Apart from these, Amrut Sagar Lake can be utilized for
recreational use with commercial exploitation.
1Motorable road, as defined by Municipal Official, is the road which is the kind of WBM road lower in quality
but better than the kuchha road.

Lake development with public private partnership, Amrut Sagar Lake and Barbad
Lake.
Provision of health services in the form of clinics in slum region
Provision of recreation spaces with recreation parks and gardens.
Slums and Urban Poverty

Existing situation: There are 32 slum pockets notified by Ratlam Municipal
Corporation with population of 65155. Approximately 30% of slum settlements have
piped water and are having public taps. Around 8- 10 households are dependent on
one public tap in most of the cases.
There are no sewerage facilities in any of the slums and the sewerage water from
kitchen and bathrooms are drained into open drains (Gutter) causing unhygienic and
unclean conditions. There is no collection of Solid waste from majority of the slums on
daily basis. Approximately 45% of households in slums do not have any access to
toilet facilities and follow the practice of Open defecation. The condition of roads, and
streetlighting facilities in majority of slums is considerably well. Most of the slums
have access to primary education through Anaganwadi and Government schools.
There is absence of any kind of health facilities in all the slums.
Strategies and action plans:

Rajiv Awas Yojna (RAY) for slum free city planning of Ratlam which will provide
o Conducting slum survey in the city
o Entry of data from slum survey into MIS data base
o Preparation of City and slum base maps using GIS- including cost of
CARTOSAT
o Latest images, spatial total station slum surveys, integration slum MIS with
GIS maps
Community toilets at different slum regions
Ratlam City vision
City Vision
To establish Ratlam City as the greatest enabler of socioeconomic development in
the State of Madhya Pradesh.
Capital investment plan

Capital investment plan with prioritized projects for next 15 years is;
Total Rs 2010-11 2015-16 2020-21

Sector
in Lakhs to 2014-15 to 2019-20 to 2024-25
water supply 15775.27 13945.70 900.21 929.36
sewer services 18650.55 16874.50 863.45 912.60
storm water drainage 13565.00 12040.00 742.00 783.00
solid waste management 3929.26 3773.51 76.80 78.95
roads and transportation 10436.00 6836.00 1738.00 1862.00
street lights 177.35 153.77 11.48 12.10
Industries and economic development 45.00 45.00 0.00 0.00
Socio-Economic Infrastructure 370.00 370.00 0.00 0.00
Environment Protection and
Management 1821.50 1821.50 0.00 0.00
Urban Heritage 20.00 20.00 0.00 0.00
services to urban poor 6144.80 6144.80 0.00 0.00
Urban Governance and institutional
development 75.00 75.00 0.00 0.00
Total 71009.72 62099.78 4331.94 4578.01
Financial Operating plan

This FOP is based on a whole range of assumptions related to income and
expenditure. These are critical to understand the financial projections worked out,
sustenance of the projected increase in revenue and expenditure under various
scenarios and surplus thus generated. The assumptions would help in understanding
the extent of investment sustenance for future projects envisaged. Following three
scenarios have been created under financial operating plan.
Scenarios Details
No reforms scenario or Base case Implementation of all the projects with no reforms
Implementation of all the projects with partial
Partial Reforms Scenario implementation of Reforms
Implementation of all the projects with complete
Full Reforms Scenario
implementation of Reforms
Sustainability under base case scenario:

The revenue engendered by Municipal Corporation for the period between 2011-12
and 2025-26 is only Rs. 4745.90 lakhs. The municipal corporation will not sustain
without reforms
Sustainability under "No Reform" Scenario Value Units
Total project cost for phase-I 79278.10 Rs. Lakhs

O&M for the new projects for 15 years 39964.13 Rs. Lakhs
15 year net revenue surplus of Ratlam Municipality
4745.90 Rs. Lakhs
under"base case scenario"
Sustainability of project cost under "No Reform" scenario -44.42% %
Sustainability under partial case scenario:

The total revenue surplus of Municipal Corporation under Partial Reform scenario for
fifteen years upto 2025-26 is Rs. 41925.64 lakhs. This revenue surplus can sustain
2.47% of the total project cost envisaged.
Sustainability under "Partial Reforms" Scenario Value Units

15 year net revenue surplus of Ratlam Municipality under"base
41925.64 Rs. Lakhs
case-partial reforms scenario"
Sustainability of project cost under "Partial Reforms" scenario 2.47% %
Sustainability under full reforms scenario:

The revenue surplus can sustain 24.25 % of the total project cost envisaged with full
reforms.
Sustainability under "Full Reforms"

Value Units
Scenario
15 year net revenue surplus of Ratlam
Municipality under"base case-partial 59192.58 Rs. Lakhs
reforms scenario"
Sustainability of project cost under
24.25% %
"Full Reform" Scenario
Funding pattern:
Following funding pattern has been assumed Funding Option Contribution as
for capital investment required for Ratlam % of project cost
City Development: Central Government 80%
State Government 10%
Ratlam Corporation 10%
Optimal financial operating plan:
The Municipal Corporation will be able to fund 10% of the project cost and also meet
its O&M obligation under Full Reforms scenario. Since public contribution is
envisaged in funding water supply and sewer scheme, PPP model can be considered
for implementation and O&M.
Financial
Operating Plan 2011- 2012- 2013- 2014- 2015- 2022- 2023- 2024-
under full 2012 2013 2014 2015 2016 2023 2024 2025
reform scenario
Project Cost 22602.20 14761.60 12069.79 10010.00 2656.19 1337.75 908.94 872.75
Projects under
0.00 4977.63 770.00 36.19 0.00 42.76 0.00 36.19
PPP
Ultimate project
22602.20 9783.97 11299.79 9973.81 2656.19 1294.99 908.94 836.56
cost
Contingency 678.07 293.52 338.99 299.21 79.69 38.85 27.27 25.10
Cost escalation 1130.11 1002.86 1781.13 2149.42 733.86 1030.63 805.00 819.77
Sub-total 24410.37 11080.35 13419.91 12422.44 3469.73 2364.47 1741.21 1681.43
Funding
Central
Government
19528.30 8864.28 10735.93 9937.95 2775.79 1891.57 1392.97 1345.14
contribution @
80%
State
Government
2441.04 1108.03 1341.99 1242.24 346.97 236.45 174.12 168.14
contribution
@10%
Municipality
contribution
including public
deposits for 2441.04 1108.03 1341.99 1242.24 346.97 236.45 174.12 168.14
Water Supply
and Sewer
scheme @10%
Financial
Operating Plan
under full
reform scenario
Surplus of
2244.61 1721.71 2166.27 3063.59 2769.97 5109.79 5438.69 6451.99
Municipality
Loan to fund new
780.00 950.00 400.00 400.00
project
Interest on loan 78.00 173.00 213.00 253.00 53.00 0.00 0.00
Repayment of
0.00 0.00 0.00 0.00 800.00 530.00
loan
Closing Balance
of Short term 780.00 1730.00 2130.00 2530.00 530.00 0.00 0.00
Loan
Less contribution
of Ratlam
2441.04 1108.03 1341.99 1242.24 346.97 236.45 174.12 168.14
Municipality
towards projects
Less O&M due
0.00 944.87 1499.25 2014.31 2552.22 4068.57 4315.87 4564.48
to new projects
Opening Balance 328.28 131.86 502.67 604.70 598.73 584.12 535.89 954.59
Net Surplus/
-196.42 370.81 102.03 -5.97 17.77 -48.23 418.69 1719.36
Deficit
Closing
131.86 502.67 604.70 598.73 616.51 535.89 954.59 2673.95
Balance
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Table of Contents
Executive Summary
1 Project Background.................................................................................................. 1
1.1 City Development Plan ......................................................................................................................1
1.2 Approach and Methodology...............................................................................................................2
1.2.1 Inception stage .............................................................................................................................................3
1.2.2 Database Identification and Anthology ..........................................................................................................4
1.2.3 Sectoral Analysis ...........................................................................................................................................4
1.2.4 Vision and development objectives ...............................................................................................................5
2 City Profile.................................................................................................................9
2.1 Connectivity.....................................................................................................................................10
2.1.1 Road Connectivity .......................................................................................................................................11
2.1.2 Rail Connectivity..........................................................................................................................................11
2.1.3 Air Connectivity............................................................................................................................................11
2.2 Demography....................................................................................................................................13
2.2.1 Population for Ratlam Municipal Corporation and Railway colony:.............................................................13
2.2.2 Population Projection...................................................................................................................................14
2.3 Social Indices ..................................................................................................................................17
2.3.1 Literacy rate.................................................................................................................................................17
2.3.2 Social Composition......................................................................................................................................17
2.3.3 Gender Ratio ...............................................................................................................................................17
3 Physical Planning & Growth Management ........................................................... 18

3.1 Landuse analysis .............................................................................................................................18
3.1.1 Existing Land use ........................................................................................................................................18
3.1.2 Proposed Landuse ......................................................................................................................................19
3.1.3 Industrial region and its development..........................................................................................................21
3.1.4 Commercial region: .....................................................................................................................................21
3.1.5 Recreational facilities:..................................................................................................................................22
3.1.6 Overall development and circulation: ..........................................................................................................22
3.2 Development potentials & Constraints.............................................................................................22
3.2.1 Development potentials ..............................................................................................................................22
3.2.2 Development Constraints ...........................................................................................................................23
4 Economic Development ......................................................................................... 24

4.1 Economic Base of the city ...............................................................................................................24
4.1.1 Work Force Participation Rate (WFPR)......................................................................................................24
4.1.2 Occupational pattern ..................................................................................................................................24
4.1.3 Informal Sector of Ratlam...........................................................................................................................25
4.2 Industries .........................................................................................................................................26
4.3 Tourism potential .............................................................................................................................27
4.3.1 Tourism at regional level ............................................................................................................................27
4.3.2 Tourism in Ratlam ......................................................................................................................................28
5 Physical Infrastructure........................................................................................... 30
5.1 Water Supply ...................................................................................................................................30
5.1.1 Water Supply System .................................................................................................................................30
5.1.2 Water Supply Sources ................................................................................................................................30
5.1.3 Water Supply treatment ...........................................................................................................................30
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5.1.4 Water Supply Storage and Distribution ....................................................................................................31

5.1.5 Water Availability and supply ...................................................................................................................32
5.1.6 Water Connection details .........................................................................................................................33
5.1.7 Proposed Water Supply Scheme .............................................................................................................33
5.1.8 Service adequacy .....................................................................................................................................34
5.1.9 Demand assessment................................................................................................................................35
5.1.10 Sectoral Issues .........................................................................................................................................36
5.2 Sewerage and Sanitation.................................................................................................................36
5.2.1 Sewerage system in Ratlam ..................................................................................................................36
5.2.2 Demand Assessment.............................................................................................................................37
5.2.3 Sectoral Issues ......................................................................................................................................37
5.3 Storm Water Drainage .....................................................................................................................37
5.3.1 Demand assessment .............................................................................................................................38
5.3.2 Sectoral Issues ......................................................................................................................................38
5.4 Solid Waste Management................................................................................................................38
5.4.1 Generation and collection ......................................................................................................................38
5.4.2 Disposal and treatment facilities ............................................................................................................39
5.4.3 Proposed Scheme for Solid Waste Management..................................................................................39
5.4.4 Adequacy of services.............................................................................................................................40
5.4.6 Sectoral Issues ......................................................................................................................................44
5.5 Road, Traffic and Transportation .....................................................................................................44
5.5.1 Regional Network ..................................................................................................................................44
5.5.2 Current transportation situation of the city: ............................................................................................44
5.5.3 Public Transport system ........................................................................................................................45
5.5.4 Bus Stand infrastructure ........................................................................................................................46
5.5.5 Demand Assessment: Roads ................................................................................................................46
5.5.6 Sectoral Issues ......................................................................................................................................48
5.6 Street lighting...................................................................................................................................48
5.6.1 Adequacy of services.............................................................................................................................50
5.6.3 Sectoral issues ......................................................................................................................................50
6 Socio-Economic Infrastructure ............................................................................. 51

6.1 Health ...........................................................................................................................................51
6.1.2 Sectoral Issues ......................................................................................................................................52
6.2 Education.........................................................................................................................................52
6.2.1 Existing school infrastructure.................................................................................................................52
6.2.3 Sectoral Issues ......................................................................................................................................53
6.3 Recreation .......................................................................................................................................53
6.3.1 Existing recreational facilities in Ratlam ................................................................................................53
6.3.3 Sectoral Issues ......................................................................................................................................54
7 Slums and urban poverty....................................................................................... 55

7.1 Slums in Ratlam...............................................................................................................................55
7.1.1 BPL population in Ratlam ......................................................................................................................56
7.1.2 Access to services in slums...................................................................................................................57
7.1.3 Sectoral issues: .....................................................................................................................................59
8 Housing ................................................................................................................... 60
8.1 Household size and occupancy rate ................................................................................................60
8.2 Future requirements.........................................................................................................................60
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8.3 Direction of growth...........................................................................................................................61
9 Environment Status................................................................................................ 63
9.1 Natural environment ........................................................................................................................63
9.1.1 Topography ................................................................................................................................................63
9.1.2 Geology and soil type .................................................................................................................................63
9.1.3 Climate and rainfall.....................................................................................................................................63
9.1.4 Ground and surface water sources ............................................................................................................64
9.2 Urban Environment..........................................................................................................................64
9.2.1 Air pollution..................................................................................................................................................64
9.2.2 Water pollution............................................................................................................................................64
9.2.3 Soil pollution ...............................................................................................................................................65
9.2.4 Land use.....................................................................................................................................................65
9.2.5 Anthropogenic hazards...............................................................................................................................66
9.2.6 Urban Environment Quality ........................................................................................................................66
9.2.7 Sectoral Issues ...........................................................................................................................................67
10 Heritage and Conservation .................................................................................... 68

10.1 Heritage Structures........................................................................................................................68
10.2 Existing Heritage Regulations .......................................................................................................69
10.3 Heritage Issues..............................................................................................................................70
10.4 City Specific Strategies and Action Plan........................................................................................70
11 Financial Status ...................................................................................................... 72

11.1 Financials of Ratlam for last four years .........................................................................................72
11.2 Analysis of revenue .......................................................................................................................74
11.2.1 Municipal taxes..........................................................................................................................................75
11.2.2 Non-tax income .........................................................................................................................................79
11.2.3 rants including transfers ............................................................................................................................80
11.3 Analysis of expenditure .................................................................................................................82
11.3.1Revenue Expenditure .................................................................................................................................82
11.3.2Level of aggregate investment in urban infrastructure ...............................................................................85
11.4 Cost Recovery for services ...........................................................................................................86
11.4.1Cost recovery for water supply ...................................................................................................................87
11.4.2Cost recovery for sanitation, street light and fire ........................................................................................87
11.5 Issues ...........................................................................................................................................88
12 Institutional framework .......................................................................................... 89

12.1 State level departments.................................................................................................................89
12.1.1 City and country planning department......................................................................................................89
12.1.2 Public health engineering department ......................................................................................................89
12.1.3 Madhya Pradesh Housing Board..............................................................................................................89
12.1.4 District Urban Development Agency (DUDA) ...........................................................................................90
12.1.5 Madhya Pradesh Pollution Control Board ................................................................................................90
12.2 Organization ..................................................................................................................................91
12.3 Staff strength .................................................................................................................................92
12.4 Functions of various departments .................................................................................................93
12.4.1 Water works department ...........................................................................................................................93
12.4.2 Health and medicine department...............................................................................................................93
12.4.3 Lok nirman (PWD) department..................................................................................................................93
12.4.4 Revenue Department ................................................................................................................................93
12.4.5 Fire Department .................................................................................................................................94
12.4.6 General Administration Department...................................................................................................94
12.5 Institutions responsible for service delivery ..................................................................................94
12.5.1 Human resources strengthening for Ratlam Municipal Corporation.....................................................94
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12.5.2 Institutional Responsibility Matrix for Ratlam Municipal Corporation...................................................95

12.5.3 Appointment of special officers for public awareness and IEC initiatives............................................95
12.6 Reform Status .............................................................................................................................96
12.7 Role of private sector in infrastructure service provision .............................................................98
12.8 Prioritized action plan ..................................................................................................................98
12.8.1 Property assessment ...........................................................................................................................98
12.8.2 Survey of assets ..................................................................................................................................98
12.8.3 Improvement of collection efficiency and cost recovery ......................................................................98
12.8.4 Application of e-governance ................................................................................................................98
13 Identification of issues........................................................................................... 99
13.1 SWOT analysis............................................................................................................................99
13.2 Sector-wise issues.....................................................................................................................100
13.3 Issues identified by stakeholders...............................................................................................102
14 Learnings from successful city transformation ............................................... 104

14.1 Barcelona .....................................................................................................................................104
14.2 Chandigarh...................................................................................................................................105
14.2.1 Initiatives of Chandigarh administration ...............................................................................................107
14.2.2 Improving Governance.........................................................................................................................111
14.3 Surat ..........................................................................................................................................112
14.3.1 Battle against plague............................................................................................................................112
14.3.2 Sustaining the efforts ...........................................................................................................................113
14.3.3 Crisis to opportunity .............................................................................................................................114
14.4 Performance Improvement: Developing Effective Billing and Collection Practices.......................114
14.4.1 Performance Improvement Practice Around World: Effective Billing, Collection and Metering:........115
14.5 Designing an Effective Leakage Reduction, Management Program: case studies.......................116
14.6 Performance contracting to implement performance improvement plans:....................................118
15 Stakeholders consultation.................................................................................. 119

15.1 Formation of steering group ......................................................................................................119
15.2 First workshop-kickoff................................................................................................................120
15.3 First Steering group meeting .....................................................................................................120
15.4 Second workshop Stakeholders consultation ...........................................................................120
15.5 Second and third steering group meeting..................................................................................123
15.6 Third workshop meeting ............................................................................................................124
15.7 Fourth workshop meeting ..........................................................................................................126
15.8 Fourth steering group meeting ..................................................................................................127
16 Development of vision and strategies ................................................................ 129

16.1 Creation of vision statement for Ratlam City ...............................................................................129
16.2 Vision statement for Ratlam City .................................................................................................130
16.2.1 Key priorities ........................................................................................................................................130
16.2.2 Sectoral strategy framework ................................................................................................................130
16.3 Sectoral Goals and strategies for Ratlam ..................................................................................130
16.3.1 Water supply ........................................................................................................................................130
16.3.2 Sewerage and sanitation......................................................................................................................132
16.3.3 Integrated Solid Waste Management...................................................................................................134
16.3.4 Storm water drainage ..................................................................................................................................135
16.3.5 Traffic and transportation.............................................................................................................................136
16.3.6 Urban poverty ..............................................................................................................................................137
16.3.7 Urban renewal .............................................................................................................................................139
16.3.8 Other sectors ...............................................................................................................................................139
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17 Investment Prioritization Plan ............................................................................. 142

17.1 Basis for project identification......................................................................................................142
17.2 Capital investment plan sector specific projects .......................................................................142
17.2.1 Water supply project identification and capital investment ..................................................................142
17.2.2 Waste water services project identification and capital investment .....................................................144
17.2.3 Storm water drainage project identification and capital investment .....................................................145
17.2.4 Solid waste management project identification and capital investment ...............................................145
17.2.5 Roads and transportation project identification and capital investment ...............................................147
17.2.6 Street lighting: project identification and capital investment ................................................................148
17.2.7 Industries & Economic development: project identification and capital investment .............................149
17.2.8 Socio-economic infrastructure: project identification and capital investment.......................................150
17.2.9 Environment protection: project identification and capital investment .................................................151
17.2.10 Heritage conservation and protection: project identification and capital investment...........................152
17.2.11 Urban Poor: Project identification and capital investment...................................................................152
17.2.12 Urban Governance and institutional development: Project identification and capital investment .......153
17.3 Capital investment plan Location and ward specific projects ..................................................154
17.3.1 Projects identified..................................................................................................................................154
17.4 Projects prioritization for Ratlam City Development Plan ..........................................................154
17.5 Projects under public private partnership ..................................................................................156
18 Reforms and resource mobalization................................................................... 157

18.1 Overview ...................................................................................................................................157
18.2 Reforms and measures for Ratlam Municipal Corporation........................................................157
18.3 Property tax reforms..................................................................................................................158
18.4 Accounting Reforms ..................................................................................................................159
18.5 Institutional Reforms..................................................................................................................160
18.5.1 Training and Capacity Building for administrative staff and elected officials: ......................................160
18.5.2 Consumer Grievance Redressal System (CGRS): ..............................................................................161
18.5.3 Private sector participation:..................................................................................................................161
18.5.4 User Charges .......................................................................................................................................162
18.5.5 E-governance:......................................................................................................................................163
18.6 Reform Action Plan ...................................................................................................................164
19 Financial Operating Plan...................................................................................... 167

19.1 Projection of Financial Statement..............................................................................................167
19.1.1 Revenue expenditure ............................................................................................................................171
19.2 Capital Expenditure and O&M for new projects.........................................................................171
19.3 Sustainability of Municipal Corporation without implementation of reforms...............................174
19.4 Financial Operating Plan (FOP) considering reforms measures ...............................................174
19.4.1 Partial reforms scenario ........................................................................................................................175
19.4.2 Full projects with reforms scenario .......................................................................................................175
19.4.3 Revenue income ...................................................................................................................................175
19.5 Financial projections under partial reform scenario .....................................................................178
19.6 Sustainability of Corporation with implementation of financial reforms........................................181
19.7 Financial projections under full reform scenario ..........................................................................181
19.8 Sustainability under full reform scenario......................................................................................184
19.9 Funding option for Ratlam Municipal Corporation .......................................................................184
19.10 Optimal financial operating plan for Ratlam Municipal Corporation. ...........................................184
19.11 Alternative funding options for identified projects. ......................................................................186
19.11.1 Pooled Financing Mechanism .........................................................................................................186
19.11.2 Nodal Agency/ State Government Agencies Funding .....................................................................186
19.11.3 Public Private Partnership (PPP).....................................................................................................187
19.11.4 City Planning Schemes ...................................................................................................................189
19.11.5 Other sources of project funding .....................................................................................................190
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19.12 Supervision of capital works and maintenance...........................................................................190

19.12.1 Appointment of Project Management Consultants for Implementation ...........................................190
19.12.2 Turnkey contracts with minimum years of operation obligation.......................................................190
19.12.3 Induction of Technical staff ..............................................................................................................190
19.12.4 Outsourcing of municipal functions..................................................................................................191
List of Tables
Table 2-1: Population details of Ratlam 2001. ...................................................................................... 14

Table 2-2: Population Projection as DPR ............................................................................................... 15
Table 2-3: Population assumed for water supply scheme ...................................................................... 15
Table 2-4: Population Projection Summary ............................................................................................ 16
Table 2-5: Literacy levels & comparison ................................................................................................ 17
Table 2-6: Social Composition................................................................................................................. 17
Table 2-7: Gender ratio and its comparison ............................................................................................ 17
Table 3-1: Existing Land Use pattern of Ratlam (areas in Ha)................................................................ 18
Table 3-2: Proposed land use pattern of Ratlam (areas in Ha)............................................................... 20
Table 3-3: Lake development under development plan........................................................................... 22
Table 4-1: Occupational Pattern and its comparison 2001 .................................................................. 24
Table 4-2: Classification of Workers 2001 .......................................................................................... 25
Table 4-3: Estimation of population for informal sector........................................................................... 26
Table 4-4: Industrial information of Ratlam ............................................................................................. 27
Table 4-5: Tourist spots around Ratlam ................................................................................................ 27
Table 4-6: places of devotion and picnic spots ...................................................................................... 28
Table 5-1: WTP details for Ratlam water supply..................................................................................... 30
Table 5-2: Storage capacity for Ratlam water supply system .................................................................. 31
Table 5-3: Tanker supply for Ratlam ....................................................................................................... 32
Table 5-4: Ground water sources for Ratlam........................................................................................... 32
Table 5-5: Water Supply system in Ratlam ............................................................................................. 32
Table 5-6: Water tax as per type of connection ....................................................................................... 33
Table 5-7: Performance Indicators for water supply ................................................................................ 34
Table 5-8: Demand assessment for Water Supply sector ....................................................................... 35
Table 5-9: Demand assessment for Sewerage sector............................................................................. 37
Table 5-10: Demand assessment for Storm Water Drainage sector ....................................................... 38
Table 5-11: Solid waste collection points................................................................................................. 38
Table 5-12: Vehicles deployed for Secondary waste collection & disposal ............................................. 39
Table 5-13: Performance Indicators for municipal solid waste................................................................ 40
Table 5-14: Demand assessment for Solid Waste Management sector ................................................. 40
Table 5-15: Demand assessment for Vehicles (street sweeping and waste collection).......................... 40
Table 5-16: Demand assessment for Refuse compactor wheely bins (HDPE) capacity 1100 liters and
660 liters .................................................................................................................................................. 41
Table 5-17: Demand assessment for Bulk Waste Storage Containers ................................................... 43
Table 5-18: Demand assessment for Construction & Demolition Waste Storage Containers................. 43
Table 5-19: Length and width of major commercial roads of Ratlam...................................................... 46
Table 5-20: Performance Indicators for roads in Ratlam ........................................................................ 47
Table 5-21: Demand assessment for Road sector ................................................................................. 48
Table 5-22: Connected load details. ........................................................................................................ 48
Table 5-23: Energy saving units for street lighting.................................................................................. 50
Table 5-24: Performance Indicators regarding Street Lighting ................................................................ 50
Table 5-25: Demand assessment for Street lighting sector ..................................................................... 50
Table 6-1: Existing health Facilities ......................................................................................................... 51
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Table 6-2: Demand assessment for Health Infrastructure sector ............................................................ 51

Table 6-3: Existing school Facilities ........................................................................................................ 52
Table 6-4: Toilets facilities in Govt Schools in Ratlam ............................................................................. 52
Table 6-5: Demand assessment for Education Infrastructure sector....................................................... 53
Table 6-6: Demand assessment for Recreational facilities...................................................................... 54
Table 7-1: slums and slum population in Ratlam..................................................................................... 55
Table 7-2: BPL population details............................................................................................................ 56
Table 7-3: Infrastructure status and service provision in Slums .............................................................. 57
Table 8-1: projections for slum population............................................................................................... 60
Table 8-2: Housing Deficit ....................................................................................................................... 60
Table 8-3: Housing Requirements ........................................................................................................... 61
Table 8-4: Housing Type as per income group........................................................................................ 61
Table 9-1: No. of samples conducted for the test in the month of November, 2009 ................................ 64
Table 9-2: Land use implemented till 2008 under master plan 2001 ....................................................... 65
Table 9-3: Proposed land use patter for Master Plan 2021 ..................................................................... 66
Table 9-4: Urban Environment Quality Check ......................................................................................... 67
Table 11-1: Income details of Ratlam Municipal Corporation (in ` Lakhs) ............................................... 72
Table 11-2: Expenditure details of Ratlam Municipal Corporation (in `Lakhs) ......................................... 73
Table 11-3: Collection Efficiency for property tax .................................................................................... 76
Table 11-4: Collection Efficiency for City Development charges ............................................................. 76
Table 11-5: Collection Efficiency for Consolidated taxes......................................................................... 77
Table 11-6: Collection Efficiency for Education Cess Rs. in lakhs........................................................... 78
Table 11-7: Collection Efficiency for Water Tax....................................................................................... 79
Table 11-8: Revenue Expenditure of Ratlam (in Rs. Lakhs).................................................................... 82
Table 11-9: Cost Recovery for water supply services (in Rs. Lakhs) .................................................... 87
Table 11-10: Cost Recovery for sanitation, street light & fire services Rs. Lakhs............................... 88
Table 12-1: Staff details of Ratlam Municipal corporation ..................................................................... 92
Table 12-2: Temporary staff details of Ratlam Municipal corporation.................................................... 92
Table 12-3: Present Staff Strength ......................................................................................................... 92
Table 12-4: Temporary staff details of Ratlam Municipal corporation.................................................... 93
Table 12-5: Institutional responsibility matrix for Ratlam Municipal Corporation.................................... 95
Table 12-6: Reform Status and Action Plan .......................................................................................... 96
Table 13-1: Sector-wise issues in Ratlam ............................................................................................. 100
Table 16-1: Vision statements expressed by stakeholders during consultation..................................... 129
Table 16-2: Goals & Service Outcomes for Different Horizon Years ..................................................... 131
Table 17-1: Capital Investment required for water supply Rs. In Lakhs ................................................ 143
Table 17-2: Capital Investment required for waste water services ........................................................ 144
Table 17-3: Capital Investment required for storm water services......................................................... 145
Table 17-4: Capital Investment required for Municipal Solid Waste management ................................ 146
Table 17-5: Capital Investment required for Roads and transportation ................................................. 148
Table 17-6: Capital Investment required for street lighting .................................................................... 149
Table 17-7: Capital Investment required for industries and economic development ............................. 150
Table 17-8: Capital Investment required for socio-economic infrastructure........................................... 151
Table 17-9: Capital Investment required for Environment protection..................................................... 151
Table 17-10: Capital Investment required for heritage conservation and projection.............................. 152
Table 17-11: Capital Investment required for Urban Poor ..................................................................... 153
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Table 17-12: Investment required for urban governance, institutional development............................. 154
Table 17-13: Prioritized City Investment for Ratlam .............................................................................. 155
Table 17-14: Prioritized projects under PPP.......................................................................................... 156
Table 18-1: Suggested Property taxes Reforms................................................................................... 159
Table 18-2: Suggested Accounting Reforms ........................................................................................ 160
Table 18-3: Areas of Privatization......................................................................................................... 162
Table 18-4: Reforms and action plans ................................................................................................... 164
Table 19-1: Growth rate for revenue income ......................................................................................... 167
Table 19-2: Financial statements under no reforms scenario ................................................................ 169
Table 19-3: Growth rate for revenue expenditure .................................................................................. 171
Table 19-4: Capital Investment for first phase of Ratlam CDP .............................................................. 172
Table 19-5: O&M required for Capital ivestment.................................................................................... 173
Table 19-6: Sustainability of the projects without reforms ..................................................................... 174
Table 19-7: Scenarios for Financial Operating Plan ............................................................................. 174
Table 19-8: Key reforms for Ratlam CDP .............................................................................................. 175
Table 19-9: Key assumptions for forecasting income from property tax ................................................ 176
Table 19-10: Key assumptions for forecasting income from water tax .................................................. 176
Table 19-11: Key assumptions for forecasting income from sewer tax.................................................. 177
Table 19-12: Projected Financial Statement for Partial Reforms Scenario (Rs. In Lakhs)..................... 179
Table 19-13: sustainability under partial reforms scenario .................................................................... 181
Table 19-14: Projected Financial Statement for Full Reforms Scenario (Rs. In Lakhs) ......................... 182
Table 19-15: sustainability under full reforms scenario.......................................................................... 184
Table 19-16: Funding options Ratlam City Development Plan .............................................................. 184
Table 19-17: Financial Operating Plan for Full Reforms Scenario (Rs. In Lakhs)................................. 185
Table 19-18: Operational Efficiencies after appointment of Private Sector............................................ 188
Table 19-19: PPP Projects implemented under JNNURM..................................................................... 189
List of Figures
Figure 2-1: Ward wise Map of Ratlam Municipal Corporation.................................................................. 13
Figure 2-2: Decadal population growth rate of Ratlam (in %) .................................................................. 14
Figure 3-1: Existing Landuse pattern....................................................................................................... 19
Figure 3-2: Ratlam Land Use Plan .......................................................................................................... 20
Figure 3-3: Proposed Land use ............................................................................................................... 21
Figure 4-1: Estimated population under informal sector .......................................................................... 25
Figure 4-2: Informal sector in Ratlam ...................................................................................................... 26
Figure 4-3: Tourism Places in Ratlam ..................................................................................................... 28
Figure 5-1: Public Transport facilities in Ratlam ...................................................................................... 46
Figure 5-2: Congestion at Roads in Ratlam............................................................................................. 47
Figure 6-1: Recreational Spaces ............................................................................................................. 54
Figure 7-1: Services to urban poor .......................................................................................................... 58
Figure 8-1: Chronological Development of Ratlam .................................................................................. 62
Figure 10-1: Heritage Building in Ratlam ................................................................................................ 69
Figure 11-1: Revenue and expenditure of Ratlam Municipal corporation ................................................ 74
Figure 11-2: Revenue of Ratlam Municipal corporation........................................................................... 74
Figure 11-3: Municipal Taxes .................................................................................................................. 75
Figure 11-4 : Arrear and Current Property Tax Collection ....................................................................... 76
Figure 11-5 : Arrear and Current City development Charges Collection.................................................. 77
Figure 11-6 : Arrear and Current Consolidated Tax Collection ................................................................ 78
Figure 11-7 : Arrear and Current for Education cess ............................................................................... 78
Figure 11-8 : Arrear and Current Water Tax Collection ........................................................................... 79
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Figure 11-9 : Arrear&current non tax income .......................................................................................... 80

Figure 11-10 : Grants including transfers for Ratlam Municipal corporation ............................................ 81
Figure 11-11 : Expenditure details of Ratlam ......................................................................................... 83
Figure 11-12 : Average break-up of Salary Expenditure for the year(2008-09) ....................................... 84
Figure 11-13 : Departmental Expenditure for Ratlam Municipal Corporation .......................................... 84
Figure 11-14 : Capital Expenditure for Ratlam Municipal Corporation..................................................... 86
Figure 11-15 : Capital Expenditure for Ratlam Municipal Corporation..................................................... 86
Figure 11-16 : Operational Expenditure for Ratlam Municipal Corporation ............................................. 87
Figure 11-17: Cost recovery for street lights and fire fighting .................................................................. 88
Figure 12-1: Administrative organizational structure Ratlam Municipal corporation ................................ 91
Figure 15-1: Consultants during second workshop ............................................................................... 122
Figure 15-2: Second steering committee meeting ................................................................................. 125
Figure 15-3: Consultants during fourth workshop.................................................................................. 126
Figure 15-4: Consultants during fourth steering group meeting............................................................. 128
Figure 17-1: Capital Investment Rs.in Lakhs......................................................................................... 155
Figure 18-1: A possible approach for the reform process can be as follows ......................................... 158
Figure 18-2: Benefits of consumer grievance redressal system ............................................................ 161
Figure 18-3: Possible approach of the Reforms for the User charges. .................................................. 164
Annexure:
Annexure 1: Kickoff workshop Paper Clippings and steering committee photographs
Annexure 2: Proceedings of second Workshop
Annexure 2: Proceedings of second Workshop
Annexure 3: Photographs of second Workshop
Annexure 4: Newspaper articles for second workshop
Annexure 5: Sample survey form - Filled
Annexure 6: Attendance sheet of people who attended Kick off workshop
Annexure 7: Copy of the presentation done to stakeholders
Annexure 8: Steering Group Meeting attendance
Annexure 9: Steering Group Meeting Photographs
Annexure 10: Third Workshop Stakeholders
Annexure 11: Third Workshop-Presentation
Annexure 12: Third Workshop-Stakeholders proposals
Annexure 13: Attendance for Third Workshop
Annexure 14: fourth steering committee meeting
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Abbreviations:
ASHRAE American Society of Heating, Refrigerating and Air-conditioning Engineers
BEE Bureau of Energy Efficiency
BOLT Built Operate Lease Transfer
BOOT Build Own Operate Transfer
BOT Built Operate Transfer
BPL Below Poverty Line
BT Bitumen
CAGR Compound Annual Growth Rate
CC Cement Concrete
CDP City Development Plan
CIP City Investment Plan
CER Certified Emission Reduction
CPHEEO Central Public Health and Environmental Engineering Organisation
DBFOT Design, Build, Finance, Operation and Transfer
DFID Department for International Development
DISCOM Division Support Command
DPR Detailed Project Report
DU Dwelling Unit
EE Energy Efficient
ESCO Energy Service Company
ESR Elevated Storage Reservoir
EWS Economically Weaker Section
FOP Financial Operating Plan
GIS Geographic Information System
GoMP Government of Madhya Pradesh
GSR Ground Storage Reservoir
HH Households
HVAC Heating, Ventilation, and Air Conditioning
IHSDP Integrated Housing and Slum Development Programme
INR Indian Rupees
IREDA Indian Renewable Energy Development Agency
JnNURM Jawaharlal Nehru National Urban Renewal Mission
RMC Ratlam Municipal Corporation
Kms Kilometres
LED Light-Emitting Diodes
LIG Low Income Group
LL Lakh Litres
LMV light Motor Vehicle
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Lpcd Litres per Capita per day

MLD Million litres per day
MP Madhya Pradesh
MP/ MLA Member of Parliament/ Member of Legislative Assembly
Mt Metres
NGO Non Governmental Organisation
NH National Highway
O&M Operation & Maintenance
OHT Overhead Tank
PCU Passenger Car Unit
PHED Physical Health and Engineering Department
PPP Public Private Partnership
PVVNL Paschimanchal Vidyut Vitaran Nigam Limited
PWD Public Works Department
RE Renewable Energy
SC Scheduled Caste
SPV Special Purpose Vehicle
sq.m. Square Metre
ST Scheduled Tribe
STP Sewage treatment plant.
SWM Solid waste management
SWOT Strength, Weaknesses, Opportunities and Threats.
UADD Urban Administration and Development Department
UDPFI Urban Development Plans, Formulation and Implementation
UGD Under Ground Tank
UGSS Under Ground Sewerage System
UIDSSMT Urban Infrastructure Development Scheme for Small and Medium Towns
USAID United States Agency for International Development
WFPR Work Force Participation Rate
WHO World Health Organisation
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Acronyms:
Kutchha Temporary
Semi Pucca Semi Permanent
Pucca Permanent
Para Transit Modes of intermediate public transport like Auto rickshaws, cycle
rickshaws, minidors
Rickshaw 3 wheeler motorized vehicle.
Nallah Sewage Disposal Channels/ Strom Water Drainage Channels
Jhuggi Jhopries Slum Hutments
Chowk Intersection of two lanes
Nagar Palika Municipal Corporation
Lok Nirman Public Welfare
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1 Project Background
The state of Madhya Pradesh is Urbanising at a fast rate and the rapid
urbanization has led to increase in issues related to infrastructure provision,
planned development, slums and housing etc. Urban Local Bodies of the State
are facing the challenge of meeting the requirements of the growing population
with limited technical and financial resources.
In order to address these issues and to meet the growing demands of

infrastructure and service delivery, GoI as well as GoMP have initiated a number
of programmes. GoI has initiated schemes like Urban Infrastructure
Development Scheme for Small and Medium Towns (UIDSSMT) and Integrated
Housing and Slum Development Programme (IHSDP). GoMP has initiated
schemes like DFID funded MPUSP (Madhya Pradesh Urban Services for Poor
Programme), which links reform with investment in infrastructure for the poor.
City Development Plan is the part of above strategy in order to access funds
under GOI schemes as well as from other sources based on priority actions and
projects identified under CDP.
1.1 City Development Plan
City Development Plan (CDP) is both a perspective and a vision for the future
development of a city.
CDP is a vision document outlining vision, strategies and tasks for the citys
preferred future with focus on the issues of greatest local concern for livability
and the implied requirements in terms of enhancing city productivity, reducing
poverty, improving urban governance and management and enhancing financial
sustainability. It represents the current stage of the citys development. It sets
out the directions of change. It identifies the thrust areas. It also suggests
alternative routes, strategies, and interventions for bringing about the change. It
provides a framework and vision within which projects need to be identified and
implemented. It establishes a logical and consistent framework for evaluation of
investment decisions.
Preparation of the CDP will consist of city development strategies that come out
of a structured consultative process. The process will enable elected
representatives, key staff of MC departments, parastatal agencies and other
institutions, policy makers and the citizens to participate and plan for spatial,
social and economic development of the concern cities. A City Development Plan
(CDP) will present both a vision of a desired future perspective for the city and
the ULBs strategic framework of sectoral plans translated into actions that define
on how the ULB, together with other stakeholders, intends to work towards
achieving their long-term vision in the next twenty five years.
1.2 Approach and Methodology
Evolving and conceptualizing a precise methodological framework is very crucial

as it guides the task of preparing the City Development Plan (CDP) in a phased
and planned manner. The study methodology outlines the various tasks to be
carried out in the preparation of City Development Plan (CDP) for Ratlam
Municipal Corporation, Madhya Pradesh. The Consultant has used the JNNURM
toolkit for CDP as a guideline document while preparing the CDP for the Municipal
Corporation.
The whole exercise is divided into four stages, which are further subdivided into
tasks and several sub-tasks or activities within them. Figure below shows the
adopted study methodology and is followed by a brief description on each of the
stages.
1.2.1 Inception stage
This stage included data collection, field reconnaissance and identification of key
stakeholders for the Project. Discussions were held with key stakeholders and a
Kick off workshop was organized involving all the stakeholders.
The outcome of the meeting and preliminary assessment for the municipal area
has been detailed out in the Inception report. The Inception Report was
submitted by the Consultant to MPUSP and the Municipal Corporation.
1.2.2 Database Identification and Anthology
After identification of database for the project, a detailed checklist was prepared
for all the sectors and the data was collected from different departments and
parastatal bodies. Additionally rapid field surveys were also conducted to
understand the onsite conditions of the physical and social infrastructure and
services to the citizens with major priority to the urban poor of Ratlam.
1.2.3 Sectoral Analysis
Task 01: Sectoral Situation Assessment
The information collected from secondary sources was analysed to arrive at the
present development status at the urban area level. The analysis included all the
sectors as mentioned below:
Infrastructure services
Ecology and Resource Base
Housing
Socio- economic base
Slums and urban poverty
Urban governance
Municipal Finance
Task 02: Status Assessment and SWOT Analysis
In order to develop a better understanding of the different sectors, Status

Assessment has been carried out on the basis of different parameters. Status
assessment has been carried out considering demography, economic base,
finance, physical and environment issues, infrastructure, institutions and
universalities of services to all the communities.
This has given the existing status of different sectors and subsequently helps in
arriving to SWOT analysis of all the sectors. The SWOT analysis helped us to
arrive at the Problems and key Issues for all the Sectors.
From the above findings, Consultant has prepared City profile consisting of the
assessment of the existing situation in all the sectors identified during first
workshop. The Sector Analysis Report was submitted by the Consultant to
MPUSP and Municipal Corporation.
1.2.4 Vision and development objectives
The Consultant conducted the Second Stakeholders Workshop to discuss the

sectoral issues identified and to develop the vision for Ratlam city. For this, the
City Profile and Sectoral Analysis done by the consultants were presented to the
stakeholders and their inputs on vision and development objectives were
solicited. The sector analysis, the vision and goals identified for achieving the
Vision under Ratlam city development plan were presented to the steering group
on October 6, 2010. The Steering group discussed the several points in relation
to the demand supply gaps of various projects. Apart from sector analysis the
outcome of the second workshop was presented to steering group. In
accordance with TOR, this report contains second workshop report on vision and
goals with list of participants and summary of workshop proceedings enclosed as
annexure.
Task 01: Development Vision
This marks the beginning of Stage Four on Strategies and Projects. The first task
in this stage was the generation of future Development Vision for the ULB. The
Development Vision has been decided on the basis of stakeholders and citizens
perception about their city, sectoral status assessment and SWOT analysis. The
Development Plan will guide all the subsequent stages and will help achieve it
harmoniously. This plan has also incorporated the concept of sustainability and
aim at improved quality of life for the citizens. During the second workshop, the
consultants have presented the procedure for the formation of vision to the
stakeholders with examples of other cities model vision like Bhopal, Indore etc.
Questionnaires were circulated amongst stakeholders and visions for Ratlam City
were collated. Consultants also incorporated the best practices for the service
delivery with international and national example. The service level benchmarking
of other cities were considered amongst the best practices and studied the
possible interventions in implementation in Ratlam. In order to finalize the
Vision statement, the opinion and suggestions from the questionnaires were
studied and developed to suit the characteristics of the City
Task 02: Sectoral Goal and Strategies
On the basis of the sectoral issues identified along with the status assessment,
the sectoral goals and strategies were made to overcome those issues. And
these strategies were applied to different sectors on the basis of the sectoral
vision which may be linked to the development vision. The Consultant has
reviewed case studies on city transformations nationally and internationally.
Several strategies adopted, for respective sector of physical and social

infrastructure, from the best practices as mentioned in earlier section. The
Consultant has been updating the client at various stages about the progress of
the project.
While adopting the strategies for each sector consultant has incorporated special
attention to the energy efficiency with strategies for implementation of energy
efficiency projects.
Energy Efficiency
While preparing the City Development Plan the Consultant has laid greater stress
on Energy efficiency measures for sustainable development. Energy efficiency
potential assessment has been attempted to identify the potential energy
efficient measures for the city. Assessment of present street lighting
infrastructure, possibility of replacing them with energy efficient lamps and the
cost analysis also has been done.
Consultants have submitted the second workshop and

vision report to MPUSP incorporating the goals and
strategies for Ratlam City Development Plan.
Task 03: Priority Actions and Projects
The strategies have further been translated into projects for different sectors.
The projects will be then phased on the basis of demand and stakeholders
priorities.
The Consultant has put stress on the recommendations and reforms to be

undertaken by the Municipal Corporation for Energy efficiency concepts.
The Consultant has conducted the third workshop to evaluate strategies from the
perspective that will help to achieve vision and sector goals. Stakeholders
expressed their view on the priority actions and projects and accordingly
incorporated in the report. Consultant has also formed consensus from the
various groups to evaluate the strategies, programs and project that will come
under city development plan for the city.
Task 04: Financial alternatives
In order to achieve the financial sustainability while implementing the capital

projects, financial operating plan has been prepared with different scenarios. The
Consultant has made projections under the three scenarios with base case
without reforms and with reforms. The reforms implementation has been further
alienated into the partial reforms and full reforms scenarios. With the
implementation of reforms, the extent to which revenue maximization and
expenditure minimization can be possible has been worked out.
The Consultant has also worked out the cost of projects and has determined the
financial requirements for meeting the demand for infrastructure and services.
The Consultant has determined the phasing to be adopted so that the financials
of the ULB is not burdened while at the same time the objectives of provision of
basic services are met. Consultant has also carried out life cycle O&M costs and
analysed the impacts on finances and of not doing the project.
The Consultant has identified the projects which can be implemented under PPP
model. Various PPP models like BOT, BOOT, BOLT etc. will be explored. The
Consultant has rich experience in working on BOT projects and has come out
with unique models where the State Government funding for the project
becomes very minimal. The possibility of replicating these models in these ULBs
has been explored and other funding options like public borrowing and pool
finance have also been considered. The Consultant has prepared the Capital
Investment Plan and Financial Operating Plan for the ULB.
The Consultant conducted the fourth and Final Workshop with the stakeholders
to finalize the CDP. Consultants also conducted presentation at district level with
presence of steering group and presented the CIP and FOP for Ratlam City
Development Plan. The need and importance of reforms were presented to the
stakeholders. Institutional reforms were identified which can be implemented
during the scheme period. The reform measures include various e-governance
applications which the ULB should adopt in a phased manner. The reform areas
like Migration to Double Accounting System, Computerisation of Records, E-
Governance applications - Registration of Births and Deaths, E-procurement etc.,
Revision of property tax guidelines and migration to self assessment of property
taxes, Community Participation in budgeting and ULB functioning and
Involvement of private sector in infrastructure projects and service provision
shall be recommended to be adopted.
Details regarding all the stakeholder workshops are discussed in the separated
chapter of stakeholders consultations with subsequent Annexure.
2 City Profile
Ratlam known historically as Ratnapuri is one of the important cities in Malwa

region in the state of Madhya Pradesh. The New City of Ratlam was founded by
Captain Borthwick in 1829 which had regular, planned and wide streets and well
built houses.
In the year 1892 Ratlam was connected to Mumbai and Delhi through broad
gauge railway line. In 1901 the city was connected with Mhow and Neemuch
using meter gauge line. The zonal office of western railway was setup at Ratlam,
thus providing Ratlam an important position in the Railway map of our country.
One of the major contributors to the development of the city has been the
establishment of Ratlam as a major junction on western railway. Eventually
industrial and commercial developments have given impetus to the growth of the
city.
Ratlam is the third biggest city in the state of Madhya Pradesh in terms of
commercial and industrial activity under the Indore Agro industrial region formed
under the section 4 of City and Country Act, 1973. Ratlam city is the important
centre for the agriculture business providing the intangible advantage to Indore
and Baroda region.
Ratlam Municipal Corporation consists of 49 wards and a Railway colony. Ratlam

is surrounded by Piploda, Jaora, Alot, Sailana and Bajna Tehsils. Ratlam
Municipal Corporation shares its boundary with the Ujjain district at East and
Dhar district at south.
2.1 Connectivity
Ratlam city is the administrative headquarters of Ratlam District. Ratlam is

situated in North-West region of Madhya Pradesh from 23 05' North to 23 52'
North Longitude and 74 31' East to 75 41' East Latitude. Following section
provides the information regarding the connectivity of the Ratlam in terms of
Rail, Road and Air transport.
P a g e | 10 Darashaw & Company Pvt Ltd.
2.1.1 Road Connectivity
There are three major roads passing through Ratlam city which provides the
connection to the sub-districts, out-states and national region. NH 79 passes
though the city and provides connectivity to the state of Rajasthan. State
Highway-10 provides the connectivity to other districts and MDR-12 (A) connects
the Ratlam to sub-districts.
2.1.2 Rail Connectivity
Ratlam city has the very good rail connectivity. Ratlam junction is Divisional head
quarters of Western Railways. It has both Broad Gauge and Meter Gauge Railway
Lines providing connectivity at regional and national level.
It is situated at a distance of 653 km from Mumbai Central, 731 km from Delhi,

176 km from Indore BG and 119 km from Indore MG route.
2.1.3 Air Connectivity
The nearest major airport to Ratlam is Indore, which is located at a distance of

approximately 100 km.
Darashaw & Company Pvt Ltd. P a g e | 11
Figure 2-1: Network Linkages Ratlam
2.2 Demography
Figure 2-2: Ward wise Map of Ratlam Municipal Corporation
2.2.1 Population for Ratlam Municipal Corporation and Railway

colony:
As per Census 2001, population for Ratlam Municipal Corporation was 222202;
Total households were 41544 indicating the Household size of 5.3 as compared
to state urban HH size of 5.5. The male population is 114370 and female
population is 107832. According to master plan prepared in 1990, the projected
population for the year 2001 was 3.51 lakh.
Table 2-1: Population details of Ratlam 2001.

No. of Total Male Female
Particulars
H.H population population population
Ratlam Municipal
41544 222202 114370 107832
Corporation
Ratlam Rly Colony
2565 12217 6504 5713
(Ratlam Kasba)
Grand Total 44109 234419 120874 113545
Source: Census of India 2001 and data obtained from draft master plan for Ratlam.
A Residential Colony known as Railway Kasba is existent near Ratlam railway

station which stretches from Daat ki Pul to the Railway Hospital. In the Census,
Railway Colony is being considered as a separate Census city and is being
administered by Indian Railways. The Maintenance of the colony premises, water
supply, road etc is done by Indian Railways. For the purpose of City Development
Plan, only the Population under the administrative control of Ratlam Municipal
Corporation has been considered while that of Railway Colony is not included.
2.2.2 Population Projection
Population trend in the past decades
The population of Ratlam in 1961 was 87472 with growth of 37.96 to the
previous decade of 1951. The Decadal growth rate as shown in the graph shown
below has been declining steadily in the past 5 decades. The population growth
rates of Ratlam City for the past decades are as follows:
Figure 2-3: Decadal
p population growth rate of Ratlam (in %)
40%
36.33%
35% 37.96%
Decadal Growth Rate
30%
30.47% 25.84%
25%
20%
19.74%
15%
10%
5%
0%
1961 1971 1981 1991 2001
Decades
Source: Analysis from the consultants and Census of India
The sudden drop is found in the decade 1991-2001 as the growth rate has
plunged from 29.84% to 19.74%. Possible reason for this sudden drop might be
because of people migrating to other places due to the limited employment
opportunities created by shutting down of many industrial units.
Population projection as per DPR for water supply:
Following methods are used for population projection for water supply detailed
project report under the UIDSSMT scheme.
Table 2-2: Population Projection as DPR

Arithmetic Geometric Incremental Graphical
Year
Increase Increase Increase Method
2001 222202 222202 222202 222202
2010 248791 281023 252274 276427
2025 293107 415654 309723 411352
2040 337423 614784 376337 628572
Source: DPR for Ratlam Water supply Project UIDSSMT scheme.
In the water supply DPR, for design purpose it is suggested to follow the mean of
the population given by arithmetic and incremental increase method.
Final population derived for water supply:
Table 2-3: Population assumed for water supply scheme

Year Population
Phase
2010 240000
I st Phase 2025 300000
II nd Phase 2040 390000
Source: DPR for Ratlam Water supply Project UIDSSMT scheme
Population projection as per Master Plan:
In Ratlam Master plan 2001, the Land Use Planning has been prepared according
to the projected population of 3.51 lakh for the year 2001. But in terms of
industrial development perspective there were shutting down of several many
industries reducing the employment opportunities which caused the reduction in
the estimated population growth rate. Also the lack of poor co-ordination
between several institutes and deprived industrial growth resulted in poor
implementation of master plan 2001.
As mentioned earlier Population as per Master Plan report is 351000 for 2001,
which estimated very high while compared to Census population, 2001 of
222202. For the Ratlam master plan 2021, projected the population of 3.51 lakh
estimated with the help of previous decades growth rate pattern.
However for City development Plan, the incremental increase method seems
appropriate as it shows similarity between the final average populations adopted
under the water supply DPR.
1 This 3.5 lakh population estimation for year 2021 is including the Railway colony, Ratlam
Population Projection for Ratlam City Development Plan:
The populations for the next 30 years have been projected for Ratlam. The
exercise has been done taking into account the population of past decades and
trends. Future population projections for the City Development Plan have been
projected by the following methods
1. Arithmetic Progression Method
2. Geometric Progression Method
3. Incremental Increase Method
4. Least Square Method
After considering the water supply DPR projections and discussion with officials
and also factors governing the future growth and development of Ratlam City like
industrial, commercial, educational, social and administrative factors, it is felt
that the most suitable method for population projection will be Incremental
increase method.
The abstract of final projections by various methods are summarized in Table
2.4:
Table 2-4: Population Projection Summary
Arithmetic Geometric Incremental Least Graphical

Year
Increase Increase Increase Squares Method
1941 44939 44939 44939 44939 44939
1951 63403 63403 63403 63403 63403
1961 87472 87472 87472 87472 87472
1971 107049 107049 107049 107049 107049
1981 142319 142319 142319 142319 142319
1991 183375 183375 183375 183375 183375
2001 222202 222202 222202 222202 222202
2010 248791 281023 252274 236668 255785
2015 263563 320188 270405 251428 274187
2020 278335 364812 289555 266189 293821
2025 293107 415654 309723 280949 314158
2030 307879 473582 330910 295709 332910
2035 322651 539584 353114 310470 352085
2040 337423 614784 376337 325230 370373
Source: Analysis from the Consultants
2.3 Social Indices
2.3.1 Literacy rate
As per census 2001, the literacy Table 2-5: Literacy levels & comparison
rate for the Ratlam Municipal
Literacy levels Total Male Female
Corporation is higher as compared
to the Ratlam district urban and Ratlam 85% 91% 78%
state level literacy rate. It shows In Ratlam urban
the role of education system has district 81% 89% 73%
been significant in the city area. In MP state urban 79% 87% 70%
Source : Census of India, 2001
2.3.2 Social Composition
As per census 2001, SC Table 2-6: Social Composition

population is about 10 Social % share
percent of the total Male Female Total
Composition to total
population whereas ST SC
12231 11534 23765 10%
population comes Population
around 4 percent of the ST Population 5113 4598 9711 4%
total population as Others 103530 97413 200943 86%
shown in table 2-6 of Total
120874 113545 234419 100%
social composition. Population
2.3.3 Gender Ratio

Table 2-7: Gender ratio and its comparison
The gender ratio for the Populat Population
Particulars SC ST
ST population is the ion below 06
lowest among the all Male 120874 15574 12231 5113
population while the Female 113545 14255 11534 4598
gender ratio is highest in Gender ratio
939 915 943 899
in Ratlam
SC population as
Gender ratio
compared to the other in Ratlam 943 920 948 899
population in Ratlam. urban district
The gender ratio of Gender ratio
entire population in in MP state 898 907 907 910
Ratlam as well as the urban
gender ratio of the Source : Census of India, 2001
population under the age
of 6 is less as compared to that of Ratlam urban district and higher as compared
to the State
3 Physical Planning & Growth

Management
Ratlam Municipal Corporation has an area of 39.19 sq.km. The physical growth of
Ratlam Municipal Corporation is managed by master plan. Under the Madhya
Pradesh City and country planning act, 1973 The T & C.P department has
prepared the Ratlam Master Plan for the year 2021. The Ratlam Municipal
Corporation possesses the implementation responsibility of the master plan. The
master plan is prepared for investment region of 101.64 sq.km.(10164 Ha). The
earlier version of master plan was prepared in 1985 for the year 2001. But, due
to lack of implementation it wasnt executed as per the requirement. The current
master plan prepared for the horizon year of 2021. Meanwhile, due to incomplete
implementation there have been encroachments on the proposed major roads
and the ring roads.
Major objectives of the Ratlam master plan for 2021 are as follows:
Development of the city as a Multidimensional centre
Development as a major economical, commercial and industrial Centre
Development as District administrative and educational Hub
Proximity for the residential region to the working centres
Development through the set of scales between the related activities of
Railways and the nature of the city activities.
Priority to work based activities and related industries.
3.1 Landuse analysis
3.1.1 Existing Land use

Ratlam development plan, 2001 had estimated the planning area of 3180 ha for
development purpose after consideration of the estimated population of 3.51
lakh. Total investment for development was estimated around Rs. 300 crore.
The effective implementation of landuse was 1583.20 Ha with 50% realization
rate. Following table provides the information on the existing landuse of Ratlam.
Table 3-1: Existing Land Use pattern of Ratlam (areas in Ha)

% Land use Rate
As per Developed
Landuse Fluctuation implementa Ha/1000
2001 area
tion Persons
Residential 1438.83 807.32 631.51 56.11% 3.10
Commercial 211.25 65.65 145.6 31.08% 0.25
Industrial 388.90 184.00 204.9 47.31% 0.71
Govt & semi
govt 397.70 142.43 255.27 35.81% 0.54
% Land use Rate

As per Developed
Landuse Fluctuation implementa Ha/1000
2001 area
tion Persons
Recreation 266.88 28.80 238.08 10.79% 0.11
Traffic and
Transportation 476.44 355.00 121.44 74.51% 1.37
Total 3180.00 1583.20 1596.80 49.8% 6.08
Source: Development Plan 2021, Ratlam
As per the above table, there has been around 50% implementation of land use
development achieved. However, there has been less implementation in
recreation and commercial landuse development proposed under development
plan.
Amongst entire developed area of 1583.20 Ha, maximum landuse is under
residential purpose with 51%. Recreational landuse contribution is very less i.e.
only 2%. Only 10% i.e 28.80 Ha of the proposed land use has been implemented
versus 266.88 Ha.
Figure 3-1: Existing Landuse pattern
Residential
22%
Commercial
Industrial
2%
51% Govt and Institutional
9%
Recreation
Traffic and
12% Transportation
4%
3.1.2 Proposed Landuse
The entire area has been divided into six planning units having total area of
10163.7 Ha. In the proposed Ratlam development plan, total development area
will be of 4197 Ha after excluding agriculture land of 5966.7 Ha. Following table
provides the proposed land use as provided under Ratlam Development plan,
2021.
The recreational landuse has been proposed for sports facilities of 22 Ha near
Khachrod road which will provide stadium, swimming and other facilities.
Table 3-2: Proposed land use pattern of Ratlam (areas in Ha)

Land Use(Areas in Ha)
Investme Govt- Agricu
nt Unit Reside Comm Indust semi Recrea Transp lture
no. ntial ercial rial govt tional ort &other Total
1 149 23.2 0.0 8.0 6.2 26.2 0.0 212.6
2 528 3.0 6.0 56.0 80.0 136.5 1310.0 2119.5
3 510 39.8 291.0 60.0 60.0 78.0 716.0 1754.8
4 200 38.0 75.0 45.0 54.0 101 1970.0 2483
5 310 90.0 78.0 30.0 75.0 87.6 1065.0 1735.6
6 538 16.0 50.0 23.0 154.8 170.7 905.7 1858.2
10163.
Total 2235 210 500 222 430 600 5966.7 7
Figure 3-2: Ratlam Land Use Plan
Source: Draft Ratlam Development Plan
Figure 3-3: Proposed Land use

14% Residential
Commercial
10%
Industrial
5% 54% Government and

instiutional
Recreational
12%
Transport
5%
The proposed landuse has been designed for the period of 2021 with forecasted
population of 3.51 lakh however according to the population projections made for
city development plan the population in 2021 has been estimated around 2.9
lakhs. i.e less than the population estimated in development plan. The
development plan, 2001 which was published in 1990 was designed with
projected population of 3.51 lakhs. But after 1998 the industrial growth of the
city was reduced to such an extent that there has large scale of immigration of
labours from Ratlam, thereby population growth rate was not achieved as
estimated for development.
3.1.3 Industrial region and its development
Since 1974-75, there has been significant industrial development in terms of

agro and steel sectors. Ratlam has gained its own identity in terms of industrial
development in and around the region. But the industrial growth has been
affected due to lack of power, water services and other reasons. In order to give
impetus to industrial growth water supply provisions have to be made. The
industrial growth proposed will act as a catalyst for the economic development of
Ratlam and also provide employment opportunities in the region.
There has been proposal to relocate the industrial activities which are present in
the residential region of the city. Amongst those proposals, Oil mills at Haat
Bazar and Deepak Wire which are currently near to the district headquarters of
Ratlam are proposed to be relocated.
3.1.4 Commercial region:
Commercial regions have been developed at Manak Chauk and Chandani Chauk
which render the services to the current population in terms of major business
centre.
The commercial activities of the city are the major economic strength of the city
which has created its own identity in terms of Gold ornaments and clothes.
3.1.5 Recreational facilities:

As per the development plan of 2001, there has been poor implementation of
recreation the facility with strike rate of only 10% of the proposed landuse.
Currently, there are some important recreational facilities like Jhali Lake and
park near Kalika Mata Temple, Triveni Mela, and stadium near to the Jhali Lake.
There has been proposal of regional sports centre of 22 Ha near to the Kharchod
road which will complete the sports infrastructure requirement at local and
regional level of Ratlam. There has been proposal for the lake development
activities for three lakes of the region out of which two lakes are within the
jurisdiction of Ratlam Municipal Corporation.
Table 3-3: Lake development under development plan
Name of the Lake Proposals under Development Plan,2021
Barbad Lake Beautification of lake surrounding with fencing
lake conservation with prevention of wastewater disposal into the
Amrut Sagar Lake
lake with separate provision of disposal and treatment of lake water
3.1.6 Overall development and circulation:
Apart from these, development plan has emphasized on decongestion of the

central part of the Ratlam city in terms of removal of encroachments, widening of
city roads and provision of parking spaces which are very important for the city.
Currently lots of encroachments from the city centre are being removed from
number of roads.
3.2 Development potentials & Constraints
3.2.1 Development potentials

Ratlam city has the A class Agriculture Market which is on the Indore road. It is
major market location for cotton, soya bin, grains and wheat. This market also
exports surplus products to other centers in Madhya Pradesh. Considering the
productive soil type for agriculture this place can be developed as major centre
for commercial activities and agro based industries.
As mentioned in the earlier sections, Ratlam is the administrative centre for
District and also sub-divisional headquarter for western railways. It occupies
strategic location on Delhi Mumbai and Indore- Ajmer rail route and is an
important junction for both passenger and freight transport.
Growth and development of the Ratlam has been significantly affected by the
presence of the railway lines. Because of the railway lines city has developed
along the east and north directions. Hence the Ratlam as a major rail junction
shall contribute significantly in the development of the city.
Due to the strong road connectivity in terms of major district roads and state
highways, Ratlam has significant growth potential. Also due to conversion of
state road of Mahu-Nasirabad into the national highway no.79, importance of the
road transport has been increased.
3.2.2 Development Constraints
Burgeoning Slums, Health hazard due to absence of proper water supply,

sewerage, sanitation and storm water drains along with Haphazard growth and
unplanned development if not addressed could be the major constraint in the
future for the development of this area.
4 Economic Development
4.1 Economic Base of the city
The economic activities in the city are mainly trade, commerce and industries. As
mentioned in the previous chapter Ratlam is famous for the Gold ornaments and
special Saree designing. Also it has main Agriculture Market which distributes the
large amount of food grains coming from the surrounding villages and districts.
4.1.1 Work Force Participation Rate (WFPR)
There are approximately 65000 workers in Ratlam out of which majority involved
in trade and services. The work force participation rate in Ratlam is 29.3 percent
which is lower than the WFPR in Ratlam district urban and MP state urban WFPR
as shown in given table below. Further, its dependency on primary sector is only
2.1 percent of the total work force which is low compared to district urban and
state urban primary sector work force share. The other workers contribution is
significant (93.9%) while in comparison to urban district and state level.
In addition, non workers percentage to total population is high when compared

to Ratlam district urban and state urban non workers share to total population.
Table 4-1: Occupational Pattern and its comparison 2001

Household Total Non
Area Indicator Primary Others
Industry workers Workers
Ratlam Municipal
% to total 2.10 4.00 93.90
corporation
workers
Ratlam urban district 12.20 4.40 83.30
In MP urban 11.6 6.60 81.80
Ratlam Municipal
% to total 0.63 1.16 27.50 29.30 70.70
corporation
population
Ratlam urban district 3.70 1.35 25.57 30.70 69.30
In MP urban 3.55 2.02 25.07 30.6 69.4
4.1.2 Occupational pattern
Of the total workforce, around 89.44% of workers are main workers and 10.56%
are marginal workers. The majority of main workers are involved in tertiary
sector. Percentage of non-workers to the total population is very high
i.e.70.52%. The classification of workers as per census 2001 is as below:
Table 4-2: Classification of Workers 2001

(2001 % to total % to total
census) workers Population
Primary sector 1199 1.8 0.54
Secondary sector 2354 3.6 1.06
Main
workers Tertiary sector 55031 84.0 24.77
Total main
workers 58584 89.44 26.36
Marginal workers 6914 10.56 3.11
Total workers 65498 29.48
Non workers 156704 70.52
Source: Census of India, 2001
4.1.3 Informal Sector of Ratlam
Being the district administrative centre and Railway junction, Ratlam has
significant scale of informal sector in the several part of the city. Most of the
informal sectors are located at Station road, Chandani Chauk, Ghas bazaar,
District Hospital and Kalika Mata temple region. The Ratlam Development plan
has made provision for informal sector of Ratlam as it provides intangible
benefits to the citys economic activities.
Provision of formal commercial sector in terms of shopping complex, hawkers
zone etc.
Priority to service related business activity and loading unloading facilities.
The estimated population

involved in informal Figure 4-1: Estimated population under informal sector
sector is 9% of the total
population. The Following
table provides the 250000
estimated population
engaged in informal 200000
sector in Ratlam. The 150000

estimation has been
derived from the state 100000
working population
50000
percentage with working
age (15-59 year). 0
Considering the state all male female
working population the population of Ratlam MC estimated informal sector population
population of age group
(15-59) of the Ratlam
estimated. Source: Consultants analysis
Table 4-3: Estimation of population for informal sector
Population (%) Urban (%) Rural

particulars fema fema fema
All Male All male all male
le le le
working
population (15-
59) of the state 70 85.1 53.7 48.1 75.2 16.7 77.2 88.5 65.3
Particulars all male Female

population of Ratlam MC 222202 114370 107832
estimated population of age group (15-59) of
the Ratlam 106879 86006 18008
considering 80% of age group 85503 68805 14406.36
total workers as per census 2001 65498 55283 10215
estimated informal sector population 20005 13522 4191
Source: Census of India, analysis from consultants
There has been significant scale of employable population which is either into the
informal sector or is unemployed with large number of male population.
Figure 4-2: Informal sector in Ratlam
Informal sectors near Haat Bazar Informal sectors near Laxmi temple
4.2 Industries
There is a major industrial area of 133.86 Ha in the Ratlam which is under the
District Trade and Industries Centre (DTIC), Ratlam. However Ratlam has many
major industries like G.P.Wires, Ratlam Wires, IPCA laboratories which are
proving support to the city in terms of employment and economy. But since last
decade several industries like Jayant Vitamins, Sajjan Chemicals and steel and
alloys industries are shutting down causing damage to the economy of the area.
Major reason according to the industrial officials is the lack of infrastructure
services. It has been declared that the Ratlam industrial area is under the one of
the most Critical Polluted Areas identified by the Ministry of Environment and
Forest.
According to current information from the District Trade and Industries Centre,
following is the situation in Ratlam city area.
Table 4-4: Industrial information of Ratlam

Total industrial area in Ratlam 133.86 Ha
Total number of working industries 203
Number of closed industrial units 30
Number of new industrial units under process 14
Source: District Trade and Industries Centre, Ratlam
4.3 Tourism potential
4.3.1 Tourism at regional level
There are some places of tourism interest in Ratlam & surrounding regions.
Following section discusses the regional tourism potential around Ratlam.
Places of interest:-
a. Bilpakeshwara temple at Bilpank
The Bilpakeshwara temple is located at a distance of 18 kms, South-West

direction from Ratlam. It is approached through a deviation fare-weather Road
about 3 kms from Mhow-Neemach Highway. This temple is dedicated to Lord
Siva and is built in Pachayatana variety. It was constructed around 10-11th
Century A.D., over low Jagati consisting of plain moldings. This temple is built in
Gurjara- Chalukyan style of architecture, a contemporary style of the Paramara
temple architecture.
b. Siva temple, Jhar
Jhar is located at a distance of 12 kms, East of Bhatpachalana in Ratlam district

of Madhya Pradesh. It is connected with Kachhalana Road with Laptiya - Sandala.
Jhar means a 'water spring'. The name Jhar probably has been assigned to this
place due to a Jharana on the site. Jhar possesses the ruins of a Siva temple of
Bhumija style which are assignable to the Paramara period i.e., 11th century
A.D. The sculptures of this temple are lying scattered around it.
Table 4-5: Tourist spots around Ratlam

S. Distance from
Place Specialty
No. Corporation
1. Bilpakeshwara 18 km Lord Shiva temple, rectangular in plan,
Temple Gurjara-Chalukyan style of architecture of 10-
11 A.D
2. Siva temple, 12 km Jhar possesses the ruins of a Siva temple of
Jhar Bhumija style which are assignable to the
Paramara period i.e., 11th century A.D.
Source: www.ratlam.nic.in
Places of devotion and picnic spots:-
Ratlam city has several picnic spots in and around the Ratlam. There are many
old temples which are famous for places of devotion. Dholawad dam is the one of
the famous picnic spots which is 15 km from the city of Ratlam. Following table
provides the information on the places for devotion and picnic spots.
Table 4-6: places of devotion and picnic spots

Sr Place Distance Location
1 Gadkhange Mata temple 30 km Bajna road
2 Kedareshwar Temple 20 Km Sailana
3 Dholawad dam 15 km Dholawad
4 Sagod Jain temple 10 km Ratlam
5 Cactus Garden 20 Km Sailana
6 Hussain Tekri 30 km Jaora
7 Barbad Hanuman Temple 5 km Ratlam
8 Kharmore bird sanctury 20 km Sailana
Source: www.ratlam.nic.in
4.3.2 Tourism in Ratlam
Ratlam city also has a few recreational places and few tourist attractions. Kalika
Mata Mandir area is the famous tourist spot. Corporation organizes the yearly
festival at this temple. Following are the other famous tourist spots within the
corporation area.
Triveni Temple - God Shankar temple with 100 year old time Kund facility.
Mahalaxmi Temple
Gad Kailash Temple near Amritsagar Lake.
JVL temple.
Apart from temples city has one Ranjeet Vilas Palace which is historic palace
under administrative usage.
According to municipal officials, during the Kalika Mata festival there are around
2 lakhs devotees per day come from surrounding regions of Ratlam. The Ratlam
Municipal Corporation entirely looks after the festival arrangement with provision
of tents at stadium near to the temple.
Figure 4-3: Tourism Places in Ratlam
Kalika Mata Temple Laxmi Temple
Rajneet Vilas Palace Kedareshwar Temple
As described earlier, there is significant tourism potential in and around Ratlam

which can provide the economic benefit to the city. However, there is need to
provide the effective physical and tourism infrastructure within the city. The city
also has strong connectivity in terms of rail and road to the surround states and
districts respectively. Ratlam can attract domestic tourism potential due to its
pilgrimage importance. Hence there is requirement of considerable efforts from
Ratlam Municipal Corporation for development of tourism activities within
Ratlam. There only three number of major Hotels in Ratlam which may not
sufficient to support the existing tourism potential.
5 Physical Infrastructure
5.1 Water Supply
5.1.1 Water Supply System
Clean and safe drinking water supply is the major responsibility of the urban
local body as it is directly related to the health of the citizens. Ratlam Municipal
Corporation owns the drinking water supply responsibility within its limits. This
section will focus on the current performance assessment and demand
assessment for water supply system of Ratlam Municipal Corporation. This
section will focus on the current performance assessment and demand
assessment for water supply system of Ratlam Municipal Corporation. The details
of water supply sources, storage and water availability is discussed as below.
5.1.2 Water Supply Sources
Ratlam Municipal Corporation gets the water from the Dholawad water supply
scheme. Under which at present it has the drinking water supply capacity of 22.0
MLD. After treatment total water supplied from the water treatment plant is 19.8
MLD. Apart from surface water of Dholawad Dam, the water demand is
compensated through the ground water source with tubewells and handpumps.
5.1.3 Water Supply treatment
The water treatment plant is having the capacity of 22.0 MLD. The treatment
plant is provided with clariflocculator (2 nos.) with rapid sand gravity filter. After
passing through clariflocculator and rapid gravity sand filters, Water is supplied
after chlorination process of disinfection. Following table represents the details of
water treatment plant. The ground water is supplied with proper chlorination
plants provided near tubewell stations.
Table 5-1: WTP details for Ratlam water supply
WTP details Nos Unit Capacity
Treatment Capacity 1 MLD 22.00
MLD 13.60
Clariflocculator 2
MLD 9.00
Rapid Sand gravity filters 5 MLD 4.50
Chlorinator 1 MT 0.90
Backwash water tank 1 ML 0.02
Source: UIDSSMT report and master plan, 2021.
5.1.4 Water Supply Storage and Distribution
In order to achieve the significant pressure at consumer level, water supply

system in Ratlam has been distributed into two zones. The water is supplied on
alternate day basis to each zone for the duration of 45 minutes of the day.
There are 14 numbersof Overhead tanks and 2 numbersof sump with total
storage capacity of 13.4 Million Litres and 7.3 Million Litres respectively.
Following table represents the total storage of water in the Ratlam water supply
system.
Table 5-2: Storage capacity for Ratlam water supply system
Sr. Type of Capacity

Location
no. storage Lac Gallon Lac Litres Million litres
1 Gangasagar tank Sump 15.00 68.20 6.80
2 Pologround tank OHT 7.50 34.10 3.40
3 Gaushala tank OHT 7.50 34.10 3.40
4 Mahavir nagar tank OHT 2.00 9.10 0.90
5 Thavria Bazar tank OHT 2.00 9.10 0.90
6 Katju Nagar tank OHT 2.00 9.10 0.90
7 Gandhi nagar tank OHT 3.00 13.60 1.40
8 Dindayal nagar tank OHT 0.75 3.40 0.30
9 Dongre nagar tank OHT 1.00 4.50 0.50
10 Alkapuri Tank OHT 0.50 2.30 0.20
Devra Devnaayan
11 nagar tank OHT 1.00 4.50 0.50
12 civic centre tank OHT 0.75 3.40 0.30
13 Vinoba nagar tank OHT 0.50 2.30 0.20
14 shanti nagar tank OHT 0.50 2.30 0.20
15 Ruturaj Boosting station Sump 1.00 4.50 0.50
16 Mukharjee nagar tank OHT 0.50 2.30 0.20
Capacity OHT 29.50 134.10 13.40
Capacity Sump 16.00 72.70 7.30
Total Capacity Sump+OHT 45.50 206.80 20.70
Source: Water works Department, Ratlam Municipal Corporation
Some areas of city do not have the access to direct water supply pipeline. In
these areas water has been supplied through tankers. Also there are some areas
especially in slum areas of Ishwar nagar, Jawra Road, in which drinking water
facility has been compensated through tube-well connections and hand-pumps. .
However, some areas are not connected at all by any means of water supply.
E.g. Bajna Basti, Shiv Nagar, Bhavani Nagar, Raam Nagar slum areas. Details
regarding the tanker supply and tube-well and hand-pumps are provided in the
table given below
Table 5-3: Tanker supply for Ratlam
Capacity Supply in
Number of Number of
in litres MLD
tankers trips
litres per day
6 (Govt.) 35 3000 105000 0.105
10 ( Private) 86 12000 1032000 1.032
Table 5-4: Ground water sources for Ratlam
Type of
Operating Defunct
drinking Total
condition condition
water supply
Handpumps 470 158 628
Tubewells 231 98 329
Source: Water works Department, Ratlam Municipal Corporation
Drinking water supply to the citizens of Ratlam from the hand-pumps and tube-
wells is approximately 2.3 MLD.
5.1.5 Water Availability and supply
Dholawad dam is the main source of drinking water supply for Ratlam Municipal
Corporation. Corporation has been allotted water rights for the 14158 ML, and
current treated drinking water supply is 19.8 MLD. On an average 65 litres per
capita per day (lpcd) is being supplied against the 135 lpcd.
Table 5-5: Water Supply system in Ratlam

Description Details
Source of Water Supply Dholawad Dam
Distribution Network in kms 45 kms approx.*
Description regarding Storage Capacity in Lakh Litres
OHT 134 Lakh litres
Sump (2 Nos) 73 Lakh litres
Total Storage Capacity 207 Lakh litres
Description regarding Connections
Domestic 27230 Nos
Commercial 168 Nos
Industrial 2 Nos
Total connections 27400 Nos
No of tubewell 329 Nos
No of Hand Pumps 628 Nos
Source: Water works department, Ratlam Municipal Corporation

There have been no records of the distribution line. The figures mentioned have been provided as per the
municipal officials at par knowledge.
5.1.6 Water Connection details
Water works department has manual registration system for water connections
for domestic, commercial and industrial units. There has been inconsistency in
keep up the water connection details. Department has been able to give the
connection details only for the year 2008-09. It is necessary to track down the
number of additional connections provided in each year in order to assess the
household level coverage and cost recovery of the water supply service. There is
no metering system for connections except for the industrial connections.
Following table provides the water tax details applicable as per the type of
connection:
Table 5-6: Water tax as per type of connection
Type of connection Water Tax Rs per month
Residential 90
Commercial 180
Industrial 29/ 1000 litres
Source: Accounts Department, Ratlam Municipal Corporation
5.1.7 Proposed Water Supply Scheme
In order to address water scarcity problem in Ratlam, Water supply scheme

under UIDSSMT has been proposed and the project cost is Rs. 32.65 crore for
the augmentation of drinking water source from Dholawad Dam.
The current water supply system, which was initiated in the year 1984, is
capable to cater the drinking water demand till the year 2010. According to the
UIDSSMT report currently ULB is getting water of 22.50 MLD from Dholawad
Dam. Considering 25% loss in the treatment and transmission, water is being
supplied at the rate of 65 lpcd. This augmentation scheme will supply the water
at the rate of 135 lpcd and this scheme is designed for the future population of
390000 for the year 2040.
The augmentation scheme has been divided into two phases. First phase will be
of 25.50 MLD for the next 15 years requirements and second stage will be of
39.5 MLD for the year 2040. The phase wise implementation will before for
pumping and treatment plant provisions.
The major components of water supply scheme proposed are as follows:

Intake well at Dholawad dam with capacity of 39.50 MLD with 15m diameter
and 20.0m depth.
Intermediate boosting station and raw water pumping main.
Treatment plant with 1st stage of capacity of 24.50 MLD with 7 numbersof
rapid sand filters and 1 no. of clarriflocculator.
Clear water sump including the pumping house.
Distribution network of 33 kms with diameter ranging from 600mm to
150mm
After 15 year i.e. during the 2nd stage there will additional capacity building to
the raw water pumping, intermediate booster and water treatment plant.
5.1.8 Service adequacy
In order to assess the performance of the service, we need to have certain

measurement tool for it. In order to measure the performance of a particular
service, performance indicators are used. These indicators provide us the
tangible information regarding the service provision and hence we can assess the
loopholes or bottlenecks in the system. We can identify the areas of
improvement and hence prioritize. Hence in order to assess the performance of
the Ratlam municipal corporation following are the indicators for the water supply
has been calculated in order to explain the present status of the service.
Table 5-7: Performance Indicators for water supply

Sr.no Performance Indicator Category Units Value Standard
Coverage of domestic supply
1 access % 54.00 100
connections
and
Coverage of domestic supply
2 coverage % 302.00 100
connections
2 Per capita supply of water lpcd 65.00 135
service
4 Continuity of water supply quality Hours 45 min 24
5 Quality of water supplied % NA 100
Efficiency in Redressal of customer
6 % NA 100
complaints
7 Extent of non-revenue water % NA 20
Extent of metering of water
8 % 0 100
connections
Storage capacity with respect to
9 % 104.47 33
current supply
Storage capacity with respect to Efficiency
10 proposed supply for the next and % 52.27 33
fifteen year period cost
Available Treatment capacity with recovery
11 % 100 100
respect to supply
Cost of electricity to operational
12 % 54.00 25
expenditure
Cost recovery (O&M) in water
13 % 53.00 100
supply services
Efficiency in collection of water
14 % 80.29 100
supply related charges
Source: Analysis based on the data collected from Ratlam Municipal Corporation

2The coverage is slums are an estimated figure based on the primary sample survey conducted in slums by the
consultants and verified from the corporation officers.
5.1.9 Demand assessment
Demand Assessment for Ratlam for current (2010-11), intermediate (2025-26)

and ultimate year (2040-41) period under water supply sector has been worked
out and is tabulated below.
Table 5-8: Demand assessment for Water Supply sector

Particulars 2010-11 2015-16 2025-26 2035-36 2040-41
Ratlam projected
population 252274 270405 309723 353114 376337
Water Supply MLD 2010-11 2015-16 2025-26 2035-36 2040-41
Ratlam water demand @
135 lpcd (15% loss
considered) 39.17 41.98 48.08 54.82 58.43
Existing and proposed
Supply in MLD 22.50 45.50 45.50 59.00 59.00
Gap 16.67 -3.52 2.58 -4.18 -0.57
135 lpcd is proposed in Water Supply DPR prepared under UIDSSMT for ultimate 2040
pop.
Water Treatment Plant
capacity in MLD 2010-11 2015-16 2025-26 2035-36 2040-41
Demand for treatment
plant capacity 39.17 41.98 48.08 54.82 58.43
Treated water supply 22.00 46.50 46.50 46.50 46.50
Gap 17.17 -4.52 1.58 8.32 11.93
24.5 MLD WTP at 1st phase and 13.50 MLD at 2nd stage after 15 years is proposed for water supply
DPR prepared under UIDSSMT. Execution of the 1st stage has been initiated in 2010.
Water Distribution
Network in Kms 2010-11 2015-16 2025-26 2035-36 2040-41
Existing and proposed
distribution length in
Kms 9.34 42.34 42.34 42.34 42.34
Road length in Kms
(existing and proposed) 197.60 405.60 464.60 529.70 564.50
Gap 188.00 363.00 422.00 487.00 522.00
Per Capita road length of 1.5 meter is considered for road length calculation
33 Km distribution length is proposed in Water Supply DPR prepared under UIDSSMT
Water Service
connections 2010-11 2015-16 2025-26 2035-36 2040-41
No of Assessments 50455 54081 61945 70623 75267
No of service
connections required 27230 37857 52653 70623 75267
% service connections
existing & proposed 54.0 70.00 85.00 100.00 100.00
Gap 46.0 30.0 15.0 0.0 0.0
Assessments are estimated on the basis of H.H size
Service connections are proposed to be 100% by 2035-36.
Particulars 2010-11 2015-16 2025-26 2035-36 2040-41

Storage capacity 2010-11 2015-16 2025-26 2035-36 2040-41
Existing & Proposed
Storage Capacity in
MLD 20.70 20.70 20.70 20.70 20.70
Storage capacity
demand in MLD 7.43 15.02 15.02 19.47 19.47
Gap in MLD 0 0 0 0 0
No Storage tanks are proposed in Water Supply Scheme prepared under UIDSSMT as
existing storage system is sufficient till year 2040.
5.1.10 Sectoral Issues
The current water supply system is not adequate in terms of storage and
distribution services. Due to insufficient amount and huge physical losses in the
system, the pressure at the consumer end is very low.
Following are the sector issues for water supply system of Ratlam:
Present water supply system is old and not adequate and requires
improvement in terms of capacity and level of service.
Per capita supply is low (65 lpcd) against the standard norm of 135 lpcd.
Household Service coverage indicator represents coverage of about 92%. But
is the reliability of this indicator is the major issue.
Some areas have no water supply distribution network; water has been
supplied by tankers in these areas.
The Pressure in the Water supply distribution network is deficient; and also
there are large numbers of illegal connections.
Many connections are without water taps causing huge water losses during
the supply hours.
At many places withdrawal of water is directly by connecting the motor to the
pipe there by reducing the effective pressure in the system.
Need to maintain the computerized register for connections with new
connections record according to the type of connections
5.2 Sewerage and Sanitation
5.2.1 Sewerage system in Ratlam

City does not have comprehensive underground sewerage scheme as on today.
City has the only underground sewer network at the housing board colony region
of about 2 Kms which is very old and overflowing at current situation.

Information provided as per the municipal officials, there hasnt been survey for the identification of illegal connection.
5.2.2 Demand Assessment

and ultimate year (2040-41) period under Sewerage sector has been worked out
and is tabulated below.
Table 5-9: Demand assessment for Sewerage sector
Particulars 2010-11 2015-16 2025-26 2035-36 2040-41
Ratlam projected
252274 270405 309723 353114 376337
population
Sewage generation 2010-11 2015-16 2025-26 2035-36 2040-41
Ratlam sewage
31.3 33.6 38.5 43.9 46.7
generation
Capacity of treatment
0.0 0.0 0.0 0.0 0.0
plant
Gap 31.3 33.6 38.5 43.9 46.7
Sewer connections 2010-11 2015-16 2025-26 2035-36 2040-41
Proposed connections
0 0 0 0 0
under UGSS
Demand for sewer
35318 37857 43361 49436 52687
connections
Gap 35318 37857 43361 49436 52687
Sewer Network in
2010-11 2015-16 2025-26 2035-36 2040-41
Kms
Sewer Network in Kms
0.0 0.0 0.0 0.0 0.0
(Proposed )
Sewer Network
168.0 344.8 394.9 450.2 479.8
Demand
Gap 168.0 344.8 394.9 450.2 479.8
Source: Source: Analysis by Consultants team

Existing sewer lines drain sewage into the nallah which is flowing within the
city without any primary treatment.
Open drainage system in the form of nallah causing the health hazards and
unhygienic environment in terms of odour and mosquito nuisance.
Some parts of the city have the underground drainage system (housing
colony) but it has become out of service.
The Amrut Sagar Lake has been the disposal point of the open drainage
system of the city, damaging the beauty and biodiversity of the lake.
City lacks public conveniences / sanitation facilities especially in the slum
areas.
5.3 Storm Water Drainage

Currently the primary drains in the city are in the form of nallah which is flowing
across the city. Major primary drains are having length 10km which have two
disposal points. One nallah disposed off into the Amrtu sagar lake covering the
most dense areas like Chandani Chauk, Manekk Chouk, and key market regions
of the city. Other part of nallah disposed outside the city crossing the Chhatrii
Bridge passing through collector office, Kalika Mata temple and PHE office at
Sharani pura. The sewer generated throughout the city ultimately disposed into
the nallah thereby causing further contamination of nallah water.
Corporation has prepared the detailed project report of Rs. 20 Cr for
development of drainage network with nallah channelization of 6 km and the
additional storm water drainage network.

and ultimate year (2040-41) period under Storm water drainage sector has been
worked out and is tabulated below.
Table 5-10: Demand assessment for Storm Water Drainage sector
Storm water drainage in Kms 2010-11 2015-16 2025-26 2040-41
Ratlam existing pucca SWD 0 0 0 0

Storm water drain demand 480 527 604 689
Gap 480 527 604 689
Source: Analysis by Consultants team

City has inadequate storm water drains, as open nallah is the only primary
drain in the city area.
There is absence of secondary and tertiary drains in the city area for storm
water drainage collection.
Existing nallah carries both the storm and sewer water; hence there is no
scope for recycling the storm water.
Existing major nallahs does not have proper channelization.
5.4 Solid Waste Management
5.4.1 Generation and collection
According to ULB officials, Ratlam city generates 88 TPD of solid waste out of
which 41 Tonnes Municipal Solid Waste is collected daily. For the ease in
operation Ratlam Municipal Corporation has divided the area into three zones.
These three zones are administered by the sanitary inspector under whom there
are supervisors for each zone who manage the daily activities of the solid waste
management of Ratlam city. Sweepers are managed under the supervisor to
carry daily road sweeping. There are separate laborers provided for the collection
activity of the municipal solid waste. There are total 265 permanent and 211
daily wage sweepers operated under the health department. For transportation
of waste there are 18 drivers for tractor trailers and dumper placer.
Table 5-11: Solid waste collection points
Number of zone Number of wards Number of dustbins

1 16 35
2 14 48
3 19 56
Total 49 139
Source: Health Department
According to the municipal officials Ratlam city generates around 88 Metric ton of
Garbage per day at the rate of 350 grams per capita per day (as per 2010
population of 245911). Waste is being collected in all the 49 wards but none of
these wards have Door-Door collection and Waste segregation practices. There
are 150 numbers of pushcarts for primary collection of waste. There are total 65
nos. of containers placed at roadside with capacity of 4.5 m3. The above table
represents the number of dust-bins, i.e, waste collection points created at
different points of the entire city which are in open state at almost all the places.
As a part of collection system, 12 tractor trailers (8-primary, 4-corporation) with

daily 2-3 trips and one dumper placer are engaged in primary waste collection.
In addition, there are 85 numbers of sweepers deployed for cleaning the waste
water open drains (gutter).
5.4.2 Disposal and treatment facilities
Ten tractor trailers are in operation for secondary waste collection system and
disposal, each of the 12 tractor trailers makes 3 trips a day. The disposal site is
located at Khad adda, Karmadi road at distance of 3 Kms from Ratlam
Municipal Corporation office. Currently, the disposal site has no treatment
facilities and the waste is being dumped without treatment. A lot of places in the
city dumping of waste is being done on open and vacant plots.
Table 5-12: Vehicles deployed for Secondary waste collection & disposal
Adjustment factor of
Volumetric
Vehicle type Number Trips/ tractor 0.4 for capacity of 2
capacity in Ton
Ton
Tractor trailer 12 3 1.2 42
Total waste disposed on open land 42.00
Source: Health Department
5.4.3 Proposed Scheme for Solid Waste Management
Ratlam Municipal Corporation has got the approval of Rs. 6 Cr from central
government for the Trenching ground. The proposed area of the trenching
ground is of 10 Ha which will also have sanitary landfill facilities. The health
department has proposed the following equipments for municipal solid waste
management.
Wheel barrow-150 nos,
Container (capacity-4 to 6 m3) - 100 nos.
The Ratlam municipal corporation has purchased the two dumpers (Tata-LP
1613) with capacity of 16 tonnes and 9 tonnes respectively.
5.4.4 Adequacy of services

Table 5-13: Performance Indicators for municipal solid waste
Sr. Benchmark in
Indicator Percentage
no percentage
Household level coverage of SWM services,
0 100
1 through door-to-door collection of waste
2 collection efficiency of MSW 47 100
3 Extent of segregation of waste 0 100
4 Extent of recovery of waste collected 0 80
5 Extent of scientific disposal of waste in landfill 0 100
Extent of Cost Recovery for the ULB in SWM
0 100
6 services
7 Efficiency in collection of SWM charges 0 90
Source: computed based on the data collected from Ratlam Corporation

and ultimate year (2040-41) period under Solid Waste Management sector has
been worked out and is tabulated below.
Table 5-14: Demand assessment for Solid Waste Management sector
Particulars 2010-11 2015-16 2025-26 2035-36 2040-41
Ratlam projected population 252274 270405 309723 353114 376337
Solid waste generation 2010-11 2015-16 2025-26 2035-36 2040-41
Per capita waste in grams
per day 350.0 386.0 490.0 575.0 634.0
Ratlam waste generation in
MT 88.0 104.5 152.0 203.0 239.0
Growth rate assumed 2.00%
Following table provides the demand assessment for the vehicles required for the
street sweeping waste collection. The road length has been estimated with the
assumption of 1.5m per capita as mentioned earlier.
Table 5-15: Demand assessment for Vehicles (street sweeping and waste collection)
S. Description of 2010- 2015- 2025- 2035- 2040-

Norms
No Parameters 11 16 26 36 41
Total Length of existing
1 197 197 197 197 197
Roads(Km)
Road length required
378 405 464 530 564
(Km)
Road length to be swept
2 378 405 464 530 564
manually(Km)
Daily sweeping of length
60% 227 243 279 318 339
of road (Km)
Alternate day sweeping
20% 76 81 93 106 113
(Km)
S. Description of 2010- 2015- 2025- 2035- 2040-

Norms
Once a week sweeping
20% 76 81 93 106 113
(Km)
Sweepers Requirement at average of 1 per 750 running meter length / day on
both sides sweeping
Daily(Nos): 257km 303 324 372 424 452
85Km or
3 Alternate day(Nos): 42.5Km/ 51 54 62 71 76
day
85 Km or
Weekly(Nos): 12.15Km/ 15 16 18 21 22
day
Sweepers Requirement
4 369 394 452 516 550
for Street sweeping ( Nos)
Push carts at 1 for gang
5 185 197 226 258 275
of 2 workers(Nos)
6 Spare at (Nos) 10% 19 20 23 26 28
Total no of pushcarts requirement for
204 217 249 284 303
street sweeping (Nos)
Source: Analysis by the Consultant team
Door-to-door collection facility has been assumed and waste shall be collected in
Refuse Compactor Wheelie bins made of High Density Polyethylene (HDPE) with
capacity of 1100 and 660 litres. The segregation of the waste shall be at the
source i.e. at household level. Following table provides information related to
demand assessment for the Refuse Compactor wheelie bins. Considering Indian
scenario, the amount for organic waste is approx.50%. The density of the
municipal solid waste is considered as 0.4T/m3.
Table 5-16: Demand assessment for Refuse compactor wheely bins (HDPE) capacity
1100 liters and 660 liters
S. Description of 2010- 2015- 2025- 2035- 2040-
Norms
MSW generation Projection
1 in all Residential 88.0 104.5 152.0 203.0 239.0
Households (TPD)
50% by
Biodegradable content weight of
2 44 52 76 101 119
composition (TPD) total MSW
generation
35% by
Non-Biodegradable
weight of
3 (Recyclable, Recoverable, 31 37 53 71 84
total MSW
for RDF etc)(TPD)
gen/day
Bulk density of MSW
4 0.4 T/ m3 0.4 0.4 0.4 0.4 0.4
(T/m3)
Storage volume for TPD/ 110 131 190 253 298
5
Biodegradable waste (m3) Density
50% additional storage
6 volume to avoid 50% 55 65 95 127 149
spillage(m3)
S. Description of 2010- 2015- 2025- 2035- 2040-

Norms
Total Biodegradable 166 196 285 380 447
storage volume(m3)
Requirement of 1100 liters
HDPE R.C wheely bin
containers
Storage 151 178 259 346 407
Volume/
For Storage Volume (Nos)
7 Bin
Capacity
15 18 26 35 41
Spare at (Nos) 10%
166 196 285 381 448
Total Bins (1100 ltr)
With Bulk density of 0.4
T/m3 Storage volume for TPD/
8
Non-Biodegradable Density 77 91 133 177 209
waste(m3)
50% additional storage
volume to avoid 50% 39 46 66 89 104
spillage(m3)
9
Total Non Biodegradable
MSW volume (m3) 116 137 199 266 313
Requirement of 660 liters

HDPE R.C wheely bin
containers
Storage 176 208 302 403 474
Volume/
For Storage Volume (Nos)
10 Bin
Capacity
18 21 30 40 47
Spare at (Nos) 10%
193 229 332 444 522
Total Bins (660 ltr) (Nos)
Requirement of wheely bin R.C containers for storing waste collected from HTH
from residential House hold
1100 liters capacity (Nos): Say 170 200 290 390 450
660 liters capacity (Nos): Say 200 230 340 450 530
Large containers of size 4.5 m3 are required for Bulk Waste Collection at
different places like commercial areas, markets, restaurants etc. It has been
assumed that the MSW generation is 15% of the Total waste generated. The
demand assessment for the Bulk Waste collection containers has been illustrated
below:
Table 5-17: Demand assessment for Bulk Waste Storage Containers

S. Description of 2010- 2015- 2025- 2035- 2040-
Norms
Quantity of MSW generation from Bulk waste generating sources Projection
1 15% of MSW 13.00 16.00 23.00 30.00 36.00
15%
generation (TPD)
Bulk density of 0.40 0.40 0.40 0.40 0.40
2 0.4 T/m3
MSW
Storage volume
required with 50%
TPD/ Density
3 additional storage
x1.5
to avoid 48.75 60.00 86.25 112.50 135.00
spillage(m3)
No. of 4.5 m3 Dumper placer containers requirement
For Storage 11 13 19 25 30
4
Volume (Nos)
Spare at (Nos) 10% 1 1 2 3 3
Total Requirement of 4.5 m3 Dumper 12 14 21
8 8
placer containers for Bulk Waste
The demand assessment of containers required for construction and demolition

waste collections has been calculated in the following table. Construction and
demolition waste generated has been assumed to be 10% of the total waste
generated. The waste generated by street sweeping has been assumed at 5% of
the Total waste generated. Containers of size 7.5 m3 are required to collect the
waste generated from construction and demolition. Dumper-Placers are required
for carrying the same to the dumping site. The density assumed for construction
and demolition waste is 1 T/m3.
Table 5-18: Demand assessment for Construction & Demolition Waste Storage
Containers
S. Description of 2010- 2015- 2025- 2035- 2040-
Norms
Projected Quantity of
Construction and
Demolition waste
15% of total MSW generation
generation ie HH
MSW and street
sweeping waste
Waste generation for 104 152 203 239 104
1 HH (TPD)
Street sweeping 5 8 10 12 5
5%
(TPD)
Construction &
10 15 20 24 10
Demolition Waste 10%
(TPD)
15 23 30 36 15
Total Waste (TPD)
1 1 1 1 1
2 Bulk density(m3) 1 T/m3
S. Description of 2010- 2015- 2025- 2035- 2040-

Norms
Storage volume 15 23 30 36 15
3 13
required (m3)
Requirement of 7.5 m3 Dumper placer containers (Nos)
4 For Storage Volume

2 2 3 4 5 2
(Nos)
1 1 1 1 1
Spare at (Nos) 10%
Total Requirement of 7.5 m3 Dumper
placer containers for Inert Waste 3 4 5 6 3
(Nos)

The Corporation is unable to meet the MSW 2000 Rules.
City has not adopted Door-Door Collection and Waste Segregation system
Lack of container and dustbin provision. There are road side collection points
without any proper dustbin provisions.
City has no designated and proper disposal facility. The waste is being
dumped in open plots where it is left without being collected.
City has inadequate vehicle capacity for transporting the waste to the disposal
site.
City has staff inadequacy and most of the conservancy workers are temporary
workers
5.5 Road, Traffic and Transportation
5.5.1 Regional Network
Ratlam Junction Railway Station is the divisional headquarters of the Western

Railways located on the Delhi-Mumbai rail route. Ratlam is the major railway
junction with broad gauge and meter gauge connecting it with various major and
minor cities of the country. Ratlam is connected to major district centres of the
state and Bhopal, Delhi, Mumbai, Surat, Baroda, Ajmer with railway network.
In terms of road transport, NH-79 passes through the Ratlam city connecting it
with the Mahu and Nimach cities. Several main roads and sectional roads are
connecting the Ratlam city to the surrounding growth centers.
5.5.2 Current transportation situation of the city:
The city traffic and transport services are one of the major issues of Ratlam city.
There is no city or public transport facility for Ratlam. At present, city transport
services are facilitated by para-transit mode of transportation in terms of auto
rickshaws and six seaters. Traffic officials claim that the number of private
vehicles in the city has been increased three times in last 10-15 years. These
increased numbers of vehicles are causing the congestion problems in the major
commercial areas of the city. The major city roads are not pedestrian friendly
causing inconvenience for the pedestrians due to absence of footpaths and heavy
traffic.
5.5.3 Public Transport system
Intercity public transport system
For regional transport services there is one bus stand of MPSTRC which is under
redevelopment stage. Additionally, there are private bus services operating on
two major junctions of the city at Sailana and Javra Road.
There is absence of any public transport facility for movement within city. At
present, city transport services are facilitated by para-transit mode of
transportation in terms of auto rickshaws and six seaters.
Para-transit transportation
The intercity public transport system in Ratlam is majorly through para transit
mode of auto rickshaws and tempo rickshaws. The autorickshows runs through
entire city with major presence at Railway station and junction of commercial
places like Do Batti and Shaher Saray. The auto rickshows are charged on
minimum fix rate of Rs.20 as there is no metered fare system in Ratlam.
Apart from auto rickshaws there are significant numbers of tempo-rickshows

which are the major source of low cost public transport in Ratlam. The seating
capacity of tempo rickshaw is for 8 persons including the driver.
The tempo rickshaws originate from Railway station and Jawra Bus stand and
runs through entire city with following locations:
Shaher Saray
Do Batti
Nagar Nigam
Chandani Chauk
Dalu moti BAzar
Dhan Mandi
Chaumukhi Pool
Ghas Bazar
Toph Khana- Ganesh Jevri
Sailana Bus stand
Ram Mandi
Alkapuri
Banjna Bus Stand
The minimum fare is of Rs. 3 while the maximum fare is Rs.5 which will be
applicable for the distance of 5 to 6 km.
5.5.4 Bus Stand infrastructure
The MPSRTC bus stand at Mhau-Nimach road is under redevelopment stage on

PPP basis. Due to space constraints, the private bus services are operated at
major junctions of Sailana and Jawara Road. Due to lack of infrastructure for
these bus stands are creating the congestion problem as they are at major
junctions of the city. There is proposal for the new bus stand at Javra road which
will be used both by MPSRTC and private bus operators.
Figure 5-1: Public Transport facilities in Ratlam
Javara Bus Stand Tempo auto rickshaw at Sailana Bus stand
5.5.5 Demand Assessment: Roads
Ratlam is well connected to Indore, Ujjain, Baroda, Neemuch etc. through

various National and State Highways. Most of the internal roads existent in
Ratlam are Bitumen roads. The roads are in good condition whereas some are in
poor condition with potholes.
Currently the public works department is responsible for the construction and
maintenance of roads within Ratlam. Most of the major city roads are cement
concrete roads. The road widths in major commercial regions having very high
density are in the range of 18-22 m (ROW).
Major commercial roads are as follows:
Table 5-19: Length and width of major commercial roads of Ratlam
Current width
Sr.No. Name of the road
in "m"
1 Dayanand marg (Haat road to Tripoliya gate 18-22
2 Subhash marg ( upto raniji temple) 18-22
3 Nolaipura 15-18
4 Naharpura (Dalumodi chauk to Manak chauk) 15-18
5 Manak Chauk (upto Ghas Bazar) 9-12
6 Daulatganj Marg (upto Ghas Bazar) 9-12
7 Ghaas bazaar 18-22
8 kasera bazar marg 15-18
9 Dhanmadi (Naharpura chauk to Hardevlala Peepli) 18-22
10 Neemchauk 15-18
11 Bajajkhana marg 12-15
Current width
Sr.No. Name of the road
in "m"
12 Daalumodi chauk to Bajajkhana marg 9-12
13 Tilak Marg 9-12
14 Chaumukhi pul marg (ghas bazar to chandani chauk) 18-20
15 Lakkadpitha marg (chandani chauk to Bajna bus stand) 15-18
Biharilal marg (Naahrpura chauk to Purneshwar Mahadev
16 temple) 15-18
17 Mochipura marg (surajmaur to nallah) 9-12
18 Bharaava kuyi marg (Kasera bazar to ghaas bazar) 15-18
19 Rangrez marg 10-12
Source : Ratlam Master Plan 2021
Figure 5-2: congestion at Roads in Ratlam
Dhanmadi Road Chaumukhi Pul road
City has total road network of approximately 197.6 km as per the information
provided by the Municipal Corporation. The existing road details of Ratlam are as
follows:
Table 5-20: Performance Indicators for roads in Ratlam
Type of the Road Figure Unit
CC road 11.67 Km
Bitumen Road 120.00 Km
WBM Road 53.46 Km
Motorable 3
12.47 Km
Total length of the road 197.6 Km
Road length density (Area) 5.04 Km / Sq. km
Road length density (Population) 0.78 M per capita
Source : Public works Department, Ratlam Municipal Corporation
The current per capita road length in m is 0.78 m against the standard of 1.5 m
per capita length. The total road length with respect to municipal corporation
area is 5 km per sq.km.
3 Motorable road, as defined by Municipal Official, is the road which is the kind of WBM road
lower in quality but better than the kuchha road.

and ultimate year (2040-41) period under Road sector has been illustrated
below. The demand has been estimated on the basis 1.5m length per capita.
Table 5-21: Demand assessment for Road sector
Particulars 2010-11 2015-16 2025-26 2035-36 2040-41
Road network in Kms 2010-11 2015-16 2025-26 2035-36 2040-41
Existing road network in Kms 197.6 197.6 197.6 197.6 197.6

Road length demand in Kms 378.0 405.0 464.0 529.0 564.0
Gap in Kms 180.0 208.0 266.0 332.0 366.0

Congestion at major road junctions in the city area, e.g. Sailana road junction,
Javara road crossing (Gulmohar Chauk) and Do batti, Daat ki pool area.
Encroachments at the commercial areas causing the congestion at major
market places like Chandani chauk, Ghas Bazar.
Congestion at the major roads connecting to the city area, like Indore road,
Mahu road, Mandsaur Road and Nagda Road.
Most of the Slum areas do not have proper roads and connectivity. Some of
the roads are kuchha having potholes and also prone to water logging.
Signals at the major junctions are not in operational stage.
5.6 Street lighting
Ratlam has 7575 street lights positioned all over the municipal areas out of which
299 street lights are in not in working position. Total connected load from all the
heavy and light bulb street lights is 1442 KW.
The present status of street lighting can be summarized as in the following table.
Table 5-22: Connected load details.
40 W Tube Lights
Number of lamps 1712 nos
Wattage of each lamp 40 W
Total Connected Load 68480 W
250 W Sodium Vapor Lamps
Number of Lamps 3955 nos
Wattage of each Lamp 250 W
Wattage of Ballast 30 W
Total Wattage of 1 lamp 280 W
Total Load 1107400 W

Per Capita road length of 1.5 meter is considered for calculation.

Total Load 31320 W
Total wattage of 1 lamp 100 W
Total Load 54900
250 W Metal light fitting
Total Load 118720
125 W vapour light fitting
Total Load 6665 W
85 W CFL fitting
Total Load 2295 W
72 W CFL fitting
Total Load 49032 W
250 W High mast fitting nos
Total Load 1250 W
400 W Metal light fitting nos
wattage of each lamp 400 W
Total Load 2000 W
total number of street lights 7575 nos
Failed street lights 299 nos
total working street lights 7276 nos
1442062 W
Total Connected Load
1442.062 KW
Source: Department of street lights, Ratlam Municipal Corporation
As a part of energy saving initiative Ratlam Municipal Corporation has taken

some efforts by providing the CFC tubes for street lighting purpose of different
wattages. There are 706 numbers of CFL tube lights out of which 681 numbers
are 72 watt CFL and 25 numbers are of 85 watt CFL.
Table 5-23: Energy saving units for street lighting
Type of energy saver 72 W 85 W
CFL lights 681 25
5.6.1 Adequacy of services

Table 5-24: Performance Indicators regarding Street Lighting
Current Norms
Indicators Unit
status /Standards
Spacing between lamps Meters 27 30
(including kutcha roads)
Proportion of tube lights W.R.T to total Percent 24 60
Proportion of high power fixtures W.R.T to total Percent 76 40
Proportion of energy saving light fittings to total Percent 10 100
Source : computed based on the data collected from Ratlam Municipal Corporation

and ultimate year (2040-41) period under Street lighting sector has been worked
Table 5-25: Demand assessment for Street lighting sector
Street Lighting 2010-11 2015-16 2025-26 2040-41
Ratlam existing lights 7276 7276 7276 7276
Road length in Kms 197.6 392.0 441.0 519.0
Street light demand @ one light per 30 m 6587 13090 14730 17316
Gap 0 5814 7454 10040
Source : computed based on the data collected from Ratlam Municipal Corporation
5.6.3 Sectoral issues

Proportion of tube lights is very less, i.e. 24% of the existing lights.
Most of the street lights are old need to be replaced in order to achieve better
energy savings.
6 Socio-Economic Infrastructure
6.1 Health
Ratlam is the district headquarters and hence caters to health infrastructure

needs of surrounding villages also. There is one district hospital, childrens
hospital, mission hospital and Ayurvedic hospital in Ratlam. Besides this there
are eight maternity cum nursing home.
Table 6-1: Existing health Facilities
Type of Health Centre Nos.
Government Hospital 01 (500 beds)
Primary Health Centers 03
Childrens Hospital 01
Mission Hospital 01
Ayurvedic Hospital 01
Maternity cum Nursing Home 08
Private Hospitals 13
Private Nursing Homes 09
Source: District Hospital, Ratlam and Master Plan report
Ratlam has sufficient health infrastructure facilities to cater present population

whereas it needs to be strengthened to cater the future population demand.

and ultimate year (2040-41) period under Health Infrastructure sector has been
worked out and is tabulated below.
Table 6-2: Demand assessment for Health Infrastructure sector
Particulars 2010-11 2015-16 2025-26 2035-36
Ratlam projected population 252274 270405 309723 353114
General Hospital demand 1 1 1 1
General Hospital existing 1 1 1 1
General Hospital Gap 0 0 0 0
No of dispensaries required 17 18 21 24
No of dispensaries existing 27 27 27 27
Dispensaries Gap 0 0 0 0
No of beds existing 5004 500 500 500
Bed requirements @ 1 per 500 person 505 541 619 706
Bed requirements Gap 5 41 119 206
Source: analysis from consultants

4
District hospital has 500 nos. of bed. Additionally there are beds in the other private hospitals
existing in the city.

Ratlam city have the sufficient number of health facilities but there is no
separate hospital for pandemic diseases in terms of isolation facilities. For
such provisions citizens depends upon the cities like Baroda, Indore.
City has the large number of orthopedic and eye treatment hospitals but lack
the particular hospitals for cancer and heart treatment facilities.
6.2 Education
6.2.1 Existing school infrastructure
Ratlam has altogether 436 schools spread over 49 wards. The ward wise
distribution of schools is listed below.
Table 6-3: Existing school Facilities
Ward no. No. of schools Ward no. No. of schools Ward no. No. of schools
1 22 18 9 35 0
2 8 19 24 36 9
3 9 20 17 37 17
4 13 21 5 38 11
5 5 22 6 39 15
6 5 23 17 40 14
7 2 24 12 41 0
8 13 25 6 42 3
9 4 26 5 43 0
10 21 27 10 44 2
11 3 28 23 45 0
12 9 29 1 46 13
13 16 30 14 47 1
14 9 31 24 48 3
15 9 32 5
16 1 33 5 49 2
Total number of schools 436
Source: District institute of education and training, Ratlam
There are no provisions of toilet in boys school, while only six number of girls
high school have been provided the toilet facilities. Following table provides the
information related to the toilet facilities in government school in Ratlam.
Ratlam city has five number of colleges which are providing higher education in
Arts, science and commerce sector. The only Industrial Training Institute (I.T.I)
is located on the Sailana Road.
In the planning sector no.5, in master plan of Ratlam there has been provision of
10 Ha land for engineering college.
Table 6-4: Toilets facilities in Govt Schools in Ratlam
Girls Co-Education Boys
Particulars School school school Total
no. of Govt schools 10 60 2 72
No. of enrolments 2162 9081 137 11380
School with toilet facility 6 40 nil 46
Source: DPR of IHSDP, Ratlam Municipal Corporation

and ultimate year (2040-41) period under Education Infrastructure sector has
been worked out and is tabulated below.
Table 6-5: Demand assessment for Education Infrastructure sector
2015- 2025- 2035- 2040-
Particulars 2010-11
16 26 36 41
No of primary schools existing 194 194 194 194 194
Demand for primary schools 50 54 62 71 75
Primary School Gap 0 0 0 0 0
Higher Secondary School 57 57 57 57 57
Demand for Higher Secondary schools 34 36 41 47 50
Higher Secondary School Gap 0 0 0 0 0
Existing colleges 3 3 3 3 3
Demand for colleges 2 2 2 3 3
Colleges Gap 0 0 0 0 0
Source: Analysis using standards from UDPFI

Existing higher schools are predominantly middle schools which need to be
upgraded.
Lack of technical education sector in terms of engineering or polytechnic
sectors, as students predominantly dependent on the Indore city.
6.3 Recreation
6.3.1 Existing recreational facilities in Ratlam
For recreation purposes, Ratlam city has a park along with a water body at Zaali
Lake near Kalika mata temple. There are other two lakes Amrut Sagar and
Barbad within the city. There is existing stadium near Zaali Lake which is utilized
for several fair purposes. Apart from these there are 11 childrens garden and
two corporation gardens in the Ratlam city.
There are several proposals for recreational sector under Ratlam master plan.
There has been allotment of 22 Ha land for regional sport activity at Kharchod
road under which there are proposal for stadium, swimming pool and other
sports facilities. Apart from above proposals one swimming pool is proposed near
the Amrut Sagar Lake in the Ratlam City.
Figure 6-1: Recreational Spaces
Garden near Kalika Mata temple Zaali Lake

and ultimate year (2040-41) period under Recreational facilities has been worked
Table 6-6: Demand assessment for Recreational facilities
Particulars 2010-11 2015-16 2025-26 2035-36
Ratlam projected population 252274 270405 309723 353114
Area demand for recreational
Spaces in Hectares 353.18 378.57 433.61 494.36
Community Hall in Nos
Community Hall existing 20 20 20 20
Community hall demand 17 18 21 24
Gap 0 0 1 4
Source: Analysis using standards from UDPFI

City has inadequate recreational spaces like parks and multiplexes
Picnic spots like existing lakes are untapped for attracting tourists.

7 Slums and urban poverty
As per Census of India, the slum areas are broadly defined as:-
(i) All specified areas in a city or city notified as Slum by State/Local

Government and UT Administration under any Act including a Slum Act.
(ii) All areas recognized as Slum by State/Local Government and UT

Administration, Housing and Slum Boards, which may have not been formally
notified as slum under any act;
(iii) A compact area of at least 300 persons or about 60-70 households of poorly
built congested tenements, in unhygienic environment usually with inadequate
infrastructure and lacking in proper sanitary and drinking water facilities.
7.1 Slums in Ratlam
As per the information provided by Municipal Corporation there are 32 slum

pockets notified by Ratlam Municipal Corporation with population of 65155. The
last survey for slum pockets and population was done in 2001. However, as of
now the population would have increase significantly. According to the estimates
current slum population will be around 96000. Following table provides the
details of Slums in Ratlam:
Table 7-1: slums and slum population in Ratlam
Sr.No. Name of the Slum Ward No Population

1 Gandhi Nagar 1 4166
2 Laxman Pura 2 3300
3 Rajgarh 4 2220
4 Jawahar Nagar 6 602
5 Viriya Khadi 7 2650
6 Sakhwal Nagar Harijan Basti 8 824
7 Amliya Bharu 9 370
8 Subhash Nagar 10 5153
Rajendra Nagar, Hat ki choki,
9 11 3723
Patel colony, Bhami Mohalla
10 Ishwar Nagar 12 7192
11 Gawali Mohalla Silaweto to vas 14 3993
12 Moti Nagar 15 2713
13 Chemaria naka 16 741
14 Ojha Khali 17 562
15 Juni Kalel sari 18 685
16 Dhabai Jee Ka Vas Dani Pura 19 369
17 Mewati Pura, Bajrang Nagar, Dilip Nagar 20 3970
18 Homeguard colony 21 1189
19 Jawro Road 22-23 6441
20 Dat ki Pul Rafik ka makan kay aas-pass 24 370
Sr.No. Name of the Slum Ward No Population

21 Raj bai ki Jeen 25 220
22 Behind New road, Alongside of Nallah 26 280
23 Chingi Pura 29 539
24 Sherani Pura 30 1721
25 Hati Khana 32 227
26 Do Muh ki Bawdi, Naher Pura Gali No-1 33 350
27 Pinjar wadi 36 227
28 Goshala, eidgah, kalali road 41 424
29 Sutaro ka vas, kumhari kuva 42 621
30 Maratho ka vas 43 1830
31 Momin Pura 44-45 6543
32 Hat Road Khatik Mohalla 46 940
Total 65155
Source: DPR Slum Environmental Sanitation Initiative in Municipal Area Under IHSDP
Ratlam Municipal Corporation has prepared the Detailed Project Report for Slum
Environmental Sanitation under IHSDP with estimated cost of Rs.355.42 Lacs.
But, this project was not implemented due to pending approval from the central
government. The City Support Unit has been preparing the detailed project
report for two slums named Mominpura and Subhashnagar under which
assessment of basic service provisions and biometric survey of each household
has been carried out.
7.1.1 BPL population in Ratlam
According to BPL survey conducted by Municipal Corporation in 2009 there are

18008 number of household are under below poverty line. Maximum number of
BPL households is under ward no.20 having 1253 nos. of households. Following
table provides the information regarding BPL survey:
Table 7-2: BPL population details
WARD NO. TOTAL HH under BPL WARD NO. TOTAL HH under BPL
1 431 26 31
2 333 27 114
3 376 28 180
4 726 29 407
5 211 30 460
6 205 31 216
7 1182 32 171
8 830 33 189
9 79 34 118
10 948 35 172
11 412 36 207
12 739 37 141
13 716 38 237
14 540 39 96
15 379 40 42
16 480 41 418
17 505 42 246
18 309 43 284
WARD NO. TOTAL HH under BPL WARD NO. TOTAL HH under BPL
19 434 44 467
20 1253 45 211
21 490 46 429
22 338 47 212
23 566 48 85
24 199 49 58
25 136
Total 18008
26 31
Source: Ratlam Municipal Corporation
7.1.2 Access to services in slums
The municipal corporation does not have record of infrastructure facilities in each
of the slum. In absence of data, the consultants have conducted a sample
primary survey in order to ascertain the level of service provision in slums in
Ratlam. The consultants visited 12 slums in city namely Laxmanpura, Rajgadh,
Subhashnagar, Haatki Chauki, Ishwar nagar, Moti Nagar, Jawra Road (Shiv-
shankar Colony), Sherani Pura, Maratho ka vaas, Jawahar nagar, Viriyakhedi and
Momin pura, The major findings of the primary survey are as following.
Most of the slums are dependent of tubewells and handpumps for drinking
water facilities. However the quality of water is tubewells is brackish and
higher in salt content and hence not fit for drinking water purposes.
Approximately 30% of slum settlements have piped water and are mostly
having public taps. Around 8- 10 households are dependent on one public tap
in most of the cases.
There are no sewerage facilities in any of the slums and the sewerage water
from kitchen and bathrooms are drained into open drains (Gutter) causing
unhygienic and unclean conditions.
There is no collection of Solid waste from majority of the slums on daily basis.
Nor is there any provision of collection bins where the solid waste generated
can be dumped. Most of the slums dispose of the solid waste in the drains or
on open plots nearby.
Approximately 45% of households in slums do not have any access to toilet
facilities and follow the practice of Open defecation.
The condition of roads and streetlighting facilities in majority of slums is
considerably well.
Most of the slums have access to primary education through Anaganwadi and
Government schools.
There is absence of any kind of health facilities in all the slums. There are no
facilities even in form of Primary health centres, clinics or maternity services.
Table 7-3: Infrastructure status and service provision in Slums
Infrastructure status in slums
Total Number of wards 49
Total number of zones 3
Total number of slums 32
Total Number of HH 13400
Total number of community toilets 36
Status of community toilets within the municipal area

Total number of community toilets 36
Number of Community toilets having permenat water supply facility in
the slums 3
Number of Community toilets having bath facility in the slums 3
Number of Community toilets connected to septic tank or sewerage
system in the slums 36
Number of Community toilets operated and maintained by municipal
corporation in the slums 33
Number of Community toilets O & M by Sulabh in the slums 3
Number of Community toilets users are paying for services in the
slums 3
There are 36 numbersof community toilets in Ratlam city out of which 33

numbersof community toilets are operated by Municipal Corporation and 3
numbersare operated by Sulabh. Only 3 numbersof community toilets are having
water supply and bathing facility.
Figure 7-1: Services to urban poor
Figure 7-1: Services to urban poor
7.1.3 Sectoral issues:

Documentation of slums has been done and IHSDP project report has been
prepared but it has not been approved yet.
Direct Household water connection coverage is less leading to the illegal
connections hence accounting apparent losses to the Non-revenue Water.
At number of places, the public taps for drinking water supply are without the
provision of the taps, causing huge amount of water losses in terms of
physical losses.
Sanitation facility in slum area is very deprived affecting the health of the
urban poor of the Ratlam.
Access to the basic health infrastructure facilities is dismal and poor.

8 Housing
8.1 Household size and occupancy rate
As per Census 1991, in Ratlam there were 35570 families was living in 34781
numbers of residential units. According to Census 2001, there is an increase in
number of families to 44109 residing in 43130 numbers of residential units.
Accordingly, the household size comes to 5.32 persons per HH. Considering
individual housing requirement the deficit for residential units as per the Census
2001 is 989.
8.2 Future requirements
As per the year 2001, there are 32 numbersof slums Table 8-1: projections
identified in Ratlam city with population of 65155 living for slum population
in several parts of the city. In those 32 numbersof Slum
slums there are 12786 numbers of residential units, Year Population
amongst those 30% of the units requires the 2000 65155
reestablishment. There are 745 numbersof slum houses 2001 67761
which require 100% reestablishments amongst the 32
2002 70472
numbersof identifies slum settlements. The slum
2003 73291
population information is of 10 years old, hence it
requires some projection for have significant projection 2004 76222
for the year 2010. As per our discussion with municipal 2005 79271
officials, slum population has been projected at the rate 2006 82442
of 4% per year with 2000 as base year for the 2007 85740
calculation. Estimated slum population with projection
2008 89169
is 96445 for the year 2010. the number of HH under
2009 92736
BPL as per 2009-10 survey is 18009 with approx
population of 90000. 2010 96445
2011 100303
Following table provides the housing requirement in
detail.
Table 8-2: Housing Deficit
Details Total Establishment % Housing Deficit
Housing Deficit till year 2001 --- --- 989
Kutcha houses in slum area 12786 30 3836
Others in Slum 745 100 745
Total 5570
As per the above table there are deficit of 5570 numbersof household units.The
housing demand for the year 2021 has been estimated in the following table.
Table 8-3: Housing Requirements

Details Housing requirement
2001 2011 2021
Population in Lakhs 2.34 2.52 2.90
Extra population in lakhs --- 0.18 0.37
Average Household size 5.32 5.2 5
Extra houses 3514 7456
90% housing requirement inyear 2011 & 2021 3163 6711
Housing requirement after addition of deficit of year 2001 5570 8733 15443
The household size for Ratlam is 5.32; it has been assumed that at the year
2011 and 2022 the HH size will 5.20 and 5.00 respectively. After considering the
current housing deficit, the housing requirement for the year 2021 is 26883.
After the estimation of household demand, it is necessary to distribute this

demand as per the income group like LIG, MIG and HIG sections. Following table
provide the household distribution according to income group.
Table 8-4: Housing Type as per income group
Housing Requirement
Income Group % Numbers
Economical Weaker Class 40 10753
Lower Income Group 30 8065
Middle Income Group 25 6721
High Income Group 5 1344
Total 100 26883
Source: Analysis from consultants
As mentioned in the earlier sections, Ratlam Municipal Corporation has prepared

detailed project report with estimated cost of 355.42 lacs under Integrated
Housing and Slum Development Programme. DPR has been rejected by
appraising agency HUDCO, Bhopal, which was submitted on September 25,
2006.
8.3 Direction of growth

The centre part of the city was setup under the known administrator of Ratlam
Mir Shamatali with establishment of Manak Chauk. this was followed by
formation of commercial places like Chandani Chauk, Neem Chauk, Raniji Ka
Mandir and Chaumukhi Pool which are the heart of the city centre of Ratlam.
There was formation of residential establishments in the form of Mominpura,
Mochipura and Sheranipura which are the oldest residential settlements of the
city along with these commercial establishments. The approximate area of this
region was 213 ha.
After the year 1967, there was full fledge establishment of diesel shed under
western railways at Ratlam which generated economic benefits for the
surrounding region as well. Several colonies were developed around the
established railway colony with daily wage labours and employees of Indian
railways. The famous Do Batti Chauraha developed which provides the
connectivity to the Railway colony, Sailana road and to the Manak chauk.
In the past couple of decades new areas of development in the city are towards
the North of the city and towards the south west. New colonies have come up
along Sailana Road namely Kasturba Nagar, Jawahar Nagar, Alkapur,
Gandhinagar and Laxmanpura. Also new colonies have been developed in south
region near to the Amrut Sagar Lake namely Kalyan Nagar and Din Dayal Nagar.
Even the property rates in the city have seen a considerable increase in past few
years. Especially the commercial rates in area of Manek Chauk and Shaher Sarai
have been doubled since last three years even the period of recession in other
parts of the country.
In the past decade i.e from 2001 to 2010 the population of Ratlam has increased
from 234419 to 252274. The pace of growth of population in Ratlam is slow to
moderate. In the past decade the city grew towards the north east and
diagonally to it on the south west.
Following figure shows the growth trend and chronological development of the
city over the past decades
Figure 8-1: Chronological Development of Ratlam
9 Environment Status
All living and non living things along with the surrounding atmosphere in an
urban area constitutes urban environment. Ironically, all these three ingredients
in the environment have the ability to cause effect over each other, even by
slight change and process of cycle. Thus the intersection and overlap of the
natural environment, the built and socioeconomic environment constitutes the
urban environment.
9.1 Natural environment
9.1.1 Topography
The topography of the Ratlam city is almost flat and uniform through out the city
area. Current industrial area is located at higher level with considerable slope at
the south direction. Also there is slope at south-east direction at the downstream
side where industrial area is situated. The rain water generally flows towards the
south direction and collected at two nallah flowing through the city. There are
two lakes located at northern side of the city.
9.1.2 Geology and soil type
The district lies on a part of Malwa plateau with typical Trappean geomorphology
comprising extensive plain, low lying hills and hills clusters with gentle northerly
slope.
Ratlam region is under Zone II of Low Damage Risk Earthquake Zone without
any neotectonic fault or thrust.
The soil in Ratlam is of mixed type and there is no distinct boundary in between
any two type of soils. Black cotton Soil dark grey to black in color, composed of
clay and is plastic & sticky in nature. The alluvium is of mixed origin & comprises
of silt & clay and admixtures of these in varying properties. Lateritic soil consists
of sandy loam to clayey loam and brick red to red in colour.
9.1.3 Climate and rainfall

Ratlam has a transitional climate between tropical wet and dry, and a humid sub-
tropical climate like other areas of Malwa region. The maximum temperature of
the city ranges in between 39oC to 42oC. Maximum heat period is between the
May to June month. While minimum temperature ranges from 9.8 to 11.8 and
this period is from December to January.
During the April to September the winds coming from the western direction are
prevailing one. While rest of the six months the prevailing wind direction is from
south-east direction. These factors shall be incorporated while planning the

industrial region of the city with consideration of prevailing wind direction. The
average rainfall of the District is 9000 mm. Most of the rain occurs in the month
of July and August.
9.1.4 Ground and surface water sources

Ground water sources are over exploited in Ratlam due to absence of
comprehensive water supply scheme, by means of 628 manual public hand
pumps and private bore wells.
Amrut sagar and Barbad Lake act as a source for ground water recharge located
nearer to Ratlam Municipal area. These lakes should be protected for improving
the ground water recharge and in turn reducing the ground water extraction.
Apart from the above source there are following two lakes which can be utilized
for the recreational purposes.
1. Barbad Lake- currently it is in dry state and no fencing around the lake
2. Amrutsagar Lake- currently wastewater through open drains is disposed
off into the lake and there is no fencing surrounding the lake.
9.2 Urban Environment
9.2.1 Air pollution

There has been no records found as of in Ratlam Municipal Corporation for air
pollution monitoring within the city. However, majority of air pollution was
witnessed along the main roads of the city, near the bus stand areas and major
junctions. With increasing number of personal vehicles there is need to monitor
the vehicular emission pattern with air pollution checking machines and PUC
certificates for vehicles.
9.2.2 Water pollution

Major water pollution in Ratlam is due to the disposal of wastewater and solid
waste into the nallah flowing through the city and disposal of this water in to the
lakes and water bodies. The nallah which flows through different parts of the city
carries entire city waste water. Also one part of the nallah meets the Amrut
Sagar Lake there by contaminated water of nallah is polluting the lake and
causing damage to the biodiversity of Amrut Sagar. Apart from this, the some
parts of city are entirely depending on the tubewell water supply of the municipal
corporation causing the ground water depletion in the region.
Table 9-1: No. of samples conducted for the test in the month of November, 2009
Sr Residual
Particulars Physical Chemical Biological
No Chlorine
1 Raw water sample 30 30 5
2 Clear water sample 30 30 5 30
3 Reservoir tank 20 125
4 Distribution 24 100
No. of samples passed the test
Sr Residual
Particulars Physical Chemical Biological
No Chlorine
5 Raw water sample 30 30 5
6 Clear water sample 30 30 5 30
7 Reservoir tank 20 125
8 Distribution 24 100
Source: Public Heath Engineering Department,, Ratlam.
9.2.3 Soil pollution

There have been no major agriculture activities found within Ratlam Municipal
Corporation limit. Soil pollution can be in the form of excessive use of fertilizers
and pesticides in the region. Other feature of the soil in the region has been
briefed in the earlier sections.
However there is some amount of pollution due to wide usage of Septic tanks.
This combined wid the use of tubewells and borewells poses a risk of ground
water pollution and soil pollution.
9.2.4 Land use
As per the Ratlam master plan 2001 only 49.78% of the proposed landuse has
been implemented. Under which there has been poor implementation for the
recreational landuse. Following table provides the information regarding the
landuse implementation in accordance with Ratlam master plan 2001.
Table 9-2: Land use implemented till 2008 under master plan 2001
As per
Sr. Developed Fluctuation %
Land use 2001
No. Area Ha (Ha) Implementation
in Ha
1 Residential 1438.83 807.32 631.51 56.11%
2 Commercial 211.25 65.65 145.6 31.08%
3 Industrial 388.90 184.00 204.9 47.31%
4 Govt.& Institutional 397.70 142.43 255.27 35.81%
5 Recreation 266.88 28.80 238.08 10.79%
6 Traffic and
Transportation 476.44 355.00 121.44 74.51%
Total 3180.00 1583.20 1596.80 49.8%
Source: Ratlam Master Plan2021
In the revised master plan for 2021, the planning area has been divided into six
planning units and accordingly the land use pattern has been allotted. The land
use pattern has been distributed for a population of 3.5 lakh assumed for the
year 2021 with a population density of 83 persons per hectare.
In the revised master plan for 2021, the 230.5 Ha agricultural land has been
converted to other landuse purpose of residential, industrial and institutional use.
Table 9-3: Proposed land use patter for Master Plan 2021
Land Use in hectares

Inves
tment Agricul
Govt.
Unit Resid Comme Industri Recreat Transp ture
&Instit Total
no. ential rcial al ional ort and
utional
other
1 149 23.2 0.0 8.0 6.2 26.2 0.0 212.6
2 528 3.0 6.0 56.0 80.0 136.5 1310.0 2119.5
3 510 39.8 291.0 60.0 60.0 78.0 716.0 1754.8
4 200 38.0 75.0 45.0 54.0 101.0 1970.0 2483
5 310 90.0 78.0 30.0 75.0 87.6 1065.0 1735.6
6 538 16.0 50.0 23.0 154.8 170.7 905.7 1858.2
Total 2235 210 500 222 430 600 5966.7 10163.7
Source: Ratlam Master Plan 2021
9.2.5 Anthropogenic hazards
In order to avoid anthropogenic hazards like fire, Municipal Corporation has the
one fire fighting vehicle and well equipped workshop for operation and
maintenance. However there is need for the disaster management cell in order to
deal with the various events like Kalika Mata festival and also the natural
catastrophe in the form of heavy rains and floods.
9.2.6 Urban Environment Quality
Access to water
Ratlam city has inadequate supply of water in terms of quality and quantities.
Direct water supply is not covered through entire corporation area. Still in slum
areas like Ishwar Nagar, Jawara Road Slum regions there are supply through
common bore or hand pumps. There are provisions of public standpost but these
connections are without tap hence huge amount of water losses are occurring
during the supply time. Some areas are having water supply through borewell for
common water supply there by causing wastage of water and ground water
depletion with improper monitoring of bore water supply.
Availability of open spaces
Open spaces are getting reduced due to encroachments and illegal construction
due to the absence of proper regulation in order to maintain the planned lay out.
Overall, City has inadequate recreational spaces.
Access to sewerage and sanitation
Ratlam has no sewer network. Waste gets disposed either in open plots or in
individual septic tanks. Community Sanitation facilities are inadequate.
Ultimately, the disposal of the sewage into the natural drainage channels without
treatment causing health hazards.
Waste Management systems
City has not adopted Door to Door waste collection system and waste
segregation system due to absence of waste treatment plant in the disposal site.
Collection efficiency is just 60% resulting in garbage pileup at the collection
points and road side bins causing environmental pollution.
Ratlam-Nagda industrial region was studied under comprehensive environmental

assessment of industrial clusters conducted by CPCB. According to the study,
CEPI5 (Comprehensive Environmental Pollution Index) of the region was
estimated separately for air, water and soil. According to study Air CEPI 44%,
water CEPI 54.5% and land CEPI 56% were estimated.
Table 9-4: Urban Environment Quality Check
Urban Environment
Parameters Unit Coverage Norm
Quality check
Access to drinking Per Capita Supply percent 82 135
Water
Access to sewerage Assessments having sewer Percent Nil 100
and Sanitation connections
Waste Management Door-Door collection Percent Nil 100
system efficiency
Waste Management Waste Segregation efficiency Percent Nil 100
system
Waste Management Treatment plant capacity to Percent Nil 100
system waste generated (organic)

Waste management is not as per SWM rules causing pollution.
Recreational spaces are inadequate
Public health is under threat due to absence of infrastructure facilities related
to the pandemic disease.
Ground water depletion due to excessive usage from tubewell and borewells
Dumping of municipal solid waste into the lakes damaging Lake Environment
and biodiversity.

5
A Comprehensive Environmental Pollution Index (CEPI), which is a rational number to characterize
the environmental quality at a given location following the algorithm of source, pathway and receptor
have been developed. The index captures the various health dimensions of environment including air,
water and land. Larger the percentage of CEPI means area is more prone for environmental pollution
due to industrial activities.

10 Heritage and Conservation
10.1 Heritage Structures
Ratlam city has historical importance as princely state and ruled under the Raja
Ratan Singh during 17th century. Ratlam princely state was the part of Malwa
agency of central India. City does not the any heritage site listed under
Archeology Survey of India. From the discussion with municipal officials, ward
councilors, citizens and the field survey, there have been identification of 10
number of tangible heritage structures in the city of Ratlam.
Heritage structures in the state are regulated under the Madhya Pradesh State
Archeological Department (Directorate of Archeology, Archives and Museums.
The District Archaeological Museum, Ratlam established by District
Archaeological Associations.
Following locations have been identified under heritage structures as per the
discussion with the stakeholders and municipal officials of Ratlam.
1. Kalika Mata Mandir (Temple)
2. Jhali Talab (Lake)
3. Mahalwada (Palace)
4. Gulab Udyan
5. Collectorate Office
6. Triveni Dham
7. Tripolia Gate
8. Ganesh Gopal Mandir (Temple)
9. Raniji ka Mandir (Temple)
10. Bawdi (step wells- more than 50 in numbers)
These heritage structure listed above are having lack of heritage infrastructure
with absence approach roads, parking provision and unawareness of the
historical importance of these tangible heritage assets which are contributing the
development of Ratlam city. The issues in relation with heritage structure and
infrastructure have been discussed in the subsequent section in this chapter. Also
strategies and action plans for conservation of heritage structures have been
discussed along with issues.
Figure 10-1: Heritage Building in Ratlam
Kalika Mata Temple Jhali Lake near Kalika Mata temple
Raniji Ka Madir Near Ghas Bazar Palace in the heart of the city
10.2 Existing Heritage Regulations
At state level the Directorate of Archeology, Archives and Museums (Department

of Archeology) is responsible for the heritage sites in the state of Madhya
Pradesh.
The directorate is governed under following acts and rules

1. The Indian Treasure Trove Act, 1878
2. The Ancient Monuments and Archaeological Sites and Remains Act,
1958
3. The Ancient Monuments and Archaeological Sites and Remains Rules,
1959
4. The Madhya Pradesh Ancient Monuments and Archaeological Sites and
Remains Act, 1964.
5. The Madhya Pradesh Ancient Monuments and Archaeological Sites and
Remains Rules, 1975.
6. The Antiquities and Art Treasures Act, 1972.
7. The Antiquities and Art Treasures Rules, 1973.
This department is responsible for monitoring and maintaining the heritage sites
and museums which has been listed and established respectively by the
directorate in the state of Madhya Pradesh. Directorate prepares the annual
action plan for excavation, training seminars and exhibitions under the MP
archeology.
10.3 Heritage Issues
Ratlam city has numerous heritage structures in terms of pilgrimage activities

and buildings. But unfortunately many of them have been ignored and hence
deteriorating its unidentified heritage prosperity. There has been lack of heritage
infrastructure surrounding the heritage structure thereby depleting the historical
importance of the structures and future prospective.
There temples and lakes which are more than 300 years old and are the
major attraction for the surrounding states the districts of Madhya Pradesh.
The Kalika Mata temple only attracts more than 5 lakh devotees during the
Navratri Mahotsava per year. Although Ratlam Municipal Corporation
manages entire festival every year but there is lack of heritage infrastructure
in terms of accessibility and drinking water availability within the region.
Apart from Kalika Mata temple and Jhali Lake other heritage structures have
been entirely neglected in terms of its importance and maintenance.
The palace which is in the middle of the city has been the most neglected
heritage structure which has been deteriorating and under the usage for the
central and state government offices within the palace. The entire palace are
does not any boundary or compound walls hence encroached by shops and
venders within the palace premises.
Along with the temples and palace, Ratlam city has more than 50 numbers of
stepwells in the different parts of the city. The number of stepwells has been
reduced as many of the stepwells have been encroached or diminished due
to space constraints and unawareness.
10.4 City Specific Strategies and Action Plan
In order to conserve the heritage of the city, it is important to consider it under

the development of the city. Looking under the current scenario of the heritage
structures of Ratlam, it requires urgent need of action plans in order to conserve
the prestigious heritage of the city.
The maintenance and conservation of the heritage have been accountable not
only to state archeology department but also Ratlam Municipal Corporation. City
must give the priority to the heritage structures and their importance for the
growth of the city. Following strategies and action plans can be utilized for
heritage conservation of Ratlam city
Formation of Ratlam Heritage Conservation Committee:
Institutional provision shall be made with an establishment of Heritage
Committee involving the Ratlam Municipal Corporation, District Collector and
state level para-statal agencies like Ratlam Development Authority, town and
country planning department and state archeology department. Hon. District
collector shall be the chairman of the committee and the member can be Hon.
Mayor and Commissioner Ratlam Municipal Corporation, and key representatives
of the state para-statal agencies as mentioned earlier.
Role of the committee shall the enlisting, maintaining and monitoring the
heritage structure of the city. There can be monthly review from the committee
discussing the existing situation and various strategies and actions to improve
the heritage infrastructure.
It is important to activate the role of district level archeological museums

interpreting the historical importance of the city.
Budget provision for Heritage conservation
Ratlam Municipal Corporation may make provision in the budget for heritage
conservation. There can be separate provision for the heritage fund under which
provision and maintenance of heritage structures and infrastructure required as
under.
11 Financial Status
For a city to have sustainable growth and development, its financials should be
sound and self-sustaining with minimum dependence on grants / external
sources. This chapter illustrates the finances of Ratlam Municipal Corporation
finance in the previous four years (2005-06 to 2008-09). The analysis provides
the financial status of the urban local body with the study of the existing tax
framework and the expenditure made under various heads. The problem areas
requiring immediate attention have also been highlighted.
11.1 Financials of Ratlam for last four years
The Financials of Ratlam Municipal Corporation for four years i.e. 2005-06 to
2008-09 has been presented in the Table below. Amongst the tax income, the
property tax contributes maximum compared to water tax and others. However,
the grants and contributions is the maximum involvement in the income of
Ratlam Municipal Corporation.
Table 11-1: Income details of Ratlam Municipal Corporation (in ` Lakh)

Sr.
Particulars 2008-09 2007-08 2006-07 2005-06
No
1 Property Tax and Others 300.55 276.62 251.81 213.88
2 Water Tax and Others 270.06 269.71 284.15 262.86
3 License Fees 10.36 9.59 9.62 7.10
Other License Fees and other
4 fees 61.78 46.01 36.68 43.35
5 Other Taxes 1.00 2.06 2.03 1.28
6 Other Income 140.05 138.61 120.59 176.79
7 Income from Different Schemes 22.26 40.93 37.32 39.50
8 Builders Promoters 0.00 0.00 0.00 0.00
Total 806.06 783.53 742.20 744.76
9 Grants and Contribution 2205.21 2330.24 1555.74 1435.31
Extraordinary (Suspense)
10 income 388.42 321.71 350.57 360.70
Total 3399.69 3435.48 2648.51 2540.77
Source: compiled from Ratlam Municipal Corporation Budget
Under expenditure of RMC, there has been a separate provision for capital
expenditure under mission and vision works. Mission works are the important
capital project under infrastructure augmentation in terms of roads, water supply
etc. The vision works have been directly related to the public welfare works. This
capital expenditure is contributing maximum contribution in the expenditure
heads of Ratlam Municipal Corporation.
Table 11-2: Expenditure details of Ratlam Municipal Corporation (in `Lakh)

Sr.
Particulars 2008-09 2007-08 2006-07 2005-06
No
Mission 2009/08/07/06 Important
1 dev. Works 128.60 29.44 61.28 107.31
Vision 2009/08/07/06 Public
2 Welfare works 129.01 118.77 122.12 76.67
3 Establishment expenses ( Permanent) 1130.12 1020.12 867.59 821.86
4 Establishment expenses ( Temporary) 171.96 157.79 130.44 123.46
5 Fuel expenses ( Diesel/ Petrol) 45.24 50.38 49.83 33.69
6 Telephone expenses 4.47 3.98 5.42 5.05
7 Electricity expenses 461.22 355.62 288.09 336.32
8 Different small expenses 4.24 4.98 7.40 3.92
9 Corporation office 8.38 4.37 8.75 6.14
10 Commissioner office 1.92 2.04 0.73 0.70
11 Accounts department 48.96 65.80 38.27 43.83
12 Development department 0.41 2.75 1.16 24.10
13 Stores 9.88 22.73 17.13 15.97
14 Street lights 19.95 17.13 23.68 41.20
15 Public works 602.09 505.91 489.42 294.23
16 Waterworks 116.07 160.28 113.30 60.98
17 Workshop 5.63 8.98 20.08 6.84
18 Public Relation 14.04 14.16 9.68 11.25
19 Finance Department 0.33 2.01 0.95 0.98
20 Tax collection Department 0.23 37.00 0.27 0.26
21 Extraordinary Suspense Expenses 331.23 244.61 292.91 388.59
22 loans and interest 263.57 136.80 83.28 169.58
Total 3497.55 2929.02 2631.78 2572.93
Surplus / Deficit -97.86 506.46 16.73 -32.16
Source: compiled from Ratlam Municipal Corporation Budget
Apart from the capital expenditures, the establishment expenditure in the form of
salaries for permanent and temporary employees is maximum contributors for
Ratlam municipal corporation expenditure. Apart from these expenditure,
departmental expenditure has been mentioned in the expenditure table provide
above. The electricity expenses are for street lighting and water works
department inclusively.
Over the past four years (2008-09 to 2005-06) Ratlam Municipal Corporation has
been producing a bumpy ride in terms of income and expenses. RMC had booked
a surplus of ` 16.73 Lakhs and ` 506.46 Lakhs in the years 2006-07 and 2007-
08 respectively. However extensive development works undertaken in recent
times and lower dependence on grants and contributions have led to a dip in
financials in the year 2008-09. It was observed that RMC had shown a deficit of
` 97.86 Lakhs during that period. A similar, although lower deficit of ` 32.16
Lakhs was booked during 2005-06 also. The following diagram represents the
revenue and expense details of Ratlam Municipal Corporation.
Figure 11-1: Revenue and expenditure of Ratlam Municipal corporation
Source: Consultants analysis from budget book
11.2 Analysis of revenue
Municipal taxes, Non-tax revenues and Grants & Contribution are the broad
categories of income for Ratlam Municipal Corporation. As seen from the pie
diagram illustrated below, it is seen that Municipal Taxes account to 19% of the
total income received by Ratlam Municipal Corporation in the year 2008-09 and
Grants & Contribution contribute the majority (65%) portion.
Figure 11-2: Revenue of Ratlam Municipal corporation
The analysis of revenue under various heads has been presented in the following
sections which would enable a clear understanding of the intricacies involved in
the financial analysis.
11.2.1 Municipal taxes
Municipal Taxes account for only 19.0% of the total income of Ratlam Municipal
Corporation for the year 2008-09. This can be attributed to the non-assessment
of all the properties in the Municipal Corporation area, non imposition of taxes for
the services and poor service delivery. The Municipal taxes levied include:
Property Tax and others
Water Tax and others
License fees
Other License Fees and other fees
Other taxes
Figure 11-3: Municipal Taxes
Property tax accounts for 47% of the municipal taxes, while water tax accounts
for 42% of the municipal taxes for the year 2008-09. Other taxes, license fees,
other license fees and other fees add up to the rest.
Property tax
In Ratlam Municipal Corporation, property tax is being assessed based on the

combination of area based method and annual rental based method. The entire
administrative area under Ratlam Municipal Corporation has been divided into
five zones, each having varying rental values. Tax is levied on the properties
based on the location within these zones. The tax levied would be in the range of
8-10% of the annual rental value of the location.
Commercial properties are levied tax at the rate of 10% of the rental value while
residential properties are levied at the rate of 8%. Property tax is not applicable
for those which have an annual rental value of less than ` 6000. Government
Properties, Religious Institutions etc., are exempted from tax.
The efficiency exhibited by the Municipal Officials in terms of Collection of

Property Tax has been showing a dismal figure for the past 5 years. The
Collection efficiency in the years from 2004 to 2009 has been represented below.
Table 11-3: Collection Efficiency for property tax
Sr. Total Demand Total Collection Efficiency
Year
No. Current Arrears Current Arrears Current Arrears
1 2004-05 80 121.78 30.8 37.87 38.5% 31.1%
2 2005-06 85 133.12 39.39 51.53 46.3% 38.7%
3 2006-07 97 127.2 34.34 75.42 35.4% 59.3%
4 2007-08 97 114.42 38.53 75.16 39.7% 65.7%
5 2008-09 97 97.73 44.73 77.9 46.1% 79.7%
Source:Demand collection Balance Sheet, Property Tax Department, Ratlam Municipal Corporation
As seen from the Figure below it is clear that the Current Property Tax Collection
Efficiency (CPTCE) during the five year period has been showing an inconsistent
growth with the highest being in the year 2005-06.
Figure 11-4 : Arrear and Current Property Tax Collection
Source: Demand collection Balance Statement, Property tax department, Ratlam Municipal Corporation
In 2008-09, the CPTCE was 46.1%, which is a dismal figure considering the
prominence of property tax in the overall financial health of the corporation.
However, the Arrear Property Tax Collection Efficiency (APTCE) has been showing
a remarkable growth rate touching almost 80% in the financial year 2008-09.
City development charges

City development charges are included in the property tax bill and collected one
time during the year. City Development charges are applicable for the properties
having annual rental value more than `.1000. It is charged at 5% of the annual
rental value for the commercial properties and 2.5% of the annual rental value
for the residential properties.
Table 11-4: Collection Efficiency for City Development charges

Year
1 2004-05 45.00 30.88 18.81 14.26 41.8% 46.2%
2 2005-06 50.00 42.82 15.35 22.71 30.7% 53.0%

Year
3 2006-07 50.00 54.76 20.14 30.76 40.3% 56.2%
4 2007-08 55.00 53.85 23.52 34.49 42.8% 64.0%
5 2008-09 55.00 50.84 27.24 33.38 49.5% 65.7%
Source: Demand collection Balance Sheet, Property Tax Department, Ratlam Municipal Corporation
Figure 11-5 : Arrear and Current City development Charges Collection
The Current Development Charge Collection Efficiency has been hovering around
40-50% and Arrear Development Charge Collection Efficiency has improved
consistently from 46.2% in 2004-05 to 65.7% in 2008-09.
Consolidated tax
The consolidated tax is collected along with the property tax is as a charge for
providing collective sanitation facilities, firefighting services and street lighting.
Presently an amount of ` 180 is being levied as Consolidated Tax from all those
properties having a rental value of less than `18000. If the rental value of any
property exceeds ` 18000, then the tax is levied as a percentage (1%) of the
rental value.
Table 11-5: Collection Efficiency for Consolidated taxes

Year
1 2004-05 50 50.51 13.24 24.75 26.5% 49.0%
2 2005-06 55 62.53 15.87 31.96 28.9% 51.1%
3 2006-07 60 69.70 16.95 31.20 28.3% 44.8%
4 2007-08 60 81.55 19.39 34.66 32.3% 42.5%
5 2008-09 60 87.50 22.16 38.87 36.9% 44.4%
From the demand collection balance statement the collection efficiency for the
arrears is found to be more than the current during the period 2004-05 to 2008-
09. The current collection efficiency has been very poor i.e less than 40% during
the last five year timeline.
Figure 11-6 : Arrear and Current Consolidated Tax Collection
Education Cess
As per the state government order 2000-01, the Education Cess is levied at 2%
of the property tax. Following table illustrates the Education Cess collection
details in the last 5 years.
Table 11-6: Collection Efficiency for Education Cess Rs. in lakhs
Year
1 2004-05 35.00 27.53 12.78 15.21 36.5% 55.2%
2 2005-06 40.00 34.54 14.53 18.8 36.3% 54.4%
3 2006-07 50.00 54.76 20.14 30.76 40.3% 56.2%
4 2007-08 45.00 47.36 20.38 27.32 45.3% 57.7%
5 2008-09 45.00 44.66 23.02 28.85 51.2% 64.6%
A graphical representation of the same has been provided below.
Figure 11-7 : Arrear and Current for Education cess
Current collection efficiency for education Cess is much less as compared to the
arrears collection efficiency. However, the collection efficiency has been
increasing over the five year period from 2004-05 to 2008-09.
Water tax
Water tax is levied at ` 90 for residential properties and ` 180 per month for
commercial properties. For industrial purpose it is ` 29/1000 liters.
Table 11-7: Collection Efficiency for Water Tax
Year
1 2004-05 35.00 27.53 12.78 15.21 36.5% 55.2%
2 2005-06 40.00 34.54 14.53 18.8 36.3% 54.4%
3 2006-07 50.00 54.76 20.14 30.76 40.3% 56.2%
4 2007-08 45.00 47.36 20.38 27.32 45.3% 57.7%
5 2008-09 45.00 44.66 23.02 28.85 51.2% 64.6%
From the analysis of the six year data of the demand collection balance
statement it is clear that the collection efficiency for the arrears is very poor.
However, the current collection efficiency is very significant and average it is
above 85% over the six year water tax collection.
Figure 11-8 : Arrear and Current Water Tax Collection
11.2.2 Non-tax income

The non-tax income of Ratlam Municipal Corporation includes the following:
Income from different schemes
These include the following;
1. Income in installements from buildings development under different

schemes
Figure 11-9 : Arrear&current non tax income
2. Lease rent ( different
schemes) Other
income
Other income 25%
Other income contributes 4% of

the total non-tax income which is
significant for the revenue Income from
contribution to the Ratlam different
schemes
Municipal Corporation. These
4%
includes the income from shops Extraordinary
rent, market land rent, income Income
from interest from telephone 71%
network towers etc.
Extraordinary income
These income heads includes the festival advance, deposits, housing

development loan etc.
11.2.3 Grants including transfers
Grants have been one of the total income of the Municipal Corporation. There are
33 categories of grants which Ratlam Municipal Corporation has availed in the
last 5 years, out of which the major ones have been the following:
1. Tax Compensation
2. 10% Surcharge
3. State finance commission grant
4. 12th finance commission
5. Stamp Duty
6. Grant under Mid-Day meal programme
7. Grant towards Road Escorts
8. Travellers Compensation
9. Grant from state education centre (Sarva shiksha abhiyan)
10. Grant from MLA fund
11. MPUSP (Uthhan)
A pictorial representation of the various contributors within the category has

been presented below.
Figure 11-10 : Grants including transfers for Ratlam Municipal corporation
Tax compensation
Tax compensation accounts for about 50% of the total grants to the Municipal
Corporation for the year 2008-09.
10% Surcharge
The second major contributor in the form of Grants has been 10% surcharge
grant which accounted to almost 16% in the year 2008-09.
Road Maintenance grant
The Road maintenance grant is being provided to the ULBs primarily for new
road construction and maintenance of the roads. Road maintenance grant
accounts for 4% of the total grant of the Municipal Corporation for the year
2008-09.
State Finance Commission grant
State Finance Commission grant account for 5% of the total grant of the
Municipal Corporation for the year 2008-09. The State Finance Commission grant
is provided to ULBs to meet their capital and O&M expenditure.
12th Finance Commission grant
The 12th Finance Commission grant is provided by the Central Government to

the ULBs through the State Government. The grant accounts for 5% of the total
grant of the Municipal Corporation.
MPUSP and UIDSSMT grant
Ratlam Municipal Corporation is receiving the several grants from the state
initiated programmes like Project Utthan, MPUSP as well as the GOI programmes
like UIDSMMT schemes for infrastructure development. MPUSP contributed 1.6%,
i.e. Rs.36 Lakhs in the Grants and contribution for the Ratlam Municipal
Corporation.
Other grants
Other grants include 10% surcharge and Mid-day meal programme, MP/ MLA
grant, water grant, and they account for 16%, 4% and 0.3% of the total grant
respectively for the year 2008-09.
11.3 Analysis of expenditure
The analysis of expenditure under various heads in the last four years is
presented below.
11.3.1 Revenue Expenditure
Revenue expenditure of Ratlam Municipal Corporation can be broadly brought

under the following heads:
Important Development Works
Public Welfare Works
Establishments (Permanent and Temporary)
Departmental Expenses
Extra-Ordinary (Suspense) Expenses
Loans and interest
Table 11-8: Revenue Expenditure of Ratlam (in Rs. Lakhs)
Sr.
Particulars 2008-09 2007-08 2006-07 2005-06
No
1 Important Development Works 128.6 29.44 61.28 107.31
2 Public Welfare Works 129.01 118.77 122.12 76.67
3 Establishments 1302.08 1177.91 998.03 945.32
4 Departmental Expenses 827.89 806.53 723.42 506.48
5 Extraordinary Suspense Expenses 331.23 244.61 292.91 388.59
6 loans and interest 263.57 136.8 83.28 169.58
7 Others miscellaneous 515.17 414.96 350.74 378.98
Source: compiled from Municipal Accounts, Ratlam Municipal Corporation
Figure 11-11 : Expenditure details of Ratlam

100%
Others miscellaneous
90%
80% loans and interest
70%
Extraordinary Suspense
60% Expenses
50%
40% Establishments
30%
Public Welfare Works
20%
Important Development
10%
Works
0%
2008-09 2007-08 2006-07 2005-06
From the above graph it is clear that the establishment expenses utilize the
major part among the different particulars of the expenditure. Ratlam Municipal
Corporation yearly carries out mission and vision capital works under the heads
of important Development works and Public Welfare works. These are capital
expenditures in the major sectors like water supply, roads, public health and
recreation. The analysis of expenditure under the various heads in the last four
years is presented below.
Establishment (wages and salaries)
Establishment expenses account for 40% of the revenue expenditure on an

average for the period between 2005-06 and 2008-09. The major contributor
within the establishment expenses are the public health department and the
pension segment which are 44% and 14% respectively. Large numbers of
employees under the Public Health Department and in the Temporary Staff
Segment are the major concerns leading to these huge percentages. However
other water works and public works department contribute 10% in the
establishment costs.
Figure 11-12 : Average break-up of Salary Expenditure for the year(2008-09)
Source: compiled from Municipal Accounts, Ratlam Municipal Corporation for 2008-09
There are 12 different departments established within the municipal corporation.

Amongst them the PWD and water works departments comprise a large share of
expenditure for the corporation. Following graph shows the departmental
expenditure analysis for the four year data. It shows that the departmental
expenditure for other departments has significantly reduced from 51% to 7% in
the four years while the PWD and water works has increased considerably. Public
works expenditure has doubled from 2004-05 to 2008-09 i.e from 36% to 73%.
Figure 11-13 : Departmental Expenditure for Ratlam Municipal Corporation
Extra ordinary suspense Expenses
These are the expenses which come under the Grain loans, festival loans,
deposits and advances. They have been contributing around 9% at an average
over the four year period.
Loans and Interest

The loans and interest contribute 5% to the expenditure. Amongst them the
major items are the Rajiv Gandhi Civic Centre and Dongre Nagar development
scheme which is 240 lakhs during the year 2008-09. Others are the loans and
interest under the central bank loans, state government loans, loans under the
consolidated fund, fire lorry etc.
Other Miscellaneous
These are the expenses incurred under telephone, electricity and fuel expenses.
The major contributor is electricity which is 90% of these expenses. They have
been increasing considerably from 65% to 90% in the four years.
11.3.2 Level of aggregate investment in urban infrastructure
The capital expenditures incurred for Ratlam Municipal Corporation are being
shown as the Important Development works (Mission works) and public welfare
works (Vision works) in the Budget.
Following capital project are considered under the important development works
(Mission Works):
Water works- major water supply related projects like construction of
sump wells, purchasing and laying of pipelines, construction of OHTs etc.
Public facilities- construction of public facilities like public toilets, provision
of toilets facilities, recreational spaces etc.
Residential colonies- land acquisition and development
City beautification- road and bridge widening, beautification of religious
spaces.
Transport nagar- transport nagar land acquisition and development
Commercial complex- land purchasing and construction of shops
Development of Vegetable market- development of hawkers zone and
market places.
Following capital project are considered under the public welfare works (Vision
Works):
Public works- government school maintenance and public works
City sanitation- MPUSP (Utthan) projects, well and lake maintenance and
cleaning, construction of landfill site and treatment plant.
Education and health-health campaign etc.
Child welfare-mid day meal, library and playing facility.
Builder promoters- new constructions under Municipal Corporation like
new community hall, bus stand, staff quarters etc.
Cultural events- expenditure on various religious fairs.
Sports and recreational facilities-national and state level sports
programmes.
Figure 11-14 :Capital Expenditure for Ratlam Municipal Corporation
Expenditure on capital works account for about 8% to 9% of the total municipal
expenditure of Ratlam Municipal Corporation for the year 2005-06 to 2008-09.
The capital expenditure incurred is towards road construction, water supply,
storm water drain, building works and slum rehabilitation. The break-up of
capital expenditure for the last five years is as follows:
Figure 11-15 :Capital Expenditure for Ratlam Municipal Corporation
The major sector wise expenditure incurred under the capital projects are
towards water supply, child welfare and city sanitation sector. However from the
four years capital expenditure scenario there has been variation in the sector
wise expenditure for the different projects. During the year 2008-09, the water
supply sector has contributed 42% in the overall capital expenditure.
11.4 Cost Recovery for services

For a municipal Corporation to undertake additional capital works, improve
service delivery and to be financially sustainable it should be able to achieve
100% recovery of the costs incurred towards provision of water supply, sewer,
sanitation, street light and other services. Cost recovery situation in RMC is
detailed below.
11.4.1 Cost recovery for water supply

Ratlam Municipal Corporation recovers the operational cost for water supply
through the water tax on the water supply service. The cost recovery for the
water supply is as follows.
Figure 11-16 :Operational Expenditure for Ratlam Municipal Corporation

The operational cost recovery for the last four years has provided in the table
given below.
Table 11-9: Cost Recovery for water supply services (in Rs. Lakhs)
Particulars 2008-09 2007-08 2006-07 2005-06
Total operational expenditure 422.39 377.63 245.62 169.91
Operational Revenue 290.00 285.00 280.00 265.00
Cost Recovery 69% 75% 114% 156%
From the above table it is clear that the municipal Corporation needs to take
drastic measures to impose reasonable rates for water supply to improve cost
recovery for water supply services in the coming years. The energy expenditure
in terms of pumping of water in the distribution system is maximum i.e. 60% for
the year 2008-09. The energy expenses are more than the operational expenses
for water works department. Hence there is need for energy auditing of pumping
stations in order to achieve better O & M practices for curtailing the losses.
However, the cost recovery was more than 100% from 2005-06 to 2006-07. But
due to increased expenditure on electricity, the cost recovery has decreased to
69% in the year 2008-09. It is expected that Municipal Corporation will levy fixed
charges on properties for water supply once the scheme gets implemented.
11.4.2 Cost recovery for sanitation, street light and fire
The cost recovery for sanitation, street light and fire services obtained through
the consolidated taxes which are collected along with the Property Tax. From the
analysis it is clear that the cost recovery for the services is very less i.e. only
8.5% for the year 2008-09 and it has been decreasing from 32% earlier in the
year 2005-06.
Table 11-10: Cost Recovery for sanitation, street light & fire services in Rs. Lakhs
Operational expenses 2008-09 2007-08 2006-07 2005-06
Total operational expenditure 706.7 657.7 217.88 171.45
Consolidated tax 60 60 60 55
Cost recovery 8% 9% 28% 32%
Hence, in order to provide efficient service provision Ratlam Municipal
Corporation needs to impose separate taxes for street lighting, sanitation at
reasonable rates to ensure direct cost recovery for each of these services which
is now collected under consolidated taxes.
Figure 11-17 :cost recovery for street lights and fire fighting
11.5 Issues
Cost recovery is only 69% for water supply services and for other services it is
8% in the year 2008-09.
The operational expenses in terms of energy expenditure for water supply are
very high
There is need to revise the water pricing for the water supply services of the
Ratlam.
There is need to levy the separate tax for municipal solid waste management
services as the administration and overall operational expenditure are
maximum as compared to the other departments.
There is need to assess the properties in order to register the entire properties
under the Ratlam Municipal corporation.
Grants and transfers account for about 65% of the total revenue while
municipal taxes account for only 18% of the total revenue for the year 2008-
09. The share of municipal taxes to the total income need to be improved.
12 Institutional framework
Ratlam Municipal Corporation consists of 49 wards and has a 49 member

elected Corporation and a Mayor. The administrative wing is headed by the
Municipal Commissioner. The total number of permanent staff in Ratlam
Municipal Corporation is 600 while the temporary staff is 1166 nos. total staff
strength for Ratlam municipal Corporation including the temporary and
permanent is 1766 nos.
There is formation of Mayor in Corporation (MIC) selected by the Hon. Mayor in
order to deal with the issues related to their respected department headed by
the MICs member.
Following section will elaborate the role of state level agencies which are
involved in external accountability and policy development formulation for
Ratlam. These institutions play vital role for monitoring and regulating the
several development aspects of the region of Ratlam.
12.1 State level departments
12.1.1 City and country planning department

City and country planning department of Madhya Pradesh is governed under
the Housing and Environment department, enacted by Madhya Pradesh City
and Country Planning act 1973. This department provides the planning
functions of regional and urban regions as per the rules mentioned under
Madhya Pradesh Land Development Rules, 1974. Main functions are
preparation of Development Plan and its modification. Apart from this it
prepares regional development plan, monitoring and enforcement of various
schemes such as integrated development of small and medium towns and
urban infrastructure development scheme for small and medium towns.
12.1.2 Public health engineering department

Public Health Engineering department is one of the major departments of the
state of Madhya Pradesh as it is not only directly responsible for the provision
of the public health but also carries the water supply and sewerage and
sanitation projects in entire state. Major infrastructure projects under urban
infrastructure are implemented by Public Health Engineering department both
in the urban and rural areas.
12.1.3 Madhya Pradesh Housing Board

Madhya Pradesh Housing Board was established under Madhya Pradesh Griha
Nirnam Mandal Adhiniyam, 1972. The major objective of Madhya Pradesh
Hosing Board is to monitor and satisfy the housing demand in the state. It
carries the functions like building housing colonies with efficient infrastructure.
Housing Board also constructs the commercial, retail and other types of
buildings for Health, Education and cultural activities. Madhya Pradesh Griha
Nirman Manal Regulation, 1998, State Housing and Habitat Policy 2007 are the
major act and policy which govern department.
12.1.4 District Urban Development Agency (DUDA)

District Urban Development Agency (DUDA) is the part of Urban Administration
and Development Department of the Government of Madhya Pradesh. DUDA is
the nodal agency for Svarna Jayanit Shehri Rojgar Yojana (SJSRY) for Ratlam
region. DUDA monitors the following activities under SJSRY
Urban Self Employment Programme (USEP)
Urban Women Self-help Programme (UWSP)
Skill Training for Employment Promotion amongst Urban Poor (STEP-UP)
Urban Wage Employment Programme (UWEP)
Urban Community Development Network (UCDN)
DUDA coordinate SJSRY and other programmes impacting the urban poor and
undertake capacity building activities for all ULBs within the District.
12.1.5 Madhya Pradesh Pollution Control Board

The Madhya Pradesh Pollution Control Board has been vested with considerable
authority and responsibility under various environment legislation to prevent
the pollution. Madhya Pradesh Pollution Control Board presently looks after the
implementation of following Acts:
Water (Prevention & Control of Pollution) Act,1974
Water (Prevention & Control of Pollution) Cess Act, 1977
Air (Prevention & Control of Pollution) Act, 1981
Environment Protection Act ,1986 (certain sections)
Public Liability Insurance Act, 1991
The main objective of M.P. Pollution Control Board is to maintain water, air and
soil in healthy and usable condition for various purposes. There are 10
Regional Offices, 4 Sub Regional, 3 Single Window System,2 Monitoring Centre
equipped with trained personnel and sophisticated instruments, are constantly
keeping watch on environmental activities in the state to attain the objectives.
Major functions of the boards are to reduce, control and monitor the state
environmental pollution in terms of air, water and soil. Also it provides several
consents for industries to establish and operate in order to maintain the
environmental compliance within the state.
12.2 Organization
The Executive wing is headed by the Municipal Commissioner. There are 11
Departments under which Mayor in Corporation (MICs) has been formed in
Ratlam Municipal Corporation. They are:
Housing and environment
Revenue Department
Accounts and General Administration Department
Planning and Rehabilitation Department
Public Works Department
Water Works Department
Health and Medicine Department
Market (Bazaar) Department
Education Department
Women and Child Welfare Department
Food and civil supplies Department
Apart from above departments formed under MICs, there are other department
existing under the Municipal Corporation are:
Fire department
Workshop
Street light department
Figure 12-1:Administrative organizational structure Ratlam Municipal

corporation
CHIEFOFFICER
ADMINISTRATION REVENUE PWD WATER HEALTH HOUSING&

WORKS ENVIRONMENT
MARKET EDUCATION PLANNING& WOMEN& FOOD&CIVIL

REHABILITATION SUPPLIES
FIRE STREETLIGHT WORKSHOP
12.3 Staff strength

There are only 600 numbersof permanent staff in Ratlam Municipal
Corporation. The present staff and the positions proposed to be filled in the
near future are presented below.
Table 12-1: Staff details of Ratlam Municipal corporation
Sr. Sanctioned
Particulars Filled posts Vacant posts
No. posts
1 General Department 386 280 106
2 Sanitation 396 264 132
3 Development Department 66 56 10
Total 848 600 248
Source: Administration Department, Ratlam Municipal Corporation
Table 12-2: Temporary staff details of Ratlam Municipal corporation
Sr.
Temporary Staff No. of employees
No.
1 Daily wages workers before 1988 47
2 Daily wages from Court Award 233
3 Temporary approved daily wages 116
4 Sanitation Daily wage labours 330
5 Sweepers 440
Total 1166
Source: Administration Department, Ratlam Municipal Corporation
Table 12-3: Present Staff Strength

Sr. Total sanctioned Filled Vacant
Designation
No. posts posts posts
1 General Administration 9 6 3
2 Accounts 14 6 8
3 Revenue Department 44 27 17
4 Fire Department 22 10 12
5 Lok Nirman (PWD) 66 56 10
6 Water Supply Department 46 28 18
7 Health Department 26 15 11
8 Sweepers 396 264 132
9 Others 225 188 37
Total 848 600 248
Source: compiled from data collected from Ratlam Municipal Corporation
The post for the Deputy Municipal commissioner is vacant for the
administrative purpose which required to be filled immediately in order to
administer the corporation in absence of the municipal commissioner. Also
revenue department and water works department has the significant number of
the vacant posts.
12.4 Functions of various departments

The functions of the departments under the Ratlam municipal corporation have
described below:
12.4.1 Water works department

The water supply department is responsible for supply of water to the
residential and non-domestic connections. This department is headed by
assistant engineer in the absence of executive engineer. However, water supply
system is old and inefficient, new water supply scheme is under construction.
There are about 27400 connections have provided by the Municipal
Corporation. In summer season water is being provided by water tanker in
water scarce region where the direct water supply line are not available and
underneath groundwater table. Also the department maintains the sump and
overhead tanks for the distribution purpose. The PHE department has
transferred the WTP to the corporation for operation and maintenance purpose.
12.4.2 Health and medicine department

This department deals with the Public Health services, sanitation facilities and
municipal solid waste management. It operates and maintains the sanitation
services such as cleaning of gutters, septic tanks, road sweeping and municipal
solid waste collection from different secondary locations in terms of open pits.
Table 12-4: Temporary staff details of This department is administered by the
Ratlam Municipal corporation Health officer but currently this position
is vacant and operated by official from
Zone number
No. of collection water supply department. The
points permanent staff strength of the Ratlam
health department is 26 out of which
Zone-1 56
only 15 are filled. The temporary staff
Zone-2 35
included the road sweepers and gutter
Zone-3 48 sweepers for solid waste management.
Source: compiled from data collected from Health
Department.
The municipal solid waste management
has divided into three zones monitored
by sanitary supervisors. There following number of collection points in each
zone.
12.4.3 Lok Nirman (PWD) department

This department is responsible for undertaking all construction work viz. roads,
drainage and buildings. There are three sub engineers under the assistant
engineer to operate daily activities of the department. The department is
headed by an assistant Engineer in the absence of executive engineer.
12.4.4 Revenue Department

This department is responsible for collection of taxes, fees, rentals and other
revenue of the Municipal Corporation. The Revenue Sub Inspector is supported
by assistant revenue inspectors to monitor the bill collections. The department
is headed by a Revenue Sub Inspector in the absence of revenue officer. There

is no revenue inspector to monitor the revenue department.
12.4.5 Fire Department

This department is responsible for operation and maintenance of the street
lighting and fire safety. There is one firefighting truck with workshop provision.
All the staff of this department is temporary workers. Workshop is provided
with significant number of technical employees and drivers.
12.4.6 General Administration Department

This department is responsible for the miscellaneous day to day administrative
functions in the Municipal Corporation. The Municipal commissioner is the head
of this department and also all other departments. The Accounts wing also falls
under this department. The Accounts wing is responsible for upkeep and
maintenance of all the accounts of the Municipal Corporation. The Accounts
wing is headed by the Chief Accountant and is assisted by peons who are
temporary workers.
12.5 Institutions responsible for service delivery

The Municipal Corporation is responsible for planning and design, construction
and operation and maintenance of all infrastructure services viz. water supply,
roads, solid waste management, storm water, street lighting and fire fighting
services. However, corporation has to stay in compliance with the landuse
provisions under the master plan of Ratlam. The Public Health Engineering
Department (PHED) has deputed their staff for implementation of water supply
schemes in Municipal Corporation. The City and Country Planning Department
is responsible for preparation of Master plan for the various municipal areas.
12.5.1 Human resources strengthening for Ratlam Municipal

Corporation
Information in relation to the staff within Ratlam Municipal Corporation gives an
idea about lack of sufficient staff to operate and maintain the services to be
provided to the citizens of Ratlam. There are 248 numbers of total vacancies
within the municipal corporation with maximum in Health department, 143
vacant posts, which is directly related to the MSW handling and sanitation
services for the citizens.
There is immediate need for staffing skilled engineers and architects for
technical capacity building in order to monitor and maintain the upcoming
infrastructure in term of water supply, sewerage and sanitation sectors. There
can be several innovative ways for monitoring the performances of employees
in such way that incentives can be provided for better performance and
penalties in case of downgrade service delivery. Hence, in order to maintain the
performance appraisal of all the departments and employees under it, there is
need for annual appraisal report for each department with service level
benchmarking and assessing the performance. Detailed institutional reforms
have been explained under the section of reforms and resource mobilization
under section 17.5 explained in subsequent chapters.
12.5.2 Institutional Responsibility Matrix for Ratlam Municipal

Corporation
In order to achieve proper creditability and accountability there is need for
identification and distribution of roles and responsibilities, respectively, for each
and every service under urban local body. Following table provides information
for institutional responsibility matrix for infrastructure services provided under
the jurisdiction of Ratlam Municipal Corporation.
Table 12-5: Institutional responsibility matrix for Ratlam Municipal Corporation
Planning & Operation &
Department Construction
Design Maintenance
Water Supply RMC/PHE RMC/PHE RMC
Sewerage RMC/PHE RMC/PHE RMC
Storm water drainage RMC RMC RMC
Solid waste management &
RMC RMC RMC
Sanitation
Roads & Transportation T& CP/RMC RMC RMC
Street lighting RMC RMC RMC
Socio economic
RMC/RDA/LDA RMC RMC
development
Environment MPCB/ULB MPCB/ULB MPCB/ULB
Urban Heritage RMC/SHC RMC RMC
Service to urban poor RMC/Housing RMC RMC
Source: analysis from the consultants.
There can be the necessity for the interference of the state level department at
several stages of service delivery but it is important to have such interference
in order to achieve the external accountability of urban local body for services
as well as to attain technical and financial support for strengthening service
delivery.
12.5.3 Appointment of special officers for public awareness and

IEC initiatives
In order to spread awareness especially in relation to sanitation and public
health, Ratlam Municipal Corporation may appoint special officers whose
responsibility to provided public awareness amongst citizens of Ratlam. These
special officers will also play key role in taking initiatives under Information,
education and communication (IEC) programmes. Special appointment can be
entitled under social development officer or Community officer under
Ratlam Municipal Corporation, which will play key role in awareness efforts
along with existing Public Relation Officers (PROs).
Information, Education and Communication (IEC) combines strategies,
approaches and methods that enable individuals, families, groups,
organizations and communities to play active roles in achieving, protecting and
sustaining their own health.
Following can be role of community officer appointed for public awareness
programmes:
Initiating policy awareness in relation to health and sanitations

Advertising the importance of health related campaigns. E.g circulation of
pamphlets, hoardings, Focused group discussions
Creating awareness and enlightening the importance of private sector
participation
IEC programmes at micro level with assistance from respective ward
representatives.
12.6 Reform Status

The property registry is not updated and survey need to be carried out to bring
all the properties under the municipal tax assessment. Municipal Corporation
has not carried out valuation of assets and valuation is a pre-requisite for
migration to a Double Entry Accounting system. Presented below is the status
of the Municipal Corporation vis a vis the reform measures enlisted under the
JnNURM scheme.
Table 12-6: Reform Status and Action Plan
Reforms Status Action Plan
Property Tax Reforms
Survey to be carried out to
Survey of properties not
bring all the properties in
Survey of Properties carried out by the
Ratlam under tax
Municipal Corporation
assessment.
Collection efficiency is Present property tax
very low. Ratio of arrears structure to be reviewed
Collection Efficiency collection to current year and stringent measures for
demand collection is very tax recovery to be
high consistently. implemented.
Computerisation of
Computerisation of Records for State Govt. can assist in
property tax records yet to
Property Tax management computerization of records.
be done.
State Govt. assistance
required to implement it
GIS based property mapping Yet to be implemented.
across municipal
Corporations.
Service Provision and User charges
Effective water supply
Cost recovery is only system with proper water
Water Supply Service
32%. pricing mechanism need to
implement.
Sewer network covering all
Sewerage Treatment Service No sewer network.
properties to be provided.
No treatment of solid Comprehensive SWM to be
Solid Waste Management
waste. 10% cost implemented. User charges
Service, Street lighting
recovery. to be increased.
Audits and surveys to check Staff to be trained to carry
Not undertaken.
theft and losses out checks and audits.
E Governance
Computerization of all
No Computerization. Only records and departments to
Computerisation of Records one computer is provided be taken up. Staff to be
for accounts department. trained. Even accounts are
not computerized.

Corporation needs one
E-Procurement Nil website under e-
governance Considering
the high level of personal
computer penetration and
Online payment of bills Nil internet users in Ratlam, E
procurement and online bill
payment can be considered
for short term goals.
Accounting Reforms
Valuation of assets and Need to be taken up as
Nil
liabilities immediate priority.
Migration to double entry
shall be taken up as short
Migration to Double Entry
term goal with plan for
Accounting System
implementation within the
next five years.
Revamp of the Public Financial
Assistance and training to
Management (PFM) cycle,
Nil be provided by the state
which includes internal
government.
controls
Financial Management
Review of Rentals from
Municipal Properties and Fees
for various services in line with
government.
the prevailing market rates
Monitor and Control of
Revenue Expenditure
government.
Prioritisation of expenditure on
capital works in line with the
infrastructure needs of the
government.
region
Efficient Management of
Grants, Loans and Deposits
government.
Internal Earmarking for basic services
BPL survey completed. There is requirement to

Identification of BPL Families
implement the IHSDP
Provision of basic services scheme in order to provide
Housing projects to be the shelter and basic
Water Supply, Sanitation,
identified under IHSDP.
Health, Education services to poor.
Schemes for urban poor to

Budgetary Earmarking and
Budget earmarking and be prepared every year,
Actual Spending for provision
spending not done. budgeted and
of basic services
implemented.
Impact evaluation of the Framework for
schemes and implementation implementation and
strategies for monitorable Nil. implementation strategies
output indicators for each of can be provided by state
the services government.
Source: Compiled from data collected from Ratlam Municipal Corporation
12.7 Role of private sector in infrastructure service

provision
The role of private sector has been initiated with the waste treatment facility
and the construction of new bus stand near Namli Road. Activities such as
street light provision, door to door solid waste collection and transportation
which are common among urban local bodies are not practiced at Ratlam.
12.8 Prioritized action plan

Though it is imperative to implement all the reform measures mandated under
the JnNURM scheme, the areas that require immediate attention are mentioned
below:
12.8.1 Property assessment

Survey of properties need to be carried out as an immediate priority to bring all
the properties within the municipal Corporation under tax assessment.
Properties which are currently exempted from payment of taxes need to be
brought under the tax umbrella.
12.8.2 Survey of assets

Survey and valuation of assets shall bring in accountability and also in aiding
migration to double entry accounting system. It will also help the municipal
corporation in exploiting the land bank and also in raising funds from external
sources.
12.8.3 Improvement of collection efficiency and cost recovery

The collection efficiency and cost recovery for services is very low in Ratlam.
This will act as a dis-incentive for the municipal Corporation to undertake new
projects to improve service delivery. Hence, the collection efficiency need to be
drastically improved coupled with imposition of reasonable rates for each of the
services provided by the municipal Corporation for long term financial
sustainability.
12.8.4 Application of e-governance

Even though Ratlam city is well advance in internet facilities the Ratlam
Municipal Corporation does not have its own website. There is need to provide
webpage facility along with the online bill payment facility, consumer grievance
system as per the department and general information about the Ratlam city
for the citizens . The corporation has the very few computer system facility and
still almost entire documentation has been recorded manually. Hence with the
use of best practices in the e-governance shall be implemented at the foremost
to strengthen the institutional capacity of the Ratlam Municipal Corporation.
13 Identification of issues
13.1 SWOT analysis

The SWOT analysis for Ratlam according to sector analysis is presented here.

Strength Weakness
Ratlam is the major Railway junction Inefficient water supply with low
hence it provides the strong pressure
connectivity across the country. City has no comprehensive water
One of the major commercial market supply and sewerage system as on
in terms of Sarees and Gold today.
ornaments Ratlami shev famous and City lacks proper collection,
sold across the country. processing and treatment facilities
District headquarters, all the major for solid Waste management.
governmental offices are in Ratlam Poor financials deters Municipal
city. Corporation from taking Capital
Ratlam is located near Ujjain and the Intensive projects
city itself is famous for its Kalika Mata Poor city road network and city
temple, hence occupying an important transport facilities.
place in religious map of the State.
Nagda- Ratlam industrial region has
The city has few attractive locations been classified as Critically Polluted
for recreation like City palace, Barbad Area.
lake.

Opportunities Threats
Commercial and industrial
opportunities in terms of skilled labor Burgeoning Slums a major
and existing industrial area. concerns for Ratlam
DMIC passing within the proximity of Health hazard due to absence of

city, will act as a catalyst for the proper sewerage, sanitation and
development in the city and region storm water drains
Emerging real estate market. Haphazard growth and unplanned

development
Commercial and industrial
opportunities in terms of skilled labour Large number of illegal colonies
and existing industrial area. Poor infrastructure services for the
Strategic location on the Rail map of industrial area can harm the
India. industrial growth of the region.
Industrial growth may harm
because of pollution and
environment concerns.
13.2 Sector-wise issues

On the basis of the Sector Analysis, Demand-Supply Gap AND SWOT Analysis,
the issues related to each focus area of CDP have been summarized below:
Table 13-1: Sector-wise issues in Ratlam
SECTORS ISSUES
Physical growth, Unregulated physical development
Land use Burgeoning slums and haphazard development
Lack of adequate organized open spaces and green belts
Urban Present water supply system is old and not adequate and requires
infrastructure improvement in terms of capacity and level of service.
And services Per capita supply is low (65 lpcd) against the standard norm of 135
lpcd.
Household Service coverage indicator represents coverage of about
54%. But the reliability of this indicator is the major issue.
Some areas have no water supply distribution network; water is
being supplied by tankers in these areas.
The Pressure in the Water supply distribution network is deficient;
and also there are large numbers of illegal connections.
Many connections are without water taps causing huge water losses
during the supply hours.
At many places withdrawal of water is directly by connecting the
motor to the pipe there by reducing the effective pressure in the
system.
Need to maintain the computerized register for connections with
new connections record according to the type of connections
Some part of the city has no distribution network in some of the
areas.
Existing wastewater is being disposed into the nallah running within
the city without primary treatment which is causing health hazards
and unhygienic conditions.
Some parts of the city do have underground drainage system
(housing colonies) but due to un-utilization, it is in dilapidated
condition.
The Amrut Sagar Lake has been the disposal point of the open
drainage system of the city, damaging the beauty and biodiversity of
the lake.
City lacks public conveniences / sanitation facilities especially in the
slum areas.
City has inadequate storm water drains, as open nallah is the only
primary drain in the city area.
There is absence of secondary and tertiary drains in the city area for
storm water drainage collection.
Existing nallah carries both the storm and sewer water; hence there
is no scope for recycling the storm water.
Existing major nallahs does not have proper channelization.
The Corporation is unable to meet the MSW 2000 Rules.
City has not adopted Door-Door Collection and Waste Segregation
system
Lack of container and dustbin provision. There are road side
collection points without any proper dustbin provisions.
City does not have any designated and proper disposal facility. The
waste is being dumped in open plots where it is left without being
collected.
City has inadequate vehicle capacity for transporting the waste to
the disposal site.
SECTORS ISSUES
City has staff inadequacy & most of the conservancy workers are
temporary workers
Traffic and Congestion at major road junctions in the city area, e.g. Sailana
Transportation road junction, Javara road crossing (Gulmohar Chauk) and Do batti,
Daat ki pool area.
Encroachments at the commercial areas causing the congestion at
major market places like Chandani chauk, Ghas Bazar.
Congestion at the major roads connecting to the city area, like
Indore road, Mahu road, Mandsaur Road and Nagda Road.
Most of the Slum areas do not have proper roads and connectivity.
Some of the roads are kuchha and result in water logging.
Illegal bus stands at Sailana and Javra roads due lack of space
availability.
Signals at the major junctions are not in operational stage.
Urban Poverty Documentation of slums has been done and IHSDP project report
And Slums has been prepared but it has not been approved yet.
Direct Household water connection coverage is less leading to the
illegal connections hence accounting to the Non-revenue Water.
Sanitation facility in slum area is very deprived affecting the health
of the urban poor of the Ratlam.
City economic Lack of diversified economy. Absence of employment generating
Development activities
Increasing poverty level and slums
Inadequate and sub-standard urban infrastructure and services
likely to discourage opportunities for future economic development
Urban Waste management is not as per SWM handling rules causing
Environment pollution.
Recreational spaces are inadequate
Public health is under threat due to absence of infrastructure
facilities related to the pandemic disease.
Depletion of drinking water sources
Municipal Cost recovery is only 69% for water supply services and for other
Finance services it is 8% in the year 2008-09.
The operational expenses in terms of energy expenditure for water
supply are very high and there is need to have energy auditing for
the pumps provided for the water supply.
There is need to revise the water pricing for the water supply
services of the Ratlam.
Also there is need to levy the separate tax for municipal solid waste
management services as the administration and overall operational
expenditure are maximum as compared to the other departments.
There is need to assess the properties in order to register the entire
properties under the Ratlam Municipal corporation.
Grants and transfers account for about 65% of the total revenue
while municipal taxes account for only 18% of the total revenue for
the year 2008-09. The share of municipal taxes to the total income
need to be improved.
Capital expenditure is skewed towards road and water supply works
and other infrastructure services requiring investments need to be
considered.
Salary accounts for 40% of the total revenue expenditure and the
same need to be curtailed in the coming years.
13.3 Issues identified by stakeholders

The current water supply in Ratlam city is insufficient to meet the needs of the
existing population. Some part of the city does not have water distribution
lines. The source of water for Ratlam city is Dholawad Dam which is the sole
source of surface water supply. The current demand is 39 MLD however the
water being treated and supplied to the city is around 22 MLD. To meet
additional demand for treated water, Municipal Corporation supplies water
through several borewells.
Comprehensive underground sewerage and storm water drainage system is
unavailable in Ratlam city. There is presence of open drainage systems within
the city causing diseases and unhygienic environment in the surrounding
residential areas.
One of the major problems in Ratlam city is encroachments in the key
commercial areas as well as on the open nallahs / natural drainage system.
Major issues highlighted by the stakeholders are:-
1. The city neither has a treatment plant for decomposing bio-degradable
waste nor a scientific landfill site for non-biodegradable waste.
2. Waste segregation and door-to-door waste collection is not being
practiced in the city.
3. The city lacks an effective traffic management system causing
congestion on the roads due to improper parking facilities. Increase in
number of vehicles is further adding to the traffic problems of the city.
4. Increase in the number of illegal colonies/ encroachments in several
wards of the city are causing pressure on the service provider i.e., the
Municipal Corporation.
5. Due to encroachments, slums are increasing in number within the city
causing people to live in unhygienic environment due to lack of basic
services to the urban poor.
6. Industrial development has been constrained in the city and there is no
new major industrial activity in the city limit.
7. Internal roads in the city are in bad condition which needs to be
developed in a comprehensive way by creating missing links, kutcha BT
/ CC roads etc.
8. Linkages to rural settlements need to be strengthened and widened.
9. There is presence of limited recreational facilities such as parks,
playgrounds, libraries etc as well as community halls benefiting the
citizens of Ratlam.
10. The city does not have a well operated and maintained slaughter house.
Suggestions given by the elected representatives and administrative staff and

NGO/ Woman Groups/ SHGs are encapsulated as under:
1. Augment water supply from Dholawad Dam to meet the current and
future drinking water demand. Further there is also a need to identify
the losses in the water supply system.
2. Provide comprehensive underground sewerage/ drainage facilities in the

city.
3. Develop the Industrial facilities in and around Ratlam by utilizing the
USP of Ratlam i.e., the connectivity with major cities and Ratlam railway
junction.
4. Provide basic infrastructure in the slum areas for urban poor.
5. Provide flyovers for the major crossroads in the city area.
6. Provide industrial development to support the economy and employment
for the youth of the city.
7. Create health infrastructure facilities in the city
8. Undertake development/ beautification of existing lakes of Ratlam city.
9. Initiate water harvesting schemes in the city
10. Widen approach roads to the surrounding city areas.
14 Learnings from successful city

transformation
The Consultant in accordance with the TOR, have adopted a case-study

approach for developing the City Development Plan for Ratlam. The Consultant
throughout the period of the assignment has studied a few successful city
transformations and tried to inculcate the positive aspects of the City Transition
Process in smaller cities. The following sections discuss the successful transition
of major international and national citys/ cities.
14.1 Barcelona
No one can survive merely by conservation. If there is no new construction,
the city cannot stand; not even the old will endure. Each city must find its own
formula for combining existing symbols with new ones. Without the latter,
antiquity becomes mere repetition.
Pasqual Maragall, Mayor of Barcelona 1982-97
Barcelona is now widely recognized as one of the most successful cities in the
world, internationally acclaimed for its innovative urban planning. It has
survived the economic, environmental and social changes of the last decades
by focusing on the provision of knowledge-based and information services to
place itself in the forefront of a new urban wave, in which city planning
provides high-quality opportunities for people to live and work. In short,
Barcelona has been transformed into a city that provides a highly impressive
urban environment to all those who visit it.
The foundation for Barcelona's transformation has been the city's Eixample
District, a garden city expansion of 520 street blocks planned as long ago as
1859. Its high quality architecture, egalitarian design and ease of access have
stood the test of time and it provides the model for modern city developments
today.
The modern transformation

of Barcelona began with
preparations for the 1992
Olympics. Faced with serious
problems of urban decay in
both inner and peripheral
districts, planners took a
holistic approach and used
the games as a vehicle for
city-wide reforms. Olympic
facilities were spread over
four neglected urban areas,
with the Olympic Village,
developed on abandoned
industrial land close to the
coast, the best known
feature of this period. The
construction of six artificial
beaches on either side of the
Olympic Port has had the
most impact and for the first
time in its history, Barcelona has been able to turn and face the sea with pride.
At the same time, a radical transformation of inner city districts began, with a
policy of improving the social capital and mopping-up the marginal inhabitants
who had given the city a reputation for serious crime.
Barcelona is now undergoing a third wave of transformation. A High Technology
Zone (22@), Hyper-Community (Diagonal Mar), the Universal Forum of
Cultures 2004 and a new Container Port and Logistics Park are the key
developments, all constructed on coastal brown field and reclaimed land. Inner
city and peripheral reforms are continuing and attention, a century on, is being
refocused on the Example. Many of the residential blocks which have lost their
interior open space to industrial development are seeing a gradual return of
communal gardens.
14.2 Chandigarh
The Union Territory of Chandigarh has a total area of 114 sq. kms and has
witnessed decennial population growth (1991-2001) of 44.33%. It had a
population of 9, 00,914 in the last census. Chandigarh is unique, because it is
the capital of two state governments, Punjab and Haryana. Chandigarh is a
planned city, with a high standard of civic amenities.
Chandigarh's
infrastructure was
originally planned
for a population of
5 lakh, but the city
has expanded
rapidly over the
last three decades
and faces problems
common to other
growing cities in
India, including the
proliferation of
slums and squatter
settlements. Despite these problems, Chandigarh ranks first in India in the
Human Development Index, quality of life and e-readiness.
Keeping in view the need for the investment of investible surplus, a number of
major initiatives were undertaken to upgrade the infrastructure in Chandigarh
to boost economic growth in the region. Chandigarh is emerging as a regional
hub in the areas of service industry, education, health, information technology,
food and vegetable processing etc. Chandigarhs plan clearly focuses on the
targets and objectives contained in the National Common Minimum
Programme.
Chandigarhs economy is changing in character as the knowledge revolution
sweeps the country. In the last decade, the traditional industrial activity has
not seen that rapid an increase as was seen in the activities relating to the
services sector.
Right from the day the foundation of the city was laid in 1952, the
Administration has been successful in transforming this city into a world class
city, which can be depicted by the following Fact File:
Number 1 in the country in terms of Human Development Index
Chandigarh has been rated as the Wealthiest City of India. In terms of
family wealth, it was rated as the sixth most prosperous city.
Good Governance- A compact, efficient Administration having Quick Decision
making system
Bank Deposits- USD 4 billion with 227 branches
Education: Seat of the prestigious Punjab University from where 145 Ph.D
pass out in various disciplines, with 2 prestigious Engineering Colleges with
400 Engineers passing out every year. PGI ME&R- Prestigious Medical
Research Institute of the country is situated in this city. Apart from various
Colleges in the Science, Commerce and Humanities fields, 1 Architecture
College and one College of Fine Arts add to the high value education
institutes of the city.
Health: 5 large Government Hospitals in the City; PGI, General Multi-
Speciality Hospital, General Medical College & Hospital, One Hospital each in
the field of Homeopathy & Ayurveda. Apart from these, there are various
other Hospitals in the private sector.
Research Institutes: IMTECH, CSIO, NIPER all add to the value added
Research facilities provided by the city.
Gross Domestic Product (GDP) grew at 16.06% in the year 2004-05 against
all India GDP growth of 8.2%.
14.2.1 Initiatives of Chandigarh administration
Changing Employment Patterns
Rajiv Gandhi Chandigarh Technology Park (RGCTP) has been conceived with
the idea of creating employment and it is expected that once RGCTP is
completed more than 25000 professionals would be working here. Already
4500 professionals are working in RGCTP at present. As a natural corollary to
creation of a single job in the IT sector, 3 other indirect jobs are created and as
such 15000 jobs were created indirectly.
Providing Essential Public Services To The Poor

Education
Under Sarva Shiksha
Abhiyan (SSA)
10,400 children have
been enrolled and the
ambit of SSA is
spreading its wings to
cover all the out of
school children/ drop-
outs by the end of
this financial year. To
accomplish this task,
a house-hold survey
has been initiated which will detect the out of school children. To encourage
literacy amongst the illiterate adults, different schemes in collaboration with
GoI are being launched every year. Literacy centers are being opened within
the city so that every adult can be educated and provided basic minimum
educational qualification.
Health Care
General Hospital (in Sector 16) has been upgraded to General Multi -Speciality
Hospital, so as to provide quality health care to the underprivileged
General Medical College & Hospital (in Sector 32) and General Multi Specialty
Hospital (in Sector 16) will cater to the primary and secondary health care
needs
PGI ME&R will be upgraded to a world class referral hospital, where only
complicated medical cases would be referred from the region
A complete study of the integration of healthcare systems has been made by

Director, PGI ME&R and the same has been sent to GoI
A need has been felt for another Medical Education Centre, and a project for
Rs. 240 Cr has been prepared which will be implemented under the PPP
model.
A massive drive has been started to ensure that all children are given the
benefit of the medical system and this drive will cover 1.5 lakh children.
To tackle the problem of malnutrition, the whole mid-day meal scheme has
been revamped, starting with non recognized schools with 50,000 students
and gradually this scheme will be extended to the 104 Government schools
as well. The daily expenditure per child is Rs. 7 out of which the GOI subsidy
component is Rs. 1.50. Some of the Institutes and Corporations have been
given the responsibility of partially funding this endeavor.
Tele-medicine project has been undertaken so as to integrate IT services
with medical services.
Increasing Manufacturing Competitiveness

Roads
As a long term measure,
Chandigarh Administration has
initiated the conversion of all
bitumen roads into RCC roads.
Plastic waste is also being used in
road construction and it is
proposed to rehabilitate the rag
pickers in a planned colony. (The
Engineering Department will
purchase plastic waste from the
rag pickers and use in the construction of roads.)
Power
Long term tie ups have been made with all the Power Corporations, so as to
ensure uninterrupted power supply to the city.
Talks are on with GAIL for a dedicated gas pipeline to the city for setting-up
of a 250 MW power plant.
Foreign companies have been approached for harnessing solar energy, which
will include setting-up a plant for manufacturing Solar Photovoltaic Cells.
Power T & D losses have been brought down from 24% to 19%, which will be
further brought down to 16%.
Rajiv Gandhi Chandigarh Technology Park
Phase I of RGCTP has been fully developed and it has been accorded SEZ
status. The same has been anchored by Infosys with a state-of-the -art
building ready for occupation. 15 other BTS sites have been allotted to
prominent IT companies.
A state-of-the-art Entrepreneurs Development Centre is expected to come up

on a 1.5 acre plot at a cost of Rs 16 Cr, which will have plug-n -play facilities
for upcoming entrepreneurs.
Phase II of the RGCTP is under development and has also been accorded SEZ
status by GoI. Wipro is the anchor company for Phase II, and Tech Mahindra,
Bharti and eSys are the co-anchors.
DLF Infocity has built up a state-of-the-art building on a 12.5 acre plot
having a covered area of 6, 00,000 sq. ft for the use of IT companies. Big
players like IBM Daksh, Infosys, Tech Mahindra, eSys, Net Solutions, Virsa
Systems, etc have already starting functioning from this centre.
Keeping in view the demand for more IT space, Phase - III of RGCTP has
been planned for which 270 acres of land is to be acquired. The acquisition
process has already begun.
Till now Rs. 700 Cr have been invested in RGCTP. Once completed, RGCTP
will bring in an investment of Rs. 5,000 crores, apart from bringing in
additional 25,000 IT professionals.
Developing Human Resources
A new state of the art Education City is expected to come up, which will have
world class educational faculty and excellent infrastructure.
Punjab Engineering College (PEC) which is an autonomous deemed University
will be soon upgraded to IIT status, enabling delivery of more value added
education.
It is proposed to set up an IIM-level Management Institute and a branch of
the National Institute of Design in the city
Partnership with private sector is being explored for providing IT education to
young students. Infosys has already launched the programme Catch Them
Young whereby entrance test is conducted in all the schools of the city and
the students selected are given free of cost in-house training in Infosys. Intel
Learn is providing IT education to teachers of Government schools, which will
in turn provide IT education in the rural areas. The Administration is also in
the process of upgrading select Government schools as Smart Schools,
where IT programmes would be launched for the betterment of school going
children.
C-TOSS, a programme for upgrading the soft skills for urban and rural areas
enhancing employability of students under PPP model is being considered by
the Administration.
Protecting the Environment
Botanical Garden has been developed on an area of 178 acres in village

Sarangpur, which will consist of 15 botanical sections and other features to
promote eco tourism.
3 Lakes, two along Patiala
ki Rao and 1 along Sukhna
Choe are being
undertaken, as part of
environmental related
initiatives.
A Project for augmentation
of water supply has been
prepared and sent to GoI
under JNNURM for approval. This will go a long way in contributing towards
rain water harvesting, ground water charging and also reduce dependence on
pumping out ground water.
Tertiary water treatment plan is also under implementation which will cater
to the needs of supporting 2000 parks/gardens in the city.
Improving Rehabilitation and Resettlement Practices
To ensure harmonization between the old and new, the Chandigarh

Perspective has been activated which has representatives of all professional
and social sectors and includes members of Le Corbusiers initial team of
eminent architects.
Comprehensive Plans are in various stages of implementation in the field of
housing especially to cater to the needs of the incoming IT professionals.
FAR has been standardized across the city.
Self certification of building plans by registered Architects.
Promulgation of suitably modified building byelaws which have redressed
long standing demand of majority of people. These byelaws also cover the
conversion of Industrial Areas into Commercial Areas so that it can be
upgraded to the same level as the new construction and this has had a very
good response.
Rehabilitation of slum dwellers is being undertaken in a massive way, which
involves construction of 18,000 flats for which a complete new model has
been worked out. Past experience has been that slum dwellers had to take
loans from the unorganized sector, which got into benami transactions,
resulting in the flats going into wrong hands. Under the new model, the slum
dwellers would be allotted flats on rent basis which shall be non-transferable.
This project will also include a home for rehabilitation of 1000 destitute
children. Facilities are also being created for 1000 mentally retarded children
and 1000 crippled children, both of which will have a percentage of vacancies
for adults and destitute.
Upgradation of Rehabilitation Colonies is also proposed to be launched.
14.2.2 Improving Governance
Participation of Citizens in Decision Making
Chandigarh Administration has instituted a consultative process as broad based

as possible involving people with varied expertise and experience in specialized
subjects in public affairs so that aspirations of all sections of the society are
reflected in governmental decisions. This initiative has successfully given a
sense of participation to citizens in the decision making process making the
process seamless and transparent. Such initiatives include constitution of
Administrators Advisory Corporation including its sub groups on various issues
of public concern, and Chandigarh Perspective and Environmental Committee
on Preservation of Ecology of Sukhna Lake etc.
The burning issue of tackling corruption needs attention. There needs to be a
wide spread campaign, at the National and State levels with important
functionaries of the Government at all levels introducing citizens charters and
the Right to Information, which should be widely publicized to increase
awareness amongst the public so that the general public is not forced to
succumb to corrupt officials. Concrete steps, like deterrent, punishment, as also
incentives for honest officials, will also be effective. The issue needs to be
taken up at the national level, so that there is a concerted effort among all
levels of Government to rid the system of corrupt officials in particular and
corruption as a whole.
The Chandigarh Administration has incorporated all these measures to ensure a
transparent, responsive and completely accountable Government.
Regaining Agricultural Dynamism
To support the crop diversification programme undertaken by both Punjab &

Haryana, the Administration is in the final stages of setting up of Terminal
Market for Fruit & Vegetables for which preliminary discussions have been held
with the GoI. The Administration is also putting together a Milk Village so that
all UT Villages are cleaned up. A modern dairy system for Chandigarh villages is
being introduced. Expressions of Interest are being invited for setting up a high
value product Milk Processing Plant.
Disparities and Divides
Chandigarhs plan clearly focuses on the target and objectives contained in the
National Common Minimum Programme. The Administration is aiming at three
areas i.e. Human Development, Infrastructure, and Environment Upgradation &
Protection. Despite facing many challenges, Chandigarh Administration is
constantly working towards improving the quality of life of the residents and
preserving the unique character of the city of Chandigarh.
Development Infrastructure
Upgradation of Chandigarh Airport to international standards is under

implementation with the first step of transfer of 8.5 acres land to the AAI.
Chandigarh Administration will be allotting equal area to Air Force and Army
in lieu of this land. This will augment the physical connectivity of Chandigarh
to the world and fulfill a long term need and considerably enhance export
potential of the region.
Nehru Centre for Performing Arts is being set up in Sector 34, Chandigarh
which will also have the facility of an International Convention Centre and
theatres.
Rejuvenation of the City Centre in Sector 17 is being undertaken by provision
of multi level parking, relaying of the floors of main plaza, provisioning of
tourist information centre etc.
Completion of Sub City Centre in Sector 34 will further boost the commercial
activity of the city.
Botanical Garden is being developed on an area of 178 acres in village
Sarangpur, which will consist of 15 botanical sections and other features to
promote eco tourism.
Second state library is being completed in Sector 34.
14.3 Surat
The city of Surat is located in southern Gujarat, on the banks of the river Tapi.
It is Indias twelfth most-populous city. As in all cities, the rapid growth of
population and urbanization resulted in the growth of slums, garbage, and
overflowing drains. The situation would have been taken for granted had Surat
not been struck by an outbreak of pneumonic plague in September 1994. The
city, till then famous for its diamond merchants, came into the news for the
wrong reasons. The plague became an issue of global concern. Close to 200
deaths were linked to the outbreak. The disease created widespread panic and
led to a mass exodus from the city.
Apart from the human tragedy, it was a severe blow to not only Surats
economy which suffered a loss of several million rupees every day, but also to
the nations economy. The outbreak had an impact on industrial production,
tourism, export, and many other areas. International flights to India were
temporarily suspended, and export of food grains from Surat was banned.
The precipitating factor for the outbreak of plague in Surat was constant rain
which lashed the city for more than two months, and led to flooding and large-
scale water-logging in low-lying areas. The primary reason for this was the
faulty drainage system. Hundreds of cattle and other animals died due to flood
and water-logging. The floods, in fact, only brought to a crisis point, the
dangers inherent in inadequate waste management systems.
14.3.1 Battle against plague

In the face of the unprecedented crisis, Surat Municipal Corporation (SMC)
immediately launched a seven-point action plan for restoring normalcy at the
earliest. This involved government, non-governmental agencies, civil society,
and the private sector working together. Doctors in public and private hospitals
joined hands with the civic authorities. Priority was given to the cleaning of dirt
and debris, disposal of carcasses accumulated due to the floods, pumping of

stagnant water, spraying of pesticides, and anti- rodent operations.
14.3.2 Sustaining the efforts

Environmental cleanliness became the paramount concern. Recognizing that a
long-term plan was needed to sustain this initial momentum, in May 1995, the
Government of Gujarat launched a major programme to clean up the city. This
included a change in the personnel set-up of Surat Municipal Corporation.
Within one year, through a well-orchestrated strategy, SMC increased the
clearing of accumulated garbage from 50% per day at the time of the plague,
to almost 94% of the 1,100 tonnes of garbage generated everyday. Primary
importance was given to the monitoring, regulation and streamlining of
garbage collection and disposal.
An integrated approach was adopted towards sanitation, public health and
garbage management. The city was divided into 52 sanitary wards, under six
administrative zones. The strategy of micro-planning included meticulous ward-
level planning and took into consideration the special needs of critical spots like
vegetable markets, eateries, and congested areas with heavy traffic flow.
Cleanliness instructions were given to individual households, industries and
eateries. Separate garbage collection methods were chalked out for each of
these. The private sector also contributed in this drive, in the early stages, by
offering their trucks and excavators for clearing 4,000 tons of garbage.
In the later stages, the hiring of vehicles for garbage collection, cleaning of
certain roads, and transportation of municipal refuse were privatized. The
private contractors worked under the supervision of the municipal staff, and
penalties were imposed on them in case of non-performance of the assigned
work. These measures resulted in a tremendous increase in the amount of
garbage collected daily. Other indirect effects, including a tremendous boost in
the morale of the employees, officials and residents of the city, were also
noticeable. Surats citizens, who had earlier accepted filth and dirt as a part of
life, now had a sense of belonging and pride for the city, and a concern for its
well- being.
A number of initiatives were also undertaken by the Health Department: a
programme of public health mapping, strengthening of the health
infrastructure, revival of work ethic among health workers, and an extensive
sanitation drive. These measures considerably boosted the citys health
indicators. Subsequently, SMC also introduced a unique system of health
monitoring entailing close surveillance of health indicators on a regular basis.
This can act as an early warning system with regard to the outbreak of any
epidemic in future. Improvement of sanitation in slums was one of the most
important focus areas of the post-plague sanitation drive. The strategies
adopted by the Corporation included in-situ development and relocation. The
emphasis was on providing community facilities rather than individual facilities.
Community water hydrants, pay-and-use community toilets, paved open
drains, paved roads and streetlights were provided on a priority basis. NGOs
like Sulabh International and Paryavaran came in to help in these initiatives.
14.3.3 Crisis to opportunity

Within a span of 18 months, the city made a complete reversal from being a
dirty, garbage-strewn city to one of the cleanest cities in the country. This
transformation of Surat was spearheaded by swift and striking initiatives taken
by SMC. These were strengthened by the positive, proactive participation of
other stakeholders of the city. The birth rate, death rate and infant mortality,
which were showing a desirable downward trend in the last three decades,
have further improved in the post-plague period.
Community participation played a key role in the rapid implementation of
decisions taken by the Corporation. Following the disaster, there was a change
in the attitudes of the citizens; they began to participate proactively in
improving living conditions in the city. In addition to the administrative
changes, change in some of the laws had an important role to play by making
citizens aware of, and be responsible for certain preventive actions.
14.4 Performance Improvement: Developing Effective

Billing and Collection Practices
In India, poor billing and collection practices primarily occurs from the lack of
incentives for the service provider to even charge for services being delivered
and the lack of a political will to set tariffs that would allow for recovering the
costs incurred in supplying the service. Most service providers do not have
well-defined and proper financial records for water supply and sanitation (WSS)
service delivery. Many service providers also carry out responsibilities for
supplying WSS services as one of the various other functions and, therefore, do
not keep separate accounts for recording all activities connected with the WSS
responsibility. Since they have no separate budgets or accounts for WSS
services, any revenue-enhancing reforms fail to encourage and incentivize WSS
staff to take further initiatives since financial deficiencies are cross-subsidized
from other municipal account flows. They are not incentivized to collect
charges, either because of the absence of any set revenue targets or because
of virtually unconditional financial support from government.
How it affects the Service Provider?
It seems as routine exercise for them. It should be realized that effective billing
collection is the only source of revenue and cost recovery mechanism for the
provider. There is need for proactive attitude towards it. Ultimately it affects its
poor service level and hence further revenue reduction in terms of customer
accountability. Also ultimately it losses creditworthiness to the bankers and
affects the rise of capital for further investments.
How to improve billing and collection practices?
Monthly Billing system based on volumetric structure,

Computerized system of billing
100 Percent Customer Metering and 100 Percent Billing Based on metering
Automatic meter reading
Outsourcing the billing and collection functions incentives for meter readers,
e.g. Employee Incentives in Hyderabad and Bangalore. Monthly and daily
targets are given, resolving customer grievances,
Also connecting poor populations are also the important strategy adopted by
the city of Bangalore through AusAID, and also they are getting revenues
through regular bill collection as poor population is ready to pay for safe and
reliable water services.
Credible disconnection policy adopted by Manila, Bangkok, Bangalore, and
Hyderabad cities for customers by warnings, legal notices, penalties and
disconnection.
One time settlement schemes for the customers who had huge arrears in their
bills. This was practiced in Hyderabad.
Hyderabad:
Consumers in Hyderabad today have the convenience of paying water bills
either through e-seva or through the Hyderabad Metro Water Supply and
Sewerage Boards collection counters. It is an e-governance initiative that
provides citizens with an easy and hassle-free way of paying their utility bills.
Currently, about 70 percent of the Boards water bills are received through e-
seva. Also there are integrated service delivery centres through e-seva which
provides customer with the objective of simplifying collection procedures by
providing citizens with a onestop shop for a variety of Government to Citizen
and Business to Citizen Services.
Bangalore:
In Bangalore, the water utility Bangalore Water Supply and Sewerage Board
has created customer conveniences where consumers can pay bills through a
variety of options such as water kiosks, Electronic Clearing Service systems,
and household e-banking facilities. It is one of the first cities in the country to
install 70 kiosks to help consumers pay their bills.
Concept of Water Adalats:
Water adalats are used in Hyderabad and Bangalore to resolve long-standing

issues and complaints related to service delivery. Consumers are usually
informed about water adalats through all the major newspapers; they are
required to register their complaints or cases in advance to facilitate collection
of required information and documents from the concerned zone or circle of the
water utility so as to ensure speedy complaint resolution. It is conducted once
in a month of on the weekly basis. A majority of the cases registered under
water adalats are related to billing problems.
14.4.1 Performance Improvement Practice Around World:

Effective Billing, Collection and Metering:
Hundred percent billing and metering has been achieved in Manila, Bangkok,
Singapore. Manilas Metropolitan Waterworks and Sewerage System the
Company has 100 percent metering on all service connections, which are read
monthly. The reading is electronically transferred at the end of the day to the
companys computer servers for billing. Payments may be made through
certain banks approved by the company or through 180 payment centres such
as.
A customer service call centre has also been set up for systematic customer
feedback process. The call centre normally receives an average of
approximately 1,400 calls per month for complaints including lack of water,
leaks, and billing queries.
Metropolitan Waterworks Authority is the municipal utility that serves 1.7
million customers in Bangkok. Bills are generated on a monthly basis and meter
readers have been appointed to read meters through the use of handheld
meter reading devices with portable printers, thus providing the facility of an
instant bill. This enables the customer to check the amount of water charges
right away after the meter has been read. The data are transmitted through
the handheld meter reading device to the Authoritys server. Once the meter is
read, the meter reader enters the data, checks the data entered, and then
prints an invoice for the customer. The invoice is checked to see if the
consumed water amount is different, that is, if it is more than 30 percent of a
three-month average. If it is not, the invoice is handed over to the consumer,
otherwise it is returned to the office for further investigation.
The Public Utilities Board is Singapores national water authority. Over the
years, it has shown impressive performance improvementsunaccounted-for
water of 4.8 percent, coverage of 100 percent, staff- connection ratio of only
2.95 per 1,000, and accounts receivable outstanding at less than one month.
One of the key areas of focus for improved commercial operations has been
billing and collection practices. The Board currently has approximately 1.2
million utility accounts (96 percent domestic and 4 percent non-domestic)all
accounts are metered. The meters used comply with ISO 4064/1 Class C
standards and are within 3 percent of accuracy. Domestic meters are placed at
the entrance of the house to facilitate easier accessibility for their reading and
maintenance. The Board has a meter workshop where regular maintenance,
including servicing, reconditioning, and testing of meters, is undertaken.
14.5 Designing an Effective Leakage Reduction and

Management Program: (Case studies: Bangalore,
Jamshedpur, and Haiphong)
Reducing non-revenue water and maintaining it at target levels is important for
any service provider looking to improve quality of service, financial soundness,
and creditworthiness.
In the longer term, the effectiveness of non-revenue water programs is a
function of managerial efficiency and institutional accountability. To improve
the NRW losses involves the continuous efforts to control physical and
commercial losses. In India, more than 40% of water produced does not earn
any revenue. It is lost either before reaching the consumer or not billed for it.
The approach to reducing NRW levels includes a set of technical programs and
activities aimed at the optimization of water supply through improved
operations and maintenance, sound commercial practices and network
refurbishment, rehabilitation and management established in managerial,
organizational and institutional environment. Need to understand the

magnitude of the problem by applying water balance calculation that is by
dividing the input volume into authorized consumption and water losses.
A water audit in Jamshedpur indicated huge water losses in one of the main
trunk lines of the network which, when repaired, immediately brought down the
levels of NRW.
In Bangalore, a water audit helped determine that maximum leakages were
occurring at the point of service connections, which were then accordingly
controlled.
The District Metered Area:
The DMA approach is a way to study problem affecting a large area by dividing
it into smaller ones. In a sense, it means breaking down a big network into
more numerous but smaller areas, the District Metered Areas. Then, for each
area the total net inflows and the volume of water billed are measured and the
NRW is calculated as the difference between the two figures. Once this is done,
areas where NRW levels are higher than desired are analyzed to determine the
appropriate solutions and implement them according to a prioritized program.
District metered area approach has been practiced in Jamshedpur and
Bangalore.
Staff Incentives for Billing Collection & Identifying Illegal

Collections:
Water utilities will need to provide incentives their staff to undertake better
billing practices, not only checking for illegal or bypass connections but also for
connections with meter inaccuracies. Improving the metering practices by
replacing the old meters with the new ones, applying better technology for
collection of bills, 100% metering of supply areas even though some water
connections are authorized unbilled it is important to provide the meters so
that we can understand the actual consumption for that consumers. Also we
can provide bill copy to the consumers even though they are not liable to pay it
just to realize them amount of water they are consuming. Any non-revenue
water management program should ensure that incentives are aligned with the
objectives of developing an efficient and reliable service provider that meets
the needs of all consumers.
E.g. incentive-based performance contracts in Senegal, Uganda.
Approach to reducing and managing NRW goes beyond technical solutions.
Those are addressing the institutional, Organizational, and Regulatory
Arrangements for Creating a Suitable Environment for controlling NRW. E.g.
decentralizing service delivery in Haiphong, Vietnam, those involve technical
and administrative unbundling at ward level involving the community for
operation and maintenance. The ward level offices undertook meter reading,
maintenance and revenue collection once the network was rehabilitated and
established.
Hence there is need for designing a Non-revenue Water Management Strategy

to improve the NRW percentage, through technical and managerial skills.
ImplementPerformanceImprovementPlans:
14.6 Performance contracting to implement performance

improvement plans:
Performance agreements are a means for implementing performance
improvements within institutional framework that helps foster, incentivize, and
sustain service delivery improvements on a long-term basis. These agreements
form the basis for a market orientation approach to the delivery of public
services, by exploring means for lowering costs by outsourcing certain
functions, by gradually introducing incentives within the organization for
incentivizing performance improvements, and so on. In undertaking such
agreements, water utilities can use performance agreements in clearly defining
roles and responsibilities of all stakeholders so that there are no ambiguities or
overlap in functions. Under performance agreements, the public sector or
higher tiers of government or the state-level water board (henceforth referred
to as the Board) contracts the lower tiers of government, the operating arm of
the public service provider or even the private sector (henceforth referred to as
the service operator). While the responsibility of the Board remains to define
what is wanted, what the performance standards are, award the contract, and
monitor performance, the service operator to whom services are being
contracted to remains responsible for the actual delivery of services against
some set performance standards. The role of the Board then shifts from the
existing role of an operator or service provider to that of a facilitator and
regulator for approving and monitoring business plans, and regulating the
operations and obligations of the contracted operator against set standards.
While the Board sets the guidelines and defines overall objectives for a plan for
performance improvements, the service operator defines what is needed so
that the performance plan can comply with overall objectives and the two
together reviews and revise it to reach a final action plan. Performance
contracting has been intensively practiced in the eastern European countries
and in India it is applied to very few cities like Mysore, Nagpur (in future) etc.
15 Stakeholders consultation
The success of a City Development Plan depends on the extent of people

participation. As it is very rightly said Planning is an exercise For the people,
Of the people and By the people. Peoples perception and views should be
given due consideration in any development programme as the entire exercise
is conducted for the common good of the people.
According to the TOR, the Consultants organized the First Kickoff Workshop
with assistance from ULB. The aim of the workshop was to familiarize various
stakeholders with the purpose, process and expected outcomes of the CDP.
Stakeholders included elected representatives, Mayor/ President, Municipal
Commissioner, District Collector and people from local departments like PWD,
Traffic & Transportation, Tourism Department, City and Country Planning
Department, District Urban Development Agency (DUDA).
Taking ahead the Stakeholder Consultation process, the Consultants had
organized a 2nd Workshop at Ratlam on 26th August, 2010. The workshop was
aimed at gathering the viewpoints of the stakeholders on the Citys Vision. The
rationale behind conducting the second workshop was to develop a Vision for
Ratlam City which is acceptable by and conceived in accordance with the
Citizens of Ratlam. Subsequently, third workshop was conducted on 12th
January, 2011 in order to prioritize projects and action plans. All ward
councilors, steering committee members were invited for third workshop.
Stakeholders have given proposal for city development plans which are
enclosed in the annexure.The copy of City Vision Survey form is attached as
Annexure.
15.1 Formation of steering group

A Steering Group comprising of the District Collector, Municipal Corporation
staff, Elected Representatives of the Corporation, various line departments,
NGOs, Press etc. was formed during the first workshop. The Steering Group
members participated in the discussions during the course of the workshop.
The Steering Group members of Ratlam city are as follows:
Collector, Ratlam District
Municipal Commissioner, Ratlam Municipal Corporation
Mayor, Ratlam Municipal Corporation
Representatives, MPUSP
Assistant Director, City and Country Planning Department
Executive Engineer, Public Health Engineering Department
City Engineer, Ratlam Municipal Corporation
Executive Engineer, Public Works Department
Executive Engineer, Water Works Department
President, Divisional Industries Association

Nodal Officer, MPUSP, Ratlam Municipal Corporation
Representatives, Municipal Support Unit
Representatives, City Support Unit
15.2 First workshop-kickoff

The first kick-off workshop was held in Ratlam Municipal Corporation
community hall on 4th February 2010. The participants included Steering Group
members elected representatives, staff of the Municipal Corporation,
representatives of NGOs/ women groups, media representatives, and general
public.
The Consultants made a presentation in Hindi on the concept of CDP, its
principles, process and the approach and methodology to be adopted while
developing the CDP. The stakeholders were invited to express their views
about the city, the problem areas and to share their vision about the city. The
views of some of the stakeholders were also recorded. Following the
presentation, city opinion survey formats in Hindi were distributed to the
stakeholders to take individual feedback regarding the city, problems issues,
vision etc.
15.3 First Steering group meeting

First steering group meeting was conducted at collectors office on 5th May,
2010 in Ratlam. Inception report was presented to the hon. Steering group
members chaired under the Hon. Collector, District Ratlam.
The inception report was presented by the Consultant Team member,
describing the kickoff workshop details and analysis of the inception report.
The Consultants also presented some of the work done by them for the next
stage of Sector Analysis report. After the presentation the consultants invited
the audience for suggestions and remarks.
15.4 Second workshop Stakeholders consultation

The Steering Group members, elected members, staff of the municipal
Corporation and the general public were invited for the 2nd workshop. The
workshop was held at Sajjan Prabha Hall, Ajanta Palace Hotel, Ratlam on 26th
August, 2010. The Workshop was attended by Mr. Rajendra Sharma (District
Collector, Ratlam), Mr. Shailendra Daga (Mayor), Mr. Sanjay Mehta (Municipal
Commissioner), Mr. Himmat Kothari (Ex-Minister), Mr. S.K. Soni (Nodal Officer,
MPUSP), MIC Members, Various Department Heads, Media Personnel, Citizens
etc.
The Consultant made a presentation on the City Profile and the secondary data
collected on Ratlam and its administration in Hindi. The stakeholders were
invited to share their vision for the city. The views of some of the stakeholders
were also recorded. Following the presentation, City Vision survey formats in
Hindi were distributed to the stakeholders to take individual feedback regarding

the city vision.
The findings of the surveys and the conceived Vision are explained in
subsequent chapters.
The following were the major suggestions received.
Hon. Ex-home minister Mr.Kothari
1. Ratlam Vision should be in line with the proposed Delhi-Mumbai Industrial

Corridor and its future potential.
2. Education should be given prime importance and the possibility of
developing Ratlam into an Educational hub should be explored.
3. Citizens responsibility towards a successful City Development Plan should
be emphasized in the report.
4. A Probable Vision: Clean, beautiful and developed city with education hub.
Hon. Collector, Ratlam District
1. The project which have been proposed under DMIC should be given due
importance and a development in line with the proposed projects should be
considered.
2. Importance of Stakeholders participation for the development of city.
Hon.Mayor
1. Need to find out different sources of water apart from the Dholawad Dam
scheme.
Suggestions from different stakeholders
1. The vacant land available within the District Hospital should be utilized for
a medical College.
2. The surrounding cities provide trade opportunities; also they bring different
sources of the revenue for Ratlam city. City should provide proper
connectivity to these regions through proper public transport services.
3. As future plans, Railway stations should be provided at Javra Road and
Pritam Nagar Proposal for Javra road and pritam nagar railway line coming
future plan expansion.
4. CDP should provide viable solutions for Heavy traffic and movement
management.
5. Include provision of parking facilities at various places in the CDP
6. Dedicated area demarcation for Organized Businesses. Sajjan Mill
compound and ITI ground could be possible options.
7. Proper connectivity should be provided between the nearby villages and
APMC market.
8. Those market areas which are in dilapidated condition should be

renovated, by increasing FSI. However if the height is being increased then
proper fire fighting facilities should also be taken care of.
9. Small scale industries should be encouraged, in order to avoid emigration
of small scale industry players.
10.There is an urgent need to devise strategies to enhance the export of Gold
and Ratlami Sev.
11.The number of illegal colonies in Ratlam is burgeoning day by day resulting
in improper and unprecedented growth of the City. Hence, activities to
legalize the colonies should be adapted.
12.Emphasise on PPP based projects, in order to raise revenue for Municipal
Corporation.
Figure 15-1 :Consultants during second workshop
The Consultants Presenting In Front Of Collector, Mayor & Ex-Home Minister
The attendees during the presentation at second workshop
15.5 Second and third steering group meeting

The combined second and the third steering group meeting for Ratlam City
Development Plan was held on October 06, 2010 at Meeting Hall, Collector
Office, Ratlam.
The purpose of the meeting was to assess the progress of the City
Development Plan preparation which has been undertaken under MPUSP
Programme. Darashaw & Co, the Consultants discussed, Analysis of various
sectors, vision statement developed for Ratlam, the proposed Sectoral Goals
and the Strategies identified for the achievement of the Goal. The Steering
Committee was supposed to approve the Vision and Sector Analysis prepared
by the Consultants.
Following members were present during the steering committee meeting:
1. Hon. Shri. Kaluram Jain, CEO, Zila Panchayat, Ratlam.
2. Hon. Shri. Shailendra Daga, Mayor, Ratlam Municipal Corporation.
3. Shri. Niraj Likhar, Asst. Director, City & Country Planning
4. Shri. S.K.Bansal, PWD
5. Shri. Bhavishya Kumar, D.P.O, DUDA
6. Shri. G.K.Jaiswal, Executive Engineer, Ratlam Municipal Corporation
7. Shri. Rajnikant Vyas, Representive, MLA
8. Shri. Pawan Somani, Corporationor, Ratlam Municipal Corporation
9. Shri.Govind Kakani, Counicilor, Ratlam Municipal Corporation
10. Shri. S.K.Soni, Nodal Officer, Ratlam Municipal Corporation

11. Shri.P.G.Shewade, Team Leader, CSU
12. Ms.Aparajita Mishra, SDS, CSU
13. Ms.Palak Laddha, AVP, Darashaw & Co.
14. Shri.Vineeth Menon, Senior Associate, Darashaw & Co.
15. Shri.Shivnath Patil, Associate, Darashaw & Co.
Consultants from Darashaw & Co. presented the sector analysis, outcome of
the 2nd stakeholder workshop, Vision for the city, and sectoral vision and
Goals for Ratlam City Development Plan in presence of Steering committee
members.
Shri. Kaluram Jain inquired Mr. Somani, Head, Water supply about the illegal
connections in Ratlam which was pointed out by consultants as a major
concern in sector of water supply. Mr.Somani said that there are about more
than 10000 illegal connections in Ratlam city and assured Shri.Kaluram Jain
that corporation will take firm action against these issues.
Hon. Mayor, Shir. Shailendra Daga assured Mr. Kaluram Jain that
administration will look after the issues especially the water supply in terms
of future demand required after 30 years and cost recovery of the same
The consultants discussed the sectoral vision and goals for each of the
sectors.
The consultants concluded the presentation by discussing the future course
of action. The consultants explained that on the basis of sectoral goals the
projects will be identified for each goal and Capital investment plan shall be
prepared. The next stage of Draft CDP will include project identification,
Costing, City Investment Plan, phasing and prioritization of projects and
Financial Operating Plan to sustain the finances of Municipal Corporation.
The steering group members found the consultants report satisfactory and
acceptable for the next stage of Draft City Development Plan.
Attendance sheet for the Steering Group Meeting has been included in the
annexure.
15.6 Third workshop meeting

Third workshop has been conducted on 12th January,2011 at Ratlam Municipal
Corporation hall. Following key members were invited for the workshop
Steering group members
Ward councilors of Ratlam Municipal Corporation (R.M.C)
Administration officials of RMC
Industrial chambers association
Senior citizens
NGOs and media reporters
Consultants presented the key priority projects and action plans for the
preparation of draft city development plan.
During the third workshop stakeholders provided their opinions regarding the
key priority projects required for Ratlam city development.
Following suggestions provided from the key stakeholders during third
stakeholders workshop:
Dr.Rajesh Sharma, President, district congress committee Ratlam
Provision of commercial complexes in different parts of the city.
Generating awareness related to rain water harvesting and conservation
Provisions for resettlement of the encroached commercial and residential
properties
Mr.Jayant Vohra, President, Industrial Association
Development and support for small scale industrial activities.
Decongestion at Manek Chauk and Ram madir region
Ms.Yasmin Sherani, Councillor
Provision of tenure to the slum dwellers in Arjun Nagar and Dilip Nagar
Slum free and garbage free city planning
Mr.Pawan Somani, MIC memeber
Conservation of heritage structures.
Planning according to the population projection
Ms. Aditi Davesar, Councillor
City planning with environmental management and awareness programmes
for the same
Mr.Govind Kakani, MIC member
Provision of shopping complexes and commercial hubs at different part of the
city.
The proposal suggested by the stakeholders during third workshop has been
enclosed in the annexure of the report.
Figure 15-2 :second steering committee meeting
The Consultants during presentation at The Consultants during presentation at 2nd

2nd steering group meeting steering group meeting
Stakeholders during third workshop Stakeholders during third workshop
15.7 Fourth workshop meeting

Fourth workshop has been conducted on 15th March,2011 at Ratlam Municipal
Corporation hall. Following key members were present for the workshop
Steering group members
Ward councilors of Ratlam Municipal Corporation (R.M.C)
Administration officials of RMC
Media reporters
Consultants presented the key projects and costing for Ratlam city, reforms
and action plans, City Investment Plan and Financial Operating Plan for the
preparation of Final city development plan.
During the fourth workshop stakeholders provided few opinions regarding the
projects and their costing. Consultants cleared all doubts regarding identified
investments and expenditures required for Ratlam city development.
Key stakeholders were satisfied with Financial Operating Plan and were in favor
of implementing the Key reforms for developing CDP, which were suggested by
consultant.
Attendance sheet for the fourth workshop meeting has been included in the
annexure.
Figure 15-3 :consultants during fourth workshop

Stakeholders present in 4th Workshop Stakeholders present in 4th Workshop

Consultants Presenting to Stakeholders
15.8 Fourth steering group meeting

The fourth steering group meeting for Ratlam City Development Plan was held
on 16th March 2011 at Meeting Hall, Collector Office, Ratlam.
The purpose of the meeting was to present final investments and projects for
City Development Plan preparation which has been undertaken under MPUSP
Programme. The Consultants discussed, Reforms and action plans, City
Investment Plan and Financial Operating Plan for the defined vision statement
developed for Ratlam and the Strategies identified for the achievement of the
Vision. The Steering Committee approved the Draft City Development Plan for
Ratlam prepared by the Consultants.
Following members were present during the steering committee meeting:
1. Hon. Shri. Rajendra Sharma, Collector, Ratlam.
2. Hon. Shri. Shailendra Daga, Mayor, Ratlam Municipal Corporation.
3. Shri. Sanjay Mehta, Commissioner & Secretary, RMC.
4. Ms. Damor Madam, Deputy Collector, RMC.
5. Ms. Vandana Nehra, Deputy Collector, RMC.
6. Shri. Rajnikant Vyas, MIC Member.
7. Shri. Govind Kakani, MIC Member.
8. Shri. Pawan Somani, MIC Member.
9. Shri. Sandeep Yadav, MIC Member.
10. Shri. Anwar Qureshi, Executive Engineer, Ratlam Municipal Corporation
11. Shri. G.K.Jaiswal, Executive Engineer, Ratlam Municipal Corporation
12. Shri. P. K. Rai, Representative Engineer, PWD.
13. Shri. S.K.Soni, Nodal Officer, Ratlam Municipal Corporation
14. Shri. Sachin Tatwade, Engineer RMC.
15. Ms. Palak Laddha, AVP, Darashaw & Co.
16. Shri.Shivnath Patil, Associate, Darashaw & Co.
17. Ms. Pranali Koche, Associate, Darashaw & Co.
Figure 15-4 :consultants during fourth steering group meeting
Consultants Presenting in front of Steering Group Members on Fourth

Steering Members. Meeting held on 16th March 2011
Consultants from Darashaw & Co. presented the projects and costing for
Ratlam City Development in presence of Steering committee members. The
consultants discussed required reforms and action plan about all infrastructure
developments. Reforms for development and funding contain three major
scenarios, Base Case Reform, Full Reforms and Partial Reforms which were fully
discussed by consultants. The consultants explained this on the basis of Capital
investment plan, phasing and prioritization of projects and Financial Operating
Plan to sustain the finances of Municipal Corporation.
Mr. Pawan Somani, MIC Member inquired about provision and costing of Strom
water drainage. In response of his query, consultant cleared all related
identified projects and costing for provisions.
The steering group members found the consultants report satisfactory and
acceptable for the Finalisation of Ratlam City Development Plan.
Attendance sheet for the Steering Group Meeting has been included in the
annexure.
16 Development of vision and

strategies
16.1 Creation of vision statement for Ratlam City

The 2nd stakeholders workshop held in Ratlam was focused on development of
Vision for the city. The workshop was divided in two sessions. During the first
session of the workshop the Consultants presented their findings of the analysis
of the city and discussed the key priorities with the stakeholders. The second
session of the workshop was focused on creation of vision statement for the
city.
All the stake holders were divided into groups of 8 to 10 and were given
questionnaires to identify vision and sector wise major strategies. Based on
the guidance from the consultants, each of the groups discussed the vision for
the city and major strategies to fulfill the vision. The groups also discussed
the sectoral visions for the city of Ratlam. After completing the exercise of
filling up the questionnaires, the Consultants invited the stakeholders to come
and discuss their Vision and strategies in an open forum
The vision statements expressed by the citizens during stakeholders meeting is
shown below:
Table 16-1: Vision statements expressed by stakeholders during consultation
Sr.
Vision Statement from stakeholders for Ratlam ( Vision for 30 years)
No.
A city with clean roads, having all essential services, transport and parking
1 facilities.
A holistically developed city retaining its rich cultural values and be known as a
2 Model City
3 The City should be well developed in Industrial, Water Supply and Power sector
A city having clean, pollution free environment, developed industrial cluster, all
4 educational & health facilities, with no poverty.
Clean, Beautiful environment, with well developed slums and be a distinct city in
5 Madhya Pradesh
A city with proper sewerage & drainage lines, hassle-free transport facilites,
education hub, developed medical facilities &
6 adequate water supply.
A self sufficient city through plan development of job-oriented education, health
8 facilities and sports facilities
A sustained and planned development in order to extract maximum benefits out of
9 the proposed DMIC Corridor
To develop Ratlam as industrial after consideration of industrial and commercial
10 prospects
11 To develop Ratlam as model industrial city not only in MP but also in India
12 To develop Ratlam as Industrial Hub & encroachment free city
13 To develop clean Ratlam and green Ratlam with health and security provisions
14 To develop Ratlam in terms of commercial, industrial and education sectors
16.2 Vision statement for Ratlam City
City Vision
To establish Ratlam City as the greatest enabler of socioeconomic

development in the State of Madhya Pradesh.
This vision would drive the development of Ratlam as the destination of choice
for all who want to invest, work and live, in and around the State of Madhya
Pradesh. The sustainability of the city is based on a concrete plan of actions
with the required proof points to aid and maintain credibility.
The citys vision will deliver state-of-the-art infrastructure and processes that
will redefine and showcase new standards around the globe. Seamless
integration of this infrastructure and advanced technology with business and
public services will create a community that is totally self-supporting and
accessible to all.
16.2.1 Key priorities

The CDP process of Ratlam has undergone extensive consultative process with
its key stakeholders in prioritizing the key sectors for investments and reform
initiatives. The priorities of the national and state governments including the
international developmental trends have been considered in prioritizing these
critical sectors which are being presented below.
Water Supply
Sewerage
Traffic and Transportation
Storm Water Drainage
Urban Poverty
16.2.2 Sectoral strategy framework

The overall vision for the city and the prioritization of the key sectors paved the
way to formulate sector specific vision and strategies. This sector specific
approach with year wise strategies and corresponding year wise investments
will be instrumental in framing the action plan/ implementation plan. The sector
specific reforms and investments are an integral part of the year wise
strategies.
16.3 Sectoral Goals and strategies for Ratlam
16.3.1 Water supply

There is a huge demand supply gap, which is likely to widen drastically in
future. Per capita supply is low (65 lpcd) against the standard norm of 135
lpcd. The household level service coverage is very low i.e 54% estimated on
Sectoral Vision: Water Supply
To ensure adequate, safe and treated water supply to all the citizens of
Ratlam.
the basis of number of households and the registered connections. Hence the
coverage has been estimated on the basis of direct water supply connection.
However in many parts of the city corporation have provided handpumps and
tubewells for the purpose of drinking water supply.
Goals and Service Outcomes
Considering the above challenges, the following goals for different horizon
years have been identified in the following table.
Table 16-2: Goals & Service Outcomes for Different Horizon Years
Sr. Horizon Period
Component
No. 2015 2020 2025
1 Network Coverage 100% 100% 100%
2 Extent of metering - 100% 100%
3 Per Capita Supply 135 135 135
4 Hours of Supply 4 hours daily 24 hours daily 24 hours daily
5 24x7 Water Supply - 49 wards -
As per WHO / As per WHO / As per WHO /
6 Quality of Water CPHEEO CPHEEO CPHEEO
Standards Standards Standards
7 Non Revenue Water 15% 15% 15%
Strategies
Strategies have been identified in order to improve the service delivery of

water supply with effective cost recovery in order to sustain as well as maintain
the better level of service.
Infrastructure augmentation/ refurbishment
Ratlam Municipal Corporation is already implementing the augmentation
scheme of water supply under Dholawad dam. This scheme of Rs.36 Cr has
been implemented under UIDSSMT scheme for furnish future water demand
of Ratlam.
Apart from augmentation there is a need to improve the household level
coverage of water supply, which can be achieved only through the laying of
distribution network at micro level.
There is need for the provision of water meters to all the connections.
Reduction in non-revenue water at transmission and distribution level.
Effective cost recovery mechanism:
Ratlam can implement the effective and robust cost recovery mechanism
through the learning from the successful transformation of other cities like,
Bangalore and Hyderabad.
Implementation of PPP in the O & M sectors with innovative monitoring
procedures like performance contracting and incentives to the service
provider.
O & M maintenance plan can be prepared for regular routine system with
consideration of emergency maintenance situations.
Tariff revision: in order to achieve O & M cost recovery, Ratlam Municipal
Corporation has to adopt the phase wise tariff revision policy with less
political intervention.
Water auditing and awareness campaign:
Water auditing may involve the leak detection studies apart from systems on
quality and quantity of water drawl at consumer end which will help to
achieve the effective water supply system.
Apart from the technical provisions, ULB need to broaden the awareness
campaign to reduce the illegal connections and water losses.
Streamlining institutional responsibilities:
Development of Information management system for Asset records and
management of water supply system.
Provision of Effective customer grievance system with innovative and
effective redressal provisions in the forms of online complaint services,
Water Adalats etc.
Rainwater harvesting:
Ratlam Municipal Corporation has already mandated the rain water
harvesting system for all new construction development under its
jurisdiction.
16.3.2 Sewerage and sanitation

The existing sewer lines drain sewage into the nearby nallahs without
treatment. In addition to that, wastewater recycling and reuse is also not
adopted. The poor and slum dwellers lack safe sanitation facilities and hence
are prone to health related diseases.
Sectoral Vision: Sewerage and Sanitation
To create a clean and healthy environment by providing access to

underground sewerage and sanitation system.
To enhance the coverage of safe sanitation facilities, following goals have been
identified for different horizon years.
Sr. Horizon Period
Component
No. 2015 2020 2025
1 Network Coverage (Access) 80% 100% 100%
2 Treatment and Disposal 100% 100%
3 Recycle and Reuse 20% 20%
4 Recovery of O&M Costs 100% 100% 100%
Strategies for sewer services

Provision of sewage treatment plant
Provision of underground sewerage network
Effective cost recovery mechanism

As mentioned in earlier section of water supply, same strategies shall be
applicable to the sewerage system as well. As it may cause high operation and
maintenance cost as compared with the water supply, it will require robust
and stringent action of reduction of o & M cost and improve the collection
efficiency.
O & M cost for sewer services can be done on PPP basis in order to reduce the
risk and operational activities.
New Tariff inclusion and revision in subsequent periods:
After implementation of underground sewer network, ULB need to imply the
new sewerage charges for new connection provided in order to achieve the
cost recovery for the sewer service.
Waste water treatment and reuse:

In order to conserve the resources and environment ultimately, ULB has to
attempt to recycle and reuse the treated waste water for forestry or
agriculture purpose. Apart from the recycle of treated wastewater, the sludge
removed in the treatment process can be converted into fertilizer, which can
be resource utilization from the process.

Recruitment of trained engineering personnel for management of sewerage
works will be the key aspect for the public health engineering department. It
is important to provide the training and capacity building for related staff for
provision of efficient service delivery.
Provision of services in terms of access for the urban poor and slum dwellers.
Strategies for sanitation services
Strategies for sanitation services will be in terms of provision of public toilets

in major commercial areas. It very important to mention that Ratlam
immediately require provision community toilets in all slum areas with
provision of sanitation services for women as well.
Infrastructure augmentation and refurbishment:
Provision of pay and use community toilets.
Provision and up gradation of public urinals
Preparation of city sanitation plan
Private sector participation for sanitation services:

Provision of community toilets in slum pockets can be effectively operated and
maintained with help of private sector participation. The institutions like
Sulabh International which are operating in 1200 citys since 30 years can
play significant role in provision of sanitation services in Ratlam.
16.3.3 Integrated Solid Waste Management

The local body should effectively involve the private sector in delivering the
solid waste management service. The rationale for private sector participation
includes attracting project funding, new technology, cost savings and service
delivery improvements.
Sr. Horizon Period
Component
No 2015 2020 2025
1 Door to Door Collection 100% 100% 100%
2 Source Segregation 100% 100% 100%
3 Secondary Collection 100% 100% 100%
4 Treatment & Disposal 100% 100% 100%
5 Cost Recovery Mechanism 100% 100% 100%
6 Private Sector Participation Full Full Full
In order to achieve above outcomes, issues and deficiencies in each of the
solid waste management component have been identified and the strategies
for improvement both in physical and financial terms will be elaborated in the
next stage of CDP preparation.
Strategies
Infrastructure augmentation and refurbishment

Implementation of door to door collection system
Implementation of integrated solid waste management system
Ratlam Municipal Corporation is proposing the solid waste management system

from door to door collection, transportation, treatment and disposal through
public private partnership.
Street sweeping on daily basis
Provision of tractors, bins, push carts and containers for increasing the
transportation capacity
Encouraging local level decentralized treatment of solid waste through
composting.
Implementation of municipal solid waste (management and handling)
rules-2000 of government of India
The immediate need of the Ratlam municipal corporation is to implement the

MSW handling rules, 2000 which has been made mandatory for the local body
to implement from door to door collection, transportation, treatment and
disposal with provisions of norms and procedures.
Resource mobilization and O & M cost recovery mechanism:

1. Private sector participation
Private sector participation has been very effective for solid waste
management. Ratlam Municipal Corporation is proposing the solid waste
management system from door to door collection, transportation, treatment
and disposal through public private partnership.
2. Sanitation tax to meet the cost recovery of SWM services
There is need to introduction of sanitation tax in order to recover the O & M

expenses. Tariff revisions are necessary from urban local body at substantial
interval of time.
3. IEC programmes for municipal solid waste management
Urban local body can formulate information education and communication
programmes for MSW awareness and community participation.
Mass communication and public awareness through attractive posters and
awareness campaigning.
Provision of hoardings at strategic locations for provision of public awareness
through advertising.
Community participation is required in Reduce, reuse and recycling of waste.
Also it will also help in diminish the effect of Not in my backyard (NB)
syndrome.
Community participation will be required to avoid throwing of waste in
nallah, gutter, street side and open spaces. In order to achieve the
significant willingness to pay the community participation is a must for
effective implementation of service provision of Municipal solid waste.
The local body may also encourage NGOs or co-operative rag pickers to
enter this field and organize ragpickers with provision of certain incentives.
16.3.4 Storm water drainage
Sectoral Vision: Storm Water Drainage

To create effective storm water drains and ensure zero water logging.
Sr. Horizon Period
Component
No. 2015 2020 2025
Coverage of storm water
1 80% 100% 100%
drainage
2 Incidence of water logging Zero Zero Zero
Strategies
Infrastructure refurbishment and augmentation
Provision of stormwater drainage network
Nallah restructuring with de-silting and alignment of existing drains.
Primary Drain Rehabilitation and Improvement Program

The drains are inadequate to handle the flash floods as they are not
systematically designed and are not fully constructed in some sections. A
significant reduction in depth and width are noticed due to siltation and
encroachment of drain bunds. To alleviate these, a rehabilitation and
improvement program is recommended. The program would aim at the
following:
Improvement measures such as widening and deepening and construction of
Sidewalls
Construction of side walls to confirm to uniform cross-section in built up areas
Diversion of drains at critical sections
Construction of cross- drainage works
Conservation of Water Bodies
As discussed, conservation of water bodies is an immediate priority for Ratlam.
Though initiatives are being undertaken, a large-scale program is pertinent to
restore the water bodies to their original shape and conserve them as recharge
structures. Municipal Corporation through its initiatives have undertaken
cleaning and beautification of Barbad lake. However, other water bodies like
Amrut Sagar Lake also need similar initiative to maintain their natural beauty.
Protection of Environmental Resources
The first and foremost intervention is the protection of environmental
resources. Protection of water bodies, waterways and open spaces from further
encroachments would be carried out in a co-ordinated way.
16.3.5 Traffic and transportation

The vision of the Traffic and Transportation for Ratlam city is to achieve a
transport facility system that is integrated, hassle free, efficient and
sustainable, that would improve the traffic management. Ratlam being a
railway junction should provide efficient transportation systems in order to
capitalize on the advantage.
Sectoral Vision: Traffic and Transportation

To achieve a transport facility system that is integrated, hassle free, efficient and
sustainable
Sr. Horizon Period
Component
No. 2015 2020 2025
1 Road network as a % of total area 10% 15% 15%
2 Share of Public Transport 50% 75% 100%
Traffic Management with signal
3 100% 100% 100%
provisions
Sidewalks length to Total 50% of the 75% of the 100% of the
4
road length requirement requirement requirement
25% of the 60% of the 100% of the
5 Effective Parking policies
requirement requirement requirement
Strategies
Infrastructure refurbishment and augmentation

Construction of concrete and bitumen road with proper drainage system
Decongestion in the central business district area with removing the
encroachment and road widening
Widening of important roads in phasewise manner
Provision of parking lots with pavements on major roads
Improvement of junctions and accident prone areas
Preparation and implementation of traffic management plan
Development of bus stands on PPP basis
Provision of pickup station at Javra fatak, Sailana road and Bajna Road
Resource mobilization and cost recovery mechanism through PPP

As mentioned earlier section, the roads and transportation sector can also be
operated and maintained under PPP basis. The parking provisions can also be
encouraged through PPP basis. In order to decongest the core city regions like
Chandani Chauk , Manek Chauk and other key market regions parking
provisions are must which can be effectively implemented through private
sector participation.
Encouraging public transport system:

Currently the public transport system is in the form of para-transit mode of
transportation (in the form of auto rickshaw and tempo rickshaw). Urban local
body can introduce the bus service facility with private sector participation
along the certain routes in the city.
Monitoring and evaluation of works:
Asset management provisions for road registration, designing and
implementing system to update on regular basis with details of construction,
repairs and maintenance.
16.3.6 Urban poverty
Sectoral Vision: Urban Poverty
To uplift infrastructure in slums equivalent to the mainstream city

infrastructure with access to quality/ affordable housing.
Poverty Reduction Strategic Plan
With a significant amount of population in Ratlam living in slums, urban poverty

is a major issue confronting the area. The sectoral vision for Ratlam is To uplift
infrastructure in slums equivalent to the mainstream city infrastructure with
access to quality/ affordable housing.
The goals formulated to achieve the vision are:

All poor will have access to qualitative and affordable basic services
100 % literacy in the slum region.
Universal access to primary health care and no mortality due to by
preventable diseases
Livelihood to all urban poor
Affordable Housing
The strategy formulated for reducing poverty in Ratlam area includes:
Community empowerment
Linking livelihoods to citys economy
Development of housing through partnerships PPP
Formulation of Notification and Denotification Policy
Slum free city planning under Rajiv Awas Yogana (RAY)

Rajiv Awas Yojana (RAY) for the slum dwellers and the urban poor envisages a
Slum-free India through encouraging States/Union Territories to tackle the
problem of slums in a definitive manner. It calls for a multi-pronged approach
focusing on:
Bringing existing slums within the formal system and enabling them to avail
of the same level of basic amenities as the rest of the city;
Redressing the failures of the formal system that lie behind the creation of
slums;
Tackling the shortages of urban land and housing that keep shelter out of
reach of the urban poor and force them to resort to extra-legal solutions in a
bid to retain their sources of livelihood and employment.
Rajiv Awas Yojana will include:
o Conducting slum survey in the city
o Entry of data from slum survey into MIS data base
o Preparation of City and slum base maps using GIS- including cost of
CARTOSAT
o Latest images, spatial total station slum surveys, integration slum
MIS with GIS maps
o Engagement of consultants /technical agencies/institutions for the
preparation of detailed slum free city plan
o Carrying out biometric identification of survey of slum dwellers
o Training programmes in Slum MIS/GIS, slum mapping,
o City and slum-free state planning, project management, pro poor
reforms
De-notification of upgraded / tenured settlements and inclusion in

property tax system
Once upgraded, slums and hosing colonies must be integrated with city
property tax system.
16.3.7 Urban renewal

Ratlam City due to its importance as a regional linkage and a district
Sectoral Vision: Urban Renewal
To ensure green, safe and livable city for present and future generations.
headquarters has been attracting work force population throughout years. But
this uneven rise in emigrant population has resulted in haphazard and
unplanned growth of the City. The formation of Ratlam Development authority
would provide the much needed impetus in planned growth management of the
city. The sectoral vision for Ratlam is To ensure green, safe and livable city for
present and future generations.
Goals and Service Outcomes
The strategies to achieve the Urban renewal are enumerated below

The major commercial areas should be decongested with help of removing
the illegal parking in certain regions like Do batti area, Chandani chauk,
Haat Bazar, Mata mandir region.
Provision of parking spaces major commercial areas, formation of one
ways and alternate route system in order to reduce the traffic intensity in
market regions.
Public awareness for usage of cycle and campaigning for Cycle day at least
in twice in a month.
16.3.8 Other sectors
As part of total City Development Programme, other sectors apart from the
above mentioned core sectors have been identified and vision and strategies
have been assigned. These are as follows:
Housing
Sectoral Vision: Housing
To ensure housing for all with all amenities

Strategies
Implement building bye laws;

Implement housing schemes through Madhya Pradesh Housing Board and
also through private developers
Initiate proper monitoring of development in private and cooperate
housing societies
Sectoral Vision: Economic Development
To attain self sustainable growth and development by creating

environment friendly industrial units along with enhanced health and
educational services
Economic Development
Strategies
Encourage household industries

Create organized commercial space for retail and wholesale markets
Promote Ratlam as a Sports city for District and State Level sports
activities.
Implement Infrastructure schemes and schemes related to Urban Poor to
enhance economic prospects
Urban Governance and Institutional Development
Sectoral Vision: Urban Governance and Institutional Development
To ensure a city managed with pro-active and efficient management

systems with competent team / organization.
Strategies
Initiate and implement e-governance in first phase i.e within the year
2015.
Capacity building through training programmes to improve efficiency and
accountability in the service delivery.
Property mapping of the existing development and updation from time to
time. GIS mapping of properties for registration and assessment process.
GIS mapping of infrastructure services like water supply, Underground
sewer services after its implementation.
Urban Finance
Sectoral Vision: Urban Finance

To create self sustainable city by generating adequate revenues and adopting
modern accounting and financial management systems / practices
Sr. Horizon Period
Component
No. 2015 2020 2025
Collection efficiency of
1 80 100% 100%
property tax
2 Dependancy on Grant 50% 30% 10%
Strategies
Water tax should be stringently imposed and water charges should be

revised every 3 years in order to recover the costs incurred in provision of
services.
Survey of entire properties within the Municipal Corporation should be
undertaken
The share of municipal taxes to the total income needs to be improved.
Industrial and Economic Development
Strategies
Development of SSI sector in Ratlam

There has been reduction in the industrial development in the Ratlam region.
Hence in order to support the local and regional economy it is important to
promote the industrial development in the existing industrial areas.
The small scale industrial sectors shall be proposed in order to support the
agro based economy of the district. These developments can be proposed in
the planning unit no. 3 and 5. As Delhi-Mumbai Industrial Corridor passing
through these two sectors it will provide benefits for the development of SSI
sectors along the corridor.
Single window clearance for Industries and incentives for setting up
industries.
These will act as an catalyst for the industrial development in the region with
provision of incentives for setting up of industries.
Cluster development for Food processing at the Sajjan Mill area.
Sajjan Mill region can be converted into the cluster development for food
processing unit. It is nearer to the APMC market can provide relavant
industrial growth for agro base sector of Ratlam. Total cluster development
area can of 10 Ha with establishment of Common Facility Centres (CFCs).
Redevelopment old unutilised buildings and offices to develop commercial
spaces on PPP basis.
Rehabilitation of shops removed in Encroachment at Amrut Sagar, Barbad
Lake, Salakheda and Chamaria Naka.
Commercial regions for informal sectors can be allotted around the public
spots like lakes and Bazars. As per stakeholders recommendations during the
workshops the commercial shops can be provided at Amrut Sagar and Barbad
Lake, Salakheda and Chamaria Naka coverig the entire peripheri of the region.
17 Investment Prioritization Plan
The capital investment plan has been designed for next 30 years but projects
have been prioritized for the next 15 years and accordingly the financial
operating plan has been prepared in order to sustain the capital investment
occurred during the period.
17.1 Basis for project identification
Capital projects have been identified on the basis of:

Situation analysis of each sector of physical and social infrastructure
Demand supply gap assessment with undergoing projects consideration
Stakeholders suggestions through workshops and group discussions.
The demand assessment has been done to identify the requirements with the
projected population till the year 2040. Accordingly the capital investment plan
for next 15 years with project prioritization has been provided with the financial
operating plan which has been provided in the next chapter. For physical and
social infrastructure sectors, the projects have been identified on rationale of
infrastructure augmentation and refurbishment.
While preparing the capital investment plan, in order to avoid repetition,

current ongoing projects has been considered in project identification.
The stakeholders workshops and focus group discussions have been conducted
at different stages of the CDP process. Stakeholder provided their suggestion
and accordingly projects have been incorporated in the City Development Plan.
Stakeholders suggested that the project identification should be such that it
will provide the inclusive development with focus on the urban poor.
17.2 Capital investment plan sector specific projects
17.2.1 Water supply project identification and capital investment
Projects identified
Following projects have been identified to strengthen the existing water supply
system:
Implementation of proposed water supply scheme under UIDSSMT:
It includes the construction of water treatment plant with overall capacity of
60.5 MLD. It has been provided into two phases of 15 years with 24.5 MLD in
the first phase till 2025 and 36 MLD in the second phase to cater the demand
till the year 2040.
Provision of sump-wells, transmission mains and pumping mains at source

and transmission level of water treatment plant to the overhead tanks.
Provision of water distribution lines to provide the 100% network coverage.
Provision of water meters in order to estimate the non-revenue water.
Energy auditing and utility mapping with help of GIS tool.
Capital investment required for water supply
Following table provides the information on the capital investment required for
water supply sector of Ratlam.
Table 17-1: Capital Investment required for water supply Rs. In Lakhs
Estimated Estimated
Sr.
Project list Cost Cost for
No
for 2025 2040
Construction of WTP of 24.5 MLD for 2025 before
2015 for 1st Phase (Under construction in UIDSSMT
1 scheme) 3265.10 Lakhs 0.00 0.00
Provision of WTP of 36 MLD for 2040 after 2025-
2 2026 and before 2030 for 2nd phase 0.00 900.00
Provision of raw water pumping main of 800mm dia
of 13km form Source to WTP during 2025-2030 for
3 2nd phase 0.00 1880.00
Provision of clear water pumping main of 800mm dia
of 8km form WTP to Ratlam city during 2025-2030
4 for 2nd phase 0.00 1157.00
provision of water distribution lines of 363 km during
5 2011-2015 for 100% coverage 13090.00 13090.00
6 2016-2020 830.00 830.00
7 2021-25 858.00 858.00
8 2026-2030 0.00 915.00
9 2031-2035 0.00 944.00
10 2036-2040 0.00 1001.00
11 provision of 54081 nos of meters during 2011-2015 811.22 811.22
energy auditing of pumps at regular interval ( 5
17 years) 28.00 58.00
18 utility mapping using GIS 40.09 49.59
Total for Water Supply Works 15775.27 22811.61
Source: Analysis from the consultants
17.2.2 Waste water services project identification and capital

investment
Projects identified
The following projects have been identified for waste water services in Ratlam.
Comprehensive underground sewer service which will consist of
In order to facilitate sewer services, entire city can be divided into two zones
taking into consideration of topography and railway line passing through the
city. Provision of two sewage treatment plants with capacity of 32 MLD and 12
MLD respectively in order to cater demand till the year 2040. In order to
facilitate sewer services, entire city can be divided into two zones taking into
consideration of topography and railway line passing through the city.
Provision of underground sewer network in order to provide the household
level sewer connection
Utility mapping using GIS
Purchasing sullage lorry
Rehabilitation and development of existing community toilets
Provision of community toilets at Sheranipura ward no.36 (six no.) ward
no.29, Bhaktan ki Bawdi, Manek Chowk, Sabji mandi etc
65 Nos. of community toilets estimated for other slum areas.
Capital investment required for waste water service
waste water sector of Ratlam.
Table 17-2: Capital Investment required for waste water services
Sr. Estimated Cost Estimated
Project list
No, for 2025 Cost for 2040
Construction of STP of 32 MLD for zone-1
1 before 2015-16 for the year 2040. 2560.00 2560.00
construction of STP of 12 MLD for zone-2
2 before 2015-16 for the year 2040 960.00 960.00
provision of sewerage network of 345km with
3 80% coverage during 2010-2015 13310.00 13310.00
provision of sewerage network of 24.5 km to
4 achieve 100% during 2016-2020 861.00 861.00
5 achieve 100% during 2021-2025 910.00 910.00
6 achieve 100% during 2026-2030 0.00 935.00
7 achieve 100% during 2031-35 0.00 1000.00
8 achieve 100% during 2036-2040 0.00 1033.00
9 purchasing sullage lorry for waste collection 10.00 10.00
10 utility mapping using GIS 39.55 48.15
Total for Sewerage Schemes 18650.55 21627.15
17.2.3 Storm water drainage project identification and capital

investment
Projects identified
Ratlam Municipal Corporation has already prepared the DPR for upgradations
of nallah with channelization with cement concrete lining.
Apart from nallah upgradation, provision of drainage network has been
incorporated for priority actions in the city investment plan.
There has been proposal for Provision of storm water drainage network across
the city in order to provided proper drainage network as well as to avoid
water logging in the flood prone areas
Capital investment required for storm water service
Following table provides the information on the capital investment required

for storm water sector of Ratlam.
Table 17-3: Capital Investment required for storm water services
Estimated Estimated
Sr.
No,
for 2025 2040
provision of storm water drainage of 527 km
1 throughout the city during 2011-2015 10010.00 10010.00
provision of 37 km storm water drainage during
2 2016-2020 742.00 742.00
3 2021-25 783.00 783.00
4 2026-30 0.00 823.00
5 2031-35 0.00 863.00
6 2036-40 0.00 904.00
channelizing the nallah of 6 km and surface drains of
7 14 kms 2030.00 2030.00
Total for Stormwater Drainage Schemes 13565.00 16155.00
17.2.4 Solid waste management project identification and capital

investment
Projects identified
Ratlam Municipal Corporation is in process to implement the Municipal Solid

Waste Handling (MSW) Rules, 2000 through public private partnership basis.
Feasibility study has been completed with technical assistance from the
consultants, with concession period of seven years. However, there has been
limited land availability for scientific disposal of waste which has design
capacity of 7 years only. Hence there is requirement of identification of land for

dumping of waste after the period of seven years.
Following projects have been identified under municipal solid waste
management of Ratlam:
Implementation of integrated solid waste management project on PPP basis
for with duration of seven years
Provision of scientific disposal and treatment facility with capacity of 90 MTD
for the year 2040
Provision of equipments for handling of solid waste like, push carts, wheely
bins, refuse compactor, dumper placer and containers of different sizes.
The entire Municipal Solid Waste Management system of Ratlam Municipal
Corporation has been proposed under Public Private Partnership in order to
achieve the significant private sector participation. Total solid waste
management capital investment plan is Rs.4241.28 lakhs for the period upto
2040. While on priority basis till the year 2025, the capital investment plan
has been estimated of 3929.26 Lakhs. All these cost can be pooled from
private sector participation in the form of PPP.
Capital investment required for Municipal Solid Waste

management
Following table provides the information on the capital investment required

for solid waste management of Ratlam.
Table 17-4: Capital Investment required for Municipal Solid Waste management
Estimated Estimated
Sr.
No,
for 2025 2040
Integrated solid waste management project on PPP
1 0.00 0.00
basis for consession period of 7 years
provision of scientific disposal and treatment facility
2 3600.00 3600.00
for 90MTD waste for 2040
3 provision of 217 nos of push carts between 2011-15 26.04 26.04
provision of refuse compactor wheely bins of 1100
9 16.50 16.50
litres 110 nos 2015-16
10 1.50 1.50
litres 10 nos till 2020-21
11 1.50 1.50
12 0.00 2.25
13 0.00 2.25
Estimated Estimated
Sr.
No,
for 2025 2040
14 0.00 3.00
15 13.00 13.00
litres with 130 nos till 2015-16
16 1.00 1.00
17 1.00 1.00
18 0.00 1.50
19 0.00 1.50
20 0.00 2.00
provision of 4.5 m3 dumper placer container for bulk
21 6.80 6.80
storage 8 nos till 2015
22 0.85 0.85
storage 1 nos till 2025-26
23 0.00 1.70
24 0.00 1.70
provision of construction and demolition of waste
25 storage container with capacity of 7.5 m3 of 2 nos 2.60 2.60
by 2015-16
provision of construction and demolition of waste
26 storage container with capacity of 7.5 m3 of one nos 1.30 1.30
by 2025-26
provision of protective gears 1034 nos once in 2
27 253.33 542.85
years
Total for Solid Waste Management Schemes 3929.26 4241.28
17.2.5 Roads and transportation project identification and capital

investment
Projects identified
Ratlam Municipal Corporation has proposed the development of bus terminus of

Mhau-Nimach road on PPP basis. The feasibility study with commercial activities
has been done by Ratlam Municipal Corporation under the guidance of Urban
Administration and Development Department.
Following projects have been identified under roads and transportation for
Ratlam.
Road widening in the major commercial regions like Chandani Chauk and
Manek Chauk.
Construction of new roads through out the city
Relaying of existing and proposed constructed roads at regular interval

Development of bus terminus at Mhau-Nimach Road on PPP basis.
Provision of pick up station at Jawra Fatak, Sailana Over Bridge, Forest office
(Bajna Road)
Provision of parking spaces on PPP basis at ward no.49 and ward no.40
Capital investment required for roads and transportation
roads and transportation of Ratlam.
Table 17-5: Capital Investment required for Roads and transportation
Sr Estimated Estimate
N Project list Cost d Cost
o for 2025 for 2040
1 construction of new roads of 208 km till 2015-16 6240.00 6240.00
2 construction of new roads of 29 km between 2016 to 2020 870.00 870.00
relaying of existing roads ( considering 50% roads are cc
7 roads) of 99 km length till 2015-16 396.00 396.00
8 relaying of existing roads of 217 km length till 2020-21 868.00 868.00
13 road widening in central commercial regions 100.00 100.00
14 provision of parking spaces on PPP basis 40.00 40.00
construction of bust stand on Mhau-Nimach road on PPP
15 basis 50.00 50.00
provision of pick up station at Jawra Fatak, Sailana Over
16 bridge, Forest office (Bajna Road) 10.00 10.00
16646.0
Total for Roads & Transportation Facilities 10436.00 0
17.2.6 Street lighting: project identification and capital investment

Ratlam Municipal Corporation has taken initiative for the use of energy efficient
street light activities by implementing energy savers in Kalika Mata Garden.
However, the situation analysis indicates that there is need for the
improvement in the street light coverage with replacement taken into
consideration.
Projects identified
Following projects have been identified under street lighting

Replacement of existing lights with energy saving lights
Provision of additional street lights to cover entire streets and proposed

streets in the future.
Capital investment required for street lighting
street lighting of Ratlam.
Table 17-6: Capital Investment required for street lighting
Estimated Estimated
Sr.
No
for 2025 2040
replacing of existing tube lights with 6570 nos energy
1 saving lights (28W T5 Lamps) by 2015-16 78.84 78.84
provision of additional energy efficient street lights
2 6244 nos by 2015-16 74.93 74.93
3 957 nos by 2020-21 11.48 11.48
4 1008 nos by 2025-26 12.10 12.10
5 1059 nos by 2030-31 0.00 12.71
6 1110 nos by 2035-36 0.00 13.32
7 1161 nos by 2040-41 0.00 13.93
Total for Street Lights 177.35 217.31
17.2.7 Industries & Economic development: project identification

and capital investment
Being the major industrial region of the western Madhya Pradesh, Ratlam
region has been contributing significantly in the regional and state economy.
But due to lack of infrastructure and pollution concerns the industrial growth
has been reduced drastically which is leading to the unemployment and
economical loss for the region. Hence in order to rejuvenate the industrial
growth of the region there is need to provide boost for industrial development
in the form of policy framework and industrial sector development in the form
of agro base industries or small scale industries. There is need to identify the
incentives and policies of state and centre level in order to tap grants and
incentives for industrial development.
Projects identified
Following projects have been identified under Industries:

Development of SSI sector in Ratlam to rejuvenate industrial development of
the region.
Single window clearance for Industries and incentives for setting up industries.
Cluster development for Food processing and to support the agro base
economy of the region.
Redevelopment of Sajjan mill area with proper plotting and commercial

activities within the region.
Redevelopment old unutilised buildings and offices to develop commercial
spaces on PPP basis
Table 17-7: Capital Investment required for industries and economic development
Estimated Estimated
Sr.
No
for 2025 2040
Preparation of Vision document and policy level
strategies for development of Industrial sector in
1 Ratlam 20.00 20.00
Redevelopment of Sajjan mill area (preparation of
Plan and layout of the proposed plotting for sale of
2 land) 20.00 20.00
Identification of municipal assests (buildings) which
3 can be reused and developed under PPP 5.00 5.00
Total for Industries and Economic Development 45.00 45.00
17.2.8 Socio-economic infrastructure: project identification and

capital investment
For socioeconomic sector, there have been fewer provisions for the citizens
under the Ratlam Municipal Corporation. There is need to have the community
participation for socio-economic sector in order to achieve the inclusive growth
of the sector.
Projects identified
Following projects have been identified under socio-economic infrastructure:

Provision of gasified crematorium at burial ground
Provision of the new slaughter house
Construction of community halls and recreation parks on PPP basis
Development of vegetable market at Manek Chauk at PPP basis
Development of Amrut sagar and Barbad Lake on PPP basis
Redevelopment of Library (can be taken of PPP basis)
Provision of shelter home for women. (one of the unutilized municipal asset
or government building can be developed as shelter home for women)
Ward wise samanvay kendra for decentralisation of Nigam works and
convenience of citizens.
Capital investment required for socio-economic

infrastructure
socio-economic infrastructure of Ratlam.
Table 17-8: Capital Investment required for socio-economic infrastructure

Estimated Estimated
Sr.
No
for 2025 2040
creating 100 bed capacity hospital through PPP after
1 2030-31 0.00 100.00
2 creating community halls one nos by 2025-26 15.00 15.00
3 creating community halls 4 nos between 2030 to 2040 0.00 60.00
creating gasifier crematorium in one of the burial
4 ground by 2015-16 50.00 50.00
5 creating one new slaughter house 100.00 100.00
construction of two recreation parks for RMC on PPP
6 basis 100.00 100.00
Development of vegetable market at Manek Chauk on
7 PPP basis 50.00 50.00
8 Redevelopment of Library on PPP basis 15.00 15.00
Provision of shelter home for women. (one of the
unutilized municipal asset or government building can
9 be developed as shelter home for women) 15.00 15.00
Ward wise samanvay kendra for decentralisation of
10 Nigam works and convenience of citizens. 25.00 25.00
Total for Socio-Economic Infrastructure 370.00 530.00
17.2.9 Environment protection: project identification and capital

investment
Projects identified
Following projects have been identified under socio-economic infrastructure:

Removing encroachment from nallahs and planting trees on sides of nallahs.
Afforestation and planting of trees on road side, public plots.
Development of Public gardens, playgrounds etc. (can be taken on PPP)
Lake development and beautification
Table 17-9: Capital Investment required for Environment protection
Estimated Estimated
Sr.
No
for 2025 2040
1 Development of Amrut Sagar Lake on PPP basis 1400.00 1400.00
2 Development of Barbad lake on PPP 371.50 371.50
Tree plantation on sides of nallah, road side and public
3 plots (two lakhs per annum) 30.00 30.00
Development of public gardens (can be taken on PPP)
4 Kalika mata garden and amrut sagar garden 20.00 20.00
Total for Environment protection and management 1821.50 1821.50
17.2.10 Heritage conservation and protection: project identification

and capital investment
There have been unidentified and neglected heritage sites within the Ratlam
city area which need to be listed for heritage conservation in order to restore
the heritage richness of the city. There is need for detailed project report for
identification of heritage sites and action plan for the same.
Projects identified
Following projects have been identified under Heritage conservation and

protection:
Preparation of Detailed project report (DPR) for identification of buildings with
historical and heritage importance and preparation of action plan for the
conservation, protection and renovation of the same.
Table 17-10: Capital Investment required for heritage conservation and projection
Estimated Estimated
Sr.
No
for 2025 2040
Preparation of Detailed project report (DPR) for
identification of buildings with historical and heritage
importance and preparation of action plan for the
1 conservation, protection and renovation of the same 20.00 20.00
Total for Urban Heritage 20.00 20.00
17.2.11 Urban Poor: Project identification and capital investment

Projects identified
Ratlam Municipal Corporation has conducted biometric survey and projects

have been identified with the support from Project Utthan under Madhya
Pradesh Urban Service for Poor programme.
However in order to cover the entire slum areas under the municipal
corporation jurisdiction, the urban local body can implement the Rajiv Awas
Yogana for urban poor in Ratlam. As mentioned in the sectoral analysis, the
IHSDP report of RMC has been rejected by state government due to lack of
data and other applicable issues in the report. In order to provide the services
at micro level and to assess the funds as well as technical assistance from
central and state government Rajiv Awas Yogana (RAY) for slum free city
planning will be constructive approach for urban local body.
Following projects have been proposed under urban poor sector of Ratlam:
Rajiv Awas Yogana for Slum Free City Planning
Provision of community toilets at wards no.39, ward no.1 and Chandani Chauk
region. (As per stakeholders requirement)
Provision of 65 nos. of community toilets in the slum regions (estimated under
slum analysis)
Capital investment required for Urban Poor
urban poor of Ratlam.
Table 17-11: Capital Investment required for Urban Poor
Estimated Estimated
Sr.
No
for 2025 2040
1 slum free city planning like Rajiv Awas Yogna etc 6070.80 6070.80
provision of public toilets public toiltes at chandani
chauk (1 nos), sherani pura slum area (6 nos), ward
no.39 Dalu moti bazar (1 nos), Ward no.29 Bhaktan ki
2 Bawdi (1 nos), 9.00 9.00
3 provision of community toilets in slum regions (65 nos) 65.00 65.00
Total for Service to Urban poor 6144.80 6144.80
17.2.12 Urban Governance and institutional development: Project

identification and capital investment
Projects identified
Ratlam Municipal Corporation has begun the implementation of double entry

accounting system with the technical assistance from the state government.
Following projects have been proposed under urban governance sector of

Ratlam:
E-governance with the development of new Website of Ratlam Municipal
Corporation which will provide the online tax payment for properties and
services.
Property tax reforms with GIS mapping of properties
Training and capacity building of employees for effective execution of reforms
and efficiency in the service provision.
Capital investment required for urban governace and

institutional development
urban governance and institutional development of Ratlam.
Table 17-12: Investment required for urban governance, institutional development

Estimated Estimated
Sr.
No
for 2025 2040
municipal corporation website with E-governance with
online tendering, tax payment, grievance redressal
1 system etc. 10.00 10.00
2 GIS mapping of properties 50.00 50.00
3 training and capacity building of employees 15.00 15.00
Total for urban governance and institutional
development 75.00 75.00
17.3 Capital investment plan Location and ward specific

projects
17.3.1 Projects identified

Following projects have been identified which needs to be taken on priority
basis
Ward 27: Provision of Public toilets in Slums

Ward 14: Redevelopment of Sajjan mill area
Ward 14: Rehabilitation of old nallahs
Ward 14: Modernisation of Sabji mandi on PPP
Ward 04: Removing encroachment from Nallah
Ward 1 to 10: Chanelisation of nallah to curb water logging
Ward 06: Community toilets for women
Ward 40: Modernisation of Sabji Mandi on PPP basis
Ward 40: Rehabilitation of drains to stop water looging near Jain samaj and
Masjid
Ward 49: Provision of parking facilities and community toilets at Dr.
Devisingh Ki Galli.
Ward 09: provision of water supply distribution network
Ward 09: Provision of drainage system to avoid water logging
The costing for the projects identified above has been included in each of the
sector respectively.
17.4 Projects prioritization for Ratlam City Development

Plan
After analyzing the demand assessment for the next 30 years for all the
sectors, i.e. physical and social infrastructure project identification has been
made for each sector. However after having situation analysis of the city and
further discussion with stakeholders projects prioritization has been done for
Ratlam City Development Plan.
Following table provides the priority listing of the projects in accordance with
the sectors.
Table 17-13: Prioritized City Investment for Ratlam
Investment
Sr.No. Sector wise investment for first phase without inflation
in Rs.lakh
1 water supply 15775.26
2 sewer services 18650.55
3 storm water drainage 13565
4 solid waste management 3929.26
5 roads and transportation 104.36
6 street lights 177.35
7 Industries and economic development 45.00
8 Socio-Economic Infrastructure 370
9 Environment Protection and Management 1821.50
10 Urban Heritage 20.00
11 services to urban poor 6144.80
12 Urban Governance and institutional development 75.00
Total 71009.72
The water supply sector has been given Figure 17-1 : Capital Investment Rs.in Lakhs
the top most priority in order to achieve
Investment in Rs.lakh
the source augmentation and provide
100% household coverage to the citizens Services to urban
Environment
of Ratlam. Municipal Solid Waste has
poor
Protection, 9%
Management
been prioritized followed by the water 3% Water supply
22%
supply sector in such away that Ratlam Socio-Economic
Infrastructure
municipal corporation will follow the 1%
environmental compliance enacted with

Roads &
MSW handling rules,2000 with Door to transportation
15%
Door collection, transportation,
treatment and scientific disposal of
municipal solid waste. Followed by Solid waste
Municipal Solid Waste sector, the urban

management
6%
poor sector in Ratlam have to identified

with number of slums and households in sewer services
Storm water
order to eradicate the urban poverty drainage 25%
19%
within the city and also it is very
necessary to step forward efforts in order Source: Analysis from the consultants
to restrict the further slum formation in the city may be because of immigration or
lack of economic development within the city. The underground sewer and drainage
services can be followed after urban poor sector, which may require high capital
investments but required to be implementation subsequently in order to achieve
proper sanitation services for the city. After following the physical infrastructure
prioritization of social infrastructure can be given in terms of provision for
recreational spaces, lake development etc. At last but not the least the institutional
strengthening and capacity building is very important aspects in terms of
recruitment of skilled staff and training to the existing employees in order to
improve the efficiency in service delivery.
17.5 Projects under public private partnership
Publicprivate partnership (PPP) describes a government service which is

funded and operated through a partnership of government and one or more
private sector companies.
Advantages of public private partnership:
The private sector is responsible for carrying out or operating the project and
takes on a substantial portion of the associated project risks
During the operational life of the project the public sectors role is to monitor
the performance of the private partner and enforce the terms of the contract
The private sectors costs may be recovered in whole or in part from charges
related to the use of the services provided by the project, and may be
recovered through payments from the public sector
Public sector payments are based on performance standards set out in the
contract
Often the private sector will contribute the majority of the projects capital
costs, although this is not always the case
Following projects are under proposal by Ratlam Municipal Corporation under

technical assistance from Urban Administration and Development Department.
Integrated Solid Waste Management for Ratlam
Development of bus terminus at Mhau-Nimach Road
Projects identified
Apart from the above projects, following projects of the Capital investment plan
have been proposed under public private partnership.
Table 17-14: Prioritized projects under PPP
Sr. ESTIMATED
TYPE OF PROJECT UNDER PPP
No COST RS.LAKHS
1 Total for Solid Waste Management Schemes 4241.28
2 provision of parking spaces on PPP basis 40.00
3 construction of bust stand on Mhau-Nimach road on PPP basis 50.00
4 construction of two recreation parks for RMC on PPP basis 100.00
Development of vegetable market at Manek Chauk on PPP
5 50.00
basis
6 Redevelopment of Library on PPP basis 15.00
7 Development of Amrut Sagar Lake on PPP basis 1400.00
8 Development of Barbad lake on PPP 371.50
Development of public gardens (can be taken on PPP)
9 20.00
Kalika mata garden and Amrut Sagar garden
Total under Public Private Partnership 6287.78
PPP projects for the implementation period (2010-2025) 5975.76
18 Reforms and resource mobilization
18.1 Overview
Urban reforms are the main focus of good governance and service delivery to
the inhabitants of the urban area. Several initiatives and reforms have been
taken up at the national level and state level. These reforms need to be
replicated and implemented by the ULBs completely in a time bound manner.
Under the Urban Local Bodies level, reforms viz., E-Governance, shift to Accrual
based double entry accounting, property tax reforms should be proposed to be
achieved by 2015. The 100% cost recovery for water supply and solid waste
services have been proposed to achieved in the year 2020-21. Internal
earmarking of funds for services to Urban Poor and provision of Basic services
to urban poor should be planned to be achieved in the year 2021. Public Private
Partnership should be encouraged through outsourcing in solid waste
management, street light maintenance, STP maintenance and hiring of
vehicles. Few of the suggested reforms have been implemented to some extent
though at the ULB level further refinement and qualitative implementation
needs to be carried out.
Implementation of Reforms is critical for achieving self sustainability for the
ULB and hence mandatory and optional reforms need to be implemented in a
phased manner within the scheme period. Some of the reform initiatives are
already underway in the ULB with assistance from the State Government. The
present status of the reforms is elaborated in this chapter.
18.2 Reforms and measures for Ratlam Municipal

Corporation
Financial and Accounting Reforms
Institutional reforms
E-Governance in Urban Local Bodies.
Reforms in physical infrastructure
Financial Reforms:
As a part of financial reforms, tax mobilization reforms in tax and non tax
collection needs to be taken up for improving the financial position of the
Corporation. The reform process of tax collection should be comprehensive and
should focus on structural and systematic changes so that the increase in
efficiency is sustained. This is vital for achieving self-sufficiency and improving
its financial health to make it possible for the ULB to undertake various projects
for the welfare of the people.
The revenue department of Ratlam Municipal Corporation is responsible for

collection of various taxes and charges from its citizens including raising the
demand for key revenue items like property tax, Integrated tax, Development
charges, water charges etc., There is only one permanent sub-inspector heads
the revenue department and is supported by bill collectors who are temporary
workers.
There is need to maintain proper record of arrears for the other taxes like
integrated tax, which all the properties levied, combine onwards street lighting,
fire fighting and sanitation.
From the financial analysis, the Ratlam Municipal Taxes account for only 20%
of the total income of KMC for the year 2008-09. This is attributed to the non-
assessment of all the properties in the Municipal Corporation area, non
imposition of taxes for the services and poor service delivery.
Figure 18-1: A possible approach for the reform process can be as follows
18.3 Property tax reforms

Present Status:
Property taxes are one of the important sources of revenue for Ratlam
Municipal Corporation which accounting for more than 52% of the total
municipal tax income.
Presently there is no computerization of property records.
Ratlam Municipal Corporation will require the assistance of State
Government agencies in GIS based property mapping, migration to self
assessment of property tax.
Proper implementation of reforms is a pre-requisite for healthy revenue

generation. Healthy growth in number of assessments, updated tax demand,
periodic revisions and high collection efficiency is important for strong growth
in property tax collection.
Hence the following reforms have been suggested to bring about improvement
in property tax collection.
Table 18-1: Suggested Property taxes Reforms
MandatoryImplementationofRevisionofPropertyTaxonceineveryfiveyearsisrequired.
Digitization of the property maps through GIS to identify unassessed and under assessed
propertiesisrequired.
GIS based mapping system is advisable for each property identified on GIS (Whether it is
residential,commercialorindustrial).
The above database can be crossed checked with the data from various governmental
authorities/sources such as Income Tax, Profession Tax, and Mandatory Implementation of
RevisionofPropertyTaxonceineveryfiveyearsisrequired.
Computerization of records of encroached properties, action taken, list of encroachers
throughMISwouldenablelinkingthesamewithGIS.
Making the payment of property tax more convenient for the assessees through the use of
variousalternativemodescanbeexploredthroughadecentralizedapproachsuchas:
1.Throughbanks
2.ThroughPostOffices,Busterminus,Kioskset.
3.Throughonlinepaymentthroughusinginternet.
4.ThroughECS/EFT
Usingspecialschemesandincentivestoencouragepeopletomakethepaymentofproperty
taxbeforethelapseoftheduedatecanbeconsidered.Rebatescanbeofferedforadvance
paymentofpropertytaxes.
TheCorporationcandomoreinitiativestoincreasethenumberofselfassessedtaxpayersby
creating well awareness among the people themselves about the social responsibility of
payingtaxintime.
Collectionofarrearsthroughinnovativemeanssuchascommunityparticipationandfasttrack
litigation methods need to be attempted. Law enforcement powers should be given to the
Corporationtocompelpaymentoftaxesandotherchargesleviedbythem.
ImproveenforcementagainstdefaultersbymodifyingbyelawswithadequaterecoursetoULB
withinthecurrentframeworkforenforcingdisconnectionsondefaulters.
PSP involvement in computerization, billing, collections and survey of properties can be
explored.
Rewardingcollectioneffortsoftheemployeestoencouragemoreaggressivecollection.
List of consistent major defaulters can be published in the notice board of the Corporation
office.Thiscanberesortedinthecaseofextremedefault.
Suitable legislation at state level to ensure that in the case of disputed property tax the
assesseeshouldfirstpaythetaxunderprotestandthencantakethenecessarylegalrecourse
asdoneincustoms/excisedutiescanbeconsidered.
Considering the future expansion of the Corporation and its properties the possibility of
introducingadditionalcollectioncenterstoenablethecitizenstopaythetaxescanbelooked
into.
Latepaymentofpropertytaxafterthegraceperiodcanbepenalizedwithnominalchargesas
beingdoneinthecaseofinsurancepaymentsetc.
18.4 Accounting Reforms

The accounts section is responsible for maintenance of all income and
expenditure statements, payment, preparation and implementation of budget.
However the system of accounting is into process of converting into double

entry accounting system since the one. Presently ULB have only one computer
for the accounts department.
Table 18-2: Suggested Accounting Reforms
There is need for the ULB to update it accounts to the latest year to provide a complete,
updateddetailsonthefinancialhealthoftheULB.Henceaccountsneedstobefinalizedwithin
theyearitselfinsteadofayearlaterasseencurrently.ThiswouldenabletheULBtoidentify
the revenue gaps, financial commitments and costs of various services and take remedial
measurestoregainitsfinancialhealth.
AsapartofalargeraccountingreformprocessattheStatelevel,itissuggestedthattheULB
canincludedisclosuresinitsAnnualAccountsandotherpublisheddocumentsdetailsoncost
recovery of essential services through direct user charges, indirect taxes and
Environmentalstatusreport.
Abovesuggestedinformationcanbemadeavailabletothepublicthroughvariouschannelsin
simple effective language to facilitate substantial/full recovery of O&M costs of the various
essential services such as Water Supply, Solid Waste Management, etc. e.g. Details on the
website, distribution of pamphlets, Involving S.H.Gs/NGOs/Woman Groups for spreading
awareness,Publicannouncementsetc.
The awareness creation at various levels will increase the willingness to pay actions of the
citizensofthearea.
TheauditedannualaccountscancontainULBDiscussionandAnalysisReport(UDAR)providing
a holistic view on the financial health, quality of service level rendered, initiatives
taken/proposedbytheULBtoimprovethecity,areasofconcern,targetsandactionplanto
achievethesameetc.ThisreportalongwiththeUrbanPerformanceindicatorscanprovidea
qualitative edge to the accounting and financial reporting system that can go a long way
towardsachievinghighlevelstransparency,accountabilityandeasyandsmootherfacilitation
of the reform process required. Thus the support from the stake holders of the city would
becomeeasieriftheawarenessiscreatedwiththesequalitativereportsbeingpreparedand
sharedwiththekeystakeholdersofthecity.
18.5 Institutional Reforms

The Institutional reforms suggested for Ratlam Municipal Corporation can be
broadly divided into the following heads:
Training and Capacity Building for administrative staff and elected officials
Private Sector Participation
Consumer grievance
User charges
E-Governance
18.5.1 Training and Capacity Building for administrative staff and

elected officials:
There is need to provide training for administrative as well as elected member
in the fields of HRD training, computer training imparting the all the clerks,
accounting training, and other training areas of solid waste management, water
supply and sanitation particularly for technical areas. The state government
should provide the necessary support in order to bring the capacity building for
the Ratlam Municipal Corporation.
It is recommended that the periodicity of the training shall be coupled with
more qualitative in-depth focus on the type of training offered. This would
result in increased awareness among the administrative staff on various issues
there by enhancing their productivity and creating awareness about their
responsibility towards the public. For both elected and administrative members
educational and awareness tours can be organized to understand the best
practices in various services of other ULBs.
18.5.2 Consumer Grievance Redressal System (CGRS):

The consumer grievance redressal system process assists the urban local
bodies in improving their services in the following manner:
Citizens municipal Corporation:
Consumers/ citizens voice their grievances and thus provide valuable feedback
to municipal Corporation regarding the quality of services delivered.
Municipal Corporation citizens:
Besides addressing the complaints, the feedback given by consumer/ citizens
helps the municipal bodies to analyze the quality of their services and become
aware of any deficiency in their services. This helps in improving the efficiency,
accountability, responsiveness and transparency of municipal Corporation. All
this will lead to improved service quality.
Figure 18-2: Benefits of consumer grievance redressal system
Source: Framework for effective consumer grievance redressal system, MOUD, GOI
18.5.3 Private sector participation:

Private Sector Participation in infrastructure projects and Civic services can be
actively pursued in Ratlam. The objectives for initiation of PSP in Infrastructure
projects / Civic Services are:
To reduce government grant funding for infrastructure projects
To reduce the burden on the ULB to undertake large infrastructure projects
To increase coverage of services in areas of water supply, sewerage and

solid waste management
To hasten the development of the region
To improve efficiency of operations
Some of the sectors which can be considered for Private Sector Participation
are:
1. Solid Waste Management
2. Water Supply Scheme
3. Sewage Treatment Plant
4. Housing for poor
5. Public Transport Initiation Project
6. Vocational Training Institutes
Table 18-3:Areas of Privatization

Options for Private Sector Participant to invest in Solid Waste Management
Project in Ratlam are:
Production of manure from waste
Conversion of biogas plant into waste to energy plant when the solid
waste generation reaches 100tonnes/ day in future.
Water Supply Scheme
In India, Private Sector Participation in water supply schemes has not taken off
fully. However, Private Sector Participation for distribution and Operation and
Maintenance can be considered in future.
Private sector Participation in service delivery, collection of bill (participation
can be in the form of performance contracting.)
Sewage Treatment Plant
Private Sector Participant can be invited to setup treatment plant for
generating bio-energy and bio fertilizer. PSP in Sewage Treatment can be
taken up actively in Ratlam.
Housing for poor
Dharavi model for providing housing for poor can be considered under PSP.
Under this model, land occupied by slum dwellers will be developed for
residential, commercial and recreational purposes and the occupants will be
provided alternate housing if the developer is provided additional FSI.
Transportation
Projects on BOT basis can be considered in areas of Para transit system,
construction of ROBs, construction and management of pay and park parking
lots.
18.5.4 User Charges

There is a need to introduce in phases User Charges for various infrastructure
amenities provided by the Corporation. Cross subsidization of tariff, Innovative
product structuring and community participation are some of the measures
which could be explored to provide services for the urban poor.
Currently only property tax is the only direct income for Ratlam municipal
Corporation. The water tax is collected only from the bulk supply through
tankers to several parts of the city. For implementing the new project there will
be necessary to revise the user charges for the respective services, in order to
sustain and maintain the operation of the services.
In the light of the above limitations, the ULB needs to explore the option of
introducing user charges in other areas too. For the proposed UGD collection of
user charges for meeting O & M expenses becomes imperative. Some of the
suggested areas are user charges from commercial entities and institutions for
solid waste management to be extended to residential areas in phases after
proper awareness is created at all levels.
18.5.5 E-governance:
E-governance is the application of information & communication technologies to
transform the efficiency, effectiveness, transparency and accountability of
informational & transactional exchanges with in government, between govt. &
govt. agencies of National, State, Municipal & Local levels, citizen & businesses,
and to empower citizens through access & use of information.
At ULB level, an e-governance shall serve the following three basic
requirements in a user friendly manner
Information to the office bearers for their effective discharges of their duties,
safeguard the assets of the Corporation and for future planning and
development of their city.
Information to councilors to do effective service delivery to their constituents.
Information to public to pay their duty, update the information on assessment
and to get the right services of the ULB in time.
Present Status:
Unlike other municipal corporations of Bhopal, Gwalior and Indore, Ratlam
municipal corporation doest not have its website for the provision of the
information and e-governance services to the citizens.
Figure 18-3: Possible approach of the Reforms for the User charges.
18.6 Reform Action Plan

The broad area of reforms along with the action plan is presented below:
Table 18-4 Reforms and action plans
Property Tax Reforms
Very low. Ratio of arrears
Present property tax
collection to current year
structure to be reviewed
demand collection is very high
Collection Efficiency and stringent measures for
consistently. Also only 19% of
tax recovery to be
the registered properties are
implemented.
liable to pay tax.
Survey to be carried out to
Survey of properties not carried
bring all the properties in
Survey of Properties out by the Municipal
Ratlam under tax
Corporation.
assessment.
Computerisation of State Govt. can assist in
Computerisation of property tax
Records for Property Tax computerisation of
records yet to be done.
management records.
State Govt. assistance
GIS based property
Yet to be implemented. required to implement it
mapping
across municipal councils.
Service Provision and User charges

Water supply system and
54% of properties covered.
Water Supply Service network to be provided to
Cost recovery is only 69%.
all properties Ratlam.
Sewerage Treatment Sewer network covering all
No sewer network.
Service properties to be provided.
Comprehensive SWM to
Solid Waste Management No treatment of solid waste.
be implemented. User
Service, Street lighting Less than 9% cost recovery.
charges to be increased.
Staff to be trained to carry
Audits and surveys to check out checks and audits.
Not undertaken.
theft and losses
E Governance
Computerisation of all
records and departments
Computerisation of Records No Computerisation. to be taken up. Staff to be
trained. Even accounts are
not computerized.
Considering the low level
E-Procurement Nil of personal computer
penetration and internet
users in Ratlam, E
procurement and online bill
payment can be
Online payment of bills Nil considered for long term
goals.
Accounting Reforms
Valuation of assets and Need to be taken up as
Nil
liabilities immediate priority.
Migration to double entry
shall be taken up as short
Migration to Double Entry
term goal with plan for
Accounting System
implementation within the
next five years.
Revamp of the Public
(PFM) cycle, which includes
government.
internal controls
Review of Rentals from
Municipal Properties and Assistance and training to
Fees for various services in Nil be provided by the state
line with the prevailing government.
market rates
Monitor and Control of
Revenue Expenditure
government.
Prioritisation of expenditure Assistance and training to
on capital works in line with Nil be provided by the state
the infrastructure needs of government.

the region
Efficient Management of Assistance and training to

Grants, Loans and Deposits Nil be provided by the state
government.
Internal Earmarking for basic services
BPL list available. Slum Survey to be done for
Identification of BPL population details not Identification of slum
Families available. population
Provision of basic services -
Housing projects to be To be implemented under
Water Supply, Sanitation,
identified under IHSDP. IHSDP.
Health, Education
Schemes for urban poor to
Budgetary Earmarking and
Budget earmarking and be prepared every year,
Actual Spending for
spending not done. budgeted and
provision of basic services
implemented.
Impact evaluation of the
Framework for
schemes and
implementation and
implementation strategies
Nil. implementation strategies
for monitorable output
can be provided by state
indicators for each of the
government.
services
19 Financial Operating Plan
The Financial Operating Plan (FOP) assesses the financial strength of the
Corporation to implement the identified projects. The Financial Operating Plan
(FOP) will forecast the municipal finances on the basis of certain assumptions
on income and expenditure. The primary objective of the FOP is to ascertain
the investment sustenance capacity of the corporation to undertake various
projects. There are three scenarios created for financial operating plan. They
are as follows:
Base case scenario: All the projected implemented without any reforms and
financial projection done on the basis of past growth rate of the taxes.
Partial reforms: Projects implemented with partial reforms in certain sectors
like property tax, water tax and other services.
Full reforms scenarios: projects implementation with realization of all the
reforms and iterated against the revenue income and the expenditure pattern
of Municipal Corporation.
19.1 Projection of Financial Statement

The analysis of the financials of Ratlam Municipal Corporation is presented in
Section 10 of the report. The past trends in growth rates in revenue income
and expenditure are assumed to continue over the next 15 years. No new
revenue sources such as user charges for UGD etc. are envisaged under this
scenario. Based on the past trends the projection of financials of Ratlam
Municipal Corporation is prepared for the period 2010-11 to 2024-25.
The assumptions for the projections of revenue income and expenditure are as
follows:
Table 19-1: Growth rate for revenue income
Growth Projected growth
Particulars Notes
Rate-(%) Rates (%)
Growth rate for current has been
assumed at 4.3% and for arrears its
Property tax 5% 5%
5.0%. property tax levied on the rental
basis
Charges combine for sanitation, street
Consolidated
8.63% 9% lighting and fire fighting (minimum
Tax
Rs.180)
City City development cess has been
Development 16.43% 17% increasing consistently, hence
Cess assumed as per the estimated CAGR.
Current collection projected as per
Water tax 2.36 2.36% CAGR-0.7% while arrears collection
projected as per CAGR-2.36 %
Growth Projected growth

Particulars Notes
Rate-(%) Rates (%)
License fees 12.53% 12.53% Projected as per the CAGR

Grants and Grants and contribution is very high i.e
15.39% 10%
contributions more than 50% in the income part
Extraordinary
2.50% 2.50% Projected as CAGR.
income
Table 19-2: Financial statements under no reforms scenario
2008 2010 2011 2012 2013 2015 2016 2017
No. Particulars 200506 200607 200708 09 200910 11 12 13 14 201415 16 17 18 201819 201920 202021 202122 202223 202324 202425
i Income
A MunicipalTaxesandrates
1 PropertyTax
a current 39.4 34.3 38.5 44.7 46.7 48.7 50.8 53.0 55.3 57.7 60.2 62.8 65.5 68.3 71.3 74.4 77.6 81.0 84.5 88.1
b arrears 51.5 75.4 75.2 77.9 81.8 85.9 90.2 94.7 99.4 104.4 109.6 115.1 120.9 126.9 133.2 139.9 146.9 154.2 162.0 170.1
2 propertytaxothers
3 CityDevelopmentCess 38.4 50.7 58.0 60.6 70.9 83.0 97.1 113.6 132.9 155.5 181.9 212.8 249.0 291.3 340.9 398.8 466.6 545.9 638.8 747.3
4 ConsolidatedTax 47.7 48.3 53.7 61.2 66.7 72.7 79.2 86.4 94.1 102.6 111.8 121.9 132.9 144.8 157.9 172.1 187.6 204.5 222.9 242.9
Darashaw & Company Pvt Ltd.

5 Others 58.0 60.9 61.8 71.4 76.4 81.7 87.4 93.5 100.1 107.1 114.6 122.6 131.2 140.4 150.2 160.7 172.0 184.0 196.9 210.7
6 WaterTax
a current 228.0 242.6 228.9 232.8 234.5 236.1 237.8 239.4 241.1 242.8 244.5 246.2 247.9 249.7 251.4 253.2 255.0 256.8 258.6 260.4
b arrears 32.8 39.5 38.5 35.2 36.0 36.8 37.7 38.6 39.5 40.4 41.4 42.4 43.4 44.4 45.5 46.5 47.6 48.8 49.9 51.1
7 watertaxothers 10.2 11.0 10.6 10.3 10.3 10.3 10.4 10.4 10.4 10.5 10.5 10.5 10.6 10.6 10.6 10.7 10.7 10.7 10.8 10.8
8 LicenseFees 7.1 9.6 9.6 10.4 11.8 13.3 15.1 17.2 19.5 22.1 25.0 28.4 32.2 36.5 41.4 47.0 53.3 60.4 68.5 77.7
9 OtherLicenseFeesand 43.4 36.7 46.0 61.8 69.5 78.2 88.1 99.1 111.5 125.5 141.2 158.9 178.8 201.2 226.5 254.9 286.8 322.7 363.2 408.7
otherfees
10 OtherTaxes 1.3 2.0 2.1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
B OtherIncome 176.8 120.6 138.6 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1 140.1
C IncomefromDifferent 39.5 37.3 40.9 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3 22.3
Schemes
D GrantsandContribution 1435.3 1555.7 2330.2 2205.2 2425.7 2668.3 2935.1 3228.7 3551.5 3906.7 4297.3 4727.1 5199.8 5719.8 6291.7 6920.9 7613.0 8374.3 9211.7 10132.9
E Extraordinary(Suspense) 360.7 350.6 321.7 388.4 398.1 408.1 418.3 428.7 439.4 450.4 461.7 473.2 485.0 497.2 509.6 522.3 535.4 548.7 562.4 576.5
income
TotalIncome 2570.0 2675.2 3454.2 3423.1 3691.6 3986.4 4310.4 4666.5 5058.1 5488.9 5963.0 6485.2 7060.4 7694.4 8393.5 9164.6 10015.6 10955.3 11993.3 13140.5
P a g e | 169
2008 2010 2011 2012 2013 2015 2016 2017
No. Particulars 200506 200607 200708 09 200910 11 12 13 14 201415 16 17 18 201819 201920 202021 202122 202223 202324 202425
ii Expenditure
P a g e | 170
1 Mission2009/08/07/06 107.3 61.3 29.4 128.6 136.6 145.1 154.1 163.7 173.9 184.7 196.2 208.4 221.3 235.1 249.7 265.2 281.7 299.3 317.9 337.6
Important
2 Vision2009/08/07/06 76.7 122.1 118.8 129.0 139.3 150.5 162.5 175.5 189.6 204.7 221.1 238.8 257.9 278.5 300.8 324.9 350.9 378.9 409.2 442.0
PublicWelfareworks
3 SalaryExpenses
A Establishmentexpenses( 821.9 867.6 1020.1 1130.1 1256.7 1397.5 1554.0 1728.1 1921.6 2136.9 2376.2 2642.4 2938.4 3267.5 3633.5 4040.5 4493.0 4996.3 5556.0 6178.3
Permanent)
B Establishmentexpenses( 123.5 130.4 157.8 172.0 192.0 214.5 239.5 267.5 298.7 333.6 372.6 416.1 464.7 518.9 579.5 647.2 722.8 807.2 901.4 1006.7
Temporary)
4 Fuelexpenses(Diesel/ 33.7 49.8 50.4 45.2 49.9 55.1 60.8 67.0 73.9 81.6 90.0 99.3 109.5 120.9 133.3 147.1 162.3 179.0 197.5 217.9
Petrol)
5 Telephoneexpeses 5.1 5.4 4.0 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5
6 Eletricityexpenses 336.3 288.1 355.6 461.2 512.4 569.3 632.5 702.7 780.7 867.4 963.7 1070.7 1189.5 1321.6 1468.3 1631.3 1812.4 2013.6 2237.1 2485.4
7 Differentsmallexpenses 3.9 7.4 5.0 4.2 4.4 4.5 4.6 4.7 4.8 5.0 5.1 5.2 5.4 5.5 5.7 5.8 6.0 6.1 6.3 6.4
8 Corporationoffice 6.1 8.8 4.4 8.4 8.8 9.2 9.7 10.2 10.7 11.2 11.8 12.4 13.0 13.7 14.3 15.1 15.8 16.6 17.4 18.3
9 Commissioneroffice 0.7 0.7 2.0 1.9 2.0 2.1 2.2 2.3 2.5 2.6 2.7 2.8 3.0 3.1 3.3 3.5 3.6 3.8 4.0 4.2
10 Accountsdepartment 43.8 38.3 65.8 49.0 50.8 52.7 54.7 56.8 58.9 61.1 63.4 65.8 68.2 70.8 73.5 76.2 79.1 82.1 85.2 88.4
11 Developmentdepartment 24.1 1.2 2.8 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4
12 Stores 16.0 17.1 22.7 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9 9.9
13 Streetlights 41.2 23.7 17.1 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0 20.0
14 Pubilcworks 294.2 489.4 505.9 602.1 602.1 602.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1 301.1
15 Waterworks 61.0 113.3 160.3 116.1 116.1 116.1 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0 58.0
16 Workshop 6.8 20.1 9.0 5.6 6.1 6.6 7.1 7.7 8.3 8.9 9.7 10.4 11.3 12.2 13.1 14.2 15.3 16.5 17.9 19.3
17 PublicRelation 11.3 9.7 14.2 14.0 15.1 16.3 17.5 18.9 20.3 21.9 23.5 25.4 27.3 29.4 31.6 34.1 36.7 39.5 42.5 45.8
18 FinanceDepartment 1.0 1.0 2.0 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3
19 Taxcollection 0.3 0.3 0.4 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
Department
20 ExtraordinarySuspense 388.6 292.9 244.6 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2 331.2
Expenses
21 loansandinterest 169.6 83.3 136.8 263.6 276.8 290.6 305.1 320.4 336.4 353.2 370.9 389.4 408.9 429.3 450.8 473.3 497.0 521.9 547.9 575.3
TotalExpenditure 2572.9 2631.8 2929.0 3497.6 3735.6 3998.5 3929.9 4251.0 4605.9 4998.3 5432.4 5912.6 6443.9 7032.0 7683.0 8403.8 9202.1 10086.3 11065.9 12151.2
Surplus/DeficitRsinlakhs 3.0 43.4 525.2 74.5 44.0 12.1 380.5 415.5 452.2 490.6 530.7 572.6 616.5 662.4 710.5 760.8 813.5 869.0 927.5 989.3

19.1.1 Revenue expenditure

The Operation and Maintenance Expenditure under base case and reforms
scenarios will remain the same as in both the cases. The assumptions for
revenue expenditure projection for fifteen years are presented below.
Current Revenue Expenditure
The administration expenses like Salary expenses for Corporation or, others in
administrative department, have been assumed to be growing at the CAGR of
11.20%.
Electricity expenses are growing at the rate of 11.10% hence it has been
projected with the same CAGR.
Other departmental expenses have been decreasing apart from the PWD and
water works. These have been considered same as of the last year i.e 2008-
09 as a base year.
The CAGR for the fuel expenses has been 10.3 % hence projected with the
same rate.
Under Public conveniences and facilities fire fighting and street lighting are
assumed the growth rate of 7% and 10% respectively as the financial
information is available only for two years.
Under Water Works Department, Purchases and Maintenance have been
assumed to be growing at 5%.
Table 19-3: Growth rate for revenue expenditure
Projected Growth
Particulars CAGR-(%)
Rates (%)
Establishment Expenses 11.2% 11%
Electricity Expenses 11.1% 11.10%
Public works 26.96% 0%
Water works 23.93% 0%
Accounts department 3.76% 3.76%
Public relation 7.66% 7.66%
Finance department -30.43% 0%
Tax collection department -4% 0%
Public relation 7.66% 7.66%
19.2 Capital Expenditure and O&M for new projects

The cost of capital works sector-wise have been elaborated in chapter 16 of this
report. The projects for Ratlam Municipal Corporation has been worked out based
on estimated demand supply analysis of various physical and social infrastructure
requirements of the city and feedback of stakeholders consultation on the citys
needs for the next 15 years. The projects identified are vital for meeting the
basic requirements of the city as per the infrastructure standards. In the event of
the city not undertaking the project, the key problems would be poor
infrastructure resulting in poor service delivery and loss of potential revenue
from new revenue streams like UGD. To overcome these issues the framework
for FOP is developed taking into account existing strengths of the city and also
reducing the inefficiencies in the system.
Phasing of the identified projects is done based on demand supply gap analysis,
project prioritization based on stakeholder consultation and financial
sustainability for taking up the projects. The summary of capital costs for the
phase i.e 2011-12 to 2024-25 and the phasing is presented below:
Table 19-4: Capital Investment for first phase of Ratlam CDP
2010-11 2015-16 2020-21
to 2014- to 2019- to 2024-
Sector Total 15 20 25
water supply 15775.27 13945.70 900.21 929.36
sewer services 18650.55 16874.50 863.45 912.60
storm water drainage 13565.00 12040.00 742.00 783.00
solid waste management 3929.26 3773.51 76.80 78.95
roads and transportation 10436.00 6836.00 1738.00 1862.00
street lights 177.35 153.77 11.48 12.10
Industries and economic development 45.00 45.00 0.00 0.00
Socio-Economic Infrastructure 370.00 370.00 0.00 0.00
Environment Protection and
Management 1821.50 1821.50 0.00 0.00
Urban Heritage 20.00 20.00 0.00 0.00
services to urban poor 6144.80 6144.80 0.00 0.00
Urban Governance and institutional
development 75.00 75.00 0.00 0.00
Total 71009.72 62099.78 4331.94 4578.01
Assuming contingency of 3% of project cost and cost escalation at the rate of 5%

year on year the total project cost is Rs. 79278.10 lakhs.
The Operation and Maintenance Expenditure for the new projects have been
assumed as percentage of the project cost. The O&M expenditure for the period
between 2011-12 and 2025-26 for new projects is presented below:
Table 19-5: O&M required for Capital ivestment
O&M
Sector - Physical as % 2011- 2012- 2013- 2018- 2020- 2021- 2022-
Infrastructure of 12 13 14 2014-15 2015-16 2016-17 2017-18 19 2019-20 21 22 23 2023-24 2024-25 2025-26
watersupply 6% 527.3 720.9 924.2 937.8 952.2 967.3 983.1 999.7 1017.7 1036.7 1056.6 1077.5 1099.4
sewerservices 4% 417.5 570.8 731.8 740.6 749.9 759.6 769.8 780.5 792.4 804.9 818.0 831.8 846.2
stormwaterdrainage 4% 303.7 415.2 532.2 539.8 547.8 556.1 564.9 574.1 584.3 595.0 606.3 618.1 630.5
solidwaste

management 10% 6.4 8.7 11.2 104.1 201.7 304.1 411.7 524.7 526.1 527.5 529.1 530.7 532.4
roadsand
transportation 3% 123.8 169.2 217.0 230.3 244.2 258.9 274.3 290.5 308.7 327.8 347.9 368.9 391.1
streetlights 3% 2.9 4.0 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 6.0 6.1 6.2
Total O & M
expenditure 1381.5 1888.8 2421.4 2557.8 2701.01 2851.4 3009.25 3175 3234.9 3297.7 3363.72 3433 3505.76
The O&M expenditure for social infrastructure is assumed to be met by the revenues from the same.
P a g e | 173
19.3 Sustainability of Municipal Corporation without

implementation of reforms
The sustainability of the Municipal Corporation to undertake new projects is as
under: under the no reforms scenario the corporation will be able to generate the
cumulative surplus of Rs.4745.90 Lakhs only. The ultimate sustainability of
project cost under no reforms scenario is -44.42% only.
Table 19-6: Sustainability of the projects without reforms
Sustainability under "No Reform"
Value Units
Scenario
15 year net revenue surplus of Ratlam

4745.90 Rs. Lakhs
Municipality under"base case scenario"
Sustainability of project cost under "No

-44.42% %
Reform" scenario
Without implementation of Reforms Ratlam Municipal Corporation will not be able

to sustain the Operation and Maintenance expenditure of new projects proposed.
19.4 Financial Operating Plan (FOP) considering reforms

measures
This FOP is based on a whole range of assumptions related to income and
expenditure. These are critical to understand the financial projections worked
out, sustenance of the projected increase in revenue and expenditure under
various scenarios and surplus thus generated. The assumptions would help in
understanding the extent of investment sustenance for future projects
envisaged. On the basis of four year financial information the projection for the
income and expenditure has been calculated under No Reform scenario for the
financial sustainability of the urban local body.
From the above, it is clear that the ULB need to undertake reforms for
sustainable operations. Hence, two levels of reforms have been considered viz.
Partial Reforms and Full Reforms.
Table 19-7: Scenarios for Financial Operating Plan
Scenarios Details
Partial Reforms Implementation of all the projects with partial implementation of
Scenario Reforms
Implementation of all the projects with complete implementation
Full Reforms Scenario
of Reforms
The key reforms are highlighted in the Table below. The total reforms suggested
have been elaborated in the chapter, Reforms and Resource Mobilization
Table 19-8: Key reforms for Ratlam CDP

Particulars Current practice Reform suggested
Revision in property tax Adhoc revision 15% increase in every 3
rates years
Service level coverage 50% coverage at present 100% coverage by 2015-16

(water supply - no. of
assessments)
Revision in initial deposit for Rs.1050 for residential 15% increase every 3 years
New Water Connections Rs.2050 for commercial for each new connection
Revision in Water Charges Rs.90 per month for 15% increase every 3 years
residential
Rs.180 per month for
commercial
Revision in Initial Deposit for No UGD currently Rs.4000 for residential and
New UGD Connections Rs.7000 for commercial
as advance deposit with
15% increase every 3 years
for each new connection
Revision in monthly user No UGD currently consolidated in the
charges for UGD integrated tax
Revision in User charges Rs.180 collected per annum. 15% increase every 3 years
towards Sanitation, Street Adhoc revision
Lighting and Fire Fighting
19.4.1 Partial reforms scenario

In the Partial Reforms Scenario the present levels of collection efficiency and
lower tax rates for water supply and sewer are considered. Similarly advanced
deposit charges for water and sewer connections are not considered. The
collection efficiency of about 60% has been considered in this case. Reform
measures towards direct cost recovery and collection efficiency upto 85% are not
considered in this case. Routine revenue expenses including Operations and
Maintenance of existing assets and new assets created have also been
considered and loaded to the FOP. Revenue surplus thus generated indicates
Corporations capacity to service the usual capital expenditure in the normal
course of running its operations.
19.4.2 Full projects with reforms scenario

In the Full Project with Reforms scenario advance deposits for water and sewer
connections as per practices prevalent in other municipalities of similar profile
are considered. Similarly water and sewer taxes prevalent in other municipalities
of similar profile have been considered. The collection efficiencies are assumed to
gradually improve to the level of 85% over the period of five years. The
implications on the investment and borrowing capability of the Corporation for all
the identified projects are worked out.
19.4.3 Revenue income

In case of taxes and non-tax revenue such as property taxes, water charges and
sewerage charges where the base and basis of revenue is fairly well known and
predictable, the likely revenue is forecast based on certain assumptions

regarding growth in number of assessment, revision in average revenue per
property (for property taxes), revision in charges/Tariffs (water charges and
sewerage). The assumptions with regard to forecasting income from property
tax, water charges and sewerage charges are presented below.
Property Taxes
Table 19-9: Key assumptions for forecasting income from property tax
Current Partial Reforms
Description Full Reforms Scenario
Level Scenario
Annual Growth in
No data Increase with 5 %
Number of Increase with 5 % per year
available per year
Assessment
Average tax Rs
Average tax Rs 1200 and
Property Tax Area base 1200 and minimum
minimum tax of Rs.400 per
charges method tax of Rs.400 per
properties
properties
Periodic Increase in
15% increase in 15% increase in every 3
Average Revenue ----
every 3 years years
per property (%)
Gradual increase in
Collection efficiency 60% assumed for collection efficiency to
60%
(%) the 15 years 85% by 2015-16 and then
continuous assumed.
Water Charges
Table 19-10: Key assumptions for forecasting income from water tax
Partial Reforms Full Reforms
Description Current Level
Scenario Scenario
% OF WATER CONNECTIONS TO PROPERTY TAX ASSESSMENT

2009-10 50%
By 2025-26 100% 100%
INITIAL DEPOSIT FOR NEW WATER SUPPLY CONNECTIONS ( Rs. per connection)
Domestic (Rs.)
From 2010-11 till
Rs.1050 Rs.1050 Rs.4000
2025-26
15% increase 15% increase every
Increase
every 3 years 3 years
Non-Domestic (Rs.) Rs.2050 Rs.4000 Rs.7000
Rate of increase every 3 years 3 years
WATER CHARGES (per month)

Domestic (Rs.)
2009-10 Rs.90 per month
After Water Supply
Rs. 1080 per year Rs. 1080 per year
scheme implementation
Rate of increase
Non-Domestic (Rs.)

Scenario Scenario
2008-09 Rs.180 per month

After Water Supply
Rs.2160 per year Rs.2160 per year
scheme implementation
Rate of increase
WATER CHARGES COLLECTION EFFICIENCY
Collection efficiency 80% 80% 90%
Sewerage Charges
Table 19-11: Key assumptions for forecasting income from sewer tax
Scenario Scenario
100% of Total 100% of Total
Number of UGD
Nil Number of Property Number of Property
Connections
tax assessment tax assessment
Assumed Ratio of
Domestic and Non-
Nil 90:10 90:10
Domestic to the total
UGD Connections
MONTHLY USER CHARGES
(Note: Monthly User charges would be collected after the UGD Project is completed)
Domestic (Rs./Year.)
2008-09 Nil
After Sewer scheme
Rs.90 Rs.90
implementation
15% increase every 15% increase every
Rate of increase
3 years 3 years
Non-Domestic (Rs./Year.)
2008-09 Nil
After Sewer scheme
Rs.180 Rs.180
implementation
Rate of increase
3 years 3 years
DEPOSIT FEE /CONNECTION
Domestic (Rs.) Nil Rs.1050 Rs.4000
Rate of increase
3 years 3 years
Non-Domestic (Rs.) Nil Rs.2050 Rs.7000
Rate of increase
3 years 3 years
SEWER CHARGES COLLECTION EFFICIENCY
Collection efficiency 80% 90%
Nil
sewer charges
19.5 Financial projections under partial reform scenario

The Partial Reforms Scenario, the finances of Corporation is forecast for the
next 15 years considering about 80% collection efficiency for Water Supply,
Sewer and Property Tax. The rates of taxes and deposits are also assumed to be
less compared to Full Reforms Scenario. Revenue surplus thus generated
indicates Corporations capacity to service the usual capital expenditure in the
normal course of running its operations. The revenue surplus position of the
Corporation over the next 15 year period upto 2025-26 is presented below.
Table 19-12: Projected Financial Statement for Partial Reforms Scenario (Rs. In Lakhs)
No. Particulars 200506 200607 200708 200809 200910 201011 201112 201213 201314 201415 201516 201617 201718 201819 201920 202021 202122 202223 202324 202425 202526
i Income
1 PropertyTax
a current 39.4 34.3 38.5 44.7 448.9 471.4 494.9 567.4 627.5 658.9 755.3 835.4 877.2 1005.5 1112.1 1167.7 1338.6 1480.6 1554.6 1782.1 1971.0
b Arrears 51.5 75.4 75.2 77.9
2 propertytaxothers
3 CityDevelopmentCess 38.4 50.7 58.0 60.6 118.8 122.4 126.0 129.8 133.7 137.7 141.9 146.1 150.5 155.0 159.7 164.5 169.4 174.5 179.7 185.1 190.6
4 ConsolidatedTax 47.7 48.3 53.7 61.2 92.7 97.3 111.6 123.4 129.6 148.5 164.3 172.5 197.8 218.7 229.7 263.3 291.2 305.7 350.5 387.6 407.0
5 Others 58.0 60.9 61.8 71.4 77.8 84.8 92.4 100.7 109.8 119.7 130.5 142.2 155.0 168.9 184.1 200.7 218.8 238.5 259.9 283.3 308.8

a WaterTax 228.0 242.6 228.9 232.8 234.5 236.1 237.8 239.4 592.8 732.3 768.9 928.5 974.9 1023.7 1074.9 1297.9 1362.8 1431.0 1502.5 1814.3 1905.0
7 watertaxothers 10.2 11.0 10.6 10.3 10.3 10.3 10.4 10.4 10.4 10.5 10.5 10.5 10.6 10.6 10.6 10.7 10.7 10.7 10.8 10.8 10.8
8 LicenseFees 7.1 9.6 9.6 10.4 11.8 13.3 15.1 17.2 19.5 22.1 25.0 28.4 32.2 36.5 41.4 47.0 53.3 60.4 68.5 77.7 88.2
OtherLicenseFees
9 andotherfees 43.4 36.7 46.0 61.8 69.5 78.2 88.1 99.1 111.5 125.5 141.2 158.9 178.8 201.2 226.5 254.9 286.8 322.7 363.2 408.7 460.0
10 OtherTaxes 1.3 2.0 2.1 1.0 1.1 1.1 1.2 1.2 1.3 1.3 1.4 1.5 1.6 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3
C OtherIncome 176.8 120.6 138.6 140.1 147.1 154.4 162.1 170.2 178.7 187.7 197.1 206.9 217.3 228.1 239.5 251.5 264.1 277.3 291.2 305.7 321.0
IncomefromDifferent
D Schemes 39.5 37.3 40.9 22.3 24.0 26.0 28.0 30.3 32.7 35.3 38.2 41.2 44.5 48.1 51.9 56.1 60.5 65.4 70.6 76.3 82.4
Grantsand
E Contribution 1435.3 1555.7 2330.2 2205.2 2315.5 2431.2 2552.8 2680.5 2814.5 2955.2 3103.0 3258.1 3421.0 3592.1 3771.7 3960.2 4158.3 4366.2 4584.5 4813.7 5054.4
Extraordinary
F (Suspense)income 360.7 350.6 321.7 388.4 398.1 408.1 418.3 428.7 439.5 450.5 461.7 473.3 485.1 497.2 509.6 522.4 535.4 548.8 562.6 576.6 591.0
G sewertax 0.0 0.0 0.0 0.0 592.8 732.3 768.9 928.5 974.9 1023.7 1074.9 1297.9 1362.8 1431.0 1502.5 1814.3 1905.0
sewerconnection
H deposites 29.7 168.8 44.3 46.5 56.2 59.0 61.9 74.8 78.5 82.5 99.6 104.5 109.8
TotalIncome 2537.2 2635.74 3415.7 3387.94 3949.97 4134.64 4338.66 4598.28 5824.02 6486.24 6752.08 7378.46 7777.39 8269.96 8750.18 9571.2 10193 10797.1 11402.6 12642.9 13407.3
P a g e | 179
2018
No. Particulars 200506 200607 200708 200809 200910 201011 201112 201213 201314 201415 201516 201617 201718 19 201920 202021 202122 202223 202324 202425 202526
ii Expenditure
P a g e | 180
Mission2009/08/07/06
Important
1 developmentworks 107.31 61.28 29.44 128.6 135.03 141.78 148.87 156.31 164.13 172.34 180.95 190 199.5 209.48 219.95 230.95 242.49 254.62 267.35 280.72 294.75
Vision2009/08/07/06
2 PublicWelfareworks 76.67 122.12 118.77 129.01 135.46 142.23 149.35 156.81 164.65 172.89 181.53 190.61 200.14 210.14 220.65 231.68 243.27 255.43 268.2 281.61 295.69
3 SalaryExpenses
Establishmentexpenses(
A Permanent) 821.86 867.59 1020.12 1130.12 1220.53 1318.17 1423.63 1537.52 1660.5 1793.36 1936.83 2091.77 2259.12 2439.8 2635.03 2845.83 3073.5 3319.38 3584.93 3871.73 4181.46
B Temporary) 123.46 130.44 157.79 171.96 185.72 200.57 216.62 233.95 252.67 272.88 294.71 318.29 343.75 371.25 400.95 433.02 467.67 505.08 545.49 589.13 636.26
Fuelexpenses(Diesel/
4 Petrol) 33.69 49.83 50.38 45.24 48.86 52.77 56.99 61.55 66.47 71.79 77.53 83.74 90.43 97.67 105.48 113.92 123.04 132.88 143.51 154.99 167.39
5 Telephoneexpeses 5.05 5.42 3.98 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47
6 Eletricityexpenses 336.32 288.09 355.62 461.22 493.51 528.05 565.01 604.57 646.88 692.17 740.62 792.46 847.93 907.29 970.8 1038.76 1111.47 1189.27 1272.52 1361.6 1456.91
7 Differentsmallexpenses 3.92 7.4 4.98 4.24 4.37 4.5 4.63 4.77 4.92 5.06 5.21 5.37 5.53 5.7 5.87 6.05 6.23 6.41 6.61 6.8 7.01
8 Corporationoffice 6.14 8.75 4.37 8.38 9.05 9.77 10.56 11.4 12.31 13.3 14.36 15.51 16.75 18.09 19.54 21.1 22.79 24.61 26.58 28.71 31.01
9 Commissioneroffice 0.7 0.73 2.04 1.92 1.98 2.04 2.1 2.16 2.23 2.29 2.36 2.43 2.51 2.58 2.66 2.74 2.82 2.9 2.99 3.08 3.17
10 Accountsdepartment 43.83 38.27 65.8 48.96 50.92 52.96 55.07 57.28 59.57 61.95 64.43 67.01 69.69 72.47 75.37 78.39 81.52 84.78 88.17 91.7 95.37
11 Developmentdepartment 24.1 1.16 2.75 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41
12 Stores 15.97 17.13 22.73 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88
13 Streetlights 41.2 23.68 17.13 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95
14 Pubilcworks 294.23 489.42 505.91 602.09 602.09 602.09 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05
15 Waterworks 60.98 113.3 160.28 116.07 116.07 116.07 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04
16 Workshop 6.84 20.08 8.98 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63
17 PublicRelation 11.25 9.68 14.16 14.04 15.16 16.38 17.69 19.1 20.63 22.28 24.06 25.99 28.07 30.31 32.74 35.36 38.18 41.24 44.54 48.1 51.95
18 FinanceDepartment 0.98 0.95 2.01 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33
19 TaxcollectionDepartment 0.26 0.27 0.37 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23
ExtraordinarySuspense
20 Expenses 388.59 292.91 244.61 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23
21 loansandinterest 169.58 83.28 136.8 263.57 276.75 290.59 305.12 320.37 336.39 353.21 370.87 389.41 408.88 429.33 450.79 473.33 497 521.85 547.94 575.34 604.11
TotalExpenditure 2572.93 2631.78 2929.02 3497.55 3667.62 3850.1 3686.84 3897 4122.6 4364.72 4624.68 4903.79 5203.5 5525.4 5871.04 6242.34 6641.19 7069.67 7530.04 8024.71 8556.29
Surplus/DeficitRsinlakhs 35.73 3.96 486.68 109.61 282.35 284.55 651.82 701.28 1701.5 2121.52 2127.4 2474.67 2573.88 2744.6 2879.14 3328.87 3551.85 3727.45 3872.56 4618.18 4850.98

19.6 Sustainability of Corporation with implementation of

financial reforms
As seen above, the total revenue surplus of Municipal Corporation under Partial
Reform scenario for fifteen years upto 2025-26 is Rs. 41925.64 lakhs. This
revenue surplus can sustain 2.47% of the total project cost envisaged. The
sustainability under this scenario is presented below.
Table 19-13: sustainability under partial reforms scenario
Sustainability under "Partial Reforms" Scenario Value Units

15 year net revenue surplus of Ratlam Municipality
41925.64 Rs. Lakhs
under"base case-partial reforms scenario"
Sustainability of project cost under "Partial Reforms"
2.47% %
scenario
19.7 Financial projections under full reform scenario

In the Full Reforms scenario, the finances of Corporation are forecast for the
next 15 years considering about 90% collection efficiency achievement gradually
over a period of five years for Water Supply, Sewer and Property Tax. The rates
of taxes and deposits are taken based on charges prevalent in citys of similar
profile elsewhere in the country. The Full Project scenario envisages public
contribution substantially for water supply and sewer and also direct cost
recovery to the extent of Revenue surplus thus generated indicates Corporations
capacity to service the usual capital expenditure in the normal course of running
its operations The revenue surplus position of the Corporation over the next 15
year period upto 2025-26 is presented below.
Table 19-14: Projected Financial Statement for Full Reforms Scenario (Rs. In Lakhs)
Sr. 2017 2018 2019 2020 2021 2022 2023 2024 2025
P a g e | 182
No. Particulars 200506 200607 200708 200809 200910 201011 201112 201213 201314 201415 201516 201617 2018 2019 2020 2021 2022 2023 2024 2025 2026
i Income
1 PropertyTax
a current 39.4 34.3 38.5 44.7 448.9 471.4 570.6 613.5 665.6 700.5 797.1 847.6 889.9 1061.2 1128.3 1184.7 1412.7 1502.1 1577.2 1880.7 1999.7
b arrears 51.5 75.4 75.2 77.9
2 propertytaxothers
3 CityDevelopmentCess 38.4 50.7 58.0 60.6 118.8 122.4 157.5 173.1 189.4 206.6 212.8 219.2 225.7 232.5 239.5 246.7 254.1 261.7 269.5 277.6 286.0
4 ConsolidatedTax 47.7 48.3 53.7 61.2 92.7 97.3 129.6 130.6 137.4 163.4 166.7 175.0 208.7 221.9 233.0 277.8 295.4 310.2 369.9 393.3 412.9
5 Others 58.0 60.9 61.8 71.4 77.8 84.8 92.4 100.7 109.8 119.7 130.5 142.2 155.0 168.9 184.1 200.7 218.8 238.5 259.9 283.3 308.8
a WaterTax 228.0 242.6 228.9 232.8 234.5 236.1 237.8 239.4 667.0 823.9 865.1 1044.6 1096.8 1151.7 1209.2 1460.1 1533.2 1609.8 1690.3 2041.1 2143.1
7 watertaxothers 10.2 11.0 10.6 10.3 10.3 10.3 10.4 10.4 10.4 10.5 10.5 10.5 10.6 10.6 10.6 10.7 10.7 10.7 10.8 10.8 10.8
8 LicenseFees 7.1 9.6 9.6 10.4 11.8 13.3 15.1 17.2 19.5 22.1 25.0 28.4 32.2 36.5 41.4 47.0 53.3 60.4 68.5 77.7 88.2
OtherLicenseFeesand
9 otherfees 43.4 36.7 46.0 61.8 69.5 78.2 88.1 99.1 111.5 125.5 141.2 158.9 178.8 201.2 226.5 254.9 286.8 322.7 363.2 408.7 460.0
10 OtherTaxes 1.3 2.0 2.1 1.0 1.1 1.1 1.2 1.2 1.3 1.3 1.4 1.5 1.6 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3
B OtherIncome 176.8 120.6 138.6 140.1 147.1 154.4 162.1 170.2 178.7 187.7 197.1 206.9 217.3 228.1 239.5 251.5 264.1 277.3 291.2 305.7 321.0
IncomefromDifferent
C Schemes 39.5 37.3 40.9 22.3 24.0 26.0 28.0 30.3 32.7 35.3 38.2 41.2 44.5 48.1 51.9 56.1 60.5 65.4 70.6 76.3 82.4
D GrantsandContribution 1435.3 1555.7 2330.2 2205.2 2315.5 2431.2 2552.8 2680.5 2814.5 2955.2 3103.0 3258.1 3421.0 3592.1 3771.7 3960.2 4158.3 4366.2 4584.5 4813.7 5054.4
Extraordinary(Suspense)
E income 360.7 350.6 321.7 388.4 398.1 408.1 418.3 428.7 439.5 450.5 461.7 473.3 485.1 497.2 509.6 522.4 535.4 548.8 562.6 576.6 591.0
F sewertax 0.0 0.0 0.0 0.0 667.0 823.9 865.1 1044.6 1096.8 1151.7 1209.2 1460.1 1533.2 1609.8 1690.3 2041.1 2143.1
sewerconnection
G deposites 0.0 0.0 1397.5 823.8 111.1 631.1 165.7 174.0 210.1 220.6 231.6 279.6 293.6 308.4 372.3 390.9 410.5
TotalIncome 2537.2 2635.74 3415.7 3387.94 3949.97 4134.64 5861.32 5518.74 6155.3 7256.89 7180.8 7825.76 8273.98 8823.8 9287.9 10214.3 10911.9 11494 12182.8 13579.6 14314.2

Sr. 2017 2018 2019 2020 2021 2022 2023 2024 2025
No. Particulars 200506 200607 200708 200809 200910 201011 201112 201213 201314 201415 201516 201617 2018 2019 2020 2021 2022 2023 2024 2025 2026
ii Expenditure
Mission2009/08/07/06
Important
1 developmentworks 107.31 61.28 29.44 128.6 135.03 141.78 148.87 156.31 164.13 172.34 180.95 190 199.5 209.48 219.95 230.95 242.49 254.62 267.35 280.72 294.75
Vision2009/08/07/06
2 PublicWelfareworks 76.67 122.12 118.77 129.01 139.33 150.48 162.52 175.52 189.56 204.72 221.1 238.79 257.89 278.52 300.8 324.87 350.86 378.93 409.24 441.98 477.34
3 SalaryExpenses
A Permanent) 821.86 867.59 1020.12 1130.12 1220.53 1318.17 1423.63 1537.52 1660.5 1793.36 1936.83 2091.77 2259.12 2439.8 2635.03 2845.83 3073.5 3319.38 3584.93 3871.73 4181.46
B Temporary) 123.46 130.44 157.79 171.96 185.72 200.57 216.62 233.95 252.67 272.88 294.71 318.29 343.75 371.25 400.95 433.02 467.67 505.08 545.49 589.13 636.26

Fuelexpenses(Diesel/
4 Petrol) 33.69 49.83 50.38 45.24 48.86 52.77 56.99 61.55 66.47 71.79 77.53 83.74 90.43 97.67 105.48 113.92 123.04 132.88 143.51 154.99 167.39
5 Telephoneexpeses 5.05 5.42 3.98 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47 4.47
6 Eletricityexpenses 336.32 288.09 355.62 461.22 493.51 528.05 565.01 604.57 646.88 692.17 740.62 792.46 847.93 907.29 970.8 1038.76 1111.47 1189.27 1272.52 1361.6 1456.91
7 Differentsmallexpenses 3.92 7.4 4.98 4.24 4.37 4.5 4.63 4.77 4.92 5.06 5.21 5.37 5.53 5.7 5.87 6.05 6.23 6.41 6.61 6.8 7.01
8 Corporationoffice 6.14 8.75 4.37 8.38 8.8 9.24 9.7 10.19 10.7 11.23 11.79 12.38 13 13.65 14.33 15.05 15.8 16.59 17.42 18.29 19.21
9 Commissioneroffice 0.7 0.73 2.04 1.92 1.98 2.04 2.1 2.16 2.23 2.29 2.36 2.43 2.51 2.58 2.66 2.74 2.82 2.9 2.99 3.08 3.17
10 Accountsdepartment 43.83 38.27 65.8 48.96 50.92 52.96 55.07 57.28 59.57 61.95 64.43 67.01 69.69 72.47 75.37 78.39 81.52 84.78 88.17 91.7 95.37
11 Developmentdepartment 24.1 1.16 2.75 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41 0.41
12 Stores 15.97 17.13 22.73 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88 9.88
13 Streetlights 41.2 23.68 17.13 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95 19.95
14 Pubilcworks 294.23 489.42 505.91 602.09 602.09 602.09 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05 301.05
15 Waterworks 60.98 113.3 160.28 116.07 116.07 116.07 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04 58.04
16 Workshop 6.84 20.08 8.98 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63 5.63
17 PublicRelation 11.25 9.68 14.16 14.04 15.16 16.38 17.69 19.1 20.63 22.28 24.06 25.99 28.07 30.31 32.74 35.36 38.18 41.24 44.54 48.1 51.95
18 FinanceDepartment 0.98 0.95 2.01 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33
19 TaxcollectionDepartment 0.26 0.27 0.37 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23 0.23
ExtraordinarySuspense
20 Expenses 388.59 292.91 244.61 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23 331.23
21 loansandinterest 169.58 83.28 136.8 263.57 276.75 290.59 305.12 320.37 336.39 353.21 370.87 389.41 408.88 429.33 450.79 473.33 497 521.85 547.94 575.34 604.11
TotalExpenditure 2572.93 2631.78 2929.02 3497.55 3671.24 3857.81 3699.15 3914.49 4145.9 4394.49 4661.68 4948.85 5257.51 5589.3 5945.99 6329.47 6741.79 7185.15 7661.92 8174.67 8726.13
Surplus/DeficitRsinlakhs 35.73 3.96 486.68 109.61 278.73 276.84 2162.17 1604.26 2009.4 2862.4 2519.12 2876.92 3016.47 3234.5 3341.91 3884.86 4170.09 4308.84 4520.92 5404.95 5588.04
P a g e | 183
19.8 Sustainability under full reform scenario

As seen above, the total revenue surplus of Municipal Corporation under Full
Reform scenario for five years upto 2015-16 is Rs. 3943.31 lakhs. This revenue
surplus can sustain 22.39 % of the total project cost envisaged. The
sustainability under this scenario is presented below.
Table 19-15: Sustainability under full reforms scenario
Sustainability under "Full Reforms"

Value Units
Scenario
15 year net revenue surplus of
Ratlam Municipality under"base case- 59192.58 Rs. Lakhs
partial reforms scenario"
Sustainability of project cost under
24.25% %
"Full Reform" Scenario
19.9 Funding option for Ratlam Municipal Corporation

Based on the financial assessment of Ratlam Municipal Corporation, with analysis
under three scenarios viz. Without Reforms, Partial Reforms and Full Reforms it
can be seen that even with partial implementation of Reforms the Corporation
can sustain about 6.40% of the project cost. Hence, on a conservative level, the
following funding option can be adopted for Ratlam Municipal Corporation.
Table 19-16: Funding options Ratlam City Development Plan
Funding Option Contribution as % of project cost
Central Government 80%
State Government 10%
Ratlam Corporation 10%
19.10 Optimal financial operating plan for Ratlam Municipal

Corporation.
The financial sustainability analysis has been carried out for the Municipal
Corporation under Business as Usual and Full Project with Reforms scenario.
The proportion of the project cost which the ULB can support under each of the
scenarios is arrived at is mentioned under following table.
Funding pattern for the major infrastructure sectors like water supply, sewerage
and municipal solid waste can be organized through several schemes like
UIDSSMT etc. In order to provide the basic sevices to urban poor, schemes like
Rajiv Awas Yogna need to be taken into consideration in order to form the
financial resources for urban poor.
Table 19-17: Financial Operating Plan for Full Reforms Scenario (Rs. In Lakhs)
From the above it is clear that the Municipal Corporation will be able to fund 10%
of the project cost and also meet its O&M obligation under Full Reforms
scenario. Since public contribution is envisaged in funding water supply and
sewer scheme, PPP model can be considered for implementation and O&M.
Proven model that can be considered is the Water Supply Scheme under PPP
implemented in Khandwa city in Madhya Pradesh. The project cost of Khandwa
water supply scheme is Rs. 106.72 Crores of which the Central and the State
Government contributions are 80% and 10% respectively. The remaining 10% is
to be borne by the Concessionaire viz. Vishwa Infrastructure, Hyderabad. The
O&M shall be the responsibility of the Concessionaire and the Concession period
is 25 years.
19.11 Alternative funding options for identified projects.

Ratlam Municipal Corporation has limited financial resources for funding the
projects identified. The Municipal Corporation may not be able to avail funds for
all the projects identified unless all the reform measures are implemented.
Alternative funding sources are presented below:
19.11.1 Pooled Financing Mechanism

Tamilnadu Urban Development Fund (TNUDF) and karnataka Urban
Infrastructure Development Finance Corporation (KUIDFC) are two entities which
brought out an innovative funding mechanism for projects i.e. Pooled financing.
Pooled Financing are of two types (i) a blind pool, where a bond bank raises
sufficient funds based on its own credit rating and then on lends to the local
body; and (ii) a project-specific pool, where several projects are pooled and
lumped together in a bond issuance, thereby significantly reducing transaction
costs and improved pricing. Tamilnadu Fund used the second arrangement,
wherein 14 Urban Local Bodies of the state pooled some water and sanitation
projects under a special purpose vehicle called the Water and Sanitation Pooled
Fund (WSPF) and raised about Rs. 300 milllion from the bond market at an
interest of 9.2% in the year 2002.
Similar funding mechanism can be considered for less credit worthy borrowers
like Ratlam Municipal Corporation which has a poor debt repayment record.
19.11.2 Nodal Agency/ State Government Agencies Funding

Municipal Corporations like Ratlam with their limited financial resources
are not in a position to fund ROBs and flyover projects. ROBs in certain
places are taken up by the railways and flyovers and other roads by the
state PWD.
Low cost sanitation projects can be funded by NGOs and State
Government with the Municipal Corporation contributing to a portion of the
cost and acting as a facilitator in implementation.
19.11.3 Public Private Partnership (PPP)

Public Private Partnership projects are gaining importance in recent years even
with smaller municipalities. Parking lots, solid waste management, hospitals and
even slum redevelopment programmes are implemented under PPP wherein the
private sector develops the facility, operates for a specified concession period
and transfer the facility back to the local body. Though large scale participation
of private sector is lacking in water supply schemes, Chandrapur Municipal
Corporation has implemented water supply scheme under PPP.
1. Water Distribution in Chandrapur
The objective of the project was to reduce huge water losses, to the tune of
around Rs 1.83 crores) every year, and increase coverage and service delivery
efficiencies to the 3,00,000 population of Chandrapur city. Water distribution for
the local community was therefore handed over to the private sector participant
i.e M/s Gurukripa Associates & Contractors Pvt. Ltd. in 2004 successfully. Both
distribution of water to existing users as well as the maintenance of the Filter
Plant was entrusted to the private player. Additionally, the private player was
required to:
Lay one km additional line every year thus expanding distribution
All the employees would be the private company's own employees
(Chandrapur Municipal Corporation(CMC) was short of manpower at the time
and would therefore place their own manpower at other places in the
corporation requiring additional deployment)
Technical supervision to be done by the CMC Nodal Engineer with a regular
program of inspection of the filter plant, every 3 to 4 days
The initial investment of the project was Rs 3.0 Crs. The private party injected Rs
50 lacs and raised another Rs 2.5 crs by selling 50% equity on a premium. The
revenue sharing arrangement for the private player was -
Private player to collect tariff charges
Revenue sharing arrangement, such that private player makes a total payment
of Rs 1.59 Cr. to the municipal corporation in 10 years
Private player allowed to increase tariff charges by 10% every 3 years
2. Tertiary Water Treatment of Sewage in Surat
Surat Municipal Corporation has adopted the PPP route for setting up of a tertiary
sewage treatment plant to treat secondary treated water from Bamroli Sewage
Treatment Plant to supply Industrial Grade Water to Pandesara Industrial Estate
and Surat Municipal Corporation on Design Build Finance Operate and Transfer
(DBFOT) basis for a concession period of 20 years under PPP.
The private party initially planned on a break-even in the third year of operations
but due to steep rise in electricity charges (35% increase in three years) the
breakeven was delayed by a year. The operational efficiencies after appointment
of the private sector participant is highlighted below:
Table 19-18: Operational Efficiencies after appointment of Private Sector

Before appointment of the private After appointment of the private sector
sector participant participant
Leakages-the main problem (56 Leakages removal through technological solution
leakages to main water supply line)
Low discharge Replacement of rusted pipes (about 50 km)
Replacement of Pipelines leading to improved
carriage capacity and extending water supply
to additional households
Low pump efficiency (repairs at Oil lubrication system of pumps modified to
every 3-4 months) water lubrication and preventive maintenance
initiated
Pump breakdown and repairs frequency
changed from about quarterly to almost nil
Breakdown time brought upto 24-48 hours
from one week
Low water tax collections Streamlining of water tax collection system
with improved quality of supply.
Recovery % of water tax improved from 60%
to 95%
No of complaints reduced from 100 to 10
More complaints from users Per capita supply of water increased from 70
lpcd to 130 lpcd
The private player has received requests from
other neighbouring cities to run this pilot there
also.
Even where the private company was not
required to expand coverage (in a year),
consumers started coming to the private
player on their own with offers to fund the cost
of laying distribution pipelines themselves if
the private party would distribute water to
them also.
Source: Analysis
o Development of Parking Lots under PPP
Brihanmumbai Municipal Corporation (BMC) has developed a multi-storied
mechanized parking lot on a PPP basis at Bhulabhai Desai Road, Mumbai
BMC is also in the process of developing seven mechanised parking lots at
Dadar, Borivali, Kurla, Powai, Matunga on PPP basis
Jaipur Municipal Corporation has commissioned a study for development of
parking lots under PPP at 5 sites in Jaipur
o Other PPP projects

Municipal Solid Waste management projects under PPP have been
implemented in Delhi, Bangalore, Chennai, Jodhpur and Sirsa
Bus terminals at Dehradun, many cities in Gujarat and Amritsar on PPP
Thriupur water supply and sewer project on Build Own Operate and Transfer
basis - Water supply infrastructure to draw raw water and distribute for
industrial and domestic users.
Alandur underground sewerage scheme Public participation in the scheme by
financial contribution in the form of upfront payment for service connections
Desalination Plant at Chennai to treat 100 MLD sea water by reverse osmosis
on Design Build Own Operate and Transfer basis for 25 years.
The above projects highlight the importance of private sector involvement in
implementation of various projects. The number PPP projects till date under
JNNURM in various sectors are as follows:
Table 19-19: PPP Projects implemented under JNNURM
Cost
Sector Number
(Rs. Crores)
Water Supply 3 (Project related) 246.61
Sewerage 1 (Project related) 31.47
Solid Waste Management 17 (Operation and 873.91
Maintenance)
MRTS 1 (Project related) 476.15
Source: JNNURM
PPP projects bring in the much required funds for the project, reduce project
delays, and improve operational efficiencies and quality of service delivery.
Further, municipal Corporations should not be involved in maintenance of parks,
schools, hospitals; recreational facilities as these facilities can be developed on
commercial formats successfully with private sector participation and the
Corporations shall focus its efforts towards provision of basic infrastructure
facilities. With PPP gaining importance even in the provision of basic
infrastructure, the municipal Corporations shall play the role of facilitator in
implementation of these projects.
19.11.4 City Planning Schemes

Gujarat Model of land pooling for implementation of infrastructure projects has
helped the state to achieve urbanization at a faster rate than the rest of the
states in the country. While the urban development Acts in the rest of the
country focus on direct acquisition of land from owners, the Gujarat City Planning
and Urban Development Act, 1976, lays down the city planning or TP scheme
procedure for land acquisition. Under the TP scheme, 40 per cent of the land in
the area earmarked for infrastructure development is pooled in from land
owners. The rest 60 per cent of land remains with the owners, which they are
allowed to sell or else develop in accordance with the urban development
scheme. In this way, land owners are not forced to sell land to the urban
development authority at cheap rates. As land prices shoot up, sometimes by 10-
20 or even 100 per cent, with the development of infrastructure in the area,
owners are not averse to pooling in 40 per cent of their land. According to
authorities, there have been instances where entire villages have approached the
AUDA for including their land under a TP scheme.
From the 40 per cent land pool, 20 per cent is earmarked for development of
road network, five-eight per cent for garden and lake developments, another
five-eight per cent for construction of houses for economically weaker sections,
and the remaining five-eight per cent is auctioned by the urban development
authority. Money raised from the auctioned land helps cover infrastructure
development expenses like the cost of laying of roads, gardens, lakes, flyovers,
etc.
19.11.5 Other sources of project funding

The municipal Corporation can leverage its land assets for implementation of
projects through private sector participation. Alternatives include granting
higher Floor Space Index, Transfer of Development Rights for raising funds for
projects. However this depends on the real estate demand in the region
Energy Efficiency Projects especially in Street lighting and Solid waste
management and waste recovery are eligible for availing carbon credits
(Certified Emission Reductions) which are tradable. However, the projects
should be large enough for application for CERs under Clean Development
Mechanism
19.12 Supervision of capital works and maintenance
19.12.1 Appointment of Project Management Consultants for

Implementation
Ratlam Municipal Corporation lacks trained manpower to carryout supervision of
the projects and monitoring of the quality of work within the stipulated costs and
without delays is a challenge. Appointment of Project Management Consultants
for monitoring of the projects is essential.
19.12.2 Turnkey contracts with minimum years of operation

obligation
With the Municipal Corporations lacking skilled staff in design, execution and
operation and maintenance, project contracts can be structured as turnkey
contracts with the contractor be made responsible for design, construction and
operation and maintenance for a specified number of years, say, 5 years. During
the O&M phase, the contractor can train the municipal Corporation employees to
undertake O&M in subsequent years.
19.12.3 Induction of Technical staff

Induction of trained and skilled manpower is essential in municipal Corporations
as they are responsible for service delivery of basic infrastructure facilities
Water Supply, Sewer, Roads etc. In Ratlam Municipal Corporation there are no
skilled staffs for each sector and the City Engineer is the only technical person
with a planning background. Training also needs to be imparted to the staff of
the municipal Corporation in technical areas, administration, use of IT tools and
Management Information Systems.
19.12.4 Outsourcing of municipal functions

To maintain a lean organization, Municipal Corporations can outsource some of
its functions for a fixed consideration. This improves efficiency and reduces the
burden on the municipal Corporation. Some of the areas where outsourcing of
functions is practiced are:
Street lighting
Solid waste management
O&M of parks
Accounting
Even O&M for water treatment and distribution systems, sewer treatment and
distribution systems, tax collection can also be outsourced to improve efficiency
and ensure effective service delivery.

Measures for making Ratlam
a Sustainable city-
Special Paper 1
Sustainable city is a city conceived on

principles of sustainability, which
would address environmental issues
plaguing the cities of today
Measures for making Ratlam a Sustainable cities Special Paper
1 Cities and Climate Change
It is no longer a scientific question as to whether the climate is

changing, but the question is the timing and magnitude of Climate
Change
1.1 Climate Change Relevance and Context
Climate change has origins in anthropogenic activities and is engaging the

attention of planners, governments, and politicians worldwide. Climate change
is recognized both as a threat and a challenge. The impact of human activities
on climate and climate systems is unequivocal. The governments of the
countries across the world are engaged in working out the impacts and
associated vulnerabilities of their economies to impending projected climate
change.
Climate has a significant role in the economic development of India. Many

sectors of the economy are climate sensitive. In India, the meteorological
records indicate rise in the mean annual surface air temperature by 0.4C
with not much variations in absolute rainfall. However, the rates of change in
temperatures and precipitation have been found to be varying across the
region. The intensity and frequency of heavy precipitation events have
increased in the last 50 years. The tide gauge observations in the last four
decades across the coast of India also indicate a rise in sea level at the rate of
1.06-1.25 mm/year. Further, some preliminary assessments point towards a
warmer climate in the future over India, with temperatures projected to rise
by 2-4 o C by 2050s. No change in total quantity of rainfall is expected,
however, spatial pattern of the rainfall are likely to change, with rise in
number and intensity of extreme rainfall events.
The sea level is also projected to rise with cyclonic activities set to increase
significantly with warmer oceans. The continuous
warming and the changing rainfall pattern over the
Indian region may jeopardize Indias development
Climate change is
by adversely impacting the natural resources such recognized both as
as water forests, coastal zones, and mountains on a threat and a
which more than 70% of the rural population is challenge
dependent.
The physiographic features and the geographic location, which control the
climate of the country, bestows it with great wealth of its natural resources,
surface and ground water availability, forestry and vegetation. The region
abounds in very rich collection of flora and fauna, and some of these locations
exhibit a high degree of species endemism and constitute biodiversity
hotspots of the world. There is an ever increasing recognition of the need for
Special Paper Measures for making Ratlam a Sustainable cities
impact assessment related to climate change and undertaking suitable

assignments for reducing projected adverse impacts of climate change.
1.2 Urbanisation and Climate Change perspective
About 30% (285.35 million people, 2001 census) of the Indian population
resides in urban areas. In post-independence era while population of India has
grown three times, the urban population has grown five times. Urban areas
are heavily dependant on fossil fuels (often imported), for the maintenance of
essential public services, for powering homes, transport systems,
infrastructure, industry and commerce. The fossil fuels are increasingly
becoming more expensive due to scarcity of fuel and increase in demand. In
addition to this, the environmental and social impacts of the consumption of
fossil fuels are increasingly becoming a concern. These impacts include air
pollution, global warming, waste disposal problems, land degradation and the
depletion of natural resources.
Urbanization and economic development are leading to a rapid rise in energy

demand in urban areas. Urban areas have emerged as one of the biggest
sources of Green House Gas (GHG) emissions, with buildings alone
contributing to around 40% of the total GHG emissions. As per latest UN
report one million people are moving to urban areas each week. It is
estimated that around two-thirds of the world population will be living in cities
in 2050. This requires a tremendous shift in energy resources in urban areas.
In recognition of this, various cities around the world are setting targets and
introducing polices for promoting renewable energy and reducing GHG
emissions. London has announced 20% Carbon emission reduction by 2010;
New York and 200 other U.S. cities have set a similar target. Tokyo has
announced 20% share of renewables in total consumption by 2020 and
Australian government has initiated a Solar Cities programme.
Several Indian cities and towns are experiencing 15% growth in the peak
electricity demand. The local governments and the electricity utilities are
finding it difficult to cope with this rapid rise in demand and as a result most
of the cities/towns are facing severe electricity shortages. There is a need to
develop a framework that will encourage and assist cities in assessing their
present energy consumption status, setting clear targets for and preparing
action plans for generating energy through renewable energy sources and in
conserving energy utilized in conducting urban services.
1.3 Sustainable city the city of Future
In addition to the increasing energy consumption, electricity shortages,

depleting natural resources there are other problems like unplanned growth,
unmanageable cities and deteriorating quality of life. A one pack smart
solution to break from viscous cycle of degenerating cities and unending
shortages is growth driven by Sustainability principles.
Sustainable city is a city conceived on principles of sustainability, which would

address environmental issues plaguing the cities of today. Sustainable cities
make prudent use of available land, encourage energy-efficiency, resource
efficiency and promote healthy buildings for users. Traffic clogged city centers
are reclaimed for pedestrians, green spaces are preserved and expanded,
recycling schemes are promoted, and environment friendly buildings are
designed.
What our cities will look like in the future will depend on, how they are
planned or, much more important, whether they are planned at all. The key
point is that planning and management has a key role in ensuring
sustainability.
Many of the problems associated with our cities exist because they have not
been planned, or the planning has been ineffective or misdirected and
secondly due to due to inefficient management and governance of the cities.
Sustainable cities will look at the existing cities and aim at making policy
changes and indentify strategies which will improve the status of existing
cities and address environmental issues.
Give the background to Sustainable City, it is imperative to say that it is a

mammoth to recreate and revitalize our cities to Sustainable city. However,
a Journey of 1000 miles begins with a small step. And there are definitely
number of short term and implementable strategies which will embark us in
the direction Sustainable cities.
This Special paper focuses on two

categories of such implementable Sustainable city is a city
strategies that can be undertaken by conceived on principles
Ratlam Municipal Corporation. These
of sustainability, which
strategies are explained in subsequent
sections. would address
environmental issues
plaguing the cities of
today
2 Energy Efficiency strategies

for the city
The Energy efficiency strategies for city can be broadly categorized under two
heads. Strategies and measures applicable at city level for provision of
services and strategies applicable at building level
2.1 Energy Efficiency in Ratlam Municipal Corporation
Municipalities are spending large amounts of their revenue on purchasing

energy for providing local public services such as street lighting and water
supply.
Municipal energy efficiency saves scarce commodities and stretches tight

budgets, giving citizens improved access to electricity, water, heat and air
conditioning. Energy efficiency in municipal water supply systems can save
water and energy while reducing costs and improve service at the same time.
For those bearing the financial responsibility for local public services,
efficiency in the provision of energy and water is one of the few cost-effective
options available for meeting growing demands for vital services such as
electricity, water and wastewater treatment. The budgets for these services
often lack funds to invest in improvements, and public entities are looking for
ways to finance energy efficiency projects. Among many possible options,
performance contracting offers a mechanism for municipalities and public
utilities to finance efficiency improvement projects without upfront
investment.
Performance contracting became popular because the goods and services

associated with the project are paid from the savings accrued from it, which
allows municipalities to finance the improvements. Performance contracts are
inherently flexible and can be structured to best fit the needs of the involved
parties.
Performance contracts often involve an Energy Service Company (ESCO) but

sometimes the services can be provided by engineering firms, such as water
engineering companies in case of efficiency project involving water supply.
However, ESCO participation in the project is beneficial because such
companies have managerial, technical and turn-key project implementation
skills that often are lacking at the municipalities, combined with the ability to
structure project financing. Based on the municipalities needs, the ESCOs can
finance EE implementation and collect their dues from shared or guaranteed
savings accruing from the EE project.
2.1.1 Energy Efficiency Strategies in Municipal Sector
The major energy loads in any are typically the water pumping systems,
street lighting, sewage treatment and handling, and electricity distribution.
Municipal buildings such as offices, hospitals, schools also contribute to the
high municipal energy bills. Therefore, the following systems are those most
commonly addressed by a municipal energy efficiency audit:
Street lighting
Water Pumping
Sewage pumping
Electrical distribution
Municipal Buildings
EE measures in street lighting
Street lighting is one of the major sources of energy consumption in municipal

sector. A comprehensive survey of street lighting systems needs to be
conducted and meetings with officials responsible for designing, installation
and operation and maintenance are to be conducted. The specifications of
types of lamps being used in various roads in the city should be mapped and
based on the energy audit of street lighting and the data collected from the
Municipal Corporation, appropriate projects can be implemented. There is a
good potential of reducing the consumption by installing multitab ballast with
astronomical timer switch. The following strategies can be envisaged:-
1. Replacement of High Pressure Sodium Vapor Lamps with LED

lights
High mast tower lights of 400W, 250 W, 70 W are generally used for street
lighting in most of the ULBs which can be replaced with more energy efficient
LEDs of 125 W, 70 W and 28 W respectively. A 100% target to replace the
high mast tower lights can be set with year wise target. Ratlam Municipal
Corporation can adopt ESCO model financing for Energy Efficiency street
lighting projects.
Strategies
Ratlam has 7575 street lights positioned all over the municipal areas out of which 299
street lights are in not in working position. The details of different types of streetlight in
Ratlam are given below. There are 706 nos of CFL tube lights out of which 681 nos
are 72 watt CFL and 25 nos are of 85 watt CFL.
40 W Tube Lights 1712

250 W Sodium Vapor Lamps 3955
250 W Metal light fitting 424
125 W vapour light fitting 43
85 W CFL fitting 27
72 W CFL fitting 681

250 W High mast fitting 5
400 W Metal light fitting 5
total number of street lights 7575
Recommendations for Replacement of Street Lights

Replacement of 1712 40 W Tube light with 8W LED lights or 28 W T5 lights
Replacement of 174 Nos 150 W High Pressure Sodium Vapor with 55 W LED lights
Replacement of 3995 Nos 250 W High Pressure Sodium Vapor with 130 W LED
lights
From the above recommendations we can achieve a total savings of around
2475533 KW per annum and monetary savings of Rs 68, 77,704 per annum
2. Sensors for Automatic on/off of street lights
Automatic street lights ensure that energy is not wasted by lights turned on
during day time. Most of the ULBs predominantly follow manual switching of
street lights which results in labour costs, energy wastage and poor efficiency.
The best solution is to install automatic sensors.
Strategies
In Ratlam Municipal corporation it has been observed that the operating load for street
lighting remains same throughout the night. In order to reduce the energy load it is
suggested to install the multi tab ballast which varies the load of the lamp according to
the traffic load during the night.
Multitab ballast comes with a facility of setting the time for which the lamp will run up to
its full facility. So during the evening operating hours the timer is set for the full loading
of the lamp and during midnight onwards it will be set for 50% loading of the lamp.
Astronomical timer switch will help in reducing the wastage of lighting consumption as
due to seasonal variation the operating hours of street lighting does change. So the
switch doesnt allow street light to get on before the dusk and after the dawn.
Astronomical timer switch will be installed which will help in reducing the wastage of
lighting consumption as due to seasonal variation the operating hours of street lighting
does change. So the switch doesnt allow street light to get on before the dusk and
after the dawn
EE measures in water pumping
Water pumping is another energy consuming activity in the municipal sector.

According to the BEE estimates approximately 25% of energy savings can be
achieved from initiatives in water pumping systems alone.
1. Improvement of Design Efficiency in Pumping System
Strategies
For the proposed water supply scheme, a detailed study should be conducted to
assess the volume of water to be pumped and height at which the pumps need to be
located.
The proper designing of the pumping system using the fluid flow analysis
softwares can bring out energy savings in running and maintenance of water
pump systems to the tune of 20%.
2. Installation of variable speed drivers
Major energy loss is caused due to the improper dimension and adjustments,
by properly adjusting the pump speed using variable speed drivers these
losses can be reduced.
Strategies
It is expected to achieve around 5% energy savings by installing variable speed drivers

in water pumping systems.
2.1.2 Other Energy Efficiency Measures
Sector wise survey (Residential, Commercial, Industrial and Municipal) could

be conducted to assess the energy consumption scenario and based upon the
survey results various energy efficiency projects can be implemented.
Strategies
The major energy saving measures that can have maximum impact are as follows.
Replacement of incandescent lamps with CFL
Replacing the conventional T-12 (40 Watt) copper ballast tube lights with the
energy efficient T-5 (28 watt) electronic ballast tube lights. The saving would be
around 42% per tube light.
Replacing the conventional ceiling fans which consumes (70-80watt) with energy
efficient fans (which consumes 50 watt). The savings will be 37% per fans.
Replacing the existing unitary air conditioners with the BEE star labeled air
conditioners.
The overall electricity savings can be achieved by implementing all the above
measures would be approximately more then 20% of the total consumption in
various sectors of the city.
2.2 Building Energy Efficiency Existing policy

Framework
In India there are two Building codes (policy frameworks) which deal with the
construction of buildings and with Energy efficient design of buildings - the
National Building codes 2005 (NBC 2005) and the new Energy conservation of
buildings codes 2006 (ECBC 2006). The national building codes only consider
regulations in building construction primarily for the purposes of regulating
administration , health and safety , materials and construction requirements
and building and plumbing services whereas the ECBC 2006 consider energy
conservation and energy efficiency in buildings to provide minimum
requirement for the energy efficient design and construction of buildings. The
NBC 2005 refers to a wide variety of building type and ownership whereas
ECBC 2005 only refers to commercial buildings and some building complexes.
The ECBC 2006 mainly considers administration and enforcement, the building
envelope, HVAC, service hot water and pumping, lighting and electric power
to encourage conservation of energy. These are considered during
construction of new buildings and while doing additions to existing buildings.
At present the Energy Conservation Act 2001 empowers the state

governments to adjust the codes according to local conditions. This
encourages inconsistency in building practices across to country and can lead
to huge deviations from the existing codes. There are currently various state
designated agencies for implementation of this code. The regulating authority
is different for each state and is responsible for enforcing the adapted building
codes for that state. Experts check the plans for new buildings or changes to
existing buildings and permit the builder to carry out construction if the design
meets the code requirements. They are rejected and sent for alteration if they
do not meet the requirements. After the building is built it must again be
certified as complete by the state designated agency before it is used.
The Bureau of Energy Efficiency is working on certifying Energy Auditing

Agencies in order to evaluate buildings energy use, which will enable better
regulation of energy conservation in buildings.
2.2.1 Sustainable Construction /Green Buildings
Green Building is the practice of increasing the efficiency while ensuring

healthy indoor environment for the buildings by minimizing their use of power,
water, and materials, thus reducing building impact on the environment and
on the limited resources of the planet, through better site selection, design,
construction, operation, maintenance, and dismantling - the complete building
life cycle.
In order to encourage green rating practices of buildings, IGBC has come up

with LEED rating. Points are given for different criterion at the site planning,
building planning and construction, and the building operation and
maintenance stages of the building life cycle. The entire constructions for all
the new and existing construction can follow the Green Building standards.
The related concepts of sustainable development and sustainability are

integral to green building. Effective green building can lead to
Reduced operating costs by increasing productivity and using less energy
and water,
Improved public and occupant health due to improved indoor air quality,
and
Reduced environmental impact by, for example, lessening storm water
runoff and the heat island effect.
Demand Comparison: Conventional Vis a Vis Green Building
Conventional Building Green Buildings *
Air-conditioning Cooling Load 150 SFT/TR 600 SFT/TR
Electrical Demand Load 10 WATT/SFT 4 WATT/SFT

Lighting Power Density office
2 WATT/SFT < 0.6 WATT/SFT
area
Lighting Power Density retail
4 WATT/SFT < 1 WATT/SFT
area
Lighting Power Density
1 WATT/SFT < 0.15 WATT/SFT
parking area
45 Liters per day per 20 Liters per day per
Potable Water Demand
person person
* - As per the Green measures adopted
Green buildings are scored by rating systems, such as the Leadership in

Energy and Environmental Design (LEED) rating system developed by the
Indian Green Building Council, and other locally developed rating systems like
GRIHA
Strategies
Green Building Implementation Framework Model for ULB
In order to propagate the energy efficient/ green building in the jurisdiction of Ratlam
Municipal Corporation the construction of commercial, industrial and residential
complexes / townships as per the green building standards can be made mandatory by
ULB or some special financial incentives such as property tax rebates or incentives in
electricity bills etc can be given by the ULB.
For the effective implementation of sustainable construction as per the LEED / GRIHA
criteria ULB should set up a Green Building cell which can be a subset of the JNNURM
cell, which will consist of members of town planning authority, PWD and ULB who will
be trained on Green Building concept and also seek the help of LEED AP or GRIHA
certified professionals.
This green building cell will be responsible for the approval of all plans in order to
ensure that it is as per the criteria of LEED / GRIHA which can also have a third party
inspection from LEED AP / GRIHA certified professionals who in turn will give the
certification report to town planning department advising them on any changes to be
made in plan if required or recommending approval. The model framework is depicted

in Figure below. ULB should conduct an extensive training programme either by
GRIHA or IGBC ( Indian Green Building Council) for all the local architects and people
involved in civil construction in order to do effective capacity building on Green
buildings with the help of MNRE.
Figure : Implementation Framework Model for ULB
2.2.2 Steps to be taken for effective implementation of Energy

Efficiency in Buildings
Other additional measure which can be taken by Ratlam Municipal Corporation
are as follows:
Strategies
ULB can offer financial assistance for reduction in energy use in lighting systems
that go beyond the ASHRAE guidelines. This incentive allows energy efficient
lighting to be a cost effective measure, ULB can also offer subsidies for indoors
and outdoors solar lighting devices for community and individual users.
As of now there are no subsidies offered for most energy efficient HVAC
systems and for the use of natural water coolers. ULB can offer financial
incentives for more energy efficient HVAC systems. This encourages their use in
new buildings and when retrofitting existing buildings.
Financial assistance or subsidy can be given to solar heating systems in
particular which will be preferred option for the city as this technology being
suitable for the climate of the city.
ULB by notification in consultation with state government, BEE can amend the
energy conservation building codes to suit the conditions and factors prevailing
in Ratlam
Direct every owner or occupier of a building or building complex to comply with
the provisions of the energy conservation building codes.
Direct, if considered necessary for efficient use of energy and its conservation,
any consumer referred to get energy audit conducted by an accredited energy
auditor.
Take all measures necessary to create awareness and disseminate information
U for efficient use of energy and its conservation.
L
B Arrange and organize training of personnel and specialists in the energy
conservation techniques for efficient use of energy and its conservation.
Take steps to encourage preferential treatment for use of energy efficient
equipment and appliances.
ULB can also work out on possibility of establishing an energy conservation fund
with adequate contribution from State government, private entities in city etc in
order to enhance the financing of EE projects to be implemented.
3 Renewable Energy Strategies

for the City
India has been dependant on fossil fuels such as coal, oil and gas for its
energy requirements. Today, more than 65% of its capacity is fossil fuel
dependant. Despite the recent discoveries of gas as well as initiatives to
develop coal reserves, it is likely that our dependence on fossil fuels will
continue in near future. The reserves of fossil fuels are constantly depleting.
Additionally in last couple of years, the price of fossil fuels has shown a
consistent upward trend.
Given this scenario, it is of paramount importance that the country develops
all possible domestic energy sources. India cannot afford to ignore any
source of energy just because those sources are currently expensive, since
economic loss due to non supply of electricity will be greater than the cost
of selected sources of energy. Minimising dependence on import of
conventional fuel and provision of energy to all at affordable prices should be
the main concerns for energy policy of India.
3.1 Solar Water Heating Systems
It is a well known fact that the solar

energy can be used for water heating.
Solar water heater is a commercialized
technology in India. A 100 litres capacity
SWH can replace an electric geyser for
residential use and saves 1500 units of
electricity annually.
It has been observed that residents of
Ratlam, use electricity/fossil fuels for water
heating; Based upon a detailed survey conducted among the household and
commercial establishments an annual target can be kept for shifting to solar
water heating systems.
Strategies for Promotional Schemes for development of SWHS

Financial Assistance through interest rate / capital subsidy
Building bye-laws amendment to mandate SWHS installation
Utility rebates for SWHS installations
Standardisation of Solar Collectors
Inclusion of Solar Energy in ECBC
The use of 1000 SWHs of 100 litres capacity each can contribute to a peak load
saving of 1 MW.A SWH of 100 litres capacity can prevent emission of 1.5 tones
carbon dioxide per year.
3.2 Solar Cookers
Solar cookers can be used in

households to cook items such as rice,
lentils, prepare simple cakes etc. It
takes 1 to 2 hours to cook these items.
The extensive use of solar cookers can
lead to substantial reduction in monthly
electricity bills. The basic cost of box
type solar cooker ranges from Rs 4500
6000. A single cooker can cater to
the needs of 4-5 people and replace 3-
4 LPG cylinders per year.
Strategies
MNRE provides subsidy to the extent of 30% of the cost limited to RS 1500 per
cooker and based upon a detailed survey conducted among the household and
commercial establishments an annual target can be kept for installing solar cookers
3.3 Solar lanterns to replace kerosene lamps
A solar lantern consists of three main

components the solar PV panel, the
storage battery, and the lamp. A single
charge can operate the lamp upto 4-5
hours.
The cost of solar lantern ranges from Rs
1500 Rs 3000 and based upon a
detailed survey conducted among the
household and commercial
establishments an annual target can be
kept for solar lanterns
3.4 Solar Home Lighting Systems

A solar home lighting system can provide 3-4 hours of light during power cut
period. A solar home lighting system with 74 Wp solar module can replace 3-
4 kerosene lamps thereby can save 10-15 litres of kerosene per month. The
cost of a solar home lighting system varies from Rs 8000 Rs 20000

depending upon capacity.
Strategies
MNRE provides a subsidy of Rs 8000 for a 74 Wp system and based upon a detailed
survey conducted among the household and commercial establishments an annual
target can be kept for solar home lighting systems.
3.5 Solar PV for Home Invertors

They can be used to charge batteries of home invertors for supplementing
the grid electricity. They consist of a solar panel module and a charge control
system.
Strategies
Ratlam has regular powercuts everyday and large number of households and
commercial establishments are using invertors. A 250 Wp Solar PV, home invertor
system costs approximately Rs 30000 and based upon a detailed survey conducted
among the household and commercial establishments an annual target can be kept for
solar PV for home invertors
3.6 Solar PV for replacement of DG/ Kerosene generator

sets
During load shedding hours many of the upper middle class households in
the city use DG/Kerosene generator sets. A target of 10% of these
households has can be kept to replace it with solar power packs. A 1000 Wp
solar power pack has been considered which costs about Rs 2 Lakhs.
Strategies
Ratlam has regular powercuts everyday and large number of households and
commercial establishments are using invertors. A 250 Wp Solar PV, home invertor
system costs approximately Rs 30000 and based upon a detailed survey conducted
among the household and commercial establishments an annual target can be kept for
solar PV for home invertors
3.7 Rooftop Solar PV

Its is observed that commercial and municipal sectors cover substantial area
in the city out of total area. Roof top solar PV based grid connected system
may well be quite feasible in the city. It has been observed that the
commercial buildings, government buildings etc have adequate amount of
roof area which are not being used. The grid connected solar PV systems of
100-500 KW are technically feasible in commercial buildings while 25-50 kW

capacity systems might be feasible in residential sector.
MNRE has recently announced the rooftop solar PV policy. The scheme on
Demonstration and promotion of solar photovoltaic devices /systems in
urban areas & industry focuses on roof top SPV systems.
Strategies
Commissioners Office , Town Hall, City development Authority office can be take on
pilot basis and can be taken on priority to demonstrate success of such projects to
public and same could be replicated elsewhere. In large commercial establishments
like hotels, shopping complexes, theatres, hospitals etc and institutions like schools,
colleges and universities, roof top solar from 100 to 250 KW capacities might be
recommended.
3.8 Solar Street Lights along main road

Solar street lights use SPV panels to convert sunlight to electrical energy
that is stored in a battery box. A basic solar powered streetlight consists of
an SPV module, a battery, a lamp with charge controller and a lamp post.
The cost of solar street lighting system is approximately Rs 20,000. MNRE
provides subsidy at the rate of Rs 9600 per streetlight.
Strategies
A target can be kept of installing certain nos of solar streetlights along the main road.
This could be financed by giving advertising rights to various MNCs who will in turn
install the lights with no financial implications on the city
3.9 Solar Traffic Lights

Solar traffic lights can solve the problem of failure of conventional traffic
lights due to frequent break down in power supply. Solar powered traffic
lights employ energy efficient LED which consume very nominal energy and
thus could be installed at reasonable cost.
Strategies
A target can be kept to make certain number of traffic lights solar powered. The cost of
a solar traffic light is approximately Rs 25000. MNRE gives subsidy up to 50% of the
cost of the system or Rs 2.5 Lakhs whichever is less
3.10 Solar Hoardings

Large advertisement hoardings in cities employ 4-12 lamps& consume a vast
amount of energy. A solar hoarding uses SPV to convert sunlight to
electricity required to illuminate the hoarding.
Strategies
A target can be kept to convert certain nos hoarding into solar hoardings. The
approximate cost of solar hoardings start form Rs 1 lakh onwards. MNRE gives ubsidy
to the extent of 50% of the cost or Rs 15000 per 100 Wp whichever is less.
Apart from these the following options could also be considered

Use of solar blinkers on roads might be an effective approach
towards highlighting the solar city concept within the city and
energy saving.
Solar powered, LED display boards could be set up at the strategic
locations in the city. These boards would not only display the fact
that Ratlam as a Sustainable city but also display pollution levels,
temperature updates, and messages useful to general public.
Provision of solar powered lights and fountains in the prominent
public gardens and parks in the city could be made thereby
spreading the solar city message.
3.11 Energy from Municipal Solid Waste

Waste to energy projects reduces the volume of waste going to landfills by
60-90%, saving the land, ensuring safe disposal and reducing emissions
from residual waste. Refuse derived fuel (RDF) process or pelletisation is a
thermal process , where the waste is dried and compressed to make pellets.
Under the MSW 2000 rules , its is mandated that all municipalities address
the issue of scientific management of MSW. RDF generation from MSW can
increase energy efficiency of solid waste processing and reduce emissions.
Strategies
The project can be developed on PPP route where MNRE gives a subsidy subject to a
ceiling of RS 1.5 Crore per MW.
3.12 Energy from Sewerage Treatment Plants
Treatment of waste water is very vital for

heath of the citizens of the city.
Generating biogas and thereby electricity,
and ability to sell carbon credits can be
important sources of income that help in
recovering the cost of construction.
Strategies
The approximate cost of biomethanation projects from sewerage treatment plant is Rs
10 Crore per MW, for which MNRE is providing subsidy to the tune of Rs 3 Crore per
MW under the scheme of energy from urban & industrial waste.
3.13 Capacity Building and Awareness Generation

In order to inculcate the energy conservation techniques in the common
architecture, it is essential that all the practitioners be properly trained in
energy efficient or Green Architecture. ULB may organize a series of training
programmes for the planners, architects, electrical, HVAC and lighting
consultants and engineers involved in the building sector. These courses,
tailor made to suit different levels, would have to be imparted to all the
professionals, in public as well as in private sector on a regular basis.
Specific training programmes need to be designed for front line workers and
technicians and also for those in supervisory role, for effective monitoring of
energy demand.
Public awareness and education being central to successful changeover to
solar city, it is imperative for ULB to engage the public through sustained
awareness campaigns and communicate the benefits of energy conservation
and renewable energy to different user groups, including local elected
representatives.
A key component of the awareness campaign would be to capture school
childrens attention towards energy efficiency and clean future. Thus the
campaign for the school children will include the following elements:
Inter School essay and drawing competitions
Inter School quizzes
Workshops and seminars
Exhibitions and demonstrations
Field Trips
ULB can also initiate awareness campaigns along with electricity
departments to generate a public response on energy conservation like door
to door campaign, newsletters etc.
Energy Education Park

In order to demonstrate the various new and renewable sources of energy
technologies and creation of awareness and publicity amongst students, teachers,
rural and urban masses about the uses and benefits of renewable energy systems
and devices a state level energy education park can be constructed in city which will
act as the epicenter for the solar city cell and hub for various promotional activities
Concept Brief Energy Park
It should a park with the theme of generation and usage of various forms of renewable
energy sources surrounded by a beautiful garden having abundant greenery,
flowers, attractive musical fountain, and a unique waterfall. It should make all citizens
realize the urgent need to use renewable energy sources to the maximum in our day-
to-day life, as conventional forms.
Components of Park
Solar Energy
The entire park and the garden should be illuminated through solar SPV systems
Bio Energy
A biogas plant of 10 m3 capacity can be installed in the park, and also some kind of
energy plantations which will act as the fuel to this plant, which will help in
propagating this idea
Wind Power, Hydel Power and Ocean Energy
Small aero generators and micro hydel plants could be installed in the park along with
a working model which educates people on how energy is generated from oceans
Other proposed attractions
Solar boat
An artificial lake could be created in the park where visitors can enjoy a ride in the
solar/ paddle boats in the lake. The motor of these boats is driven by batteries
charged with solar modules that are mounted on the roof of the boat. Youngsters can
enjoy rides in the small paddle boats.
Solar car
Solar cars could be proposed for children up to the age of 10. The roofs of these cars
should be made of solar cells that power the motor through batteries. Children can
drive these cars and thus know about pollution-free battery operated vehicles.
Solar hut
A beautiful solar hut with ethnic painting by local artists and depicrting the city culture
and tradition and brass industry could be constructed in the park. Solar huts can be
hired for a family get together or a picnic. The following facilities are provided in the
solar hut.
o Air conditioner
o Solar refrigerator
o Solar lighting system
o Solar-powered computer system

o Solar-powered television
o Solar-powered fan and cooler
The electricity required to run all the above systems should be generated through a
solar PV power plant.
Solar Shop
Solar shop can be put up in the park from where the citizens can purchase various
solar equipments and devices.
The approximate cost of the park will around RS 1 Crore, which can be finalised
upon the preparation of the DPR. ULB should initially call for quotations for
preparation of DPR and concept plan for the park
4 Financing Schemes & models
Lack of adequate finance is one of the reasons that even being technically
and economically viable, many of the energy conservation or renewable
energy projects projects / programmes do not get implemented. The
financing of solar cities is quite challenging as the quantum of finance for
various strategies varies from few hundred rupees to several crores of
rupees. Therefore a variety of financing institutions and schemes has to be
integrated to evolve a feasible financing plan.
4.1 Financing Options
4.1.1 Grants/ finance from central government, state

government and international agencies.
There are several central and state government agencies that give grants or
create special funds for the purpose of providing finance for various
renewable energy and energy efficiency projects. Several international
lending and donor institutions such as World Bank, the Asian development
bank etc have projects and funds for development of EE and RE projects.
Ministry of Urban Development could also be approached for assistance
under their scheme like JNNURM for MSW and STP (Sewerage Treatment
Plant) projects. ADB is lending to IREDA for an Integrated Renewable Energy
Development Project which has solar roof top as one of the components.
Similarly there are bilateral funding agencies like USAID, DFID etc who can
finance or give grants to certain projects.
4.1.2 Self financing recovery of investment through tax or

tariffs
Under this model, Nagar Nigam or DISCOM (PVVNL) can allocate funds for
development of various projects under solar city programme, which can be
through loans. Tax, tariff or user fee collection could be used to self finance
the projects.
4.1.3 Project finance

In this model, project work is awarded to private entity on a PPP route and a
SPV is established which in turn enters into contract with suppliers and
buyers and financial institutions lend to the SPV based on the cash flows of
the project. Grid connected solar PV plants and large waste to energy
projects can be put up through project financing.
4.1.4 Revolving Fund

A revolving fund (RF) is usually set up to finance an explicit activity/s that is
clearly defined by the holders of the fund. RF is one time investment and it
can come from multiple sources, the best scenario here is to create a RF
from the subsidy amount that is to be obtained. This RF will be maintained
by the JNNURM cell.
4.1.5 ESCO Financing

An ESCO designs, implements and finances energy efficiency and energy
conservation projects on behalf of its customers on a guaranteed
performance basis. The project design is such that the savings will usually
be large enough to service the debt assumed to implement the measures
and leave a surplus that is shared between the customer and the ESCO. An
ESCo risks its payments on the performance of the measures implemented
and the equipment installed. Because the payments to an ESCo are
contingent upon the magnitude of the actual savings, ESCos are often called
Performance Contractors. Some ESCos may even finance projects,
recovering their investment from the resulting savings. In other words an
ESCo is a single-window solution to all aspects of energy efficiency
improvement.
A typical ESCo project includes the following elements:
Investment grade energy audit;
Identification of possible energy saving and efficiency improving
actions;
Comprehensive engineering and project design and specifications;
Guarantee of the results by proper contract clauses
Code compliance verification and guarantee;
Procurement and installation of equipment;
Project management and commissioning;
Facility and equipment operation & maintenance for the contract
period;
Monitoring and verifications of the savings results; and Project
financing.
A number of financing options are available for Energy Performance Contract

Projects. These include:
Bank Financing
Direct Customer Financing
Public Financing (bonds)
ESCo or third party financing
No matter which option is used to finance the project, the financing of the
project is ensured through two main types of contracts:
Shared Savings, and

Guaranteed Savings.
Shared Savings:
Under a shared savings structure the ESCo finances the project, usually by
borrowing money from one or
more third parties. This
structure is much less
common than the guaranteed
savings structure. In the case
of shared savings, the ESCo
assumes not only the
performance risk, but the
financial risk as well (including
the underlying customer credit
risk). The customer assumes
no financial obligation other than to pay a percentage of the actual savings
to the ESCo over a specified period of time. This obligation is not considered
debt and does not appear on the customers balance sheet. The portion of
savings paid to the ESCo is always higher for shared savings than the
guaranteed savings projects, reflecting the ESCos significantly greater risk
and expense for borrowing money.
Since the ESCO is a service company, it typically has few assets that it can
offer as a security to a lender. To add to this, the ESCO assumes the risk of
non-performance of the measures as well as the credit risk of the customer.
This makes borrowings by ESCOs expensive. As a commercial entity, the
ESCO has no option but to recover this cost from its customers, and this
results in higher share of the savings going to the ESCO: something not
quite in the customers best interest. For this reason this model was found to
be less attractive as ESCO markets matured. The Guaranteed Savings
system overcomes this hurdle.
Guaranteed Savings:
Under a guaranteed savings

structure, the customer
finances the project in
return for a guarantee from
the ESCO that the projects
energy savings will cover the
customers debt service.
Thus, the customer assumes
the obligation to repay the
debt to a third party
financier, which is often a
commercial bank or a
leasing company. If the project savings fall short of the amount needed for
debt service, the ESCO pays the difference. If the savings exceed the
guarantee amount, the customer and the ESCO usually share the excess
savings. The size of the share and the method of calculation vary widely,
depending on the degree of risk assumed and the extent of services
provided by the ESCO.
It is important to note that in a typical guaranteed savings project, the ESCO
has no contractual relationship with the bank or leasing company. The
ESCOs guarantee is to the customer, and is a guarantee of performance
(that the project will result in enough cost savings to repay the loan
assumed to finance it), not a guarantee of payment. As a consequence, the
bank or leasing company confines its risk analysis to the customers general
credit standing. The financial institution may regard the performance
guarantee as a form of credit enhancement.
Energy efficiency in street lighting, water pumping, and cluster based
projects in industries are some of the projects that can be implemented in
ESCO mode.
4.1.6 Municipal /Energy Efficiency/Carbon Bonds

Issuing bonds makes the most sense when the size of the issuing agency is
significant enough to attract investors for financing its ventures. Issuing
bonds involves good amount of preparatory work that consist of analyzing
and forecasting the projects financial resources, and launching a procedure
for getting credit rating from credit agency. Here Nagar Nigam can itself or
Madhya Pradesh Urja Vikas Nigam Ltd. (MPUVN) on behalf of Nagar Nigam
can issue bonds with state government or IREDA. MNRE guarantee so that
the bonds gets placed easily and fund inflow happens in time.
4.1.7 Clean Development Mechanism

If proper documentation and procedures are followed and appropriate steps
are taken as per the UNFCCC standards this would act as an excellent source
of revenue
4.2 Implementation Strategy

Implementation strategy
Implementing Responsible
no Project Agency Stakeholder Financing Model
Solar water
heating IREDA Loans , MNRE
Solar Water manufacturers Subsidy , Carbon
Heating /distributors financing, rebate on
1 Systems ULB/ DISCOM electricity bills
Implementing Responsible
no Project Agency Stakeholder Financing Model
ULB /State
Solar Cooker Nodal Agency/
manufacturers Private Carbon financing ,
2 Solar Cookers /distributors developer MNRE Subsidy
3 Solar Lanterns
Solar Home
Lighting
ULB/
4 Systems Solar
DISCOM/ Revolving fund, Carbon
5 Solar Hoardings Photovoltaic
State Nodal Financing
Solar Traffic Manufacturers
Agency
6 lights
Solar Street
7 lights
8 Solar Invertors
Renewable energy project
SPV Power Project finance, Carbon
developer (PPP)
9 Plants financing
Renewable energy project
MSW and STP developer (PPP) through Project finance, Carbon
10 Power Plant BOO/BOT basis financing
LED/CFLs
instead of Performance contract,
incandescent carbon financing,
11 bulbs ESCO ULB /DISCOM rebate on electricity bills
Energy efficient
electrical
appliances such Performance contract,
as fans , Bonds, carbon
refrigerators, air financing, rebate on
12 conditioners ESCO ULB/ DISCOM electricity bills
Performance contract,
Energy efficient Bonds, carbon
water pumping financing, rebate on
13 systems ESCO ULB/ DISCOM electricity bills
Special Paper 2
Energy Efficiency in Street

Lighting- Ratlam
Energy Efficiency in Street Lighting- Ratlam Special Paper
1 Energy Efficiency in Street

lighting systems
Municipalities are spending large amounts of their revenue on purchasing energy

for providing local public services such as street lighting and water supply.
Municipal energy efficiency saves scarce commodities and stretches tight
budgets, giving citizens improved access to electricity, water, heat and air
conditioning.
For those bearing the financial responsibility for local public services, efficiency in
the provision of energy and water is one of the few cost-effective options
available for meeting growing demands for vital services such as electricity,
water and wastewater treatment. The budgets for these services often lack funds
to invest in improvements, and public entities are looking for ways to finance
energy efficiency projects.
The major energy loads in any are typically the water pumping systems, street
lighting, sewage treatment and handling, and electricity distribution. Municipal
buildings such as offices, hospitals, schools also contribute to the high municipal
energy bills. Therefore, the following systems are those most commonly
addressed by a municipal energy efficiency audit:
Street lighting
Water Pumping
Sewage pumping
Electrical distribution
Municipal Buildings
This paper focuses on Energy efficiency strategies for Ratlam Municipal
Corporation.
1.1 Street lighting in Ratlam Municipal Corporation

Ratlam has 7575 street lights positioned all over the municipal areas out of
which 299 street lights are in not in working position. Total connected load from
all the heavy and light bulb street lights is 1442 KW.
Connected load details.
40 W Tube Lights
Wattage of each lamp 40 W
Total Connected Load 68480 W
Special Paper Energy Efficiency in Street Lighting-Ratlam
Total Load 1107400 W

Total Load 31320 W
Total Load 54900
250 W Metal light fitting
Total Load 118720
125 W vapour light fitting
Total Load 6665 W
85 W CFL fitting
Total Load 2295 W
72 W CFL fitting
Total Load 49032 W
250 W High mast fitting nos

Total Load 1250 W
400 W Metal light fitting nos
wattage of each lamp 400 W
Total Load 2000 W
total number of street lights 7575 nos
Failed street lights 299 nos
total working street lights 7276 nos
1442062 W
Total Connected Load
1442.062 KW
Source: Department of street lights, Ratlam Municipal Corporation
1.2 Energy Efficiency Initiative

As a part of energy saving initiative Ratlam Municipal Corporation has taken
some efforts by providing the CFC tubes for street lighting purpose of different
wattages. There are 706 nos of CFL tube lights out of which 681 nos are 72 watt
CFL and 25 nos are of 85 watt CFL.
Increasing energy efficiency will assist the ULBs and municipalities in expanding
infrastructure and improving services for public (especially in context of energy
price increases), and shift activities to more sustainable directions. It generates
environmental benefits through reduced emissions of greenhouse gases and local
air pollutants. It also stimulates new services, creating value and local jobs.
Improving energy efficiency both by reducing quantities of energy consumed and
by changing processes, offers a powerful tool for achieving sustainable
development by reducing the need for investment in energy infrastructure and
by cutting fuel costs.
Recommendations for Replacement of Street Lights

a. Replacement of 1712 nos of 40 W Tube light with 8W LED lights or 28
W T5 lights
The table below shows the investment analysis and payback for replacing the
1712 nos 40 W tube lights
Investment analysis and payback (40 W tube lights)

Tubelight
LED 8 W
SN Type of Fixture Calculation Unit 40 W T5 28W
[A] [B] [C]
Working Hrs/ Day/
1 Hours/Day - Fixture 10 10 10
Power KW/ Day/
2 Consumption - Fixture 0.4 0.08 0.28
KW/
Annual Power Annum/
3 Consumption [2] x 365 Fixture 146 29.2 102.2
KW/
[A]-[B], [A]- Annum/
4 Power Saving [C] Fixture 0 116.8 43.8
Total Nos of
5 Fixtures Nos 1712 1712 1712
Total Power KW/
6 Saving [4] x [5] Annum 0 199961.6 74985.6
Monetary Rs/
7 Saving 3.10x [6] Annum 0 619880.96 232455.36
8 Life of Lamp - Years 2.2 12 5
9 Cost of Lamp - Rs/lamp 0 -
Replacement [5] x [9] x
10 Cost 12/ [8] Rs/12 Yrs 0
11 Cost of Fixture - Rs/Fixture 1500 4500 3000
Total Cost of
12 Fixtures [5] x [11] Rs 2568000 7704000 5136000
Maintenance
13 Cost - % 10 0.5 0.5
Tubelight
LED 8 W
SN Type of Fixture Calculation Unit 40 W T5 28W
Total
Maintenance [12] x [13]/
14 Cost 100 Rs/12 Yrs 256800 38520 25680
Maintenance
15 Cost [14]/12 Rs/Yr 21400 3210 2140
Salvage Value
of HPSV Fixture
16 @ 50% [12A] x 0.5 Rs - 0
[10] + [12]
17 Net Investment [16] Rs 2568000 7707210 5136000
18 Net Saving [7] - [15] Rs/Annum - 616670.96 230315.36
12 x [17]/
19 Payback Period [18] Month - 149.98 267.60
b. Replacement of 174 Nos 150 W High Pressure Sodium Vapor with 55

W LED lights
174 nos 150 W HPSV lamps.
Investment analysis and payback (150 W HPSV lamps)

SN Type of Fixture Calculation Unit HPSV (150) LED(55)
[A] [B]
Hrs/ Day/
1 Working Hours/Day - Fixture 12 12
KW/ Day/
2 Power Consumption - Fixture 1.8 0.66
KW/
Annual Power Annum/
3 Consumption [2] x 365 Fixture 657 240.9
KW/
Annum/
4 Power Saving [A]-[B], [A]-[C] Fixture 0 416.1
Total Nos of
5 Fixtures Nos 174 174
KW/
6 Total Power Saving [4] x [5] Annum 0 72401.4
Rs/
7 Monetary Saving 2.75x [6] Annum 0 199103.85
8 Life of Lamp - Years 2.2 12
10 Replacement Cost [5] x [9] x 12/ [8] Rs/12 Yrs 0
11 Cost of Fixture - Rs/Fixture 6000 15000
Total Cost of
5 Fixtures [5] x [11] Rs 1044000 2610000
13 Maintenance Cost - % 10 0.5
Total Maintenance
14 Cost [12] x [13]/ 100 Rs/12 Yrs 104400 13050
15 Maintenance Cost [14]/12 Rs/Yr 8700 1087.5
Salvage Value of
HPSV Fixture @
16 50% [12A] x 0.5 Rs - 0
SN Type of Fixture Calculation Unit HPSV (150) LED(55)

17 Net Investment [10] + [12] [16] Rs 1044000 2611087.5
18 Net Saving [7] - [15] Rs/Annum - 198016.35
19 Payback Period 12 x [17]/ [18] Month - 158.23
Source: Analysis by consultants
c. Replacement of 3995 Nos of 250 W High Pressure Sodium Vapor with

130 W LED lights
3995 nos 250 W HPSV lamps.
Table 0-1: Investment analysis and payback (250 W HPSV lamps)

Sr.
no Type of Fixture Calculation Unit HPSV(250) LED(130)
.
[A] [B]
Hrs/ Day/
1 Working Hours/Day - Fixture 12 12
KW/ Day/
2 Power Consumption - Fixture 3 1.56
Annual Power KW/ Annum
3 Consumption [2] x 365 / Fixture 1095 569.4
[A]-[B], [A]- KW/ Annum
4 Power Saving [C] / Fixture 0 525.6
Total Nos of
5 Fixtures Nos 3995 3995
Total Power
6 Saving [4] x [5] KW/Annum 0 2099772
7 Monetary Saving 2.75x [6] Rs/Annum 0 5774373
8 Life of Lamp - Years 2.2 12
[5] x [9] x 12/
10 Replacement Cost [8] Rs/12 Yrs 11985000
11 Cost of Fixture - Rs/Fixture 8000 32000
12784000
5 Total Cost of Fixtures [5] x [11] Rs 31960000 0
13 Maintenance Cost - % 10 0.5
[12] x [13]/
14 Total Maintenance Cost 100 Rs/12 Yrs 3196000 639200
15 Maintenance Cost [14]/12 Rs/Yr 266333.3333 53266.6
Salvage Value of HPSV
16 Fixture @ 50% [12A] x 0.5 Rs - 15980000
[10] + [12] 11191326
17 Net Investment [16] Rs 43945000 6.7
18 Net Saving [7] - [15] Rs/Annum - 5721106
12 x [17]/
19 Payback Period [18] Month - 234.7
Source: Analysis by consultants
From the above recommendations we can achieve a total savings of around

2475533 KW per annum and monetary savings of Rs 68, 77,704 per annum.
2 ESCO in street lighting
An Energy Service Company (ESCO) is a business company that develops,

installs and finances Projects designed to improve energy efficiency and reduce
the maintenance costs for facilities for a period of time. ESCO generally acts as
a Project Development Company for a wide range of tasks and assumes the
technical and performance risk associated with the Project. Typically, they offer
the following services
Develops, design and finance energy efficiency projects.
Install and maintain the energy efficient equipment.
Assume that the project will save the amount of energy guaranteed.
These services are included in the Projects cost and are to be met from the
savings generated.
The main features of the project besides saving of energy include installation of
a central computerized control room through which operation of control boxes
can be done remotely and the information of switched off lights, energy
readings of different central boxes can be known.
Case example: Vijayawada Municipal Corporation

The VMC is presently spending nearly Rs 60 lakhs annually towards
maintenance of street lighting. VMC floated open bids for implementation of
energy saving project for Municipal Street Lighting, by inviting ESCO
operators, with a contract period of 5 years in January, 2006. This Operation
& Maintenance contract invited experienced and qualified bidders to run the
street lighting network in the entire City.
In response to the tender, bids were received from five firms of which only
two qualified in the technical bid. Out of the above firms, the successful
bidder quoted for 41.5% saving of energy and out of it, the firm offered to
take 92.7% as their share towards cost of installations and maintenance of
street lighting and to transfer 7.3% to VMC. The successful bidder quoted the
following conditions
Description
Expected Energy Savings 41.50%
Percentage share of savings to ESCO on energy units saved 92.70%
Percentage share of savings to customer (VMC) on energy units saved 7.30%
Percentage share of VMC in terms of percentage of total current 3.03%
consumption [(1) x B)]
For maintenance of street lighting including labour and materials (to be No extra
paid to the bidder by VMC) amount
Contract Economics
During the contract period, the VMC will get Rs.12.00 lakhs per annum
as its share in savings and also save Rs.53.00 lakhs in maintenance per
annum. Therefore every year, the VMC would get a saving of Rs. 65.00
lakhs per annum. During the five year contract period, the VMC will save
Rs.3.25 cores. In addition, after the contract period, VMC will be left with
the energy saving equipment worth Rs. 3.00 crores. At the end of 5
years, VMC will get total benefit of Rs. 6.25 crores. Further, after the
contract period, the VMC will get annual saving of Rs.170 lakhs in
current charges for street lighting. Besides, for savings over and above
the assured 42.7%, the VMC will get 75% share and the ESCO will get
the remaining 25%.
Special Paper 3
Community Polcing Ratlam

Community Policing- Ratlam Special Paper
1 Community policing for Ratlam
1.1 Introduction
Community Policing is understood as Policing with the help of Community.
Community Policing is a collaborative effort between Police and Community to

identify problems of crime, disorder and involves all elements of the community
in the search for solutions to these problems. This concept brings the police and
community into a closer working relationship and calls for greater responsibility
on citizens.
Community policing includes the following:

Maintenance of order and peace
Security, safety of the people and property
Ensure effective enforcement of law
Detection of crimes
Orderly flow of traffic in urban areas and in highways and lot more
Thus discussing the objective of Police in relevance to community reveals to

concept of community policing which ideally is:
Policing, as far as possible and practicable, by the community itself which

means that any or all the functions mentioned above may be performed by the
community to the extent they can and the remaining functions to be performed
by the police with the assistance and involvement of the community to the
maximum extent possible.
The concept of Community Policing started from village Kotwal, where a person
from the community performs the functions of the police in the village. Home-
guards were another form of community policing. Even this has now become
more a part of police force than of the community.
Civil defence / emergency relief plan developed primarily on involvements and

participation of the people in performing the safety, security, relief, and crisis
management functions of the police during emergency. But now the idea needs a
broader vision, more and regular involvement of Citizens and Police itself.
Few examples of Community Policing are:

Informal arrangements of night watchman, patrolling an area and obtaining
remuneration from the house-holds of the area, is another form of community
policing at the initiative of the watch-man but with the willing acceptance of
the neighbourhood.
Special Paper Community Policing- Ratlam
Security arrangements in housing complexes and housing societies, security

arrangements in factories and large establishments are another form of
community policing.
Institutions like Peace committees activated during period when there is
serious apprehension / threat of breakdown of law and order.
Civil defence plans / emergency relief plans during riots or wide spread break-
down of law and order.
The concepts of rural policing by community (Kotwal),
Trained people in the community to perform the functions of the police when
required (home-guards)
Identified Sector Wardens, Chief wardens etc (under civil defence /
emergency relief plan), Special police officers, Honorary Magistrates and
involvement of people in trail of offences.
Thus, citizens can form groups within the society or the area they live or work.
Such social group can enroll themselves with the Police and work hand in hand
with Police to solve problems, minimize disorders in the society and thus achieve
the very objective of Community Policing.
1.2 Evolution
The evolution of police in India over the years, has been guided by the
compulsions and needs of the dominant ruling class, may it be a Maurya or
Gupta king, a Moghul Monarch, the British running a colonial system to achieve
their ends of occupation or even, sadly, so, in our present day democratic
arrangement. We must well understand that the Police have been the principle
medium through which the dominant classes have sought to perpetuate their
hold on power and authority by means fair or foul. Thus, making the Police an
instrument of oppression and giving it the image of a rough and ready ruler
friendly organization rather than that of an agency, which is impartial and neutral
and which objectively enforces the rule of law.
Ironically, in our country's post independent history too any move to change the
basic framework, which even remotely lead to the lessening of control over the
Police has been resisted wholeheartedly by the powers that be. In over half a
century of independence many commissions were set up and recommendations
received without much has been done to let the Police come out its negative
image.
Even today Police continue to be inextricably enmeshed in and unable to come to

terms with contemporary social reality and increasingly becoming alien and
painfully irrelevant in the current Indian situation. The crying need to move from
a negative to positive image is always present in the polices minds. The society
too - informally - wants these most manifest arms of governance to become
more people friendly and compassionate - like the British "Bobby" - may be.
Having known the Police only as a repressive corrupt and aggressive agency, the
society had to be the first to get involved in the processes, which the Police
executed. It was also felt that such efforts would essentially and actively have to
come from the Police itself.
This was the guiding force for us in Madhya Pradesh to launch ourselves into the
entire gamut of Police - Community relations. Though informally efforts in this
direction had been made at different levels earlier but a concerted deliberate and
formal effort was launched in 1995 at Indore. These initiatives were also
emulated by other districts and are getting accepted as an effective mode of
improving Police - Community Relations.
1.3 Initiatives in past for Madhya Pradesh

The concept of village Defence Society involving people in Community policing
was first introduced in 1956 in M.P. in the infested areas with the express
purpose of enlisting the corporation of the villages in the fight against the
dreaded dacoits. At the outset such defence societies were first established in
Gwalior, Bhind and Morena districts. Subsequently this was extended to Shivpuri,
Datia, Guna, Rewa, and Sagar districts as well.
Madhya Pradesh Government, appointed one Chief Organizer, 17 Tehsil

Organizer, along with supporting staff for the purpose. These societies creative
work proved very useful to the Police Department over the year. In the 90s the
government was again seized of the matter and as a result the "Madhya Pradesh
Gram Tatha Nagar Raksha Samiti Vidheyak 1999" was enacted in the legislature.
It sought to establish the village defence societies as well as the City defence
societies in the remaining parts of the State also.
Superintendent of Police of the districts are primarily responsible for the

constitution and smooth functioning of these Gram Raksha and Nagar Raksha
Samities. The task of constituting these societies got a major fill following the
passage of the Bill. The number of such societies spread over the 41 districts of
the State and the total number of members of society is as follows:
Sr.
Society No. of Societies No. of Members
No.
1 Village Defence Society 33,804 3,17,140
2 City Defence Society 3, 896 46,014
Total 37,770 3,63,154
Range wise details of Gram / Nagar Raksha Samities and Members
Range / No. of
S.No. No. of Members
Distt. Samities
Gram Nagar Gram Nagar
Raksha Raksha Raksha Raksha
Samiti Samiti Samiti Samiti
Sagar Range
1 Sagar 1066 134 1045 1286
2 Panna 852 40 6211 356
3 Damoh 695 63 7082 688
4 Chhatarpur 917 160 13505 2069
5 Tikamgarh 596 137 9453 1550
Rewa Range
1 Rewa 773 61 7521 785
2 Satna 9 8 232 266
3 Sidhi 524 15 10479 380
4 Shahdol 684 126 4693 1071

5 Umariya 181 33 1445 177
Bhopal Range
1 Bhopal 448 172 3720 2322
2 Sehore 972 40 8905 607
3 Raigrarh 912 92 10563 1281
4 Vidisha 1400 75 10273 971
Hoshangabad Range
1 Hoshangabad 610 75 6675 765
2 Raisen 1430 136 6800 897
3 Betul 603 58 3905 437
4 Harda 399 21 3593 409
Gwalior Range
1 Gwalior 455 92 6102 1877
2 Shivpuri 1122 156 14763 1596
3 Guna 775 11 6932 469
Chambal Range
1 Morena 550 75 6513 1534
2 Bhind 951 91 9710 1296
3 Datia 448 55 5360 1081
4 Sheopur 163 34 2260 350
Indore Range
1 Indore 578 24 4755 3701
2 Dhar 1038 80 11872 718
3 Jhabua 1161 756 5805 6575
4 Khargone 734 94 6795 617
5 Khandwa 910 95 9072 1102
6 Badwani 447 19 3164 278
Ujjain Range
1 Ujjain 1084 167 10931 1917
2 Mandsaur 923 31 10157 637
3 Ratlam 873 83 6147 805
4 Dewas 557 53 3564 357
5 Shajapur 1085 94 12337 1063
6 Neemuch 580 49 5592 552
Jabalpur Range
1 Jabalpur 1050 - 6959 -
2 Chhindwara 1635 111 14094 1277
3 Seoni 694 25 5289 256
4 Narsinghpur 704 79 4158 513
5 Katni 473 117 2861 120
Balaghat Range
1 Balaghat 758 45 5645 454
2 Mandla 521 6 3838 145
3 Dindori 464 8 7365 507
These societies have the primary responsibility in their respective villages of

protection of people and their property as well as maintenance of peace and
harmony. Since the villagers who become the members of the societies are
ignorant of their duties as well as the methods they are supposed to employ in
carrying out these duties, efforts are a foot to organize training camps for them.
Proposals have been sent to the Government for allocation of funds to meet the
requirement of such training camps. A six day training schedule is considered
useful which will entail an expenditure of nearly of Rs. 30 crores. To begin with
the Naxalite infested districts of Balaghat, Mandla and Dindori have been
earmarked for such training at an estimated cost of Rs. 1.2 crores in the first
phase.
The State Government is also considering a proposal to arm the members of the
societies so as to enable the members to discharge their duties in a determined
manner. The members would be entitled to use weapons as long as their
membership lasts. In the meantime the district police authorities have been
advised to help the eligible and willing members obtain valid arms licences.
Efforts are being made to form such Gram Raksha Samities in every village of
the state and impart training to the members. Meetings at various levels are also
being organized to sensitize the members towards the role they are expected to
play in maintenance of Law and Order in their respective jurisdiction.
For six days training camp the following statistics and expenses are proposed for
members of the committee:
S. Training Expenses per Total no. of
Total Expenses
No. Days head per day members
1 1 Rs. 150 /- 3, 23, 145 4, 84, 71, 750.00
2 6 Rs. 150 /- 3, 23, 145 29, 08, 30, 500.00
To avail the weapons for the members of committee an amendment in the

Vidheyak is required, although they can keep weapons with them during the
period of their membership. Proposal is also made to purchase weapons by
members, which are captured by police, if members have an arms act license.
Before passing of Madhya Pradesh Village and City Community Policing Vidheyak
1999, in 1956, the ranked officer, governing officers which are authenticated by
Government in Gwalior, Chambal, Sagar and Rewa Districts are proposed to
incorporate as a unit in Police Department.
On every police station level, attempts are made to cent-percent establish the
Village Protection Committee. Efforts are also made to give training on police
station level to all members. Summits are also organized in districts for
activation of the Mission. Expectations are there from the government to pay
some money to members and providing them with weapons license and budget
allocation for training and make appropriate changes in the Vidheyak for this
purpose.
1.4 Advisory Committee at district level

There will be an advisory committee to assist and advise the Superintendent of
Police.
All important sections of the Society may find representations in the
committee.
Women and deprived communities should have proportionate representation.
Representation of the 3 tier panchayat and urban bodies in the district may
also be included.
Good voluntary agencies engaged in the areas of assertion of human rights,

women development, SC and ST development may also be associated.
The advisory committee should meet once in a month.
It may suggest -:
o Steps for community involvement in police functions.
o Assist in implementing such suggested measures.
o Monitor implementations of these measures.
o Assist in redressal in peoples grievances.
o Review the law and order situation in the district.
o Review the progress in investigation, detection of crimes and the pace in
the prosecution.
1.5 Community policing schemes in MP

The initiative undertaken by the Police in Madhya Pradesh are as follows:
Parivar Paramarsh Kendra (Family Counseling Centers)
Launched on 10th October 1995. Aimed at alleviating the suffering of women in

the family setup in our society.
This effort has positively galvanized the functioning of the Police department
hitherto not known to or associated with positive humanitarian endeavor. In
Indore 9 centers are working to save the families from disintegrating. These
centers are run by the active support and cooperation of volunteers from society,
these include social workers, lawyers, medical professional's etc. Out of the 2909
complains received at these centers 2364 have resulted in settlement after
counseling, a success rate of 81.26%. In cases where legal aid was required
female lawyers associated with this effort provide this aid free.
Nagar Suraksha Samiti (Town Defense Committee) Launched in Jan.1996
Originally aimed at creating a group of right thinking citizens without any

criminal record or known political affiliations, this effort has acquired dimensions,
which were not originally thought of. Apart from assisting the police in doing its
normal duties like managing major processions, generating awareness about
police working, assisting in management of traffic. These centers have
proceeded beyond the original charter and organized social work such as blood
donation/grouping/HIV testing, tree plantations, cleanliness drive etc. This has
helped in improving Police-Community relations and insured coordination. There
is a great enthusiasm amongst the citizens to join the societies.
De-Addiction Camp Launched in 1995
Although the State Govt. had formally set up a De-addiction Committee in the
year 1989.This committee in its real sense started functioning effectively for the
last four years, as a part of Police initiatives to organize De-addiction camps. For
these camps services of three government doctors and one private practitioner
were hired. Each camp was of 45 days duration. Initially Detoxification was done
for the first two weeks and thereafter for one month duration the edicts of Brown
Sugar were treated through psychological and psychiatrics therapy. Yoga was
used as a mode to make these addicts more positive in their mind. The family
members, after counseling were requested to behave normally with the patients.
These services were rendered free of cost. N.S.S.(National Social Service)
volunteers were engaged to follow up the cured addicts. An effort is also being
made to provide training and loans where possible, to the cured persons for their
rehabilitation. More than 150 persons in Six camps were treated and they are
now leading normal life.
Gram Suraksha Samiti (Village Defense Committee)
There are 28875 member are working in a total 3525 Village Defense
Committees. Patrolling local law and order maintenance during festivals and
various other works of village improvement are being carried out through these
members. Apart from the above Police has also carried out work of adult
education and literacy expansion through these Committees.
For example, Road construction / repair work in Shajapur District was done
through voluntary labor contribution. 320 villages in 16 police stations areas
connected with main roads. Work of road leveling, repair of drainage systems
and reconstruction of damaged roads was carried out through voluntary labor
contribution of Police and village defense committees.
Mobile Police Thana Launched in October 1996
This is a novel initiative towards providing social justice to villagers. Under these
initiative officers of police station camp at a fixed place, date and time. Officers
of revenue and forest department are also requested to be present depending on
the need. These meetings are held to dispose off the minor incidents or problems
of the village. 353 villages have benefited by this scheme.
Bal Mitra Scheme Launched in October 1997
Under this scheme, school students of different age group are brought to Police
Stations to acquaint them with the working of the Police station and give them
the opportunity to interact with Police Officers. This is done with the help of the
school administration. Besides the opportunity to exchange views with
Policemen, this effort helps allay the fear of about the Police from the minds of
these children. Thus their negative views and fears about the Police change
favorably.
1.6 Community involvement

Rural Areas
Village youth to be selected by the community for training to perform police
functions within the village.
Number of persons should be passed on same norms, say one persons per
hamlet or one persons per 100 households.
They should consist of women and person belonging to deprived groups

because:
o Traditionally kotwals came from deprived communities.
o More importantly, community police largely consisting of the women
and deprived classes and communities would lead to more balanced
powersharing by counter veiling the money and power influences of
social status in the village community.
Persons selected to be such as are most likely to live in the villages.
Educational qualification may be flexible.
All should be provided through training for the police functions required to
be discharged in the rural context.
Women to be trained initially separately with an arrangement for joint-
training for some time towards the end of the training programs.
Village police should be under the control of Gram Sabha.
It should perform the following functions:
o Maintenance of order, peace and tranquility in the village.
o Prevention of crime by appropriate watch and ward duty, keeping
eye on the visit, movement and conduct of outsiders/ strangers.
o Investigation and detection of minor crimes, to be defined as those
that are compoundable or as can be further made compoundable by
appropriate amendments of laws.
o Prosecution of these cases in the Gramsabha/ Gram Nyayalaya.
o Maintenance of order and smooth flow of traffic during special social,
religious congregation like fairs.
An arrangement of net-working amongst a cluster of villages so that a
village in the time of special need may call upon community police of other
village to assist.
Community women police, in addition to be usual responsibility may also be
entrusted with the task of acting during domestic violence and atrocities on
women.
Urban Areas
Similar approach may be adopted for urban areas with the difference that :
There may be higher qualifications for the trainees.
Wards and neighborhoods may be put in place.
Instead of the Gramsabha, Wardsabha may supervise the work of
community police.
A system of registration of private security agencies operating in housing
complexes factories and major establishments may be put in place.
Closer interaction of the police station with the community police may be
organized because of proximity and easy accessibility.
Advisory Committee at the police station may have representatives of

community police system in the wards under the jurisdiction of the urban
police station.
Police Stations
An advisory committee should be constituted for a police station.
It should have proportionate representation from women and deprived
communities.
Representatives of the 3 tier panchayat and local urban bodies in the area
should also be included.
Voluntary agencies of high reputation may also be included.
There should be no educational qualifications but preference may be given
to educated/ enlightened citizens.
Advisory committee should meet at least once in a month.
Where there is a major crime or break-down of law and order it should meet
as early as possible to take stock of the situation.
The committee should review the function of the police during the month,
look into grievances and complaints given by the citizens, make
arrangement for their expeditions redressal satisfactory to the citizens,
monitor the progress in investigations of crimes and in presenting challans.
Approve, sending of final reports advise for further investigations.
Approve putting off challans.
Recommend the appointment of special police officers for areas and periods
to be specified.
Nomination to Advisory Committee

Nominations to Advisory Committee should not be treated as a matter
patronage.
Nominations should be non-partisan and for the purpose of making police
pro-people and to establish be close community police interaction.
The mechanism of nomination should involve consultation and consent of
the ruling as well as opposition groups.

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CITY DEVELOPMENT PLAN

Madhya Pradesh Urban Services for the Poor,

City Development Plan, Ratlam

Background of the project

Approach and methodology

Vision and development objectives: This task includes the development of

Ratlam City in nutshell

The sudden drop is found in the decade

Physical planning and growth management

Existing landuse Proposed landuse

Economic base of the town

Strategies and action plan:

Waste water services:

Strategies and action plan:

Solid waste management:

Existing situation: Ratlam city Benchmark

Strategies and action plan:

Storm water drainage:

Strategies and action plan:

Nallah channelization and improvement scheme

Roads and transportation:

Strategies and action plan:

Socio economic infrastructure

Strategies and action plan:

Provision of recreation spaces with recreation parks and gardens.

Slums and Urban Poverty

Strategies and action plans:

Ratlam City vision

Capital investment plan

Total Rs 2010-11 2015-16 2020-21

Financial Operating plan

Sustainability under base case scenario:

Sustainability under "No Reform" Scenario Value Units

Total project cost for phase-I 79278.10 Rs. Lakhs

Sustainability under partial case scenario:

Sustainability under "Partial Reforms" Scenario Value Units

Total project cost for phase-I 79278.10 Rs. Lakhs

Sustainability under full reforms scenario:

Sustainability under "Full Reforms"

3 Physical Planning & Growth Management ........................................................... 18

4 Economic Development ......................................................................................... 24

5.1.4 Water Supply Storage and Distribution ....................................................................................................31

6 Socio-Economic Infrastructure ............................................................................. 51

7 Slums and urban poverty....................................................................................... 55

8.3 Direction of growth...........................................................................................................................61

10 Heritage and Conservation .................................................................................... 68

11 Financial Status ...................................................................................................... 72

12 Institutional framework .......................................................................................... 89

12.5.2 Institutional Responsibility Matrix for Ratlam Municipal Corporation...................................................95

14 Learnings from successful city transformation ............................................... 104

15 Stakeholders consultation.................................................................................. 119

16 Development of vision and strategies ................................................................ 129

17 Investment Prioritization Plan ............................................................................. 142

18 Reforms and resource mobalization................................................................... 157

19 Financial Operating Plan...................................................................................... 167

19.12 Supervision of capital works and maintenance...........................................................................190

Table 2-1: Population details of Ratlam 2001. ...................................................................................... 14

Table 6-2: Demand assessment for Health Infrastructure sector ............................................................ 51