nanded cdp

Nanded Vision 2025Nanded Vision 2025Nanded Vision 2025Nanded Vision 2025

CITY DEVELOPMENT PLAN

NANDED WAGHALA CITY MUNICIPAL CORPORATION

July 2006

Nanded Waghala City Municipal Corporation City Development Plan

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CONTENTS

I. INTRODUCTION.................................................................................................................... 1

1. Urban India Today............................................................................................................... 1

2. About JNNURM.................................................................................................................. 2

3. City Development Plan for Nanded – The Process ............................................................. 4

II. INTRODUCTION TO NANDED CITY................................................................................ 6

1. Regional Setting .................................................................................................................. 6

1.1. Location & Regional Linkages............................................................................................... 7

1.2. Climate and Rainfall............................................................................................................... 7

1.3. Soil and Topology .................................................................................................................. 7

2. Historical and Cultural Background of Nanded .................................................................. 8

2.1. Ancient Period........................................................................................................................ 8

2.2. Medieval Period ..................................................................................................................... 8

2.3. Modern Period........................................................................................................................ 9

2.4. Historical Reconstruction of the Evolution of Nanded City................................................... 9

3. A. Gur ta Gaddi Tercentenary Celebrations in Nanded..................................................... 10

III. CITY ASSESSMENT: ANALYSIS OF THE EXISTING SITUATION.......................... 12

1. Institutional Framework for Urban Management & Service Delivery.............................. 13

1.1. Nanded-Waghala City Municipal Corporation..................................................................... 15

1.1.1. Municipal Functions.................................................................................................. 15 1.1.2. Organizational Structure of NWCMC ....................................................................... 17

1.2. Key Issues & Strategy Options for Institutional Development ............................................ 19

1.2.1. Issues & Observations ............................................................................................... 19 1.2.2. Strategy Options ........................................................................................................ 19

2. Demography and Economic Development........................................................................ 20

2.1. Demography ......................................................................................................................... 20

2.1.1. Population ................................................................................................................. 20

2.2. Economic Base..................................................................................................................... 20

2.2.1. Industrial infrastructure in Nanded City ................................................................... 22 2.2.2. Trade and Commerce ................................................................................................ 23 2.2.3. Education Services..................................................................................................... 23 2.2.4. Health Care Services ................................................................................................. 24 2.2.5. Pilgrim / Religious Tourism....................................................................................... 24

2.3. Key Issues & Strategies for Economic Growth.................................................................... 27


3. City Structure and Growth Management........................................................................... 29

3.1. City Sprawl & Structure ....................................................................................................... 29

3.2. Growth Management / Development Plan ........................................................................... 30

3.3. Key Issues & Strategy Options for Growth Management .................................................... 35

3.3.1. Key Issues & Observations ........................................................................................ 35 3.3.2. Strategy Options ........................................................................................................ 35


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4. Heritage Restoration and Conservation............................................................................. 36

4.1. Existing Situation ................................................................................................................. 36

4.1.1. Urban Morphology .................................................................................................... 36 4.1.2. Urban Linkages ......................................................................................................... 37 4.1.3. Urban Elements ......................................................................................................... 37 4.1.4. Architectural Style ..................................................................................................... 40 4.1.5. Construction Technology and Building Materials..................................................... 40 4.1.6. Community Structure ................................................................................................. 41 4.1.7. Activity Pattern .......................................................................................................... 41 4.1.8. Walking Down the Historic Area: Visual and Aural Experiences ............................. 41 4.1.9. The River Godavari ................................................................................................... 42

4.2. A Case for Conservation ...................................................................................................... 43

4.2.1. Significance of the Historic Area............................................................................... 43 4.2.2. Cultural Heritage Assets of the Historic Area ........................................................... 44

4.3. Management Framework for Heritage Conservation ........................................................... 46

4.3.1. Statutory and Legal Framework ................................................................................ 46 4.3.2. Institutional Set- Up And Management...................................................................... 46 4.3.3. Financial Arrangements ............................................................................................ 47 4.3.4. Stakeholders............................................................................................................... 48 4.3.5. Development Agencies and Developmental Regulations........................................... 48

4.4. Key Issues and Strategy Options for Heritage Conservation ............................................... 49

4.4.1. Key Issues & Observation.......................................................................................... 49 4.4.2. Strategy Options ........................................................................................................ 50

5. Water Supply..................................................................................................................... 54

5.1. Source................................................................................................................................... 54

5.2. Water Treatment Facilities ................................................................................................... 56

5.3. Distribution System.............................................................................................................. 57

5.4. Key Issues & Strategy Options for Water Supply................................................................ 58


6. Sewerage & Sanitation ...................................................................................................... 61

6.1. Underground Sewerage System ........................................................................................... 61

6.2. Public Conveniences / Community Toilets .......................................................................... 64

6.3. Initiatives under National River Action Plan ....................................................................... 64

6.4. Key Issues & Strategy Options for Sewerage & Sanitation ................................................. 64

6.4.1. Issues & Observations ............................................................................................... 64

6.5. Strategy Options................................................................................................................... 65

7. Storm Water Drainage....................................................................................................... 66

7.1. Key Issues & Strategy Options for Storm Water Drainage .................................................. 66


8. Solid Waste Management.................................................................................................. 67

8.1. Collection & Transportation System .................................................................................... 67

8.2. Waste Disposal ..................................................................................................................... 67

8.3. Bio Medical Waste ............................................................................................................... 68

8.4. Key Issues & Strategy Options for Solid Waste Management............................................. 68


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9. Transportation ................................................................................................................... 69

9.1. Transport Infrastructure........................................................................................................ 69

9.1.1. Roads and Structures................................................................................................. 69

9.2. Urban Public Transportation ................................................................................................ 70

9.3. Other Transportation Infrastructure...................................................................................... 71

9.4. Key Issues & Strategy Options for Transportation............................................................... 71


10. Street Lighting................................................................................................................... 72

10.1. Key Issues & Strategy Options for Street lighting ............................................................... 73

10.1.1. Issues & Observations ............................................................................................. 73 10.1.2. Strategy Options ...................................................................................................... 73

11. Fire services....................................................................................................................... 73

11.1. Key Issues & Strategy Options for Fire Services ................................................................. 74

12. Housing ............................................................................................................................. 74

12.1. Key Issues & Strategy Options for Housing......................................................................... 74

13. Other Services ................................................................................................................... 75

13.1. Health ................................................................................................................................... 75

13.2. Education.............................................................................................................................. 76

13.3. Gardens & Recreation .......................................................................................................... 77

13.4. Other Social Amenities......................................................................................................... 77

14. Urban Basic Services in Slums ......................................................................................... 78

14.1. Key Issues & Strategy Options for Urban Basic Services in Slums..................................... 78

14.1.1. Issues & Observations ............................................................................................. 78 14.1.2. Strategy Options ...................................................................................................... 78

15. Municipal Finances ........................................................................................................... 80

15.1. Summary of the Municipal Fund.......................................................................................... 80

15.2. Review of Municipal Finances ............................................................................................. 83

6.2.1 Revenue Account........................................................................................................ 83 6.2.2 Capital Account ......................................................................................................... 90 6.2.3 Overall Status of the Municipal Fund........................................................................ 90

IV. NANDED VISION 2025 AND CITY DEVELOPMENT STRATEGY ............................ 91

1. Emerging City SWOT....................................................................................................... 91

2. Stakeholder Priorities ........................................................................................................ 93

3. Nanded Vision 2025.......................................................................................................... 94

4. Sectoral Goals and Strategies ............................................................................................ 96

4.1. Economic Growth Strategies................................................................................................ 96

4.1.1. Promoting Health Sector ........................................................................................... 96 4.1.2. Promoting Education Service Sector ......................................................................... 97 4.1.3. Promoting Tourism and Entertainment ..................................................................... 98 4.1.4. Promoting Industrial Development.......................................................................... 100

4.2. City Growth Management Strategies ................................................................................. 101

4.2.1. Directing City Growth ............................................................................................. 102 4.2.2. Urban Renewal and Conservation of Core City Fabric .......................................... 102 4.2.3. Riverfront Development........................................................................................... 106


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4.3. Infrastructure Development Strategies ............................................................................... 106

4.3.1. Water Supply............................................................................................................ 106 4.3.2. Sewerage & Sanitation ............................................................................................ 108 4.3.3. Storm Water Drainage............................................................................................. 109 4.3.4. Solid Waste Management......................................................................................... 109 4.3.5. Transportation ......................................................................................................... 110 4.3.6. Health Services ........................................................................................................ 112 4.3.7. Education Services................................................................................................... 113 4.3.8. Housing.................................................................................................................... 115

4.4. Urban Basic Services to the Poor ....................................................................................... 117

4.4.1. Housing.................................................................................................................... 117 4.4.2. Urban Basic Services............................................................................................... 117

4.5. Institutional Development Strategies ................................................................................. 118

4.5.1. Human Resource (HR) Development....................................................................... 118 4.5.2. E-Governance Applications..................................................................................... 119 4.5.3. Development of a GIS-based System ....................................................................... 120 4.5.4. Tourist-Citizen Facilitation Centers (TCFCs)......................................................... 121 4.5.5. Public Private Partnerships..................................................................................... 121

4.6. Financial Management Strategies....................................................................................... 123

4.6.1. Maintenance and Reporting of Accounts................................................................. 123 4.6.2. Revenue Generation and Realization....................................................................... 123 4.6.3. Application of Funds................................................................................................ 124

V. PROJECT IDENTIFICATION AND CAPITAL INVESTMENT PLAN ..................... 125

1. Demand Supply Gap Assessment and Investment Requirement..................................... 125

1.1. Population Projection ......................................................................................................... 126

1.1.1. Trend-based Projections for Nanded City ............................................................... 126 1.1.2. Population Projection for Service Coverage ........................................................... 126

2. Summary of Demand Supply Gap Assessment & Investment Requirements................. 127

2.1. Heritage Development & Conservation ............................................................................. 128

2.2. Water Supply...................................................................................................................... 128

2.3. Sewerage & Sanitation ....................................................................................................... 129

2.4. Storm Water Drainage........................................................................................................ 129

2.5. Solid Waste Management................................................................................................... 131

2.6. Transportation .................................................................................................................... 132

2.7. Street Lighting.................................................................................................................... 133

2.8. Fire Services....................................................................................................................... 133

2.9. Housing for Slum and EWS Settlements............................................................................ 134

3. Summary of Estimated Investment Requirements & Phasing......................................... 135

3.1. Investment Phasing ............................................................................................................ 135

VI. ASSESSMENT OF INVESTMENT SUSTENANCE OF NWCMC............................... 138

1.1. Projection of Municipal Fund Without Proposed Investments........................................... 138

1.2. Projection of Municipal Fund With Proposed Investments................................................ 142


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VII. ONGOING PROJECT DEVELOPMENT INITIATIVES.............................................. 145

1.1. Riverfront Development Project......................................................................................... 145

1.1.1. Project Development Timelines ............................................................................... 150

1.2. Water Supply...................................................................................................................... 150


1.3. Sewerage & Sanitation ....................................................................................................... 151


1.4. Storm Water Drainage........................................................................................................ 152


1.5. Transportation Infrastructure.............................................................................................. 152

LIST OF ANNEXURES

Annexure I Summary of Stakeholder Workshop Outcomes

Annexure II Statement Slums in Nanded City

Annexure III Summary of Municipal Finances

Annexure IV Demand-Supply Gap Assessment & Costing

Annexure V-A Financial Operating Plan - Projection of Municipal Cash Flows

Annexure V-B Working Sheets for Municipal Cash Flow Projections

Annexure V-C Projects Sanctioned by Government of Maharashtra for Gur ta

Gaddi Tercentenary Celebrations

Annexure V-D Investment Phasing and Related Workings


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LIST OF TABLES

Table 1: Demographic Profile of Nanded District..................................................................... 7

Table 2: Institutional Matrix for Urban Service Delivery........................................................ 14

Table 3: Population Trends in Nanded .................................................................................... 20

Table 4: Demographic Data of Nanded City as per Census of India 2001.............................. 20

Table 5: Occupation Pattern in Nanded (1991 Census)........................................................... 21

Table 6: Occupation Pattern in Nanded (2001 Census)........................................................... 22

Table 7: Lodging Infrastructure in Nanded City...................................................................... 27

Table 8: Existing Landuse of North Nanded, 1996 ................................................................. 32

Table 9: Proposed Landuse in North Nanded, 2015 ................................................................ 33

Table 10: Chronology of Water Supply System Development in Nanded .............................. 54

Table 11: Water Sources for Nanded City............................................................................... 56

Table 12: Water Treatment Facilities in Nanded City ............................................................. 57

Table 13: Summary of Water Storage Reservoirs in Nanded.................................................. 57

Table 14: Summary of the Sewage Collection System in Nanded .......................................... 61

Table 15: Summary of Storm Water Drainage Network in Nanded........................................ 66

Table 16: Summary of Street lighting in Nanded .................................................................... 72

Table 17: Summary of Emergency Response Equipment ....................................................... 73

Table 18: Summary of Emergency Response Calls Attended ................................................. 73

Table 19: Summary of Health Facilities in Nanded................................................................. 75

Table 20: Summary of Education Facilities in Nanded ........................................................... 76

Table 21: Summary of Municipal Fund................................................................................... 81

Table 22: Summary of Assets & Liabilities as of 31st March 2005......................................... 82

Table 23: Computation of % Establishment Expenditure to Municipal Income ..................... 88

Table 24: Department-wise Revenue Expenditure of NWCMC ............................................. 89

Table 25: Population Projection ............................................................................................ 127

Table 26: Summary of Sectoral Investment Requirements ................................................... 135

Table 27: NWCMC’s Share of Approved Gur ta Gaddi Works vis-à-vis City requirements136

Table 28: Proposed Investment Phasing................................................................................ 136

Table 29: Assumptions in Projection of Revenue Income..................................................... 138

Table 30: Assumptions in Projection of Revenue Expenditure ............................................. 141

Table 31: Assumptions for Additional O&M expenditure due to Proposed Investments ..... 142

Table 32: Assumptions for Additional Revenues as a result of Proposed Investments......... 142

Table 33: Assumed Sector-wise Funding Pattern.................................................................. 143

Table 34: Sustainable Annual Investment ............................................................................. 144

Table 35Funding Plan for Sustainable Investment ................................................................ 144


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LIST OF FIGURES

Figure 1: Organization Structure of NWCMC – Elected Wing............................................... 17

Figure 2: Organization Structure of NWCMC – Executive Wing........................................... 18

Figure 3: Map of Nanded City................................................................................................. 31

Figure 4: Proposed Landuse Plan of Nanded, 2015................................................................. 34

Figure 5: Map showing key components of the Water Supply System................................... 60

Figure 6: Map showing key Components of the Sewerage System......................................... 63

Figure 7: Population Trends in Nanded................................................................................. 126

Figure 8: Preliminary Concept Plan for Riverfront Development......................................... 146

Figure 9: Glimpses of Proposed Riverfront Development Components ............................... 147

Figure 10: Priority Roads for the Gur ta Gaddi Tercentenary Celebrations .......................... 153


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I. INTRODUCTION

1. URBAN INDIA TODAY

Urbanization was the driving force for the faster economic growth that India experienced

during the 1990s. Estimates of urban areas’ contribution to the gross domestic product are

on the order of 50 to 60 percent, well above the level of urbanization itself (28 percent in

2001). India’s overall demographic figures of rural-urban divide do not reveal that a

sizeable part of the country has reached much higher levels of urbanization than the

national average. Economic growth is thus highly dependent on the fortunes of urban

areas and their ability to attract investment and increase productivity. However, rapid

urbanization and under-investment in urban infrastructure have resulted in serious

environmental and health problems in India’s cities. Urban households across India,

particularly the poor and disenfranchised, continue to have limited access to potable

water, sanitation, drainage, and solid waste disposal facilities.

Despite the contribution to economic growth by the urban sector, successive five-year

plans of the Government of India (GOI) stressed rural development in general and

neglected balanced urban development. It was not until the 8th Plan (1993–1997) that the

role and importance of the urban sector was explicitly recognized. Since then, the context

of urban development has changed significantly in India, governed by the country’s focus

on economic liberalization and financial sector reform with a new emphasis on

decentralization. However, despite the government’s priority on developing urban

infrastructure and providing essential municipal services to reduce urban poverty and

prevent further environmental degradation, the sector shows large inefficiencies in service

delivery, inadequate investments to expand service coverage, and a lack of asset

maintenance.

Notwithstanding urban India’s problems, new opportunities have emerged. The

momentum for urban sector reform was provided in 1992 with the passage of the 74th

Constitution Amendment Act (CAA). The 74th CAA was intended to create a democratic

governance structure, with local responsibilities being assumed and managed locally. The

amendment addressed the relationship between the state governments and municipal

governments, and laid the foundation for a new approach to urban management and

governance regarding improved municipal service delivery.

Another key instrument governing India’s urban sector reform is the country’s 10th Five-

Year Plan (2002–2007) prepared by the Planning Commission. The 10th Plan proposes an

eight percent growth rate for the economy and focuses on four basic themes: high growth,

equitable growth, human development and reforms. With 80 percent of plan allocation

targeting social expenditure, the 10th Plan aims to alleviate poverty through access to

education, health care, potable water, and sanitation. The 10th Plan also focuses on good

governance as a cross-cutting issue and identifies the declining role of government in the


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provision of services – with emphasis on developing private enterprise participation in

public service delivery and providing an improved regulatory environment.

The GOI’s Ministry of Urban Development and Poverty Alleviation (MOUDPA) is

expected to achieve the 10th Plan’s vision. MOUDPA’s agenda to address growth, urban

service delivery and the infrastructure gap at the municipal level revolves around the

management, governance and creditworthiness of local governments. The Pooled Finance

Development Scheme (PFDS), the City Challenge Fund (CCF), and the Urban Reforms

Initiative Fund (URIF) are examples of innovative central government funding initiatives

to support the GOI’s urban agenda.

The Jawaharlal Nehru Nation Urban Renewal Mission (JNNURM) is the latest initiative

of the Government of India, which emphasizes, like never before the Government’s

commitment to address the urban sector agenda in the country.

2. ABOUT JNNURM

The National Common Minimum Program of the Government of India attaches the

highest priority to the development and expansion of physical infrastructure as one of the

key inputs to overall economic development. Appreciating the contribution and potential

of urban areas to the country’s economic growth, the Government of India has devised a

comprehensive program of urban renewal and expansion of social housing in towns and

cities, paying attention to the need of slum dwellers – the Jawaharlal Nehru National

Urban Renewal Mission (JNNURM). This seven-year program (FY 2005-06 to FY 2011-

12) is also expected to ensure India’s commitment to achieving the Millennium

Development Goal – to facilitate investments in the urban sector; and to strengthen the

existing policies in order to achieve these goals.

Launched on December 03, 2005 by the Honorable Prime Minister of India, Dr.

Manmohan Singh, the JNNURM Mission Statement is “… to encourage reforms and fast

track planned development of identified cities. Focus is to be on efficiency in urban

infrastructure and service delivery mechanisms, community participation and

accountability of ULBs (Urban Local Bodies)/ Parastatal agencies towards citizens.”1

The objectives of JNNURM, as listed in the JNNURM toolkit, are “to ensure that the

following are achieved in the urban sector:

a. Focused attention to integrated development of infrastructure services in cities

covered under the Mission;

b. Establishment of linkages between asset-creation and asset-management through a

slew of reforms for long-term project sustainability;.

1 JNNURM Toolkit, Ministry of Urban Employment & Poverty Alleviation and Ministry of Urban Development,

Government of India.


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c. Ensuring adequate funds to meet the deficiencies in urban infrastructure services;.

d. Planned development of identified cities including peri-urban areas, outgrowths and

urban corridors leading to dispersed urbanization;

e. Scale-up delivery of civic amenities and provision of utilities with emphasis on

universal access to the urban poor;

f. Special focus on urban renewal program for the old city areas to reduce congestion;

and

g. Provision of basic services to the urban poor including security of tenure at

affordable prices, improved housing, water supply and sanitation, and ensuring

delivery of other existing universal services of the government for education, health

and social security.”

The JNNURM provides both incentive as well as support for undertaking reforms at State

and Cities level while striving to create the right framework for participatory planning

and development and enhancing creditworthiness of urban local bodies so as to help them

leverage substantial grants to attract greater private investments for sustainable urban

development.

Sixty-three cities / urban agglomerations (UA) have been identified for assistance under

the JNNURM. These are classified as:

a. Category A: Cities / UA with population of 4 million and above as per 2001 census

(7 cities)

b. Category B: Cities / UA with population of 1 million and above as per 2001 census

(28 cities)

c. Category C: Other selected cities/ UA, including state capitals and cities/ UA of

religious/ historic and tourist importance (28 cities)

Nanded city, by virtue of its historic and cultural significance is an eligible city

under Category C, entitling it to 80 percent capital grant from the Central Government

and 10 percent grant from the State Government as per JNNURM funding pattern.

Nanded city is home to a living community and has a history that dates back to over 7

centuries. With a population of 4.3 lakh (2001 census) it is the second largest city in the

Marathwada region of Maharashtra state. The city and its immediate region, famed for its

socio-cultural uniqueness and endowed with the river Godavari and several places of

religious monuments / significance, is most popular for the Takhat Sachkhand Shri Hazur

Abchalnagar Sahib Gurudwara (Sachkhand Gurudwara), one of the five Takhats of the

Sikh religion. It is in Nanded that Shri Guru Gobind Singh, the last living Sikh Guru

consecrated the Holy Granth Sahib as the eternal Guru of Sikhism on October 28, 1708,


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before departing for his heavenly abode (parlok gaman)

on October 30, 1708. The event and location where the

consecration took place is referred to as the Gur ta

Gaddi (Throne of the Guru). The city will host Gur ta

Gaddi Tercentenary Celebrations in October 2008, to

commemorate the 300th year of the holy events of

Sikhism, which are expected to be attended by millions

of devotees from all over the country and the world.

The city administration – Nanded Waghala City Municipal Corporation (NWCMC) – the

District Administration, the Sachkhand Gurudwara Board and the citizens of Nanded are

working in tandem to ensure a safe and memorable hosting of event. They are viewing

the event and associated funding assistance from the State & Central Governments and

proposed funding assistance under the JNNURM as an opportunity to be leveraged to

kick start a transformation of the city into a vibrant economic hub conserving and show

casing its inherent socio-cultural strengths, and ensuring sustainable overall development.

As per the JNNURM strategy for achieving its objectives, each eligible city intending to

access assistance under the Mission is expected to formulate a comprehensive City

Development Plan (CDP) indicating policies, programs and strategies and financing

plans, before seeking funding for specific projects. The CDP is expected to be formulated

through a consultative process, articulating the stakeholders’ perceptions and aspirations

for their city and drawing of strategies aimed at achieving them in a sustainable and

equitable manner.

3. CITY DEVELOPMENT PLAN FOR NANDED – THE PROCESS

The City Development Plan for Nanded is formulated on the basis of a shared Vision of

its citizens, articulated through a series of stakeholder consultations.2 The plan horizon is

for a period of 25 years from 2006 to 2025. The Nanded Waghala City Municipal

Corporation (NWCMC) and the District Administration had commenced consultations on

the city’ s needs and priorities way back in 2003, initially in the context of the Gur ta

Gaddi Tercentenary celebrations and subsequently with a long-term development

objective. The procedure for formulation of the CDP and identification of specific

strategies and projects / programs is an iterative one involving an incremental

consultation framework, beginning with a “state of the city” assessment, consensus-

building on city development issues and priorities, articulating the City Vision 2025 and

strategy options to address the city’s Vision and identifying specific projects and actions

for implementation.

2 Highlights of the Stakeholder Consultations held in this context are presented in Annexure I


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While the focus of the CDP is on achieving the larger Vision 2025 through a broad

Strategic and Capital Investment Plan, it identifies specific project / interventions /

actions to be undertaken in the short term 2006 to 2011.

The projects / interventions / actions identified for implementation in the short term are

further prioritized and phased in two phases, viz.

a. Projects to be implemented pre-March 2008, in order to service the Gur ta Gaddi

Tercentenary Celebration requirements

b. Projects to be implemented post-March 2008 by 2010-11 addressing other city-wide

requirements and priorities

The CDP culminates in a financial operating plan to assess the investment sustenance

capacity of the Municipal Corporation and test the impacts of the proposed reform

measures for revenue enhancement.


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II. INTRODUCTION TO NANDED CITY

1. REGIONAL SETTING

Nanded city with a jurisdiction

of about 51.76 km, is the

headquarters of Nanded

District in the Marathwada

Region3 of Maharashtra state.

It is the second largest urban

center in the Marathwada

region (population of 4,30,733

as per 2001 Census), after

Aurangabad.

The district of Nanded lies in

the border of Maharashtra and

shares boundaries with

Yavatmal District in the north,

Parbhani, Latur and

Osmanabad Districts in the

west, Bidar District of

Karnataka in the south and

Nizamabad & Adilabad

Districts of Andhra Pradesh in

the east. With population of

28,68,158 (2001 Census) is

among the most backward

districts of the state of

Maharashtra. It ranks 29th in

terms of literacy rate (68.5

percent) in the state of Maharashtra and has a workforce participation rate of about 42.8

percent. About 80 percent of the workforce is engaged in agriculture and allied activities,

4 percent in cottage and household industries and about 5.15 percent in trade and

commerce.

3 Marathawada Region comprises eight districts, viz. Jalna, Aurangabad, Parbhani, Hingoli, Nanded, Latur,

Osmanabad and Beed.


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Table 1: Demographic Profile of Nanded District

1 Total Number of Households 523,539

2 Total Population 28,68,158

Male 14.76 lakh

Female 13.91 lakh

3 %age of Urban Population to Total Population 28.29 %

4 Population density 272

5 Literacy Rate 68.52%

Male Literacy 81.14%

Female Literacy 55.12 %

1.1. Location & Regional Linkages

Nanded city is located at 18°30' North latitude and 77°10' East longitude at about 489

meters above mean sea level. It is about 260 km each from Aurangabad and Hyderabad

and about 300 km from Nagpur.

Nanded is regionally linked by road to other urban areas by Major State Highway (MSH)

6 to Degloor in the south east towards Hyderabad, MSH 2 to Bhokar in the north east and

Latur in the south east, MSH 3 to Hadgaon in the north, MSH 6 to Madgaon in the north

west, SH 44 to Purna in the west, and SH 223 to Kandhar & SH 224 to Osmannagar in

the south.

In terms of railway connectivity, Nanded is part of the South-Central Railway Division of

the Indian Railway. It lies on the Mumbai-Secunderabad railway line. It is serviced by

direct rail connectivity to Mumbai, Secunderabad and Amritsar (via Delhi).

Nanded city has an airstrip, developed and maintained by Maharashtra Industrial

Development Corporation (MIDC) that is capable of handling only small private aircrafts.

While there is no commercial air traffic, it is currently used for landing of private aircrafts

and senior Government dignitaries visiting Nanded. Government of Maharashtra through

MIDC is presently upgrading the existing infrastructure to facilitate regular commercial

flights between Nanded and other important cities. The closest regular airports are at

Aurangabad and Hyderabad

1.2. Climate and Rainfall

The climate of the city is generally dry except during southwest monsoon season that sets

in the first week of June and lasts about 2.5 to 3 months. The average annual rainfall in

the city is about 901 mm and temperature range is between 46°centigrade (maximum) to

18°centigrade (minimum).

1.3. Soil and Topology

The city has fertile black cotton soil as in the rest of the Godavari valley. The natural

topography of the city converges towards the river on either side


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2. HISTORICAL AND CULTURAL BACKGROUND OF NANDED

Nanded city has a long history of over 7 centuries. There has been no specific

exploration to establish the prehistoric accounts of Nanded, it finds mention in accounts

of the Vedic period in various literary sources.

2.1. Ancient Period

As no exploration or excavation of any site in Nanded district has yet been undertaken, it

is not possible to give an account of the prehistoric period of the region. Accounts of the

Vedic period are however available in literary sources. It is known through these sources

that when the Aryans penetrated into Deccan, the whole region was covered by a thick

jungle, which extended southward from Central India. As early as the Rig Veda, India’s

seven divine mother-rivers, are mentioned: the Sindhu (Indus), the Saraswati, and the

‘Five-Rivers’ of the Punjab. Later on, as the Aryans moved farther south, the Ganges is

mentioned among the great rivers. By the time of the Puranas, the seven sacred rivers are

no longer concentrated in the northwest, but extend throughout India: the ancient Sindhu

and Saraswati, the Ganges and the Yamuna in the north, the Narmada and the Godavari in

Central India, and the Kaveri farther south. Sometimes the seven are called the Seven

Ganges. The elevated sites on the banks of the rivers were chosen for settlement. The

Kashi Khanda tells us, that the sage Agastya wandered the lovely banks of the Godavari

River. Agastya was the first Aryan who crossed the Vindhya and fixed his residence on

the bank of the Godavari. He was followed by several other sages who established their

hermitages in different regions of the south. The cluster of hermitages on the bank of the

Godavari was called jana-sthana to distinguish it from the surrounding forest country. The

sages were constantly harassed by the original inhabitants of the region who are called

Raksasas in the Ramayana.

It is said that during the Puranic days, Pandavas traveled through Nanded district. Nandas

ruled over Nanded through generations. Nanded was also ruled by the Satavahanas, the

Chalukyas, the Kakatiyas followed by the Yadavas who were the last of the Hindu

dynasties to have ruled over this part.

2.2. Medieval Period

During the very first invasion by the Mohammedan this territory subjugated to them and

after a few years it became a part of the fief of Malik Kafur, the general of Alauddin

Khilji. The Yadava rule was finally extinguished in 1318 A.D, after which the region

began to be ruled by the governors appointed by the emperors of Delhi. The district of

Nanded thus for the first time passed under Mohammedan rule. Later on the area came

under the Bahamanis. The famous prime minister of the Bahamanis Mahmud Gavan

resided at Nanded and the Vazirabad part of the city was established by him. With the

disintegration of the Bahamani Empire, Baridsahi, Nizamsahi, Imadsahi and Adilsahi

ruled over parts of this territory until it finally passed on to the Mughals. Many of the

battles between the Mughals and Malik Ambar were fought on this soil as is clearly


2006-25

9

brought, out by Takamil-e-Akabar Nama. The Sahajahan Nama mentions Nanded as the

capital of the district of Telangana. During Aurangzeb’s time Nanded was one of the

sarkars of the subha of Bidar. In 1708, Bhadur Shah, son of Aurangzeb accompanied by

Guru Govind Singh the tenth spiritual leader of the Sikhs came to Nanded. It was Guru

Gobind Singh that preached amongst the Sikhs that there need not be any spiritual leader

for them and they should adopt the holy Granth Saheb as their leader. A monument has

been constructed at the place where he breathed his last. A Gurudwara has also been

constructed there – Sachkhand Shri Hazur Abchalnagar Sahib Gurudwara (Sachkhand

Gurudwara).

The district became the part of the Hyderabad kingdom in 1725 when the Nizam

permanently opted for the Deccan and continued to be so till 1947.

2.3. Modern Period

With India getting freedom and the consequent police action against the Hyderabad State,

the district forming part of the Marathwada region of the Hyderabad State became part of

the bilingual Bombay State and consequent upon the creation of Maharashtra state, the

district of Nanded became part of it.

2.4. Historical Reconstruction of the Evolution of Nanded City

The ancient city of Nanded developed on the north bank of the famed Godavari River

revered as the Ganga of Central India. Literary sources establish that Godavari River had

religious significance since the ancient times and sages settled on its banks. When the

Aryans moved into Deccan, the whole region extending southward from Central India

was covered by thick jungle. The elevated sites on the bank of the river were chosen for

the settlements. It is probable that they would have settled in cluster of hermitages on the

bank of the Godavari (the site of the present city) marking the humble beginnings of

Nanded. The modest hermitages of the sages would have formed the landmarks around

which the settlement subsequently developed. The geographic limitation of the Godavari

forced the settlement to expand outwards moving away from its banks. The movement

paths of the inhabitants over a period of time evolved into streets, lanes and by lanes. The

settlement grew in an organic manner in accordance with the topography of the area.

The copper plate found at Vasim, (known as Vatsagulma in ancient times) indicates that

Nanded was formerly known as Nandi-tat. The inscription clearly mentions

. The myths associated with the name of the city also point

towards its ancient roots. It is believed that the city derived its name from Nandi-tat, the

place on the banks of Godavari where Nandi, the Vahan of Shiva is said to have

performed penance. Some believe that Nine Rishis known as Nand performed penance on

the banks of the river and hence the name Nandi-tat. The present name is a distortion of

the original name.


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The mention of the ancient city of Nanded is found in the Lilacaritra, a treatise written

about 700 years ago by Mhaimbhatta. It gives the description of the idol of Narsimha in

the town, which is still present in the Historic area. This evidence establishes that the

town is at least 700 years old. However detailed studies need to be undertaken to

corroborate the above observations and ascertain the historical growth and evolution of

the city.

3. A. GUR TA GADDI TERCENTENARY CELEBRATIONS IN NANDED

In October 2008 Nanded will be Host to Gur-ta- Gaddi Tercentenary Celebrations

marking the 300th anniversary of Parlok Gaman of Shri Guru Gobind Singhji as well as

consecration of Shri Guru Granth Sahib as the eternal Guru of Sikhs. This event is

planned to be celebrated with lot of fan and fervor, as over 2.5 million pilgrims are likely

to visit Nanded.

The key events as part of the week-long Gur Ta Gaddi celebrations from October 24 to

October 31, 2008 would include:

a. Takhat Snan (Holy Bath) – October 24, 2008

b. Diwali ) – October 25, 2008

c. Julus (Pre-event Procession) – October 26, 2008

d. Gur Ta Gaddi (commemorating consecration of Guru Granth Sahib) – October 27,

2008

e. Parlok Gaman (commemorating Guru Gobind Singh’s departure for his heavenly

abode) – October 30, 2008

f. Julus (Closing Procession) – October 31, 2008

Large-scale festivities and celebrations are expected to begin from April-May 2008

onward with the celebration of Holi, followed by Baisakhi, Dussera and Diwali, before

the Gur ta Gaddi tercentenary celebrations. Each of these events, in a normal course

witness daily pilgrim turnovers of 75,000 to 100,000 – and the civic infrastructure is

inadequate to service the inflow. It is expected that about 25 lakh pilgrims will visit

Nanded in 2008 – the year that marks the tercentenary of the Gur ta Gaddi and other

religious events related to Guru Gobind Singh’s last days before he left for his heavenly

abode.

Given the poor state of civic services in Nanded, the city and district administrations will

have to really gear up to meet the demands of the event and will have to ensure adequate

infrastructure and logistics arrangements to address the needs of the large number of

pilgrims expected to visit the city and to manage the event safely and successfully.


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While this poses a major challenge to the Municipal Corporation and District

Administration, the Municipal Corporation are viewing this as an opportunity to revive

the city’s slowing economy and deteriorating quality of life through substantial

investments in urban renewal, conservation and infrastructure development.


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III. CITY ASSESSMENT: ANALYSIS OF THE EXISTING SITUATION

This section elucidates the current status, key issues and strategy options pertaining to

various elements of city development, including:

a. Institutional Framework for Urban Management & Service Delivery

b. Demography and Economic Development

c. City Structure and Growth Management

d. City-wide Urban Basic Services

i. Water Supply

ii. Sewerage & Sanitation

iii. Storm Water Drainage

iv. Solid Waste Management

v. Transportation

vi. Fire services

vii. Housing

viii. Other Services (Health, Education, Recreation, other Social amenities)

e. Urban Basis Services in Slums

f. Municipal Finances

g. Gur ta Gaddi Tercentenary Celebrations and the City’s Preparedness for the Event


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1. INSTITUTIONAL FRAMEWORK FOR URBAN MANAGEMENT & SERVICE DELIVERY

The responsibility for local governance and management of the city of Nanded is vested

with the Nanded-Waghala City Municipal Corporation (NWCMC). While NWCMC is

responsible for overall development of the city, including provision and maintenance of

core civic services, there are other agencies responsible for planning, development and

provision of specific services in the city. Such key stakeholders include:

a. District Administration: The District Urban Development Agency domiciled in the

District headquarters is responsible for planning and administration of specific

schemes sponsored by the Government of Maharashtra, including poverty alleviation

and housing for the poor, education and health services, slum development programs,

etc.

b. Town Planning Department, Government of Maharashtra: This department,

represented by an Additional Director of Town Planning based in Nanded, is

responsible for preparation of Development Plan of the City as the provisions of

Maharashtra Regional & Town Planning Act, 1966, while implementation of the

Development Plan is the responsibility of Nanded Waghala City Municipal

Corporation.

c. Maharashtra Jeevan Pradhikaran (MJP): This is a state nodal agency responsible for

planning, design and implementation of public health engineering systems and

infrastructure in urban and rural areas of the state. However, the role of this

department in urban areas has been on the decline, as the local governments are

increasingly preferring to carry out these activities by themselves, through external

technical assistance.

d. Public Works Department (PWD): The Roads 7 Buildings Department of the state

Public Works Department is responsible for development and maintenance of all

non-municipal roads within municipal jurisdictions. These generally include the state

highways, major and other district roads. The Irrigation Department of the PWD is

responsible for the maintenance and upkeep of major drainage channels, rivers and

tributaries.

e. Maharashtra State Electricity Development Company Limited (MSEDC): The

MSEDC is responsible for planning, design and implementation of all power related

infrastructure and services in the city. The existing connected load in the city is 90

MW.

f. Maharashtra State Road Transport Corporation (MSTRC): a State Transport

Undertaking, operates City passenger bus service in few select routes and is also

responsible for all inter-city / regional bus services to and from Nanded city.


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g. Regional Transport Office (RTO): The Regional Transport Office is responsible for

registration of vehicles, issue of permits, for commercial vehicles, regulation,

emission control, issue of driving licenses, etc.

h. Traffic Police Department, Maharashtra Police: The traffic police department is

responsible for traffic regulation and management in the city.

i. Bharat Sanchar Nigam Limited. (BSNL): This is the largest telecom service provider

in both the segments basic and cellular services in Nanded city. In addition, there are

other private stakeholders like Bharti Tele Ventures Limited (Air Tel) Idea Cellular

Limited, Reliance Infocomm Limited and Tata Tele Services Limited.

Table 2: Institutional Matrix for Urban Service Delivery

Sl. Service / Function Planning & Design Implementation Operation &

Maintenance

1 Development Plan

Preparation (Landuse

Zoning & Regulations)

Town Planning

Department, GoM

NWCMC --

2 Water Supply* MJP / NWCMC MJP / NWCMC NWCMC

3 Sewerage &

Sanitation*

MJP / NWCMC MJP / NWCMC NWCMC

4 Storm Water Drainage NWCMC NWCMC NWCMC

5 Solid Waste

Management

NWCMC NWCMC NWCMC

6 Roads & Bridges NWCMC/PWD NWCMC/PWD NWCMC/PWD

7 Street Lighting NWCMC NWCMC NWCMC

8 Urban Transportation MSRTC

9 Traffic Management Traffic Police /

NWCMC

Traffic Police Traffic Police /

NWCMC

10 Transport Registration

& Regulation

RTO

11 Parks & Play fields NWCMC NWCMC NWCMC

12 Health & Education NWCMC / GoM NWCMC / GoM NWCMC / GoM

13 Fire Services NWCMC NWCMC NWCMC

14 Slum Development NWCMC NWCMC NWCMC

15 Poverty Alleviation

Programs

DUDA /

NWCMC

NWCMC NWCMC


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1.1. Nanded-Waghala City Municipal Corporation

Nanded Waghala City Municipal Corporation (NWCMC) was established on 26th March

1997, by merging Nanded Municipal Council and adjoining Waghala Municipal Council.

The Corporation is constituted under the provisions of Bombay Provincial Municipal

Corporations Act, 1949 and is also governed by the provisions of 74th Constitutional

Amendments Act 1992(CAA). In addition to the Waghala Municipal Council, the

following areas were merged with the NWCMC:

a. Vasarni Village

b. Kautha Village

c. Asarjan Village

d. Fatehjangpur Village

e. Asadwan Village and

f. CIDCO and HUDCO colonies

The total area under the NWCMC jurisdiction is 51.76 Sq.km, (5,176.66 Ha). Nanded

City is divided in two parts i.e. Old Nanded (20.62 Sq.km) north of the Godavari river (on

the left bank) and New Nanded (31.14 Sq.km) comprising of Waghala and six other

newly merged villages and CIDCO area, south of the Godavari river (on the right bank).

1.1.1. Municipal Functions

The obligatory and discretionary functions of the municipal corporation are spelt out

under sections 63 and 66 of BPMC Act 1949. The key functions carried out by NWCMC

include:

a. Obligatory Functions

i. Public hospitals and dispensaries, vaccination, epidemic control and

prevention of dangerous diseases, medical relief, family planning and welfare

etc.

ii. Removing dangerous buildings etc.

iii. Solid Waste Management

iv. Drainage and sewerage systems

v. Water supply


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vi. Roads, markets, slaughterhouses, washing places, drinking fountains, tanks,

wells, etc.

vii. Fire Brigade

viii. Parks and leisure paces

ix. Street Lights

x. Disposal of dead bodies

xi. Regulating and preventing offensive and dangerous trades or practices

xii. Removing encroachment on Government properties

xiii. Registering of births and deaths

xiv. Primary Schools

xv. Welfare measures for scheduled castes and tribes, etc.

xvi. Establishing and maintaining relief work in times of scarcity or for destitute

persons residing within Municipal limits

b. Discretionary Functions

i. Public hospitals and homes for destitute and disabled persons

ii. Grants and donations to privately run primary and secondary schools

iii. Treatment of sewerage and waste

iv. Town halls, shops, open air theaters, stadiums, rest houses

v. Transport

vi. Electricity and LPG supply

vii. Ceremonies, fairs, exhibitions etc.

viii. Destroy harmful animals

ix. Welfare of municipal employees

x. Sanitary dwellings for the poor

xi. Educational institutions


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1.1.2. Organizational Structure of NWCMC

The organization structure comprises of an elected wing and an executive wing.

a. Elected Wing: The elected wing is represented by the General Body (GB) constituted

by 73 elected members / Municipal Corporators and 5 co-opted members. The

General Body together with Municipal Administrators and Departmental Heads

formulate the framework for discharge of municipal functions, both obligatory and

discretionary, of the Municipal Corporation. Apart from GB there are 5 Committees

constituted with elected Members including Standing Committee of 16 elected

Members, to address matters related to administration / provision of civic services in

a most appropriate manner.

Figure 1: Organization Structure of NWCMC – Elected Wing GENERAL BODY OF ELECTED

REPRESENTATIVES - 78

Standing

Committee

Committees

Women & Child Welfare

Public Works

Water Supply

Health & Streetlights

Municipal

Commissioner

Municipal

Secretary

b. Executive Wing: The administrative or executive wing is headed by the Municipal

Commissioner, appointed by the State Government. The Municipal Corporation is

organized into five geographical Divisions for effective service delivery and

management. Further, there are 24 multi-member electoral wards drawn for the

purpose of the corporation elections, which also double up as administrative and

management sub-divisions.

The executive wing is organized into 25 functional departments that are responsible

for day-to-day functioning of the Municipal Corporation, including planning,

engineering, operations & maintenance and other service delivery functions.


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Figure 2: Organization Structure of NWCMC – Executive Wing

MUNICIPAL COMMISSIONER

DEPUTY MUNICIPAL

COMMISSIONER

CAO & Chief

Audit Officer

Public Health

Officer

City Engineer Executive

Engineer – Water

Supply

Assistant

Commissioners

Assistant Director

– Town Planning

Deputy

Engineers (6)

Junior

Engineers

Health & Conservancy

Octroi

Taxation

General

Record Keeping


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1.2. Key Issues & Strategy Options for Institutional Development

1.2.1. Issues & Observations

a. Limited institutional capability: NWCMC being a young Municipal Corporation,

upgraded from a municipal council, has limited institutional and technical capacity to

plan and implement projects. The limitations are in terms of inadequacy of number

and appropriately qualified staff (the total manpower strength of NWCMC is about

2,100 against the estimated requirement of around 3,000 personnel for a city with a

population size of about 500,000), and lack of technical capability for

conceptualizing, planning and implementing city developmental works, as also in

managing them.

b. Absence of appropriate Management Information System: Most of the systems and

procedures in the ULB are traditional manual systems, involving maintenance of

registers manually. Inadvertently, over time the record keeping has been inadequate

and critical information required for planning and decision-making is often not

available when required. This may be attributed to shortage of manpower as also the

absence of a system of information maintenance and management.

c. Limited Computerization: Despite the availability of computers, their application is

very limited, primarily due to the lack of customized software systems as also large

levels of computer illiteracy.

1.2.2. Strategy Options

a. Capacity building through training and workshop: NWCMC, as part of its strategy to

build in-house capacity, to train the existing manpower resource through medium of

structured training programs and workshops. Focus to be on various elements

including planning, project development, procurement, implementation,

management, etc. Staff to be rotated inter-department in order to promote in multi-

skilling and team building.

b. Capacity Building through Public Private Partnership: NWCMC to explore the

option of sourcing of services from private sector agencies for design engineering

and project management services including quality supervision and project

monitoring. NWCMC will need to formulate a framework for promoting or

facilitating PPP / PSP in project development using various tools of Concessioning or

models of Build Operate Transfer (BOT) depending upon the project requirement.

c. Decentralization of municipal functions and activities: NWCMC to reorganize in a

time-bound manner, the entire executive wing into zonal and ward level offices, with

central planning and management functions at the central office and all day-to-day

activities delegated to zonal and ward officers.


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d. Development of a Computerized ERP System: NWCMC to develop a computerized

management information system on an ERP (Enterprise Resource Planning)

framework based on a detailed study of systems and procedures. The system to be

capable of generating vital information for a variety of planning, monitoring and

decision making activities.

2. DEMOGRAPHY AND ECONOMIC DEVELOPMENT

2.1. Demography

2.1.1. Population

The population of Nanded city, as per 2001 census was 430,733. The population of the

city has grown from 126,518 in 1971 to the 2001 level of 430,733 at a CAGR of about

4.17 per cent.

Table 3: Population Trends in Nanded

Year Population (Census) Decadal

Growth CAGR

CAGR from

1971

1971 126,518 -- -- --

1981 191,269 51% 4.22% 4.22%

1991 309,316 62% 4.92% 4.57%

2001 430,733 39% 3.37% 4.17%

Source: Census of India

It may be noted from the above table that the population growth rate during the last

decade (1991 to 2001) has been substantially lower than the previous decade. This,

despite the fact that the municipal territorial jurisdiction more than doubled in area from

20.62 sq.km. in 1991 to 51.76 sq.km. in 2001.

Table 4 presents some of the key demographic data of Nanded city as per 2001 census.

Table 4: Demographic Data of Nanded City as per Census of India 2001

1 Total Number of Households 72,733

2 Total Population 430,733

Male 224843

Female 205890

3 Population density 183.05 persons/ha

4 Literacy Rate 81.50%

Male Literacy 89%

Female Literacy 73%

5 Average House Hold Size 5.92

Source: Census of India

2.2. Economic Base

Historically Nanded was known for its presence in the Textiles manufacturing sector due

to the presence of Osmaan Shahi Textile Mills (Now known as Nanded Textile Mills

Corporation), Cotton Research Center and Textile Corporation of Nanded. During the


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1980s Nanded Textile Mills used to provide employment to around 10,000 people.

However, the closure of these entities have affected the growth industrial activities in the

city / region.

Currently, the economic base of Nanded city appears to be primarily reliant on the tertiary

sector, more specifically on trade and commerce followed by education, tourism, health

and transportation services. The

workforce participation rate is about 23.66

percent (2001 Census), of which about

95.1 percent is in the tertiary sector. It

may be observed from the following

tables that the workforce participation rate

has declined from 24.16 percent in 1991

to 23.66 percent in 2001. Also, the share

of tertiary sector workforce in the total has

increased from 93.28 percent to 95.1 percent. These are all indicators of declining

employment opportunities.

Table 5: Occupation Pattern in Nanded (1991 Census)

No. of Workers % Of Total

Sl. Occupation Category Male Female Total

Working

Force Population

1 Primary Sector 3684 621 1576 6.48 1.56

2 House Hold

Industry 611 509 1120 1.69 0.41

3 Manufacturing 11146 1003 12149 18.29 4.41

4 Electricity, Gas &

Water Supply.

5 Construction 6209 662 6871 10.34 2.5

6 Transport, Storage

& Communication. 6571 92 6663 10.03 2.42

7 Banking &

Insurance

8 Trade & Business 15982 590 16572 24.95 6.02

9 Services 15123 3621 18744 28.22 6.82

TOTAL 59326 7098 63695 100 24.14


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Table 6: Occupation Pattern in Nanded (2001 Census)

No. of Workers % of Total

Sl. Occupation

Category Male Female Total Working

Force Population

1 Primary Sector 2388 814 3302 2.97 0.70

2 House Hold

Industry 1205 1868 3073 2.76 0.65

3 Manufacturing 15023 1669 16692 15.00 3.55

4 Electricity, Gas &

Water Supply.

5 Construction

6 Transport, Storage

& Communication.

7 Banking &

Insurance

8 Trade & Business

9 Services 77907 10411 88318 79.36 95.10

TOTAL 96523 14762 111285 100 23.66

The current key economic drivers in the city are

a. Trade and commerce – catering to the local market and the rural hinterland

b. Pilgrim tourism related activities – supported by the estimated 1 million pilgrims that

visit the Sachkand Gurudwara and other Gurudwaras in and around Nanded

c. Educational institutions – including the SRMT University and engineering, medical

and law colleges that are regional facilities

d. Health facilities – represented by the public hospitals and several private clinics and

health care facilities scattered around the city

According to a survey for enumerating population below poverty line (BPL) carried out

in 1997, there were about 6,984 households below poverty line – about 10 percent of the

2001 population. The Municipal Corporation is responsible for implementation of the

Government of India’s Swarna Jayanti Shahari Rojgar Yojana, aimed at benefiting BPL

households.

2.2.1. Industrial infrastructure in Nanded City

Presently the city has two Industrial Estates. The Co-operative Industrial Estate is within

the city and the other, MIDC just at the outskirts. MIDC has developed an industrial area

of 271.90 hectors. Out of the 335 plots in this area 326 plots have been allotted to the

various entrepreneurs. There are at present around 15 large-scale units and 900 odd small-

scale units engaged in the manufacturing activities. Some of the prominent ones include

Sipta Coated Steels Limited, Shiva Fertilizers, Kohinoor Feeds and Fats that are

functioning well.


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2.2.2. Trade and Commerce

Nanded being predominantly being an agrarian economy its trade and commerce in the

city is also driven by the prospects in the agro-sector. Nanded has emerged as one of the

important regional centers for trade and commerce because:

a. Of it’s being surrounded by 6 other districts including Parbhani, Latur and

Osmanabad in the West, Yavatmal in the North, Bidar (Karnataka) in the south and

Nizamabad and Adilabad (A.P) in the East. By virtue of Nanded being the largest

urban center in the region it has emerged has one of the important hubs for trade and

commerce particularly for agro-based products

b. Of its close proximity as well as good connectivity to other large urban centers like

Nagpur, Hyderabad and Aurangabad

c. Historically, the city is known for its strength in trading of Cotton goods, particularly

clothing and readymade goods. Nanded is also one of the big regional trading hub for

Banana, Custard Apple, Lime / Sweet Lime, Soya Bean as they form the significant

part of the agricultural produce apart from having good trade presences in Dals /

Pulses.

2.2.3. Education Services

Nanded has a very vibrant education sector. There are institutions, which cater to students

in various faculties of technical and non-technical sectors. There are institutions, which

offers courses in Engineering, Medicine, Law, Management and Agriculture Sciences etc.

This has resulted in Nanded having a large population of students from nearby cities

studying in these Colleges. Nanded city has a literacy rate of 81.50%, one of the highest

in the state with male literacy as high as 89% and female literacy at 73%.

Nanded is known for its contribution in the field of education. Swami Ramanand Teerth

Marathwada University established in the year 1994, is located on the outskirts of Nanded

City. The colleges from Nanded, Parbhani, Hingoli & Latur Districts are affiliated to this

University. In short period of time the University has emerged as one of the reputed

universities in Maharashtra. Some of the departments of the University include

a. School of Earth Sciences

b. School of Astro physics

c. School of Life Sciences

d. School of Industrial Chemistry

e. School of Mathematics & Computational Sciences

f. School of Social Sciences

g. School of Management Sciences

Other important Institutions in Nanded City include


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a. Shri Guru Gobind Singhji College of Engineering and Technology (SGGS) is one of

the four autonomous Engineering colleges on the lines of VJTI, Mumbai and Pune

Engineering College, Pune. It is one of the most reputed engineering colleges in

Maharashtra. SGGS is one of the institutions which offered modern courses like

textile engineering, water management, sugar technology, instrumentation etc unlike

the traditional courses like civil/ mechanical/ electrical engineering in as early as

1982.

b. Mahatma Gandhi Missions College of Engineering and Management is one of the

leading Education Missions having huge network allover Maharashtra

c. Govt. Medical College

d. Government Ayurvedic college

e. Peoples College Nanded

f. Law College (Graduation & Post-graduation) – one of the oldest in Marathwada

region

g. Government Teachers’ Training College (B.ED & M.ED)

h. Science College Nanded

i. Sharada Bhavan Education Society

j. Pratibha Niketan College

k. Sanskrit Pathshala

l. Government Agriculture School

2.2.4. Health Care Services

Nanded has a reasonable presence of health care centers, however the same is highly

inadequate considering the population size. Specialized medical centers are virtually non-

existent. Most of the health care centers and hospitals are privately owned and are located

in the old Nanded city.

Presently there are about 56 private hospitals & Maternity Homes, 145 dispensaries in the

city apart from seven Hospitals and 12 Municipal dispensaries operated and managed by

the Municipal Corporation. Total no. of beds including the private and public sector

health care centers is estimated to be over 2000 numbers.

2.2.5. Pilgrim / Religious Tourism

Nanded City is conferred a status of “Holy City” by Government of Maharashtra due to

the presence of the Sachkhand Gurudwara one of the five Takhats of Sikh religion -

housing the Guru Granth Sahib and last resting place of last Sikh guru Shri Guru Gobind

Singhji. By virtue of the presence of Sachkand Gurudwara, Nanded has emerged as an

important tourism destination center of national and international significance with over


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1.5 million tourists, mainly Sikhs, from all over the world visiting Nanded every year

during Holi, Baisakhi, Dussera, Diwali and Parlok Gaman of Guru. Other tourist

attractions of in and around Nanded include:

a. Mahur Renuka Mata Temple and Datta Shikar Temple

b. Aundha Nagnath Temple – One of the 10 jyothir lingas, situated in adjoining Hingoli

District

c. 8 Gurudwaras linked to life and history of Shri Guru Gobind Singhji

d. 330 year old Masjid of Biloli

e. Unkeshwar Waterfalls in Kinvat Taluka

f. Kandhar Fort, Kandhar Taluka

g. Khandobha Temple in Malegaon- Known for its yatra (annual fair) where almost a

million visitors come during the ten day long celebration during the month of

December. This fair is famous for the huge turnover in trading of livestock (specially

horses, donkeys, mules and camels), second only Pushkar in terms of the volume of

trading

h. Vishnupuri Barrage and Kaleshwar Temple

i. Art of Hottal in Degloor Taluka – A beautiful Siddeshwar Temple known for

Chalukyan era architecture

j. Nanded Fort in Nanded City

It is estimated that over 3 million tourist visit Nanded due to the presence of above

mentioned attractions

A Brief on Key Tourist Attractions in Nanded

a. Sachkand and Other Gurudwaras

The Sachkand Gurudwara situated in Nanded City is one of the five Takhats of Sikhs

is built in memory of Shri Guru Gobind Singhji, the 10th and last living Guru of the

Sikhs before consecration of Guru Granth Sahib. Sachkhand Gurudwara is one of the

most sacred religious places for Sikhs as it was here that Shri Guru Gobind Singhji,

declared the consecration of the

Shri Guru Granth Sahib (Guru Ta

Gaddi) as the eternal Guru of

Sikh Religion and left for his

heavenly abode in the year 1708.

Sachkhand Gurudwara and eight

other historic Gurudwaras

connected with events in the life

of Shri Guru Gobind Singhji –


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attracts every year over 1 million pilgrims / tourists to Nanded. Most of these

Gurudwaras are situated in the close vicinity of the City along the riverside except for

couple of them that is situated at about 8-10 kms from the city. Most of the pilgrims

visiting the Sachkhand Gurudwara also visit these Gurudwaras. Therefore Nanded

holds tremendous significance to Sikhs as one of their foremost religious destination.

It is part of their spiritual salvation circuit.

b. Shrikshetra Mahurgadh

A pilgrim Center of great significance. It is considered to be one of the Shaktipeeths

of Maharashtra. The temple of Goddess Renuka Devi is situated on a hillock

abounding in natural beauty at a distance of about 2.415 km. from the village of

Mahur. The temple is said to have been constructed by a Yadava king of Devgiri

about eight to nine hundred years ago. Around 5 – 6 lakh pilgrims visit Mahur during

the Navaratri Festival – Dussera period.

c. Masjid of Biloli

The Masjid known as the Hazrat Nawab Sarfaraz Khan Sahid Masjid is said to have

been constructed about 330 years back. Sarfaraz Khan was an officer in the army of

Aurangzeb. The Masjid is constructed in stone has four minarets on the southern side,

which collapsed when it was hit by a lightening in 1960. The one on the north has

eight chains. Below the chains is a figure in the shape of a bell. To the northwest

corner of the Masjid is a barrow (a well square in shape).

d. Unkeshvar

Unkeshvar is situated on the bank of river

Penganga. The village is famous for its hot

water springs. It is situated at a distance of

19 km from Ambadi, a railway station on

Mudkhed – Adilabad railway route. At

Unakdeva, there is a temple dedicated to

the Lord Shiva. Near the temple is a holy

tank. It was said to be the abode of the Sage

Sarabhanga.

Two hot water tanks are located close by the temple. The tank water is said to cure

skin diseases.

e. Kandhar Fort

Kandhar fort is situated in the heart of

Kandhar Town. Encircling the fort, is a

ditch filled with water. Its construction

is attributed to the Rashtrakuta King

Krishna III of Malkhed who styled

himself as Kandharpuradhi Swar.

Outside the Kandhar fort at some

distance is a hillock on which is


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situated an old Idgah held in reverence by the Muslims. It is of Nizamsahi period

with two domes in characteristic Ahmednagar style.

Tourism Infrastructure in Nanded City

Despite it potential in the tourism sector the hospitality infrastructure in Nanded is grossly

underdeveloped. The city does not have good quality lodging facilities. Most of the hotels

in the city have room capacities in the range of 15 to 45 catering to lower and middle end

customers.

Other than the private hotels, Gurudwaras in Nanded are the largest providers of

accommodation facilities offering over 2,000 rooms in the form of family rooms and

dormitories – to pilgrims. There are about 640 restaurants / eateries in Nanded, including

small and medium facilities. The following table provides a summary of the

accommodation facilities in Nanded.

Table 7: Lodging Infrastructure in Nanded City

Sl. Names of the Hotel / Lodging Service Provider No. of Rooms Available

1 Godavari 18

2 Anuradha Palace 43

3 Ashiyana 25

4 Chandralok 21

5 Ramkrishna International 15

6 Taj Patil 35

7 Nirmal Palace 30

8 Guru 38

9 Bhaiji 21

10 Rohit 14

11 Nagarjun 18

12 Sachkhand Gurudwara – Yatri Nivas 800

13 Langar Sahib Gurudwara 1200

2.3. Key Issues & Strategies for Economic Growth


a. Industrial base in the city has almost died out with the closure of the textile mills and

lackluster entrepreneurial response to the industrial estates in and around Nanded.

b. Education which was a key economic driver seems to have lost its primacy despite

having established institutions of higher learning – there is a tremendous potential for

revival of the sector around the already well established institutions in the city,

including the SRTM University.

c. The cluster of Gurudwaras in the region is already attracting over 1 million pilgrim

tourists per annum – however, their activities are confined to pilgrim related activities

and do not contribute significantly to the economy of the city, probably due to lack of

other tourist & leisure facilities that may be of interest to tourists.


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d. The city has a rich natural heritage in the River Godavari. The river has been an

integral functional element of the city for generations, but has lost its grace and utility

over the years due to gross neglect on part of the city administration and citizens.

The river offers substantial tourism potential, which is further enhanced by the

presence of the Vishnupuri Barrage on the edge of the city. This dam holds large

quantity of water all the year round and could be used as a major source for river

rejuvenation and tourism attraction.


Nanded has unique inherent economic drivers that could be nurtured and promoted in a

systematic manner to generate high overall economic growth. The key inherent economic

drivers for the city lie in the services sector, including tourism, education, health and

trade & commerce. There is potential for industrial development in the region, as well,

given the availability of water, land and a strategic regional setting by way of proximity

to Aurangabad and Hyderabad.

Some of the strategy options include:

a. Promote industrial and overall economic development by capitalizing on inherent

strengths like abundance of water and proximity to regional centers like Aurangabad,

Nagpur and Hyderabad, - textile, agro processing units, etc.

b. Improving and strengthening regional connectivity

c. Developing infrastructure and leisure facilities in Nanded, aimed at providing a good

quality of life - to attract and retain good quality manpower in the areas of

hospitality, education, health care services industry managers and skilled workforce.

NWCMC could consider the following strategies for tourism development:

d. Develop leisure/entertainment facilities in the immediate short term

e. Branding and marketing of Nanded in national, international context

f. Develop tourism supporting activities such as tourism circuits, kiosks, help line,

travel/booking etc., shopping areas, hotels/yatri niwas

g. Develop riverfront including heritage walkway, bathing ghats and sanitation facilities

h. Develop heritage concepts such as Gurudwara Parikrama, heritage walk tracing

history of Shri Guru Gobind Singh, experiencing events, historical model showcasing

evolution and spread of Sikhism, souvenir marketing thru special religious

handicrafts etc.

i. Positioning Nanded as a regional hub for education. The city already houses

institutions for higher education such as the university, medical college, law college,

engineering college, management, agri sciences and others, which attracts students

from the region all around Nanded. This institutional set-up positions the city to

develop strategies around the existing strengths and provide further opportunities in a


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dedicated manner for education purposes. This will provide supply of educated staff/

workforce, which would be required to support economic development of the city.

j. Capitalizing on the health facilities headway that Nanded enjoys in the region by

virtue of the Government Medical College & Hospital, Ayurvedic College &

Hospital and several private healthcare facilities. Nanded should explore the demand

and possibility for promoting a dedicated health care center aimed at servicing the

region.

3. CITY STRUCTURE AND GROWTH MANAGEMENT

3.1. City Sprawl & Structure

The total area of Nanded city (NWCMC) is 51.76 sq.km. The city is divided in two parts

i.e. Old Nanded Town (20.62) Sq Kms) located North of the Godavari and Waghala area

along with newly merged 6 villages (31.14 Sq. Kms) in the South.

However, the provision of infrastructure services predominantly covers only the old

Nanded as close to 89% (4,50,000) of the estimated current population (about 5,00,000) is

located in this area and hardly 11% (54,000) of the population lives in Waghala and other

areas predominantly located at CIDCO area admeasuring 191 Ha - the only planned

development in the area. Out of the total property of 72,733 in the NWCMC limits, only

11,000 properties are located in the newly merged Waghala Area and other villages. In

addition there are urban fringe areas with a population of about 80,000 around the city

that rely on the municipal infrastructure systems. These areas include:

a. Taroda (50,000)

b. Wajegaon (8,000)

c. Tuppa, Dhanegaon, Gopalchawdi (7,000)

d. Vishnupuri (4,000)

e. Wadi (4,000) and

f. Nasratpur-Hassapur-Waghi (7,000)

g. Other smaller villages like Kamtha and Gadegaon

The Manmad-Secunderabad railway line further divides old Nanded City into two parts.

The area south of the railway line is the old city area and all the important government

offices are located in this area. This area is thickly populated and heavily congested due

to the presence of Railway Station, Govt. Hospital, Nanded Textile Mills, Government

offices and Institutions, Old Mondha, Sachkand Gurudwara and large scale commercial

and residential buildings. Godavari River flows through this area and hence the ground

dips from North to south i.e. towards the riverbank. Due to inadequate connectivity and


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the barrier posed by the railway line development in the city is largely sandwiched

between the river Godavari and the railway line. Further a large piece of land south of the

railway line is locked in the Cotton Research Center located on the northeastern side of

the city.

Figure 3 presents a map of the city of Nanded.

The current population of North Nanded is estimated to be about 450,000, resulting in a

gross population density of over 210 persons per Ha (pph) against the general norm of

150 pph. The density across north Nanded is also varied, with the core / old city areas

having densities of over 300 pph. North Nanded, thus appears to have reached a

saturation level in terms of population accommodation, with some scope for re-

densification in the northern fringe areas

Development of new housing stock is going on in all sectors of the city except sector “C”

– the Gaothan area – which does not have sufficient amenities and good road circulation

pattern.

The erstwhile Waghala Municipal council area and newly merged villages, now

constituting South Nanded is mostly undeveloped, housing a population of about 54,000

over 31.4 sq.km. Most of this population is housed in the CIDCO Township. There is a

scope and need for a planned development of this part of the city through appropriate and

adequate connectivity and service provision, so as to ease the development of pressure in

North Nanded and guide development in South Nanded in a phased manner.

The Development Plan for this area is under preparation, which when completed and

approved will be critical to the development of this area.

3.2. Growth Management / Development Plan

The Development Plan (DP) is the primary growth management tool available to the

Local Authorities to guide development of the city in a planned manner. It is mandatory

for the local authorities, under Section 23, read with Section 38 of the Maharashtra

Regional and Town planning Act, 1966, to prepare a Development Plan. NWCMC is in

the process of preparation of its revised DP for the period 2004-15 with assistance from

the Town Planning Department of GoM. The revised DP for North Nanded is already

approved, while that for South Nanded is under preparation.

The existing landuse in North Nanded (1996) and proposed landuse as per the revised DP

for 2004-15 are presented in Table 8 and Table 9respectively, while Figure 4 presents the

proposed landuse map for North Nanded by 2015


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Figure 3: Map of Nanded City

Densely populated North Nanded

Sparsely populated South Nanded

Godavari river

Proposed

Medical College

Railway Station

Proposed Airport

Sachkhand

CIDCO &

HUDCO Colonies

Densely populated North Nanded

Sparsely populated South Nanded

Godavari river

SRTM University

Proposed Medical College

Railway Station

Proposed Airport

Sachkhand Gurudwara

CIDCO & HUDCO Colony

Vishnupuri Dam

Old City Core

SGGS Engineering College


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Table 8: Existing Landuse of North Nanded, 1996

SECTOR WISE AREA IN Ha

Sl. CATEGORY OF

USE A B C D E F G

%

DEVELOPED

AREA (1996)

% TO

THE

TOTAL

AREA

TOTAL

AREA (Ha)

1 Residential 75.16 107.22 45.43 27.96 67.49 62.14 30.11 42.14 20.14 415.51

2 Commercial 1.78 12.02 1.41 0.79 4.08 10.42 3.06 3.40 1.63 33.56

3 Industrial 6.09 19.35 0.46 1.74 NIL 11.84 19.26 5.96 2.85 58.74

4 Public-Semi Public 51.78 56.99 0.22 2.82 14.57 27.11 22.73 17.87 8.54 176.22

5 Recreational/Public

Utility 1.02 3.49 NIL 3.32 0.87 0.36 0.17 0.93 0.45 9.23

6 Transportation &

Communication 37.03 125.95 21.34 10.55 12.43 27.65 18.64 25.72 12.30 253.59

7 Open Space 11.31 19.05 4.43 0.48 2.13 0.80 1.07 3.98 1.90 39.27

TOTAL

DEVELOPED 184.17 344.07 73.29 47.66 101.57 140.32 95.04 100.00 47.81 986.12

8 Water Bodies 0.7 1.34 0.5 NIL NIL NIL 6.58 0.44 9.12

9 Agricultural 38.08 15.13 166.88 140.58 21.81 38.69 48.9 22.79 470.07

10 Vacant & Barren

Land 94.38 168.58 52.05 105.41 38.42 47.81 90.58 28.96 597.17

TOTAL UN-

DEVELOPED 133.16 185.05 219.43 245.99 60.23 86.5 146.06 52.19 1076.56

TOTAL 317.33 529.12 292.72 293.65 161.8 226.82 241.1 100.00 2062.48


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Table 9: Proposed Landuse in North Nanded, 2015

SECTOR WISE AREA IN Ha

Sl. CATEGORY OF USE A B C D E F G

% TO THE

TOTAL

AREA

TOTAL

AREA (Ha)

1 Residential 162.75 181.85 165.82 173.55 89.33 120.4 69.91 46.71 963.61

2 Commercial 3.21 12.96 11.62 5.83 4.47 12.31 3.82 2.63 54.22

3 Industrial 5.69 18.34 NIL 1.74 2.68 NIL 12.96 2.02 41.41

4 Public-Semi Public 58.12 121.1 11.82 12.67 10.66 27.91 29.99 13.20 272.27

5 Recreational/Public Utility 2.39 6.58 2.35 2.96 2.13 0.61 3.49 0.99 20.51

6 Transportation &

Communication 45.28 136.73 66.32 35.17 14.39 32.66 29.60 17.46 360.15

7 Open Space 39.13 40.56 26.69 21.22 10.04 17.71 27.31 8.87 182.66

TOTAL DEVELOPED 316.57 518.12 284.62 253.14 133.70 211.60 177.08 91.87 1894.83

8 Water Bodies 0.70 NIL NIL NIL NIL NIL 6.56 0.35 7.26

9 Agricultural NIL 11.00 8.10 40.51 28.10 15.22 57.46 7.77 160.39

TOTAL UN-DEVELOPED 0.70 11.00 8.10 40.51 28.10 15.22 64.02 8.12 167.65

TOTAL 317.27 529.12 292.72 293.65 161.8 226.82 241.1 100.00 2062.48


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Figure 4: Proposed Landuse Plan of Nanded, 2015


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3.3. Key Issues & Strategy Options for Growth Management

3.3.1. Key Issues & Observations

a. The current population is largely concentrated in the core city area, resulting in

enormous stress on the infrastructure concentration in core city area and deteriorating

quality of life, apart from increasing disaster vulnerability.

b. The primary barriers to the urban sprawl are the inadequate coverage of infrastructure

throughout the city and the barriers in the form of river, railway line that pose

connectivity and transit inconvenience.

c. Large tracts of undeveloped land in South Nanded, where NA permissions have been

procured, but development hasn’t kick started primarily due to inadequate

connectivity between north and south Nanded, absence of public transport facilities

and lack of other basic infrastructure facilities.

d. There is a pressure on city’s infrastructure systems from fringe areas that rely on the

city for economic as well as other services. These areas need to be considered while

planning for infrastructure development in Nanded, as they would eventually

constitute part of the larger urban agglomeration.


NWCMC should make a conscious effort at controlling the city sprawl in a phased and

planned manner, adopting best practices in urban development and planning norms.

There is an opportunity in the form of availability of large undeveloped tracts of land in

south Nanded, where development can be planned and regulated in a phased manner. The

growth management strategy should thus focus on:

a. Controlling and guiding urban sprawl in a phased manner applying modern principles

of physical planning and growth management

b. Planning and providing for infrastructure, including connectivity in line with the

intended growth plan, rather than attempting to only service already congested areas

– the focus should be on dispersing growth more evenly across the city.

c. Applying innovative methods of using land as a resource to finance development,

like TDR, FSI banks and land pooling mechanisms like the TP Scheme, etc.

d. Formation of a Special Planning Authority covering NWCMC and urban fringe

areas, under provisions of the MRTP Act, 1966 to arrest indiscriminate sprawl and

ensure equitable and sustainable urban development


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4. HERITAGE RESTORATION AND CONSERVATION

4.1. Existing Situation

Nanded city had its origin in ancient times. The famed Godavari River revered as the

Ganga of Central India flows through the central part of the city from west to east

virtually dividing the city in two parts. The historic core of the city lies on the north bank

of the Godavari River. The town at present is famous for Sikh Gurudwaras and temples.

The Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib is the most famous one out of

the eight existing in the city. The city is the second most sacred pilgrimage center for

Sikhs after Amritsar It is also the place of birth of Saint poets like Vishnupant Sesa and

Raguhunath Sesa and Vaman Pandit besides being a Center for learning Sanskrit. There

numerous ghats like Nagina Ghat, Banda Ghat, Govardhan Ghat, Bhim Ghat, Shikar

Ghat, Nav Ghat, etc. along the northern bank of the river.

The physical evidences of the city’s past can be found scattered in the narrow lanes of the

historic core. In the absence of conservation initiatives and legalisations regarding

heritage rapid urban development is threatening the historic core. Modern construction is

replacing the traditional fabric. There is loss of continuity of traditional spaces,

architectural form, style and activities. As a result the historic core is slowly but steadily

losing its identity.

4.1.1. Urban Morphology

The historic core area of the city has an organic structure. The network of main linkages

has created urban blocks. These urban blocks house a variety of building types or Urban

elements serviced by an intricate network of lanes known as galies. The network of

galies along with different types of structures and open spaces creates a socio-spatial

entity known as Mohalla (neighborhood), which is unique to the morphology of the

historic area. Mohallas often have a defined entrance

gateway with regulated entry. The entrance gateway

ushers into a common open space in which entrances

of individual dwelling units open. A Mohalla has a

distinct social structure and therefore acts as an

organizational base for local community identity and

cultural activities. Mohallas are known by the name

of the founder or an eminent person, e.g. Vazirabad,

etc; location of a landmark such as a house, temple,

mosque, math, ghats, e.g. Sidhnathpuri (Temple), etc;

Nagina Ghat (Ghat); presence of a mound or hillock, e.g. Kumbhar Tekdi, etc; province

or language of origin, caste, religion of residents e.g. Brahmpuri, etc; occupation of

residents Sarafa (Jewelers Market), etc.


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A residential Gali leading to

a Wada

The historic area has a dense grained structure. The

structures sitting on individual land parcels are built to

edge in nature with open spaces incorporated within them.

Thus urban space in the historic area follows a hierarchy

moving from the public to the private realm. The streets,

chowks and open spaces have a public character; the

galies and open spaces within the Mohallas are semi-

public in nature while space within the structures is strictly

private in nature.

4.1.2. Urban Linkages

The historic core is an organic mesh of streets and lanes

locally known as galies punctuated with squares and open

spaces. The streets developed on pedestrian scale with narrow widths sufficient to allow

movement of palanquins, hand carts and other slow moving means of transport. They

curve and turn gently opening and closing mysterious views adding suspense to the

movement. These linkages can be divided into:

a. Primary Streets: The width of these streets is the maximum. There is specialization of

commercial activities and tremendous social interaction on these streets.

Architectural features are richer and more frequent. Example: Killa road, etc.

b. Secondary Streets: These streets run perpendicular to the primary streets and end up

in a tertiary street or a cul-de-sac. Their width is less than the primary streets. Some

commercial activity flows into them. Example: Manyar Gali, Rangar Gali, etc.

c. Tertiary Streets: The tertiary streets are purely residential with few small shops. The

height-width ratio is such that they remain shaded for most part of the day. Example:

Narsingh Gali, etc.

4.1.3. Urban Elements

Diverse activity pattern in the historic area has given rise to

different types of Urban Elements. The types have typologies

that have evolved over several generations. The various

urban elements existing in the historic area are:

a. Wada: A Wada is a large dwelling unit. It is a typical

living unit with a well-defined entrance gateway,

Dhalaja (semi-public meeting space) near the main

entrance. The main entrance opens into a courtyard, and

across it is the main building, which consists of an open

osri or verandah extending the width of the court, and

supported on wooden posts. This verandah is sometimes double, the inner portion


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An Entrance Gateway within

a Mohalla

Ancient interiors of Kaleshwar Temple

being raised a step above the outer; and several doors in the back wall, open into

second court, or into small rooms, which are used as

sleeping chambers, stores, puja room and cooking

apartments. A staircase is provided for access to the

first floor. On the terrace there is another small

staircase like a watchtower with a small platform

sufficient for 2-3 people to stand. This is the highest

point in the house. Some houses also have

subterranean rooms. There is provision for storing

water inside the house either in small tanks or pots

fixed in a platform.

b. Bazaars: A bazaar is a commercial Street specializing

in a particular commodity e.g. Sarafa gali specializing

in gold work, Rangar gali specializing in cloth, etc.

c. Temples: Temples are places of Hindu worship. Temples in Nanded are sometimes

part of individual houses also. They possess religious importance and sanctity and are

places of social get together. The deities of the standard Hindu pantheon who have

temples dedicated to them are Balaji, Datta, Ganapati, Krishna, Narsimha, Rama,

Visnu or Laksminarayan and Vitthal or Vitthal-Rukmini. Siva temples are also found

under the various names such as Mahadev, Kaleshwar, Siddhesvar, Nageshvar, etc.

Example: Narsimha Mandir, Balaji Mandir, Nagesvar Temple, Rama Temple,

Hanuman Mandir, Ganesh Mandir, Ganpati Mandir, Renuka Mata Mandir, Ganga

Mandir, etc. Deepmala a unique feature for lighting oil lamps resembling a multi-

faceted pillar is associated with some temples.

d. Maths: These evidently commemorate

memory of a holy person or enshrine the

smadhi of a swami (head of a religious

order or establishment). Example: Balgir

Maharaj Ka Math, Shankracharya Math,

Shri Narain Swami Math, etc.

e. Dargah: Religious place of the Muslims in

which some Pir (Muslim saint) or saint-like

persons have found deifications. Example:

Badi Dargah,

f. Mosque: A mosque is a religious place of worship of the Muslim community. There

are several mosques in Nanded. Example: Jama Masjid, Sarah Masjid, etc.


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View of a Baoli

External view and interior of Sachkhand Gurudwara

g. Gurudwara: Gurudwara is the religious place of worship of the Sikh community.

There are several Gurudwaras in Nanded, which commemorate different events in

Guru Govind Singhji’s life when he stayed in the city. Example: Gurudwara

Sachkhand Shri Hazur Abchalnagar Sahib, Gurudwara Hira Ghat, Gurudwara Mata

Sahib, Gurudwara Shikar Ghat, Gurudwara Banda Ghat, Gurudwara Mal Tekdi

Sahib, Gurudwara Sangath Sahib, etc.

The Sachkhand Gurudwara is among the most prominent religious / cultural element

of the city, by virtue of which Nanded has been conferred a Holy City status by

Government of Maharashtra. This Gurudwara represents one of the five Takhats of

the Sikh religion – the other four being Akal Takhat Sahib at Amritsar, Takhat Patna

Sahib at Patna, Takhat Kesgarh Sahib at Anandpur and Takhat Damdama Sahib,

district Bhatinda.

h. Fort: The fort was built by the Mughals and is surrounded by the Godavari on three

sides. Its bastions stand at a height of about 18.288 m to 19.812 m. it is located on the

highest point along the bank of the river.

i. Mondha: Mondha is a very unique feature of the historic area. It is a large square

defined by built structures that house the godown. This was the traditional trading

place for the agricultural produce.

j. Ghat: Ghat is a structure that provides access to the river

for various purposes like, religious worship, washing,

recreation, cremation, etc. They are usually named after

an important person, activity focused in the vicinity, or

commemorate an important event, etc. Example: Nagina

Ghat, Banda Ghat, Heera Ghat, Mondha Ghat, etc.

k. Baoli: Baoli is a structure for accessing water. It is

always associated with a well. It comprises of a flight of

steps that lead to the water level. There are shaded


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Detail of traditional wall

construction and fenestration A Traditional house incorporating late

Mughal and Colonial architectural

feature

spaces in the baoli that act as resting places. Example: Baoli near Mafco.

l. Wells: There are a few traditional community wells at the neighborhood level as well

as sometimes within the structures.

4.1.4. Architectural Style

The built form has developed a built to edge character, responding to the street in the

form of chabutras, balconies and verandahs, fostering close interaction between the

occupants and the passers by on the streets. The historic structures are vernacular in

character with Late Mughals and Colonial architectural features, materials and building

technology adapted into local traditions. Mostly the traditional residential buildings are

medieval ones from the 18th and 19th centuries with few temples, mosques and dargahs

before the 18th century. Late Mughal features like the cusped arches, niches, pillars, etc.

can be widely seen. Wooden element like door and window frames, shutters, and brackets

are beautifully carved with motifs of flowers, birds, gods and goddesses, etc. Colonial

features like vaults, segmental arches, jack arch roof, etc. have been incorporated in the

buildings of the later period.

4.1.5. Construction Technology and Building Materials

The walls are constructed of locally available fine dressed black stone masonry in lime

mortar till the dado level and beyond it with fine finished thin burnt bricks (size

21cmx11cmx4cm). The external surfaces of the stone and brick masonry are finished

with pointing while the interior of the wall is plastered with lime and generally white or

color washed. The flooring is generally of lime or stone slabs. Steps have been made in

fine dressed stone blocks. The roof generally either consists of timber rafters with country

or Mangalore tiles or is of bricks laid on edge, resting on strong wooden beams which run

from wall to wall. Bricks are specially moulded in different shapes to make arches,

pillars, etc. Wooden brackets supporting the roof are beautifully carved. Lintels and door


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and window frames and shutters are also of wood. The wood frequently used is teak. This

construction technology is followed in traditional structures with few exceptions such as

in the Badi Dargah the Ladao roofing of brick on edge has been done. Depending upon

the period of construction vaults, segmental arches and jack arch roofing have also been

used.

4.1.6. Community Structure

Strong community structure, close knit and vital social life is a unique feature of the

historic area. The communities that inhabit the area are mainly Hindus (Marathis),

Muslims, Sikhs, Marwaris, etc. People from the same community live together. For

example certain pockets in the Historic Area are dominated by a particular Muslim

community, the Marathis, the Marwaris, etc.

4.1.7. Activity Pattern

There is multiple usage of urban space in the Historic area. The work place and residence

of the people are close by and often coincide. Within the streets there is specialisation of

commercial activity for example Sarafa gali specialises in gold jewellery work, Rangar

Gali deals in cloths, etc. The inter-connecting network of primary, secondary and tertiary

streets fosters close community living. Rather than being mere means of commutation

they reflect a variety of everyday human activities of work, recreation, commerce and

informal interactions making them public places. They also function as spaces for

organisation of festivals and social gatherings.

4.1.8. Walking Down the Historic Area: Visual and Aural Experiences

The urban fabric of the historic area is very tightly knit so that the street feels like an

elongated courtyard carved out of a dense building mass. This creates a sense of place and

fosters close social and cultural interactions amongst the residents creating a binding with

the place. Due to slight meanderings in the streets there are changing views that create a

sense of mystery. There is a clear hierarchy of spaces that encourages different levels of

social participation. Even visitors casually walking down the galies are offered welcome

glances.

The sight of the temples, gurudwaras,

mosques, dargahs all provide orientation as

one moves down the narrow galies. The

smell of flowers, the gold shops, the ringing

of the temple bells, the call of the azaan, the

fresh burning incense, the rhythmic singing

of the mendicant, the sound of the Godavari

River flowing close by all stimulate the

senses as one moves through the historic

area.


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View of Nagina Ghat on the banks of Godavari, and

Nagina Ghat Gurudwara in the background

The historic area is transparent and informative. The aesthetically built traditional houses

and other landmarks are appealing to the eyes and engage an individual in silent

conversation. They are like an old person full of knowledge and wisdom accumulated

over centuries, just waiting to be heard.

4.1.9. The River Godavari

The River Godavari, referred to as the Dakshin Ganga is the largest river n south India.

The river originates in Nasik/ Tryambakeshwar and meanders through a 500 km path

before entering Nanded District. It snakes through about 150 km in Nanded District

before leaving the state of Maharashtra into Andhra Pradesh. The span of the river within

the city of Nanded and its immediate region has the largest trough. Nanded city has about

8 km of riverfront, as the river almost bisects the city.

The River Godavari has a very strong historic, cultural and religious significance. The

origin of Nanded city is believed to have commenced on the banks of the Godavari River

(as is the case in many Indian cities). The river used to be a core functional and cultural

element of the city – but has been neglected over the years and is in a sad state today.

The cultural / religious significance of the River Godavari is briefly illustrated by the

following facts:

a. The Sikh religion has the greatest place for River Godavari in their worship

(Mahanata). A dip in the Godavari is a must before visiting Sachkhand Gurudwara.

Takhat Snan (Holy Bath) is an annual event celebrated at the Godavari River. The

Sikh Head Priest (Jathedar) undertakes a ritualistic procession to the River banks

everyday at 2:30 a.m.

b. There are seven Gurudwaras on

the northern bank, each associated

in some way to the life and daily

rituals of Shri Guru Gobind Singh

c. River Godavari is the southern

equivalent of the Kumbh Mela –

for a holy bath on a PARVA is

undertaken at the River Godavari

d. Nanded is the Nabhisthan (center

point) of Godavari

e. The Vishnupuri Barrage on the edge of the city holds about 40 km of water column

upstream, which, apart from its irrigation and drinking water functionalities offer a

tremendous potential for recreation and inland water transport

f. There are a number of major historical temples, mosques and dargas on its bank


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Historic Baradari in the Grurudwara

Complex

Interior of the Baradari

Complex

4.2. A Case for Conservation

4.2.1. Significance of the Historic Area

A. Assessment of Conservation Value

This section sets out the cultural significance of the city through an assessment of the

conservation values of local, regional, national and international importance.

Understanding the full significance of cultural base of Nanded is the basis for making

informed and effective management decisions and is therefore fundamental. It will assist

in ensuring that the heritage values are protected for future generations and managed

properly in the context of the wider city.

B. Religious Value

The built and un-built spaces are a symbol of the spiritual belief of the people not only

from the local community and region but also as a whole from all over India especially

the Sikhs.

C. Historic Value

The associations with numerous notable people from art, literature, the aristocracy and

royalty, and politics have enriched the history and development of the city. Example:

place of birth of Saint poets like Vishnupant Sesa and Raguhunath Sesa and Vaman

Pandit, association with freedom fighter Shyamraj Bodhankar, etc.

D. Architectural Value

The Historic area has high quality spaces that provide a unique visitor experience. The

area is largely vernacular in character with Late Mughal and Colonial architectural

features, materials and building technology adapted into it. Mostly the residential

buildings are medieval ones from the 18th and 19th centuries with few temples, mosques

and dargahs before the 18th century. In addition to the structural fabric of the buildings,

there are many historic interiors from different eras.


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Remains of stone

pillars near Narsingh

Temple

E. Archeological Value

There are idols, sculptures, pillars and inscriptions surviving

across the historic area from different time periods that are of

archaeological significance. Example: Idol of Narsimha,

inscription stone near Kaleshwar temple, etc.

F. Educational Value

The historic area is a great learning resource. It provides a

wealth of opportunity for research, education and lifelong

learning on a wide variety of cultural, historical and social

subjects. The area has Centers for learning Sanskrit and study of

Vedas.

G. Economic value

The immense potential of adaptive reuse of high quality spaces in the Historic area

remains untapped. In the light of the charisma of its context, which over the centuries has

attracted a wide range of people especially pilgrims, the tourism potential of the historic

area is undisputed. This potential is presently being translated into the employment and

livelihood being generated by pilgrim magnates like the Gurudwaras and the temples.

4.2.2. Cultural Heritage Assets of the Historic Area

The historic area morphology and building typologies stand testimony of a generation

over centuries old. The area has a unique settlement fabric and housing typology that

could yield insights into the ways of life and construction technology/methods and

materials used centuries ago. The organic and narrow street patterns are a reflection of

traditional lifestyles. The area has great diversity in terms of activities, spaces, built

forms, communities, ideologies and time periods. It is dotted with innumerable temples,

maths, gurudwaras, mosques, dargahs and other religious landmarks that are evidences of

its ancient historical background. The cultural assets contribute to the character of the

historic area and provide important evidence for its historical evolution and the

significance of the city to this generation. In the countryside surrounding the city also,

particularly on historic approach roads, there are Gurudwara that commemorate events in

Guru Gobind Singhji’s life during his stay in Nanded.

The cultural assets of Nanded City identified on the basis of their inherent Conservation

Values loosely fall into two categories Tangible and Intangible that are part of the rich

tapestry of at least 700 years of change and development. A summary description of these

assets follows.


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A. Tangible Assets

a. Built Heritage: The built heritage of Nanded is extensive and spread across the

historic core of the city and even beyond the municipal limits. The surviving heritage

assets comprise of the following:

i. Buildings: Wadas (individual dwelling units), Temples, Maths, Dargah,

Mosque, Gurudwara, Fort, Mondha, Ghat.

ii. Building Components: Deepmalas, Baolis, Wells.

iii. Areas: Mohalla or neighborhood, Chowk or square, group of buildings,

bazaars, streets, galies, open spaces, etc.

iv. Archaeological Evidences: There are idols, sculptures, pillars and inscriptions

surviving across the historic area from different time periods that have

archaeological significance.

The qualities in the built heritage assets that need to be preserved include:

i. Urban pattern as defined by plots and streets.

ii. Relationships between buildings and green and open spaces.

iii. The formal appearance, interior, exterior of buildings as defined by scale, size,

style, construction materials, color and ornamentation.

iv. The relationship between the town or urban area and its surrounding setting

both natural and man made.

v. The various functions that the town or urban area has acquired over time.

b. Natural Heritage

The natural environment is of great importance to the historic area. The topography of the

area, the Godavari River, small hillocks and mounds have influenced and inspired the

architecture and growth of the city. The city’s origins and development are intimately

bound up with the presence of the river. It is also an important landscape element and

plays a crucial role in conveying floodwaters.

B. Intangible Assets

The importance of Nanded’s local communities and their diverse culture is essential for

its future and must be understood fully to appreciate the character of the city. The success

as a modern city relies on combining the protection of not only its tangible assets but also

intangible assets. The combination of history and modern living is highly valued.


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While the physical remains of Nanded form a unique ensemble, there are also the

intangible associations and traditions which form an important part of its significance.

The culture of worship and bathing associated with the River is several thousand years

old and continues today. This culture has been at the heart of forming the outstanding

physical elements of the city. The city also has rich associations with prominent people

from different eras. Festival, celebrations, and events an integral part of living in the

historic area is part of its assets. The skills and techniques of old times like traditional

jewellery making, cotton weaving, etc. are also its assets.

“The various traditional built forms, functions and activity patterns, lifestyles,

cultural events, festivals of the people from various religions constitute the unique

Living Cultural Heritage of Nanded.”

4.3. Management Framework for Heritage Conservation

4.3.1. Statutory and Legal Framework

Nanded city does not have an overarching statutory or legal framework for heritage

conservation. Conservation of acknowledged Heritage buildings in cities, towns and

villages of India falls variously under the purview of Archaeological Survey of India,

Department of Archaeology, Government of Maharashtra and Public Religious Charitable

Trusts.

The Sachkhand Gurudwara is a registered Public Religious Charitable Trust and is

administered by the Nanded Sikh Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib

Act, 1956. Guidelines for management of daily affairs of the Gurudwara are laid out

under the bye-laws that are called as the Takhat Shri Hazur Sahib Bye Laws, 1975 framed

under authority laid out under Nanded Sikh Gurudwara Sachkhand Shri Hazur

Apchalnagar Sahib Act, 1956. Income from the Gurudwara is exempt from Income Tax

under section 10(23)CV. Similar Trusts exists for other religious places of repute in the

town.

4.3.2. Institutional Set- Up And Management

In the absence of an enabling or guiding framework for heritage conservation in the city,

the responsibility for management of heritage (institutional set up) rests with the district

and local administration. Presently, the local administration does not have any direct or

indirect role in specific programs or initiatives related to heritage conservation. There is

no heritage-linked infrastructure existing in the city. For buildings owned by Trusts, there

exist institutional mechanisms for their management and upkeep. These institutions are

mandated to safeguard the preservation of assets owned but no express intent for

conservation is reflected. They are also responsible for the maintenance and upkeep of the

records of accounts and numbers.


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In the case of Sachkhand Gurudwara, the management rests with a Board, named Nanded

Sikh Gurudwara Sachkhand Shri Hazur Apchalnagar Sahib Board. A Management

Committee of the Board executes the decisions of the Board. The Board is constituted by

the following:

a. Two members nominated by the state government

b. Three members nominated by the state government from the Sikhs of the state

c. One member nominated by the state government from the cities of Hyderabad &

Secunderabad

d. One member nominated by the Sikh Gurudwara Prabandhak Committee from Sikhs

of MP

e. Three members nominated by Sikh Gurudwara Prabandhak Committee

f. Two members elected by & from amongst the Sikh members of Parliament

g. One member nominated by the Chief Khalsa Diwan of Amritsar

h. Four members nominated by the Sachkhand Hazuri Khalsa Diwan, Nanded

The Board is required to have a President, Vice President and a Secretary

Similarly, the Management Committee has the following composition:

a. The Collector of Nanded or any other officer appointed by the State Government

b. The Superintendent of the Gurudwara as ex-officio member

c. Three members nominated by the Board from amongst Sikhs of Nanded

4.3.3. Financial Arrangements

There are no especially allocated resources for heritage conservation in the city. No entry

charges to the heritage buildings are levied. The local taxes and levies are not applicable

to these buildings.

Salient features of financial arrangements of the Gurudwaras in Nanded are:

a. No budgetary support is available from the Government for day to day management

b. Donation and rentals from shops form the source of revenue

c. One time capital grant for undertaking upgradation of infrastructure in the wake of

the tercentenary celebrations of the establishment of the Gurudwara has been


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approved and more is under consideration at various levels in State and Union

Government

Other religious buildings in the city also have similar financial arrangements. Their

sources of revenue are limited. Traditional residential quarters are owned by private

individuals or families. They are neither exempt from taxes nor budget supported. They

rely exclusively on individual incomes from occupations/ business not linked to heritage.

4.3.4. Stakeholders

Governments (Local and State) are the primary stakeholders in heritage conservation. In

addition to being the owner of some heritage assets, they are responsible for initiatives

that impact heritage conservation.

Religious communities have a predominant stake in respective religious structures,

though in view of the significance it may have non-sectarian general community stake

also. The Sachkhand Gurudwara is a case in point.

Non-religious community structures have the local community as its stakeholders. In case

of residential structures owned by occupants the primary stakeholder remains the owner,

though the responsibility of facilitating the preservation of heritage should rest with the

community. For residential structures not owned by the occupants, the owner may be the

primary stakeholder but by the virtue of being occupants of heritage buildings the tenants

also have direct responsibility of its upkeep and preservation.

4.3.5. Development Agencies and Developmental Regulations

Nanded Waghala City Municipal Corporation (NWCMC) is the key stakeholder agency

in the city. In addition there are the following agencies responsible for planning,

development and provision of specific services in the city:

a. District Urban Development Agency

b. Town Planning Department, Government of Maharashtra

Primary mandate of the NWCMC in relation to development and heritage conservation

focuses on:

a. Ensuring building safety

b. Maintenance of Markets, Roads

c. Provision of Parks and Leisure spaces

d. Organizing Ceremonies, fairs and exhibitions

There are no developmental controls that define heritage or its conservation.


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4.4. Key Issues and Strategy Options for Heritage Conservation

4.4.1. Key Issues & Observation

a. Documentation: Historically there has been no tradition of cultural / historic

documentation in Nanded and the region, unlike in British India, where there were

specific institutions for documentation, like the Archaeological Survey of India, etc.

As a result, there is very little documentation on the rich cultural heritage of the

region.

b. River Godavari: The river Godavari in Nanded city is a prime heritage element –

over the years, it has lost its functional relevance and scenic beauty due to neglect

and lack of appreciation of its functional and heritage value.

c. Changes in life style: Introduction of new functions and expansion of the old ones

demanding adequate planning and larger areas that the old structures cannot

accommodate have resulted in insensitive reuse of spaces, improper additions and

alterations and even demolition of historic structures/elements.

d. Modern Infrastructure: Traditional infrastructure has been replaced by insensitive

modern services of water supply, electricity, sewerage and rainwater disposal.

e. Subdivision of properties: Subdivision of properties and increasing household sizes

has lead to deteriorating quality of life and destruction of the living heritage in the

historic area.

f. Developmental regulations: The development control regulations and bylaws contain

little to address the special needs of the heritage assets.

g. Maintenance Practice: In the absence of regular maintenance practices natural

process of aging of the building materials has been aggravated and as lead to

weathering and decay.

h. Traditional, Skills, technology and Materials: There appears to be no technical know

how among local artisans in the areas of conservation and traditional construction

methods and materials. As a result of which the built form is undergoing rapid

modernization and the living heritage is being lost at a rapid pace.

i. Conservation Techniques: There is lack of adequate knowledge of conservation

techniques and practices leading to inappropriate interventions. Concept of

preventive maintenance does not exist.

j. People’s Perception of the Historic Area: Residents who have been living for

generations have lot of information regarding the cultural history and oral traditions

of the historic area, activity pattern and significance of spaces. While planning

interventions people’s perception of their Cultural Assets is not taken into account.


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k. Heritage Awareness: New residents have moved into the historic area and they do not

have associations with the place, therefore there is ignorance about the cultural

assets. They have not acknowledged cultural significance, which has resulted in a

substantial decline in the living heritage.

l. Research and Documentation: There has been no systematic research and

documentation of the Cultural Assets, as a result of which there is lack of authentic

information regarding the heritage components in the city.


According to UNESCO “Recommendations concerning the Safeguarding and

Contemporary Role of Historic Areas” (Warsaw-Nairobi 1976)

“The Conservation of historic towns and urban areas is understood to mean those steps

necessary for the protection, conservation and restoration of such towns and areas as well

as their development and harmonious adaptation to contemporary life.”

The principles guiding the strategy options are:

a. Revitalize and conserve key heritage elements, including the river Godavari in

Nanded. NWCMC to develop a master plan for the development of the riverfront in

Nanded city so as to restore its functional relevance and scenic beauty

b. Promote sustainable management of the Historic Area

c. Ensure that the unique qualities and Conservation Values are understood and are

sustained in the future whilst maintaining and promoting Nanded as a living and

working city which benefits from Heritage Conservation and Management

d. Improve physical access and interpretation, encouraging all people to enjoy and

understand the Historic area

e. Improve public awareness of and interest and involvement in the religious/cultural

heritage of Nanded, achieving a common local, national and international ownership

of Cultural Assets

f. Devise an institutional and management framework for heritage identification,

development and conservation

A. Understanding peoples perception of the historic area

Understanding the people’s perception of their Cultural Assets is very crucial before

planning any Conservation program. Very often it is seen that such programs are planned

by Government organizations and Conservation Specialists who have a limited view of

the scenario. Cultural Assets are eventually owned by the local residents therefore


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incorporating their ideas, views, knowledge and memories of the place, how they relate

and interact with their heritage assets would be crucial for planning any conservation

activity in the area. This approach would also ensure ownership of the Conservation

Initiatives.

B. Delineating the cultural heritage study area

Initially it is essential to delineate a Cultural heritage study area in the larger context of

the city through field reconnaissance for undertaking detailed research and documentation

activities. The boundaries of the study area in the beginning would be flexible so as to

incorporate all the cultural assets. This study area after a Heritage Conservation and

Management Plan has been adopted would translate into a Cultural Heritage Zone with

legal sanctity.

C. Research and documentation of cultural heritage assets

Intensive research activity and a detailed study of the historic area need to be undertaken

before planning any interventions in the Historic area. The study needs to:

a. Document and establish the cultural significance of the historic area

b. Prepare an inventory of Heritage structures and spaces having Conservation values

c. Carry out a detailed listing and grading of all potential heritage structures and spaces

d. Document the existing condition of the cultural assets and the issues concerning them

e. Document the intangible cultural assets like traditional functions, lifestyles, religious

beliefs, fairs and festivals, etc.

This activity would bring to light the exact nature of the Cultural Heritage Assets, type

and typologies existing, their geographical spread, numbers and concentration. It would

also highlight the urgent issues that need to be addressed on an emergency basis to

undertake first aid measures for protecting the Heritage Assets under the guidance of

Conservation specialists.

D. Integrating conservation with developmental initiatives

Till such time that a legal and institutional framework for conservation and

redevelopment is put in place a Heritage Committee needs to be formed having equal

representation of all the stakeholders and specialists in Urban Conservation, historians,

artists, sociologists, environmental specialists, planners, architects, local craftsmen,

artisans, local NGOs, etc for monitoring conservation and developmental activities in the

historic area.


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Until a Heritage Conservation and Management Plan has been prepared and adopted, all

developmental activities in the historic area need to be scrutinized by the Heritage

Committee to ensure that there is no threat to the Cultural Assets of the Historic area.

E. Community participation: integrating conservation with people’s life

The participation and the involvement of all the stakeholders especially the residents is

essential to the success of the Conservation activity and should be encouraged. Strategic

partnerships need to be built through awareness promotion campaigns, workshops and

exhibitions educating stakeholders on the history, traditional lifestyles and cultural

significance of the heritage assets needs to be organized. Heritage Walks can be an

effective means for familiarizing the residents with their cultural assets. A sensitive

Heritage Signage system for the historic area can be another way of highlighting the

Cultural Assets of the historic area.

Clean and green city campaigns can also be undertaken by the Municipal Corporation to

ensure sanitation and hygiene in the Historic area. Local NGOs can be roped in these

activities.

These activities would instill a sense of pride in the residents of the Historic area, make

them aware of the fact that the Cultural Heritage Assets are substantial investments made

by our previous generations and should not be allowed to waste. Such measures will also

sensitize them to the environmental value of these resources.

F. Reviving traditional materials, technology and skills

There is need to create a database of traditional construction methods, materials and skills

that would be of use for undertaking specific Conservation interventions. Capacity

building and training of local artisans in use of traditional construction technology, skills

and materials needs to be undertaken.

G. Incentives and concessions for heritage conservation

Fiscal incentives need to be provided to owners/occupants of heritage assets to encourage

maintenance and conservation activities. Actual interventions need to be undertaken

under the guidance of conservation specialists.

F. Managing heritage / religious tourism

Religious tourism based on the Sikh Cultural Heritage is a very important phenomenon in

Nanded. The Sachkhand Gurudwara and seven other Gurudwaras associated with the life

of Shri Guru Gobind Singh (including Naginaghat Sahib, Bandaghat Sahib, Maltekdi

Sahib, Hiraghat Sahib, Shikharghat Sahib, Sangath Sahib and Mata Sahib Gurudwaras)

constitute the major attraction of pilgrims to Nanded city. There exists a well established

Sikh pilgrim circuit focused around these eight Gurudwaras, having the nucleus of its


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activities around the most important Gurudwara of Sachkhand Shri Hazur Abchalnagar

Sahib. Five out of eight of these Gurudwaras are within the Municipal limits while three

of them are beyond it in the countryside. In the wake of the Gur-ta-Gaddi Tercentenary

celebrations of Shri Guru Granth Sahib and Parlok Gaman of Shri Guru Govind Singhji a

number of interventions like upgradation of infrastructure, provision of tourist facilities,

rehabilitation works, road widening, provision of new access points to the main

Gurudwara in the city through the historic area by the construction of new bridges, etc is

being planned. A number of activities and interventions on the Godavari riverfront are

also being planned by the Government as well as the Gurudwara Committee. Some of

these interventions have been approved while others are under consideration at various

levels in the State and the Central Government.

The Sachkhand Gurudwara Board has also undertaken the preparation of a Master Plan

for Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib. The proposal involves a

number of developmental activities both within and around the Gurudwara and

development of the river front at the Nagina Ghat. Since few heritage assets like the old

Baradari, Taksala, Modi Khana, etc. are present inside the Gurudwara, therefore the

proposals planned as per their Master Plan need to be scrutinized to ensure the integrity of

the Cultural Heritage Assets. At the Government level also River Front Development is

being undertaken. As regards the proposed River Front Development works at the Nagina

Ghat it should be ensured that all the River Front Development works should be as per a

common Master Plan and repetition of similar planning activities by different

organizations should not be allowed.

G. Formulating a comprehensive heritage conservation and management plan

Conservation of the Historic Area is an ongoing activity and is closely linked with urban

and regional planning initiatives. For the successful conservation of the historic area the

Heritage Conservation and Management Plan with a long term perspective needs to be

formulated.


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5. WATER SUPPLY

5.1. Source

The water supply schemes in Nanded are

functioning since 1936, which was further

augmented with supplementary scheme in 1969.

The scheme was designed for the population of

2.7 lakh by 1991. Further improvement to

Nanded Water Supply Scheme was executed

and commissioned in 1997 for additional

capacity of 60 MLD. Presently the water is

lifted from Godavari river and supplied through

ten various reservoirs.

Table 10: Chronology of Water Supply System Development in Nanded

Year Particulars

1936 • First Water Supply Scheme was prepared and completed by the

Hyderabad State. The scheme was designed for a projected population

of 50,000 souls in the year 1966.

• The head work was located @ Old Dankin near Govardhan Ghat on

the bank of river Godavari and Water Treatment Plant with a capacity

of 9 MLD was located at Fort with a rising main of 450 and 375 mm

diameters running a length of 3.32. km

1969 • 2nd scheme was designed and commissioned for a population of 1 lakh

soul. The scheme included Head work at old Dunkin ( Now known as

new Dunkin)

• Rising main from New Dankin to ESR at Work Shop – total length

4.5km

• Branching main to ESR at Gandhi Statue and two ESR at Railway

Station

1976

1977

1979

• Construction of Bandhara on River Godavari at Govardhan Ghat

• Completion of additional distribution system for Nanded Town

• Construction of ESR at Chouphala -2.27 ml liters

1983-85

Improvement to Nanded Water supply Scheme:

Part A:

• The Scheme included construction of Pumping Machinery (250 BHP

VT Pumps- 2Sets)

• WTP with a capacity of 27 mld at new Dunkin

• Pump House

• ESR at Gandhi Putla -18.20 liters, Railway Station 6.8 liters, Work

Shop 22.70 liters


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1997

• Distribution system of 4.00 kms

Part B:

• Commissioning of Vishnupuri Project on Godavari River including:

• Pump house at Kotithirth

• Pumping Machinery

• Raw water Rising main of 9 kms till Kabra Nagar

• WTP with a capacity of 60 MLD at Kabra Nagar

• Pure water rising main of 2.08 kms

1998

(ongoing)

Stage I &

II

completed

• Nanded Distribution System and 6 Villages Water Supply Scheme at an estimated cost of Rs.58.40 crores was sanctioned by the

Government to be implemented in 4 stages. The 6 villages included

some of the peri urban areas of Nanded not forming part of NWCMC.

• The project component included

-Construction of 13 RCC ESRs

-Construction of 2 MBRs

-Rising Main of 4.2kms, Gravity Main of 14.25kms, and distribution

system of 164.10 kms .The scheme was designed for water supply at

the 135ltrs /pcd for urban population and 100ltrs /pcd for rural

population. Status of the scheme is as under:

• Stage I (Rs8.62 cr) proposed to cover three villages Taroda (Bk),

Taroda(Kd) and Jangamwadi (NWCMC) areas. It included

establishing a transmission line of 3.75 kms (Main and Gravity lines)

from Kabra nagar WTP to Taroda Naka, MBR at Taroda naka and

distribution system of 30.57 kms, Pump House including pumping

machineries at Kabra Nagar.

• Stage II (Rs.12.64 cr) covered the Nanded City area. This include

establishing Rising main of 1.4 kms . Construction of ESR at Sundar

Nagar, Degaon Chawl and Fort, distribution system of 37.33 kms and

repairs and replacement of Pumping machineries. Status of work:

The project is partly completed as distribution network of 18.33 kms

is yet to be finished and ESR work at Degaon and Fort is still in

progress.

• Stage III ( Rs. 17.51 cr) : This proposed to establish Transmission

lines of 6.25 kms, MBR of 20 lakh liters, ESR of 15 lakh and 20 lakh

liters at Nandigram and Sneh Nagar and distribution system of 24

kms. This stage yet to commence

• Stage IV : (Rs.19.63 Cr)- The project component include additional

distribution system for Taroda (Bk) and Taroda(Kd). This part of the

scheme is recently sanctioned by the Govt and the implementation is

pending.


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Godavari river is the major water supply to the Nanded City. NWCMC currently draws

majority of its water from the

Vishnupuri Dam located in the

periphery of the city limits and about 9

km from the city center. Apart from

this, it pumps water from the Godavari

river in the city through Jack wells dug

on the banks of the river Godavari at

the New Pump House. The Corporation has about 91 bore wells at different locations in

the city to service local populace in specific pockets.

The Vishnupuri Dam is essentially an irrigation facility, which services a vast rural area

through a lift irrigation scheme, apart from supplying water for drinking purposes to

NWCMC and other rural and urban settlements.

The following table presents a summary of the sources of water and the quantities

currently being drawn from them.

Table 11: Water Sources for Nanded City

Sl. Source

Distance

from City

(km)

Allocated

Quantity

(MLD)

Installed Drawl

Capacity (MLD)

Current Water

Drawl (MLD)

1 Vishnupuri Dam 10 35.00 27.50

2

New Pump House /

Dankin Head Works -

on Godavari Banks

0 60.00

27.00 27.00

4 Bore Wells (91 Nos) 0 -- -- Negligible Total 60.00 62.00 54.50

While the total quantity allocated to NWCMC from the Vishnupuri dam and the river

Godavari is about 60 MLD, the total quantity of water drawn from various sources is

about 54.50 MLD, resulting in a gross supply level of about 108 lpcd for the estimated

current population of 5,03,897. This indicates a substantial shortage compared to the

gross demand level of 165 lpcd in the city.

5.2. Water Treatment Facilities

There are three treatment plants in the city, with a total installed capacity of 99 MLD.

The current utilized capacity is about 54.50 MLD, adequate to treat the total quantity of

water drawn from various sources.


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Table 12: Water Treatment Facilities in Nanded City

Capacity (MLD) Sl.

Name of

Treatment

Plant

Dist.

from City

(km)

Year of

Commissi

oning

Type of

Treatment

Source

of Water Installed Utilized

1 Kabranagar

WTP 9 1997

Sand Filter &

Chlorination

Vishnup

uri Dam 60.00 24.00

2 CIDCO WTP 5 Sand Filter &

Chlorination

Vishnup

uri Dam 12.00 10.00

3 Dankin WTP

(old & new) 0

1936 &

1976

Sand Filter &

Chlorination

Dankin

Head

Works

27.00 20.00

Total 99.00 54.00

5.3. Distribution System

The water distribution system in Nanded is organized into two zones and serviced

through 10 elevated storage reservoirs. The total capacity of the reservoirs is 15.35 ML,

equivalent to about 42 percent of the total water drawn from various sources, which is

adequate as per the norm of about 33 per cent. Table 13 presents a summary of the water

storage reservoirs in the city.

Table 13: Summary of Water Storage Reservoirs in Nanded

Sl. Location of Reservoir Capacity

(ML) Source of Water

1 Killa (OT1) 0.70 Dankin Pumping Station

2 Eye Hospital / Railway Station (OT2) 0.70 Dankin Pumping Station

3 Eye Hospital / Railway Station (OT3) 0.90 Dankin Pumping Station

4 MG Statue (OT4) 1.80 Dankin Pumping Station

5 Regional Workshop (OT5) 2.25 Vishnupuri Dam

6 Regional Workshop (OT6) 2.25 Vishnupuri Dam

7 Chouphal (OT7) 2.25 Dankin Pumping Station

8 Kuudvai Nagar (OT8) 2.00 Dankin Pumping Station

9 Nayee Abadi (OT9) 1.50 Vishnupuri Dam

10 Ranjit Singh Yatri Niwas (OT10) 1.50 Dankin Pumping Station

11 CIDCO Township 1.20 Vishnupuri Dam

12 HUDCO Township 1.30 Vishnupuri Dam

Total Capacity 18.35

The distribution network totals to about 526 km laid out at different times since the first

water supply scheme in 1936, as presented in the following table.

Sl Year of Laying Length of Distribution Lines (km)

1 1936 30

2 1966 to 1975 300

3 1980 to 1996 30

4 1997 to 2004 166 Total Length of Distribution Lines 526


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The reach of the distribution system appears to be substantial given that the total length of

distribution lines is about 125 percent of the total road length of about 415 km in the city.

In terms of coverage, however, there are only about 29,850 water connections (house

service connections), including 29,205 residential connections and 645 non-residential

connections as against 62,619 property tax assessments. This indicates a coverage of

about 48 percent in terms of properties covered. In addition to the house service

connections there are 1,472 public stand posts installed at various locations in the city,

primarily in slum and low income settlements. These public stand posts are estimated to

service about 21,744 households. All, except 77 non-residential connection are un-

metered.

While the reach of the water supply distribution network appears substantial, its quality

and condition are very poor, with over 60 percent of the pipelines being over 30 years old.

As a result, the system is prone to substantial leakage. Several pipelines have now been

built over and are not accessible due to the structures over them. Moreover, the zoning

system organized for distribution as part of the old schemes are no longer relevant and are

resulting in very inefficient supply system.

5.4. Key Issues & Strategy Options for Water Supply


a. The water supply system in Nanded has evolved since 1936 when the first water

supply scheme was implemented. While source of water is not a primary issue, its

distribution is very inefficient - today over 60 per cent of the pipeline is over 30 years

old, and given that most of the sub-soil in Nanded is black cotton soil, the pipeline is

prone to frequent cracking and damage.

b. There is no proper zoning system practiced, as the originally planned two zones are

no more relevant and have been tampered wit by way of indiscriminate connections

and cross-connections. This has resulted in a very inefficient distribution system – in

terms of leakage, head loss, contamination and power consumption.

c. The reach of the water supply system is largely confined to all of north Nanded, but

its coverage in terms number of house service connections is less than 50 percent of

the property tax assessments and less than 40 percent of the total residential units in

the city.


a. NWCMC needs to carryout a comprehensive water supply study, including a

thorough diagnosis of the current water supply system (mapping of the existing

system, leak detection and energy audits) to identify rehabilitation and refurbishment

measures before embarking on a long-term source augmentation and distribution


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network plan. A scientific zoning system needs to be worked out the revised scheme

should attempt to salvage as much as possible of the existing network of over 500 km

in an integrated manner. The plan for water supply should include the urban fringe

areas in order to ensure economies of scale and sustainability of the system in a long-

term.

b. A comprehensive operations manual needs to be prepared and the municipal staff to

be trained in operating the system in a scientific manner.


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Figure 5: Map showing key components of the Water Supply System

c.


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6. SEWERAGE & SANITATION

6.1. Underground Sewerage System

Nanded city has an underground sewerage system that was designed and developed by

MJP in 1969-71. The sewerage system was

handed over to the then Nanded Municipal

Council in 1974 for routine operation and

maintenance. The sewerage system was

designed for a peak load of 10 MLD. The

sewerage system has been mal-functioning

for several years, with the 9 MLD treatment

plant at Bondar virtually non-functional.

There is another sewage treatment plant

near CIDCO township in south Nanded,

with a treating capacity of 6 MLD.

The total length of the sewerage system is about 425 km, comprising about 25 km of

main sewers and about 400 km of laterals. While this may indicate adequate reach of the

system compared to the total road length of about 425 km in the city, the fact is that only

the core city area between the railway line and the river Godavari is adequately covered,

while the rest of the area in North Nanded is inadequately covered.

There are two pumping stations – one at Old Mondha, near Gayatri Mandir (4 MLD) and

another at Choufala Sul Tekdi (9 MLD).

Table 14 presents a summary of the sewage collection system in Nanded.

Table 14: Summary of the Sewage Collection System in Nanded

Diameter

(Inches)

Sewer Line / Hierarchy Length

(Km)

9 to 36 “A” type Sewer Trunk Line 007.00

9 to 42 “B” type Sewer Trunk Line 010.00

9 to 24 “C” type Sewer Trunk Line 004.00

6 to 24 “D” type Sewer Trunk Line 002.00

6 to 24 “E” type Sewer Trunk Line 002.00

6 to 24 Brach Lines / Laterals 400.00 Total Length 425.00

There are four trunk sewers serving the city which are designated as A, B, C, D and E,

besides smaller branch sewers. Major issues related to sewerage system relate to A, B &

C sewer and there is a major bottleneck point near Vidyut Bhavan where three sewers

meet and lead to the B sewer enroute.


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a. B Sewer: This is the largest sewer (42” dia) for the town and it serves the most

thickly populated area of Nanded. Majority of sewage generated flows through this

sewer. The chronic stretch of this sewer is

from Bafna Junction up to the Chand Masjid

area. Most of this stretch is built upon by

slums encroached upon it. Thus the stretch of

almost 1.4 Km is rendered inaccessible even

for routine maintenance. This has led to severe

silting inside the barrel of the sewer and the

manholes blocking it completely in larger part

of this stretch. The staff of NWMC has

informed many collapses in this stretch in recent past. Complete blocking has

resulted in the STP getting scanty sewage and it appears that the sewage from the line

is percolating the ground - which is black cotton for a depth exceeding 8 to 10 m

below GL and thus polluting the ground and ground water, which is available at

substantially higher depths.

b. C Sewer: This 36” dia sewer passes through the Veterinary college area in front of

MAFCO compound. By the time the sewer enters the veterinary college it is heavily

encroached upon by slums. Many crown collapses have been reported in this area by

the NWMC staff. Fortunately, the collapses have not been below the hutments else it

could have been disastrous. It is also noted that the fine grained soil – black cotton is

eroding and entering in to the pipeline through openings thereby resulting in loss of

ground support to the pipeline and this in turn is causing joint settlement and severe

misalignment.

c. A Sewer: This is a smaller sewer, which is showing blockages and resulting in

inefficient functioning.

The overall sewerage network is over 35 years old and is in a very bad condition. The

foundation of the pipeline is highly dilapidated, resulting in cracks ion the RCC sewer

mains. Due to the predominantly black cotton soil in Nanded and ageing of the sewerage

system components, the chambers and the manholes have also developed cracks. In

addition, due to inadequate capacity, choking and substantial breaches in the system, the

sewage discharged into the system does not flow as per plan. Most of the sewerage and

storm water drainage system are now intermingled and they ultimately discharge

untreated sewage mixed with sullage and storm water into the river Godavari.

There are about 23,120 sewer connections (toilet seats connected to the sewerage system),

constituting only about 36 per cent of the total number of property tax assessments.


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Figure 6: Map showing key Components of the Sewerage System


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6.2. Public Conveniences / Community Toilets

NWCMC has set up 41 public convenience units at strategic public locations and in slum

areas to provide safe and hygienic sanitation facilities to the floating population as well as

to slum dwellers. Such public conveniences are located at 33 different locations, offering

about 323sets.

6.3. Initiatives under National River Action Plan

NWCMC had received assistance of about Rs. 13 crore

under the National River Action Plan from the

Government of India, to undertake works to prevent

pollution of Godavari river. The project components

include:

a. Interception & diversion of sewage (Rs. 9.95 crore)

i. Extension of Osmanshahi Nallah and construction of a 30 m long weir

ii. Construction of interception weirs across 19 drains

iii. Improvements to connecting and branch sewers

iv. Construction of interceptor sewer from MH to pumping station (4 km and 52

manhole chambers)

v. Construction of pumping station with transformer yard generator room

vi. Construction of 1.75 km of pumping main

vii. Construction of approach bridge

viii. Installation of pumping machinery and transmission main

ix. Miscellaneous works (fencing, electrification, etc.)

b. Sewage Treatment Plant (Rs. 2.77 crore)

6.4. Key Issues & Strategy Options for Sewerage & Sanitation


a. The sewerage system in Nanded comprises about 425 km of sewer network confined

to north Nanded. However the system is virtually non-functional due to choking and

breaches throughout the system.


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b. The treatment plant designed for a peak load of 10 MLD is far below the estimated

40 MLD of sewage generated – it is

non-functional though.

c. Over time, in order to ensure

discharge of sewage, the sewerage

system has been intermingled with the

storm water drainage network and all

the sewage, sullage and storm water

are discharged into the Godavari

river.

d. Slum sanitation has not been a

conscious priority and public conveniences have not been strategically provided.

e. NWCMC is currently carrying out a detailed engineering study to improve the

sewerage system in the city. This study seems to be ignoring the existing system of

about 425 km of sewer network, and is proposing a new system, while an effort needs

to be made to integrate as much of the existing system as possible.

6.5. Strategy Options

a. NWCMC should carry out a diagnosis of the sewerage existing system and propose a

new system integrating as much of the existing system as possible. The sewerage

plan should focus on the densely populated areas and potential development areas,

while the fringe and under-developed areas need to be serviced through decentralized

low cost sanitation methods in a manner that they can be incorporated in the

mainstream system as and when the achieve threshold sewage flows required for

efficient functioning of the sewerage system.

b. A detailed slum sanitation program needs to developed and implemented.

c. A comprehensive operations manual needs to be prepared and the municipal staff to

be trained in operating the system in a scientific manner.


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7. STORM WATER DRAINAGE

The storm water drainage system (SWD) in

Nanded comprises of about 261 km of roadside

drainage network of different hierarchies and

types, as presented in the following table. In

addition, there are about 12.5 km of nallahs that

drain into the river Godavari. The SWD system is

intermingled with the sewerage system and

comprises the natural drainage system and the

road side man-made drainage network.

Table 15 presents a summary of the storm water drainage network in Nanded.

Table 15: Summary of Storm Water Drainage Network in Nanded

Sl. Type of Drains Length (Km)

1 RCC Drains 38.29

2 CRS Drains 106.13

3 PCC Drains 37.34

4 Kaccha Drains 51.68

5 Brick Drains 0.32

6 Others 27.00 Total Length 260.75

The city, specifically the core old city area is prone to frequent floods, as the low and

high flood lines extend into the heart of the area. There are other areas in North Nanded

beyond the railway line and in South Nanded on the banks of the river Godavari, that are

prone to flooding during the monsoons due to an inadequate storm water drainage

network.

7.1. Key Issues & Strategy Options for Storm Water Drainage


The storm water drainage network is unplanned and mainly comprises roadside drains

primarily intended to drain the road surface. Substantial portions of the city along the

riverbank on both sides and areas north of the railway line are prone to flooding and water

stagnation in monsoons, resulting in loss to economy and health hazards.


NWCMC needs to develop an adequate storm water drainage network in a scientific

manner, taking into consideration key parameters of precipitation intensity, catchments

delineation, percolation characteristics and surface runoff. The possibility of rainwater

harvesting at the micro and macro levels needs to be explored and implemented.


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Sourse-w ise Solid Waste Composition

Domestic

74%

Commercial

13%

Industrial

3%

Market Area

7%

Hotels &

Restaurants

3%

8. SOLID WASTE MANAGEMENT

The total amount of solid waste generated in Nanded is to the tune of about 149 tonnes

per day, at an average of about 300 gpcd.

While there has been no initiative

to establish the waste

characteristics, source-wise, about

73 percent of the quantity of waste

is estimated to be generated from

domestic sources, followed by

about 23 percent from commercial

establishments and markets and the

rest from industries.

8.1. Collection & Transportation System

The city is divided into five zones for the purpose of conservancy operations – street

sweeping and collection. There are 530 uncovered dustbins and 10 containers placed all

over the city for collection of municipal solid waste. The corporation has about 20

vehicles of different types, for conservancy purposes, but most of these are non-functional

and prone to frequent breakdown. These vehicles are primarily used to service far-flung

areas like the CIDCO Township and other fringe areas.

Most of the collection and transportation activities are outsourced to a private contractor

who is paid at the rate of Rs. 60,000 per day for collection and transportation of solid

waste from all the zones. The Municipal Corporation’s role is now largely confined to

street sweeping and monitoring collection and transportation activities of the private

Contractor.

The private contractor has deployed 20 hydraulic tractors, 2 covered waste collection

vans, 1 dumper placer, and 150 Cycle rickshaws for door to door collection of dry and

wet waste in separate containers.

There has been no attempt to measure / audit the waste collection system, but crude

estimates are that the collection efficiency is to the tune of about 75 percent of the waste

generated.

8.2. Waste Disposal

Presently the Municipal Solid Waste is disposed in a dumping ground at Valmiki Nagar,

near Maltekdi in an area of 3.32 Ha. There is no treatment facility, and the garbage

collected from the city is merely dumped at this site. This site has been in use since


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around 1975 and may need to be assessed for its capacity to handle more dumping, as

well as to assess its suitability for installing scientific treatment and disposal methods.

The Municipal Corporation has sought to acquire a piece of land measuring about 7.20

Ha at Puvani, for development of a scientific engineered landfill facility.

8.3. Bio Medical Waste

There are no estimates of the quantum of bio medical waste generated in Nanded.

NWCMC has engaged a private agency for the collection of biomedical waste from all

the medical facilities in the city. This agency collects biomedical waste from all the

private facilities for a monthly fee of Rs. 300 per private clinic, and transports it to the

Incinerator facility at the General Hospital for disposal. The private agency pays a fee per

unit weight of waste to be disposed at the Incinerator. It is estimated that about 300 kg of

bio medical waste is generated per day.

8.4. Key Issues & Strategy Options for Solid Waste Management

The waste collection efficiency is to the tune of only about 75 percent of the daily waste

generated. The Corporation does not employ any scientific method for treatment and

disposal of solid waste. The current disposal site was intended to be developed as a

recycling-cum-disposal facility with a compost plant, but it didn’t work out due to

heterogeneous characteristics of the waste, with substantial quantities of plastic and

construction debris.

There is a need to develop a comprehensive solid waste management system in the city

based on adequate investigations and estimation of quality and quantity of waste

generated. The proposed system should aim at applying best practices solid waste

management, including in waste segregation at source, community-based collection

systems, efficient transportation and scientific treatment and disposal of waste. There are

several models of privatization being practices in the country today – NWCMC could

consider adopting most appropriate frameworks, methods and technologies for managing

its waste.


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Composition of NWCMC Roads by Surface Type

Kachha Roads

20%

WBM Roads

23%BTM Roads

30%

Cement Road

27%

9. TRANSPORTATION

9.1. Transport Infrastructure

9.1.1. Roads and Structures

The total road length in Nanded city limits is about 415 km, including roads maintained

by NWCMC (400 km) and PWD roads

(15 km). About 43 per cent of the roads

are un-surfaced, causing inconvenience

to road users. The riding quality of most

of the surfaced roads are not up to the

mark, due to inadequate routine and

periodic maintenance.

The road capacities, especially in the core city area are grossly inadequate compared to

the traffic plying on them, and there are no pedestrian facilities and signages. The

Development plan has laid out a clear hierarchy of roads with appropriate widths, but on

the ground, the desired carriageway widths are not available, due to encroachments and

non-availability of right of way.

Overtime, due to permanent encroachments and hawkers, the road capacities have been

reduced and geometries have been altered resulting in unsafe traffic operations.

The intersections need substantial improvements in terms of geometries and other

functional elements.

NWCMC has embarked upon an Integrated Road Development Program (IRDP) with

technical and financial assistance from Maharashtra State Road Development Corporation

(MSRDC). The program covers strengthening, widening and improvement of about 35

km of important city roads (including a new western bypass) at an estimated cost of about

Rs. 112 crore. Work under this program is underway and is expected to be completed

before the mega Gur-ta-Gaddi event in October 2008, though it has been albeit slow in

progress.

Some of the important roads under the IRDP include:

a. Deglur Road: This road connects Nanded with Deglur and further to Hyderabad. The

traffic on this road is very high and the road is damaged at many locations. The road

is narrow and the traffic lanes are not well defined. The junctions and the roads

crossings are not properly laid and which results in the traffic jams and slows traffic

movement. The junction at the Hingoli road and Muhammedali road is extremely

important for the access to the Gurudwara but is not properly managed. The entire

road in the city area requires restructuring and re-planning the existing Hingoli road

to facilitate proper traffic planning and smooth traffic flow. This road will act as the


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access road to Gurudwara from the largest transit camps planned at Shikhar Ghat and

Matasaheb for the tercentenary events and hence the improvement of the road takes

priority in the development process.

b. Hingoli Road: This road connects Hingoli and Nagpur with Nanded. The airstrip is

along this road and hence this road requires more attention for improvement. It

already has a lane system and but the drainage along this road is poor and hence

affecting the traffic.

c. Malegaon Road: This road connects Aurangabad to Nanded and is important from an

commercial/economic view, which will have to be planned as a priority Ring Road:

This road is under construction due to expansion of the airstrip area, part of the

Hingoli road will be covered under the acquired land and the ring road is being

planned as a by pass road joining the Hingoli road to Deglur road. The road

encircling the airstrip area will be important for normal as well as the tercentenary

event for transport of pilgrims to the Gurudwara region as a major camp will have to

be planned near the Maltekadi Gurudwara. This will also be the access road from the

proposed new railway station to the city area.

The connectivity within the city is quite poor, with limited connectivity across the river

between north and south Nanded and across the railway line in North Nanded, as a result

of which development has primarily restricted to the core city area between the railway

line and the river Godavari in North Nanded. There are 2 existing bridges, 2 existing

RoBs and 1 RuBs in the city, which need to be widened and also complemented with

additional facilities. An new bridge is being constructed under the Holy City Program of

Government of Maharashtra.

9.2. Urban Public Transportation

Presently the Urban transportation system in Nanded is mainly dependent on Intermediate

Public Transport system including Auto and Cycle rickshaws, Jeeps and Private Cars

operating as public carrier and to a small extent by City Bus Services.

Bus-based urban transport services in Nanded City was started in the year 1957 by

MSRTC by converting one Moffusil Bus operated between Govt Ayurvedic College and

Habib Talkies.

During the year 1998 MSTRC operated 40 city buses with manpower strength of about

over 250, managing the same. Total of 49 routes were covered including 368 trips and

7,876 km every day. However due to heavy losses most of the operations were curtailed

and today only 4 buses are being operated. One of the causes of failure bus service were

inadequate road infrastructure and traffic management system leading loss of time and

inefficiency in operations.


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Presently the efforts are underway to re introduce the Public Transport system by

involving private sector participation.

9.3. Other Transportation Infrastructure

The other transportation infrastructure includes a railway station and a bus terminal in the

city. There is also an airstrip, which is being upgraded into a minor airport with

assistance from Government of India – the work for which is under implementation

through Maharashtra Industrial Development Corporation (MIDC). A new additional

railway station is also being planned.

There are no designated or designed parking facilities in the city – there is a need to

evolve a parking policy and facilitate provision of adequate parking facilities at strategic

locations in the city.

9.4. Key Issues & Strategy Options for Transportation


a. The roads, especially in the core city area between the river Godavari and the railway

line are proving to be inadequate to service the volume of traffic. The Development

Plan proposals have largely remained unachieved, and the riding surface of the roads

is poor due to inadequate maintenance. The proposed right of way as per the DP for

most of the roads is either not available or has been encroached upon. Even the

available right of way in most roads, especially in core city areas are encroached

upon by hawkers and on-street parking, thereby reducing their capacity.

b. There are two RoBs and one RuB in the city connecting both sides of the railway line

in north Nanded, but these need to be widened as they are proving to be a bottleneck

in the increased traffic scenario in the city.

c. Most of the roads are in a bad condition in terms of geometry, signage and other

functional elements such as pedestrian pathways, lighting, arboriculture, road

markings, etc.

d. Public Transport system is almost non-existent – there are only 4 public buses plying

on select routes, operated by MSRTC. IPT modes line auto rickshaw and cycle

rickshaws are the predominant mode of public transport.


NWCMC is undertaking initiatives at implementing Development Plan proposals by

widening key roads in the city, which is involving substantial encroachment removal and

land acquisition. While some of the important DP proposals can be implemented on a

priority basis, there is a need to carry out a comprehensive traffic and transportation study

to establish the traffic characteristics in the city and identify all traffic bottlenecks before


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embarking on a large scale road widening and improvement program. This would ensure

appropriate planned interventions and better application of scarce financial resources.

Such a study should address all elements of traffic and transportation infrastructure and

management including:

a. Road capacity augmentation

b. Upgradation of road surface

c. Bottleneck removal

d. Construction of missing links

e. Safety

f. Traffic management

g. Public transport

h. Parking

i. Bypasses, etc.

10. STREET LIGHTING

There are a total of 10,720 streetlight poles with fixtures in Nanded, of which about 30

percent are high powered fixtures comprising sodium and mercury vapor lamps, while the

rest 70 per cent are tube light fixtures. Considering the total NWCMC road length of 400

km in the city, the average spacing of functional street lights works out about 37 meters,

which is low, compared to a general norm of 25 meters.

Table 16: Summary of Street lighting in Nanded

Sl. Type of Fixture Number of Fixtures

1 Sodium Vapor (70 watt) 802

2 Sodium Vapor (150 watt) 1,409

3 Mercury Vapor (125 Watt) 714

4 Mercury Vapor (250 Watt) 259

Total High Powered Fixtures 3,184

5 Tube Lights 7,536

Total Poles with Fixtures 10,720

Poles without Fixtures 540

NWCMC has outsourced the operation and maintenance of street lighting in the city. It

has appointed a private contractor for the purpose on a fixed fee per fixture basis,

including repairs and replacement of fixtures, switching on & off operations and


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complaint receipt and redressal within 24 hours. NWCMC officials feel that the service

efficiency has gone up from around 80 per cent to 100 per cent upon outsourcing the

street plighting operations.

10.1. Key Issues & Strategy Options for Street lighting


Street Lighting is inadequate and poor in most of the roads. The average streetlight

spacing is about 37 meters, as against the norm of 25 meters. Majority of the fixtures are

tube lights, which are inadequate in today’s traffic scenario.


NWCMC should consider replacement in a phased manner of the existing power-

intensive tube light fixtures with modern power-saving high power fixtures.

11. FIRE SERVICES

The Municipal Corporation provides fire and emergency services to the city and the

surrounding settlements. There is one fire station in the city which has 3 fire tenders, all

of which are over 15 years old. The fire services department is manned by 34 staff,

including 1 fire station officer, 1 sub officer, 3 leading firemen, 13 firemen and 6 assistant

firemen and the rest as support staff.

Table 17: Summary of Emergency Response Equipment

Sl. Vehicle / Equipment description Number Average Age (years)

1 Fire Tender 950 B type 1 18

2 Fire Tender 950 B type 1 17

3 Mini Fire Tender 950 B type 1 18

4 Portable Pump 1 --

Table 18: Summary of Emergency Response Calls Attended

Sl. Year Major Medium Minor Rescue Total

1 2003 8 54 44 5 111

2 2004 9 66 56 3 134

3 2005 17 77 54 8 156

The level of facilities in the fire services department is very nominal, with just three old

fire tenders. There is not even a permanent structure for housing these tenders – they are

currently housed in temporary tin-shed garages. The exposure levels of skilled staff are

low in terms of modern equipments and emergency response methods.


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11.1. Key Issues & Strategy Options for Fire Services

The Fire Services Department requires a major upliftment in all areas, including infusion

of modern and reliable equipment and machinery, as also appropriate facilities for their

upkeep and maintenance.

The staff needs to be trained in application of modern equipment and methods of

emergency response and rescue.

12. HOUSING

There are a total of about 73,000 residential houses in Nanded as per 2001 Census

(including 21,000 slum units). The housing supply market in Nanded is predominantly

constituted by the private sector, with limited public initiatives. The last housing supply

initiative by the public sector was by CIDCO between 1980 and 1985, when they

developed a township in south Nanded comprising about 11,000 LIG houses and plots.

Prior to that, MHADA had constructed about 1,000 dwelling units for different income

categories between 1972 and 1982.

12.1. Key Issues & Strategy Options for Housing

As mentioned earlier, most of the development is concentrated in north Nanded, with

only an isolated pocket of about 191 Ha of the CIDCO township in south Nanded, about 5

km from the city center. The average FSI in the core city area is in the range of 1.5 to 2

as against permissible FSI of 1.5; while in the outer areas, the compliance is better with

an average FSI of 0.8 to 1.0 as against a permissible 1.0. This is primarily a

manifestation of the level of infrastructure services and connectivity. The housing units

in the core city are generally a very old stock, with little or no renewal over the last

several years. This compounded with narrow / encroached roads and poor drainage and

lighting can pose serious health and disaster hazards.

NWCMC as part of its growth management strategy needs to encourage a more rational

dispersal of the urban sprawl by systematically guiding development into the newer

undeveloped area through infrastructure provisioning adopting innovative land

development mechanisms.


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13. OTHER SERVICES

13.1. Health

City has a reasonable presence of Health infrastructure, however the same is highly

inadequate considering the population size. Specialized medical centers are virtually non-

existent. Most of the health care centers and hospitals are privately owned and are located

in the old Nanded city.

Presently there are 125 private hospitals & maternity homes and 1 private blood bank,145

dispensaries in the city apart from two hospitals and 8 healthcare centers operated and

managed by the Municipal corporation. Also city has 1 general hospital, 1 Ayurvedic

hospital & 1 blood bank operated & maintained by the State Government.

The Government Medical College has a diagnostic center, which has X-ray, CT scan,

Sonography, and microscopy equipment. (Health, Education, Recreation, other Social

amenities)

Table 19: Summary of Health Facilities in Nanded

Sl. Description

Government

Medical

College

Government

Ayurvedic

Hospital

NWCMC Private

1 Total no. of Beds

available 450 100 20 1,150

2 Primary Health Care

Centers -- -- 9 250

3 Secondary Health Care

Centers 1 1 3 125

4 Tertiary Health Care

Centers 1 -- 1

2 (Ashwani &

Yashoda

Hospitals)

5 Diagnostic centers 1 -- -- --

Apart from servicing the local citizens, especially the poor, the government and municipal

corporation health facilities are involved in implementing state government programs

like:

a. MCH and Family Welfare Program

b. Malaria Enumeration and Eradication Program

c. RNTCP

d. Leprosy Control

e. Blindness Control


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f. Epidemics Control, etc.

While the above facilities are moderately adequate in a normal scenario, the city lacks in

trauma and healthcare facilities to meet the requirements of a mega event such as the

forthcoming Gur-ta-Gaddi celebrations in 2008. Such facilities created in Nanded would

also continue to serve as a regional facility even after the event.

13.2. Education

Nanded has some very good educational institutions and is one of the important regional

education centers in Marathwada region. There are institutions, which cater to students in

various disciplines, including Engineering, Medicine, Law, Management and Agriculture

Sciences etc. This has resulted in Nanded having a large population of students from

nearby cities studying in these Colleges.

Swami Ramanand Teerth Marathwada (SRTM) University established in the year 1994, is

located on the outskirts of Nanded City. Some of the other important technical

educational institutions in the city include:

a. Shri Guru Gobind Singhji College of Engineering and Technology

b. Mahatma Gandhi Missions College of Engineering

c. Government Medical College

d. Government Ayurvedic college -Other Colleges include

e. Peoples College Nanded

f. Science College Nanded

g. Sharada Bhavan Education Society

h. Pratibha Niketan College

Table 20: Summary of Education Facilities in Nanded

Sl. Hierarchy Zilla

Parishad NWCMC

Private

(aided)

Private

(unaided) Total

1 Primary Schools 14 2 73 19 108

2 Upper Primary Schools 12 8 61 8 89

3 Secondary Schools (V-

X) 3 0 29 5 37

4 Secondary Schools

(VIII-X) 1 0 10 5 16

5 Higher Secondary

Schools (V-XII) 0 0 12 0 12

Total 30 10 185 37 262


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13.3. Gardens & Recreation

Entertainment facilities in Nanded is limited to the following:

a. Gardens: Mata Gujriji Visava Udyan is the only well maintained garden in Nanded

city, which is landscaped and has small-scale amusement facilities.

b. Recreation Halls: There are seven major recreation and auditoriums in the city. They

are:

i. Shankarrao Chavan Auditorium, near Guru Gobind Singh Stadium

ii. Kusum Multi Purpose Auditorium at VIP Road

iii. Deshbhakta Digambarrao Bindu Mangal Karyalaya, Old Mondha.

iv. Multipurpose Auditorium, Tarodekar Market, Vazirabad.

v. Multipurpose Auditorium, Mahatma Phule Market, Near ITI.

vi. Sanskritik Sabhagraha, CIDCO, New Nanded.

vii. Sai Mangal Karyalaya, HUDCO, New Nanded.

c. Cinema Halls: There are seven cinema halls in the city out of which four are A class,

two B class and one C class.

13.4. Other Social Amenities

The other NWCMC maintained social amenities / facilities in the city are:

a. Community halls (3 nos)

b. Slaughter houses (3 nos)

c. Libraries (2 nos) and reading rooms (4 nos)

d. Burial grounds (5 nos)

e. Cremation grounds (5 nos)

f. Markets (14 nos – 408 shops)


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14. URBAN BASIC SERVICES IN SLUMS

There are about 58 slums / BPL settlements in Nanded city – 25 that have been notified or

declared and 33 that have been identified and proposed to be notified / declared. A

detailed list of declared and undeclared slums & BPL settlements in Nanded city is

presented in Annexure II, along with the population, number of households, and

population coverage in terms

The total population of slums is about 1,56,241 as per recent estimates – 1,07,365 in

declared settlements and 48,876 in yet-to-be declared settlements. This amounts to about

31 percent of the current population in Nanded. The total slum population in 1996 was

about 24 percent of the city’s population, which has now gone up. The total area under

slums is about 342.73 Ha (in whole of Nanded city) as against 92.96 Ha in 1996 (in North

Nanded alone). This constitutes about 6.6 percent of the total city’s area of about 5176

Ha currently.

In terms of level of services in slums, about 90 percent of the population in the declared

slums and BPL areas is covered by water supply – through public stand posts, and

sanitation services – through public conveniences. In case of the yet-to-be declared slums

and BPL settlements, the water supply coverage ranges between 25 percent to 60 percent

in different slums, while the sanitation coverage ranges from 0percent in about 17

settlements to 25 to 60 percent in the rest.

In terms of roads and street lighting, about 37 percent of the total road length of 157 km is

surfaced and about 63 percent have streetlights – mostly in the form of tube light fixtures.

14.1. Key Issues & Strategy Options for Urban Basic Services in Slums


a. While NWCMC has strived to provide urban basic services to the urban poor in

slums and BPL settlements, and has achieved a fair level of coverage in the declared

areas. The services in un-declared areas not upto the mark in terms of quality as well

as coverage.

b. NWCMC has restricted its role in slums to providing basic services under various

small state and central government schemes – there has been no effort to undertake

an integrated planning and development of slums and economically weaker sections.


a. NWCMC should ensure appropriate inclusion of slums and economically weaker

section settlements in their infrastructure development plans adopt effective strategies

facilitation their participation in planning, implementing and operations and

management of community services.


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b. NWCMC needs to carry out a comprehensive study of slum and economically

weaker section settlements to identify specific needs and priorities. This should form

the basis for planning and implementation of a city-wide integrated slum

improvement and redevelopment program covering housing, economic development

core civic services, health and education and other social amenities.


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15. MUNICIPAL FINANCES

NWCMC follows a cash based system of accounting, wherein the revenue realizations to

the fund and expenditures are recorded on the basis of actual realizations and

expenditures. The assessment of the municipal fund is based on the annual accounts for

the financial years 2000-01 to 2004-05. A summary of the actual income and

expenditures of the municipal fund is presented in “Annexure III – Summary of Municipal

Finances”, which presents the actual figures, sectoral contribution and growth rates of key

items of income and expenditure.

15.1. Summary of the Municipal Fund

The municipal fund of NWCMC as per the annual accounts demonstrates a substantial

operating surplus during the period of review. The average operating ratio during the

review period is 0.74. As evident from the following table, substantial sums from the

revenue account (operating) surplus have been utilized for capital works, which is

demonstrated by the negative status of the capital account.

The total income of the corporation has increased at a modest CAGR of about 3.6 per

cent, as against a 6.4 per cent CAGR in total expenditure.

Over 93 per cent of the operating income (revenue account income) is from own sources,

including octroi, taxes and other charges and fees levied by the Corporation, with

minimal reliance on revenue grants. The share of revenue grants in the total revenue

income of the Corporation is likely to reduce further, since substantial revenue grants

from the State Government, like DA grant have been discontinued since 2003-04 – 5

years after upgradation of the local body from a Municipal Council to a Municipal

Corporation. This would call for substantial efforts from NWCMC to enhance the

revenue base and improve collection efficiencies on taxes and user charges.

The collection efficiency of property tax is about 34 per cent and that of user charges for

water supply and sewerage are as low as 54 per cent and 42 per cent respectively. There

is a felt need and scope for enhancing the property tax base by correcting the low ratable

values to reflect market rates; enhancing the water charges (special water tax) base by

auditing and covering the several unauthorized / illegal connections; and increasing

sewerage charges and number of assessments through proper enforcement and ensuring

efficient functioning of the sewerage system.


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All amounts are in Rs. Lakh

Sl Description FY ending --> 2001 2002 2003 2004 2005 Avg. Share CAGR

Opening Balance 599.11 690.59 982.34 1,498.08 1,802.96 (%) (% p.a)

Income

A Revenue Income

1 Own Sources 2,291.66 2,918.50 3,016.89 3,253.75 3,334.83 93.28 9.83

Octroi & Transit Fee 1,550.97 1,911.56 2,078.36 2,159.21 2,159.16 62.07 8.62

Municipal Taxes 252.92 302.83 323.11 343.71 434.89 10.44 14.51

User Charges & Fees 487.77 704.11 615.42 750.83 740.78 20.77 11.01

2 Revenue Grants 523.36 188.77 235.28 51.58 68.98 6.72 (39.75)

Total Revenue Income 2,815.03 3,107.26 3,252.17 3,305.34 3,403.81 100.00 4.86

B Capital income

1 Loans - - - - - - --

2 Capital Grants 451.56 337.50 302.12 703.26 375.89 100.00 (4.48)

Total Capital Income 451.56 337.50 302.12 703.26 375.89 100.00 (4.48)

C Extra-ordinary Income

Total EO Income 154.59 175.05 169.08 188.97 161.29 1.07

Grand Total Income 3,421.17 3,619.82 3,723.37 4,197.56 3,940.99 3.60

Expenditure

A Revenue Expenditure

1 Establishment Expenditure 1,081.21 1,491.74 1,377.36 1,453.72 1,595.90 59.32 10.22

Regular 998.35 1,384.37 1,229.88 1,297.15 1,414.88 53.60 9.11

Temporary 50.67 47.34 60.63 74.95 52.57 2.43 0.92

Contrinbution to Pension Fund 32.19 60.03 86.86 81.61 128.44 3.30 41.33

2 O&M / Contingencies 818.80 740.84 916.78 993.20 1,055.34 38.35 6.55

3 Debt Servicing 158.27 32.31 43.83 40.18 - 2.33 (100.00)

Total Revenue Expenditure 2,058.29 2,264.89 2,337.98 2,487.09 2,651.24 100.00 6.53

B Capital Expenditure

Total Capital Expenditure 1,132.99 936.79 689.83 1,293.32 1,484.69 6.99

C Extra-ordinary Expendiuture

Total EO Expendiuture 138.41 126.39 179.82 112.28 130.40 (1.48)

Grand Total Expenditure 3,329.69 3,328.07 3,207.63 3,892.69 4,266.33 6.39

Status of Revenue Account 756.74 842.38 914.18 818.24 752.57 816.82

Operating Surplus (Rev. A/C Status before DS) 915.01 874.68 958.02 858.42 752.57 871.74

Status of Capital Account (681.43) (599.29) (387.71) (590.06) (1,108.80) (673.46)

Status of EO Account 16.18 48.66 (10.74) 76.69 30.88 32.33

Overall Status of Municipal Fund 91.48 291.75 515.74 304.88 (325.35) 175.70

Closing Balance 690.59 982.34 1,498.08 1,802.96 1,477.61

Operating Ratio 0.73 0.73 0.72 0.75 0.78 0.74

Table 21: Summary of Municipal Fund

With regards revenue expenditure, about 60 per cent of the expenditure is on

establishment related items, including salaries of regular and temporary employees and

pensions & terminal benefits of retired/retiring employees. The remaining 40 per cent is

constituted by operation and maintenance & contingency expenses (38 per cent) and debt

servicing (2 per cent).

While the operating status (on a cash-basis) reflect a sound performance of the municipal

fund, and the municipal fund represents a comfortable closing balance of Rs. 14.78 crore,

there are substantial sums of outstanding liabilities – in the form of electricity dues, salary

arrears, overdue loans and transfers to State Government, of Education Cess and

Employment Guarantee Cess, that the Corporation needs to service.

The following table presents a summary of the assets and liability statement of NWCMC

as on 31st March 2006.


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Table 22: Summary of Assets & Liabilities as of 31st March 2005

Description Amount (Rs. Lakh)

Liabilities

A Non-Debt Liabilities

1 Deposits payable 16.50

2 Outstanding power charges 695.11

3 Unspent grants 1,177.73

4 Unspent government loans 231.23

5 V Pay Commission Arrears 719.00

6 Government Education Cess to be paid 152.31

7 EGC to be paid 2.46

Total Non-debt Liability 2,994.34

B Debt Liability 4,867.46

Grand Total Liability 7,861.80

Current Assets

1 Closing cash / bank balance 1,477.61

2 Outstanding tax dues 1,390.55

3 Recoveries from staff 44.77

4 Out standing rents 70.08

5 Octroi receivable 361.55

6 Others 125.50

Grand Total Current Assets 3,470.06

It may be noted that the closing balance of Rs. 14.77 crore is largely constituted by

unspent government loans and grants amounting to Rs. 14.08 crore that are meant for

specific capital works and cannot be applied for other uses. The outstanding electricity

dues of Rs. 6.95 crore are disputed and the Corporation is negotiating with the MSEB in

squaring it off against Octroi and receivables from MSEB and paying the balance amount.

The other outstanding amounts need to be addressed at the earliest from revenue accruals.

NWCMC has recently paid off the outstanding loan amount of Rs. 50.81 crore (all of

which is through the State Government from public financial institutions like HUDCO

and LIC) as of December 2005 through a short term borrowing from a private financial

institution in order to avail of a discount of 70 per cent on the penal interest under the

Nirbhay Yojana of the Government of Maharashtra. Under this scheme, NWCMC got a

rebate to the tune of Rs. 14.66 crore (70 per cent of the penal interest of Rs. 20.95 crore).

The Corporation is keen on cleaning up its balance sheet and making it a more robust one

with improved revenue realization and financial management. This is demonstrated by its

action to avail of the benefits under the Nirbhay Yojana (which only about 5 ULBs in the

state have availed of), and other measures for revenue enhancement like, increasing the

property tax base in terms of number of assessments and revising the ratable values (by

about 60 per cent) to reflect market rates, setting up of zonal tax collection centers,

increasing Octroi rates (by an average of about 30 per cent), transit fees (by 42 per cent),

water charges by 10 per cent) and sewerage charges (by 100 per cent). All these

measures are likely to see a 40 per cent jump in the total revenue income in the FY 2006-

07 and a sustainable 8 per cent CAGR thereafter for the next 25 years. The Municipal


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Composition of Revenue Income

(5 yr average)

Municipal Taxes

10%

User Charges &

Fees

21%

Revenue Grants

7%

Octroi & Transit

Fee

62%

Corporation also has other plans for additional revenue realization, including promoting a

scheme for regularization of plots unauthorizedly sub-divided and sold under the

“Gunthevaari” scheme by private developers and land owners.

In addition, the proposed investments under the Guru-ta-Gadddi event and the JNNURM

scheme are likely enhance the revenue base and realizations of the Corporation

substantially.

15.2. Review of Municipal Finances

6.2.1 Revenue Account

The revenue account of the municipal corporation, constituted by recurring / operating

income and expenditures, has maintained a substantial surplus to the tune of Rs. 8.16

crore on an average during the last five years. A substantial portion of this revenue

surplus has been utilized for capital works in the city.

A. Revenue Income

The total revenue income of

NWCMC has grown from Rs. 28

crore in 2000-01 to about Rs. 34

crore in 2004-05 – a CAGR of

just about 5 per cent. This low

growth is primarily due to a

stagnation in realizations at

about Rs. 19 crore from Octroi

during the last four years.

a. Income from Own Sources: The composition of revenue income includes revenues

primarily from own sources, which account for about 93 per cent of the total revenue

income, with the rest coming in the form of revenue grants. The key revenue income

sources of the Corporation are:

i. Octroi & Transit Fee (62 per cent): NWCMC levies Octroi on goods an

commodities brought into the city for commercial transactions as per a

schedule of rates fixed by it for different items. In addition a transit fee is

levied by it on commercial goods vehicles passing through the city at the rate

of Rs. 35 per vehicle. NWCMC has recently revised its Octroi rates

substantially (by a weighted average of about 30 per cent) and the transit fee

from Rs. 35 per vehicle to Rs. 50 per vehicle. These rates will be effective

from FY 2006-07 onward.

ii. Consolidated Property Tax (7.7 per cent): NWCMC levies a property tax of 29

per cent of the annual ratable value (ARV) of properties. There are a total of


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about 62,619 property tax assessments in NWCMC limits which together

account for a total ARV of Rs. 11.18 crore. The average ARV per assessment

is 1,785, which is very low and indicates substantial under-assessment. The

ARV was last revised in FY 1996-98. NWCMC is carrying out a fresh

assessment of all properties in the city and estimates that the number of

assessments would increase to about 65,750 for FY 2005-06. The ARV is

proposed to be revised to increase by about 60 per cent in the current financial

year, which would result in a total ARV of 18.78 crore (an increase of about 68

per cent).

The collection efficiency of property tax is on the lower side at about 34 per

cent (56 per cent on the current demand and 24 per cent on arrear demand).

iii. Other Property-based taxes (2.5 per cent): These include

• Special Education Tax (2% of ARV for residential assessments and 4 %

of ARV for non-residential assessments)

• Road Tax (2% of ARV)

• Water Benefit Tax (3% of ARV)

• Sewerage Benefit Tax (3% of ARV)

• Fire Services Tax (3% of ARV)

• Tree Cess (1% of ARV)

iv. Other taxes (0.5 per cent), including advertisement tax and miscellaneous

taxes. The realization from advertisement tax is in the range of Rs. 7 to 8 lakh

per annum, which the corporation proposes to enhance upto Rs. 25 lakh from

2007-08 onward through revision of tax rates.

v. Income from water supply (8.56 per cent): NWCMC realizes water charge by

way of a Special Water Tax at the rate of Rs. 1,500 per annum per domestic

connection (with built-up area of upto 2,000 sq.ft), Rs. 3,000 per annum per

domestic connection (with built-up area of over 2,000 sq.ft), and Rs. 6,600 per

annum per commercial connection. These rates were revised with effect from

FY 2005-06 onward, prior to which they were Rs. 1,320, Rs. 2,640 and Rs.

5,370 respectively. The total number of connections for FY 2004-05 were

18,524 (18,205 domestic connections and 319 commercial connections). The

number of assessments in the prior two years was 17,513, including 17,257

domestic and 256 commercial connections. The number of water connections

in NWCMC’s purview is expected to increase by an additional 11,000


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85

connections, with the CIDCO colony in South Nanded being transferred to

NWCMC for maintenance.

The collection performance on the special water tax is 54 per cent (68 per cent

on the current demand and 47 per cent on the arrear demand).

In addition to special water tax, NWCMC realizes income from sale of water

through tankers, as well. It also levies and collects a water supply connection

fee at the rate of Rs. 2,000 per connection. There are about 100 connections

serviced through bore-wells installed at different fringe areas in the city.

NWCMC levies a flat Rs. 300 per annum from such assessments.

vi. Income from sewerage services (0.83 per cent): NWCMC levies a special

sanitation tax as sewerage charge on the properties that have a sewerage

connection. The rate of special sanitation tax is a flat Rs. 200 per annum per

toilet seat for domestic connections and Rs. 200 per annum per seat for non-

domestic connections. These rates have been doubled w.e.f FY 2005-06. The

Special Sanitation tax levied by NWCMC is very low and the administration

and collection of this charge is also very poor. This is attributed to the non-

functional sewerage system. NWCMC intends to bring in substantial

improvements in the existing sewerage system and to cover a large uncovered

area through fresh capital investments, following which it proposes to levy

higher user charges aimed at recovering full O&M costs. There are currently

about 23,120 toilet seats (21,490 domestic and 1,630 non-domestic) connected

to the sewerage system. The number of assessments has remained around this

range for the last three years (22,977 assessments in 2002-03 and 22,949

assessments in 2003-04).

The collection performance of special sanitation tax is about 42 per cent (61

per cent on the current demand and 26 per cent on the arrear demand)

vii. Income from other own sources (11.10 per cent): The other own income

sources of the corporation include:

• Rent on municipal lands, markets, commercial buildings and marriage hall

• Income from gardens, medical institutions and other health related income

• Road restoration charges

• Development charges and building permission fees

• Other fees and charges including D&O trade license fee, birth & death

registration fee, etc.


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Composition of Revenue Expenditure

(5 yr average)

Establishment

Expenditure

60%

Debt Servicing

2%O&M /

Contingencies

38%

• Interest on investments (it may be noted that substantial amounts of upto

Rs. 12 crore of government grants are un-utilized, all of which are parked

in different bank accounts, which constitute for most of the interest

income)

b. Revenue Grants: About 6 to 7 per cent of the revenue income comes in the form of

grants from the State Government. The major items of revenue grant during the last

five years are:

i. Per Capita Road Grant (about Rs. 75 lakh per annum)

ii. Dearness Allowance Grant (discontinued since 2003-04, as it is not applicable

to Municipal Corporations - NWCMC was given a DA grant for five years

from the date of it’s being upgraded from a municipal council to a municipal

corporation in 1997-98)

iii. Teachers’ Salary Grant (50% of the actual salary payable to teachers in

municipal schools)

iv. Library Grant at a flat rate of Rs. 4.75 lakh per annum

v. Other revenue grants as may be decided by the state government for specific

purposes, including the likes of census grant, professional tax grant, vehicle

grant, etc.

The revenue grants of NWCMC have fallen from Rs. 5.23 crore in 2000-01 to Rs. 68

lakh in 2004-05.

B. Revenue Expenditure

The revenue expenditure of

NWCMC has grown from Rs. 20.5

crore in 2000-01 to Rs. 26.5 crore in

2004-05. The revenue expenditure

is constituted primarily by three

broad categories of expenditure, viz.

a. Establishment Expenditure (59.3 per cent)

i. Salaries of regular employees, including honorarium of elected representatives

(53.6 per cent)

ii. Salaries of temporary staff (2.43 per cent)

iii. Terminal benefits and pensions (3.3 per cent)


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The Municipal Corporation employs about 2,200 regular staff. It also pays terminal

benefits and pensions from its revenue account, out of the municipal fund, rather than

building up a pension fund. The Corporation proposes to establish a contributory

pension/provident fund for all new employees that join from FY 2006-07 onward.

While the establishment expenditure at 59 percent may appear to be on the higher

side, it may be noted that this is primarily due to the manpower intensive service-

oriented nature of select municipal functions such as conservancy, water supply,

sewerage, education, etc. The Maharashtra Municipal Accounts Code, 1971 has

prescribed a formula to ascertain the actual extent of expenditure on administration

and management and has recommended a ceiling of 42 percent of the total municipal

income for establishment.

As per Form XXV of the Maharashtra Municipal Accounts Code, 1971, the

computation of percentage of establishment expenditure to total municipal income is

as follows:

% Establishment Expenditure to

Municipal Income

= [(C-D)/(A-B)] X 100, where

A is total municipal income

B is total income from special sanitary cess,

special water rate, drainage tax, urban family

planning center grants, primary education

grants, secondary education grants, fair price

shops, bus service and municipal theaters

C is the total municipal establishment

expenditure (on salaries)

D is salary/ establishment expenditure on

special conservancy, water supply, drainage,

family planning center, primary education,

secondary education, fair price shops, bus

service and municipal theaters

According to the above formula, the average percentage of establishment expenditure

to the municipal income during the last five years is about 23 per cent – well within

the recommended 42 percent ceiling. Table 23 presents the computation of the

percentage of establishment expenditure to the municipal income as per the formula

prescribed by the Maharashtra Municipal Accounts code, 1971.


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All Amounts are in Rs. Lakh

Sl. Description 2001 2002 2003 2004 2005

A Total Municipal Income 3,266.59 3,444.77 3,554.29 4,008.60 3,779.70

B Income from

Special Sanitary Cess 24.65 26.98 25.36 26.92 27.80

Special Water Charges 204.66 247.47 231.30 301.38 330.88

Drainage Tax 4.29 7.12 7.59 8.17 9.08

Urban Family Planning center (Grants) (4.00) (3.00) (2.00) (1.00) -

Primary Education (Grants) 130.00 111.59 28.50 32.26 47.27

Secondary Education (Grants) - - - - -

Fair Price Shops - - - - -

Bus Service - - - - -

Municipal Theater - - - - -

Sub-Total (B) 359.59 390.16 290.75 367.73 415.03

C Total Municipal Establishment Expenditure 998.35 1,384.37 1,229.88 1,297.15 1,414.88

D Establishment Expenditure on

Special Conservancy Staff 281.68 364.47 362.49 383.31 425.05

Special Water 44.69 57.99 57.43 60.38 80.62

Drainage 21.28 28.15 28.25 29.13 32.89

Urban Family Planning center - - - - -

Primary Education 84.11 169.07 36.59 43.05 42.74

Secondary Education - - - - -

Fair Price Shops - - - - -

Bus Service - - - - -

Municipal Theater - - - - -

Sub-Total (D) 431.76 619.68 484.77 515.88 581.31

% Expenditure on Establishment {(C-D)/(A-B)} 19.49% 25.03% 22.83% 21.46% 24.77%

Composition of Revenue Expenditure - By Use (5-yr average)

General

Administration

9%

Revenue

Administration &

Collection

9%

Water Supply

25%Sewerage &

Sanitation

2%

Conservancy

20%

Public Works &

Roads

6%

Medical & Health

Facilities

10%

Education

6%Others

5%

Fire Services &

Street Lighting

6%

Debt Servicing

2%

Table 23: Computation of % Establishment Expenditure to Municipal Income

b. Operation & Maintenance Expenditure and Contingencies (38.35 per cent),

comprising expenditure on

operation and maintenance

of services and other

expenses, like stationery

and printing expenses, fuel

and routine maintenance

expenses for vehicles and

equipment, power charges,

etc.

c. Debt Servicing Expenditure (2.33 per cent): NWCMC has an outstanding debt of

about Rs. 50 crore as on year ending 2005. This includes about Rs. 48.6 crore of old

loans from HUDCO and LIC for its water supply and sewerage works executed by

MJP and about Rs. 2.3 crore of loans under IDSMT Scheme. NWCMC has been

servicing only the latter loan to the tune of Rs. 40 lakh per annum from 2000-01 to

2003-04. NWCMC has recently (February 2006) borrowed a sum of Rs. 50 crore to

settle the outstanding old loans including overdue and penal interest so as to avail a

rebate to the tune of Rs. 14.66 crore (70 per cent of the penal interest of Rs. 20.95

crore) under the Nirbhay Yojana (Scheme) floated by the Government of

Maharashtra.


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All amounts are in Rs. Lakh

Sl Description FY ending --> 2001 2002 2003 2004 2005Avg. Share

(%)

CAGR

(%)

1 General Administration 170.72 203.35 196.23 263.05 210.44 8.85 5.37

Establishment 134.59 163.23 151.98 184.97 155.62 75.72 3.70

O&M/Contingencies 36.13 40.12 44.25 78.08 54.83 24.28 10.99

2 Revenue Administration & Collection 166.06 219.56 223.51 218.66 245.98 9.10 10.32

Establishment 158.51 206.52 212.55 203.02 229.33 94.06 9.67


3 Fire Services & Street Lighting 102.04 97.81 143.79 139.19 171.17 5.54 13.81

Establishment 23.25 33.23 33.58 31.24 36.60 24.14 12.01


4 Water Supply 517.80 489.45 529.19 613.97 706.51 24.21 8.08

Establishment 74.79 95.24 101.36 113.08 114.27 17.46 11.18


5 Sewerage & Sanitation 59.21 63.78 65.40 55.34 50.34 2.49 (3.98)

Establishment 32.88 38.49 41.14 38.58 43.57 66.19 7.30

O&M/Contingencies 26.34 25.29 24.27 16.76 6.76 33.81 (28.81)

6 Conservancy 365.57 459.16 464.62 497.66 527.94 19.62 9.62

Establishment 295.34 385.22 391.36 415.81 473.08 84.70 12.50


7 Public Works & Roads 168.61 151.46 130.83 144.82 138.81 6.23 (4.75)

Establishment 62.06 96.08 98.44 102.99 119.25 65.19 17.74


8 Medical & Health Facilities 171.75 237.30 247.21 274.65 307.25 10.49 15.65

Establishment 161.54 225.06 232.92 241.51 284.58 92.53 15.21


9 Education 92.18 185.89 124.17 139.40 159.04 5.94 14.61

Establishment 84.83 169.63 37.61 45.66 48.46 55.12 (13.06)


10 Others 86.07 124.83 169.19 100.17 133.78 5.20 11.66

Establishment 53.43 79.03 76.41 76.85 91.14 61.38 14.28


11 Debt Servicing 158.27 32.31 43.83 40.18 - 2.33 (100.00)

Total 2,058.29 2,264.89 2,337.98 2,487.09 2,651.24 100.00 6.53

Total Establishment 1,081.21 1,491.74 1,377.36 1,453.72 1,595.90 59.32 10.22

Total O&M / Contingency 818.80 740.84 916.78 993.20 1,055.34 38.35 6.55

Department-wise, water supply (25 per cent) and conservancy (20 per cent) account for

bulk of the revenue expenditure, followed by medical and health (10 per cent), general

administration and revenue collection (9 per cent each), education, public works and

street lighting (6 per cent each), sanitation (2 per cent) and others/miscellaneous 5 per

cent). Table 24 presents the sector-wise establishment and O&M expenditure of

NWCMC for the last five years.

C. Status of Revenue Account

The revenue account has maintained a healthy surplus to the tune of an average Rs. 8.15

crore during the last five years. The operating ratio during this period has been in the

range of 0.72 to 0.78, with an average of 0.74. Almost all of the revenue surplus has been

applied to capital works.

Table 24: Department-wise Revenue Expenditure of NWCMC


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6.2.2 Capital Account

A. Capital Income

The capital income of NWCMC during the review period has been solely in the form of

grants for specific schemes, including the Central Finance Commission Grant, Special

State Government Grant for infrastructure development, small & medium city

development grant, MLA / MP development grants, backward area development grant,

slum development grant, etc. A detailed list of capital grant receipts during the last five

years is presented in “Annexure III – Summary of Municipal Finances”. The total capital

income during the last five years was Rs. 21.7 crore, at an average of Rs. 4.34 crore per

annum.

B. Capital Expenditure

The total capital expenditure during the last five years was to the tune of Rs. 55 crore at

an average of Rs. 11 crore per annum. Bulk of this expenditure has been on small

assorted works in the city, with the bulk of the expenditure having been on public works

(including city beautification) at 44 per cent, roads (24 per cent) and water supply &

sanitation (6 per cent each). About 11 per cent of the capital expenditure was against

specific scheme-based grants.

C. Status of Capital Account

The capital account has maintained an accumulated negative status to the tune of Rs. 33

crore during the last five years, at an average of Rs. 6.73 crore per annum, which is

essentially funded from revenue surpluses.

6.2.3 Overall Status of the Municipal Fund

The overall status of the municipal fund has been between Rs.90 lakh and Rs. 5.15 crore

during the last five years, except for 2004-05, when it was a negative Rs. 3.25 crore. This

is primarily due to a substantial capital investment in 2004-05, which was essentially

funded out of cash reserves. The closing balance of the municipal fund at the close of FY

2004-05 was Rs. 14.78 crore, most of which was unspent capital grants (Rs. 11.78 crore)

and loans (Rs. 2.31 crore).


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IV. NANDED VISION 2025 AND CITY DEVELOPMENT STRATEGY

1. EMERGING CITY SWOT

Nanded is a city with a strong religious and socio-cultural base and a historical origin

dating back over four centuries. It evolved as a trading center and due to its religious

character continued to remain as a center of religious tourism. It is generally evidenced,

however, that the economy and quality of living have stagnated over the last decade. The

most acute symptoms of the stagnation include closure of industries and the textile mills,

slow job growth, slum proliferation believed to house a sizeable proportion of the city’s

total population and high cost of land and housing.

These have been accentuated in case of Nanded due to demise of its mainstay textile

industry and the relative lack of infrastructure investments that failed to keep up with

increasing population or to allow the necessary expansion of the urban economy into

surrounding areas. These issues have been exacerbated by the lack of integrated planning,

fragmented governance and weak fiscal systems.

The SWOT analysis performed for Nanded is summarized below. While its key strengths

remain due to its being a regional center, availability of adequate water, presence of an

airport and proximity to international airports, which could be leveraged to attract

investments in the industrial sector and boost trade and commerce. The new industrial

policy formulated by the Government of Maharashtra with a special package for

Marathwada region is expected to give a fillip to the development of Nanded.

Strengths

♦ An important pilgrim destination with

annual tourist flow of over 1 million

♦ Regional Education and Health Care

Center

♦ Conferred a Holy city Status due to the

presence of Sachkand Gurudwara

♦ Second largest urban centers in

Marathwada region of Maharashtra

♦ Proximity to International Airports: viz

Hyderabad and Nagpur

♦ Economy driven by trade, commerce and

services

♦ Adequate water supply source in close

proximity of the city due to river Godavari

flowing across the city

♦ New airport is under development stage –

likely to improve the connectivity to the

city

Weaknesses

♦ Inadequate and poor quality Infrastructure

♦ Lack of financial resources due to low User

Charges as well as recovery

♦ Imbalanced land use due to poor

infrastructure network leading to

congestion in the old city

♦ No public transport system –contributing to

the environment pollution due to large no.

of 2/3 wheelers

♦ Inadequate Institutional capabilities

♦ Declining industrial activity


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Its religious and cultural potential has presented Nanded with opportunities for exploiting

tourism for as an economic activity. Several tourism hotspots of religious and historical

significance the city are popular attraction centers. With proper marketing and branding,

tourism can be the major economic activity for the city.

The Gur-ta-Gaddi tercentenary celebrations as well as the city’s nomination under the

JNNURM as the eligible city for grant assistance in the religious/heritage category

presents the city with a tremendous opportunity to develop city infrastructure to cater to

its citizens as well as pilgrims. Substantial assistance is expected which could be utilized

and leveraged to meet the city’s long term requirements and meet its objectives/vision.

Possible threats to the developmental process and city’s emergence as a regional center

are felt in the form of growing neighbouring economic centers and negative investor

perception. These may be overcome with strategic policy level interventions, some of

which are already being implemented by the State Government, under its initiative for

development backward regions, while marketing, branding and infrastructure

development are expected to overcome the investor perception. These are summarized

below

Opportunities

♦ Infrastructure Development in all sectors

could be the key economic driver in the

medium term

♦ Proximity to three large cities with

international connectivity can transform

Nanded into a strong regional economic

hub

♦ Strong potential to emerge as vibrant

Tourism, Educational and Health Care

Destination in the region as well as

generate better employment and

entrepreneurial opportunities

♦ Large tracts of undeveloped land in the

newly merged region offers potential for

development of Housing, Business

Districts and other facilities.

♦ Access to Assistance under JNNURM

♦ Access to special assistance for Gur-ta-

Gaddi Tercenennary celebrations

Threats

♦ Inter-Regional Competitions for Economic

Space

♦ Possible Degeneration in Socio Economic

Status – Due to lack of infrastructure

facilities and promotion of economic

drivers

♦ Prospective degradation of environment

due to Water and Air pollution

♦ Negative investor perception (Private

Sector) due to lack of developmental

approach


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2. STAKEHOLDER PRIORITIES

The stakeholder meetings and planning for development of city’s infrastructure to meet

the immediate requirement of the tercentenary celebrations in Nanded have led to setting

out a conscious effort of the Government and the citizens in planning and defining

priorities. The ensuing discussions and consultative approach have led to the general

consensus among all on the emerging priorities. These are summarized below

♦ Development of Gurudwara and its surroundings

♦ Development of approach roads to the Gurudwara and leading to the ghats

♦ Development of riverfront area and walkways connecting all religious sites along it

♦ Development/Beautification of city roads, link roads and improvement of roads and

transport infrastructure and traffic management

♦ Improvement to water supply and drainage and implementing underground drainage

system in city

♦ Development of industries

♦ Development of hotels, satsang hall, yatri niwas, camping facilities, temporary

arrangements for pilgrims

♦ Improvement of slum areas

♦ Public transportation

♦ Development of speciality hospital and Upgradation of government medical college

and hospital

♦ Development of water reservoirs for ritual bathing, ghats with bathing and sanitation

areas

♦ Development of support systems/facilities for law and order, traffic management, fire

services and trauma care/accident management

♦ Development of power supply facilities and underground cabling network

The vision focuses on the above and sets out priorities for meeting the short term and long

term vision of the city and its infrastructure development programme.


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3. NANDED VISION 2025

To transform Nanded into a vibrant regional economic hub, through

urban renewal and infrastructure development

The goals to achieve the vision are:

a. Sustainable economic development on the basis of inherent strengths of the city

through promotion of health, education, tourism and industrial sectors – focus on

local employment opportunities

b. Planned city growth, conservation of the core city area, its cultural heritage and

revitalizing the River Godavari as the core functional element of the city

c. Integrated infrastructure development with a focus on strengthening existing systems,

augmentation, equitable coverage and sustainability

d. Access to housing and urban basic services to the urban poor

e. Efficient institution that is responsive to citizen needs. Improved capacities for day-

to-day functioning, planning, service delivery and maintenance

f. Improved financial management – improved budgeting, financial accounting &

reporting systems and revenue enhancement to ensure financial sustainability

Nanded Vision 2025 – A few Glimpses

Riverfront in Nanded Typical Main Street


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Typical Road Intersection Typical Courtyard in Inner City Area

Inner Street (Low Income Area) Weekly Market


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4. SECTORAL GOALS AND STRATEGIES

4.1. Economic Growth Strategies

Goal: Sustainable economic development on the basis of inherent strengths of the city

through promotion of health, education, tourism and industrial sectors – focus on local

employment opportunities

Due to its strategic location as a regional center over a radial distance of about 250-300

km and availability of water, the key drivers supporting the economic development of

Nanded are identified as:

a. Health Sector

b. Tourism and Entertainment sector

c. Industrial Development – agro-economic zones

4.1.1. Promoting Health Sector

Health services are an integral part of the essential social services required to support

economic development. On one hand the region has historically lacked attention, due to

which there has been limited investments and development in the sector. As a result,

limited development has been witnessed in health sector through public resources.

Privately run small hospitals have mushroomed in Nanded, which provide little comfort

to the backward and economically weaker sections. To meet the growing needs of the

region of over 10,000 sq. km., there is a felt need to evolve Nanded as a regional center

for advanced secondary and tertiary healthcare services. The sectoral development could

be supported by the present medical college, which could also be upgraded to a research

center for advanced studies in medical research.

While the city is poised to grow, this calls for emergence of health services and hospitals

to cater to the increasing requirements. Owing to easy availability of medical

professionals due to the presence of a medical college, good connectivity by air and

road/rail, and relative inexpensiveness of treatment in comparison to Mumbai or Nagpur,

Nanded has the potential to be a preferred regional destination for accessing secondary

and tertiary health services. It could build upon its professional strengths and connectivity

to national destinations for this purpose.

The demand for such services needs to be strategically tapped. It is a well established fact

that investments in the sector would depend upon economics, affordability, availability of

professional resources, access/connectivity linkages and accommodation facilities for


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post-operative care. The concept of a dedicated healthcare center could be explored

within the existing framework.

The idea of promoting a regional healthcare center in Nanded needs to be explored on

priority. The concept could focus on provision of healthcare facilities, post-operative care

and all other relevant infrastructure in a clearly delineated geographical area. The

healthcare center could also promote related support facilities such as clinical research

centers and medical college. A demand analysis study should be undertaken including

scoping and sizing of facilities to delineate potential for development in the short and

medium term. The availability of land for this purpose needs to be explored immediately.

The healthcare center may be developed through an SPV route with or without

participation by the Corporation or the State Government. The Corporation’s exposure

could be to the extent of provision of land for proposed development and sanction of all

such local permissions.

The development of health sector facilities is urgent keeping in mind the Gur-ta-Gaddi

Tercentenary celebrations as well as the gap in provisioning with special focus on making

it affordable and accessible to the poor and economically backward sections of the

society.

4.1.2. Promoting Education Service Sector

The medium term strategy for education sector includes positioning Nanded as a

Regional Hub for Education. The city already houses institutions for higher education

such as the university, medical college, law college, engineering college, management,

agri sciences and others which attracts students from the region all around Nanded. This

institutional set-up positions the city to develop strategies around the existing strengths

and provide further opportunities in a dedicated manner for education purposes. This will

provide supply of educated staff/ workforce which would be required to support the

economic development of the city.

Area in South Nanded which already houses the University, engineering college and the

proposed Government Medical college, has the potential to evolve into the educational

zone/sector of the city. Greater thrust and identification of “Education Zone” in the

Development Plan will help in developing the required facilities to support educational

services. This also needs to be backed up with hostel accommodation, which will help

students from the captive region.

In line with the city’s vision and future developmental strategies, thrust on education to

support hotel management, hospitality & catering industry, tourism, etc. has been

proposed. There would also be greater need to support manufacturing activities and

promote local skill sets in technological support.


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4.1.3. Promoting Tourism and Entertainment

Tourism and entertainment constitute another key ingredient of Nanded’s development

strategy. Nanded has the essential features of a potential heritage and pilgrim tourism

destination, which could be exploited. One of the key strategies is to designate in the

Development Plan for South Nanded a Special Tourism Zone and undertake necessary

concept building and strategy for attracting investments into it.

The Gur-ta-Gaddi tercentenary celebrations are expected to be launched globally which

would attract substantial number of national and international tourists and Sikh devotees.

This event is expected to catapult Nanded on the international front. This opportunity

could be explored to position Nanded and market its potential which would further

enhance/support its development. Branding and marketing are key to boost Nanded’s

tourism potential.

There is a huge number of domestic tourists traveling to Nanded either for tourism or

commercial reasons. However their stay in Nanded is limited to a short duration focused

around the existing pilgrim attractions. One of the reasons cited is limited

entertainment/tourism hotspots that could facilitate family entertainment or leisure

tourism. This calls for concerted efforts for promotion of entertainment areas/activities

which could also boost tourism.

One of the strategies for tourism related economic development is to evolve strategies to

extend the duration of stay of tourists by creating leisure areas/activities, developing

tourism circuits linking all places of religious/commercial interest around Nanded, which

will serve to evolve Nanded as the center for enhancing stay and experience.

Nanded has been recognized as a cultural center and has been host to many socio-cultural

events such as the Natya Sammelan. This potential also needs to be showcased.

Certain locational features facilitate adding leisure/heritage facets to the city such as:

a. River-based leisure activities

b. Water sports

c. Designated Heritage walk tracing the history of late Guru Gobind Singh

d. Sound & light show, musical events showcasing heritage

e. Heritage Garden showcasing physical model, historical development and spread of

Sikhism

f. Renewal and conservation of old city area

A. Riverfront Development


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The city has about 5 km stretch of riverfront which has significant potential to be

developed into an attractive landscaped leisure area.

The riverfront area on the left bank of the Godavari river is interspersed with bathing

ghats and Gurudwaras. The concept of riverfront development on the left bank could

therefore feature on a riverfront heritage walkway, improvement to bathing ghats for

ritual bathing, developing sanitation facilities, public conveniences and relocation of

burial facilities, embankment wall and landscaping. The project could be structured with

grant assistance for developing the heritage walk connecting the Gurudwaras, landscaping

and improvement to bathing ghat as a heritage project.

The riverfront on the right bank in south Nanded could be developed with landscaped

garden and walkway as it has substantial amount of relatively undeveloped land alongside

the riverbank. The implementation of this component could be phased out along with land

development component in South Nanded.

Demand analysis of this unique project should be undertaken featuring on willingness to

pay for pay-n-use facilities for parking, leisure walk or garden to the extent feasible.

Parking facilities could be provided which could provide some revenue for meeting the

operating costs. Advertising and limited commercial activities could also be considered to

the extent feasible for meeting the operating costs. Implementation road map needs to be

prepared which would phase out the components and costs to the extent sustainable for

the Corporation. Innovative revenue mobilization strategies and packaging shall be

reviewed for structuring on a cost recovery format to meet the recurring/operation and

maintenance costs to the extent feasible.

B. Other Tourism Activities

The important heritage locations/precincts in Nanded should be renovated and dovetailed

into the itinerary Tourist routes. This should include heritage/pilgrim tourism in and

around Nanded.

Based on the inherent strength of the rich and cultural heritage, Nanded has its own charm

and attraction which needs to be explored among tourists whether domestic or

international. The Event based or Experiencing activities need to form part of the concept

and facilities, programs and experiencing to be developed so as to provide a memorable

experience and a snapshot of the glorious past and the religious significance attached to

its various properties. The old city area around the Sachkhand Gurudwara should be

developed to provide experiencing events such as the Heritage Walk Tracing the life of

late Guru Gobind Singh. A proper study is however required to fully exploit the potential

of heritage tourism.

Besides the Gurudwaras, Nanded also has other religious sites, such as the famous

Renukadevi temple at Mahur, Kaleshwar temple, Parli Vaijnath temple and Nagnath

temple which could form part of the tourism circuit in and around Nanded.


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With retention of water in Godavari due to proposed water reservoirs, water sports could

be explored. An inland waterway project has been sanctioned for Nanded of which

terminal facilities could also be used for this purpose. This is expected to attract local and

domestic tourists.

Amusement park at Nanded for children will provide the much needed outlet for the

younger population. Likewise, the new facilities for entertainment such as the multiplex,

as well as retail marketing could be explored which will give a different experience. Such

facilities are typically lacking in the city and will definitely add to the quality of life.

Although the aforesaid measures constitute a few projects to start with, this effort needs

to be backed with a tourism strategy that is focused/attracts the key players to invest and

enhance City’s tourism and entertainment potential.

4.1.4. Promoting Industrial Development

The increase in production from agriculture and allied activities has undoubtedly a very

prominent role in the process of economic development. But in a predominantly agrarian

economy like that of Nanded district, where the pressure of population on land is already

very high and is constantly increasing, the solution to the slow progress of economic

growth and living standard lies in the diversification or major economic activity, a

process which largely depends on the rapidity of industrial development.

Nanded district, although rich in agricultural resources, manpower and bovine population,

is industrially backward. Seventy-six per cent of its population is directly dependent on

agriculture. There is however sufficient scope for the development of the industries in the

district. Lack of the facilities for quick and easy transport, inadequacy of entrepreneurship

and promotional capital, and the apathy of the government in the past Nizam State regime

towards this part of the region were the factors responsible for the backwardness of

Nanded district. Besides the economic reasons" some non-economic causes, which held

up the industrial development of this region, were the educational backwardness resulting

in the lack of technical knowledge, political insecurity, and shyness of promotional

capital.

Nanded district, as stated previously is essentially an agricultural area producing

important, cash crops, like cotton, oilseeds and food grains, such as, pulses, wheat and

jowar. This explains the predominance of industries, such as, ginning and pressing.

extracting vegetable oils, decorticating and dal milling, etc. Production of groundnut and

cotton seeds has helped the establishment of the agro-industry of oil-seeds crushing.

The emergence of industrial estate at Nanded has made a beginning in the field of light

engineering works. Gur manufacturing is also an important industry in the district which

is purely seasonal in character. The important cottage industries in the district are

weaving, tanning, carpentry, metal works, (utensils), smithy and brick making


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The city has potential for industrial development primarily due to its proximity to water

source such as Godavari, an airstrip and good road connectivity. With the proposed

strategy for economic development, development of good airport and widening of

highways, educational development, the district is poised towards industrial development.

The Industries department of the Government of Maharashtra has been in the process of

finalizing the Industrial Location Policy, which would define scope for industrial

development. From an economic perspective, Nanded is excellently positioned to develop

an agro-processing zone and agri-export zone. With water not being a constraint,

availability of quality power for development, Nanded is proposed to be marketed as an

attractive destination for agro-based industrial development. Banana and citrus fruits

cultivation being prominent in the region, the local produce marketing, branding and

packaging/processing industry could be explored.

Having its key strengths in the cotton textile and handloom industry, this also could be

exploited in the form of a Textile park (non-polluting manufacturing base).

The MIDC within Nanded should formulate a new strategy for tapping industrial

development in and around Nanded. The following action points are summarized for

industrial and commercial development which would boost economic trade and

investment potential in Nanded:

a. Delineate strategy for agro-based industrial development

b. Identify/carve out designated area for floriculture park, SEZ/agro-economic zone

(AEZ) for promoting exports

c. Firm up industrial location policy for Nanded

d. Identify support facilities required from commercial/economic perspective which

would strengthen trade and commerce from Nanded e.g. banking sector development,

truck terminal, trading markets etc.

e. Small industries area use should be changed to mixed use that will permit exploiting

commercial potential along with non-polluting industries base to be set up in Nanded.

4.2. City Growth Management Strategies

Goal:Goal:Goal:Goal: Planned city growth, conservation of the core city area and revitalizing the river

Godavari as the core functional element of the city


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4.2.1. Directing City Growth

NWCMC should make a conscious effort at controlling the city sprawl in a phased and

planned manner, adopting best practices in urban development and planning norms.

There is an opportunity in the form of availability of large undeveloped tracts of land in

south Nanded, where development can be planned and regulated in a phased manner. The

growth management strategy should thus focus on:

a. Controlling and guiding urban sprawl in a phased manner applying modern principles

of physical planning and growth management

b. Planning and providing for infrastructure, including connectivity in line with the

intended growth plan, rather than attempting to only service already congested areas

– the focus should be on dispersing growth more evenly across the city.

c. Applying innovative methods of using land as a resource to finance development,

like TDR, FSI banks and land pooling mechanisms like the TP Scheme, etc.

d. Formation of a Special Planning Authority covering NWCMC and urban fringe

areas, under provisions of the MRTP Act, 1966 to arrest indiscriminate sprawl and

ensure equitable and sustainable urban development

4.2.2. Urban Renewal and Conservation of Core City Fabric

The historic core of the city is unique and presents evidence of traditional living –

functional elements, building typologies and construction methods and architecture. Over

the years, most of the traditional city fabric has been lost to rampant construction that is

not in sync with the organic built form and fabric. This has led to degeneration of the

area, imposing tremendous pressure on the infrastructure systems in the area and

deteriorating quality of life. The focus should be on reviving and conserving the original

character of the area and reviving the functional relationship of the area with the river.

The principles for urban renewal and conservation should focus on:

a. Revitalizing and conserving key heritage elements, including the river Godavari in

Nannded

b. Promotion sustainable management of the Historic Area

c. Ensuring that the unique qualities and Conservation Values are understood and are

sustained in the future whilst maintaining and promoting Nanded as a living and

working city which benefits from Heritage Conservation and Management

d. Improve physical access and interpretation, encouraging all people to enjoy and

understand the Historic area


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e. Improve public awareness of and interest and involvement in the Cultural heritage of

Nanded, achieving a common local, national and international ownership of Cultural

Assets

f. Devise an institutional and management framework for heritage identification,

development and conservation

A. Understanding peoples perception of the historic area

Understanding the people’s perception of their Cultural Assets is very crucial before

planning any Conservation program. Very often it is seen that such programs are planned

by Government organizations and Conservation Specialists who have a limited view of

the scenario. Cultural Assets are eventually owned by the local residents therefore

incorporating their ideas, views, knowledge and memories of the place, how they relate

and interact with their heritage assets would be crucial for planning any conservation

activity in the area. This approach would also ensure ownership of the Conservation

Initiatives.

B. Delineating the cultural heritage study area

Initially it is essential to delineate a Cultural heritage study area in the larger context of

the city through field reconnaissance for undertaking detailed research and documentation

activities. The boundaries of the study area in the beginning would be flexible so as to

incorporate all the cultural assets. This study area after a Comprehensive Heritage

Conservation and Management Plan has been adopted would translate into a Cultural

Heritage Zone with legal sanctity.

C. Research and documentation of cultural heritage assets

Intensive research activity and a detailed study of the historic area need to be undertaken

before planning any interventions in the Historic area. The study needs to:

a. Document and establish the cultural significance of the historic area

b. Prepare an inventory of Heritage structures and spaces having Conservation values

c. Carry out a detailed listing and grading of all potential heritage structures and spaces

d. Document the existing condition of the Cultural assets and the issues concerning

them

e. Document the intangible Cultural assets like traditional functions, lifestyles, religious

beliefs, fairs and festivals, etc.

This activity would bring to light the exact nature of the Cultural Heritage Assets, type

and typologies existing, their geographical spread, numbers and concentration. It would


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also highlight the urgent issues that need to be addressed on an emergency basis to

undertake first aid measures for protecting the Heritage Assets under the guidance of

Conservation specialists.

D. Integrating conservation with developmental initiatives

Till such time that a legal and institutional framework for conservation and

redevelopment is put in place a Heritage Committee needs to be formed having equal

representation of all the stakeholders and specialists in Urban Conservation, historians,

artists, sociologists, environmental specialists, planners, architects, local craftsmen,

artisans, local NGOs, etc for monitoring conservation and developmental activities in the

historic area.

Until a Comprehensive Heritage Conservation and Management Plan has been prepared

and adopted, all developmental activities in the historic area need to be scrutinized by the

Heritage Committee to ensure that there is no threat to the Cultural Assets of the Historic

area.

E. Community participation: integrating conservation with people’s life

The participation and the involvement of all the stakeholders especially the residents is

essential to the success of the Conservation activity and should be encouraged. Strategic

partnerships need to be built through awareness promotion campaigns, workshops and

exhibitions educating stakeholders on the history, traditional lifestyles and cultural

significance of the heritage assets needs to be organized. Heritage Walks can be an

effective means for familiarizing the residents with their Cultural Assets. A sensitive

Heritage Signage system for the historic area can be another way of highlighting the

Cultural Assets of the historic area.

Clean and green city campaigns can also be undertaken by the Municipal Corporation to

ensure sanitation and hygiene in the Historic area. Local NGOs can be roped in these

activities.

These activities would instill a sense of pride in the residents of the Historic area, make

them aware of the fact that the Cultural Heritage Assets are substantial investments made

by our previous generations and should not be allowed to waste. Such measures will also

sensitize them to the environmental value of these resources.

F. Reviving traditional materials, technology and skills

There is need to create a database of traditional construction methods, materials and skills

that would be of use for undertaking specific Conservation interventions. Capacity

building and training of local artisans in use of traditional construction technology, skills

and materials needs to be undertaken.


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G. Incentives and concessions for heritage conservation

Fiscal incentives need to be provided to owners/occupants of heritage assets to encourage

maintenance and conservation activities. Actual interventions need to be undertaken

under the guidance of Conservation specialists.

F. Managing heritage / religious tourism

Religious tourism based on the Sikh Cultural Heritage is a very important phenomenon in

Nanded. The Sachkhand Gurudwara and seven other Gurudwaras associated with the life

of Shri Guru Gobind Singh (including Naginaghat Sahib, Bandaghat Sahib, Maltekdi

Sahib, Hiraghat Sahib, Shikharghat Sahib, Sangat Sahib and Mata Sahib Gurudwaras)

constitute the major attraction of pilgrims to Nanded city. There exists a well established

Sikh pilgrim circuit focused around these eight Gurudwaras, having the nucleus of its

activities around the most important Gurudwara of Sachkhand Shri Hazur Abchalnagar

Sahib. Five out of eight of these Gurudwaras are within the Municipal limits while three

of them are beyond it in the countryside. In the wake of the Gur-ta-Gaddi Tercentenary

celebrations of Shri Guru Granth Sahib and Parlok Gaman of Shri Guru Govind Singhji a

number of interventions like upgradation of infrastructure, provision of tourist facilities,

rehabilitation works, road widening, provision of new access points to the main

Gurudwara in the city through the historic area by the construction of new bridges, etc is

being planned. A number of activities and interventions on the Godavari riverfront are

also being planned by the Government as well as the Gurudwara Committee. Some of

these interventions have been approved while others are under consideration at various

levels in the State and the Central Government.

The Sachkhand Gurudwara Board has also undertaken the preparation of a Master Plan

for Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib. The proposal involves a

number of developmental activities both within and around the Gurudwara and

development of the river front at the Nagina Ghat. Since few heritage assets like the old

Baradari, Taksala, Modi Khana, etc. are present inside the Gurudwara, therefore the

proposals planned as per their Master Plan need to be scrutinized to ensure the integrity of

the Cultural Heritage Assets. At the Government level also River Front Development is

being undertaken. As regards the proposed River Front Development works at the Nagina

Ghat it should be ensured that all the River Front Development works should be as per a

common Master Plan and repetition of similar planning activities by different

organizations should not be allowed.

In addition, to the Gurudwaras, other places of religious significance in and around

Nanded need to be developed and packaged as a religious tourism offering – such places

include Ardhapur, Maralak, Shankh Tirth, Shikhar ghat, Mata Sahib, Trikut / Hira Ghat,

Kaleshwar, Markand and Bawri Nagar.

G. Formulating a comprehensive heritage conservation and management plan


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Conservation of the Historic Area is an ongoing activity and is closely linked with urban

and regional planning initiatives. For the successful conservation of the historic area

Comprehensive Heritage Conservation and Management Plan with a long term

perspective needs to be formulated.

4.2.3. Riverfront Development

NWCMC to develop a master plan for the development of the riverfront in Nanded city

so as to restore its functional relevance and scenic beauty. The river traverses across the

city from the barren tracts of land in the east, as it enters the city limits to the Goverdhan,

Nagina Ghat Gayatri Mandir in the city center to the core inner city area in the western

edge. The northern bank of the river is substantially developed, while the southern bank

is barren land. The riverfront development plan needs to address the sensitivities of the

varying character along the river banks and provide appropriate development treatments –

for instance, there could be more intense development and access to the river at places

associated with religious activities to redevelopment and conservation activities in the

core city area to sparse built development along the southern bank.

4.3. Infrastructure Development Strategies

Goal: Integrated infrastructure development with a focus on strengthening existing

systems, augmentation, equitable coverage and sustainability

The strategy for infrastructure development focuses on integrated development of

infrastructure with specific attention on rehabilitation and refurbishment of existing

systems, augmentation, better operation and maintenance, institutional development and

capacity building for better O&M and sustainability.

Detailed sectoral master plans to be prepared to address the key focus areas listed above

and project identification and phasing.

4.3.1. Water Supply

The strategy for water sector focuses on the urgent need to meet immediate requirements

and long term needs for efficient management. The broad strategies emerging based on

existing situation assessment include:

a. Benchmark and strengthen the existing system

b. Bring in efficiencies in system and operational performance

c. Develop core strengths in O&M for better management of the service

d. Enhance revenue management system

e. Undertake training and capacity building of core team


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f. Augment the existing system to cater to entire population

A. Existing System Benchmarking and Strengthening

The NWCMC needs to carryout a comprehensive assessment for benchmarking the

existing system including condition assessment, mapping, auditing for system

performance in terms of water and energy audits, operational performance in terms of

management. The rehabilitation and refurbishment measures should be taken up before

embarking on a long-term source augmentation and distribution network plan. A

scientific zoning system needs to be worked out. The existing system refurbishment

should attempt to salvage as much as possible of the existing network of over 500 km in

an integrated manner.

The underlying need is to ensure equitable distribution of water supply based on designed

supply level such as 140 lpcd (at the consumer end) for domestic supply and so forth for

each consumer category on a continuous basis. Strengthening of the existing system shall

be necessary to ensure efficient supply with minimum losses.

B. Bring in efficiencies in system and operational performance

The existing system suffers from inefficiencies in the management of the entire

operations. The organization does not have adequate qualified and skilled staff to operate

and manage supply service. Lack of resources has resulted in inefficient management and

limited expansion to enhance coverage.

Efficiencies in existing system are therefore twofold: (i) due to systemic deficiencies and

(ii) due to limited organizational capabilities. Investment in existing system, its

augmentation and organizational strengthening will considerably enhance system

management. Availability of resources has been also a function of realization of revenues,

which have been affected due to inefficient supply or not achieving desired supply to the

satisfaction of the people. The immediate short term and long term strategy is therefore to

bring in efficiencies in management.

A strategy needs to be evolved for enhancing system performance by adopting simple

measurable achievable realizable targets “SMART”. Based on the benchmarking study,

performance targets could be set on the timescale and implemented in a phased manner to

achieve efficiencies. The targets could be applied to enhance coverage, system losses,

O&M costs etc. Bulk metering of the system (existing and proposed) shall be undertaken.

C. Develop core strengths in O&M for better management of the service

The organizational capabilities need to be enhanced towards better O&M management.

There is a felt need to evolve capacities in efficient O&M practices and a comprehensive

operations manual needs to be prepared and the municipal staff have to be trained in

operating the system in a scientific manner. While on one hand the entire capacity need


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not be created in the corporation and could be outsourced, on the other hand, the

knowledge and skill base needs to be developed so as to be able to supervise and ensure

service delivery as per the performance requirements.

F. Augment the existing system to cater to entire population

It is anticipated that water supply may be tripled in the long term. The existing system

coverage needs to be expanded. The system also needs augmentation for ensuring

extension to urban fringe areas in order to ensure economies of scale and sustainability of

the system in a long-term.

A new system needs to be designed for South Nanded for which purpose there will be

need to enhance in-house capacity for management. A master plan needs to be prepared

for South Nanded to meet long term requirements. In case of North Nanded the Master

Plan needs to be prepared duly considering the need to strengthen existing system as well

as the long term demand of the region.

4.3.2. Sewerage & Sanitation

The strategy for the sewerage sector primarily focuses on addressing key issues that have

been identified:

a. Assessment of existing system for integration. NWCMC should carry out a diagnosis

of the sewerage existing system and propose a new system integrating as much of the

existing system as possible.

b. Preparing a Sewerage Master Plan (including a slum sanitation plan) for full

coverage of North Nanded and South Nanded. The sewerage plan should focus on the

densely populated areas and potential development areas.

c. Sanitation provisioning for the fringe and under-developed areas and slum areas.

Such areas need to be serviced through decentralized low cost sanitation methods in a

manner that they can be incorporated in the mainstream system as and when the

achieve threshold sewage flows required for efficient functioning of the sewerage

system.

d. A comprehensive operations manual needs to be prepared and the municipal staff to

be trained in operating the system in a scientific manner. As operations of sewerage

system requires substantial skill sets, the function of management may be outsourced.

The choice of outsourcing however needs to be studied.

e. Implementation strategies for O&M- Organizational capacity for management of

sewerage system is limited and shall have to be strengthened. As a part of the

implementation program, the strategy would need to examine the option to build up


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in-house capacity and outsource specific services to the extent possible such as the

O&M of treatment plants, billing and collection etc.

f. Sewerage sector is presently non-revenue generating and needs to be turned into a

revenue generating service in the long term. After the construction of new sewerage

system it may be proposed to revise the sewerage charges so that cost recovery is

achieved.

4.3.3. Storm Water Drainage

NWCMC needs to develop an adequate storm water drainage network in a scientific

manner, taking into consideration key parameters of precipitation intensity, catchments

delineation, percolation characteristics and surface runoff.

The city has historically known to witness flooding. The primary reasons being

inundation due to heavy flows in the river, obstructions in the riverine region near

Nanded, unorganized development in predominantly low lying areas, obstructions in

natural drains etc. About a lakh population living along the left bank of River Godavari

are prone to high flood level and about its half are prone to low flood level. Besides, there

is also localized flooding witnessed in the city every year during monsoon period. Slums

are located in critical areas close to natural drains and low lying areas, which require

immediate attention.

The Master Plan for drainage needs to be prepared which will examine the options for

maximizing drainage. The existing system would also require correction and integration

with the proposed system. While this would address localized flooding, the high flood

prone areas along the bank of Godavari and near Asna river need to be examined

critically and different options need to be assessed to minimize flooding in these areas.

Indiscriminate development needs to be curbed.

Despite efforts of relocating the affected population, the area close to the river banks has

witnessed development. Strategic measures for minimizing impact of floods therefore

need to be examined in greater detail. While training of natural drains draining into the

river, would only ensure minimizing flooding in city, this would however, not have any

impact due to high flows in river itself. Measures such as training of river to remove

obstructions in river would be necessary, as well as importantly, upstream flow

management needs to be considered. Any obstructions downstream of Nanded also need

to be reviewed.

4.3.4. Solid Waste Management

Solid waste handling and management needs to be considerably strengthened to ensure

environmentally sound development and in compliance with the statutory requirements.

The key issues highlighted include those associated with collection, transportation and

disposal of wastes generated in the city.


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The strategy for solid waste management therefore focuses on the following:

a. Comprehensive study for solid waste management – Presently there is no scientific

basis and assessment of type and quantum of wastes generated. Likewise for disposal

of wastes appropriate site needs to be selected. A basket of suitable/appropriate cost-

effective options need to be identified for solid waste management over the long

term.

b. Household waste collection- Waste collection should ensure segregation at source

and separate management of segregated waste.

c. Waste minimization- From long term perspective waste minimization may be

explored and implemented wherever feasible. As the city has areas where this could

be feasible, it is proposed to consider decentralized options for waste management at

source/locality. ALM is also proposed which will ensure effective waste

minimization and its management at source.

d. Market waste management- Vegetable and market wastes could be separately

transported to a common facility for disposal.

e. Slaughter house waste/meat and poultry shops- This component of solid waste being

highly bio-degradable needs to be managed in an environmental friendly manner.

There is a need to assess the disposal requirements. PPP based disposal of these

wastes may be explored for this purpose.

f. Bio-medical waste management- Present collection is about 30 % of the approximate

generated quantity, which gets mixed with the waste collected from the city. As per

the statutory requirements, the collection and management needs to be enhanced to

ensure proper segregated management of this category of waste. The capacity of the

existing incinerator facility needs to be reviewed and augmented if required to

dispose all such waste generated in the city.

4.3.5. Transportation

A. Road Infrastructure

NWCMC has embarked on a major plan to widen, improve and strengthen the existing

roads in the city to meet the Development Plan proposals. This involves substantial land

acquisition and encroachment removal. NWCMC has commenced the process of

acquiring the required right of way, through extensive consultation, and educating the

project affected persons about the benefits of the initiatives of the city corporation.

NWCMC’s road improvement propositions, including road widening, bridges and Rail

over bridges, need to be consciously prioritized and phased in a manner that ensures


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desired urban sprawls and densities in the city. The improved roads should be developed

applying best geometric, functional, drainage, safety and urban design parameters.

B. Other Transportation infrastructure

In addition to the road and associated infrastructure, NWCMC needs to identify

specific bottlenecks and trip generators that cause congestion in the city and develop

projects to address them. Such projects would include regulation / re-planning /

relocating / of existing services and planning for new facilities – bus terminals, truck

terminal, markets, etc.

C. Parking Infrastructure

Provision of facilities for parking is being looked into by the NWCMC. The strategy for

developing parking facilities is as follows:

a. To develop reserved areas for the public through TDR

b. To explore the framework of Accommodation Reservation for getting such parking

facilities developed through private sector involvement.

c. To explore ground-level and underground parking as an integrated concept

Requirements for parking are expected to rise and there would be a greater need to

upscale parking requirements as a part of the building permission. Presently, lack of

integrated parking has led to indiscriminate parking along streets and arterial roads.

A cohesive strategy is required to address the parking needs which will facilitate

management off traffic movement as well as parking. In this backdrop, there is a felt need

to review DCR to facilitate integrated parking. Policy level strategic measure would be

required and building permission bye-laws will require a modification to insist on

provision of parking as a part of any developmental proposal.

Additionally, in the vicinity of commercial areas, parking facilities need to be provided

for in the DP and which could be appropriately explored through suitable a PPP

framework. Such projects could be taken up which would meet the short term

requirements.

Similarly, parking for commercial vehicles needs to be provided for. Nanded being host

to sizeable number of trucks and commercial vehicles due to trading aspects, requires a

truck-terminal. The project could be appropriately structured on PPP basis. While the DP

provides for reservation of land for this purpose, the appropriate location needs to be

selected which will provide proximity to commercial markets, shall be sufficiently away

from residential areas and preferably located along the bypasses/highways.


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4.3.6. Health Services

With Nanded aiming to develop into a regional health care center, there is un urgent need

to lay greater emphasis on management of health care and preventive care to safeguard

the citizens from harmful epidemics and spreading of disease. To start with there is a need

to address the key concerns emerging from the existing situation analysis including:

a. Strengthening facilities for primary and secondary health care

b. Extension of health care coverage access to poor and economically weaker sections.

An immediate short-term plan is required to be prepared by NWCMC to enhance its

preventive care program with wider outreach. This will take care of the immediate

requirements. A detailed proposal needs to be prepared to cater to this requirement.

From a long-term perspective, however, a concerted effort needs to be undertaken to draw

upon the health sector needs of the city and how these could be addressed. The approach

so far has been to undertake limited expansion, given the resources and the space for

management. Without a proper strategy, it would be difficult to address the requirements

in the years to come.

The private sector driven efforts are mostly in the tertiary health care where affordability

is a big issue. Private sector players are expected to cater to only those sections of

population which can afford such costs either directly or indirectly to the extent covered

through insurance. Access to such services for the poor and economically weaker sections

is constrained and the entire burden falls on the municipal hospitals. The outreach of the

municipal hospitals needs to be therefore expanded and the existing capacities also need

to be increased to enhance access.

In order to facilitate access to the underprivileged and weaker sections, appropriate

incentives need to be factored into service provision through private sector driven

hospitals. A suitable framework needs to be evolved which will address equitable access

to all.

The management of existing municipal hospitals and health care services is another

aspect, which needs attention. The general experience has been that service level and

management of the municipal hospitals need to be enhanced. As the services are

constrained by budgetary provisioning, this results in delays in expansion and

replacement/maintenance of equipments. A management review to benchmark services

and standards of such services is also felt necessary.

Based on the above, a medium term action plan for the health sector development is

proposed for Nanded with thrust on the following:

a. Benchmarking of existing services and standards and enhancement needed to

upgrade to efficient and sound service level.


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b. Identifying gaps and issues related to referral system and developing an action plan

based on these gaps

c. Formulating a health strategy for addressing the health sector needs keeping in mind

affordability and access for all

d. Identifying potential health risk prone areas within the city and defining and

implementing a preventive health care system for such areas.

e. This could include integration of the existing programs of the State/Central

Government for preventive care such as vaccination. However, it would be very

important to know which areas are reporting endemic diseases, which pose constant

threat and if feasible can be segregated and eradicated.

f. Enforcement of activities based on prevailing environmental characteristics, which

could have an impact on health. While no major health outbreaks are reported in the

city, mapping of sensitive/risk-prone areas & locations and evolving appropriate

management measures needs to be considered as a part of the environmental action

plan.

Likewise effective management of wastes is also of prime importance to mitigate

catastrophic incidents. Management of bio-medical waste, enforcement of measures for

ensuring compliance with the standards and guidelines regarding disposal and evolving a

framework for tracking and management would be considered by NWCMC to minimize

health risks.

In the short term, key projects identified to be taken up include hospital

Upgradation/modernization and strengthening of Public Health Centers. A study needs to

be undertaken to formulate a health sector demand assessment.

4.3.7. Education Services

The key concerns emerging from the situation analysis include:

a. Poor maintenance of schools

b. Rationalizing provision of schools and enhancing coverage/capacity in uncovered

areas

c. Enhancing the Standard of Education

The Strategic Plan for education sector is based on assessment and requirements of the

NWCMC. While it may be difficult to predict long term needs in the sector, the key

objective of the Corporation in line with its primary duty function has been to enhance

access to primary education over the short term. More particularly, as secondary and


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higher education is managed through aided institutions and private sector, NWCMC’s

efforts need to be channelized more towards primary education.

The short term action plan thus includes:

a. Restoration and Modernization of Schools: There is a need to repair the school

buildings and improve the existing facilities.

b. Provisioning of schools: In the old city area, the number of schools is just about

adequate. However in new Nanded south of Godavari (or South Nanded area), the

provisioning needs to be reviewed. As the DP for this area is under preparation the

same needs to be reviewed for further development and provisioning for this purpose

will have to be made by the NWCMC. Likewise urban renewal schemes need to

include provision for educational infrastructure wherever existing capacity is found

to be deficient.

With the thrust on developing Nanded into an educational center, the strategy is to

support a sound base of educational facilities. Development in the sector is envisaged

from mixed sources including public and private. While private resources could be

explored for higher education, this could be feasible through accommodation reservation

route and designated areas for educational purposes.

To ensure access to weaker sections, NWCMC may be required to enhance its capacity in

provisioning for secondary and higher education also.

As a part of this action plan, activities like training classes, expert teachers’ lectures from

reputed private schools for S.S.C. students, sports activities at district and state level,

scouting and R.S.P. camps, physical training, computer training, exhibitions, workshops

and seminars will have to be arranged every year to explore and improve the potential

abilities and hidden talents among students, teachers and staff members of the Education

Department.

Enhancing the standard of education: There is a need to review the performance of

municipal schools to define/upgrade the standards of imparting education. There is also a

need to enhance the capabilities of teachers. With advancement of technologies in

imparting education, multimedia based classes could be run to enhance the interest

quotient of students as well as teachers. The following action points emerge in this

regard-

a. Training & capacity building of staff and teachers

b. Use of technological tools to enhance quality and gain interest

c. Introduction of reading clubs, provision of books and media based learning to

enhance interest and focus towards learning


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d. Review impact of actions and feedback on the above

4.3.8. Housing

Real estate development and market are the key to urban efficiency as they augment and

allocate the critical asset of service-oriented urban areas – land. The real estate has been

consistently on the high and constrained in old Nanded and distorted by gunthevaari and

encroachments. The addition of new area south of Godavari river has minimized this

land constraint, however, albeit partially.

Illegal plotting diminishes the potential of land development as well as its organized

development and provisioning of infrastructure & services. Nanded has acute problem of

this nature, which if not addressed could constrain the supply of land and restrict

infrastructure provisioning. There is an urgent need to bring about the trend shift to

organized development and strategize land development in yet undeveloped areas using

the T.P scheme tool.

The State Government has been consistently trying to correct regulatory problems by

adding or revising regulations and programs. These include programs to improve or

redevelop slums and ensure housing for weaker sections. A most recent innovation, the

“transferable development right (TDR)”, has given a welcome injection of energy to

property development as well as better housing for a small number of slum residents.

The housing sector needs to be opened up to assure access to housing to meet incremental

demand as well as to accommodate all slum population. The strategic actions/directions

required are summarized below.

A. Actions for housing access to Slum Dwellers and Economically Weaker Sections

a. Redevelopment of slum areas should focus on participatory development.

Communities should be given preference to opt for greater spaces over and above the

permissible area specified as tenure grant for a price. Since the main purpose of

tenure grant is to allow the owners choice and thereby unlock the market value of the

assets, suitability and need for redevelopment should be left for the residents and the

market to decide. The beneficiary association could be evolved on the lines similar to

condominium associations in the US and UK.

b. Cross-subsidization with commercial development should be explored so as to

minimize the burden on the government budgets. Budgetary support could thus be

restricted to viability gap support, sufficient for making the schemes viable for

attracting private sector interest. At the same time, the State Government should also

consider innovative means such as use of TDR and incremental FSI as incentives to

facilitate greater leveraging. Incentive FSI for increasing housing stock should

however be mapped based on the local parameters and environmental and

infrastructure conditions.


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c. Temporary housing requirements may be met through housing assistance provided in

the form of public rental housing and temporary shelter. The proposed designation of

certain areas for low-income housing would create another regulatory expedient that

could counter fundamental concerns.

At the same time, measures should be established to ensure prevention of further

encroachment.

B. Actions for Increasing Housing Stock

a. Variable/Higher FSI: Fixed FSI norm for development of real estate and housing may

be replaced with one that varies according to infrastructure need and environmental

limits. The present FSI is limited to 1, which in the years to some will limit land

supply. Variable FSI may be considered for areas accessible by rail and metro. The

region wise norms for development should be evaluated based on strategic options

analysis for development of each zone/locality under the urban renewal program.

This should therefore be supported through a study prior to deciding on the variable

FSI norm as a policy measure and incentive for development.

Variable FSI norm would however need to be examined critically as it would

constrain existing infrastructure and could be explored wherever new development is

proposed. For example, in South Nanded, land development could be strategized

from a long term perspective with application of variable FSI for variable uses.

b. Redevelopment of Unused Government Lands/Old Mill Area: There is considerable

amount of land owned and used by government organizations. The central and state

governments may permit the use of the land for higher value use. One such measure

would be a combination of internal pricing of land and permission to keep part of the

land transfer or redevelopment proceeds or a share of the profits.

C. Policy Level Measures

Procedures for building permits should be streamlined, with devolution of much of the

powers of review and approval. This will require planning and environmental review

capabilities at the municipal level. “Easy Plan” based approach for simplifying

procedures for grant of building permissions will help in streamlining the existing system

of management and compliance with development control rules.


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4.4. Urban Basic Services to the Poor

Goal: Access to housing and urban basic services to the urban poor

4.4.1. Housing

It is necessary to create about 26,000 low-cost houses for slum dwellers by redesigning

the Slum Redevelopment Scheme and offering residents a range of options, customized to

their location and to the quality of their dwelling, Broadly, slums fall into three

categories:

a. Re-developed slum areas with more than 275 sq.ft. of floor space per housing unit:

These slums may be converted into homes simply by granting tenure to the residents,

in exchange for adherence to building norms and a nominal sum (Rs. 100 per sq.ft.).

The Municipal Corporation can use the incremental revenues to fund improvements

in water, sanitation and other infrastructure. The newly approved Gunthevari

legislation can be adopted for such areas.

b. Slums dwellers needing rehabilitation but living in an acceptable area: These slums

can be developed in situ. It may be considered to grant tenure rights to the residents

on the condition of joining a slum-wide improvement scheme. The NWCMC could

develop the project and solicit transparent bids from pre-selected developers. The

contract could be bid out for highest payment for an FSI or go to the lowest FSI

required to implement the projects with cross-subsidy.

c. Slums dwellers who require rehabilitation and live in sensitive areas: In the case of

slums located in sensitive areas such as flood prone areas, it is proposed that residents

be relocated. They can be moved to unused government lands or private lands in the

vicinity. The slum households could form their own societies and develop their part

without any limitations on the size of dwelling, but subject to limitations of FSI

admissible under Slum Redevelopment Scheme (SRS).

4.4.2. Urban Basic Services

a. NWCMC should focus on increasing the water supply system coverage of slum

households under the proposed “Group Connection Scheme” or “Own Your Own

Connection” scheme.

b. NWCMC should implement the Slum Sanitation Program for achieving full

coverage. The program is proposed to be designed to provide safe sanitation facilities

to 100 per cent of slum population over the next five years. This will include

construction of public toilet facilities, sewerage systems, conservancy infrastructure,

storm water drains, etc. in slum areas.


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c. NWCMC should scale up the Slum Adoption Scheme for Solid Waste Management,

involving the slum community in conservancy operations and management

d. NWCMC should provide proper roads lined with storm water drains in the slum

settlements so as to avoid water logging and associated nuisance

NWCMC should audit the coverage, effectiveness and patronage of municipal health and

education facilities and devise programs so as to enhance access through PHCs and

primary schools.

4.5. Institutional Development Strategies

Goal: Efficient institution that is responsive to citizen needs. Improved capacities for

day-to-day functioning, planning, service delivery and maintenance

NWCMC is a municipal corporation in a nascent stage – upgraded from a municipal

council in 1997. The human resource capacity and exposure for planning and

development is limited and needs to be strengthened.

There is also a need to streamline systems and procedures for day-to-day functioning and

instill a robust management information system that facilitates efficient planning,

monitoring and decision-making.

4.5.1. Human Resource (HR) Development

A. Formulation of a HR Policy

NWCMC should draft and adopt a comprehensive HR policy that addressed key human

resource development elements like HR maintenance, rewards and incentives, training

and development, recruitment systems, career planning, etc.

a. HR Maintenance: Rationalization of recruitment systems, policy and plan for

addressing the daily-wage workforce, including mechanisms for

regularizing/terminating their services, cohesive functional structures with detailed

staffing patterns and job descriptions, prompt filling up gaps arising out of

retirements / resignations, continuous manpower planning to ensure availability of

desired quantity and quality of manpower for various functional departments, etc.

b. HR Productivity: Preparing and implementing a mechanism for performance

assessment and performance-based rewards and incentives. The policy for rewards

and incentives could consider factors of performance, initiatives, commitment,

training/capacity building initiatives and target achievements, etc. The focus of such

a mechanism/policy could ensure employee satisfaction and enhance productivity.

c. Right-Sizing: Adopting multi-skilling technique to ensure most effective utilization of

municipal staff and to achieve the objective of right sizing. A key parameter for right


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sizing is the option of appropriate “hiring and firing”, which would not be possible at

NWCMC due to limitations posed by relevant legislation and rules. However, a

multi-skilling technique through appropriate training of existing staff for different

complementary functions would help in better utilization of municipal staff and

achieving the objective of right sizing.

B. Training/Capacity Building

This is a very critical element of human resource development. The municipal staff and

elected members alike need to be exposed on a continuous basis to modern / alternate

methods of planning and development. The strategy for training and capacity building

should cover:

a. Carrying out a detailed training needs assessment to address reorganization and

restructuring based on NWCMC’s functional requirements, considering current staff

qualifications, skills and exposure at all levels;

b. Structuring and implementing a change management orientation program for all

levels of municipal staff and convincing them of the “need for change” and hence

need for relevant training and capacity building. The program could highlight

challenges that the Corporation is likely to face in the near term in terms of

knowledge and skill gaps at different levels, demands of the reforms process,

functional devolutions, etc.; and

c. Developing comprehensive training programs for different levels of municipal staff

and elected councilors, strategically addressing skills/knowledge enhancement needs

of the Corporation.

d. Creating a facilitative environment for application of new skills gained through the

training and capacity building initiatives – thereby gaining from the training &

capacity building efforts and instilling among employees, a demand for continuous

and higher levels training

4.5.2. E-Governance Applications

a. Streamlining systems and procedures: The Corporation’s operations are presently

manual and at each step human intervention is involved which is time consuming and

depends on availability and capacity of the key staff.

Maintaining records on a easily retrievable form and developing an integrated

database is necessary for efficient management. There is also a felt need to streamline

procedures in order to cut down response times and for efficient service delivery.


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Development of an integrated database would provide a good tool for monitoring

consumer base, licensing, taxation, service delivery and also ensure integrated billing

and collection, and strengthen municipal revenue collection function.

b. Development of an integrated ERP system: The Corporation has proposed to

implement an integrated ERP package. Following applications have been proposed to

be taken up: Finance/accounting modules, Citizen Facilitation Centers in Wards and

important places, Human Resource Management, Material Management, Estate

Management, Fleet Management and property tax assessment. Importantly, the ERP

package would be bilingual and it is envisaged that the Total Solution Provider (TSP)

would maintain the software for an initial period. The process of selection of the TSP

is expected to be completed by March 2007 and the system is expected to be

commissioned in 2008.

The status of some of the applications of NWCMC is given below.

Type of Service Remarks

Registration of Births and Deaths Computerized with the help of private sector

Public Grievance Redressal Part of the Computerized Citizen Facilitation

Center

Property Tax management, including

records management

Assessment and issue of Demand Notices is

computerized

Municipal Accounting System Tendering process for appointment of

Agency is in process

Works Management System Presently all works are awarded through

competitive bidding system

E-Tendering Will be implemented within 2 years time

Personnel Management Computerization of Pay roll and service book

is complete

c. Customized software application for simplifying building construction approval

procedures: NWCMC has proposed to put in place a customized software package as

a tool to simplify procedure for approval of building and sites for construction.

NWCMC plans to make obtaining of construction permissions a citizen-friendly

exercise, which will encourage property owners to seek legal permissions for their

intended developments. Use of GIS and IT tools will be integrated. NWCMC

proposes to outsource the creation of the Planning and Construction Dept. The

existing “Easy-Plan” methodology used in Bangalore regarding residential

constructions is proposed to be implemented in the first instance.

4.5.3. Development of a GIS-based System

GIS based application has bene proposed for land use managemenbt and property tax

assessment. GIS has been proposed as a decision support tool for planning, managing and

maintaining local body or municipality. It includes both spatial and aspatial information


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required for facility/assets management, tax assessment and collection, solid waste

disposal and management of grant of plan approvals/permissions with customized tools.

a. Assessment of land use patterns

b. Assessment of property tax

c. Assessment of land use / floor space index violation

d. Assessment of ownership change / sales transaction

e. Analyze a property for grant of approval / permission

4.5.4. Tourist-Citizen Facilitation Centers (TCFCs)

As a part of its citizen centric development strategy, facilitation centers have been

proposed to be developed by the NWCMC which would enhance access and help in

providing services without human interface.

The integrated database would form the important part of this component. A host of

citizen services are proposed to be provided through these centers. The concept

essentially would replicate service provision, bill payments, receiving applications etc.

which have been already initiated in Bangalore, Kalyan-Dombivili.

Importantly, the TCFCs would provide web based access and tourism based information

to tourists. Presently, as the Nanded town lacks a tourism office, the TCFCs are viewed

more significantly for facilitating tourism. The TCFCs are proposed to be located at prime

locations such as bus stand, railway station, airport, important areas in town.

The initial 5 TCFCs are proposed to be set up by the Corporation. The roll out for full city

coverage with about 25 TCFCs is expected to be done in a systematic manner based on

response and modifications that may be necessary based on initial feedback and

operations.

4.5.5. Public Private Partnerships

While Nanded is engaging on an ambitious path of reforms and enhancing its

creditworthiness, it has recognised the need to evolve and strengthen its capacity to

deliver services as well as bring in efficiencies in its management functions. NWCMC

has strategically proposed to embark on Public Private Partnership mode in two key

areas: (i) for infrastructure development and maintenance, and (ii) has been key strategic

option considered for municipal functions and services.

As a demonstration of PPP, for planning, implementation and roll out, NWCMC has

appointed IL&FS as its strategic partner and Program Manager to strengthen and


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complement its efforts. IL&FS brings together its vast experience and strengths to support

NWCMC in timely implementation and ensure development that would be sustainable

and meet the vision objectives. Apart from this, with advice and support from IL&FS,

NWCMC has also proposed to consciously undertake reform oriented development which

would enhance creditworthiness and debt sustenance capacity necessary to strengthen

municipal revenue base and capacity to implement the much-needed large scale

infrastructure development for the city.

A. For infrastructure development & maintenance

PPPs are envisaged for infrastructure development and maintenance. The extent of

involvement may be limited to construction and/or operation and maintenance to start

with in water supply, sanitation, roads & bridges, but high in case of those with

commercial potential such as truck terminus, hotels/hospitality management, amusement

parks, entertainment infrastructure etc.

Slum area development could be taken up on PPP basis in case of slums on prime lands in

the city with good commercial potential.

In the present context and the urgent need to construct infrastructure facilities in time for

the city to be in readiness for the tercentenary celebrations, the construction would be

driven with implementation strategies that facilitate ease and expeditious construction.

While the O&M of the facilities is required to be managed on a sustainable format, this

needs to be addressed such that the EPC Contract dovetails responsibility for O&M and

ensures training and capacity building as well as overcoming rectification of defects that

would typically surface after start of operations. The extended O&M responsibility

allocation to the EPC contractor would support the objective.

Usually, short term contracts limit interest of the private sector and could turn out to be

expensive, in a limited market situation. Subsequently, managing smooth operations and

maintenance, the long term O&M contracts could therefore be bid out by the Corporation,

which will ensure commitment and optimize O&M costs.

In health and education sector, development of new facilities could be with private sector

participation and exploring cross-subsidisation. NWCMC will explore provision of

services in slum areas through slum adoption scheme and private sector involvement

wherever feasible. A strategy may be evolved so as to make such services affordable, and

on an inclusive format.

B. For other municipal functions & services

Municipal functions and services such as billing and collection, developing and

maintaining a computerized database, generation of property tax bills, octroi collection,

meter reading and spot billing, town planning and land use management, computerized


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accounts and cash management are the key municipal functions proposed to be

outsourced on contractual basis. Some of these initiatives form part of the reform action

plan proposed by NWCMC and the Memorandum of Agreement proposed to be executed

under the JNNURM.

Facilitation to citizens is proposed to be met through the tourist and citizen facilitation

centers, which would also be taken up on PPP basis.

4.6. Financial Management Strategies

Goal: Improved management – improved budgeting, financial accounting & reporting

systems and revenue enhancement to ensure financial sustainability

4.6.1. Maintenance and Reporting of Accounts

The key to good financial management is a good system of maintenance and reporting of

accounts – a system that provides a clear picture of assets and liabilities at all times; and

other relevant information whenever required for planning and decision-making.

NWCMC follows the traditional single entry – cash-based accounting system as per

Maharashtra Municipal Accounts Code, 1971, which is inadequate in terms of the MIS

requirements of today. The strategy requirement in order to address this include:

a. Establishing a modified accrual-based accounting system in NWCMC so as to enable

preparation of a clear balance sheet depicting status of current assets (receivables)

and liabilities (payments due);

b. Computerizing the municipal accounting system so as to ensure accurate transaction,

recording, and reporting.

4.6.2. Revenue Generation and Realization

a. Implementation of self-assessment declaration system of property tax and re-building

up of tax demand registers

b. Reconciling the number of tax, water and sewerage assessments and updating their

respective demand registers

c. Formulating and implementing a scheme for regularization of Gunthevaari lands

(unauthorized layouts) through levy of a regularization charge – thereby ensuring

substantial revenue realizations as also opening up a large area to the

formal/legitimate development process


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d. Carrying out detailed audits to arrive at appropriate user charges and tariffs that

ensure cost-recovery in key service areas such as water supply, sewerage, solid waste

management, etc.

e. Improving tax and user charge administration through GIS-based systems

f. Enhancing tax and user charge collection through effective measures and systems of

facilitation (like collection through designated banks, discounts for timely payments,

etc.) and penalties (penalize defaulters by imposing a surcharge on delayed payments,

temporary disconnection of services, etc.)

g. Designing and implementing a comprehensive computerized tax management

system, including effective assessment numbering, cross-referencing procedures, and

billing and collection systems. The system should be designed so as to facilitate

uplinking to the envisaged ERP system for NWCMC.

4.6.3. Application of Funds

a. Ensuring appropriate application of resources from the municipal fund – with a

priority for debt servicing and clearing creditor dues

b. Reducing the establishment expenditure to revenue income ratio through measures of

expenditure control and revenue enhancement – ensuring adequate availability of

resources for operation and maintenance of utilities, and for capital investments

c. Exploring the possibility of implementing an appropriately designed contribution-

based pension system – currently pension liabilities are met from the general

municipal fund

d. Ascertaining the exact status of liabilities (MSEB, V Pay Commission Arrears, GoM,

MJP, Debt, etc.) and devising a time-bound plan to clear the liabilities – a key

measure to enhance credit-worthiness of the ULB


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V. PROJECT IDENTIFICATION AND CAPITAL INVESTMENT PLAN

This section includes the project identification and estimation of investment requirements

to achieve the city development and infrastructure goals. The estimation of investment

requirements is based on a broad demand-supply gap assessment and on unit costs to

arrive at a capital investment plan. Specific projects, however will emerge out of detailed

sectoral master plans and detailed project reports that are under preparation on the basis

of the city development strategies.

The key areas of intervention / investment are:

a. Heritage development and conservation (including

inner city redevelopment, development of religious

places, and riverfront development)

b. Water Supply (including refurbishment,

augmentation and expansion)

c. Sewerage & Sanitation (including refurbishment,


d. Storm Water Drainage (including refurbishment,


e. Solid Waste Management (including refurbishment, augmentation and expansion)

f. Transportation Infrastructure (including road upgradation, widening, beautification,

bridges, new roads, etc.)

g. Fire Services

h. Other Infrastructure (including health, education, other social amenities)

1. DEMAND SUPPLY GAP ASSESSMENT AND INVESTMENT REQUIREMENT

While preparation of sectoral master plans and detailed projects are underway, a broad

demand-supply gap assessment has been carried out in order to assess the extent of

investment requirement and to arrive at a preliminary investment phasing and funding

plan.

The demand-supply gap assessment is carried out based on a comparison of the existing

service levels with sectoral norms adopted in consultation with statutory norms set by

utility agencies and with key stakeholders.

The demand supply gap is assessed for the current population and for 5-yearly periods for

the period from 2006 to 2025.


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1.1. Population Projection

1.1.1. Trend-based Projections for Nanded City

The trend-based population projections are based the second-degree polynomial curve

derived from the past trends in population (see

Figure 7 and Table 25) The population is projected to grow at a declining annual rate

commencing at 4 percent in 2002 to 2.52 percent by 2025. The 2025 population as per

this method is projected to be about 8.65 lakh. This population projection is based on the

current area under the municipal jurisdiction.

Figure 7: Population Trends in Nanded

Population Trends in Nanded

y = 14167x2 + 32237x + 77619

R2 = 0.9977

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

1971 1981 1991 2001

Year

Popula

tion

1.1.2. Population Projection for Service Coverage

NWCMC, apart from its own jurisdiction, extends core services to an additional

population of about 80,000 residing its peri-urban area. These areas are experiencing a

rapid growth of about 4 percent per annum and are increasingly dependent on the

NWCMC for their urban basic services and other infrastructure requirements.

Considering this, and the fact that Nanded is poised for a high growth path as a fall out of

specific measures being contemplated for overall city development, the population

projection for ascertaining the infrastructure requirements is based on a high-growth

scenario – assuming a modest 4 percent annual growth in population for the plan period.

The projected population thus would be to the tune of about 11 lakh by 2025. This

projected population is used as a basis for future planning.


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The results of the projections under the above two scenarios is presented in Table 25.

Table 25: Population Projection

Projected Population (Trend Based)

Projected Population (Assumed Growth Rate)

Year Actual

Population Population

Decadal Growth

Derived Annual

Growth Rate

Assumed Annual Growth

Rate Population

1971 126,518

1981 191,269 51% 4.22%

1991 309,316 62% 4.92%

2001 430,733 39% 3.37%

2005 493,735 3.25% 4.00% 503,897

2010 575,730 3.04% 4.00% 613,067

2011 592,979 38% 3.00% 4.00% 637,590

2015 664,809 2.84% 4.00% 745,890

2020 760,971 2.67% 4.00% 907,489

2021 781,053 32% 2.64% 4.00% 943,789

2025 864,216 2.52% 4.00% 1,104,100

2. SUMMARY OF DEMAND SUPPLY GAP ASSESSMENT & INVESTMENT REQUIREMENTS

A broad demand supply gap assessment has been carried out based on the existing service

levels and normative demands, in order to assess the extent of infrastructure interventions

required for Nanded during the period 2006 to 2025. Annexure IV presents the demand-

supply gap assessment and costing workings. It may be noted that broad unit costs,

wherever applicable have been adopted for the estimation of investment requirement to

address the gaps. In other cases, a lump sum estimate / provision has been made based on

ongoing project development works and in consultation with NWCMC. The following

sections present a summary of results of the demand-supply gap assessment and costing.


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2.1. Heritage Development & Conservation

Indicator UnitCurrent

LevelNorm Unit 2006 2011 2025 2006 2011 2025

1 5,000.00 5,000.00 5,000.00

2 2,500.00 2,500.00 2,500.00

3 5,800.00 5,800.00 5,800.00

13,300.00 13,300.00 13,300.00 Grand Total Heritage Development & Conservation

Sl. Description

Lumpsum Estimates

Lumpsum Estimates

Basis for Demand-Supply Gap AssessmentAdditional Demand / Gap (Cumulative from

2006)

Investment Requirement to address

Gap (Cumulative (in Rs. Lakh @

2006-07 prices)

Lumpsum Estimates

Inner City Renewal

Religious Places Development

Riverfront Development (NWCMC Components)

2.2. Water Supply


LevelNorm Unit 2006 2011 2025 2006 2011 2025

A

1Source development &

R.W transmissionPer capita Water Supply lpcd 104.00 165.00 MLD 32.00 51.00 128.00 1,120.00 1,785.00 4,480.00

2 Treatment facility % Treatment Capacity % 181.65 100.00 MLD - 6.00 83.00 - 60.00 830.00

3 Clear water transmission Per capita Water Supply lpcd 90.43 140.00 MLD 32.00 58.00 135.00 1,440.00 2,610.00 6,075.00

4 Storage facility% Total Storage Capacity to

Water Supplied% 38.72 35.00 ML 12.00 19.00 46.00 660.00 1,045.00 2,530.00

5 Distribution network I.D as % of Road Length % 125.00 125.00 Kms 125.00 260.00 816.00 3,125.00 6,500.00 20,400.00

6 Public Stand Posts Slum Population per PSP Nos 106.00 100.00 Taps 90.00 122.00 1,288.00 6.75 9.15 96.60

6,351.75 12,009.15 34,411.60

B

1

RW transmission mains 1,000.00 1,000.00 1,000.00

Internal Distribution

system

Distribution Network

Lengthkm 500.00 - km 5,000.00 5,000.00 5,000.00

2 Repairs to WTPs 500.00 500.00 500.00

3 500.00 500.00 500.00

7,000.00 7,000.00 7,000.00

13,351.75 19,009.15 41,411.60

Sub-Total A

Lumpsum Estimate

Lumpsum Estimate

Sub-Total B

Drive for regularisation of Illegal Conn. and conversion

of PSPs to Community taps, etc.Lumpsum Estimate

Grand Total Water Supply

Sl. Description


2006)



2006-07 prices)

Leakage detection and reduction program

System Refurbishment

System Augmentation


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2.3. Sewerage & Sanitation


LevelNorm Unit 2006 2011 2025 2006 2011 2025

1

i Zones II & III 12,200.00 13,470.00 18,129.00

iiZone I, STP & South

Nanded9,000.00 9,937.00 13,374.00

21,200.00 23,407.00 31,503.00

Based on MJP's estimate

Sl. Description

UGD Project- as per Master Plan

Based on MJP's estimate

Total Sewerage & Sanitation


2006)



2006-07 prices)

2.4. Storm Water Drainage


LevelNorm Unit 2006 2011 2025 2006 2011 2025

1Storm Water Drainage

System4,500.00 6,022.02 14,432.11

4,500.00 6,022.02 14,432.11

Sl. Description

Lumpsum Estimate

Total Storm Water Drainage


2006)



2006-07 prices)


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131

2.5. Solid Waste Management


LevelNorm Unit 2006 2011 2025 2006 2011 2025

A Total Waste GeneratedPer Capita Waste

Generationgpcd 284.32 300.00 MT 149.00 191.00 331.00

B Vehicle & Infrastructure Requirement

1 Containerized Handcarts Number per ton Nos - 3.75 Nos 559 716 1,241 33.62 43.06 74.64

2 Containerized tricycles Number per ton Nos - 0.25 Nos 37 48 83 3.89 5.05 8.74

3Community Bins for

SlumsNumber per ton Nos 0.34 3.75 Nos 509 666 1,191 7.65 10.01 17.91

4Seamless handcarts for silt

removalNumber per ton Nos - 0.50 Nos 75 96 166 3.38 4.33 7.49

5Small vehicles for direct

collection of wasteNumber per ton Nos 0.02 0.02 Nos - 1 4 - 2.12 8.48

6

Closed dumper placer

type containers 4.5 cu.m

volume

Number per ton Nos 0.07 0.50 Nos 65 86 156 28.34 37.50 68.02

7

Closed dumper placer

containers of 7 cu.m.

Volume

Number per ton Nos - 0.35 Nos 52 67 116 31.28 40.30 69.77

8Containers for domestic

hazardous wasteNumber per ton Nos - 0.06 Nos 9 12 21 3.92 5.23 9.16

9

Dumper placer machine

for 4.5 + 7 cu.m.

Containers

Number per ton Nos 0.01 0.06 Nos 8 11 20 101.40 139.43 253.51

104.5 cu.m. skips for

construction wasteNumber per ton Nos - 0.05 Nos 7 10 17 3.05 4.36 7.41

11 Skip lifters Number per ton Nos - 0.01 Nos 1 1 2 12.68 12.68 25.35

12Small vans for hospital

waste collectionNumber per ton Nos 0.01 0.01 Nos 1 1 3 3.38 3.38 10.15

13 Incineration plants Number per ton Nos - 0.01 Nos 1 1 2 33.80 33.80 67.60

14 Bulldozers/ Wheel-dozers Number per ton Nos - 0.00 Nos - - 1 - - 67.59

15

Asphalt / concrete of

flooring at the waste

storage depots

Number per ton Nos - 0.85 Nos 127 162 281 22.92 29.23 50.70

289.33 370.49 746.52

CComposting & Landfilling

of Waste% Waste Composted % - 100.00 MT 149 191 331 1,490.00 1,910.00 3,310.00

DImprovement to

Workshop25.00 32.00 66.00

ECommunity Awareness &

Training25.00 32.00 66.00

Grand Total Solid Waste Management 1,829.33 2,344.49 4,188.52

Sub-Total Vehicles & Infrastructure

Lumpsum Estimate

Lumpsum Estimate

Sl. Description

Based on CPHEEO Norms for Modernization of Solid Waste Management in Urban Areas, 1999


2006)



2006-07 prices)


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132

2.6. Transportation


LevelNorm Unit 2006 2011 2025 2006 2011 2025

ATotal Road Length

(Municipal)Per Capita Road length Metres 0.76 0.95 Kms 100.00 208.00 653.00

B

1 Concrete% Share in Total Road

Length% 27.37 25.00 Kms 16.00 43.00 154.00

2 Black Topped% Share in Total Road

Length% 29.72 75.00 Kms 256.00 337.00 671.00

3 Water Bound Macadam% Share in Total Road

Length% 23.01 - Kms - - -

4 Earthen/ Others% Share in Total Road

Length% 19.84 - Kms - - -

C

1 Kms 16.00 43.00 154.00 800.00 2,150.00 7,700.00

2 Kms 92.02 - - 3,450.79 3,450.79 3,450.79

3 Kms 79.38 - - 11,906.55 11,906.55 11,906.55

16,157.34 17,507.34 23,057.34

D

1 Kms - - - - - -

2 Kms 100.60 208.00 653.00 15,090.30 31,200.00 97,950.00

3 Kms - - - - - -

15,090.30 31,200.00 97,950.00

31,247.64 48,707.34 121,007.34

E

1 20,000.00 20,000.00 20,000.00

2 10,000.00 10,000.00 10,000.00

30,000.00 30,000.00 30,000.00

F

1 7,500.00 7,500.00 7,500.00

2 2,500.00 2,500.00 2,500.00

10,000.00 10,000.00 10,000.00

71,247.64 88,707.34 161,007.34

Sub- Total Roads

Lumpsum Estimates

Lumpsum Estimates

Lumpsum Estimates

Lumpsum Estimates

Sub-Total D

Black Topped to Concrete

WBM to Black Topped

Earthen to Black Topped

Sub-Total C

Based on above assumptions






Concrete

Grand Total Transportation Infastructure

Sub-Total E

Black Topped

WBM

Road Widening & Strengthening (short-term)

1 Bridge & 3 RoBs (short -term)

Sub-Total E

Public Transport & Parking Infrastructure (short-term)

Truck Terminus (short-term)

Road Widening, Bridges & Structures

Other Transportation Infrastructure

Roads by SurfaceType

Road Upgradation Requirement

New Formation Requirement

Sl. Description


2006)



2006-07 prices)


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133

2.7. Street Lighting


LevelNorm Unit 2006 2011 2025 2006 2011 2025

ATotal No. of Streetlight

Fixtures

Average Street Light

SpacingMetres 37.31 25.00 Nos. 9,280 13,600 31,400

B

1 High Powered Fixtures % Share to Total % 29.70 30.00 Nos. 2,816 4,112 9,452 422.40 616.80 1,417.80

2 Tube Lights % Share to Total % 70.30 70.00 Nos. 6,464 9,488 21,948 646.40 948.80 2,194.80

3 Others % Share to Total % - - Nos. - - - - - -

1,068.80 1,565.60 3,612.60 Grand Total Streetlighting

Streetlight Fixtures by Type

Sl. Description


2006)



2006-07 prices)

2.8. Fire Services


LevelNorm Unit 2006 2011 2025 2006 2011 2025

A

1 Nos. 2.00 2.00 6.00 134.00 134.00 402.00

2 Nos. 2.00 2.00 6.00 94.00 94.00 282.00

3 Nos. 2.00 2.00 6.00 54.00 54.00 162.00

4 Nos. 2.00 2.00 6.00 402.00 402.00 1,206.00

5 Nos. 2.00 2.00 6.00 11.00 11.00 33.00

6 Nos. 10.00 10.00 30.00 205.00 205.00 615.00

7 Nos. 10.00 10.00 30.00 3.00 3.00 9.00

8 Nos. 6.00 6.00 18.00 0.90 0.90 2.70

9 Nos. 6.00 6.00 18.00 0.90 0.90 2.70

10 200.00 255.00 530.00

1,104.80 1,159.80 3,244.40

B

11 6.00 8.00 17.00

12 150.00 191.00 397.00

156.00 199.00 414.00

1,260.80 1,358.80 3,658.40

Lumpsum Estimates

Lumpsum Estimates

Lumpsum Estimates

Establishment/ Improvement of Sub-Fire Stations

Others

As per NWCMC's estimatePurchase of Vehicles & Equipment

Sub-Total B

Sub-Total A

Respirators

Advanced Fire-fire Equipment (Hose Pipes, Search Lights, Gas Cutters, Generators,

Fire Hydrants at different locations

Mortuary Van

Fire Water Tenders

Breathing Apparatus (B.A) Set

Smoke Extinguishers

Fire Tender with Hydraulic Platform

Air-base Foam Tender

Fire Trailer

Rescue Van

Grand Total Fire Services

Sl. Description


2006)



2006-07 prices)


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134

2.9. Housing for Slum and EWS Settlements


LevelNorm Unit 2006 2011 2025 2006 2011 2025

1 Slum Population % of Total Population % 29.81 25.00 persons 156,241 159,398 276,025

2 No. of housing Units Nos. 26,040 26,566 46,004 41,664.00 42,505.60 73,606.40

41,664.00 42,505.60 73,606.40 Grand Total Slum/EWS Housing

Sl. Description


2006)



2006-07 prices)


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3. SUMMARY OF ESTIMATED INVESTMENT REQUIREMENTS & PHASING

Based on the above assessment the total investment requirement to meet the current gaps

in the core infrastructure services is about Rs. 1,779 crore at 2006-07 prices. Table 26

presents the cumulative investment requirements for 5-year periods upto 2025. See

Annexure IV for detailed workings.

Table 26: Summary of Sectoral Investment Requirements

Cumulative - in Rs. Lakh, at 2006-07 prices

Sl. Description 2006 2011 2016 2021 2025

1 Heritage Development & Conservation 7,500.00 7,500.00 7,500.00 7,500.00 7,500.00

2 Riverfront Development Project 5,800.00 5,800.00 5,800.00 5,800.00 5,800.00

3 Water Supply - New 6,351.75 12,009.15 18,670.03 26,771.53 34,411.60

4 Water Supply - System Rehabilitation 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00

5 Sewerage & Sanitation 21,200.00 23,407.00 25,843.00 28,533.00 31,503.00

6 Storm Water Drainage 4,500.00 6,022.02 8,058.81 10,784.51 14,432.11

7 Solid Waste Management 1,829.33 2,344.49 2,947.02 3,560.17 4,188.52

8 Roads & Street Lighting - New 32,316.44 50,272.94 72,330.14 99,066.14 124,619.94

9 Road Widening & structures 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00

10Public/ Commercial Transportation

Infrastructure 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00

11 Fire Services 1,260.80 1,358.80 2,388.60 2,548.60 3,658.40

12 Slum & EWS Housing 41,664.00 42,505.60 51,715.20 62,920.00 73,606.40

13 Other Projects 8,471.12 9,911.00 12,112.64 14,724.20 17,336.00

Total 177,893.43 208,131.00 254,365.44 309,208.14 364,055.97

3.1. Investment Phasing

Given the huge investment requirements, NWCMC has decided to address the current

gaps and the short-term requirements (2011) on a priority basis. This would mean

undertaking an investment of about Rs. 2,081 crore over the five-year period from 2006-

07 to 2010-11. The investment phasing is carried out in a manner that ensures completion

of priority works pertaining to the Gur ta Gaddi events in the first two years (i.e. by

March 2008), in addition to other city-wide infrastructure requirements.

The State Government, in consultation with NWCMC, the Sachkhand Gurudwara Board

and city-wide stakeholders has approved an infrastructure development plan specific to

the Gur ta Gaddi event to be implemented by various agencies.4 NWCMC’s share in

these projects works out to Rs. 340 crore from a total approved cost of Rs. 817 crore.

4 Refer Annexure V-C for the Projects approved by Government of Maharashtra under the Gur ta Gaddi

Infrastructure Development Plan.


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Table 27: NWCMC’s Share of Approved Gur ta Gaddi Works vis-à-vis City requirements

Cumulative - in Rs. Lakh, at 2006-07 prices

Sl. Description 2006 2011Gur ta Gaddi

Sanctions

% to 2011

Requirements

1 Heritage Development & Conservation 7,500.00 7,500.00 -

2 Riverfront Development Project 5,800.00 5,800.00 1,400 24.14

3 Water Supply - New 6,351.75 12,009.15 -

4 Water Supply - System Rehabilitation 7,000.00 7,000.00 7,000 100.00

5 Sewerage & Sanitation 21,200.00 23,407.00 8,000 34.18

6 Storm Water Drainage 4,500.00 6,022.02 -

7 Solid Waste Management 1,829.33 2,344.49 -

8 Roads & Street Lighting - New 32,316.44 50,272.94 -

9 Road Widening & structures 30,000.00 30,000.00 13,100 43.67


Infrastructure 10,000.00 10,000.00 -

11 Fire Services 1,260.80 1,358.80 -

12 Slum & EWS Housing 41,664.00 42,505.60 -

13 Other Projects 8,471.12 9,911.00 4,500 45.40

Total 177,893.43 208,131.00 34,000.00 16.34

Table 28: Proposed Investment Phasing Amount in Rs. Lakh, at 2006-07 prices

2007 2008 2009 2010 2011 Total

1 Heritage Development & Conservation - 1,875.00 1,875.00 1,875.00 1,875.00 7,500.00

2 Riverfront Development Project 560.00 840.00 1,466.67 1,466.67 1,466.67 5,800.00

3 Water Supply - New - - 4,003.05 4,003.05 4,003.05 12,009.15

4 Water Supply - System Rehabilitation 2,800.00 4,200.00 - - - 7,000.00

5 Sewerage & Sanitation 3,200.00 4,800.00 5,135.67 5,135.67 5,135.67 23,407.00

6 Storm Water Drainage - 3,011.01 1,003.67 1,003.67 1,003.67 6,022.02

7 Solid Waste Management 586.12 586.12 390.75 390.75 390.75 2,344.49

8 Roads & Street Lighting - New - - 16,757.65 16,757.65 16,757.65 50,272.94

9 Road Widening & structures 15,000.00 15,000.00 - - - 30,000.00


Infrastructure- 5,000.00 2,500.00 2,500.00 - 10,000.00

11 Fire Services - 679.40 226.47 226.47 226.47 1,358.80

12 Slum & EWS Housing - 4,250.56 12,751.68 12,751.68 12,751.68 42,505.60

13 Other Projects 1,800.00 2,700.00 1,803.67 1,803.67 1,803.67 9,911.00

Total 23,946.12 42,942.09 47,914.26 47,914.26 45,414.26 208,131.00

12% 21% 23% 23% 22% 100%

Note: The above phasing is carried out to ensure that NWCMC’s share of Gur ta Gaddi Projects are covered in

the first two years (40% in 2006-07 and 60% in 2007-08)

Amount in Rs. Lakh, at current prices

2007 2008 2009 2010 2011 Total

1 Heritage Development & Conservation - 1,968.75 2,067.19 2,170.55 2,279.07 8,485.56

2 Riverfront Development Project 560.00 882.00 1,617.00 1,697.85 1,782.74 6,539.59

3 Water Supply - New - - 4,413.36 4,634.03 4,865.73 13,913.13



6 Storm Water Drainage - 3,161.56 1,106.55 1,161.87 1,219.97 6,649.94


8 Roads & Street Lighting - New - - 18,475.30 19,399.07 20,369.02 58,243.40


10 Public/ Commercial Transportation Infrastructure - 5,250.00 2,756.25 2,894.06 - 10,900.31

11 Fire Services - 713.37 249.68 262.16 275.27 1,500.48

12 Slum & EWS Housing - 4,463.09 14,058.73 14,761.66 15,499.75 48,783.23

13 Other Projects 1,800.00 2,835.00 1,988.54 2,087.97 2,192.37 10,903.88

Total 23,946.12 45,089.20 52,825.47 55,466.75 55,201.32 232,528.86

10% 19% 23% 24% 24% 100%


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Based on the above phasing, the total investment requirement at current prices (assuming

an escalation rate of 5 percent per annum), during 2006-07 to 2010-11 works out to Rs.

2,325 crore.


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VI. ASSESSMENT OF INVESTMENT SUSTENANCE OF NWCMC

The investment sustenance capacity of NWCMC is assessed based on projection of

operating / revenue surplus of the municipal fund prior to investments. The projection of

the revenue account of the municipal fund is carried out based on certain assumptions of

revenue realization and expenditures. These assumptions are generally trend based or on

revenue base and basis, collection efficiencies and revenue enhancement plans of the

Municipal Corporation.

The investment sustenance is ascertained considering projected revenue surplus available

to service additional debt for capital investment, operate and maintain new assets created

and revenue realizations from the new investments.

1.1. Projection of Municipal Fund Without Proposed Investments

The projected municipal fund (2005-06 to 2029-30) and the underlying assumptions are

presented in “Annexure V-A – Financial Operating Plan”. Some of the key assumptions

with regards items of income and expenditure under the revenue account, and their basis

are elucidated in the following tables.

In case of capital account, it is assumed that the Central Finance Commission Grant and

other scheme-based capital grants will grow at 5 per cent per annum, and that these grants

would be utilized as part of the larger / city-wide capital investment plan, rather than on

ad hoc small projects in isolation.

Table 29: Assumptions in Projection of Revenue Income

Sl. Description Assumption Remark / Basis

1 Octroi and Transit

Fee

� Octroi: 30% increase in

2006-07 and a 8% annual

increase thereafter

� Transit Fee: 35% increase

in 2006-07 and a 8%

annual increase thereafter

� NWCMC has increase its

Octroi rates on several

commodities w.e.f March

07, 2006

� NWCMC has increased

the transit fee from Rs. 35

per vehicle to Rs. 50 per

vehicle, w.e.f March 07,

2006

2 Property Tax � 5% annual increase in

assessments from 2005-

06 to 2009-10 and a 3 per

cent annual thereafter

� NWCMC has carried out

a fresh assessment of all

properties, and has

estimated a 5% increase

for 2005-06. This growth

is expected to be sustained

for at least five years due

to special drives proposed

by NWCMC to broaden

the tax base and

compliance to building

permission rules


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� Periodic revision in ARV

once in 4 years – 100% in

20050-06; 50% increase

in 2009-10 and 20%

increase every 4 years

thereafter

� 3% increase in ARV of

new assessments every

year

� Gradual increase in

collection efficiency from

current 34 per cent to

85% by 2009-10

� Tax rate at current levels

� NWCMC has proposed to

revise the ARV by over

100%, but expects to

settle for a 60% increase;

and have committed to

increase the ARV by at

least 50% again in 2009-

10 in order to bring them

to near-market rates

� Nominal increase linked

to market trends in rental

increase

� Based on NWCMC’s

revenue enhancement

plan, including enforcing

compliance and

facilitating remittance

through specific drives

and setting up of zonal

collection centers

3 Other ARV-based

taxes / cess

� Same as Property Tax

� Tax rates at current levels

� Same as Property Tax

4 Water Charges /

Special Water Tax

� 70% increase in water

assessments in 2005-06,

and an increase of 1000

connections per annum

till 2009-10, after which

it stagnates at 35,365

assessments

� Levy of Rs. 1,500 on new

connections as

connection fee

� 10% increase in water

charges in 2005-06 and a

15% increase every third

year thereafter

� Increase in collection

efficiency from the

current 54% to 80% by

2013-14

� About 11,000 water

assessments from the

CIDCO/HUDCO layouts

in South Nanded are being

transferred to NWCMC in

2005-06. Also, NWCMC

would be regularizing

unauthorized connections

and issuing connections to

new properties. The

ceiling of 35,365

connections is based on

the capacity of the current

system to supply water at

110 lpcd, after allowing

for 25%system losses and

about 4,000 public stand

posts

� Nominal increase linked

to inflation


revenue enhancement plan

and commitment as part

of JNNURM requirement.

Fresh investments in the

sector are expected to

result in improved service

levels and hence better

compliance by consumers


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5 Sewerage Charges /

Special Sanitation

Tax

� Stagnation in the number

of assessments at current

level of 23,120 seats

� 100% increase in

sewerage charges in

2005-06 and a 15%

increase every third year

thereafter

� Increase in collection

efficiency from the

current 42% to 80% by

2013-14

� The capacity of the

existing sewerage system

is constrained; and most

parts are not functional,

hence no new connections

are assumed for the

projections

� NWCMC has doubled the

sewerage charge w.e.f

2005-06


revenue enhancement plan

and commitment as part

of JNNURM requirement.

Fresh investments in the

sector are expected to

result in improved service

levels and hence better

compliance by consumers

6 Other income from

municipal property

and services

� Based on past trends,

subject to a minimum of

2% to a maximum of

12% per annum

� Past trends and in

consultation with

municipal officials

7 Additional Revenue

Sources

� About Rs. 50 crore to be

raised in the next three

years through

regularization of

unauthorized

“Gunthewaari” Layouts –

20% in 2006-07, 30% in

2007-08 and 50% in

2008-09

� It is estimated that there

are at least about 700 ha

of unauthorized in the

city. NWCMC plans to

devise and implement a

scheme for regularization

of these layouts – it has

already commenced a

survey of such layouts. It

is expected that atleast

500 ha would be

regularized in the next

three years – the fee for

regularization as per

NWCMC rules is Rs. 250

per sq.m

8 Revenue Grants � Per Capita Road Grant: at

Rs. 75.68 lakh per annum

� Teachers Salary Grant:

50% of salary

expenditure of regular

education staff

� Library Grant: Rs. 4.75

lakh per annum

� Other Grants: 5%

increase per annum

� Based on per capita

formula

� As per GoM rules

� As per GoM rules

� Nominal increase

assumed

9 Growth in Total

Revenue Income

� 9.55 per cent per annum � Derived based on above

assumptions


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Table 30: Assumptions in Projection of Revenue Expenditure


1 Establishment

Expenditure

� 9% annual increase in

establishment expenses

pertaining to regular staff

� 2% annual increase in

establishment expenses

pertaining to temporary staff

� Based on past trends

(9.11%)

� Nominal growth

assumed (past trend is

< 1%)

2 O&M Expenditure � Nominal growth rates based

on past trends, subject to a

minimum of 5% per annum

to a maximum of 10% per

annum

� Based on past trends

and in consultation

with municipal

officials

3 Clearing of non-debt

liability

� Rs. 1.54 crore of dues to

GoM to be cleared out of

cash reserves in 2006-07

� Rs. 7.19 crore of V Pay

Commission Arrears to be

cleared out of proposed

borrowings at 12% interest

for 10 years – 7 years

interest payment and 3 year

bullet repayment in the end

� Based on discussion

with municipal

officials

4 Debt Servicing

Expenditure

� Outstanding debt of Rs.

50.81 crore to be cleared

under the Nirbhay Yojana of

GoM – which allows for a

waiver of 70% of penal

interest amounting to a

rebate of Rs. 14.66 crore;

balance amount of Rs. 36.15

crore to be settled through

proposed borrowings at

same terms as above

� Based on discussion

with municipal

officials (already

implemented)

5 Growth in Total

Revenue

Expenditure

� 8.88 per cent per annum � Derived based on

above assumptions

Based on the above assumptions, the operating surplus of NWCMC without any

additional investment, is expected to increase from Rs. 7.5 crore realized in 2004-05 to

Rs. 10.5 crore in 2005-06 and to 110.5 crore by 2029-30. The average annual revenue

surplus works out to Rs. 54.70 crore at current prices. The NPV of the future net cash

flows (surplus) works out to Rs. 460 crore at a discounting rate of 8percent.


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1.2. Projection of Municipal Fund With Proposed Investments

The phased investment requirements – Rs. 2,325 crore (see Table 28) – and the resultant

cash flows (additional revenues, O&M expenses and debt servicing expenses) are loaded

onto the projected municipal cash flow without the proposed investments, to ascertain the

impact of the investments on the municipal fund.

The assumptions pertaining to funding sources, additional revenues, O&M expenses and

debt servicing are presented in the following tables. While projecting the municipal cash

flows, the mandatory contribution (as per JNNURM guidelines) to a State level

Revolving Fund (equivalent to 25 percent of the GoI grants received) has also been

factored.

Table 31: Assumptions for Additional O&M expenditure due to Proposed Investments

Sl. Sector / Project O&M Cost as % of Capital

Investment

1 Heritage Development & Conservation 2.50%

2 Riverfront Development Project 2.50%

3 Water Supply - New 2.50%

4 Water Supply - System Rehabilitation 1.00%

5 Sewerage & Sanitation 3.00%

6 Storm Water Drainage 1.00%

7 Solid Waste Management 10.00%

8 Roads & Street Lighting - New 2.00%

9 Road Widening & structures 2.00%

10 Public/ Commercial Transportation Infrastructure 5.00%

11 Fire Services 5.00%

12 Slum & EWS Housing 0.00%

13 Other Projects 2.00%

Table 32: Assumptions for Additional Revenues as a result of Proposed Investments

Sl. Sector / Project % of O&M Expense

Recovered

1 Heritage Development & Conservation 0.00%

2 Riverfront Development Project 50.00%

3 Water Supply - New 100.00%

4 Water Supply - System Rehabilitation 75.00%

5 Sewerage & Sanitation 100.00%

6 Storm Water Drainage 0.00%

7 Solid Waste Management 0.00%

8 Roads & Street Lighting - New 10.00%

9 Road Widening & structures 10.00%

10 Public/ Commercial Transportation Infrastructure 100.00%

11 Fire Services 0.00%

12 Slum & EWS Housing 2.00% of Project Cost

13 Other Projects 100.00%


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Table 33: Assumed Sector-wise Funding Pattern

Sl. Sector / Project

GoI-

JNNURM

Grant

GoM-

JNNURM

Loan

NWCMC-

Contributi

on

NWCMC

Borrowin

gs

GoI

JNNURM-

UBSP

Donations /

Contributions

/ PPP

Total

1 Heritage Development &

Conservation 80% 10% 2% 8% 0% 0% 100%

2 Riverfront Development Project 80% 10% 2% 8% 0% 0% 100%

3 Water Supply - New 80% 10% 2% 8% 0% 0% 100%

4 Water Supply - System

Rehabilitation 80% 10% 2% 8% 0% 0% 100%

5 Sewerage & Sanitation 80% 10% 2% 8% 0% 0% 100%

6 Storm Water Drainage 80% 10% 2% 8% 0% 0% 100%

7 Solid Waste Management 80% 10% 2% 8% 0% 0% 100%

8 Roads & Street Lighting - New 80% 10% 2% 8% 0% 0% 100%

9 Road Widening & structures 80% 10% 2% 8% 0% 0% 100%

10 Public/ Commercial

Transportation Infrastructure 0% 0% 0% 25% 0% 75% 100%

11 Fire Services 0% 0% 50% 50% 0% 0% 100%

12 Slum & EWS Housing 0% 0% 0% 0% 50% 50% 100%

13 Other Projects 0% 0% 25% 0% 0% 75% 100%

It is observed that NWCMC, despite all its revenue enhancement measures and grant

funding can sustain to the tune of about Rs. 1,306 crore (56 percent of the estimated

investment requirements) of investment in the next five years. This includes about Rs.

340 crore of investments preliminarily identified as directly relevant to the Gur ta Gaddi

Tercentenary Celebrations. Out of the Rs. 1,306 crore sustainable investments, Rs. 818

crore pertains to investments in city-wide civic & core infrastructures, while about Rs.

488 crore is towards EWS and Slum housing.

The parameters for ascertaining investment sustenance are:

a. Positive year-on-year closing balance of the municipal fund

b. Average DSCR of not less than 1.75; and

c. Minimum Cash DSCR of not less than 1.5

It however needs mention, that NWCMC would be in a position to undertake fresh large

scale investments under the same cash flow scenario from 2016 onward, when its position

is expected to improve due to ongoing reform initiatives and termination of the Rs. 43

crore loan borrowed on account of debt restructuring in 2005-06.

The following tables present the sustainable annual investment and the proposed funding

plan for the same.


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Table 34: Sustainable Annual Investment

Amounts in Rs. Lakh, at Current Prices

2007 2008 2009 2010 2011 Total

1 Heritage Development & Conservation - 1,968.75 - - - 1,968.75

2 Riverfront Development Project 560.00 882.00 - - - 1,442.00

3 Water Supply - New - - - - - -



6 Storm Water Drainage - 3,161.56 1,106.55 - - 4,268.10


8 Roads & Street Lighting - New - - - - - -


10 Public/ Commercial Transportation Infrastructure - 5,250.00 2,756.25 - - 8,006.25

11 Fire Services - 713.37 249.68 262.16 275.27 1,500.48

12 Slum & EWS Housing - 4,463.09 14,058.73 14,761.66 15,499.75 48,783.23

13 Other Projects 1,800.00 2,835.00 1,988.54 2,087.97 2,192.37 10,903.88

Total 20,196.12 45,089.20 26,252.62 19,050.43 20,002.95 130,591.32

15% 35% 20% 15% 15% 100%

Table 35Funding Plan for Sustainable Investment

Amounts in Rs. Lakh, at Current prices

2007 2008 2009 2010 2011 TotalFunding

Pattern

1 GoI- JNNURM Grant 14,268.90 24,756.59 5,759.53 1,550.91 1,628.45 47,964.39 37%

2 GoM- JNNURM Loan 1,783.61 3,094.57 719.94 193.86 203.56 5,995.55 5%

3 NWCMC- Contribution 356.72 975.60 765.96 691.85 726.44 3,516.57 3%

4 NWCMC Borrowings 1,426.89 4,144.84 1,389.86 286.17 300.48 7,548.24 6%

5 GTG Grants 2,360.00 3,717.00 6,077.00 5%

6 GoI JNNURM- UBSP - 2,231.54 7,029.36 7,380.83 7,749.87 24,391.61 19%

7 Donations / Individual Contributions - 6,169.04 10,587.96 8,946.81 9,394.15 35,097.96 27%

Total 20,196.12 45,089.20 26,252.62 19,050.43 20,002.95 130,591.32 100%

15% 35% 20% 15% 15% 100%


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VII. ONGOING PROJECT DEVELOPMENT INITIATIVES

NWCMC has already initiated preparation of sectoral master plans and detailed project

reports across most sectors. NWCMC does not have the required institutional capabilities

for project planning and development – they have engaged Infrastructure Leasing &

Financial Services Limited (IL&FS) as their Program Manager, considering the scale and

complexities involved in the proposed developments. IL&FS is mandated to develop

projects and manage their implementation upto commissioning. IL&FS has also

committed in principle to fund NWCMC for its external borrowing requirements.

Some of the key project development initiatives underway under this engagement are

briefly described hereunder.

1.1. Riverfront Development Project

NWCMC is carrying out a detailed master planning for the entire riverfront on either

banks of the River Godavari on either banks, within the city limits. The focus of the

master plan is to revive the River Godavari in Nanded through water retention and

interventions aimed at enhancing the functional and scenic heritage of the river. Special

attention is being laid on the zoning plan, so as to ensure reviving and conservation of the

inner city fabric in the core city area along the river banks. Other interventions include

development of ghats, public spaces, gardens, eco parks, botanical garden, mela ground,

stadium, etc. on either bank. Figure 8 presents a preliminary concept option for the

riverfront development.


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Figure 8: Preliminary Concept Plan for Riverfront Development


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Figure 9: Glimpses of Proposed Riverfront Development Components

Riverfront Plaza


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Proposed Riverfront at Goverdhan Ghat


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Proposed Interface across Banks at Fort


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1.1.1. Project Development Timelines

Sl. Milestone Date Remark

1 Field Surveys 18.06.2006 Completed

2 Concept Plan Options 15.06.2006 Completed

3 Detailed Master Plan 31.07.2006 Underway

4 Detailed Engineering Report for selected

components

15.10.2006 underway

1.2. Water Supply

The scope of work entails improvements to the water supply system in Nanded. Specific

sub-project components being addressed include:

a. For South Nanded

i. Source creation and water treatment plant

ii. Pumping machinery at source and at WTP

iii. Transmission main

iv. New service reservoirs within town

v. Distribution system

vi. Additional infrastructure for point loads

b. For North Nanded

i. Improvement & augmentation of source

ii. Improvement & augmentation of WTP

iii. Improvement & augmentation of pump sets at source (WTP)

iv. Transmission main

v. Additional service reservoirs (ELSR and/or GLSR)

vi. Capacity addition of distribution system

vii. Rehabilitation of distribution system (pipes & valves)

viii. Rehabilitation of house service connections


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1 Master Plan for Water Supply 30.06.2006 Underway

2 Detailed Engineering Report for South Nanded

Source creation and Water Treatment Plant;

Pumping Machinery at source and at WTP; and

Transmission main

15.08.06 Underway

New Service Reservoirs within Town; and

Distribution System

31.07.06 Underway

Additional infrastructure for point loads 15.08.06 Underway

3 Detailed Engineering Report for North Nanded Underway

Improvement & Augmentation of Source; and

Additional service reservoirs (ELSR and/or

GLSR)

15.07.06 Underway

Improvement & Augmentation of WTP; and

Improvement & Augmentation of Pump sets

at source (WTP)

31.07.06 Underway

Transmission main; and Capacity addition of

Distribution System

15.08.06 Underway

Rehabilitation of Distribution System (Pipes

& Valves); and Rehabilitation of House

Service Connections

15.09.06 Underway

1.3. Sewerage & Sanitation

The scope of work entails improvements to the sewerage system in Nanded. Specific

sub-project components being addressed include:

a. For South Nanded

i. Collection System

ii. Sewage Pumping Stations

iii. Sewage Treatment Plant

b. For North Nanded

i. Improvement & Augmentation of the existing system – collection, pumping

and treatment systems

ii. Extension of the collection system to uncovered areas


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1 Master Plan for Sewerage System 30.06.2006 Underway

2 Detailed Engineering Report for South Nanded

Collection system for Priority Zone 31.07.06 Underway

Collection system for Other Zones 31.08.06 Underway

Sewage Pumping Station; and Sewage

Treatment plant

15.09.06 Underway

3 Detailed Engineering Report for North Nanded Underway

Condition assessment of existing system 15.07.06 Underway

Collection system 15.08.06 Underway

Improvement & Augmentation of pumping

stations; and Improvement & Augmentation

of Sewage Treatment Plant

15.09.06 Underway

1.4. Storm Water Drainage

The project entails design and development of a storm water management and drainage

system Nanded. There are about 26 major nallahs that drain the city’s storm water into

the river. The plan is to assess the capacity of these nallahs and the tertiary storm water

network to effectively drain out all surface runoff, and to ensure minimal flooding.



1 Master Plan for Storm Water Drainage 30.06.2006

2 Detailed Engineering Report for Storm Water

Drainage

15.10.2006

1.5. Transportation Infrastructure

The scope of work for project preparation for transport infrastructure is focused on

strengthening, widening and

beautification of existing

arterial roads. The widening

proposal is based on the

proposed Development Plan

widths. There are about 40

such priority roads measuring

about 60 km. In addition

detailed project reports are

being prepared for three RoBs and one major bridge across the River Godavari. These

proposed interventions are critical from the point of view of the Gur ta Gaddi

Tercentenary celebrations’ circulation requirements as also in the context of city-wide

transportation network. The detailed project reports for these components will be

finalized by August 31, 2006.


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Figure 10: Priority Roads for the Gur ta Gaddi Tercentenary Celebrations

ANNEXURES

nanded cdp

Documents