CDP Madurai

City Development Plan

Madurai Corporation

FINAL REPORT

JUNE 2006

i

Abbreviations and Acronyms

BOT : Build, Operate and Transfer

BPL : Below Poverty Line

BT : Bituminous

CAA : Constitution Amendment Act

CAGR : Compounded Annual Growth Rate

CC : Cement Concrete

CDP : City Development Plan

CMA : Chennai Metropolitan Area

CMDA : Chennai Metropolitan Development Authority

CMWSSB : Chennai Metropolitan Water Supply and Sewerage Board

CPHEEO : Central Public Health Environmental Engineering Organization

CSC : Community Structure Component

CUA : Chennai Urban Agglomeration

DIC : District Industries Centre

DPR : Detailed Project Report

DWCUA : Development of Women and Children in Urban Areas

ELSR : Elevated Storage Reservoir

FOP : Financial and Operating Plan

FY : Financial Year

gm : Grams

GoI : Government of India

GoTN : Government of Tamil Nadu

gpcd : Grams per Capita per Day

GLSR : Ground Level Storage Reservoir

ISP : Integrated Sanitation Program

Ha : Hectares

HH : Households

HSC : House Service Connection

kg : Kilograms

LCS : Low Cost Sanitation

Lit : Liters

LL : Lakh Liters

LPA : Local Planning Area

lpcd : Liters Per Capita Per Day

m : Meters

ML : Million Liters

MLD : Million Liters per Day

MSW : Municipal Solid Waste

MT : Metric Ton

MTC : Metropolitan Transport Corporation

NGO : Non-Governmental Organizations

NH : National Highway

Nos : Numbers

NSDP : National Slum Development Program

O&M : Operation and Maintenance

OHT : Overhead Tanks

PSP : Public Stand Post

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PWD : Public Works Department

SDBC : Semi-Dense Bituminous Concrete

SFC : Second Finance Commission

SH : State Highway

SI : Sanitary Inspector

SJSRY : Swarna Jayanti Shehari Rozgaar Yojna

SO : Sanitary Officer

Sq. km : Square Kilometers

STP : Sewage Treatment Plant

SWM : Solid Waste Management

TCS : Thrift & Credit Societies

TNEB : Tamil Nadu Electricity Board

TNSCB : Tamil Nadu Slum Clearance Board

TNUIFSL : Tamil Nadu Urban Infrastructure Financial Services Limited

tpd : Tons per Day

TWAD : Tamil Nadu Water Supply and Drainage Board

UGD : Underground Drainage

ULB : Urban Local Body

USEP : Urban Self Employment Program

UST : Urban Skill Training

UWEP : Urban Wage Employment Program

VAMBAY : Valmiki Ambedkar Awas Yojana

W : Watts

WBM : Water Bound Macadam

iii

Contents

I. BACKGROUND...............................................................................................................1 A. Profile of Madurai...................................................................................................................1

1. Objectives of the study ............................................................................................................ 1 2. Scope of Work ......................................................................................................................... 2

B. City Development Plan- The Approach.................................................................................. 2 1. City Development Plan-The Approach ...................................................................................2 2. Source of Data ........................................................................................................................ 3

C. Report Structure ...................................................................................................................... 6

II. CITY DEMOGRAPHY................................................................................................7 A. Geography and Climate .......................................................................................................... 7 B. Population Trends and Urbanization....................................................................................... 7 C. Economic Development........................................................................................................13

1. Sectoral Growth ....................................................................................................................13 2. Industrial Development.........................................................................................................13

D. Socio-Economic Profile ........................................................................................................14 1. Employment...........................................................................................................................14 2. Income and Expenditure .......................................................................................................14 3. Land and Housing.................................................................................................................15 4. Social Capital........................................................................................................................15 5. Health....................................................................................................................................16 6. Education ..............................................................................................................................16

E. Growth Trends and Projections.................................................................................................16

III. URBAN GOVERNANCE ..........................................................................................18 A. Institutions and Capacity.......................................................................................................18

1. Institutional Arrangements and Policy Context....................................................................18 2. Service Delivery and Performance of ULB...........................................................................20

B. Organization Structure of Urban Local Body .......................................................................20 1. Executive Wing......................................................................................................................20 2. Administrative Wing..............................................................................................................20 3. Institutional Strengthening and Capacity Building...............................................................22

C. Reforms Initiated by the Municipal Corporation ..................................................................23 1. Toll Road through Public Private Partnership.....................................................................24 2. Accrual Based Accounting System........................................................................................24 3. E-Governance .......................................................................................................................24

IV. PLANNING AND LAND USE MANAGEMENT ...................................................30 A. Planning Efforts in the Past...................................................................................................30

1. Master Plan Outline..............................................................................................................30 2. Master Plan Implementation and Implications.....................................................................30

B. Land Use Management .........................................................................................................31 1. Land Use Pattern – Current and Future...............................................................................31 2. Development Patterns – Growth Areas and Direction .........................................................34 3. Growth Constraints and Developmental Potentials .............................................................36

C. Key Developmental Issues....................................................................................................36

V. INFRASTRUCTURE SERVICES ............................................................................38 A. Physical Infrastructure ..........................................................................................................38

1. Water Supply.........................................................................................................................38

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2. Sewerage and Sanitation.......................................................................................................46 3. Storm Water Drainage and Rejuvenation of Water Bodies ..................................................54 4. Solid Waste Management......................................................................................................58 5. Transportation and Traffic Management..............................................................................66 6. Traffic and Transportation....................................................................................................68 7. Street Lighting.......................................................................................................................71

B. Social Infrastructure..............................................................................................................72 1. Primary Health .....................................................................................................................72 2. Education ..............................................................................................................................74 1. Corporation Fund .................................................................................................................75 2. Financial Status ....................................................................................................................75 3. Revenue Account...................................................................................................................76 4. Water Supply and Drainage Account....................................................................................83 5. Capital Account ....................................................................................................................84 6. Assets and Liabilities ............................................................................................................86 7. Key Financial Indicators and Issues.....................................................................................86

A. Overview...............................................................................................................................90 B. Service Provision in Slums ...................................................................................................92 C. Poverty Alleviation and Community Development..............................................................94

1. Policies, Targets and Programs............................................................................................94 2. Slum Improvement Schemes..................................................................................................94 Swarna Jayanti Shehari Rojgar Yojna (SJSRY)............................................................................94 National Slum Development Program (NSDP).............................................................................96 Tenement Scheme..........................................................................................................................96

VIII. INFRASTRUCTURE DEVELOPMENT AND SERVICE PROVISION.........97 A. Rationale, Need and Demand................................................................................................97

1. Water Supply.........................................................................................................................98 2. Sewerage and Sanitation.....................................................................................................101 3. Drainage, Ponds and Rejuvenation of Water Bodies..........................................................105 4. Solid Waste Management....................................................................................................107 5. Roads and Traffic Management..........................................................................................112 6. Street Lighting.....................................................................................................................114 7. Basic Services for Poor.......................................................................................................115

B. Project Identification for Service Delivery .........................................................................117 1. Water Supply.......................................................................................................................117 2. Sewerage and Sanitation.....................................................................................................121 3. Drainage, Ponds and Rejuvenation of Water Bodies..........................................................123 4. Solid Waste Management....................................................................................................125 5. Roads and Traffic Management..........................................................................................128 6. Street Lighting.....................................................................................................................135 7. Urban Basic Services for Poor ...........................................................................................137 8. Other Municipal Projects....................................................................................................138

IX. CAPITAL INVESTMENT PLAN & FINANCIAL SUSTAINABILITY ...........140 A. Capital Investment Plan ......................................................................................................140 B. Financial Sustainability.......................................................................................................146

1. Financial Sustainability ......................................................................................................146 2. Basic Assumptions for Projections .....................................................................................146 3. Project Cash Flows and FOP Results.................................................................................155

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Appendices Appendix – 1a: Details of Water Supply Headworks .........................................................................159 Appendix – 1 b: Details of Water Treatment Plant at Pannaipatty. ....................................................160 Appendix – 1 c: Details of Booster Pumping Station. ........................................................................162 Appendix – 1 d: Service Reservoirs and Distribution Zone ...............................................................163 Appendix - II – Reform agenda of the ULB .......................................................................................164 Appendix - III – Reform agenda of the State Government.................................................................169

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Tables Table 2.1: Population Growth in Madurai ...........................................................................................10 Table 2.2: Zonewise Details of Municipal Corporation.......................................................................11 Table 2.3: Summary of Density Pattern...............................................................................................11 Table 2.4: Occupational pattern ...........................................................................................................13 Table 2.5: Salient Features of Industrial Estates ..................................................................................14 Table 2.6: Details of Commercial Tax Collection. ..............................................................................15 Table 2.7: Growth in Houses and Households.....................................................................................15 Table 2.8: Basic Health Indicators, 2004 .............................................................................................16 Table 2.9: Population Projection..........................................................................................................17 Table 3.1: City Corporation staff details..............................................................................................22 Table 4.1: Existing Land use Pattern, 2001 .........................................................................................31 Table 4.2: Proposed Land use Pattern, 2021........................................................................................34 Table 5.1: Service Reservoirs and Distribution Zone ..........................................................................41 Table 5.2: Water Tariff-Deposit Details ..............................................................................................44 Table 5.3: Water Supply Indicators .....................................................................................................44 Table 5.4: Sewerage System Coverage................................................................................................46 Table 5.5: Sewerage System Overview ...............................................................................................46 Table 5.6: Sewage Farms .....................................................................................................................49 Table 5.7: Sewerage and Sanitation Indicators ....................................................................................49 Table 5.8: Salient Features of NRCP ...................................................................................................51 Table 5.9: Service Status – Post UGD Project Implementation...........................................................53 Table 5.10: Service Adequacy - Post UGD Project Implementation...................................................53 Table 5.11: Proposed Tariff Structure..................................................................................................54 Table 5.12: Municipal Storm Water Drainage .....................................................................................54 Table 5.13: Details of Water Bodies ....................................................................................................57 Table 5.14: Sources of Solid Waste Generation ..................................................................................59 Table 5.15: Waste Characterization - Physical ....................................................................................59 Table 5.16: Waste Characterization - Chemical...................................................................................60 Table 5.17: Vehicle Fleet and Transportation Capacity.......................................................................62 Table 5.18: Rental Details of Hired Vehicles ......................................................................................63 Table 5.19: Staff Details of Health Department...................................................................................63 Table 5.20: Municipal Solid Waste Indicators.....................................................................................65 Table 5.21: Distribution of Roads in Madurai Corporation .................................................................66 Table 5.22: Municipal Roads Indicators ..............................................................................................67 Table 5.23: Composition of Streetlights ..............................................................................................72 Table 5.24: Municipal Street lights indicators .....................................................................................72 Table 6: Basic Health Indicators, 2004 ................................................................................................73 Table 5.25: Growth in Houses and Households...................................................................................74 Table 6.1: Summary of Corporation Fund ...........................................................................................76 Table 6.2: Sources of Revenue Income................................................................................................77 Table 6.3: Own Sources of Revenue Income.......................................................................................78 Table 6.4: Income from Assigned Revenue.........................................................................................79 Table 6.5: Income from Revenue Grants .............................................................................................80 Table 6.6: Sector wise Revenue Expenditure ......................................................................................81 Table 6.7: Sector wise Salary...............................................................................................................82 Table 6.8: Out standing Loan Statement..............................................................................................82 Table 6.9: Revenue Account Status of Water Supply and Drainage Fund ..........................................83 Table 6.10: Status of Capital Account - General .................................................................................85 Table 6.11: Status of Water Supply and Drainage Capital Account....................................................85 Table 6.12: Summary of Current Assets and Liabilities status ............................................................86 Table 6.13: Key Financial Indicators ...................................................................................................87

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Table 7.1: Slum Population and Households, 2001. ............................................................................90 Table 7.2: Performance Indicators for Slums ......................................................................................93 Table 7.3: Slum Improvement Schemes ..............................................................................................96 Table 8.1: Goals and Service Outcomes – Water Supply ....................................................................98 Table 8.2: Design Criteria and Target Service Level...........................................................................99 Table 8.3: Water Demand – Madurai Corporation ..............................................................................99 Table 8.4: Strategies and Time Frame – Water Supply .....................................................................100 Table 8.5: Goals and Service Outcomes - Sewerage..........................................................................101 Table 8.6: Sewage Generation Demand – Madurai Corporation .......................................................101 Table 8.7: Comparison of Various Sewage Treatment Technologies................................................103 Table 8.8: Strategies and Time Frame – Sewerage ............................................................................105 Table 8.9: Goals and Service Outcomes – Storm water Drains and Water Bodies............................105 Table 8.10: System Demand for Storm Water Drainage ...................................................................106 Table 8.11: Strategies and Time Frame – Storm water Drains and Water Bodies.............................106 Table 8.12: Goals and Service Outcomes – Solid Waste Management .............................................107 Table 8.13: Design Criteria and Target Service Level.......................................................................107 Table 8.14: Details of proposed primary collection system...............................................................108 Table 8.15: Details of Specification of Segregated Waste.................................................................108 Table 8.16: System Demand for Solid Waste Management ..............................................................110 Table 8.17: Strategies and Time Frame – Solid Waste Management ................................................112 Table 8.18: Goals and Service Outcomes – Roads & Traffic Management.......................................112 Table 8.19: Strategies and Time Frame – Roads & Traffic Management..........................................114 Table 8.20: Goals and Service Outcomes – Street lighting................................................................114 Table 8.21: Strategies and Time Frame – Street lighting...................................................................115 Table 8.22: Goals and Service Outcomes – Basic Services for Poor.................................................115 Table 8.23: Design Criteria and Target Service Level.......................................................................116 Table 8.24: Strategies and Time Frame – Basic Services Poor..........................................................116 Table 8.25: Vaigai II Project Sub-Components and System Adequacy (Post Project Implementation)

....................................................................................................................................................118 Table 8.26: Water Demand (Post Project Implementation) – Madurai Corporation .........................118 Table 8.27: Demand, Supply and Required Augmentation of Water Supply System for 2026.........119 Table 8.28: Project Sub-Components and Cost Estimates – Vaigai Water Supply Project II ...........120 Table 8.29: Project Sub-Components and Cost Estimates for Additional Augmentation of Water

Supply System for 2026..............................................................................................................120 Table 8.30: Demand, Supply and Required Augmentation of UGD System for 2026 ......................121 Table 8.31: Project Components and Cost Estimates for Additional Augmentation of Sewer System

for 2026.......................................................................................................................................123 Table 8.32: Demand, Supply and Required Augmentation of Drainage System for 2011 ................123 Table 8.33: Required Augmentation of Pond and Lakes development..............................................124 Table 8.34: Project Components and Cost Estimates for Additional Augmentation of Storm Water

Drains for 2011 ...........................................................................................................................125 Table 8.35: Project Components and Cost Estimates for Improvement of Ponds and Lakes ............125 Table 8.36: Projected Waste Generation............................................................................................126 Table 8.37: Demand, Supply and Required Augmentation of Solid Waste Management System for

2026.............................................................................................................................................126 Table 8.38: Project Components and Cost Estimates for Additional Augmentation Solid Waste

Management Equipments for 2011 .............................................................................................127 Table 8.39: Project Components and Cost Estimates for Additional Augmentation Solid Waste

Management Equipments for 2026 .............................................................................................128 Table 8.40: Demand, Supply and Required Augmentation of Internal Roads (excluding NH, SH,

MDR’s and major Bus-route Roads) for 2011............................................................................128 Table 8.41: Project Components and Cost Estimates for Augmentation of City Roads for 2011 .....131 Table 8.42: Project Sub-Components and Cost Estimates for Traffic and Transportation Project to be

undertaken by the ULB...............................................................................................................132

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Table 8.43: Project Sub-Components and Cost Estimates for Traffic and Transportation Project to be

undertaken by the Highway Department/Other Agencies. .........................................................133 Table 8.44: Demand, Supply and Required Augmentation of Street lighting for 2011.....................136 Table 8.45: Summary of Proposed Improvement and Investments – Street Lighting .......................136 Table 8.46: Demand, Supply and Required Augmentation of Basic Services for Urban Poor..........137 Table 8.47: Summary of Proposed Improvement and Investments – Urban Poor.............................138 Table 8.48: Summary of Proposed Improvement and Investments – Other Municipal Projects .......138 Table 8.49: The Investments for All Other Project............................................................................139 Table 9.1: Investment Phasing for the Water Supply Sector .............................................................140 Table 9.2: Investment Phasing for the Sewerage ...............................................................................140 Table 9.3: ULB Investment Phasing for the Roads and Traffic Transportation ................................141 Table 9.4: Highways Project Investment Phasing..............................................................................142 Table 9.5: Investment Phasing for Storm Water Drains and Natural Drains .....................................143 Table 9.6: Investment Phasing for the Solid Waste Management .....................................................143 Table 9.7: Investment Phasing for the Street Lighting.......................................................................144 Table 9.8: Investment Phasing for the Slums.....................................................................................144 Table 9.9: Investment Phasing for the Other Projects........................................................................145 Table 9.10: Component wise Investments .........................................................................................145 Table 9.11: Key assumptions for forecasting income from Property Tax..........................................147 Table 9.12: Key assumptions for forecasting income from Water Charges ......................................147 Table 9.13: Key assumptions for forecasting income from Sewerage Charges.................................148 Table 9.14: Key assumptions for forecasting income from Solid Waste conservancy fee ................149 Table 9.15: Key Growth Rate Assumptions for Income from Other Own Sources...........................150 Table 9.16: Key Growth Rate Assumptions for Income from Assigned Sources..............................150 Table 9.17: Key Growth Rate Assumptions for Income from Grants & Contributions ....................151 Table 9.18: Key Growth Rate Assumptions for Forecasting Revenue Expenditure..........................151 Table 9.19: Key Growth Rate Assumptions for Forecasting Water Supply Revenue Expenditure...152 Table 9.20: Assumptions for O&M Expenditure ...............................................................................152 Table 9.21: Summary of estimated capital investment and phasing schedule ...................................153 Table 9.22: Summary of investment phasing - ULB component.......................................................153 Table 9.23: Financing pattern for proposed projects..........................................................................153 Table 9.24: One-time charges for water & sewerage connections.....................................................154 Table 9.25: Summary of Financing Plan............................................................................................156 Table 9.26: Summary of Full Project Cash Flow...............................................................................158

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Maps/Figures Figure 1.1: Regional Setting of Madurai City......................................................................................... 1 Figure 1.2: Approach to City Development Plan.................................................................................... 4 Figure 1.3: City Development Plan- The Process...................................................................................5 Figure 2.1: Municipal Area including the Wards.................................................................................... 8 Figure 2.2: Regional Linkages of Madurai City .....................................................................................9 Figure 2.3: Population Density Pattern of Madurai ..............................................................................12 Figure 4.3: Growth Directions of Madurai City ...................................................................................35 Figure 5.1: Schematic Diagram of Madurai Water Supply Scheme.....................................................40 Figure 5.2: Location of Service Reservoirs in Madurai City ................................................................42 Figure 5.3: Distribution system in Madurai ..........................................................................................43 Figure 5.4: Existing Sewerage System coverage and STPs..................................................................48 Figure 5.5: Ongoing/Proposed scheme - sewerage system coverage under NRCP..............................52 Figure 5.6: Map showing primary drains and water bodies with in Local Planning Area of Madurai.56 Figure 5.7: Map showing Disposal site at Vellakkal ............................................................................64 Figure 5.8: Major road network of Madurai .........................................................................................69 Figure 6.1: Total Revenue Income and Expenditure Trend..................................................................75 Figure 6.2: Total Capital Income and Expenditure Trend ....................................................................76 Figure 6.3: Source of Income (2000 to 2004).......................................................................................77 Figure 6.4: Items of Revenue Expenditure (2000 to 2004)...................................................................80 Figure 6.5: Sector Wise Salary Composition (2000 to 2004) ...............................................................81 Figure 6.6: Water & Drainage Account Expenditure Trend .................................................................84 Figure 7.1: Map showing Location of slums in Madurai City ..............................................................91 Figure 7.2: Percentage Slum Population (at Ward Level) ....................................................................92 Figure 9.1: Sector wise Investment.....................................................................................................156

City Development Plan for Madurai

1

View of Meenakshi Temple

I. BACKGROUND

A. Profile of Madurai

1. The temple town of Madurai, situated on

the bank of river Vaigai and 500 km

southwest of Chennai, is the third largest

city in Tamil Nadu and the district

headquarters of Madurai District. It is a

pilgrimage centre and gateway to south

Tamil Nadu having the famous Meenakshi

temple at its core. The South bank of

Vaigai River comprises the ‘Old Town’

where Madurai was nested and expanded

around the Meenakshi Amman Temple and

Tamil Sangam.

Figure 1.1: Regional Setting of Madurai City

1. Objectives of the study

2. The main objective for the City Development Plan is emphasis on issues of priority local

concerns for livability, and the implied requirements in terms of

TIRUVALLUR

VELLORE

TIRUVANNAMALAI

DHARMAPURI

COIMBATORE

MADURAI

SIVAGANGATHENI

RAMANATHAPURAM

TUTICORINTIRUNELVELI

NILGIRIS

KANNIYAKUMARI

SALEM

NAMAKKALERODE

KARUR

PUDUKKOTTAI

DINDIGULNAGAPATTINAM

CUDDALORE

THIRUVARUR

PERAMBALUR

THANJAVUR

CHENNAI

VILUPPURAMPONDICHERRY

(PONDICHERRY)

NH.5

NH.4

NH.45

NH.47

NH.7

NH.49

NH.49

NH.7A

NH.7

NH.45

TIRUCHCHIRAPPALLI

Tamil Nadu State

VIRUDHUNAGAR

KANCHIPURAM

Madurai District

Peraiyur

Tirumangalam

Usilampatti

Vadipatti

Nattam

Melur

MADURAI


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(i) Enhancing City Productivity

(ii) Reducing Poverty

(iii) Improving Urban Governance & Management

(iv) Enhancing Financial Sustainability

3. The objective of the assignment is to formulate a Plan comprising of appropriate policies

and actions that are implementable to accomplish the objectives of the CDP.

2. Scope of Work

4. The CDP outlines the strategic policy and investments interventions to achieve the vision

of Madurai including formulation of sectoral plans for the identified sectors. The scope of

the work is to;

• Assess the existing situation with regards to demographic and economic growth and

potentials for growth in the light of economic interventions

• Assess the existing infrastructure services with regards to provision and delivery,

coverage, institutional arrangements, cost recovery mechanisms, etc.

• Identify the gaps in service delivery and the issues confronting the same

• Outline the issues faced by the City’s poor with regards to infrastructure and housing

• Outline the urban governance framework of Madurai including the reforms in

enhancing service delivery and citizen participation

• Analyse the existing municipal fiscal situation of Madurai

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

interventions / projects to achieve the vision and

• Formulate a City Investment Plan (CIP) with appropriate financing strategies and an

implementation action plan.

5. In addition to that, the CDP will also focus on the reforms to be carried out at the state and

local level in consonance with the vision and strategic plan outlined to sustain the planned

interventions.

B. City Development Plan- The Approach

6. The Development plan is a strategic plan, which sets out in detail the policy and

investment options. The plan sets out baseline for the performance of the municipality, it’s

priorities and aims for future. The CDP is a tool to implement comprising of projects and

reforms to be under taken by the ULB in a planned way to enable sustainability of

municipal operations.

1. City Development Plan-The Approach

7. The approach of the City Development Plan is iterative in nature and is presented in

Figure 1.2.


3

8. For the formulation of the City Development Plan1 , the future vision of the city is

developed through a participatory approach and stakeholder consultations. Public

consultations are conducted at the town level with the Municipal Councilors, officials, line

agencies and identified stakeholders. The process of formulating a City Development Plan

is provided in Figure 1.3. The process is iterative and would enable the Municipal

Corporation of Madurai review its outcomes through a series of indicators so as to make

the process dynamic and in tune with the felt needs and requirements.

2. Source of Data

9. A varied list of organisations apart from the ULB are consulted for putting together the

data presented in the report and used for analysis for the preparation of City Development

Plan.

10. The census data for the town is made available by the directorate of Census operations

Tamilnadu. Institutions and organisations like DTCP, DIC, TWAD board, IMA, Local

NGOs, Madurai Kamraja University, Theyagarajar Engineering College, Private

organisations etc have provided the necessary data for the respective services.

11. The City Development Plan is prepared for Madurai Corporation area only. For LPA area

a detailed study is being done and modified CDP will include all the Development,

Upgradation and Renewal Works comprehensively in the LPA area. As per JNNURM

guidelines City Development Plan can be modified if required even after the submission of

CDP. Initially concentration of development works would be in Madurai Corporation and

in subsequent years in peripheral areas. Modified CDP including peripheral outgrowth

would be finalised within four months.

1 The City Development Plan is prepared by Wilbur Smith Associates Private Limited and is facilitated

by Tamilnadu Urban Development Fund.


4

Figure 1.2: Approach to City Development Plan

Capital Investment Need & Prioritisation

Sustainable Investment

Legal / Systems Municipal Acts

• Taxation Powers • Borrowing Provisions • Budgeting Systems • Accounting Practices



Finances • Sources & Uses of funds • Base and basis of levy of major taxes and charges

• Collection issues • Uses • Rate of growth • Per - capita Analysis

Services • Current levels of services • Water supply • Sanitation • Roads • Solid Waste Management • Drainage • Lighting • Traffic & Transportation

Project Pipeline Implementation Strategy Management Strategy

• Rates of growth • Revenue revision assumptions • Collection performance • Expenditure growth Assumptions • Expenditure Management • Revenue Enhancement Measures • Assumption on O&M for new

investments • Lending options • - Loan grant mix • - Loan terms

City Strategic Plan shared long - term vision

Financial and

Operating Plan

Project Identification & Facility Siting • Sectoral Strategies • Integration of Line Agency

Projects • Public Priorities

Situation Analysis

City Development Plan ULBs’ commitment to citizens

City Business Plan

Capital Investment

Plan

Capital Investment Need & Prioritisation

Sustainable Investment Sustainable Investment





Finances • Sources & Uses of funds • Base and basis of levy of major taxes and charges

• Collection issues • Uses • Rate of growth • Per - capita Analysis

Services • Current levels of services • Water supply • Sanitation • Roads • Solid Waste Management • Drainage • Lighting • Traffic & Transportation

Project Pipeline Implementation Strategy Management Strategy

• Rates of growth • Revenue revision assumptions • Collection performance • Expenditure growth Assumptions • Expenditure Management • Revenue Enhancement Measures • Assumption on O&M for new

investments • Lending options • - Loan grant mix • - Loan terms

City Strategic Plan shared long - term vision

Financial and

Operating Plan

Project Identification & Facility Siting • Sectoral Strategies • Integration of Line Agency

Projects • Public Priorities

Situation Analysis

City Development Plan

ULBs’ commitment to citizens

City Business Plan

Capital Investment

Plan


5

Strategic Planning, Existing Situation Review & Defining City Vision and Goals

• Review of current service delivery levels from the citizens’ perspective through consultation between councillors and technical staff of municipality

• Agenda Note Preparation on Visions and Goals of the Corporate Plan in Consultation with Planning Partners

• Review of State and Local Organisations/ Institutional Operations in Service Delivery

Draft Plan Formulation and Identification of Capital Improvement Program

• Address issues and identify future requirement within Plan Period

• Identify Tasks to address strategies formulated to cater to future requirement

• Identify Institutions involved in erforming tasks

• Define sustainability indicators to Monitor and Evaluate the Plan

Public Consultation, Plan Approval and Finalisation Critical Review and Approval of Plan by Citizen Groups/ Public Representatives, Elected Councillors and Planning Partners

Plan Monitoring and Evaluation

• Review of Sustainability Indicators • Identification of • Key Areas of deficiencies • Redressal of issues and accounted for

Plan Review

• Annual Report and Assessment of Progress

• Identification of Shortcomings • Areas of focus for forthcoming Corporate Plan

Draft Development Plan City Vision and Goals

Development Plan Draft for Public Consultation

Sectoral Strategies Master Plan Water Supply Augmentation Plan Sewerage Master Plan Storm Water Master Plan Comprehensive Traffic & Transport Study

Development Plan

Final Development Plan For Implementation

Annual Progress Report

Agenda for the Future

Figure 1.3: City Development Plan- The Process


6

C. Report Structure

11. This report is the Draft Report and comprises of following structure:

(i) Project Brief and Scope of work. The current section detailing the project objective

and the Scope of work of the project. Approach to the City Corporate Plan;

(ii) Chapter 2 gives the Profile of the ULB and in terms of its demographic

characteristics, past trends and growth, population projections and future trends;

(iii) Chapter 3 deals with urban management, the institutions involved, structure of

ULB -its political and executive wings. The chapter also outlines the reform

agenda currently undertaken by the Municipal Corporation;

(iv) Chapter 4 elaborates planning and land use management and its growth directions

of the town;

(v) Chapter 5 detailed on existing situation of infrastructure services, coverage, gaps,

and issues confronting the same;

(vi) Chapter 6 presents the fiscal situation of the Madurai Corporation

(vii) Chapter 7 deals with urban poverty including slums, demogrphic and socio-

economic characteristics, availability of infrastructure services and gaps in the

provision and delivery of services. Housing for urban poor is also discussed in this

chapter;

(viii) Chapter 8 describes vision and sectoral strategies, proposed interventions and

costing for each of the sector.;

(ix) Chapter 9 describes Capital Investment Plan and Financial Operating Plan and

sustainability of the proposed interventions including the suggested reforms to

enhance the municipal revenues.


7

II. CITY DEMOGRAPHY

A. Geography and Climate

12. Linkage and connectivity. Madurai is well connected by Rail, Road and Air to all major

cities of the state and the country. Madurai is a major rail junction located on Chennai-

Kanyakumari Rail line. National Highways NH 7 and NH 49 pass through the center of

the city. The area and linkages of Madurai is presented in Figures 2.1 & 2.2.

13. Physical and Geographical Characteristics. The City has grown on both sides of river

Vaigai and its terrain is mostly flat. The ground rises from the city, towards outward, on

all sides except the south, which is a gradually sloping terrain. It is surrounded on the

outskirts by small and prominent hills viz. Anaimalai, Nagamalai, Pasumalai and

Sikandearmalai. The city is about 100 mts above mean sea level. The City is situated on

9055’ north latitude and 7807’ east longitude.

14. The major groups of soil that are found in Madurai and its environs are the black and red

variety. Karisal, Sheval and vandal are the soil types found in its surroundings. Ground

water in the corporation varies between a depth range of 61 to 91 m. Presently, the average

water table is reported at approximately 76 m below ground level.

15. Climate and Rainfall. The climate of Madurai town is hot and dry and the temperature

range between a maximum and minimum of 42 0 C and 21 0 C respectively. April and May

are the hottest months. Rainfall is irregular and intermittent, with an average of

approximately 85 cm per annum. The wind blows from northeast direction during January

– February, and from southwest direction during May to July.

B. Population Trends and Urbanization

16. Population Trends. Madurai Municipal Corporation, covering 51.96 sq.kms, comprises of

a total population of 928,869 persons (Census 2001), whereas the Madurai Urban

Agglomeration comprising the city and surrounding settlements accommodates a

population of 11,94,665 persons. The population growth is presented in Table 2.1.


8

Figure 2.1: Municipal Area including the Wards


9

Figure 2.2: Regional Linkages of Madurai City


10

Table 2.1: Population Growth in Madurai

Year Population Decadal

Growth Rate

Compounded

Annual

Growth Rate

Male Female Total

Nos. Nos. Nos. % %

1951 183,950 177,831 361,781 - -

1961 217,638 207,172 424,810 17.42 1.62

1971 280,927 268,187 549,114 29.36 2.60

1981 420,739 400,152 820,891 49.49 4.10

1991* 481,598 459,391 940,989 14.63 1.37

2001** 469,396 459,473 928,869 (1.29) (0.13)

2004# 562,250 546,505 1,108,755 - 1.27

* - Madurai district was bifurcated into Madurai and Dindigul

** - Madurai district was bifurcated into Madurai and Theni.

# - Population Enumeration by Madurai Corporation

Source: Census Reports

17. The town experienced growth rates in the range of 31 percent to 51 percent. Notable surge

in growth rate to 50 percent, registered in 1971 – 1981, can be attributed to the

upgradation of the ULB into a Corporation (1974), and subsequent annexing of 13

panchayats into corporation limits. The decline in the town growth rate in the past two

decades can be attributed to the bifurcation of Madurai district twice, firstly, in 1984 into

Madurai and Dindigul and secondly, in 1997 into Madurai district and Theni district. The

Compounded Annual Growth Rate (CAGR) has reduced from 4.10 percent during 1971-

81 to 1.27 percent during 1991-2004.

18. However, discussions with officials revealed that, negative growth rate registered by the

Corporation in the last decade, as indicated in Census reports is unexplainable. Population

enumeration conducted by the Corporation in 2004, registered a population of 11.08 lakh.

Also, the District’s urban population registered 20 percent growth in the last decade.

19. As indicated by the Tourism Department, the average daily floating population in the city

is 2.10 lakh persons.

20. Population Density. The Municipal Corporation manages delivery of services in all 72

wards within corporation limits, covering an area of 51.96 sq. Km. (Figure 2.3). The City

is divided into four Zones namely, North Zone (21 wards), South Zone (19 wards). West

Zone (16 wards) and East Zone (16 wards), as tabulated below in Table 2.2.


11

Table 2.2: Zonewise Details of Municipal Corporation

Details North Bank of

River Vaigai

South of River Vaigai Number of

Wards

North Zone East Zone South Zone West Zone

Wards (Nos.) 21 16 19 16 72

Ward List 1 to 21 44 to 59 31 to 43 &

60 to 65

22 to 30 &

66 to 72

1 to 72

Population (2004) 353,893 207,793 269,915 277,154 1,108,755

Area (sq. km) 19.50 6.12 7.40 18.78 51.96

21. The population density of Madurai City is very high, approximately 213 Persons per Ha in

2004. Despite the high density, the average population density has increased from 181

Persons per Ha. in 1991 to 213 Persons per Ha in 2004 (notable increase of 18 percent).

The municipal area has been unchanged since its inception as a Corporation, in1971, thus

indicating need for area de-limitation.

22. High density within the corporation has resulted in heavy demand for urban services

within corporation limits, high real estate prices and demand for growth areas beyond the

Corporation limits, in the adjacent Local Bodies. Three local bodies, Thiruparangundram

and Avaniyapuram in south, and Anayyur in North, have been upgraded from Town

Panchayat Status to Municipality, in 2005.

23. Ward wise analysis of Madurai Corporation indicates that the Corporation area is almost

saturated, with 52 wards of 72 wards having high or very high densities. Of the 20 wards

having density below city average, 10 wards are located on the Corporation periphery. The

remaining lesser density wards are either constrained by land-use or other physical

characteristics. The summary of density pattern is tabulated below in Table 2.3 and is

presented in Figure 2.3.

Table 2.3: Summary of Density Pattern

Range Density Pattern Number of

Wards

(Persons per Ha) Nos.

Above 1000 Very High Density 3

701 - 1000 Very High Density 10

401 - 700 Very High Density 20

213 - 400 High Density 19

101 – 213 Medium Density 11

Below 101 Moderate and Low Density 9

Source: Analysis

24. The Old city or the Core Areas of Madurai, predominantly areas around the Temple, south

of River Vaigai, are the most densely populated areas (density above 1000 Persons per

Ha). Presence of Slums along River Vaigai, have increased the density of the adjacent to

the River.


12

Figure 2.3: Population Density Pattern of Madurai


13

C. Economic Development

1. Sectoral Growth

25. According to Census 2001, the urban workforce participation rate (WPR) (percentage of

main and marginal workers to the total population) is 34.18 percent (including 1.35

percent marginal workers). Madurai urban WPR in 1991 was 31.87 percent (including

0.64 percent marginal workers). The positive growth in WPR in urban area, by more than

3 percent over the last decade, can be attributed to the growth in the Service Sector. In the

absence of a detailed breakdown of sector/category-wise workers for 2001, the figures for

1991 are used to examine the composition of the workforce. Table 2.4 presents the

category-wise workforce composition in Madurai Corporation, according to Census1991.

Table 2.4: Occupational pattern

Sr. No Year 1991 2001

Population 940,988 928,869

Sector

Primary Sector

1 Cultivators & Agricultural Laborers 7,069 3,35

2 Livestock & Mining 1,489 -

Sub-Total- Primary 8,558

Secondary Sector

3 Household & Industry 24,795 9,623

4 Construction 16,662 -

Sub-Total- Secondary 41,457

Tertiary Sector

5 Trade & Commerce 92,271 -

6 Transport & Communication 28,778 -

7 Other Services/ Other Main Workers 61,848 291,489

Sub-Total- Tertiary 182,897 291,489*

8 Marginal Workers 6,025 12,506

Total Workforce 299,941 317,453

9 Non- Workers 641,048 611,416

10 Work Force Participation Rate 31.87% 34.18%

Source: Census Reports

Note: * Includes the figures of Livestock & Mining, HH & Industry and the tertiary sector.

2. Industrial Development

26. The town has always been weak in industrial base although, historically it has been an

important trading center for handloom, silk weaving, Pottery, Leather Industry, etc., the

significance of which (trade and commerce) reduced over a period of time. Lack of

entrepreneurship and limited resources are the main reasons for non-development of

industries in this district. However, the town maintains its significance as a major tourism

destination in India.

27. The three major industrial estates in the district are K. Pudur Industrial Estate, Automobile

Co-operative Industrial estate at Kappalur and Industrial Estate at Urranganpatti for


14

Hosiery products (refer Table 2.5). Apart from the above, a functional Electrical and

Electronic Industrial estate has been established at Kappalur. All major estates are located

along the periphery of the Municipal Corporation, and serve the town in terms of

employment opportunity. There are some Small Scale Industries located within the City.

Table 2.5: Salient Features of Industrial Estates

Industrial Estates Area Work Sheds

Ha Nos.

K. Pudur Estate 50.054 74

Kappalaur Estate 136 148

Urranganpatti Estate 69 147

28. Presently, the economy is solely dependent on tourism business and competition from

other towns and other states has altered the potentials of the town leading to reduced

growth rates and as well reduced the inflow of floating population. The total floating

population of Madurai is estimated at 2,10,000 visitors per day. The inflow of foreign

tourists is more during the period from November to March, while the influx of domestic

visitors stretches from April to June. Tourism related activities strive in the City, since

Madurai serves as a transit place for religious tours to southern towns like Tiruchendur,

Rameswaram, Kanyakumari and other places in southern Kerala. However, the region of

Madurai is attracting large investments in textiles and associated industries. It has been

noted that three integrated textile parks are coming up in the region which would boost the

economy, particularly the export economy having significant economic oppurtunities in

the region.

D. Socio-Economic Profile

1. Employment

29. Major Employement in the City is provided by Tertiary Sector, mainly being Tourism

Industry and related ancillary activities. Approximately 92 percent of the workforce is

employed in Tertiary Sector.

30. Property Assessment details, for 2004-05, indicates that there are approximately 155

lodges in the City and a number of other hotels and restaurants, thus being a major

provider of employment in the city.

2. Income and Expenditure

31. Collection of Commercial tax is used as a surrogate indicator to measure the City’s

economic output since, data related to domestic products, indicators of economic output, is

published at National and State level, but not available at city level. The detail of

commercial tax collection is available for Madurai for FY 1999-2000 (refer Table 2.6),

which indicates a minimal growth in the collection performance. The Per Capita

Commercial Tax Collection for the City is approximately Rs. 1,260/ for FY 1999-2000.


15

Table 2.6: Details of Commercial Tax Collection.

Years Commercial Tax Collection Growth

Rs. Lakh Percent

1995-96 11709.90 -

1996-97 11511.54 (1.7)

1997-98 10987.31 (4.7)

1998-99 11686.21 5.9

1999-00 11852.30 1.4

Source: Commercial Tax Office, Madurai

3. Land and Housing

32. Madurai city is facing acute shortage of housing stock, mainly attributed to the

phenomenal growth of the city with influx of rural population, increase in tourism related

activities and conversion of building use. There is a need to add 60,000 houses in the next

10 years to meet the demand. The growth in houses and households is presented in Table

2.7.

Table 2.7: Growth in Houses and Households.

Year Population Census

Houses

Households No. of

Households

/ House

Average

Household

size

Nos. Nos.

1961 424,810 50,243 87,904 1.75 4.84

1971 549,114 76,319 125,706 1.64 4.37

1981 820,891 157,888 159,154 1.01 5.16

1991 940,989 198,612

2001 928,869 194,552 215,265 1.10 4.32

Source: Census 2001

33. In an effort to overcome housing shortage Tamil Nadu Housing Board (TNHB) is

exploring option for developing housing schemes at various locations and along the ring

road. TNHB has developed neighborhood schemes, which consist of Anna Nagar,

K.K.Nagar as well as in Satyamangalam and Tallakulam areas. The economically weaker

sections have been allotted with more number of plots. In Melavasal area, about 450

tenements were constructed for housing the slum people. Schemes are in progress in

Thatheneri and other north neighborhood areas.

4. Social Capital

34. Markets. The central wholesale vegetable and flower market is located in CBD area near

the Temple. The central market covers approximately 4 acres area and accommodates

nearly 400 wholesale shops and 1000 retailer shops selling vegetables, fruits, flowers and

food grains. The market is located in two plots on either sides of the North Avani Moola

veedi near the temple. The land use around the market is mostly residential and partly

institutional, although increasing conversion to mixed landuse is noticed. Apart from

these, there are number of daily markets located within the City including weekly and


16

sunday markets, slaughterhouse etc. Some of the major issues noticed here are narrow

streets, and proximity to the temple which often causes traffic congestion and pollution.

35. Other Assets. The Corporation maintains two slaughter houses; however, there is no

system for solid waste management and effluent treatment in this slaughterhouse. In

addition to this, there are number of unorganized shops where slaughtering takes place

thus resulting in unhealthy and unhygienic practices. Besides, there is a severe a lack of

infrastructure facilities in these areas.

5. Health

36. The basic health indicators of the city are given in the Table 2.8 below. Birth and Death

Statistics for Madurai are comparitively better as compared to the region, given the

precense of good medical institutions in the City. As per Birth-Death registered

maintained by the Corporation, the City registered 19,199 births and 3,191 deaths in 2004.

Table 2.8: Basic Health Indicators, 2004

Vital statistics Details

Birth Rate 19.3

Death Rate 3.2

Still Birth Rate 5.00

Infant Morality Rate 8.90

Maternal Morality Rate 0.64

37. The ULB is maintaining 17 Urban Health Posts, 16 Maternity Centers (of below 25 beds)

and two Siddha Dispenseries. The facilities are poorly maintained and need strengthening

and upgradations.

6. Education

38. Madurai City houses government education institutions along with aided and private

institutions. The City is base to Madurai Kamaraja University. Prominent institutions

include Theyagaraja Enggineering College and the Medical College.

39. Madurai City has a literacy rate of 78.62 percent, which is marginally high in comparison

to the district figure. The literacy rate has improved over the last decade, in lieu of the

City’s growing significance in the region and presence of Government and Private

Educational Institutions.

E. Growth Trends and Projections

40. Population projection for Madurai City, is in coherence with the population projection

adopted as a part of detailed project report for water supply improvement works for

Madurai and detailed project report for undergroud sewerage scheme, which is under

implementation. The various methods analyzed are.

(i) Arithmetical Increase Method

(ii) Geometric Increase Method


17

(iii) Incremental Increase Method

(iv) Semi Log -Line of Best-Fit Method

41. City population was projected to 2035 using above methods and Best-Fit Method, in

coherence with above mentioned projects, is adopted for the design calculations. The

population projections are prsented in Table 2.9.

Table 2.9: Population Projection

Year Projected Population Decadal Growth Rate Compounded Annual

Growth Rate

Nos Percent Percent

2006 1,197,128 - 2.32

2011 1,282,490 20.13 1.39

2016 1,370,360 - 1.33

2021 1,456,400 13.56 1.23

2026 1,541,538 - 1.14

2031 1,627,046 11.72 1.09

2035 1,698,855 1.09

Source: Detailed Project Report for Improvement of Water Supply System for Madurai

City, Tamil Nadu.

Population projection for Madurai City is in coherence with the population adopted as a apart of

detailed project report for water supply improvement works for Madurai and detailed project

report for underground sewerage scheme which is under implementation.

For population projections for Madurai LPA, please refer Annexure 2.1 to 2.12.


18

III. URBAN GOVERNANCE

A. Institutions and Capacity

1. Institutional Arrangements and Policy Context

42. Institutional Arrangements. The State Government’s line departments continue to play a

crucial role in urban basic service delivery. Sectors and agency involvement include:

(i) Water Supply & Sewerage. The Tamil Nadu Water Supply and Drainage Board

(TWAD) is responsible for creation of water and sewerage infrastructure in the

state. However, Madurai Municipal Corporation is responsible for the provision and

delivery of services within the City.

(ii) Master Plan. The Town and Country Planning Department (TCPD) prepares the

Master Plan and Comprehensive Development Plan (CDP) for the city/town, and the

mandate of implementing the Master Plan /CDP lies with the ULB – growth is

generally haphazard and unplanned, the CDP is rarely referred to. However, with a

vision to achieve planned growth, revision of CDP is in progress.

(iii) Roads and Highways. Highways and Rural Works maintains the National and State

Highways that pass through the town/city. Municipal roads are however created and

maintained by the ULB.

(iv) Environmental Protection. The Tamil Nadu Pollution Control Board (TNPCB) is

responsible for environmental protection and enforcement of rulings related to the

same, passed by competent authorities.

(v) Slum Upgradation. The Tamil Nadu Slum Clearance Board (TNSCB) develops

improvement schemes for notified/regularized slum settlements in the city/town.

Infrastructure provision is financed partly through loans from the Housing and

Development Corporation (HUDCo) and partly through grants from GoTN and GoI.

43. In addition to involvement of various institutions in the development of local-level

infrastructure, the Municipal Administration & Water Supply Department controls local-

level governance through the Commissionerate of Municipal Administration (CMA).

Multiple Agencies such as State Highways, National Highways, P.W.D., Slum Clearance

Board, Tamil Nadu Housing Board are working for the provision of basic services and

infrastructure in the Madurai Corporation area, with their own budget allotments from the State

Government. If there are deficiencies in their service sector the respective Agencies are

responsible. As far as Basic Services such as WS & Drainage concerned TWAD or CMWSS

Board are executing agencies and if there is any deficiencies in these services, responsibility

lies with MMC only.


19

A) Institutional Responsibility – Madurai City

Urban Infrastructure Planning and Design Construction Operation and

Maintenance

Water Supply Madurai Corporation Madurai Corporation Madurai Corporation

Sewerage Madurai Corporation Madurai Corporation Madurai Corporation

Drainage Madurai Corporation Madurai Corporation Madurai Corporation

Storm Water Drainage Madurai Corporation Madurai Corporation Madurai Corporation

Solid Waste Disposal Madurai Corporation Madurai Corporation Madurai Corporation

Corporation Roads

(Including flyovers)

Madurai Corporation Madurai Corporation Madurai Corporation

Street Lighting Madurai Corporation Madurai Corporation Madurai Corporation

As envisaged in the 74th Amendment Act, the Elected Council of the local body is vested with the

power of planning and approving the infrastructure facilities. The operation and maintenance is the

responsibility of the local body. The deficiency in infrastructure facilities is due to the need of capital

investment and not attributed to institutional arrangements.

B) Institutional Responsibility – Madurai Local Planning Area (Excluding Madurai

Corporation Limits)

Urban Infrastructure Planning and

Design

Construction Operation and

Maintenance

Water Supply TWAD TWAD ULB

Sewerage TWAD TWAD ULB

Drainage ULB ULB ULB

Storm Water Drainage ULB ULB ULB

Solid Waste Disposal ULB ULB ULB

Corporation Roads (Including

flyovers)

ULB ULB ULB

Street Lighting ULB ULB ULB

Here there is no overlapping on the part of the local bodies and other institutions. The elected council

of the local body is also responsible and administrative authority to implement the projects required

for that town. Here also, the capital investment requirement is the main problem for the deficiency

and not overlapping is responsible for the deficiency in infrastructure facilities.

C) Role of Private Sector in Urban Infrastructure Provision

Urban Infrastructure Role of Private Sector

Water Supply Water treatment and pumping are proposed to let out to private sector.

Sewerage and drainage All activities after the initial O&M by CMWSSB, it is decided to hand

over to private sector.

Storm Water Drainage

Solid Waste Disposal Out of 4 zones, 1 zone was privatized from collection disposal

arrangements. It is expected, all the zones are to be privatized shortly.

Corporation Roads

(Including flyovers) One major by-pass road is proposed to be constructed under BOT basis.

Street Lighting It is proposed to provide O&M to private sector.


20

44. Policy Framework. The Madurai Municipal Corporation Act (1971) governs the

management of the City Corporation and the Tamil Nadu District Municipalities Act

(1920) govern the management of Municipality and Town Panchayat of the State.

Amendment to the Corporation Act (1971) and Amendment to the Municipalities Act

(1920), provides impetus for environment improvement through Rain Water Harvesting.

2. Service Delivery and Performance of ULB

45. The Madurai Municipal Corporations Act, 1971, governs the management of the City

Corporation. The Corporation is responsible for provision of services and basic amenity to

the citizens, which include:

• distribution of potable water;

• operation and maintenance of drainage and sewerage systems;

• public lighting;

• sanitation and public hygiene;

• construction and maintenance of bus terminals, roads, culverts, and bridges;

• maintenance of public parks and gardens;

• ensuring systematic urban growth;

• regulation of building construction; and

• licensing of commercial activities, etc.

B. Organization Structure of Urban Local Body

46. The structure of the Corporation consists of two Wings i.e., the Deliberative Wing and the

Executive Wing.

1. Executive Wing

47. The Executive wing is responsible for the day-to-day functioning of the corporation and

assists the deliberative wing in the decision-making process. The Municipal Commissioner

heads the executive wing of the ULB, and various officers in charge of different

departments or sections assist the Commissioner in managing the ULB. The personnel

include Managers, Account officer, Health officers, Revenue officer and City engineer.

These officers are assisted in their work by junior officials.

48. Apart from its own employees, the ULB also employs daily wage basis workers or

contractual workers for services such as street lighting, and sanitation and water supply.

These include electricians, watchmen, water boys, drivers, valve operators etc. Certain

jobs like sanitary works and garbage clearance are done through contracts where the usual

procedure followed is selection through tenders.

2. Administrative Wing

49. Madurai Corporation's deliberative wing consists of a Council, with mayor and all

councilors as members, and 6 Standing Committees. The council is elected for 5 years.

Each Standing Committee has one Chairman and 5 members. The members of the


21

Committee are elected by the council. The Chairman of each committee is elected by the

members of that committee and he holds the post for period of one year. Presently, the

Corporation wards are divided into 4 zones namely North, South, East, and West. Ward

committees of each zone are headed by a Ward Committee Chairman.

50. Apart from this there are 6 standing committees, tax appeal committee, appointment

committee and disciplinary action committee. Tax Appeal committee constitutes of two

councilors (elected by the Council as members), to disposes the tax appeals preferred by

the tax payers. According to the rules framed under the Corporation Act and the

subsequent amendments, the Standing Committees discuss and decide on matters relating

to:

• public health, education and social justice;

• town planning and city improvement; and

• accounts.

51. Various departments under the ULB, share the responsibility of service delivery within the

Corporation. The functions of various officials/departments, under the Administrative

wing, are elucidated hereunder:

(i) Commissioner. The Commissioner is at the apex of this structure and is responsible

for all activities carried out by the ULB. The Commissioner is responsible for

preparation and certification of all periodical records, returns and furnishes all

information as may from time to time be required by the Municipal Council or the

Standing committees. He is also responsible for preparation of accounts. At each

general meeting, the Commissioner along with some other key officials, discuss

various issues with the elected representatives.

(ii) General Administration Department. The department is headed by the

Commissioner and assisted by Assistant Commissioner (Personnel), Administrative

officers, Public relation officer, Superintendent and other officers. This department

is responsible for establishment, other essential matters relating to office, officers,

staff and their welfare like preparation of staff pay bills, maintenance of registers for

advances, GPF, pension, PF’s etc.

(iii) Engineering and Water Supply Department. City Engineer heads the Engineering

Section and is assisted by executive engineers, assistant executive engineers,

assistant engineers, junior engineers and other staff. This department looks after all

the works relating to execution and maintenance of basic amenities like Water

Supply, Drainage, Sewerage, Storm water drains, Roads, Street lights, etc. The

Engineering department is also responsible for ensuring the quality of works and

their execution within the time frame.

(iv) Revenue and Accounts Department. The department is headed by the Commissioner

and assisted by Deputy Commissioner, Assistant Commissioners (Accounts and

Revenue), Accounts officers, Revenue Officers, Assistant officers and other

officers. The Accounts Section is responsible for supervising all financial

transactions related to the CMC, advising the Commissioner on all internal financial

matters, updating financial receipts and expenditure details in accordance with the


22

utilization of funds, reporting deviations in expenditure of funds in any of the

allocated schemes, assisting preparation of the CMC budget, maintenance of

accounts regarding stamp duty, SFC Grants, MP Grants, maintenance of petty cash

book and general cash book and attending to audit requirements and other such

accounts-related duties. Revenue Officer, heading the Revenue Section, is

responsible for collecting taxes such as, trade tax, house tax, advertisement tax, and

entertainment tax; development charges; transfer of properties (commonly called

Khatha transfer); collection of duty; issuing notices for recovery of tax; and

monitoring revenue collections of the ULB.

(v) Public Health Department. The department is headed by City Health Officer, and is

responsible for ULB services such as Solid waste management, public health related

works like malaria control, family planning, mother and child health care, birth and

death registration etc, and other government assisted programs related to health and

poverty reduction and awareness programs. The City Health Officer assisted by the

Health Inspectors and Sanitary Inspectors, is responsible for services of Solid waste

management and Malaria Control activities. Junior officers are in-charge of works

execution at the field level, which includes monitoring and supervising the work of

sanitary laborers in the wards under their charge and attending to specific local

complaints. Besides, this department is responsible for the enforcement of the

Public Health Act. The City Health Officer is assisted by the assistant health officer,

assistant nurses, biologist and drivers etc. The department is also involved in

promotion of health awareness programs and implements various State and Central

assisted schemes like pulse polio project, SJSRY etc.

(vi) Town Planning Department. A chief town-planning officer heads this department,

assisted by assistant town planning officers, building inspectors, surveyors and

junior assistants and other staff. The major function of this department is issue of

building license, preparation and implementation of development plans and eviction

of encroachments, urban planning and building regulation.

52. The corporation maintains a Treasury Office, which is responsible for Pre-Audit of the

work bills and pay bills, before sending them for auditing to the Directorate of Local fund

Accounts as done in the Government treasury offices. Other wings, which are functioning

in the corporation, are Council wing, Legal wing, Vigilance wing and Public relation

wing.

3. Institutional Strengthening and Capacity Building

53. The vacancy rate in Madurai is 8.50 percent. Table 3.1 summarizes the staff status in

Madurai.

Table 3.1: City Corporation staff details.

Item Staff

Sanctioned Positions 5,191

Vacant Positions 444

Filled Positions 4,747

Vacancy Rate % 8.50


23

C. Reforms Initiated by the Municipal Corporation

54. Madurai Municipal Corporation, to enhance the efficiencies of operations, have initiated

reform measures which are outlined in the following sections


24

1. Toll Road through Public Private Partnership

60. With a view to decongest the city, the Corporation of Madurai (CoM) constructed a 27

km, two-lane Inner Ring Road (MIRR) between Kanyakumari Road and Melur road. The

MIRR was completed in October 2000 at a cost of about Rs.43 crore which was financed

by way of grants from State Government (Rs.14 crore) and loan from Tamil Nadu Urban

Development Fund (TNUDF) of Rs.29 crore. The road was opened to traffic from

November 1, 2000 and tolls are being collected. Corporation of Madurai (CoM) entered

the Capital market for raising Rs.30 crores through the issue of secured non-convertible

redeemable bonds in the nature of debentures of the face value of Rs.1,00,000 each by way

of private placement. The placement opened on March 05, 2001 and closed after

mobilizing Rs.29 crores. The Bonds were secured, taxable, redeemable and non-

convertible debentures. These bonds had been assigned a credit rating of LA+(SO) by

ICRA for a total amount of Rs.30 crores.

2. Accrual Based Accounting System

61. The accrual-based system of accounting was introduced I Madurai Municipal Corporation

with effect from 1.4.2000 reflecting the true state of affairs of the Corporation.

3. E-Governance

62. E-governance of municipal operations is also introduced and the following services are

included under this initiative;

• Online Collection of Property taxes: Madurai Corporation has started online

collection of property tax and water charges from June 2004 through 25 collection

centers located at various places in the Madurai Corporation. Madurai Corporation is

the first in Tamil Nadu in introducing online payment;

• Issue of Birth and Death certificates from July 2005;

• Online collection of miscellaneous receipts from July 2005 in all the zonal offices;

• Touch screen facility for the citizens providing information on tax dues, registration

details for births and deaths etc. is provided at Ranimangammal chatram collection

center from July 2005;

• Building Plan approvals from August 2005 in all four zonal offices facilitating issue

of plan approval;

• Salary bill preparation of 4,700 employees and issuance;

• Electronic attendance system in two zonal offices (North & East) through a Bio

Matrix Reader and generation of attendance reports.

• Automation of stores and inventory including purchase order, invoice, delivery,

material issues etc;


25

• E-payment gateway through Credit /Debit Card from December 2005 facilitating

public to pay the All Taxes amount using Credit /Debit Card. Madurai Corporation

is the first in Tamil Nadu to introduce this service;

• Vehicle Management System for maintenance of Vehicle Register and Log books;

• Collection on Wheels: Collection of taxes through a mobile van specifically designed

for the purpose;

• Video Conference: Video Conferencing facility is being introduced shortly

connecting the zonal offices, main office, and the Commissioner’s Office for E-

administration.

Figure 3.1: Net work Diagram for Video Conferencing Connectivity


26

Figure 3.2: Automation of Solid Waste Management System Process Flow Chart

Start

Smart Card

Registration

Verify

Card No

Allow

Weigh

Bridge

Card

Processing

Capture

Data on

Exit Bridge

Verify

Weight

Process Data

Block Card

Alarm

Stop


27

63. At vellakkal compost yard is to be done by reading vehicle ID by a handleheld reader,

weighing weights for each load which will automatically update in the computer.

Figure 3.3: Computerization of Ring Road Toll collection and Bus stand Toll collection process flow

chart

64. Mattuthavani bus stand Tollgate and Ring road Tollgate (5 Locatins) will be soon

Automated by an electronic ticket collector and every collection will update in the main

office server.

Present Status:

1) Mattuthavani bus stand work completed

2) Ring road work under progress

Start

Capture

Data

Pre-Paid or

Cash

Verify the

Balance

Open the Gate First Time

for the Day

Open the Gate

and generate a

bill internally

Collect

Cash No

Yes

Yes

No

Cash

Pre-Paid

Generate a bill


28

Figure 3.4: Network Diagram for Data Connectivity

65. Connecting Mayor camp office, Commissioner Camp office, Vellakkal Compost yard, All

zonal offices with main office through leased line network for Video conference and

Connecting All computers in our office.

Present Status: Line fixing under progress.

Modification of Website

66. Following features will be included in the website in order to improve the services to the

public

• Separate E-mail Id’s will be created for Mayor, Commissioner, and all the HOD’s for

Public can contact the officials through E-mails.

• Public can calculate Building plan approval charges by their own.

• Public can know their status of Grievances.

• Public can know their own application Status.

• Knowing Tender Announcements, Download

• Tender Schedules, Tender Status.

Modifying Paperless office

67. Modifying a paperless office by providing Computers and Traning to all the end users will


29

be done shortly.

68. Present Status: Computers Purchased ,Training Started for All Class I & II and Other

Officials.

GIS Implementation in Madurai Corporation

69. The GIS is introduced in Madurai Corporation by entrusting the work to Madurai Kamaraj

University. The work has been completed in west Zone and in progress in other three

Zones.

70. Detailed reforms agenda and time line for ULB and the State is presented in Appendix II

& III.


30

IV. PLANNING AND LAND USE MANAGEMENT

A. Planning Efforts in the Past

1. Master Plan Outline

77. Government of Tamil Nadu has notified Local Planning Area for Madurai, extending over

an area of 720.97 Sq.Km under Town and Country Planning Act, 1971. Conurbation area

of LPA includes Madurai Corporation, four municipalities (Thirumangalam,

Thiruparamkundram, Avaniapuram and Anayyur), five town Panchayats and 179 Villages.

78. Urban settlements, 10 settlements as indicated above, in LPA cover an area of

approximately 143.74 Sq.Km, as per CDP for Madurai for 2001. Madurai Corporation

covers approximately 36 percent of the Urban Area in LPA.

79. Rural settlements, 179 revenue villages covers an area of approximately 577.23 Sq.Km.

2. Master Plan Implementation and Implications

80. First Master Plan for Madurai City was prepared by TCP authority, and received the final

approval in 1994. Given the trends in development and spatial growth, a revised City

Development Plan for Madurai City, for 2021, is under preperation by TCP. The Plan is

approved and is awaiting publication.

81. Review of Madurai Master Plan, 2001. The master plan prepared for Madurai LPA

estimated a population of approximately 22 lakh of which, 16 lakh is indicated for within

Madurai ULB limits. The master plan proposed to accommodate Thrirupparankundram,

Avaniyapuram, Palkalainagar, Paravai and Othakadai as urban nodes and Vadipatty-

Sholavandan, Alanganallur, Thirumangalam and Thiruppuvanam as satellite towns.

82. The Plan emphasised on regional development strategy, for the LPA, by expanding the

economic base and industrial base, and by addressing constraints for physical growth. The

Plan proposed to accommodate a population of approximately 16 lakh within Madurai and

develop satellite towns each accomodating approximately 0.75 lakh diverted population in

addition to their population. It is proposed to link the satellite towns by Rapid Transit

System. The Plan estimated approximately 90 sq. km developed area, within LPA, for

2001.

83. Planned efforts at sector level are regulated by Town Planning Schemes. In Madurai there

are 31 Town Planning (TP) schemes, 3 number of draft schemes. The total number of

approved DDP’s are 46 and 14 number of schemes consented by the government/ DTCP.


31

B. Land Use Management

1. Land Use Pattern – Current and Future

84. Existing Land Use. Review of the land use pattern of Madurai City, for 2001, indicates

that approximately 88 percent of land

is being put to developed use as

against 72 percent in 1994. Presently,

approximately 48 percent of developed

area is put to residential use, 18

percent area under transportation and 9

percent area under commercial Use.

85. Area under commercial & education

use has increased by more than 200

percent each, which is not adequately

supported by allocation of area for

circulation and transportaion. There is

marginal increase in area under

residential use, thus increasing the

residential density of the existing

areas. Land use pattern for Madurai

City as existed in 1984 and in 2001 is

as follows in the Table 4.1.

Table 4.1: Existing Land use Pattern, 2001

Land use Type Area

(1994)

% to

Developed

area

Area

(2001)

% to

Developed

area

Sq. km Percent Sq. km Percent

Residential 21.45 57.49 21.79 47.77

Commercial 1.94 5.32 4.14 9.07

Industrial 2.10 5.63 3.12 6.84

Education 1.72 4.61 3.62 7.93

Public & Semi- public 2.65 7.10 4.66 10.23

Transportation/ Circulation 7.41 19.85 8.29 18.18

Sub-Total (Developed Area) 37.32 100.00 45.61 100.00

Water Bodies 5.03 2.07

Agriculture 9.48 4.14

Sub-Total (un-Developed

Area) 14.06 6.21

Total 51.82 51.96

Source: Master Plan for Madurai, 2001. & Revised CDP for Madurai, 2021.

86. Proposed Land Use Pattern. The Local Planning Authority has proposed Revised City

Development Plan for Madurai City for 2021. Proposed land use is elaborated below in

Table 4.2.

Existing Land Use Pattern, 2001

Residential

48%

Commercial

9%

Industrial

7%

Educational

8%

Public & Semi-

public

10%

Circulation

18%

Residential Commercial Industrial

Educational Recreational Public & Semi- public

Circulation


32

Figure 4.1: Land-Use Map for Madurai Corporation2

2 From a thesis document of School of Architecture & Planning, Anna University.


33

Figure 4.2: Land-Use Map for Madurai Local Planning Area3

3 From School of Planning Thesis, Anna University.


34

87. Review of the proposed land use pattern of Madurai City, for 2021, indicates that

approximately 95 percent of land is being put to developed use as against 88 percent

presently. Approximately 51 percent of developed area is proposed to be put to Residential

use, served by 17 percent area under Circulation and 10 percent area under Commercial

Use.

88. Approximatey 300 Ha of additional

area is proposed for residential use

over 20 years, as compared to present

area. This area is minimal as

compared to the demand, due to

population growth, and shall result in

further densification of the existing

wards. Also, there is no increase in

area proposed for transportation or

circulation use, which is likely to

cause bottlenecks for development of

infrastructure over the Plan period.

There are approximatey 21 major

water bodies (2.07 sq.km), maintained

by the Public Works Department

(PWD) and have been retained over

the Plan period.

Table 4.2: Proposed Land use Pattern, 2021

Land use Type Area

(2021)

% to Developed area

Sq. km Percent

Residential 24.75 50.36

Commercial 4.70 9.57

Industrial 3.12 6.35

Education 3.62 7.36

Public & Semi- public 4.66 9.49

Transportation/ Circulation 8.29 16.86

Sub-Total (Developed Area) 49.14 100.00

Water Bodies 2.07

Agriculture 0.61

Sub-Total (un-Developed Area) 2.68

Total 51.96

Source: Revised CDP for Madurai, 2021.

2. Development Patterns – Growth Areas and Direction

89. Historically, development of the City was noticed around the temple, which is the focal

point in the southern part of river Vaigai, followed by growth in urban area surrounding

the Old City. Later, developments came up in the northern side of the river which has

gained prominence over the last two decades with the establishmentof government offices

and institutional buildings.

Proposed Land Use Pattern, 2021

Residential

51%

Commercial

10%

Industrial

6%

Educational

7%

Public & Semi-

public

9%

Circulation

17%

Residential Commercial Industrial

Educational Recreational Public & Semi- public

Circulation


35

Figure 4.3: Growth Directions of Madurai City

90. As in case of most of the

cities, Madurai’s growth

pattern is also guided

along the major

transportation corridors, 2

National Highways and 7

Major District Roads.

Trend of spatial growth

within LPA is noticed

along NH 7 (towards

Thirunelveli and towards

Dindigul) and towards

Airport, in the South and

towards Alagarkoil,

Mellur and Natham in the

North. Towards the South

of Madurai Corporation, a

notable increase in population growth is observed in Thirumangalam Town and

Thirupparankundaram Town, along NH 7, and in Avaniyapuram Town along Airport

Road, in the past few years. Low denisty growth is also noticed along NH 7, towards

Rameswaram. In the Northern side, population increase is noticed, in and around Anayyur

Town and along Alagarkoil Road. In keeping with the growth pattern, the government has

identified and upgraded three Town Panchayat’s (Thiruppurankundaram, Avaniyapuram

and Anayyur) into Municipality in 2005.

91. Figure to right, indicates the growth direction of Madurai City and the locations of

recently upgraded municipalities.

92. Growth Trend towards North. Major development activities are noticed towards the

Northern side within Corporation limits, along Alagarkoil Road and Puddur/Mellur Road,

attributed to the development of High Court and Major Bus Stand (Mattuthavani Bus

Stand). New and Upmarket residential development is noticed along Mellur Road and

along Natham Road. In the southern side, low intensity development is noticed along

Theni Road, and areas beyond the By-Pass Road, and also along road to Theyagaraja

Enggineering College. Newly developing commercial area are noticed, in North Central

Areas, along the Alagarkoil Road Main road.

93. Growth Trend towards South. The newly developed neighborhoods, such as Alagappan

Nagar, Shenoy Nagar, West Ponnagaram extension, TVS Nagar, Anna Nagar and KK

nagar, are well planned with open spaces and low density. The commercial hub of the City

and the region is the Core City, with high density of shopping and commercial

establishments.

94. High Density Low Income Areas. Major low income areas include Sellur, Thatheneri in

North Zone, Ares along the Bank of Vaigai in the North and South Zone, and Fringe Areas

near to Avaniyapuram and Villupuram in the South.

40

31

5359

7225

26

22

24

2327

71

70

28

69

6867

66

65

64

63

62

61

60

42

4156

58

57

454344

46

3954

55

52

51

50

34

35

49

48

47

37

36

3832

3330

29

2

4

6

13

1516

10

21

1

9

8

7

11

20

17

18

19 14

212

5

3

2

TempleMeenakshi

PeriyaKanmoi

To Aruppukottai

To Tuticorin

To DindigulP&T Colony

To Mel

ur

College

R i v e r

V a i g a i

Nagar

Madakulam

Uthangudi

Parasurampatti

Parayathikulam Mangalgudi

Narasingam

Kathakina

Alathur

TheppakulamVandiyur

Iravadhanallur

Vandiyur

Lakshmi Puram

Keraithurai

Anuppanadi

Villapuram

Villapuram

Avaniyapuram

Jeeva Nagar

Shanmuga Puram

Madurai

New Ellis Bus StandCentral

JunctionMadurai

Meenambalpuram

Bibikulam

Chockikulam

Managiri

Sellur

Chockanathapuram

AthikulamThallakulam

S.Alangulam

Anaiyur

Anaiyur

Vadhumal

Arappalayam

Thathaneri

StationRail Nagar

Vilangudi

Kochadai

Kokkalappi

Ponmeni

KanmoiMadakulam

Pasumalai Hill

NagarSathyasai

Muthuramalinga Puram

Muthupatti

Thirupparankundram

To Sivaganga


36

3. Growth Constraints and Developmental Potentials

95. Constraints. Major constraint for growth in Madurai, is the limited area available for

development and the high population density (56 wards of a total of 72 wards have density

above 200 Persons per Ha), within the corporaiton limits thus making it saturated. This has

put excess pressure on the infrastructure services and deteriorated the quality of life in the

recent years.

96. Very high residential density pattern is observed in the Core City area (more than 1000

Persons per Ha). Although, the actual density in this area is far higher than the indicated

figures, given the presence of floating population and the commercial establishments

located in and around the Core City area. Major constraint noticed here is rapid conversion

to mixed landuse and lack of open spaces, which is again deteriorating the quality of life,

coupled with traffic congestion. Also, Central Market, the wholesale market for vegatable

and flowers spread over 2.06 ha, and its associated activities adds to the congestion in

CBD area.

97. One of the major deviations with respect the Master Plan, 1994, is the growth of the City

towards Northern region, along Mellur Road and Alagarkoil Road, at a faster pace as

compared to the Southern Region, along the Thirunelveli Road and Airport Road.

Investigation have revealed that major constriant to growth in the south is Poor quality and

Inadequate availability of ground water in the Souther region along the Airport Road. Also

the growth is facilitated by precense of institutional, government (High Court) and service

facilities (Mattuthavani Bus Stand) towards the North.

98. Development Potentials. Growth potential needs to be explored at regional level, within

the LPA. The very high population density within the ULB limits is resulting in high real

estate prices and increased pressure on urban services. There is a need to capitalize on the

growth potentials nodes in the LPA, through transporation linkages and special

development areas, to increase the spatial growth potential of the ULB. As propogated in

the Master Plan, 1994, there is need to identify and develop newly developed Urban

Nodes.

99. The regional developmet Potentials of the region is linked to its economic and industrial

base, hence a comprehensive program to review and revamp sick industries in the region.

This inturn will induce development potentials in the region.

C. Key Developmental Issues

100. Key Issues are elaborated below:

(i) Madurai Corporation encompasses only 36 percent of the LPA’s urban area

although it houses approximately 80 percent of the urban population of LPA, thus

indicating a need for delimitation of the ULB area.

(ii) Very high population density pattern noticed inside the Corporation limits is

deteriorating the quality of life. This has resulted in high real estate prices within the


37

Corporation area, thus channelizing development towards the adjacent Local Bodies

and areas beyond Corporation limits.

(iii) A review of the Revised Master Plan, 2021, has indicated that the proposed area for

the future development is grossly inadequate given the population growth trend.

Future increase in area for residential use is not supported with increase in area for

traffic and transport use, which will create bottleneck for future development. In

addition, no increase is noticed in area for recreational use, which shall impact the

quality of life over the Plan period.

(iv) Currently, increased demand for urban services is proving as bottleneck for present

development of the City.

(v) Heavy vehicular congestion is noticed in the Old City Area where Meenakshi

Amman Temple is located, attributed to the slow moving vehicles, presence of high

floating population and commercial establishments, which is fast deteriorating the

quality of life.

(vi) In the newly developing housing layouts, the OSR’s have not been handed over to

the Madurai Corporation under the Act, resulting in non-provision of civic services

in these layouts.


38

Upstream of Vaigai Reservoir

V. INFRASTRUCTURE SERVICES

A. Physical Infrastructure

1. Water Supply

Existing Situation.

101. Sources. Madurai Corporation meets its

water demand through Surface and Sub-

Surface Sources, through water supply

schemes, on Vaigai River. First protected

water supply was provided to Madurai City

in the year 1892, through headworks at

Arapalayam. Subequently, considering the

increasing population and additional

demand, headworks was installed, early in

the 1970’s, at Thatchampattu, Melakkal,

Kochadai and Collector Well on the Vaigai

Riverbed are being utilized to convey water through Pumping, to the North Zone during

monsoon season and whien there is sufficient flow in the river. Headworks at Manaloor

and Thiruppavanam, dowstream of Madurai city, were originally designed to pump water

into the South Zone, and are partly functional depending on the availability at Source.

102. Pursuant to the design and implementation of the World Bank funded Vaigai Water

Supply Scheme, potable water is now being supplied to the South Zone areas through

transmission system coveying 68 MLD, from Vaigai Reservoir.

103. Present Water Supply System. Avaialble sources of water supply to the ULB and their

present supply, are listed below:

(i) Original Scheme I (Present Yield - 16 MLD). A partial yield from September to

February through existing collector well/Infiltration galleries installed on Vaigai

River at Melakkal, Thatchampattu, Kochadai and Collector Well for supply to the

North Zone. Design Capacity of the aforementioned headworks is 52 MLD.

However, only 16 MLD of water is realized from the riverbed, 14 MLD from

Melakkal headwork and 2 MLD from the renovated Thatchampattu headwork, and

this amount is highly dependent on river wetting, through release of water from

Vaigai Reservoir.

(ii) Original Scheme II (Present Yield – 2 MLd). A partial yield (monsoon season) is

achieved from headworks installed at Manaloor and Thirupavanam on the Vaigai

Riverbed. Design Capacity of the headworks is 7 MLD.

(iii) Vaigai Water Supply Scheme (Present Yield - 68 MLD). Year round available

source conveyed, through clear water mains from Vaigai Reservoir under the


39

Clear Water Main across Vaigai River

View of the Cascade Aerator

World Bank project implemented in the year 1993. Design Capacity of the

Scheme is 68 MLD.

104. Details of all headworks are elaborated in Appendix – 1a.

105. Treatment. The facility is located at

Pannaipatty village, 16.6 km from Vaigai

Dam, and serves Vaigai Water Supply

Scheme. The Plan has a design capacity of

71.6 MLD, of which only 68 MLD is being

utilised. Raw Water from Vaigai Dam is

conveyed by gravity through 1100 mm PSC

transmission main (16.60 kms length) to the

treatment work. Details of ExistingWTP is

presented in Appendix – 1 b.

106. Transmission. Clear water is transmitted by

gravity from WTP to Arasaradi Pumping Station,

to be distributed in the ULB through service

reservoirs. Clear Water is transmitted to Main

Pumping Station, via 48.80 kms long 1100 mm

dia. PSC mains. Schematic diagram of the

scheme is presented in Figure 5.1.

107. Main Pumping Station. Arasaradi Main Pumping

and Booster Station lcoated 2 km from the City,

was initailly constructed in 1963 under the Original Scheme and Upgraded in 1993 under

the Vaigai Scheme to Augment Capacity. The Facility is installed with one GLSR (6.8

ML) and Balancing OHT (1.15 ML). The MPS cum Booster Station is installed with a

total pumping Capacity of 540 HP, with equal Stand-by Capacity. Diversion of Water to

North Bank in Summer Season is managed from this facility. Water is pumped to Elevated

Service reservoirs in North Zone from Arasaradi MPS, while it is conveyed directly from

Clear Water Main to Service Reservoirs in South Zone.

108. Service Reservoir. The town is served with 23 OHT’s and One GLSR, with a design

capacity of 34.85 ML and 6.8 ML respectively. 10 OHT’s serving North Zone and

13OHT’s serving South Zone. Table 5.1 indicates the Storage Capacity of the ULB.

Details of Distribution Zone wise storage capacity is elaborated in Appendix 1 c. Location

of service reservoirs are presented in Figure 5.2.


40

Figure 5.1: Schematic Diagram of Madurai Water Supply Scheme


41

Table 5.1: Service Reservoirs and Distribution Zone

Reservoirs Nos Capacity

Nos. Lakh Litres

Ground Level Service Reservoir

North of Vaigai River - -

South of Vaigai River 1 68.00

Over Head Tank

North of Vaigai River 10 112.00

South of Vaigai River 13 236.50

Total GLSR 1 68.00

Total OHT 23 348.50

109. Distribution System. Feeder Mains laid from headworks or Main Pumping Stations,

conveys water to the service reservoirs. For North Zone, two major Feeder Main lines

conveys water, from Arasaradi Pumping Station to 10 Service Reservoirs, and for South

Zone, two major Feeder Main lines and Branch Feeder Mains convey water to the 13

Service Reservoirs. Water Supply distribution system of Madurai is presented in Figure

5.3.

110. The ULB is divided into 12 Water Supply Distribution Zones. A total length of

approximately 467 kms of distribution system has been laid out of total road length of 615

kms. Distribution network within the ULB covers all wards, except the fringe areas, some

extension areas and low income areas. Pipelines in the existing distribution network vary

between 90 and 350 mm diameter and pipe materials used are AC, CI and PVC.

Frequency of water supply in the ULB is once in 2 days.

111. In addition to this, approximately 0.36 MLD is supplied to uncovred areas by Tanker

Supply, through 10 tankers (capacity – 9,000 litres each). The tankers maintain a trip rate

of approximately 2 to 3 trips per day.

112. Presently, water is supplied to approximtely 10.48 lakh population at 67 lpcd.

113. Service Connections. The municipality has provided 82,369 water supply connections, of

which 79,611 are Domestic connections (96.65percent), 2,586are Commercial connections

(3.14 percent) and 172 are Industrial connections (0.21percent).

114. Water Tariff. The present tariff structure (Flat Rate) is Rs. 412 per year for Residential and

Rs. 991 per year for Commercial and Institutional and Rs. 1,466 per year for Industrial

connections. Flat rate system is followed for all types of connections irrespective of

metered provisions, since most of meters are not in function. Deposit and connection

charges are indicated below.


42

Figure 5.2: Location of Service Reservoirs in Madurai City


43

Figure 5.3: Distribution system in Madurai


44

Table 5.2: Water Tariff-Deposit Details

Type of

Connections

Deposit Amount Connection

Charges

Flat Rate/Month

Rs. Rs. Rs.

Residential 1,000.00 1,500.00 42.85

Commercial 2,000.00 2,000.00 85.00

Industrial 4,000.00 2,500.00 150.00

Institutional 2,000.00 2,000.00 85.00

115. Other Sources of Supply. Other sources include ground water, which is non-potable in

nature in Madurai City. The ULB indicates that ground water is extracted from

approximately 1,365 borewells. Unserved areas/Extension areas of the ULB is supplied

water through water tankers (Approximate Supply – 0.50 MLD).

Service Adequacy and Key Issues.

116. Key issues/indicators are based on review and discussions and data analysis presented in

Table 5.3 below.

Table 5.3: Water Supply Indicators

Indicator Units Service Status

Norms

Population covered Percent 100 100

Households Covered Percent 52 90

Per Capita Supply Lpcd 67 110

Treatment Capacity (% of Supply) Percent 78 100

Storage Capacity (% to Supply) Percent 50 33

Distribution Network Reach (% of Road Length) Percent 84 > 100

Houses/PT Assessments with Water Connection Percent 62 85

Slum Population Per Public Stand Post Persons 67 150

Frequency of Supply - Once in 2 days Daily

(i) Low Supply Levels. Low per Capita supply is noticed; the situation becomes

worse in Summer Season with Per Capita Supply coming to as low as 60 lpcd. The

frequency of supply in the City is once in two days in Normal Season.

(ii) Inadequate Treatment Capacity. In respect of increasing demand in the future, the

treatment capacity needs augmentation. Present Capacity is lower than adequate.

(iii) Inadequate Service Coverage. 100 percent of the population is served with

protected water supply system with lesser pro-rata supply. Also only 52 percent of

the households is provided with House Service Connections. Besides, demand for

water supply has not taken into account the requirements of water supply to the

peripheral areas forming part of ‘Greater Madurai’.

(iv) Inadequate Network Coverage. Distribution network runs approximately 80 percent

of the Road Length. Considering the high population density within the ULB, the

network adequacy demand, as a percent of road length, is high.


45

View of River Vigai

(iv) Inadequate Summer Storage. The pattern of rainfall is erratic. There is no scope for

storing rainwater for recharging, as most of the water bodies are encroached, silted

and used as sewerage outlets.

(v) Need for Source Augmentation. The

present source of water is not adequate to

meet out the requirements of the people,

and augmentation is required to meet

future requirements.

(vi) Refurbishment of the Existing System in

the Core Areas. The distribution system

in the Core Areas has been laid before 50

years. Although intermittent

rehabilitation works have been carried, based on complaints, the system needs a

comprehensive rehabilitation measure based on Detail Study.

(viii) Need for Asset Management Action Plan. It is required to maintain an O & M

Schedule, for Water Supply Assets, for regular maintenance and energy

consumption optimization.

A leak detection study conducted by WAPCOS/NEERI in 1998 is undertaken in West Zone by

TWAD Board, which reveals a 30 % losses in distribution network and transmission main and

remedial measures are being taken. As already 84 % of water supply coverage is in existence, 100 %

coverage will be attained in the 2-1/2 years.

Ongoing / Recently completed Projects.

117. Recently Completed Works. Works have been undertaken in the last three years for

augmentation of source and increasing the coverage of supply, like;

(i) Rehabilitation of Thatchampattu headwork, 2003, included works for replacement

of components including submersible pumps, pumping mains, etc, at an estimated

cost of approximately Rs. 22 lakh;

(ii) Extension of Distribution network, for over 20 kms, has been taken up to increase

coverage, mainly in the New Developed Areas;

(iii) Refurbishment of Distribution of Network. Approximately 30 kms length of

distribution system has been refurbished in the past three year, which included

checking leakages and replacing of old and damaged lines.


46

2. Sewerage and Sanitation

Existing Situation

118. Under Ground Drainage System. Madurai Corporation is bifurcated into two drainage

zones namely North Zone and South Zone.. The sewerage system for Madurai City,

especially in the Core Area, is one of the earliest system constructed in India and

commissioned in 1925. The system has been expaned ever since, depending on the

population cover and the fund availability. Presently, under the National River

Conservation Program, the Corporation is aiming to achieve universal coverage. The UGD

scheme for unsewered areas of the Corporation, is under implementation. Presently, Phase

I of the scheme is completed and commissioned.

119. After the implementation of Phase I of UGD Project, 43 wards are fully sewered, 16 wards

are partially sewered while remaining 13 are unsewered, of the total of 72 wards in the

Corporation. Based on the ward coverage of the system and sewage generation, it is

estimated that approximately 6.00 lakh population is presently being served with sewerage

system.

Table 5.4: Sewerage System Coverage

Status Ward Coverage under after Implementation of

NRCP Phase I

Total Wards

Nos.

Fully Sewered 7-10,13-15,21,23,24, 28,31-54,56,58-63 43

Partially Sewered 1, 6, 11, 12,16, 17, 19, 20, 22, 25 - 27, 29, 30, 55,57 16

Unsewered Areas 2 - 5, 18, 64 – 72 13

Source: TWAD Board.

120. An overview of the Present System of Sewage Collection and Disposal in indicated below.

Table 5.5: Sewerage System Overview

Drainage

Zone

Year of

Commissioning

Drainage Block Pumping

Stations

Sewage

Inflow at

MPS

Sewage

Pumped to

STP

Year Nos Nos MLD MLD

1924 - 1952 1 - 6

1959 1A & 7

1965 8

South of

River

Vaigai

2001 8A

1 MPS @ Santhaipatti&

8 SPS

NRCP

Phase I

2005 9, 9A, 10, 10A,

SS Colony 5 SPS

42.00 17.00

1983 – 84 Munithirithope

Block (including Thathaneri

Block)

1983 Anna Nagar

North of

River

Vaigai

1983 KK Nagar

1 MPS @

Munithiritho

pe & 2 SPS

NRCP

Phase I

2005 NRV 1 SPS

19.00 10.00


47

View of Sewer Mains near STP

View of effluent disposed to sewage farms

* - Sewage from Block 1 and 1A are pumped directly to the Main Pumping Station,

Source: TWAD Board.

121. The sewerage system network runs

approximately 375 kms including 48 kms of

conveying mains (including 122 kms of

laterals and 15 kms of Mains laid under NRCP

Phase I), collecting a total sewage quantity of

approximately 61 MLD at the main pumping

stations. The raw sewage is partially pumped

to the treatment plants (due to capacity

constraint at STP) and treated (primary

treatment), before being discharged into

sewage farms.

122. Pumping Stations. South Drainage Zone covers 15 blocks south of River Vaigai, and has

approximately 42 MLD of waste reaching Main Pumping Station at Santhaipatty. Sewage

is pumped to STP via 600 mm dia. CI pumping Main. However, due to capacity constraint

at STP, only 17 MLD of sewage is pumped to STP and remaining 24 MLD is being

disposed directly into the nearly channel without treatment. In the North Drainage Zone,

covering 5 drainage blocks, 19 MLD received at Munthirithope Main Pumping Station is

pumped to STP via 700 mm dia. CI pumping Main. However, only 10 MLD is pumped to

the Sakkimangalam Treatment Plant, again due to capacity constraint at STP. 5 MLD of

Sewage generated from KK Nagar Block and Anna Nagar Block is let out into Vandiyoor

Channel and another 4 MLD of sewage is Over flowing at the Main Pumping Station into

natural chanels. Sewage Inflow from NRCP Phase I Drainage Blocks are collected at the

Main Pumping Stations of the respective zones, before being pumped to the respective

STP’s. It is understood, that main reason for overload of sewage is design constraints as

the capacities have not been augmented with coverage of the sewerage system.

123. Treatment Facility. Treatment of sewage is

carried out through Waste Stabilization

method, at both treatment facilities. 17 MLD of

sewage from South Drainage Zone is treated at

Avanaipuram STP (design capacity – 13

MLD). Of the Two lagoons, used for collection

of treated sewage, at Avaniapuram STP only

one is operational. In North Zone, 10 MLD of

sewage pumped from the Main Pumping

Station to Sakkimanagalam STP (design

capacity – 13 MLD). Of the total sewage

generated, approximately 61 MLD, only 26 MLD of sewage is being treated because of

severe capacity constraints at the STP’s.. Presently , both STP’s are in dilapidated

condition and in need for urgent capacity augmentation and refurbishment. The capacity

constraint has become more acute after commissioning of NRCP I. Figure 5.4 exihibits

eixisting sewerage system coverage and sweage treatment plant locations in Madurai.

124. Waste is disposed to the sewage farms, adjacent to sewage treatment plants. Details of

sewage farms are indicated below.


48

Figure 5.4: Existing Sewerage System coverage and STPs


49

View of Public Conveniance

Table 5.6: Sewage Farms

Description Units Present Status

Sewage Farms Avaniyapuram Sakkimangalam

Area Available Acres 385 134.85

Cultivated Land Acres 217 15.50

Year of Commissioning 1924 1990

Guinea Gross Acres 185 -

Vegetation Acres 32 -

Capacity of Lagoons MLD 13.6 13.6

Lagoons Nos. 2 3

Size of Lagoons m 95 x 95 x 2.5 90 x 38.5 x 2.5

Approximate Annual Income Rs. Lakh 18.72 0.50

125. Effluent Disposal. Sewage from the Collection lagoon, in North Zone and South Zone, is

discharged into agricultural fields or into water channels for irrigation.

126. Sewer Connections. The Corporation has provided with 45,613 sewer connections.

However, the sewage generation is very high as compared to the number of connections,

thus indicating a gap in the System. This indicates the possibility for high numbers of

illegal connections.

127. Sanitation Facilities. Other Sanitaion

facilities include Septic Tanks, Public

Convenience Blocks (456 nos.), and Low

Cost Sanitation Units (approximately 20,800

units). 87 Public convenience blocks are

being maintained on ‘Pay and Use’ basis by

private contractors. The ULB has also

launched projects under ISP in the slum to

benefit the urban poor, with assistance from

the State Government. It is estimated that

approximately 2.4 lakh population is covered

by sanitation facilities, most of them being slum population.

Service Adequacy and Key Issues

128. Key issues/indicators are based on review and discussions, and data analysis presented in

Table 5.7 below.

Table 5.7: Sewerage and Sanitation Indicators


(2004-05)

Norms

Population Coverage Percent 59 90

Sewage Network reach (% Road length) Percent 32 100

Sewage Treated (% to sewage generated) Percent 43 100

% P.T. Assessment provided with Sewage

connection

Percent 35 -

Slum Population per seat of Public Convenience Nos. 210 -

Source: Analysis


50

View of effluent let out to Agri field

(i) Refurbishment of Old Sewer System. Original sewerage scheme in the Core City

areas (Block 1 to 6), laid between 1925 and 1948, is functioning in a dilapidated

condition. Based on a detailed assessment study, the parts of the scheme needs

relaying and refurbishment.

(ii) Inadequate Population Coverage. Only 59 per of the population is served with

UGD system. Uncovered pockets/Illegal connections under UGD system result in

disposing the sullage and night soil into roadside/storm water drains. Due to poor

linkages in the storm water drains, the problem becomes more prominent during

rainy season.

(iii) Inadequate House Service Connections. Legal HSC’s constitute only 35 percent of

PT assessment. Although based on actual Sewage generation, the number of

connections is far higher, thus indicating presence of high numbers of illegal

connections. In addition, the corporation is providing the UGD connections at a

very slow pace although the system is partially in place.

(iv) Treatment Capacity Constraint. Severe

capacity constraint is noticed in the

system with respect to treatment of

sewage. Only 43 per of the sewage is

being treated. The Problem shall become

more acute after commissioning of

NRCP Phase I and Phase II.

Augmentation of Sewage Treatment

Capacity, need to be taken up on priority

basis due to acute capacity shortage

currently. Augmentation issue needs to

be addressed parallel to commissioning of NRCP Phases I and II.

(v) Inadequate and Ill-Maintained Public Sanitation. There is a high dependency by

slum population on public conveniences, the seat per person is limited and most

slum dwellers resort to open defecation; public awareness regarding safe sanitation

is very poor.

Ongoing Project

129. Ongoing Project – Underground Sewerage System for Unsewered Areas, under National

River Conservation Program (NRCP) for Madurai City. CCEA has approved an amount

of Rs. 16,500 Lakh for Madurai Town under ‘Seven Additional Town’ Scheme, for

construction of Under Ground Sewerage System. CMWSSB, is the implementing agency

for execution of the Core Works at Madurai. The Scheme envisages to achieve universal

ward coverage, in a phased manner under the NRCP Scheme. As indicated earlier, Phase I

of the Project is commissioned, and Phased II is under progress (refer Figure 5.5).

130. Project Components and Phasing, Salient features, Components and Coverage of the

Project phases is indicated below.


51

Table 5.8: Salient Features of NRCP Phases Coverage Salient features Project

Capital

Cost

Agency

Rs. Lakh

Completed Works

Phase I (Phase

completed and

commissioned

in 2005)

6 Sewer blocks

(9, 9A, 10,

10A, North of

Vaigai, SS

Colony)

Collection System- 122 km

Conveying Mains – 15 kms

Ultimate design Population – 4.1

lakh

Drainage Blocks – 1 block in North

Zone and 5 blocks in South Zone

4,253.00 CMWSSB

Ongoing Works

Remaining

Unsewered

areas

Collection System – 242 kms

Conveying Mains – 31.6 kms

Ultimate design Population – 4.5

lakh

Collection System - 90 km (i) North of

Vaigai River 4 Drainage Blocks

Sellur Main Pumping Station and 8

Sub-main Pumping Station

Collection System - 114.00

Phase II

(Expected

Commissioning

2006-07)

(ii) South of

Vaigai River 4 Drainage Blocks

Muthupatti Main Pumping Station

and 3 Sub-main Pumping Station

7,024.00 CMWSSB

Proposed Works

Phase III Capacity

Augmentation

of STP

Expansion of treatment capacity

(Waste Stabilization Pond System) at

Avaniapuram (additional 67 MLD)

and Sakkimangalam (additional 32

MLD)

1,014.78 CMWSSB

Phase IV Interception

and Diversion

of Sewage

coming into

Vaigai River

Sewage collection (3.64 MLD) along

upper reach (peripheral areas) of

River Vaigai through Interception

and Diversion, to be treated at

Sakkimangalam (NRV) and

Chottathatti tank (SRV)

732.00 PWD

Phase V

Non-Core

Schemes

Schemes include Soild Waste

Management and other non core

items (Crematorium, Low cost

Sanitation (30 toilets))

500.00 MC

Source: CMWSSB


52

Figure 5.5: Ongoing/Proposed scheme - sewerage system coverage under NRCP


53

131. Service Status. Sewerage and Sanitation Service Status after implementation of the NRCP

Project is indicated below.

Table 5.9: Service Status – Post UGD Project Implementation

Description Units Service

Status

Augmented

Capacity

Service Status

For Year 2003 Under NRCP

Project

Post- NRCP

Implementation

Sewer Network * kms 297.20 503.00

Conveying Mains * kms

206.00

36.50 69.00

Sewage Pumping Capacity MLD 61.00 42.00 103.00

Sewage Treatment

Capacity

MLD 26.00 73.00 99.00

# - Design year as indicated in NRCP Report.

Source: Analysis/NRCP Report.

132. Service Adequacy (Post Project Implementation). Key Indicators based on the Proposed

Project parameters for the Design Population were generated to understand the Project

Adequacy for Future.

Table 5.10: Service Adequacy - Post UGD Project Implementation

Indicator

Units Present

Service Status

Future Service Status

(Post Project

Implementation)

Norms

Population Coverage Percent 59 Above 80 85

Sewage Network reach (%

Road length)

Percent 32 Above 85 85

Sewage Treated (% to

sewage generated)

Percent 43 98 100

PT Assessment Covered

with UGD Connection

Percent 35 Above 75 100

Source: Analysis

133. Proposed HSC’s and Project Remunerations. It is proposed to provide approximately

60,500 HSC’s (22,800 connections under NRCP Phase I and 37,700 connection under

NRCP Phase II Project). Approximate Populaiton coverage proposed in approximately 8.5

lakh (for Ultimate Stage). Monthly Tariff, proposed on Montly Flat Rate basis. Deposit

Collection is proposed on graded Tariff Structure based on Property Tax Demand, as fixed

by the Council.

134. Madurai Corporation estimates that approximately Rs. 700 lakh income can be generated

through Deposit Collection and approximately Rs. 70 lakh income can be generated from

Monthly Tariff, for 85 percent connections, after implementation of Phase I and Phase II.


54

Table 5.11: Proposed Tariff Structure

Description Amount

Rs.

Monthly Tariff - based on Type of Connection

Domestic 125.00

Commercial 150.00

Industrial 375.00

Deposit Charges - based on Graded Structure of Property Tax Demand

Property Tax Upto Rs. 300/- 500.00

Rs. 301/- to Rs. 500/- 1,500.00

Rs. 501/- to Rs. 1,000/- 2,000.00

Rs. 1,001/- to Rs. 2,000/- 3,000.00

Above Rs. 2,000/- 4,000.00

Source: CMWSSB.

136. Recently completed Sanitation Projects. Madurai Corporation has implemented Integrated

Sanitary Program at 53 locations and is being put to beneficial use. The Project has been

completed at an estimated cost of Rs. 236 Lakh.

3. Storm Water Drainage and Rejuvenation of Water Bodies

Existing Situation

137. Storm Water Drains. Madurai is provided with network of storm water drains upto a

length of 170 kms, which is only 28 percent of the total road network of the City. The

networks of drains are supported by 53 kms of primary drains or natural water channels.

The Corporation maintains the strom water drains inside the Corporation Limits while the

natural channels are maintained by the PWD. Table 5.12 provided further details

regarding the storm water drains in the City.

Table 5.12: Municipal Storm Water Drainage

Drain type Length (km) Percent

Open Drains (Pucca) 143.60 84.53

Open Drains (Kutcha) 4.25 2.50

Closed Drains (Pucca) 22.03 12.97

Total 169.88 100

Primary Drains/Natural Channels 53.00 -

Storm Water Drain Adequacy (% to road length) - 27.60

138. Drainage System. Madurai City is situated on 9055’ north latitude and 7807’ east

longitude. The City has grown on both sides of river Vaigai and its terrain is mostly flat.

The ground rises from the center of the city, towards outward, on all sides except the

south, which is generally sloping terrain. It is surrounded on the outskirts by small and

prominent hills viz. Anaimalai, Nagamalai, Pasumalai and Sikandearmalai. The city is

about 100 mts above mean sea level.

139. Rainfall. On an Average, rainfall is irregular and intermittent, with an average of

approximately 85 cm per annum. The region has received excessive rainfall in 2005. The


55

region received maximum rainfall from Northeast Monsoon from October to December

and Southwest Monsoon between July to August brings some rains.

140. Primary Drains. Natural Water Channels (13 Nos.) running upto a length of 53 kms, serve

as the Primary Drains (refer Figure 5.6) and discharge surplus Storm Water in and around

the City, into Vaigai River. The width of the Primary Drains varies within a range of 1.0 m

to 3.5 m.

141. Tertiary Drains. Corporation maintained Pucca Drains runs to approximately 22 kms (24

nos of Drains). The average width of these drains is approximately 0.60 m. The

Corporation has provided one side as well as both sides drains along the roads in the Core

City Area. Approximately 144 kms of open drains are provided in the City.

142. Disposal. The Primary Drains discharge surplus storm water and sullage collected (all

wards are not sewered, hence flow of sewage into storm water drains is also observed),

into Vaigai River. It is estimated that approximately 3.65 MLD of sewage is letoff into

River Vaigai through drains.


56

Figure 5.6: Map showing primary drains and water bodies with in Local Planning Area of Madurai


57

143. Rejuvenation of Water Bodies. Madurai LPA area accommodates approximately 10.92

sq.kms of area under water bodies, covered by 21 tanks of which 6 tanks (Madakulam

Tank, Bibikulam Tank and 4 Temple Tanks) are located within the Corporation limits

(refer Figure 5.6). PWD is the responsible agency for maintenance of 17 tanks and 4

tanks, mainly belonging to Temples, are being maintained by HR&CE. Table 5.13

presents details of the Tanks and their present Status.

Table 5.13: Details of Water Bodies

Name of Tanks Current Usage Area Storage

Capacity

Ha M cu.m

Owned by PWD

Vandiyur Tank Ayacut 231.5 3.04

Sellur Tank Recharge 113.95 0.46

Veeramudaiyan Tank Recharge 34.62 0.72

Madakulam Tank Ayacut partly 102.69 4.73

Chinnakanmani Tank Recharge 118.92 0.01

Kosakulam Kanmoi Tank Recharge 146.95 0.06

Kochadai Tank Recharge 30.81 0.30

Thallakulam Marudhankulam (2 Nos.) Recharge/Partly irrigation 62.65 0.04

BiBikulam Tank Recharge 23.45 0.72

Aruldaspuram Vayaleli Tank Recharge 12.65 0.43

Madakulam Pykara Urani Recharge 0.76 0.12

Thallakulam Anathaneri Tank Recharge partly Irrigation 67.82 0.06

Thallakulam Kodikulam Tank Recharge 81.55 0.07

Thallakulam Surveyor Colony Tank Recharge 1.38

Thallakulam Sampakulam Tank Recharge 21.55 0.02

Thallakulam Marudhankulam 1 Tank Recharge/Partly Irrigation 10.05 0.01

Owned by HR&CE

Mariamman Theppakulam Recharge 22.97 0.24

Koodal Alagar Perumal Theppakulam Recharge 1.25 0.01

Thirumukkulam Tank Recharge 3.7 0.01

Palankanatham Ramar Urani Tank Recharge 3.46 0.01


144. Key Issues/observation based on Indicators is elaborated below.

(i) Inadequate Coverage. Drains cover only 28 percent of the road length. Besides,

Kutcha drains are not well defined and are easily damaged by the traffic, thus

reducing the meaningful coverage of built up drains.

Out of 615 km of roads in Madurai Corporation limits, 60 km roads are less than of 3 m width,

which are running mainly across the slums. The pre-dominant surface type is stone-paved,

concrete in built with storm water drains.

Though the existing storm water drain coverage is 28 % of the road network, every year 10 % of

the roads will be provided with storm water drainage and 100 % will be attained within 7 years.


58

(ii) Problem Areas. Perrier Bus Stand Area, Railway Colony, and Area near Under-

pass to Madurai Coats are some of the areas, which are frequently, flooded due to

lack of proper drainage arrangements. Other flood prone areas include

Simakkalam, area near Amritham Theatre, area near Tallakulam Perumal Kovil

temple, Narimedu - Kattabomman Nagar, and Menakkshipuram – Bibikulam area.

(iii) Silting and Solid Waste Accumulation. Silting and uncontrolled solid waste

dumping cause blockage and stagnate water channels/wastewater runoff.

Consequently, drains choke and overflow into neighboring areas. Tanks around the

city, which acted as flood moderators, have also witnessed Silting.

(iv) Underutilized Water Bodies. Area under Water Bodies within the LPA, is not being

put to productive use as Summer Storage Tanks. Presently, the tanks are in

dilapidated condition and are only being used for recharge purpose. Misuse of Water

Bodies is also noticed in terms of uncontrolled solid waste dumping.

Ongoing / Recently Completed Projects

145. Completed Projects. Rehabilitation works have been undertaken for major water channels,

9 Water Channels in the North Zone and 5 Water Channels in the South Zone, under the

Strom Water Drainage Scheme. These works include Construction of Culvert both inside

and outside corporation limit, desilting of supply channels, Rehabilitation and

resettlement, and retaining walls.

4. Solid Waste Management

Existing Situation

146. The collection, transportation and disposal of municipal solid waste is an mandatory

function of the Madurai Corporation. The municipal solid waste mainly comprises waste

from households, markets, commercial establishments, hotels, hospitals and industries in

the town. The Public Health department of the Corporation, headed by City Health Officer

(CHO) and Assistant Heath Officer (AHO), is responsible for the Solid Waste

Management in the City. For the efficient administration and for day-to-day operational

purposes, the town is divided into 4 Zones covering all the 72 municipal wards.

147. Waste Generation. The corporation generates approximatel y 450MT of solid waste per

day, at the rate of approximtely 406 gms per capita, which on par of cities of similar size.

High influx of floating population (approximately 2.10 lakh persons annually) is also sited

as reason for high generation of solid waste, especially commercial waste.

148. Sources of Waste Generation. The various sources of waste generation in Madurai are

detailed out in the Table 5.14.


59

Table 5.14: Sources of Solid Waste Generation

Source Quantity Composition

Tons/day Percent

Domestic 288.00 64.00

Commercial 108.00 24.00

Industrial - -

Hospitals and Clinics 18.00 4.00

Others 36.00 8.00

Total 450.00 100.00

149. Domestic Waste. In Madurai, the major source of waste generation has been the

households. The quantum of waste generated from households is around 288 tons per day,

which is 64 percent of the total waste generation of the town. The household waste mainly

consists of organic waste such as vegetable waste, food, etc..

150. Commercial Waste. Commercial establishments like Hotels, Restaurants, Shops, Trading

units, small time Street Traders, Kalyan Mandapams, etc., generates solid waste which

mainly comprises of paper, plastics, food left-overs and other in-organics. Madurai has

approximately 25 Daily Markets and 2 Weekly Markets. The total quantum of waste

generated from these sources is 108.00 tons per day, which constitutes about 24 percent of

the total waste generated. Waste Collection in the market areas and the bus stand are

managed by means of contract employees (70 contract workers).

151. Industrial Waste. As there are no major industries in the Corporation Area, the waste from

the existing units is not mixed with the municipal waste.

152. Hospital and Clinical Waste. The urban local body is maintaining a few health post and

maternity homes. In addition, Madurai consists of large private hospitals and health care

institutions generating 18.00 tons of hospital waste. Hospital waste is collected and

disposed seperately through incineration and is not mixed with municipal waste.

153. Waste from Other Sources. The municipality also collects waste generated from street

sweeping, drain desilting and construction. The quantity of solid waste generated from the

above sources is of the order of 36 tons per day, which is about 8 percent of the total waste

generation.

154. Composition of Waste. In 2004, a study on the waste characterization of solid waste from

ULB was conducted. Approximately 65.4 percent waste is Degradable, while the rest is

Non-Degradable (which mainly include Paper, Plastic, Glass, etc.). The details are

presented in Table 5.15.

Table 5.15: Waste Characterization - Physical

Components % by Weight

%

Organic Waste

Banana Leaves & Stem 0.35

Food & Vegetable Waste 53.37

Leaves and Branches & Wood 8.57


60

Components % by Weight

%

Coconut Husk 0.70

Fish Waste 1.32

Papers 1.33

Gunny Bags 0.12

Paddy Straw 1.47

Baggage 0.26

Cow Dung 0.90

Sub-Total 68.42

Inorganic Waste

Inorganic Silt 30.13

Plastic 0.75

Textile Waste 0.36

Rubbers 0.08

Metals 0.09

Glass 0.17

Total 31.58

Grand Total 100.00

Table 5.16: Waste Characterization - Chemical

Element Units Value

Moisture Percent 50.70

Net V.S Percent 17.31

Ash Percent 30.70

Coal Percent 1.29

Sulphate mg per Kg 3,000

Phosphate mg per Kg 1,457

Chloride mg per Kg 1,499

N.P.K mg per Kg 1,105

Sodium mg per Kg 1,302

Pottasium mg per Kg 3,315

Calcium mg per Kg 5,600

155. Waste Collection. Presently, Collection of waste is managed by Municipal Sanitary

Workers and Contractual Labourers. Waste Collection is some slums are being handled by

Self Help Groups (SHG’s).

156. Madurai Corporation manages to collect soild waste by employing 2079 sanitary workers.

The workers collect the waste using Handcarts and Tricycles and disposes into dustbins

and dumper bins for secondary collection. It is estimated that approximately 410 MT of

waste is collected daily.

157. Efforts in privatization of collection have been made through employing of contract

workers and collection of waste from Bus Stand and other Commercial Areas.

Privatization of Household waste collection is under active consideration by the

Corporation, Presently, the Corporation has also engaged 70 contractual laborers for waste

collection from markets and bus stand. The Corporation has appointed 12 SHG’s,

comprising of 240 workers for primary collection operations. The Corporation has also


61

engaged 200 contract workers for waste transportaiton.

158. ULB manages primary collection through 135 Tricycles (Carrying Capacity - 200

kgs/Tricycle) and 150 Hand Carts (Carrying Capacity – 100 kgs/Handcart). Collection and

transfer of waste to collection points is managed by AutoMinidor (57 rented vehicles are

being used by the ULB currently). There are 74 Dumper Bins with a total capacity of

approximately 100 Tons placed at main collection locations around the City. Night

sweeping is done effectively around the temple area, the core c, some markets and around

bus stand.


62

JCB is in use to clear waste at dump site

View of Weighbridge at Disposal Site

159. Waste Transportation. In Madurai, as in most of the urban local bodies in the state, waste

transportation is being carried out using open vehicles. Transfer of waste to collection

points is done by ULB owned Hand Carts, Tricycles and Rented vehicles like Auto-

Minidors, which is further taken to dumping yard by means of ULB owned vehicles

(Lorries and Dumper Placers) and Rented vehicles (Tractors).

160. Transportation of waste is managed by 12 ULB

owned vehicles and 65 hired vehicles. The ULB

manages to collect and transport 410 MT of

waste to the disposal site, based on varying

number of trips assigned and undertaken by

these vehicles. Table 5.17 indicates details of

waste transportatation.

Table 5.17: Vehicle Fleet and Transportation Capacity.

Type of

Vehicles

Municipal

Vehicles

Total Trips/

Day

Vehicle

Capacity

Carrying

Capacity of

Vehicles

Nos. Nos. MT MT

Municipal Vehicles

Dumper Placer 4 3 4.50 54.00

Tipper Lorry 8 3 3.00 72.00

Sub Total 12 126.00

Contract Vehicles

Tipper Lorry 8 3 3.00 72.00

Tractors 57 3 1.50 213.00

Sub Total 65 285.00

Total 128 411.00

Source: Analysis.

161. Specialized Vehicles. Apart from the general fleet engaged for daily activities of

transportation, the ULB own and operates specialized vehicles for specific purposes. The

ULB has engaged 1 nos. Night Soild Lorry, 2 nos. Sewage Suction Lorry, 2 nos. Vacuum

Sweeping Machines and 2 nos. other vehicles. The ULB operates these vehicles on

intermitant basis, depending of the requirement.

162. Privatization Efforts in Transportation.

Municipality has privatised majority of

the fleet for solid waste transportation

bringing in savings in operations. Details

of rentals are indicated in Table 5.18

bleow.


63

View of Vellakkal Disposal Site

Table 5.18: Rental Details of Hired Vehicles

Type of Vehicles Rentals Maximum Trips

Rs./Trip Nos.

Lorry 396.00 3

Tractor 275.00 3

Auto Minidor 95 5

163. Disposal. At present, the Corporation is not

practicing any safe or scientific solid waste

disposal methods. The waste collected from

various localities in the city is directly disposed

off by open dumping at Vellakkal site, located

outisde the CC limits. Solid waste generated

from all sanitary wards is disposed off at this

site. Site is located at about 10 km from the city

and the total area of the site is 82 Acres (refer

Figure 5.7).

Institutional Set-Up

164. As described earlier that municipal solid waste management is an obligatory function of

the ULB. In Madurai, the Public Health department is headed by City Health Offier who is

supported by four Circle Sanitary Officers.

Table 5.19: Staff Details of Health Department

Description of Post Sanctioned Post Filled Post Vacant Post

City Health Officer 1 1 0

Assistant Health Officer 1 1 0

Circle Sanitary Officer - 4 -

Sanitary Inspector 84 37 47

Conservancy Inspectors 72 - 72

Drivers 91 65 26

Sanitary Supervisors 110 74 36

Sanitary Workers 2700 2079 621

Total 3057 2218 802

165. The total sanctioned posts in the Public health department is 3057, out of which only 2138

posts are filled indicating a very high vacancy ratio of 29 percent.


166. System Adequacy. The ULB manages to collect approximately 410 MT, 91.5 percent of

the Waste collection, through employement of efficient collection and transportation.


64

Figure 5.7: Map showing Disposal site at Vellakkal


65

View of Vellakkal Disposal Site

Table 5.20: Municipal Solid Waste Indicators

Indicator Units Service Status - 2005 Norms

Per Capita Generation Gms/Day 406 < 400

Garbage Collected (% collected to

generated) Percent 91.50 100

Road Length per Conservancy Staff

(Including Contract Laborers) m 238

400 – 600

m

Conservancy staff per 1,000 population Nos. 2.34 3

Source: Analysis

167. Based on the information collected and field visits, the key issues of solid waste

management in Madurai have been identified and presented in this section. Key indicators

are used to assess service adequacy of Madurai Corporation.

(i) Absence of Effective Primary Collection Mechanism. The absence of the door-to-

door solid waste collection system in the city is leading to filthy and unhealthy

conditions in the city. Segregation of waste is not being practiced in the city.

Besides, there is no arrangement for disposal of Bio-medical Waste, which in-turn

is dumped along with general garbage and some of it is disposed on the banks of

the River Vaigai. Segregation and primary collection of waste through private

participation, is under active consideration by the ULB.

(ii) Inadequate Collection Vehicles. Inadequate collection vehicles, mainly Handcarts

and Tricycles, is hampering the collection efficiency. Also additional transfer

station and dumper bins needs to be located at various locations in the City.

(iii) Future Inadequacy of Waste Dumping Facility. Based on the present method of

disposal, Waste Dumping, it is estimated that the facility will reach its ultimate

Capacity by 2011, thus indicating a need to further land acquisition.

(iv) Lack of Scientific Waste Disposal. As the

scientific disposal of waste is not

followed, the waste is being disposed

through open dumping. The waste is

disposed improperly forming heaps of

waste at the site, posing problem to

environment and health of the local

people. Though the data pertaining to the

ground water quality around the site is not

available, there is a probability of ground

water contamination due to leaching.

(v) Occupation Health Hazards. The waste collection, loading and unloading operations

have been done manually. The sanitary workers have not provided with any

protective equipment posing heath hazards.


66

5. Transportation and Traffic Management

Exiting Situation-Roads

168. Overview. The ULB’s role regarding roads comprises construction of major roads and

maintenance of all roads in its jurisdiction, except roads belonging to PWD and Highway

Department. The ULB is also responsible for implementing proposals from master plan

with regards new major roads and road widening activities.

169. The existing road system comprises of 2 NH’s, 7 MDR’s and other roads, totalling upto a

road length of approximately 615 kms within the Corporation limits. According to

Madurai land use for 2001, total area earmarked under circulation and transport use in the

City is 8.29 sq.km, approximately 18.17 percent of the developed area. However, in actual

this is not maintained due to mixed landuses, encroachments and unclear demarcation of

road widths.

170. Madurai Corporation is maintaining 520 kms length of roads and 61 kms length of

pavement lanes and sidewalks. With regards to the surface condition of municipal roads,

about 79 percent of the total municipal road length have surfaced roads (comprising BT

and CC surfaces). In addition to the above there is approximately 48 kms of unapproved

road (roads within housing layouts, society’s and others), which is under process for

transfer to the ULB. Table 5.21 presents the road types along with their lengths.

Table 5.21: Distribution of Roads in Madurai Corporation

Roads Length Distribution

Km %

Municipal Roads

Surfaced Roads

Black Topped 429.73 73.90

Cement Concrete 30.60 5.30

Unsurfaced Roads

WBM 45.08 7.80

Cut Stone Slabs/Concrete Slabs/Pavements 61.21 10.50

Earthen/Kutcha 14.69 2.50

Sub-Total 581.31 100.00

Other Departmental Roads

Highways and Major District Roads 34.00

Sub-Total 34.00

Total 615.31


171. System Adequacy. The density of roads in the town is 11.84 km/sq. km. The per-capita

road length maintained by the local body is 0.66 m, which is less than the standard of 1.75

m. The condition of major roads is good. However, minor roads and roads within

individual residential colonies are in bad condition. Footpaths and parking facilities are

lacking on the streets. The road indicators are illustrated in the Table 5.22.


67

View of Wholesale Market Road

Condition of Road near Wholesale Market

Table 5.22: Municipal Roads Indicators


(2004-05)

Road Density Km / Sq.km 11.84

Per Capita Road Length m 0.66

Percent Municipal Surfaced Roads Percent 79.00

Percent of Black Topped Roads to Total Road

Length

Percent 73.40

Percent Annual Increase in Road Length over past 5

years

Percent -

Source: Analysis.

172. Based on the information collected and field visits, the key issues facing the roads and

transport corridors of Madurai have been identified and presented in this section. Key

indicators are used to assess service adequacy of Madurai Corporation.

(i) Inadequate Coverage. There is only 0.58 m Per Capita road coverage as compared

to a norm of 1.75 m Per Capita coverage, attributed to the high population density.

Inadequate coverage is noticed in the newly developed layouts and in the extended

areas.

(ii) High Density and Congested Lanes.

Roads in the temple areas and old city

areas are narrow and surrounded by

heavily built-up areas. These roads also

carry large volumes of traffic due to

wholesale markets and commercial

trading in the area. These factors make

the lanes highly susceptible to air

pollution and delayed travel times.

(iii) Encroachment. The margins of roads are encroached upon in several sections of

major roads of the city by illegal parking and other informal activities. With no

margins left on the roads, the effective carriageway of the road is reduced

drastically leading to congestion and accidents.

(iv) Absence of Street Furniture/Signages.

The roads lack signals, signages, and

footpaths. Improper road sweeping

results in most roads being covered with

silty soil, which reduces the driving

safety.


68

View of a Junction

6. Traffic and Transportation.

Exiting Situation

173. Road Network / Traffic Pattern. The travel pattern in the City is guided by the road

network and land use pattern in the town. The road pattern also makes a lot of through

traffic to pass through the City, due to the converging pattern of major regional roads

(refer Figure 5.8).

174. The road network in Madurai is visible in distinct clear patterns. Firstly, the concentric

square pattern of streets around the Temple; Secondly, the radial pattern of main roads

leading to other major urban centers of the State and thirdly, the partial ring roads which

connects the radial roads at few points. Because of these incomplete linkages and

inadequate widths especially in the central area and railway crossings, radial roads and

ring roads suffer from bottlenecks and congestion. Some of the major limitations noticed

in the existing system of roads are inadequate road widths, inadequacy of pedestrian

sidewalks, absence of cycle tracks, and absence of parking spaces and bus lay-by.

Congestion is also caused by presence of commercial traffic, mainly trucks loading-

unloading goods from markets, since the town is a major trade and commerce centre in

South Tamil Nadu.

175. A comprehensive Traffic and Transportation study for Madurai was made by the Division

of Traffic and Urban Systems Engineering, Anna University in 1996. In this study the

existing and the future travel demand has been analysed to evaluate the transportation

network sufficiency. According to this study, the bye passable traffic on Tirunelveli Road,

Melur Road, Natham Road and Dindigul Road is more than that of other roads. Similarly,

the volume of vehicle movement from various radial roads towards CBD along Dindigul

Road, Melur Road, Ramnad Road and Tirunelveli Road, both inbound and outbound, is

found to be predominant. It indicates that traffic flow is increasing in the corridors of the

city causing the traffic congestion and in resultant problems. Hence, the formation of ring

road attracts priority work among other developments.

176. Major Traffic Bottlenecks. Major traffic

bottlenecks include railway level crossings,

narrow high level bridge across the river

Vaigai, railway over-bridge and poorly-

designed intersections. There are three

railway level crossings on the major roads

that cause inordinate delays for the road users

due to the frequent gate closure for long

duration. There are four river crossings and

four Rail Over Bridges. Major road

intersections viz. Yanaikal junction,

Simmakkal junction, Kattabomman Statue junction, Junction of Melaperumal Maistry

road and T.P.K road, and Munichalai road junction near Dinamani Talkies are poorly

designed, and are prone to serious traffic congestions, given the heavy volume of traffic

and bulk pedestrian movement at these places.


69

Figure 5.8: Major road network of Madurai


70

View of Velli Street

177. On-road vehicle speed is an indicator for

traffic congestion and the capacity constraint

on Road. Origin-Destination Studies and

Speed Flow Studies conducted for Madurai, in

20014, as a part of studies for Re-location of

Whole Sale Market outside City Limits, is

available. The study noted that the vehicle

speed in Madurai along major roads varies

from above 40 kms per hour along Bypass

Road, varies between 17 kms per hour and 25

kms per hour around the periphery of the Old

City areas (West and South Veli Streets) and reduces to a low of approximately 6.50 kms

per hour around the Temple Area (North Masi Street). Indicated figures, are based on

survey conducted in 2001. Growth in Tourist activities and vehicle is expected to have

deteriorated the situation further in the following years. Hence, a demand is felt for

undertaking critical traffic management measures and undertake Projects (Shifting of

Wholesale Market, Provisions to meet Parking demand, Pedestrianization of Selective

Areas around Main Temple, etc.), to meet excessive traffic demand of the City.

178. Parking Demand. Land Use and Economic Activities in the City drive the Parking demand

in the City. Here, the City is a major regional center for Trade and Commerce in southern

Tamil Nadu and also an important Tourist Location in International and National Tourist

Map, which drives the heavy influx of Floating Population. Consequently, heavy

movement of Vehicular Traffic has increased congestion and induced Parking demand

within the ULB area.

179. Heavy Paring demand is witnessed around roads within the Core City Area, around the

Main Temple, and other tourist locations. The is need for locating Multi-Storied Parking

lots at important locations within the ULB area. Based on Parking Demand Study for

20015, it is estimated that the existing peak hour parking demand in the Old City is

approximately 200 Parking Car Equivalent (PCE’s). Based on a surge in Tourism

Activities and therefore Parking demand, present day demand is estimated at

approximately 250 PCE’s. Detailed proposal based on Consultant’s study has been

prepared for accommodating the Parking Demand near Main Temple, by shifting the

Whole Sale Market to outskirts of the ULB and using the land area for construction of

Multi-storeyed Parking Facility (G+2 floor).


(i) Traffic Congestion. Major roads leading to other important urban centers of the

State follow radial pattern and converge towards the central area of the city

resulting in over accumulation of traffic in the central area. Because of the

inadequate widths especially in the central area and railway crossings, radial roads

and ring roads suffer from bottlenecks and congestion. Presence of major Whole

4 Based on Detailed Project Report for Design of Market and Multi-Storied Parking Facility at Madurai,

TNUIFSL 5 Based on Detailed Project Report for Design of Market and Multi-Storied Parking Facility at Madurai,

TNUIFSL


71

Vehilcle Parked along Velli Street

Sale Market near the Temple Area, also induces more congestion and pressure on

the Exiting Core Area Roads.

(ii) Absence of Peripheral Ring Road. In absence of a complete peripheral Ring Road,

regional traffic is directed into the City thus causing congestion and delay due to

Heavy Moving Vehicles.

(iii) Traffic Bottlenecks. Absence of Rail Over Bridges and narrow width of existing

Bridges and Culverts, causes traffic bottlenecks and congestion in the City.

Absence of Sub-ways at important junctions is also noticed as a cause of

congestion.

(iv) Inadequate Parking Areas. Heavy congestion is created by high vehicular density in

the City (Local Traffic and Floating Traffic), especially in the Core Areas and

important Tourist locations, which is not adequately served with infrastructure

facilities like Parking area. Traffic management measure, like One Way System, has

been implemented but fails to address the Problem effectively.

(v) Absence of Proper Truck Terminus.

Although, being a center for trade and

commerce in the region, the City is not

provided with a proper Truck Terminal

and ancillary facilities, which induces

congestion due to inflow of Goods

Carriage Vehicles within the City Area.

7. Street Lighting

Existing Situation – Street Lighting

183. The ULB is divided into four Zones, for provision and maintenance of Street lighting. The

Street light Section of the ULB is under the purview of the Assistant Engineer, Street

lights, who manages operations in Four Zones with Four AEE’s. The provision and

maintenance of streetlights is an obligatory function of Madurai City Corporation. The

City Corporation installs new streetlight poles and the power is supplied by TNEB .

184. The ULB is provided with 24,103 street lights at approximately 30 m interval, to lit the

City. Discussion indicated a high efficiency of operation with approximately 97.5 percent

of the Street lights in working condition. SV lamps are provided along major corridors and

10 Nos. High Mast Lights are provided at major junctions. The Corporation Streetlights

details are presented in the Table 5.23.


72

Table 5.23: Composition of Streetlights

Type of Fixture Numbers Distribution

Nos. %

High Mast Lamps 10 0.04

Sodium Vapor Lamps 7,987 33.14

Tubelights 16,012 66.43

Ordinary Bulbs 94 0.39

Total 3,644 100.00

185. Tubelight constitutes more than 66 percent of the Total Light fixtures in the City followed

by Sodium Vapor Lamps with about 33 percent. Only 10 high mast lamp is installed at

major Road Junctions.

186. ULB Initiatives for Power Saving. Madurai is part of ‘Cities for Climate Protection’

Project sponsored by ICLEI and as per a study conducted in 2004which recommended

power saving through use of retrofit fixtures and power saving switches.

187. The project is being implemented on trial basis at some locations. The ULB has installed

power switches at 10 locations (10 High Mast Lights), and have detected an estimated

saving of Rs 0.38 lakh per yer per light post. Using of power saver switches at more

location across the ULB is under active consideration.


Table 5.24: Municipal Street lights indicators

Indicator Units Current Situation

Spacing between Lamp Posts Mt 30

Tube Lights (% to Total) Percent 71.84

High Power Lamps (% to Total) Percent 26.72

Source: Analysis

188. Key issues are related to power fluctuation and short circuit problems leading to low

carrying capacity of the cables and improper street lighting in the newly formed extension

areas and major junctions due to inadequacy of light poles.

B. Social Infrastructure

1. Primary Health

Existing Situation

189. The public health department of Madurai Corporation looks after the health care system.

The town has both government and private run hospitals and clinics. There approximately

226 hospitals (major and minor), of which are 26 Major Hospitals, 45 Maternity and

Family Planning Centers, approximately 37 Nursing Homes and other small Clinics. The

major hospitals are Rajaji Government Hospital (Ward No. 21), Christian Mission

Hospital (Ward No. 46), Arvind Eye Hospital (Ward No. 7), Meenakshi Hospital, Grace


73

Kennet Hospital and Appolo Orient Hospital.

190. The Corporation maintains 16 Maternity homes , 17 Urban health posts and 19

Dispenseries within the ULB Limits. Apart from these, there are Allopathy, Siddha,

Ayurvedic Dispensaries maintained by the Corporation. There is one School health team

that serve school going children. There are separate wings in the Health Department of the

Corporation, responsible for Malaria and Mosquito Control and School Health program.

Some of the major issues relating to health care noticed in the City are Inadequate Bed

Strength, Ill-Equipped and Inadequate Operation Theatre in the Government Hospitals, Ill-

equipped Corporation Dispeseries and Health Posts, and Unsafe Hospital Waste Disposal

practice.

Further in MMC are, there are 456 doctors are practising and the doctor ratio with population is

1:2400 and there are 340 Private Hospitals functioning in the city. The total no. of beds are 4280

and the Bed ratio with population is 4:1000.

Further 43 Nos. of Medical Officers and 48 paramedical staffs are working in Madurai

Corporation. For General Sanitation there are 40 Nos. of Sanitary Inspectors and 72 of

Conservancy Inspections and 60 Sanitary Supervisors with 2130 Nos. of Sanitary Workers. The

Health Section is responsible for conservancy, Food quality control, Preventive measures, Birth

and Death Registration, Animal Birth control etc.

As per Birth-Death register maintained by the Corporation, the City registered 19,199 births and 3,191

deaths in 2004, are registered the details of death and birth rates are presented in table 2 below:

Table 6: Basic Health Indicators, 2004

Parameter Value

Birth Rate 19.3

Death Rate 3.2

Still Birth Rate 5.00

Infant Morality Rate 8.90

Maternal Morality Rate 0.64

191. ULB assisted Programs and Schemes. The ULB implementing several health

improvement schemes, viz., Malaria Eradication Program, Mother and Child Care

Program, Family Welfare Program, Pulse Polio Program, School Health Program and

Vizhavoli Thettam. Some of the major programs are elaborated below.

(i) Malaria Eradication Program. There is a separate wing in health department

responsible for Control of Malaria and Mosquito control. There are 2 sub-unit

officers for this program with 4 sanitary inspectors and 60 Sanitary Workers for

ante-mosquito activities. These workers are responsible for spraying insecticides,

throwing of sawdust balls in the water stagnant areas, etc.

(ii) Mother and Child Care Program. The ULB has set-up several Health Posts and

Maternity homes, giving importance to antenatal and check-up cases, instrumental

delivery and high risk cases. Arrangements have been made to recommend risk-

identified cases on priority basis to Government Hospital for advanced treatment.


74

(iii) Vazhavoli Thettam. Apart from the school, health programs that carryout medical

check-up in schools; the Government has implemented the Vazhvoli thittam,

program for health check-up and care for students. About 355 schools are covered

under this program and all the medical officers are involved in this program.

Besides, Cataract detection and treatment, diabetic detection and treatment are also

carried out in co-operation with Government hospitals and Voluntary organization.

2. Education

192. Madurai houses government education institutions along with aided and private

institutions. The literacy rate in the city is 87.01 percent and is high in comparison to the

district figure of 77.82 percent.

193. Education deapartment of the ULB is under the purview of the Corporation Education

Officer. For the ULB operated Schoold, provision of Staff and Services, and maintenance

of School builidings is under the puview of the ULB.

194. Madurai Corporation maintains 74 schools comprising of Primary, Middle, High School

and Higher Secondary Schools with student strength of 26,562 nos. Of the 73 schools, 4

are operated in rented buildings. The total strength of teaching staffs in the Corporation

schools is 1008 and non-teaching staffs are 188. The ratio between numbers of students

per teacher in State Government run institutions is about one teacher for 26 students

Table 5.25: Growth in Houses and Households.

Type of Schools Municipal Corporation-run

Nos Students Enrolled No of Teachers

Elementary schools 43 8,962 -

Middle schools 11 5,002 -

High Schools 11 2,540 -

Higher Secondary Schools 9 10,058 -

Total 73 26,562 1008

The Education Department of Madurai Corporation is headed by Corporation Education Officer.

The Corporation Maintain 74 schools of which 9 Higher Secondary Schools, 11 High Schools,

18 Middle Schools and 25 Primary Schools with student strength of 26562. The total strength of

teaching staff 1008 and non-teaching staff 188.

In a phased manner, MMC is taking steps to upgrade the Elementary Schools to Middle School,

Middle Schools to High School & Higher Secondary Schools. Every year the No. of class rooms

are also increased so as to admit more No. of students in the Corporation School.

The Corporation makes the payment of pension bills of the education staff, while the government

treasury handles the salary payments.

The Corporation does good service to urban poor in this Education Sector with latest Syllabi

including Computer Education. There is a proposal to have an Arts and Science College for

Corporation School students shortly.


75

-

1,000.00

2,000.00

3,000.00

4,000.00

5,000.00

6,000.00

7,000.00

8,000.00

9,000.00

2000-01 2001-02 2002-03 2003-04

Year

Amount in Rs. Lakh

Total-

Revenue

Income

Total-

Revenue

Expenditure

Vi. Finances of Madurai Corporation

1. Corporation Fund

195. Overview. Madurai Corporation maintains a Corporation fund for managing the finances

of the Corporation. The accounts of the Municipal/Corporation fund were maintained on a

cash based single entry system till the FY 1999-2000. The financial status of the

Corporation has been reviewed for the past four years, commencing from the financial

year 2000-01. This section contains a description of the Corporation finances, the sources

and uses of funds, and an assessment of Corporation finances based on important financial

indicators. Currently the urban local bodies of Tamilnadu maintain three separate funds,

namely General Fund (Revenue Fund), Water & Drainage Fund and Education Fund. For

the purpose of this analysis, Education fund has clubbed in to General fund. For further

analysis, the items of each fund are categorized under the following major heads.

196. Revenue Account: All recurring items of income and expenditure are included under this

head. These include taxes, charges, salaries, maintenance expenditure, debt servicing etc.

197. Capital Account: Income and expenditure items under this account are primarily non-

recurring in nature. Income items include loans, contributions by GoTN, other agencies

and capital grants under various State and Central Government programs, revenue account

transfer for capital works and income from sale of assets. Expenditure items include

expenses booked under developmental works and purchase of capital assets.

198. Deposits and Advances: Under the Corporation accounting system, certain items are

compiled under advances and deposits. These items are temporary in nature and are

essentially adjustments for the purpose of recoveries and payments. Items under this head

include library cess, income tax deductions, pension payments, provident fund, payment

and recoveries of advances to employees and contractors, etc.

2. Financial Status

Figure 6.1: Total Revenue Income and Expenditure Trend

199. Revenue income of

Corporation has

grown to Rs.

7,963.58 Lakh in

the FY 2003-04

from Rs. 6,960.50

Lakh in FY 2000-

01, at an annual

growth of 4.59

percent. Revenue

expenditure

increased at an

average annual rate

of 6.78 percent from Rs. 6,279.35 Lakh to Rs. 7,645.77 Lakh during the assessment

period. The revenue account maintains surplus during the entire assessment period except

during 2001-02 and maintained a maximum surplus of Rs. 2,159.86 Lakh in 2002-03. The

trends for the revenue fund are presented in Table 6.1 Error! Reference source not found..


76

-

500.00

1,000.00

1,500.00

2,000.00

2,500.00

3,000.00

3,500.00

4,000.00

4,500.00

2000-01 2001-02 2002-03 2003-04

Year

Amount in Rs. Lakh

Total-

Capital

Income

Total -

Capital

Expenditure

High revenue income during the FY 02-03 has attributed to transfer of previous years

ULB’s share of State Finance Commission Grant (SFC) allocation and Surcharge on stamp

duty. During the FY 01-02 high revenue expenditure incurred due to high debt servicing.

Revenue income and expendiure trend in presented in Figure 6.1.

Table 6.1: Summary of Corporation Fund

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Revenue Account

Revenue Income 6,960.50 5,737.83 8,412.64 7,963.58

Revenue Expenditure 6,279.35 8,227.57 6,252.77 7,645.77

Surplus/Deficit 681.15 (2,489.75) 2,159.86 317.81

Capital Account

Capital Income 2,664.34 3,072.40 2,447.85 4,249.92

Capital Expenditure 2,711.83 1,436.12 1,667.93 3,480.08

Surplus/Deficit (47.49) 1,636.29 779.92 769.84

Fiscal Status 633.66 (1,401.08) 2,579.82 (514.11)

Advances & Deposits

Extraordinary Income 204.63 26.27 37.86 18.08

Extraordinary Expenditure 11.92 1.80 137.30 12.62

Surplus/Deficit 192.70 24.47 (99.44) 5.46

Overall Fiscal Status 212.84 128.86 178.30 112.00

Source: Analysis.

Note: Figures in parentheses indicates a deficit. Capital Income includes revenue account transfer for capital works.

Figure 6.2: Total Capital Income and Expenditure Trend

200. Capital income

comprises of loans,

grants and

contribution in the

form of initial

deposit for water

supply connections,

sewer connections,

revenue account

transfer for capital

works and sale

proceeds of assets.

Majority of the capital income is in the form of grants and loans. The capital account has

witnessed surplus except during FY 01-02 (refer Figure 6.2), implying loan drawn and

grant received was utilized less for capital works. Fiscal status of revenue account and

capital account status witnessed inconsistent in terms surplus during the entire assessment

period. During the FY 03-04, major share of capital expenditure were incurred from public

works and Roads asset creation.

201. The following sections present detailed review of revenue and capital accounts, primarily

aimed at assessing the Corporation fiscal status and providing a base for determining the

ability of Corporation to sustain the planned investments.

3. Revenue Account


77

Revenue Grants

32%

Non Tax- Own

Sources

19%

Assigned Revenues

15%

Tax- Own Sources

28%

202. The revenue account comprises of two components, revenue income and revenue

expenditure. Revenue income comprises of internal resources in the form of tax and non-

tax items and external resources in the form of shared taxes/ transfers and revenue grants

from the State Government. Revenue expenditure comprises of expenditure incurred on

establishments, operation & maintenance and debt servicing.

Figure 6.3: Source of Income (2000 to 2004)

203. Revenue Income. The

revenue sources of

Corporation can be

broadly categorized as

own sources, assigned

revenues and grants. The

source-wise income

generated during the

review period is


The base and basis of

each income source has

been further elaborated in

the following section.

The revenue income of

Madurai Corporation has

increased from Rs. 5,834.52 Lakh in 2000-01 to Rs. 6869.35 Lakh in 2003-04 – at a

nominal Compound Annual Growth Rate (CAGR) of about 5.59 percent. The revenue

income has declined from Rs. 7,167.30 Lakh in 2002-03 to Rs. 6,869 Lakh in 2003-04.

During the financial year 2002-03 the Madurai Corporation has received maximum

surcharge on stamp duty to the tune of Rs. 1,245.22 Lakh and State Finance Commission

Grant to the tune of Rs. 2,186.73 Lakh (inconsistent transfer of ULB share), which

attributed to high revenue income during the same period. The sources of revenue income

is presented in Figure 6.3.

Table 6.2: Sources of Revenue Income

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Own Sources

Tax 1,700.61 1,578.11 1,921.01 1,585.90

Non Tax 1,391.88 1,426.88 1,336.80 1,938.33

Assigned Revenue 753.90 344.51 1,519.10 1,280.49

Grants 1,988.13 1,250.13 2,390.38 2,064.63

Total (excl. W&D A/C) 5,834.52 4,599.64 7,167.30 6,869.35

Source: Analysis.


78

204. Own-source income includes income from resource mobilization activities of Corporation

in the form of taxes, income from Corporation properties and markets, building permit fee,

trade licences, income from fees and fines, etc. Own revenue sources are further classified

as tax revenue and non-tax sources that are generated by various sections of the

Corporation. The salient features of the revenue head is detailed below:

(i) Own Sources/Tax. This item head comprises of income sourced primarily from

property tax (General purpose tax, Lighting tax, Scavenging tax and Education tax

excluding Water and Drainage tax), professional tax and other taxes. The property

tax is the largest revenue-generating item. Own sources of tax income is presented

in Table 6.3. Average income from own sources constituted 53.77 percent of the

total revenue income during the review period and has increased at an average

compounded annual growth rate of 4.45 percent. Tax sources contributed 28.34

percent of the revenue income and non-tax sources contribute 25.44 percent of the

revenue income. Income from Corporation properties, markets and other

remunerative assets witnessed inconsistent in collection performance during the

assessment period.

Table 6.3: Own Sources of Revenue Income

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Taxes

Property Tax (excl. W&D Tax) 1,518.25 1,389.88 1,630.43 1,447.57

Profession Tax 146.85 162.53 257.29 115.13

Other Taxes 35.51 25.70 33.29 23.20

Non - Taxes

Income from ULB’s Properties 406.67 466.29 547.79 494.94

License Income (Trade, etc.) 127.94 136.60 134.46 136.73

Income from Fees and Fines 176.85 177.70 218.86 225.39

Miscellaneous Income 680.42 646.29 435.69 1,081.28

Total (excl. W&D A/C) 3,092.49 3,005.00 3,257.82 3,524.23

Source: Analysis.

� Property Tax: This is the most important category of own source income to

the Corporation. Madurai Corporation levies a consolidated property tax of

27 percent of the Annual Ratable Value (ARV). During the assessment

period, the numbers of property tax assessments increased at an average

growth rate of 2.24 percent per annum. Property tax current demand,

however has increased at a CAGR of about 0.47 percent during the

assessment period.

Professional Tax: The Corporation also collects professional tax from all

registered organisations, companies or firms, public or private, individuals

and State & Central Government departments. Currently 19,800 assesses

are registered with the Corporation. Based on the demand, the average tax

per professional is about Rs. 422/- per annum.


79

(ii) Own Sources/Non Tax. This item head comprises of income from Corporation

properties, fees on Corporation services (building permission, etc.), income from

interest on investment and miscellaneous services. On an average, through the

assessment period, own source/non tax income constitutes 23.86 percent of the

total revenue income. Income from remunerative enterprises, income from fees

and fines constitute the major revenue sources under this item head. Income

through non-tax own sources of the Corporation has grown over the assessment

period at a CAGR of about 11.67 percent.

� Remunerative Enterprises: Income from remunerative enterprises is the non-

tax income in the form of rentals from assets like shopping complexes,

market fee, parking fee and income from other real assets owned by the

Corporation. Income from the remunerative assets of the Corporation

contributed 8 percent of the revenue income during the assessment period

and registered a CAGR of 6.77 percent. Income from Corporation

properties, markets and other remunerative assets witnessed inconsistent

collection performance during the assessment period. The average revenue

mobilized during the review period under this item head is Rs. 478.92 Lakh.

Rent/leases recovery from the shopping complexes and other assets are low

during the FY 2003-04.

(iii) Assigned Revenues. This item head comprises of income from Government of

Tamil Nadu (GoTN)/State transfers of Corporation income collected by the state

line department. Transfers are in the form of Corporation’s share of taxes levied

and collected by GoTN from establishments/operations within the Corporation

limits. Surcharge on transfer of immovable properties and entertainment tax, are

the major items on which these revenues are realized by Corporation (refer Table

6.4).

Table 6.4: Income from Assigned Revenue

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Entertainment Tax 281.88 69.79 273.58 339.07

Surcharge on Stamp Duty 443.11 274.67 1,245.52 896.76

Other Transfers 28.91 0.05 - 44.66

Total 753.90 344.51 1,519.10 1,280.49

Share in total Revenue Income (%) 12.92 7.49 21.19 18.64

Growth (%) (54.30) 340.94 (15.71)

Source: Analysis.

Income through assigned revenues contributes around 15.06 percent of revenue

income and it is growing at an average compounded annual growth rate of 19.31

percent during the review period. It is observed (refer Table 6.4) that the inflow

from this account head has been inconsistent due to delays in transfers and


80

Establishments

69%

Operation &

Maintenance

14%

Debt Servicing

17%

deductions at source towards Corporation debt repayment commitments and/ or

other dues payable to GoTN.

� Entertainment Tax: The Commercial Tax (CT) Department collects

entertainment tax from 38 cinema halls (with a total capacity of 19,500

seats) functioning within Corporation limit. The CT Department transfers 90

percent of the total tax collection to Corporation, and retains 10 percent

towards management charges. Entertainment tax accounts for around 3.78

percent of total revenue income.

� Stamp Duty: Surcharge on stamp duty is another assigned revenue source,

accounting for 11 percent of revenue income during the assessment period.

It is levied in the form of a surcharge on stamp duty applicable on all

properties registered or transferred within Corporation limits. The

Registration Department collects and 90 percent of the collections are

transferred to Corporation.

(iv) Revenue Grants and Contribution. This item mainly comprises revenue grants and

compensations from the State Government under various heads. The regular grants

include the SFC grants and the others include aid grants, grants for services like

roads, buildings, maternity and child welfare, public health, contributions for

elementary and secondary schools and etc. Grants which are for specific purposes

are ad-hoc in nature. In case of Madurai Corporation, revenue grants and

contributions constitute about 31.17 percent of the total revenue income and have

registered an average annual growth rate of 1.27 percent. SFC Devolution is major

item of grants, which is transferred as part SFC recommendation. The fluctuation

in SFC grant is due to delay and deduction at source.

Table 6.5: Income from Revenue Grants

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

State Finance Commission Grant 1,858.00 947.87 2,186.73 1,921.05

Other Grants 130.13 302.26 203.65 143.58

Total 1,988.13 1,250.13 2,390.38 2,064.63

Share in total Revenue Income (%) 34.08 27.18 33.35 30.06

Growth (%) (37.12) 91.21 (13.63)

Source: Madurai Corporation & Analysis.

Figure 6.4: Items of Revenue Expenditure (2000 to 2004)

206. Revenue Expenditure.

Revenue expenditure of

Corporation has been

analyzed based on

expenditure heads broadly

classified under the following

departments- General

Administration and Tax

collection, Public Works and

Roads, Street Lighting,

Public Health &


81

Public Health

0%

Street Lighting

3%

Engineering Wing

0%

General

Administration

16%

Town Planning

12%

Solid Waste

Mangement

41%

Other Departments

8%

Water Supply

20%

Conservancy, Town Planning and Miscellaneous Items. Water supply and drainage

revenue expenditure is analysed separately and the same is presented in the following

section. Revenue expenditure is further classified under Establishment, Operation &

Maintenance and Debt Servicing. The details of revenue expendiure is presented in Table

6.6. Item of revenue expenditure is presented in Figure 6.4.

Table 6.6: Sector wise Revenue Expenditure

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Establishment 4,470.76 4,064.76 4,349.25 3,767.93

Operation & Maintenance 750.08 533.99 820.90 1,141.02

Debt Servicing 52.52 2,696.64 127.15 1,754.23

Total (excl. W&D A/C) 5,273.36 7,295.39 5,297.30 6,663.18

Growth (%) 38.34 (27.39) 25.78


(i) Establishment Expenditure. Establishment expenditure alone accounts for about 80

percent of revenue expenditure, excluding water supply and drainage account.

About 69 percent of the total revenue income is utilised for payment of salaries

excluding water supply and drainage staff salary and other related expenses. Debt

servicing of the Corporation accounts for around 17 percent of the revenue

expenditure was made from general fund during the review period.

For the assessment period, revenue expenditure grew at an average rate of 8.11

percent; while growth in revenue income was only 5.59 percent during the same

period. This indicates that revenue and education fund of Corporation is in deficit.

Further, while expenditure on establishment grown at a negative annual average

rate of 5.54 per cent, expenditure on O&M grew at an average rate of 15.01 percent

per annum indicating that the Operations and maintenance expenditure need to be

controlled. Public health conservancy O&M increased by 1.47 times and street

lighting by 1.44 times during the financial year 2002-03 to 2003-04.

Figure 6.5: Sector Wise Salary Composition (2000 to 2004)

The following table

presents sector

/department wise

salary expenditure

incurred during the

assessment period.

Since, the department

wise establishment

expenditure was not

furnished in the

account statement

(consolidated figures

only available in the

2000 series)

consultant were used

the third SFC questionnaires for working out the department wise salary. Over 41


82

percent spent for conservancy staffs salary and around 16 percent for general

administration departments include revenue collection and administration

department salary. Water supply staff salary contributes about 20 percent of the

total expenditure incurred towards establishments.

Table 6.7: Sector wise Salary

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

General Administration 525.21 512.86 499.34 525.21

Engineering Department 13.10 13.27 13.42 13.60

Conservancy 1,270.45 1,460.43 1,220.45 1,241.87

Public Health 14.08 14.53 15.03 15.58

Street Lighting 73.28 84.11 84.89 85.59

Water Supply 665.00 652.53 652.53 609.53

Town Planning 400.28 365.16 390.16 398.17

Other Departments 209.87 266.90 272.21 237.73

Total 3,171.27 3,369.79 3,148.03 3,127.28

Growth (%)

Source: SFC Questionnaire Document

Establishment expenditure of all sections (excluding water and drainage account)

accounts for an average of 70 percent of revenue expenditure. Though the growth

rate of establishment expenses has fallen the actual results of privatisation efforts

are yet to reflect on accounts. In the coming years, these expenses are expected to

go down due to the reforms taken up by the Corporation. It is necessary that the

Corporation goes ahead with such privatisation initiatives so as to improve upon

and allocate more amounts for the O&M and debt servicing.

(ii) Operations & Maintenance. Operation and maintenance expenditure of all sections

together accounts for 15 percent of revenue expenditure and had increased at an

average rate of 10.92 percent per annum.

General Administration, Public health & conservancy, Street lighting are the major

expenditure items. O&M expenses are dominated by power charges for street

lighting and that for general administration, while that for the upkeep of roads has

been very minimal. Street lighting sector can be put for privatisation and

implement energy conservation measures to curtail the costs on repairs,

replacements and power charges.

(ii) Debt Servicing. A review of the outstanding loan statement of Corporation, as on

March 31, 2005, i.e., at the start of the FY 2004-05 reveals that the net outstanding

debt liabilities of Corporation are at Rs. 9838.47 Lakh. Table 6.8 details out the

agency wise outstanding loans.

Table 6.8: Out standing Loan Statement

Item Loan Amount Outstanding

Amount in Rs. Lakh

Government of Tamil Nadu 1,025.00 1,025.00

GoTN + LIC - WS 937.30 620.31

IUDP - WS 90.10 90.10


83

TWAD - WB - WS 5,473.10 5,473.10

TUFIDCO - Bridge /Roads 1,522.30 1,146.09

TWAD - HUDCO - WS 466.53 956.37

WSPF - UGD 608.73 527.50

Total 10,123.06 9,838.47

Source: Analysis.

207. The total amount of loans drawn by the Corporation till date is Rs. 10,123.06 Lakh,

majority of it from TWAD, Government of Tamilnadu and TUFIDCO. It needs mention

that the ratio of outstanding loans to current demand of property tax is about 413.69

percent. The ratio in terms of ARV (estimated at Rs. 6,824) is 0.91; thereby indicating that

the Corporation is capable of leveraging additional debt to finance its projects as this is

below the threshold of 2 to 3 (generally considered by Financial institutions).

208. Debt servicing accounted for around 14.65 percent of revenue expenditure during the

review period and the DSR (as % of revenue income) is around 17.82 percent, which is

below the threshold level of 25 percent, as considered by financial institutions. The

Corporation has to start to focus upon sustainable debt servicing after having cut down

establishment costs to improve its credit rating and capability towards leveraging

additional debts.

4. Water Supply and Drainage Account

209. As mentioned earlier, local bodies in Tamilnadu maintain a separate water supply and

drainage fund. Hence to maintain the consistency and also to assess the cost recovery

aspect, the consultants have analysed the water fund separately. The details are provided in

the following table and the water supply and drainage revenue fund expenditure trend is

plotted on a graph.

Table 6.9: Revenue Account Status of Water Supply and Drainage Fund

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Revenue Income

Water & Drainage Tax 893.09 817.58 959.08 851.51

Water & Drainage Charges 227.90 284.89 263.88 241.16

Water Supply & Sanitation Grant - 28.00 15.00 -

Other Income 4.99 7.72 7.38 1.56

Total 1,125.98 1,138.19 1,245.34 1,094.23

Revenue Expenditure

Establishments 723.73 729.58 730.16 760.47

Electricity Charges 177.70 170.42 180.59 148.01

Miscellaneous 61.50 5.00 - -

Debt Servicing- Old 43.06 27.17 44.71 74.12

Total - - - -

Surplus/Deficit 119.99 206.01 289.87 111.64

Source: Analysis.

210. Salaries of staff directly working in the water supply department are booked under this

head, while salaries of other engineering staff performing administrative functions related

to water supply are booked under the engineering section of general fund. Water and


84

Drainage Account expenditure trend is presented in Figure 6.6. Expenditures incurred

under this account comprised of 76 percent on establishment costs, 18 percent power

charges and other operation & maintenance expenses accounts only 5 percent. No debt

servicing was made during the assessment period.

Figure 6.6: Water & Drainage Account Expenditure Trend Water & Sewerage Account Expenditure Trend

-

100.00

200.00

300.00

400.00

500.00

600.00

700.00

800.00

2000-01 2001-02 2002-03 2003-04

Year

Amount in Rs. Lakh

Staff Salary &

Employee

Related

Expenses

Equipment

Maintenance &

Repairs

Board

Payment

Miscellaneous

Debt

Servicing- Old

Administration

Expenses

Electricity

Charges

211. Major share of water supply income is derived by way of water and drainage taxes, which

account for around 77 percent of water supply and drainage income.

212. There are a total of 82,369 water supply house service connections as of 2004-05 provided

by the Corporation in the city.

213. The numbers of House Service Connections stand at 63 percent of the PT assessments.

The unauthorised connections and unassessed properties need to be brought under the user

charges and Corporation tax gambit to effect cost recovery on the investments.

5. Capital Account

214. Capital Income. Capital income comprises of loans, grants and own contributions. The

detailed components of capital income are detailed in Table 6.10. An analysis of this

account indicates that grants & contributions have contributed the maximum share of

income under this account. While on an average 51 percent of the capital income is in the

form of grants and contributions like XIIth Finance Commission grants for public works

and roads, about 30 percent from revenue account transfer for capital works and 19

percent is in the form of loans from various agencies. New loans were acquired during the

assessment period for public works and roads.


85

Table 6.10: Status of Capital Account - General

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Capital Income

Capital Loans 712.70 - - 1,522.30

Capital Grants and Contribution 1,227.61 2,158.94 277.44 591.03

Own Sources 0.14 549.39 359.99 1,602.67

Total (excl. W & D a/c) 1,940.45 2,708.33 637.43 3,716.00

Capital Expenditure

General 36.96 161.27 7.08 300.77

Public Works and Roads 2,007.34 827.16 661.04 2,026.10

Street Lighting 14.12 7.95 18.27 30.60

Public Health & Conservancy 1.47 31.34 3.20 1.03

Education - - - -

Total 2,059.89 1,027.73 689.59 2,358.50

Surplus/Deficits (excl. W &D a/c) (119.44) 1,680.61 (52.16) 1,357.50

Source: Analysis.

215. Capital Expenditure. The majority of capital expenditure has been directed towards public

works and roads, general purpose includes all item of works excluding water supply and

drainage and roads over the past four years, this is due to fact TNUDF/TUFIDCO had

funded most of the Corporation for roads during the assessment period.

216. Analysis of capital income and capital expenditure notes that the account was in surplus

during the FY 03-04, indicating lesser utilisation of allocated funds or just start of

utilisation of allocated funds.

217. Water supply and drainage capital account status is detailed in Table 6.11. Capital income

is mainly from water supply and UGD loans and capital grants for water and drainage

grant for ongoing UGD works. Capital account net status is inconsistent during assessment

period.

Table 6.11: Status of Water Supply and Drainage Capital Account

Item 2000-01 2001-02 2002-03 2003-04

Amount in Rs. Lakh

Capital Income

Capital Loans - 325.00 1,750.00 -

Capital Grants and Contribution 601.90 34.01 36.54 95.11

Own Sources 121.99 5.06 23.88 438.81

Total 723.89 364.07 1,810.42 533.92

Capital Expenditure

Water supply 55.55 167.51 453.32 -

Drainage &Sanitation 596.39 240.88 525.02 1,121.58

Total 651.94 408.39 978.34 1,121.58

Surplus/Deficits 71.95 (44.32) 832.08 (587.66)

Source: Analysis.


86

6. Assets and Liabilities

218. Current assets and liabilities of Madurai Corporation include monies due to Corporation

from debtors and monies due from Corporation to creditors, respectively. Table 6.12

presents a summary of the current assets and liabilities of Madurai Corporation.

219. The current assets include outstanding arrears in property tax, water charges and

profession tax and lease rental (non tax items) dues. The total current assets due to

Corporation are Rs. 4,091.06 lakh.

220. Current liabilities include the payment of power charges due to TNEB, Salaries Payable,

PF and other contribution due, tax /cess payable to government, other payables and

deposits. The net liability of Madurai Corporation is Rs. 345.12 lakh. The current ratio is

the ratio of total current assets to total current liabilities, which is used to measure short

term liquidity of a ULB. The idea behind measuring this ratio is to assess whether the

ULB has enough liquid assts to pay off its current obligations when they fall due.

Intuitively one would expect that this ratio should be over 1. In case of Madurai

Corporation, the current ratio is 11.85 and hence ULB has comfortable current ratio.

However, property tax current and arrear recoverable amount itself Rs. 2,887 Lakh, it is

almost 36 percent of the total revenue income of the Corporation (2003-04). This needs to

be addressed immediately and better collection performance will improve the financial

status of the corporation.

Table 6.12: Summary of Current Assets and Liabilities status

Description Amount (Rs. Lakh)

A. Current Assets

Property Tax Recoverable 2,887.04

Profession Tax Recoverable 229.39

Water Charges Recoverable 173.50

License/Lease/Rental/other Recoverable 136.31

Other Recoverable 402.41

Cash on Hand /Bank 262.41

Total – Current Assets 4,091.06

B. Current Liabilities

Salaries Payable 1.21

PF and Other Contribution 42.00

TNEB 12.00

Library Cess Payable 161.04

Other Payables -

Recoveries from Staff 62.80

Deposits 66.07

Total – Current Liabilities 345.12

Net Status 3,745.94


7. Key Financial Indicators and Issues

221. A set of key financial indicators has been derived using the financial data procured from


87

the Corporation for the assessment period. Table 6.13 presents these indicators. These

indicators are used to assess the Corporation performance with regards resource

mobilization, fund utilization, financial performance and collection efficiencies.

Table 6.13: Key Financial Indicators

Indicators Value Unit

A Resource Mobilisation

1 Per Capita Income 555 Rs. p.a

2 Sources of Funds

a Share of Own Sources in Total Revenue Income (RI) 60.92 %

b Share of Property Tax in Total Revenue Income 33.19 %

c Share of Revenue Grants & Subsidies in Total RI 26.34 %

3 Growth in Revenue Income 4.59 % p.a

4 Growth in Own Sources of Revenue Income 2.38 %

5 Per Capita Own Income 246 Rs. P.a

B Fund Application

1 Per Capita Expenditure 544 Rs. p.a

2 Uses of Funds

a Share of Establishment Expenditure in Total RE 70.36 %

b Share of O&M Expenditure in Total Revenue Expenditure 14.99 %

c Share of Establishment Expenditure to Total RI 67.40 %

3 Growth in Establishment Expenditure (3.15) %

4 Growth in O&M Expenditure 10.92 %

5 Growth in Total Revenue Expenditure 9.77 % p.a

C Liability Management

1 Per Capita Liability (2004-05 estimated)

a Outstanding Debt per Capita 709 Rs.

b Outstanding Non-Debt Liability per Capita 350 Rs.

c Total Outstanding Liability per Capita 1,059 Rs.

2

As a Proportion of Property Tax Current Demand (2003-04

estimated)

a Outstanding Debt as % of P.T Demand 413.69 %

b Outstanding Non-Debt Liability as % of P.T Demand 204.23 %

c Total Outstanding Liability as % of P.T Demand 617.92 %

3

As a Proportion of Property Tax Own Revenue Income (2003-

04 estimated)

a Outstanding Debt as % of Own Revenue Sources 213.02 %

b O/s Non-Debt Liability as % of Own Revenue Sources 105.17 %

c Total O/s Liability as % of Own Revenue Sources 318.19 %

4 Non-Debt Liability as % of Total Liability 33.05 %

5 Debt Servicing Ratio (D.S/ Revenue Income) 17.82 %

D Performance Indicators

1 Operating Ratio 1.01 Ratio

2 Growth in Per Capita Own Income 0.81 % p.a

3 Growth in Per Capita Grant (2.26) % p.a


88

Indicators Value Unit

4 Growth in Per Capita Total Revenue Income 0.94 % p.a

5 Growth in Per Capita Establishment Expenditure (7.80) % p.a

6 Growth in Per Capita O&M Expenditure 5.88 % p.a

7 Growth in Per Capita Revenue Expenditure 3.06 % p.a

8 Capital Utilisation Ratio 2.43 Ratio

E Efficiency Indicators

1 Tax Collection Performance

a Property Tax 70 %

b Water Charges 80 %

c Sewer Charges 78 %

d Profession Tax 39 %

2 No. of P.T Assessments per Tax Collection Staff 1467 Nos.

3 Property Tax Demand per Assessment 1857 Rs. p.a

4 No. of Corporation Staff per 1000 Population 3.11 Nos.

5 Annual Revenue (Own Source) per Corporation Staff 8.18 Rs. Lakh p.a

6 Population per Residential P.T Assessment 12.84 Persons

Source: Analysis.

222. Resource Mobilization Indicators. These indicators summarize the performance of the

Corporation with regards sources of funds. Madurai Corporation derives about 60.92

percent of its revenue income from own sources, while grants account for just about 26.34

percent of the revenue income.

223. Fund Application Indicators. These indicators are a measure to ascertain the utilization

from the Corporation fund. Around 70 percent of the revenue expenditure is spent on

establishment heads, only about 15 percent for O&M of Corporation assets and services.

Leaving only 15 percent utilized for debt servicing. Establishment expenditure accounts

for about 67.40 percent of the total revenue generated by the Corporation.

224. Liability Management Indicators. These indicators are a measure to ascertain the

utilization from the Corporation fund regards to debt servicing. The ratio of debt servicing

to revenue income is 17.82 percent during the assessment period. The percapita average

outstanding debt works out to 709 rupees and percapita non debt liability is 350 rupees.

Out standing debt to property demand is around 413 percent and non debt liability is 204

percent times the property tax demand for the current year.

225. Overall Financial Performance Indicators. These indicators are a measure to assess the

overall financial performance of the Corporation with regards operational performance and

effective growth in revenue income and expenditure. The average operating ratio during

the assessment period was vulnerable at 1.01 and the capital utilization ratio was high at

2.43 indicating higher utilization of revenue account fund in asset creation. The indicators

of growth in per capita income and expenditure item heads indicate the effective growth,

giving a performance measure relative to the growing population. Madurai Corporation

has demonstrated only 0.94 percent annual growth in per capita revenue income during the

assessment period, while the per capita revenue expenditure has grown at a significantly

higher 3.06 percent during the corresponding period. Which indicates that as population

increases revenue fund will be in deficit, so there is a need for controlling revenue


89

expenditure.

226. Efficiency Indicators. These indicators are essentially a measure to assess Corporation

efficiency with regards revenue base coverage and realization. Madurai Corporation has

maintained an average collection performance with regard to property tax and water

charges. The average no of persons per residential assessment is at 12.84 indicates that the

property tax base has lesser coverage.

227. Key issues and conclusions are based on the review and assessment Corporation finances

and discussions with relevant Corporation officials.

(i) Maintenance and Reporting of Accounts. The State Government deducts debt due

by the Urban Local Body and then transfers funds (SFC devolution) the Urban

Local Body records do not capture such apportionment. ULB’s do not maintain

department/sector wise salary expenditure as mentioned in the ULB’s Accounting

Manual.

(ii) Revenue Realization. Taxes and charges are major own sources of revenue

income. Being more dynamic in nature and within the control of the Urabn Local

Body, these revenue incomes have potential to contribute more to the Corporation

fund. Besides low tax rates and charges levied, the actual demand itself is not

established. Key issues regarding the above comprise:

• Low water supply and drainage coverage witnessed there are chances of illegal

or unauthorized connections in the city;

• Financial transaction trends not commensurate with population growth trends,

resulting in reduction in per capita expenditure levels;

(iii) Fund Application. Key issues regarding application from the Corporation fund

comprise:

• About 70 percent of the total expenditure is on establishment-related heads,

leaving relatively lower amounts for expenditure on operation and maintenance

of services.

As per the Double Entry accounting system corporation contribution to capital works has been

arrived by debit the Revenue Account as Revenue Expenditure and the same amount has been

credited in the Capital Account and taken as Capital Income.

During the year 2003 – 04 Revenue and Water Supply Account Surplus amount of Rs. 317.81 lakhs

and Rs. 111.64 lakhs have been arrived after debiting of Corporation Contribution of Capital works of

Rs. 1602.67 lakhs and Rs. 438.81 lakhs respectively.

There was a huge deficit during the year 2001 – 02 has been arrived due to Heavy Short fall in the

Government Grants. Further, the cash flow charts are enclosed for perusal.


90

VII. Urban basic services for poor

A. Overview

228. Owing to rapid urbanization in and around the town, large influx of the migrants has been

observed, which has resulted in formation of slums. The town presents a wide range of

activities in various Institutional, Commercial and Tourism sectors. Growth in such

activities, possibilities of absorption in various service sectors, scope of employment in

trade and business activities, hawking, retailing, carting etc. could have attracted rural poor

to the town.

229. The Tamil Nadu Slum Clearance Board (TNSCB) is the responsible authority for notifying

and providing clearences to the Slums. The ULB is responsible agency for provision of

Services to the urban poor residing in slums and within municipal limits.

230. As per Census 2001 and Data available from the ULB, Madurai City consists of 208

slums, out of which 64 slums are notified (refer Figure 7.1). ULB figures for Slum

Population indicates that approximately 60,257 households reside in the Slums

accomodating 3.03 lakh population. Discussions have indicated that presently more Slums

have been notified, thus takin the tally to approximately 80 notified slums (refer Table

7.1), although slum listing for the same is not available.

231. Madurai city, being an important trade and commerce centre in southern districts and

famous for its heritage values, attracts many migrants from rural areas resulting in

proliferation of illegal slums and squatter settlements. Most of these slums are located

along the riverbanks and adjacent to transport corridors, encroaching both private and

municipal land. 85 percent of the slums in the city are on Government land and 9.2 percent

of corporation area.

232. Most of the Notified Slums are provided with basic services and amenities. The major

problem area in Slums is inadequate provision of Drains and Sanitation facilities.

Table 7.1: Slum Population and Households, 2001. Notified Slums Non – Notified Slums

Wards Nos. of slums Households Population Nos. of slums Households Population

Nos. Nos. Nos. Nos. Nos. Nos.

1 2 662 3261 4 2031 10,153

2 2 155 774 1 520 2,600

3 2 1,480 7,397 1 89 445

4 8 2,236 11,184 1 110 550

5 3 1,131 5,567 2 432 2,158

6 1 509 2,847 1 128 643

7 - - - 2 220 1,103

8 - - - 8 1,420 7,085

9 2 502 2,510 3 709 3,545

10 - - - 4 1,695 8,475

11 1 837 4,185 1 150 750

12 1 603 3,017 - - -

13 1 591 2,955 - - -

14 - - - 3 557 2,785

15 - - - 11 1,377 6,884


91

Notified Slums Non – Notified Slums Wards

Nos. of slums Households Population Nos. of slums Households Population

Nos. Nos. Nos. Nos. Nos. Nos.

16 1 100 500 1 446 2,230

17 2 1496 7483 - - -

18 1 1,993 9,966 1 100 500

19 1 812 4,058 4 711 3,557

20 1 110 550 3 927 4,638

21 1 429 2,145 1 725 3,623

22 - - - 2 664 3,319

23 - - - 1 204 1,019

24 - - - 2 335 1,678

25 1 556 2,780 2 1,003 5,015

26 1 204 1,020 2 851 4,255

27 - - - 2 831 4,153

28 - - - 1 100 500

29 2 340 1,700 3 1,302 6,510

30 - - - 3 360 1,800

31 1 468 2,340 2 1,588 7,940

32 - - - 1 139 696

33 - - - 2 440 2,202

34 - - - 3 643 3,215

35 1 198 991 3 978 4,901

36 - - - 1 61 305

37 - - - 3 244 1,220

39 - - - 1 102 512

40 1 217 1,085 4 733 3,667

41 1 560 2,800 2 811 4,355

42 1 437 2,185 2 336 1,679

43 - - - 2 212 1,061

44 - - - 1 413 2064

45 - - - 1 409 2,044

48 1 216 1,080 - - -

49 - - - 1 576 2,880

50 - - - 3 696 3,481

51 2 1,397 6,988 1 60 300

53 4 1,263 6,313 - - -

55 1 297 1,488 1 419 2,097

57 - - - 1 171 854

58 - - - 6 828 5,493

59 3 1,733 8,668 3 725 3,624

60 - - - 1 384 1,920

61 1 385 1,928 - - -

62 - - - 1 963 4,818

63 - - - 1 963 4,818

64 1 585 2,923 1 437 2,185

65 1 760 3,802 - - -

66 2 348 1,742 2 388 1,940

67 - - - 1 420 2,100

68 1 123 614 - - -

69 4 563 2,817 8 1,185 5,927

70 1 227 1,134 5 572 2,864

71 - - - 9 1,174 5,873

72 3 567 2,836 1 100 500

Total 64 25,090 125,633 144 35,167 177,508

Figure 7.1: Map showing Location of slums in Madurai City


92

233. Demographic data available on Slums indicates that slum population as a percentage share

of Ward Population varies from a maximum of 69 percent in Ward 31 to 3 percent in

Ward 39 and Ward 36. Although of the 208 Slums, maximum numbers of Slums are

located in Ward 15 (11 Slum Areas) and Ward 69 (12 Slum Areas).

Figure 7.2: Percentage Slum Population (at Ward Level)

B. Service Provision in Slums

234. Housing. Hosing condition in Hospet slums found very poor. A large proportion of

households were found staying in kutcha houses and remaining households stay in pucca

houses, where, percentage of households staying in R.C.C. is very less. Majority of

households reside in houses with built area less than 100 Sq. ft. It was noticed that

residential status of most of the Unapproved Slum households was temporary, where

settlement have developed within the last 10 years due to gtowing migration in the City.

235. Infrastructure Services. Slums in Madurai lack proper infrastructure facilities, as like any

other slum in the country. As per the discussion with the ULB officials, the overall view

about the existing infrastructure in the slums is understood and presented below. To

improve the condition of slums and to make slum dwellers self-dependent, government is

initiating various programs, which has been described in the following section.

(i) Water Supply. The main source of water supply in slums is met through hand pumps

and public stand posts (PSPs). The local body has provided 2,548 units of Water

Taps/Hand pumps/PSPs covering all the slums (951 PSP’s in Approved Slums and

1,597 PSP’s in Unapproved Slums). The slums at Gandhipuram - Pandian Nagar,

and Ramavarman Nagar have maximum number of water outlets with

approximately 70 numbers serving about 7000 population and 4000 population

respectively. Dependency on the Stand Posts is high, varies between a very high of

approximately 1000 persons per PSP to a low of approximately 20 persons per PSP

in Approved Slums. Average dependency is approximately 120 persons per PSP

against the standard norm of 75 persons per hand pumps or PSPs.

(ii) Sewerage and Sanitation. UGD facility is not present. Safe sanitation facilities

comprise of public conveniences and ISPs. Public toilets are provided in 28 of 64

Approved Slums and 46 of 144 Unapproved Slums. The population in other slums

0%

20%

40%

60%

80%

100%

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71

Ward Nos.

Percent Slum Population


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use nearby either public toilets and urinals, or resort to open defecation on vacant

lands, which is a cause of serious health concern. Dependency on Public

Convenience Seat and Urinals are very high, on an average each: Public

Convenience Seat serves approximately 300 persons and each Urinal serves

approximately 200 persons, against prescribed norms of 30 to 50 persons per Public

Convenience Seat / Urinal.

(iii) Solid Waste Management. As per the discussions with the ULB officials, it was

indicated that there are no designation Solid Waste Collection Points or Waste Bins

provided in Slums. As a result, in most of the slums, the waste is disposed in nearby

vacant areas creating unhygienic conditions.

(iv) Roads. The ULB has provided about 109 km of surfaced roads. The per capita road

maintained by the ULB in slums works out to be 0.36 m that is less than the total

roads maintained by the ULB on town level. Considering the prescribed standards

for per capita road length of 0.25 m for slums below 1000 populations and 0.51 m

for slums above 1000 population respectively, indicates a surplus in road demand

for Slums.

(v) Storm Water Drains. As per discussions with ULB officials, it was indicated that

Slums in Madurai city are not provided with pucca Storm water drains. Although,

there are kutcha drains, which were often noticed to damaged or clogged due to

solid waste dumping. Hence, there is a demand for new formation of drains along

existing roads and new roads.

(vi) Street Lights. The ULB has provided approximately 990 numbers of streetlights in

slums. Overall, the streetlight spacing in Madurai is approximately 28 m, and that in

the Slums is noticed to be far higher. It is noticed that several road junctions and

street stretches are poorly lit, and some of the slums are devoid of any facilities for

Street Lighting.

Key Indicators and Issues

236. The following are a set of indicators, for which the current situation and the desired values

are presented. The desired values can be used as benchmarks by the municipality to check

its performance annually/ periodically and set targets for itself to be achieved in the next

financial year. This will also aid in preparation of the Annual CDP Progress Reports by the

Corporation. The details of performance indicators are furnished in Table 7.2.

Table 7.2: Performance Indicators for Slums

Indicator Current Situation Benchmark

Slum population as % to Total Town Population 27.35% < 10.0 %

Household size in Slums (Persons per HH) 5.03 -

Distribution Network Reach (against Road length in

slums) in Slums

80% > 100.0 %

Slum Population per Public Stand Post/ Hand Pumps 119 Persons 75 Persons

Slum Population per Seat of Public Convenience/ ISP

Complex

301 Persons 60 Persons

Road Length (Per Capita Road Length) 0.36 0.25 to 0.51

Source: Analysis


94

237. Issues.

(i) Slums in Madurai are densely populated, and are poorly served with infrastructure

facilities.

(ii) Poor water supply and sanitation facilities in the Slums of Madurai are major cause

of concern. The Slums are inadequately provided with Public convenience Seats,

and the existing facilities are in dilapidated conditions. Hence, the slum population

resorts to open defecation are majority of the locations.

(iii) Slums are provided with inadequate waste collection bins, thus resulting in dumping

of garbage on road-side and in the drains.

(iv) The survey to identify Below Poverty Line families by the Community Organizers

(COs) themselves has not been successful. The Below Poverty Line eligibility

criterion declared by the Government is not reasonably established through the

survey. This could be one of the main reasons for Madurai having high BPL

population.

C. Poverty Alleviation and Community Development

1. Policies, Targets and Programs

238. This section reviews programs that address service delivery to the poor in Madurai. A

review of Slum Improvement Programs indicates that by improving basic infrastructure

and access to municipal services, there is a significant impact on the quality of life of slum

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

number of programs initiated and has been implemented by the local body with assistance

from state and central government.

239. Tamil Nadu Slum Clearance Board along with ULB has implemented many slum

improvement programs till date. Provision of Shelter, provision of service connections,

standposts, provision of public toilets, and provision of electricity and provision of

employment was reported as major focus areas. Currently, all the recognized slums in the

city have been provided with infrastructure improvement under several schemes of

TNSCB Scheme covering approximately 30,000 families. Tamil Nadu Slum Clearance

Board (TNSCB) is the supreme authority for its planning, implementation and monitoring.

2. Slum Improvement Schemes

240. Major slum improvement programs are being implemented in Madurai viz., National Slum

Development Program (NSDP), Swarna Jayanti Shehari Rojgar Yojna (SJSRY), Slum

Improvement Schemes under TNUDP loan, and Accelerated Slum Improvement Scheme.

Swarna Jayanti Shehari Rojgar Yojna (SJSRY)

241. Swarna Jayanti Shehari Rojgar Yojana (SJSRY) is central and state government sponsored

scheme started in Madurai. The main programs in this scheme are:


95

(i) Development of Women and Children in Urban Areas (DWCUA). This scheme is

distinguished by the special incentive extended to urban poor women who decide to

set up self-employment ventures as a group as opposed to individual effort. Groups

of poor women shall take up an economic activity suited to their skill, training,

aptitude and local conditions. Besides generations of income, their group shall strive

to empower the urban poor women by making them independent as also providing a

facilitation atmosphere for self-employment.

Under this program, groups of women devise a project plan. A successful plan will

receive a subsidy from the government and a loan from an area bank branch. To be

eligible for subsidy under this scheme, the DWCUA group should consist of at least

10 urban poor women. The loan is 45 percent of the project cost (maximum), the

subsidy is 50 percent (maximum), and the remaining 5 percent are borne by the

group. The maximum project size supported is Rs. 2,50,000.

(ii) Thrift & Credit Societies. This program brings together 10-20 women from Below

Poverty Line families to carry out saving and lending activities. The government

gives a lump sum grant to the group after it has been functioning for one full year.

The grant is determined at the rate of Rs. 1,000 per member and is to be used as a

revolving fund.

(iii) Urban Skill Training. This component sponsors skill development in a variety of

service and manufacturing trades as well as in local skills and local crafts. After

being trained, beneficiaries should be able to set up self-employment ventures or

secure salaried employment with enhanced remuneration. Training institutions such

as ITIs/ Polytechnics/ Shramik Vidyapeeths/ Engineering Colleges and other

suitable training institution run by Government, private, or voluntary organizations

may be utilized and provided support for this purpose (but they must be registered

with the concerned government department). Training includes computer skills,

beautician skills, car driving, screen printing, doll making, tailoring, TV & radio

repair, electrical equipment repair, candle-making, detergent and soap-making and

book binding. Training is limited to an expense of Rs. 2,000 per student, including a

Rs. 300 stipend. For trainees successfully completing their courses, the scheme can

provide up to Rs. 600 for a toolkit. Some institutes place candidates in jobs.

(iv) Urban Wage Employment Program (UWEP). This program seeks to provide wage

employment to beneficiaries living below the poverty line within the jurisdiction of

urban local bodies by utilizing their labor for construction of socially and

economically useful public assets. Under this program, there is no restriction on

educational qualification. The material labor ratio for works under this program is to

be maintained at 60:40. The prevailing minimum wage rate, as notified from time to

time for each area, has to be paid to beneficiaries under this program.

(v) Urban Self-Employment Program (USEP). Under this program, individuals (men or

women) devise an income generation project plan and apply for a loan. A successful

plan will receive a subsidy from the government and a loan from an area bank

branch. The loan is 80 percent of the project cost (maximum), the subsidy is 15

percent (maximum), and the remaining 5 percent are borne by the individual. The

maximum project size supported is Rs. 50,000 per individual.


96

(vi) Community Structure Component (CSC). This component provides a budget for

working with other government agencies and departments to address needs of the

eligible population beyond jobs and income.

National Slum Development Program (NSDP)

242. Under this program, the central and state government provide 50 percent of the project

cost while the local body has to bear the remaining 50 percent. The works are finalised by

the decision of the council. They are inspected by the RD. through the Regional Engineer.

Special Priority is given to the following:

(i) Improvement of Drinking Water Supply System

(ii) Laying/Relaying of Roads

(iii) Provision of Street Lights

(iv) Drainage Facilities

(v) Improvement and New Public Conveniences with Water Supply

(vi) Welfare (education, etc.); and

(vii) Shelter Upgradation (Individual Water Connections)

Tenement Scheme

243. TNSCB has taken-up construction of blocks for slum dwellers under the Environmental

Improvement fund. Under this scheme a fireproof tenement of size 10x10 ft. will be

constructed by TNSCB outside the limits of Corporation, with off-site infrastructure

facilities. Corporation is also involved in various community development activities in

slums.

244. The schemes so far implemented by TNSCB at Madurai are indicated in the Table 7.3.

Table 7.3: Slum Improvement Schemes

Scheme Beneficiaries Estimated Cost

No. of Families Rs. Lakh

Slum Clearance Scheme (Tenement scheme) 300 93.14

Slum Improvement Scheme

( Under TNUDP)

7,172 187.16

Cash Loan Scheme 849 59.71

Nehru Rojgar Yojana Scheme 1,257 63.17

Accelerated Slum Improvement Scheme 10,778 107.30

Shelter for shelter-less 2,010 185.73

M.H. ASIS 9.76

M.H. HIG 6,915 103.72

Total 29,281 809.69

Source: TNSCB, Madurai.


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VIII. INFRASTRUCTURE DEVELOPMENT AND SERVICE PROVISION

A. Rationale, Need and Demand

245. Infrastructure Assessement of the ULB indicates inadequate Service levels, for present

scenario which will further enhance given the future growth, (i) Per Capita supply works

out to be a low 60 lpcd, for summer season based on Popoulation figures for 2004, which

is not ensured on continual basis. Due to this, supply position within the Corporation is

unpredictable and ranges from Once in Three days to Once in Five days, depending on the

Season; Water Connection Covergae as a proportion of Property Tax Assessments is a low

62 percent; (ii) Project for UGD coverage of unsewered areas in in progress, although

severe capacity constraint in sewage treatment is noticed which need to be addressed on

Priority basis; Sewer Connection Coverage as a proportion of Property Tax Assessment is

a miminal 35 percent, although the sewage generation is very high thus indicating a

possibility of high numbers of illegal connections; (iii) ULB lacks scientific municipal

solid waste treatment and disposal system catering to the waste collected; (iv) Surfaced

roads within the ULB is approximately 74 percent; missing links, network deficiency and

lack of traffic management systems causes congestion within the ULB area and reduces

the Carrying Capacity of the roads; (v) Drainage network of the town covers only 27

percent of the Road Length; which has been indicated as one of the major causes of

flooding and water logging. The abysmal levels of Service therefore provide a strong basis

and need for the Project.

(i) Approach and Design Criteria.

246. The ULB should increase the level of coverage of all facilities, to meet the service norms

based on State Norms (Second State Finance Coimmission norms), CPHEEO Norms,

UDPFI Norms or other applicable criteria. Based on this, considering the current deficits

and the future requirements for the ULB, strategies and action plan are suggested.

(ii) Component Selection Criteria.

247. The total investment in the ULB depends on several parameters like, the level of current

basic needs, the city’s affordability, and the assessed implementation capacity of the city

or its agencies. Overall, project component selection is majorly influenced by affordability

and implementation capacity. In the interest of integrated city development, another

criterion considered in project component selection has been to ensure inter-sector

linkages and optimization. For instance, water supply, sanitation and sewerage have been

seen as a composite sector and not in isolation from each other.

(iii) Least Cost Solutions and Component Selection.

248. In formulating project components, the preferred option was developed based on least cost

options, taking into account meeting service delivery targets, and whole-life costs,

including considerations on achievable operation and maintenance arrangements, given

available resources in terms of skills and facilities. Based on the considerations and


98

screening referred to in the preceding section, priority components were selected and

scrutinized and their financial, social and environmental impacts assessed to verify

acceptability.

1. Water Supply

249. Goals and Service Outcomes. The goals and service outcomes based on the proposed

strategy for the horizon period is presented in Table 8.1.

Table 8.1: Goals and Service Outcomes – Water Supply

S.No Goal 2011 2016 2026

1 Network cover for general

households

100%

100% 100%

2 Network cover for Slum

households

100% 100% 100%

3 Per Capita Supply 110 lpcd 110 lpcd 110 lpcd

4 24 / 7 Water Supply 50% 80% 100%

5 Quality of Water Safe & Good Safe & Good Safe & Good

6 Non Revenue Water 25% 20% 15%

7 Cost Recovery (percent of

O&M)

100% 100% 100%

250. Considering the current deficits and the future requirements for water supply, the

following strategies and action plan are suggested. For the provision of water supply the

ULB should facilitate creation of capital assets so as to meet the future requirements.

251. Design Criteria. The ULB should increase the supply levels in terms of coverage, to

achieve an average gross supply of 110 lpcd and to cater to 100 percent of the population.

Assuming that distribution network is extended to more than 95 percent of the Roads

within ULB area, given very high population density within the ULB, all the citizens will

enjoy the required supply.

252. Water Demand 6. The total demand at the source in 2011 for a supply of 110 lpcd is about

141 MLD indicating a deficit of 73 MLD for year 2011 population. Considering the

availability at source the per capita levels have been maximised to 110 lpcd (as per Second

State Finance Coimmission norm) against the requirements and the demand for the future

is assessed. Considering the increase in population, losses in distribution and transmission,

the total demand at source by 2026 is estimated as 170 MLD. The details of service levels

for future is presented in Table 8.2.

6 Water Supply to Madurai Corporation –Improvement Works and System Improvement, Phase I and Phase II,

under TNUDF.


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Table 8.2: Design Criteria and Target Service Level

Based on Norms Description Unit

2026

Population In Lakh 15.42

Per capita lpcd 110

Collection System Demand Percent of Road Length 90

Treatment Capacity Demand Percent of Generation 100

Total demand MLD 169.57

253. The total water demand and net surplus or deficit for the ULB estimated for Base year

(2005) and Ultimate Stage (2026) on standard water consumption rate of 110 lpcd.

Projection of future population for this water supply improvement project has been

synchronized with the projection performed by the CMWSSB for the UGD scheme, to

maintain uniformity.

Table 8.3: Water Demand – Madurai Corporation

Description Estimated

Population

Water Demand

(MLD)

Availability Surplus/

Deficit

In Lakh @ 110 lpcd MLD MLD

Base Stage (2005) –

Normal Season

11.08 121.96 83.00* (38.96)


Summer Season

11.08 121.96 68.00* (53.96)

Ultimate Stage –

Normal and Summer

Season

15.42 169.57 68.00** (101.57)

* - Present Availability Consideration – 68.00 MLD from Vaigai Dam and 18 MLD from

Infiltration Galleries.

** - 68 MLD considered for year round availability.

Figures in “( )”, indicates deficit.

Source: Water Supply to Madurai Corporation – Improvement Works and System

Improvement, TNUDP II.

254. Zone-wise demand ananlysis, for 2004, indicates that South Zone will face shortage of

water during Normal seasons and higher shortage during summer season due to diversion

of water to North Zone.

255. Sector Approach. Considering the above requirements, capital investments in water supply

have to be planned to address issues focussing upon; (i) Augmentation of Source to meet

the Per Capita Demand of Water.(ii) Increase in the storage and distribution of existing

facilities to meet growing demand; (ii) Rehabilitation of existing facilities to avoid the

higher costs of deferred maintenance;

256. Operation & Maintenance Plan. Adoption of an O&M Plan and Schedule, including

options of using the private sector for O&M (e.g. management contract).

257. Asset Management Plan. To address the condition assessment and the performance of the

water supply assets, it is recommended that an asset management plan be prepared for the


100

assets of water supply in Madurai City.

269. Unaccounted for Water. Madurai Corporation shall extend the current leak detection

studies to ascertain the volume of unaccounted for water. This to an extent, if corrected

properly, would help corporation realise more water, which can be ploughed back into the

system.

258. Water Management Plan. Adoption of comprehensive strategy for Water Management,

through leak detection, checking of Unaccounted-for-water and Strategy for Use of

Recycled water for Non-potable use, based on a Pilot Study for the ULB.

259. Mapping & GIS: To address the issue of system rehabilitation, mapping and establishing a

GIS system is pertinent to detail out system location, characteristics, age and condition.

This would enable identifying dilapidated sections of the network and those that require

replacement.

260. 24/7 Water supply: Study on the feasibility of introducing water supply 24 / 7 can be

conducted on a pilot basis.

261. Tariff Revision. Future capital investments on system up-gradation being imminent, the

tariff structure shall be revised from time to time to enable cost recovery and to service the

additional debt from the capital investments.

262. Performance Monitoring. It is important to monitor certain key indicators to assess the

performance of the system and also to ensure sustainability of the operations.

263. Institutional Strengthening and Capacity Building. Recruitment of trained engineering

personnel for management of waterworks is an important issue confronting the ULB and

as well of more importance is to keep them technically updated. It is necessary that

periodic training be imparted to the operations staff of the ULB. Such training facilities are

available along with training manuals at the TWAD Board and CMWSSB office. The

availability of Madurai Theyagaraja University within the vicinity should hence reduce the

burden on the municipality which can be consulted for training sessions.

264. Strategy and Time Frame: The strategies to achieve the abovementioned goals and the

proposed time frame is presented in Table 8.4.

Table 8.4: Strategies and Time Frame – Water Supply

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Asset Management Plan

2 Leak detection plan

3 Mapping & GIS

4 Piloting 24/7 water supply

5 Source Augmentation

6 Network coverage for general

households

7 Network Converge for Slum Households

* Detailed Project Report already prepared


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Table 8.5: Goals and Service Outcomes - Sewerage

S.No Goal 2011 2016 2026

1 Network cover for general

households

90%

100% 100%

2 Network cover for Slum

households

60% 100% 100%

3 Treatment and Disposal 100% 100% 100%

4 Recycling and Reuse 15% 40% 60%

5 Cost Recovery (percent of O&M)

85% 100% 100%

266. Considering the current deficiencies and the future requirements for the Sector, the

following strategies and action plan is suggested. For the provision of UGD, the ULB is

under the process of facilitation for creation of Capital Assets, so as to meet the future

requirements.

267. Design Criteria. The ULB should increase the Service levels in terms of coverage, to

achieve gross population coverage of 100 percent through protected Sewerage and

Sanitation System with disposal facilities. Assuming that the Collection system is

extended to more than 100 percent of the Road Length, it estimated that approximately 90

to 95 percent of the population will be covered under safe sewer system.

268. Sewage Generation Demand. The total Sewage Generation in 2011 for a water supply of

110 lpcd is approximately 141 MLD indicating a Treatment Capacity Deficit of 42 MLD

for year 2011 population. Since, the Water Supply availability at source is ample, the

Sewage generation has been considered at 110 lpcd against the requirements and the

demand for future is assessed, as against NRCP estimated based on 72 lpcd (considering

80 percent sewage return factor and 5 percent infiltration rate, for 90 lpcd water supply).

The total Sewage Generation for 2026 is estimated as 170 MLD. The system demand is


Table 8.6: Sewage Generation Demand – Madurai Corporation


Population

Sewage Generation

(MLD)*

Sewage Generation

(MLD)**

In Lakh @ 72 lpcd @ 110 lpcd

Base Stage (2005) 11.08 79.78 121.96

Mid Stage(2012) 13.00 93.60 143.00

Intermediate Stage (2018) 14.05 101.16 154.55

Ultimate Stage (2026) 15.42 111.02 169.57

NRCP Ultimate Stage

(2033)

16.80 120.96 184.80

* - Estimates by NRCP Project Report

** - Estimates based on Water Supply Demand and 110 lpcd sewage generation.

Source: NRCP Project Report/Estimated Figures based on Population Projection.


102

269. As a part of NRCP Project, treatment capacity augmentation is proposed under Phase III,

which is yet to be sanctioned and implemented. The Present Treatment arrangement is

Waste Stabilization Pond, given the availability of Land and low Operation and

Maintenance Costs, however given the high amount of sewage generation further option

for Activated Sludge Process can be explored, as indicated in discussions with officials

and Site Visit. Hence, it is proposed to use ASP Technology for additioanl capacity to

meet requiremen for 2026. A comparison of various treatment technology, their

efficiencies with respect to cost is explained in the Table 8.7. Environmental Screening

and Social Assessment of the Project Components, in case of Sewage Capacity

Augmentation, can be carried out as separate Sub-Project and a Pilot Study for the ULB.


103

Table 8.7: Comparison of Various Sewage Treatment Technologies

Parameter Units TF ASP AL+MP OD Single Cell

WSP

Multiple Cell

WSP

UASP+MP

Detention Time 1 Day 4 to 6 hr 3 to 5 hr 1 Day 20 to 30 Days 6 to 10 Days 2 to 4 Days

Land Required Ha/MLD 0.3 0.25 0.5 0.3 2 to 3 1 to 2 0.6 to 1

Method of Oxygen

Supply

Atmospheric Mechanical Mechanical Mechanical Biological

(Algae)

Biological

(Algae)

Not Required

Power Required Kw/MLD 180 250 300 400 Nil Nil 120

Ease of Operation Simple Difficult Simple Simple Very Simple Very Simple Simple

Skill for O&M High High Moderate Moderate Low Low Moderate

Capital Cost Rs. Lakh/MLD

30.0 35.0 20.0 20.0 6.0 8.0 20.0

Annual O&M Cost Medium High High Medium Very Low Very Low Low

Reliability Good Least Good Good Very Good Very Good Good

FC Removal % 90-96% 90-96% 95-98% 95-98% 98-99% 98-99% 95-99%

Note: TF – Trickling Filter, ASP – Activated Sludge Process, AL – Aerated Lagoon, OD – Oxidation Ditch, WSP – Waste Stabilization Pond, UASP –

Upflow Anaerobic Sludge Blanket, MP – Maturation Pond


104

270. Coverage of Low Income Areas. Currently, a majority of the low income areas are devoid

of safe sanitation facilities. Though the Slum Improvement Programmes have created

infrastructure in the form of public conveniences, the operation and maintenance of these

facilities is not satisfactory and hence could not be sustainable. Hence, it is recommended

that Low Cost Sanitation Projects be taken up under the ISP programme for the poor and

the slum dwellers. It is recommended to increase the covereage, by provision of Public

Convenience Seats, based on the norms of approximately 60 persons per Seat. And the

O&M of the ISP units is to be given to the local communities to ensure their sustainability.

Since new programmes are all envisaged towards community participation in O&M, such

measures will strengthen the institutional setup.

271. Considering the above requirements, capital investments in Underground Drainage System

have to be planned to address issues focussing upon; (i) Augmentation of treatment

Capacity to meet the future demand.(ii) Increase in the Collection System to meet growing

demand; (iii) Rehabilitation of existing facilities to avoid the higher costs of deferred

maintenance; (iv) Enhancement of Revenue through maximization of Service

Connections..

272. Operation & Maintenance Plan. Adoption of an O&M Plan and Schedule, including

options of using the private sector for O&M (e.g. management contract).

273. Corporation, can privatise O&M of pumping stations and STPs through a service or

management contract with the private sector who would be solely responsible for the O &

M of the system, based on an agreed annual fee, with built-in incentives for improved

performance.

274. Mapping & GIS: The O&M shall also include mapping & GIS of the sewer system, for

proper upkeep and maintenance and regular updation. This would enable constant

vigilance with regards to system malfunctions and promote effective maintenance.

275. Asset Management Plan. To address the condition assessment and the performance of the

Sewerage assets, it is recommended that an asset management plan be prepared for the

assets of UGD Assets in Madurai City.

276. Tariff Revision. Future capital investments on system up-gradation being imminent, the

tariff structure shall be revised from time to time to enable cost recovery and to service the

additional debt from the capital investments. It is proposed to introduce a Separate Sewer

Charge to service the debts and sustain O&M, of the new Capital Investments.


personnel for management of Sewer works is an important issue confronting the ULB, the

present system is being implemented by CMWSSB and shall be transferred to the ULB for

maintenance of Assets, and as well of more importance is to keep them technically

updated. It is necessary that periodic training be imparted to the operations staff of the

ULB. Such training facilities are available along with training manuals at the TWAD

Board and CMWSSB office.


105

278. Strategy and Time Frame. The strategies to achieve the abovementioned goals and the


Table 8.8: Strategies and Time Frame – Sewerage

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Asset Management Plan

2 Rehabilitation of Old network

system*

3 UGD for the unsewered areas

4 Mapping & GIS

5 Network Converge for Slum

Households

6 Recycle & Reuse

3. Drainage, Ponds and Rejuvenation of Water Bodies



Table 8.9: Goals and Service Outcomes – Storm water Drains and Water Bodies

S.No Goal 2011 2016 2026

1 Storm Water Drain Coverage

(% of road length)

70%

100% 100%

2 Rehabilitation of Existing

Nallah’s and Water Bodies

100% 100% 100%

3 Usage of water bodies as

water recharge structures

50% 70% 100%

280. Action Plans and Strategies for the Sector, address the current deficiencies, in terms of

coverage, and the future requirement. For provision of Drainage, the ULB should facilitate

creation of capital assets so as to meet the future requirements.

281. Approach and Design Criteria. The ULB should increase the Service levels in terms of

coverage, to achieve coverage of 150 percent of Road Length, through Built Drains. The

ULB is recommended to adopt strategy for rejuvenation of Lakes and Ponds, to be used as

sources for re-charging and as Summer Storage, and through networking of Water Bodies,

to increase Water Sustainability.

282. The Drainage demand for 2011, based on 150 percent Road Length is approximately 1,067

kms, as against a minimal Service level of 18 percent for 2005.


106

Table 8.10: System Demand for Storm Water Drainage

Description Unit Gaps Up To 2011

Storm Water Drainage Works

New Formation - Pucca Open Drains Kms 600

New Formation - Pucca Closed Drains Kms 445

Primary Drains - De-silting and Strengthening Kms 53.0

Lakes conservation /Tanks regeneration and Nalla strengthening

Water Bodies Conservation Nos. 6

Source: Analysis

283. Considering the requirements, capital investments in Drainage have to be planned to

address issues focusing upon; (i) Improvement Works and Construction of Tertiary

Drains.(ii) Drainage Rehabilitation works for low lying areas, through improvement of

networking of Secondary and Tertiary Drains to Primary Drains; (iii) Improvement and

Rehabilitation of Primary Drains (53 Nos.), through widening, deepening, construction of

Side-Walls, Cross-Drainage Works and Diversion works at Critical locations; (iv)

Rejuvenation and Rehabilitation works for Water Bodies, through de-silting, bunding

works and Intersection and Diversion of Sewage wherever required.

284. Operation & Maintenance Schedule. Adoption of an O&M Schedule for works varying

from Drain Cleaning to Desilting, including options of using the private sector for O&M

(e.g. management contract).



Table 8.11: Strategies and Time Frame – Storm water Drains and Water Bodies

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Primary Drain Rehabilitation

and improvement program

2 Improvement Works and Construction of Tertiary Drains

3 Rejuvenation and

Rehabilitation works for Water

Bodies

5 Operation and Maintenance

Schedule


107




Table 8.12: Goals and Service Outcomes – Solid Waste Management

S.No Goal 2011 2016 2026

1 Door to Door Collection 80% 100% 100%

2 Source Segregation 80% 100% 100%

3 Mechanized Handling of waste 100% 100% 100%

4 Scientific Disposal 100% 100% 100%

5 Waste to Energy Generation 40% 70% 100%

6 Cost Recovery (percent of O&M) 5% 15% 40%

287. Approach and Design Criteria. The ULB should increase the Service levels to meet the

Norms recommended by Solid Waste Handling Rules, 2000 and The State Finance

Commission Norms. The ULB should achieve 100 percent coverage, through Door-to-

Door Collection and Segregation of Waste at Source.

288. The total Solid Waste Generation in 2005 for a Per Capita Generation of approximately

406 grams/day is estimated at 450 MT, indicating a priority need for Scientific Disposal of

Waste. Since, the Population Density of the ULB is high, the Waste generation has been

considered at 406 grams/day (based on present generation), with a growth of 2 percent per

year, against the generation and the demand for future is assessed. The total Solid Waste

Generation for 2026 is estimated at 651 MT. The Present Disposal system is Open Waste

Dumping, which is creating potential health and environment hazard considering the

quantity of waste generation, location of disposal site and its environs, hence further

option for Scientific Waste Disposal and Composting can be explored on priority basis.

The details of Service Levels for future are presented in Table 8.13.


Based on CPHEEO Norms Description Unit

2026


Per capita Waste Generation Grams/day 423

Collection Type - Door-to-Door Collection and

Segregation of Waste at Source

Collection Demand Percent of Generation 100

Vehicle Capacity Adequacy Percent of Rated Capacity 100

Treatment Type - Composting of Waste &

Sanitary Landfill

Treatment Demand Percent of Generation 100

Total Solid Waste Generation MT 651

Source: Norms


108

289. Implementation Strategy. The Solid Waste Action Plan, 2004, prepared by the ULB need

to be updated and implemented on immediate basis. Highest priority has to be accorded

for segregation & storage at source irrespective of the area of generation so as to facilitate

an organized and environmentally acceptable waste collection, processing and disposal.

Source segregation of Recyclables and biodegradable (organic waste) will not only

provide an efficient way for resource recovery, but will also substantially reduce the

pressure and pollution in Landfill sites.

290. Approach for Primary Waste Collection and Street Sweeping. The following measures

have been recommended for improving the primary collection practices of the ULB;

(i) Implementation of ‘Door-to-door collection’ through 100 percent privatisation - In

order to achieve the above objective, a ‘Bin system of Solid Waste Storage’ at

source is being recommended. As per this system, each of the households shall be

directed to keep separate bins/ containers for biodegradable and non-biodegradable

waste generated within their premises. The segregated waste so stored in these bins

will have to be transferred to the dumper placer provided for each area. Details of

Collection system and Specifications of segregated waste are summarized in Table

8.14 and Table 8.15 respectively.

Table 8.14: Details of proposed primary collection system

Mode of

collection

Area of collection Primary Collection

Vehicle

Secondary storage

1. Residential

colonies of High

and Middle income

group

Multi-bin cart/ tricycle-

with 2 bins for

Biodegradable waste and

1 for recyclable

1.Bio-degradable in

Skips/ wheel containers

2. Non-biodegradable-

Sell or hand over to

waste collector

Door to Door

2. Hotels/

Restaurants

Closed vehicle to collect

Biodegradable

Direct transport to

Disposal site

Large

Community

Bin System

Fruit and Vegetable

Markets/ Transfer

Stations

Carrying bins to Transfer

Point

Skip / Dumper Placer

Small

Community

Bin System

Slums/urban poor

Colonies

Carrying bins to Transfer

Point

Transfer contents of

biodegradable to

community bins

Table 8.15: Details of Specification of Segregated Waste

Storage of Segregated waste S.

No.

Source

Bio-Degradable Non-Bio-degradable

1 Households 10-15 liters capacity plastic/

reinforced plastic/ LDPE/ metal bin

with lid

A bin or Bag of suitable

Size

2 Hotels, Restaurants

60 liters capacity-LDPE /HDPE A bin or Bag of suitable Size

3 Shops, Offices,

Institutions

Suitable container not exceeding 60

liters

A bin or Bag of suitable

Size

4 Market Stalls 40-60 liters bin-LDPE/HDPE A bin or Bag of suitable

size


109

5 Function Halls Bin/ Skip matching to Municipal Collection system

A bin or Bag of suitable size

6 Hospitals,

Nursing

homes

60 liters capacity bin for non-

infectious bio-degradable waste

Store waste as per Bio-

medical Waste Mgmt

Handling Rules 1998

7 Construction/

Demolition waste

- Store with in premises

and deposit in the

notified Site by the local

body or to the municipal Vehicle

8 Garden Waste Store with in premises Deposit in large

community bin or to the

municipal vehicle

(ii) Source Segregation and Collection of Commercial Waste, through privatization;

and Source Segregation and Collection of Hotels and Market Waste - Construction

waste has to be stored at the premises of the construction either in skips or suitable

containers and has to be directly emptied to the notified disposal site by the

generator. Meat and fish markets should store waste in non-corrosive bins of

maximum 100-liter capacity each and transfer contents to large container to be

kept at the market just before lifting of such large containers. Slaughterhouses

should keep separate containers for animal waste and other wastes. It is also being

recommended that this system of source segregation and storage is encouraged

through community education and awareness campaigns and hence no capital

investments are envisaged in this regard. Introduction of bio-medical waste

management facility with support from Indian Medical Association, is also

recommended.

(iii) Street Sweeping and Mooping on Daily Basis - Since further areas and eventually

the entire town is proposed to be brought under privatization, it is considered that

there would not be any further requirement to induct conservancy workers. The

existing street sweeping operations in Madurai are satisfactory and to ensure

operational efficiency of the system, the following measures are suggested. (a)

Markets and other areas of the city shall be swept at least twice a day and

sweeping should be done on Sundays and holidays in core areas and denser areas;

(b) Sweepings shall be collected separately as degradable and non-biodegradable

waste and deposit in containers kept at various locations and a separate crew

equipped with appropriate implements may do de-silting of larger drains.

(iv) Community Participation and Enforcement of By-laws and Waste Collection and

Handling Rules - It is recommended that the community be involved in primary

collection through segregation at household level to minimize the number of waste

handling operation. Non-biodegradable waste shall be collected separately from

premises where door to door collections are organized. Present system of primary

collection should be supplemented by introducing multi-bin carts (Push carts /

Tricycles) covering the entire area of the town.

291. It is envisaged that 100 percent area of the ULB be brought under door-to-door collection

and hence, no additional dust bins are proposed, except for slums and other areas. These

are estimated to be about 20 to 25 percent in 2011. The rest of the 75 to 80 percent shall be


110

privatized. In this scenario, the ULB shall overlook the collection and transportation

activities. The existing dust bins shall be phased out in an organized manner according to

the implementation of the system. This is proposed to be achieved by the year 2007-08.

Based on these assumptions, the equipments for primary collection is estimated, to meet

the future Waste Generation.

292. Approach for Waste Collection and Transportation. The following measures have been

recommended for improving the waste collection and transportation practices of the ULB;

(i) Secondary Collection system – It is recommended to retain all Auto-Minidors, for

secondary collection purpose, in places where Dual Loaded Dumper Placers cannot

be introduced.

(ii) Efficient Transportation System. It is also recommended that Dual Loaded Dumper

Placers (DLDPs) be introduced to improve the collection efficiency and to cover 80

percent area of the town in phased manner. The introduction of Dual Loaded

Dumper Placers shall eliminate the need of the Secondary Collection Points. Instead

of these collection points, in the end, transfer stations with advanced segregation and

recycling facilities may be introduced, in the future.

293. Presently, The Vehicle Capacity Adequacy Ratio 91.50 percent, achieved with help of

more than 85 percent Privatized Fleet. This indicates an overall capacity deficiency of 115

tons by 2011 for achieving 100% collection efficiency and a deficiency of 240 Tons

respectively by the year 2026.

294. System Demand. Additional 30 Dual Loaded Dumper Placers with 162 numbers of

containers will be required for collection of approximately 651 tons of waste that will be

generated in Madurai City by the year 2026.

Table 8.16: System Demand for Solid Waste Management

Description Unit Quantity

Year 2026

Primary collection

Hand Carts required for ULB Nos. 955

Push Carts (Street Sweeping) Nos. 1,399

Secondary collection

Dumper bins required (7 cum) Nos. 162

Transportation Vehicles

Dumper Placer Nos. 30

Source: Analysis

295. Approach and Design for Disposal of Waste. Based on high Generation of Solid Waste it

is recommended to develop a landfill site for safe disposal of Solid Waste of the ULB.

Based on the successful implementation of the door-to-door collection and source

segregation practices in the city, the options of waste to energy and composting projects

can be developed. The disposal strategies for the ULB will do with,

(i) Composting the organic fraction of the waste - Approximately 60% of the waste

generated in Madurai is organic nature. In terms of the quantity, it is expected that


111

approximately 391 tons of organic waste is to be generated which can be taken up

for Composting. The land requirement for compost facility is estimated at 19 acres,

which will accommodate Windrow Pads, Ancillaries and Circulation area.

(iii) Sanitary land filling of inorganic fraction of waste and the compost rejects -

Inorganic waste constitutes approximately 40 percent, quantifying to 260 tons, is

proposed to be disposed through Sanitary landfill. The land requirement for

Landfill facility is estimated at 52 acres. The Sanitary landfill is proposed for a

volumetric capacity of 2.03 M cu.m, with at least Three Lifts (One Lift below

ground and Two Lifts above ground). Landfill facility design is based on CPHEEO

design assumptions for Sanitary Landfills, wherein a landfill height of 5 m and a

bulk density of 0.85 Tons/ m3 are assumed. However, the actual height of landfill

depends on the geological/ geographical conditions of the site and technology of

landfill development.

(iii) Educating the community on 4R strategy (Reduce, Reuse, Recycle and Recover).

296. Comparison of Technologies for Composting. Aerobic Composting, Vermi Composting

and Anaerobic Digestion are the three options of biological degradation of organic

components in solid waste. Of the three, the simplest to develop and operate is Aerobic

Composting. Manual Windrow Composting will be the most ideal and economical option.

This kind of composting would require no major mechanization and the compost plant

would be manually operated. This would, in turn, minimize the cost of waste disposal.

297. Operation and Management Schedule. Adoption of an O&M Schedule, including options

of using the private sector for O&M (e.g. management contract). In view of the criticality

of the information on vehicle movement in assessing the collection and disposal efficiency

of the local body, it is recommended that a standard register at the disposal site and

transfer station be maintained. The register should contain information on each of the

vehicle trips at both the locations and the origin of waste collection. The Schedule can be

used for periodic mainenance of vehcles to deffer Costs. A summary of this information

shall be prepared at the end of the day, to be verified by the health officer.

298. Approach for Optimal Manpower Utilization. Since all areas under ULB is proposed to be

brought under privatisation, it is considered that there would not be any further

requirement to induct conservancy workers. The existing street sweeping operations in the

ULB are satisfactory and to ensure operational efficiency of the system, the following

measures are suggested, (i) Markets and other areas of the city shall be swept at least twice

a day and sweeping should be done on Sundays and holidays in core areas and denser

areas. (ii) Sweepings shall be collected separately as degradable and non-biodegradable

waste and deposit in containers kept at various locations and de-silting of larger drains

may be done by a separate crew equipped with appropriate implements.


personnel for management of Sewer works is an important issue confronting the ULB, and

as well of more importance is to keep them technically updated. It is necessary that

periodic training be imparted to the operations staff of the ULB.


112



Table 8.17: Strategies and Time Frame – Solid Waste Management

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Door to Door Collection

2 Introduction of Twin Bin

System at Storage

3 Source Segregation

4 Mechanization of

Transportation

5 Fleet Management System

6 Development of Compost plant

7 Development of Scientific

Landfill Site

8 IEC Activities

5. Roads and Traffic Management



Table 8.18: Goals and Service Outcomes – Roads & Traffic Management

S.No Goal 2011 2016 2026

1 Percentage reduction in

travel time

25% 30% 30%

2 Riding Comfort 60% 100% 100%

3 Transport Safety 80% 100% 100%

302. Approach. The ULB should increase the network, to achieve an average cover to cater to

100 percent of the population. Given the high density of population within the ULB area,

and also limited area for development, it is prpoposed to emphasize on Strengthening and

Widening Measures for Roads, thus addressing the issues of congestion and incomplete

network. The ULB should link all major Radial Road by means of peripheral ring road to

ease mobility and avoid through traffic.

303. The percentage of concrete roads in the town is at 5 percent and since these CC roads are

provided with minimum widths in core areas, the overall system gets affected with load

and pressure on the remaining roads resulting in frequent O&M costs and traffic

congestion. The deficiencies in the ULB area with respect to the road infrastructure pertain

mainly to the width of roads and density of roads.

304. Design Criteria. Strategy shall focus to have 100% coverage of surfaced roads including

up-gradation of roads.

305. Roads Planning and Demand. The current coverage is satisfactory at 18.00 % of ULB’s

area. However the newly developing areas lack the facility and shall increase to a

minimum of 15 % though the norm can be in the range of 15-20%. The road widening


113

projects can provide success to a certain extent in increasing the area under roads, but are

limited to certain commercial corridors and critical link roads only. Road network

strengthening is proposed to be taken up, through proposal for a Ring road within the ULB

periphery, connecting major arterial roads and Highways. Roads planning shall also

ensure that roads, parking and traffic infrastructure provision matches the city’s present

and future needs for both private and public transport.

306. The Road Length demand for 2011, based road density of approximately 14 kms per sq

km of area and Per Capita Road Length of approximately 0.90 m, is approximately 712

kms, as against 615 kms for 2005. Service level based on Road Surface type is maintained

at 5 percent for CC Roads, 85 percent for BT Roads and 10 percent for WBM Roads. It is

proposed to improve the condition of existing roads through Upgradation, Widening and

Strengthening of upto 150 kms of Road length.

307. Asset Rehabilitation. Upgrading shall be undertaken to extend, refurbish and enhance the

roads. Plans would be phased so as to optimise cost and surface condition and shall

include upgrading earthen roads to Bituminous Topped roads. This phased up-gradation

would considerably reduce the costs on new formations.

308. Widening and Strengthening of Road structures. With due consideration to the growing

traffic intensity it has been proposed to upgrade all the major roads with specific focus on

the State and National Highways and some major roads. It is proposed to widen and

strengthen, existing network along the ULB periphery and develop it as a Internal Ring

Road. It is proposed to develop the road as two lane divided carraige way facility, with

flovers and ROB’s at major junctions and railway crossings respectively.

309. Traffic Management Plan. These shall focus of junction improvements, traffic

management within core areas of the town, regional level proposals, parking and

pedestrian facilities. It has been observed that, in most of the major roads in the town

pedestrians are forced to use the carriageway due to the absence or poorly maintained

footpaths. Footpaths of 1.5m wide are proposed along the major roads where heavy

pedestrian movements are observed. For traffic safety and convenience, appropriate signs,

markings, lighting, guideposts are required to be provided on curves, intersections, public

utility places, etc. Proposals for road furniture are made considering the importance of the

road, safety and aesthetic. The design of the road furniture and quality proposed are of

international standards. It is proposed to provide the following road furniture for the

roadway:

(i) Kilometer stones on the major roads

(ii) 200 m Furlong stones

(iii) Road painting using reflectorized thermoplastic road painting

(iv) High intensity grade informatory, regulatory and cautionary sign boards

(v) Street lights on all major roads within the municipal limits, which have been

considered for improvement

(vi) High mast lighting at all major junctions

(vii) Stop signs

(viii) Place identification signs

310. Proposals under Traffic and Transportation, focus at improving Citywide transportation


114

network and linkages, and Provision of City and Regional Level Transport facilities.

Improvement of Core City Areas is proposed in terms of Pedestrianisation, Signages and

Strengthening. Traffic Network is strengthened through provision of Internal Ring Road

within the ULB area, through widening and strengthening of existing alignment,

connection of incomplete linkages, construction of Flyover, Bridges and ROB/RUB’s.

311. Improvements to major and minor junctions are also proposed in terms of geometry, traffic

management, lighting and signages.



Table 8.19: Strategies and Time Frame – Roads & Traffic Management

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Upgradation of Roads

2 Formation of new Roads

3 Pedestrianization & Signages

4 Parking Management

5 Junction improvement

6 Widening and strengthening

7 Bridges & Flyovers/Elevated

Highways

8 ROB/RUB & Pedestrain

Subways

9 Integration & upgradation of

SH network with NH

10 Provision of Bus shelter

6. Street Lighting



Table 8.20: Goals and Service Outcomes – Street lighting

S.No Goal 2011 2016 2026

1 Energy saving mechanisms 100% 100% 100%

2 Adequate lighting in Non-lit

areas

100% 100% 100%

314. The ULB should increase the density of Street lights and the coverage along the roads

depending upto usage and population density, to achieve an overall 100 percent of the

Road Length. Given the high density of population within the ULB area, and also limited

area for development, it is prpoposed to emphasize High Power Fixtures and Complete

Coversion to Tube Lights.

315. The strategic intervention in this sector is in increasing the number of lamp posts in the

wards identified to reduce the average spacing between lamp posts in the town to below 30

mt. Higher density area and commercial ares are proposed to be addressed to with specific


115

interventions. Further, measures are also to minimise the power consumption charges

which are observed to be on the higher side from the statement of accounts.

316. Further, to improve upon the O&M of the street lighting it is recommended to mechanise

the system and involve private sector in the same. The mechanisation would be towards

introducing dimming systems during non peak hours of operation to reduce the power

consumption.



Table 8.21: Strategies and Time Frame – Street lighting

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Conversion of Existing tube

lights to Retro fits

2 Power saver switches for SVL lamps and high power lamps

3 Provision of New Lighting

systems for the Non-lit areas

and emerging areas

7. Basic Services for Poor



Table 8.22: Goals and Service Outcomes – Basic Services for Poor

S.No Goal 2011 2016 2026

1 Network Coverage for slum

households

90% 100% 100%

2 UGD coverage for slum

households

90% 100% 100%

3 Adequately lit slums 100% 100% 100%

4 Adequate road link for the

slums

100% 100% 100%

5 Pucca houses for all slum

households

80% 100% 100%

6 Education for all in slums 100% 100% 100%

7 Best quality in slums 80% 100% 100%

319. The ULB should increase the coverage of services in Low Income Areas and Slum Areas,

through implementatino of government schemes and other innovative programs with

public participation. Given the high share of slum population, within the ULB and also

limited area for development, it is proposed to emphasize on provision of basic services,

like water, sanitation and waste management, and improvement of quality of life through

relocation and rehabilitation of Slums areas.

320. The details of service levels for future is presented in Table 8.23.


116


Description Unit Based on Design

Norms


Households Nos. 60,257

Housing Demand Percent to HH’s 80

Water Supply Demand Lpcd 90

Distribution Network Demand Percent of Road Length 100

Sewer Network Demand Percent of Road Length 100

Persons per Public Water Stand Post/Taps Persons 75

Persons per Public Toilet Seat Persons 30

Persons per Public Urinal Persons 50

Daily Per Capita Waste Generation Gms per Day 350

Size of each Dustbin/Container cu. m 0.30

Spacing of Temporary Waste Storage Points m 300

Per Capita Road Demand

Population above 1000 m 0.25

Population below 1000 m 0.51

Percentage of Surfaced Roads in

Municipalities

Percent 70

Percentage of Surfaced Roads to be provided

with Storm Water Drains

Percent 50

Source: Norms

321. As a policy, notified/declared slums, those indicated by the ULB, are considered for slum

upgradation. The implementation of National Slum Development Program (NSDP) is in

progress. The following types of infrastructure are provided: (a) roads and culverts,

including concrete pavements for certain stretches; (b) surface/storm water drains; (c)

water supply, with house service connections; (d) sewerage system with household

latrines; and (e) external electrification. Strategic Intervention in this sector is in above

mentioned area, through increasing coverage and provision of facilities.



Table 8.24: Strategies and Time Frame – Basic Services Poor

S.No Strategy 2006 2007 2008 2009 2010 2012 2013

1 Better access roads

2 Storm water drains

3 Sewer network

4 Sanitation facilities

5 Provision of Housings


117

B. Project Identification for Service Delivery

1. Water Supply

(i) Proposed Project Sub-Components

323. Proposed Project for Water Supply to Madurai Corporation for Improvement Works and

System Improvement, under TNUDP – II 7. The DPR for the existing proposal, proposes

System Augmentation (47 MLD) from Vaigai River and transmission to the ULB, and

System Improvements to ensure a sustainable system for a period of thirty years (Ultimate

design stage of 2034). Detailed Studies have been conducted for the Project and the

Project is under active consideration by the Government. The Project proposes to supply

the augmented quantity of water (47 MLD) to North Zone. The Present Vaigai Scheme (68

MLD) will exclusively serve the South Zone. Project Component details and Phases are

elaborated below.

324. Project Components and Phasing. The Water Supply Improvements Project was divided

into Phase I and II. Projects components for the respective phases are listed below.

(a) Phase I comprises the water supply system augmentation with the below listed

components.

� Intake Works at Vaigai Reservoir

� Raw Water Main from Intake Works to Pannaipatti WTP

� Water Treatment Plant for handling additional quantity of 47 MLD

� Clear Water Main from WTP to Arasaradi BPS

(b) Phase II study comprises design improvements to distribution system of north &

south zone of Madurai Corporation (Wards 1 to 72), which include.

� Construction of OHT’s

� Improvement to Feeder Mains

� Improvement to Distribution System

325. Current Project Status. The above mentioned project in under Administrative Approval,

after which it will be forwarded for Technical Sanctioning.

326. System Adequacy (Post Project Implementation). The projected demand for 2026 is

compared with the the augmented supply, to verify the adequacy and need to augment the

capacity of certain components.

7 Water Supply to Madurai Corporation –Improvement Works and System Improvement, Phase I and Phase II,

under TNUDF.


118

Table 8.25: Vaigai II Project Sub-Components and System Adequacy (Post Project

Implementation)

Project Components Augmented

Quantity

Service

Status

Phases Service Indicator

after completion

of Project

Units Year – 2026 Year 2026

Quantum of Water

(MLD)

47.00 115.00 Phase I Supply - 75 lpcd

Treatment Capacity

(MLD)

47.00 118.60 Phase I Adequacy - 103

Percent

Storage Capacity

(ML)

6.60 41.45 Phase II Adequacy - 95

Percent

Increment - Raw Water

Mains (kms)

16.60 33.20 Phase I

Increment - Clear Water

Mains (kms)

48.80 97.60 Phase I & II

Improvements to

Distribution Mains/Feeder

Mains (kms)

157.00 627.20 Phase II

Above 100

Percent

Source: Analysis

327. The Ultimate demand for North Zone in 47 MLD and for South Zone is 122 MLD,

calculated based on recommended level of 110 lpcd and projected population. Based on

supply of the Augmented quantity (47 MLD) to North Zone.

328. Additional Water Demand (Post Project Implementation). Considering the availability of

110 lpcd against the requirements, the demand for future is assessed.

Table 8.26: Water Demand (Post Project Implementation) – Madurai Corporation


Population

Water Demand

(MLD)

Availability/

Augmented

Availability

Surplus/

Deficit

In Lakh @ 110 lpcd MLD MLD


Normal Season

11.08 121.96 83.00* (38.96)


Summer Season

11.08 121.96 68.00* (53.96)

Intermediate Stage –

Normal and Summer

Season (2011)

12.82 141.07 115.00** (26.07)

Ultimate Stage –

Normal and Summer

Season (2026)

15.42 169.57 115.00** (54.57)

* - Present Availability Consideration – 68.00 MLD from Vaigai Dam and 23 MLD from

Infiltration Galleries

** - Augmented Availability – 68 MLD from Existing Vaigai Scheme and 47 MLD from

Proposed Vaigai Scheme


Improvement, TNUDP II.


119

329. As indicated above, there is an unmatched water demand of 26.07 MLD for the

intermediate stage of the Project.

330. Proposed Project Sub-Components fgor meeting the Additional Water Demand (54.57

MLD). The projected demand for 2026 is compared with the optimum supply available

from the existing source and the proposed project, to verify the adequacy and need to

augment the capacity of certain components.

Table 8.27: Demand, Supply and Required Augmentation of Water Supply System for 2026 Component Unit Supply

Status*

Demand

Year 2005 Year 2011 Year 2026

Demand Surplus

(Deficit)

Demand Surplus

(Deficit)

Demand Surplus

(Deficit)

Water Intake *

Pumping MLD 115.00 121.96 (6.96) 141.07 (26.07) 169.57 (54.57)

Water

Treatment Plant MLD 118.60 121.96 (3.36) 141.07 (22.47) 169.57 (50.97)

Service Storage ML 41.45 40.65 0.80 47.02 (5.57) 56.52 (15.07)

Distribution

System Km 627.20 564.00 63.20 605.00 (22.20) 711.00 (83.80)

* - Supply levels after implementation of Vaigai II Scheme (47 MLD Augmentation)

Source: Analysis

331. A prefesibility report for combined water supply scheme is prepared in TWAD Board to

draw 310 MLD from Mullai Periyar Dam at a cost fo Rs. 486 crores. This could be a

possible source to meet the future requirement.It is also proposed to augment additional

storage capacity, for equitable distribution, and create of new water Zones.

(ii) Cost Estimates and Phasing.

332. Summary of Proposed Investments. Estimated Cost of Augmentation of Water Supply for

Madurai City is Rs. 18,111.95 lakh.

333. Project Investment is tabulated below as following Sub-Components, (i) Project

Investment for the Proposed Vaigai Water Supply Project II, and (ii) Project Investment

for Additional Water Supply post implementation of Vaigai II scheme.

(a) Sub Components and Cost Estimates for Vaigai Water Supply Scheme II. Estimated

Cost of augmentation of 47 MLD of Water from Vaigai Reservoir is approximately

Rs. 5,277.05 Lakh. The estimated gross cost of project (including contingencies and

supervision charges) is Rs. 6,400 Lakh.


120

Table 8.28: Project Sub-Components and Cost Estimates – Vaigai Water Supply Project II

Description Estimated Cost

Rs. Lakh

Phase I

Intake Works at Vaigai Reservoir 29.39

Raw Water Transmission Main – Piping & Appurtenances 1,121.17

Bridge at Varahanadhi & Punnukuthi Odai crossing 232.60

Modifications to Existing Water Treatment Plant 438.18

Clear Water Transmission Main (WTP to BP Tank) - Piping &

Appurtenances

691.21

Sub-Total – Phase I 2,512.55

Phase II

Clear Water Transmission Main (BP Tank to Arasaradi) - Piping & Appurtenances

1,470.13

Break Pressure Tank (5.00 LL Capacity) 21.45

Improvements/Addition to Feeder Mains (13.5 kms) 314.61

Improvements/Addition to Distribution System (143.50 Kms) 571.81

Construction of 6 new OHT’s in unserved area 386.51

Sub-Total – Phase II 2,764.50

Total Project Cost (Phase I + Phase II) 5,277.05


Improvement, TNUDP II

(b) Sub Components and Cost Estimates for Additional Water Supply post

implementation of Vaigai II scheme. Estimated Cost of augmentation of 54.57 MLD

Water from Vaigai Reservoir, for 2026, is approximately Rs. 12,834.90 Lakh.

Estimated Cost of Road Overlay for improvement to Distribution network and

Feeder network, for 157 kms, works done as part of the above Vaigai II Scheme is

approximately Rs. 314.00 Lakh and is considered below. Table 8.29 indicates

estimated cost of Addition Augmentation of Water Supply system for 2026.

Table 8.29: Project Sub-Components and Cost Estimates for Additional Augmentation of

Water Supply System for 2026

Project Sub-Component Unit Quantity Deficit

Water Intake + Pumping MLD 54.57

Raw Water Transmission MLD 54.57

Water Treatment Plant MLD 50.97

Clear Water Transmission MLD 54.57

Service Storage ML 15.07

Distribution System Kms 84.00

Road Overlay Kms 157.00

Sub Total – New Infrastructure

Total (Rs. Lakh)- 12,834.90

Source: Analysis


121


334. Under the On-going NRCP Project, Sewerage system augmentation under Phase I and

Phase II works shall be complete by 2006-07. Phase III of works, which includes

augmentation of Treatment Capacity is yet to be sanctioned. Final Phase of the Project

includes non-core Schemes for which the detailed project report are under preperation.

Hence, project sub-components design for future augmentation upto 2026, is proposed

beyond implementation of the ongoing project.


335. UGD Project Sub-Components. The projected demand for 2026 is compared with the

Sewage generation from the existing source and the ongoing project, to verify the

adequacy and need to augment the capacity of certain components.

Table 8.30: Demand, Supply and Required Augmentation of UGD System for 2026 Project Sub-

Component

Unit Existing

Status*

Demand

Year 2005 Year 2011 Year 2026

Demand Surplus/

(Deficit)

Demand Surplus/

(Deficit)

Demand Surplus/

(Deficit)

Population In Lakh 11.08 - 12.82 - 15.42 -

Sewage

Generation MLD 121.96 - 141.07 - 169.57 -

System Rehabilitation Sewer Network

Rehabilitation Km 120.00 103.00 (103.00) - - - -

New Infrastructure Sewage

Pumping MLD 103.00 121.96 (18.96) 141.07 (38.07) 169.57 (57.20)

Sewage

Treatment Plant MLD 99.00 121.96 (22.96) 141.07 (42.07) 169.57 (70.57)

Sewer Network Km 572.50 531.00 41.60 604.76 (32.26) 711.48 (138.98)

* - Supply levels after implementation of NRCP Scheme

Source: Analysis

336. It is proposed to augment additional quantity, (i) Creation of additional assets for Pumping

Capacity Augmentation, by 2011, and (ii) Augmentation of Treatment Capacity at existing

Sites, post NRCP, and provide safe services to the City. The Present Treatment

arrangement is Waste Stabilization Pond, however given the high amount of sewage

generation, it is proposed to use Activated Sludge Process for treatment of Sewage. Cost

Estimates for application of AST Technology. It is also proposed to augment additional

sewer network, of approximately 138.98 km by 2026, for equitable distribution, and create

of new Sewer Zones.

337. Capacity Augmentation Components. As Indicated above, Two Project Components, (i)

Sewage Pumping and (ii) Sewage Treatment, need Capacity Augmentation, post their

respective design Years. Hence, Capital Investment for the Project, beyond the Ongoing

UGD Project, is planned to address the above components.


122

338. Rehabilitation Component. Rehabilitation work for the Project is proposed to include

relaying and refurbishment of Sewer Lines in the Old City Areas, since the system is more

than 50 years Old and is in dilapidated condition.

339. Based on broad estimates, network rehabilitation demand for Core City Area is

approximately 103 kms. However, a detailed physical survey and assessment of the

Network is proposed to assess the Present Status of the System and the requisite

rehabilitation measures.

340. Institutional and Legal Measure. To ensure sustainability of Operations and future capital

investments on system up-gradation, following measures are indicated for perusal by the

ULB.

(i) Increasing Number of Sewer Connection, through legalizing illegal connections and

through giving additional connections.

(ii) Periodic review Sewer Charges

(iii) Implementing the graded Tariff System.

(ii) Cost Estimates and Phasing.

342. Under NRCP Project, approximately Rs. 11,500 Lakh worth of work shall be complete by

2006-07, which include Sewerage system augmentation under Phase I and Phase II works.

Final Phase of the Project includes non-core Schemes (Public health and Sanitation

schemes) for which the detailed project report is under preperation.

343. Summary of Proposed Investments in Sewer System. Estimated Cost of Augmentation of

Sewerage and Sanitation System for Madurai City, apart from NRCP Project (except

implementation of Phase III), is Rs. 9,122.23 Lakh excluding Gap funding of ongoing

scheme to the tune of Rs. 4,000.00 Lakh, which is suppose to be allocated from the NRCP

project funding as grant. However, for the successful completion of the ongoing scheme to

bridge this gap is necessary and the same amount is sought from NURM funding.

344. Project Investment is tabulated below and includes two Sub-Components, (a) Project

Investment for augmentation of Sewer System.

(a) Sub Components and Cost Estimates for Augmentation of UGD System. Estimated

Cost of Sewer system, post implementation of NRCP Project, is approximately Rs.

6,689.23 Lakh. In addition, it is proposed to treat 70.57 MLD through ASP

Technology at the existing Site, through development of a new facility cost of which

is included above. Design Capacity and details of sub-components are indicated in

Table 8.31 below. Estimated Cost of Development of an ASP technology Sewage

Treatment Plant is Rs. 2,469.92 Lakh for a design capacity of 70.57 MLD for 2026.


123

Table 8.31: Project Components and Cost Estimates for Additional Augmentation of

Sewer System for 2026

Project Sub-Components Unit Quantity Deficit Cost

Rs. Lakh

System Rehabilitation

Sewer Network Rehabilitation Km 103.00 1,545.00

Rehabilitation of Pump houses Nos 13.00 1,300.00

Sub Total – System Rehabilitation 2,845.00

New Infrastructure

Sewage Pumping MLD 66.57 332.85

Sewage Treatment Plant (ASP

Technology) MLD 70.57 2469.92

Sewer Network Km 138.98 2,084.68

Road Overlay Km 138.98 1,389.79

Sub Total – New Infrastructure 6,277.23

Ongoing NRCP Scheme Gap

Funding 4,000.00

Total 13,122.23

Source: Analysis

3. Drainage, Ponds and Rejuvenation of Water Bodies


345. Storm Water Drainage Sub-Components. The Project demand for 2011 is compared with

the existing Storm Waste Drainage Infrastructure, to verify the adequacy and need to

augment the capacity of components. Proposed augmentation of required components of

the system is indicated in Table 8.32 below.

Table 8.32: Demand, Supply and Required Augmentation of Drainage System for 2011

Project Sub-

Component

Unit Existing

Status

Demand

Year 2005 Year 2011

Demand Surplus/

(Deficit)

Demand Surplus/

(Deficit)

Road Length Kms 663.63 665.00 711.50


Strengthening of Open Pucca Drains

Kms 98.79 - - - -

Strengthening of

Closed Pucca Drains Kms 22.03 - - - -

Strengthening of Natural Drains

Kms 53.00 53.00 (53.00) 53.00 (53.00)

New Infrastructure

Storm Water Drains Kms 120.82 997.50 (876.68) 1,067.22 (946.40)

Open Pucca Drains Kms 98.79 598.50 (499.71) 640.33 (541.54)

Closed Pucca Drains Kms 22.03 399.00 (376.97) 426.89 (404.86)

Source: Analysis


124

346. It is proposed to augment additional quantity, (i) construction of additional length of

approximately 542 kms of Open Pucca Drains, (ii) construction of additional length of

approximately 405 kms of Closed Pucca Drains, and (iii) Strengthening, Desilting and

Removal of encroachments of 53 kms of Natural Drains, and improve networking.

347. Based on Discussions and field visits, it is understood that the existing Storm Water

Drains are in good condition and do not require any major rehabilitation measures.

348. Project Sub-component for Ponds and Lakes Development. Proposed augmentation of

required components of the system, includes desilting works, bunding works and

Beautification works, is indicated in Table 8.33 below.

Table 8.33: Required Augmentation of Pond and Lakes development

Existing Status Demand Project Water

Bodies

Use

Area Storage

Capacity

Work Required

Sq. m cu.m

Vandiyur Tank Ayacut 821,622 3,040,000 De-Silting/ Bunding/

Beautification

Sellur Tank Re-charge 219,048 460,000 De-Silting/ Bunding/

Beautification

Veeramudaiyan

Tank

Re-charge 400,000 720,000 De-Silting/ Bunding/

Beautification

Madakulam Tank Ayacut

Partly

1,476,563 4,725,000 De-Silting/ Bunding/

Beautification

BiBi-Kulam Tank Re-charge 288,000 720,000 De-Silting/ Bunding/

Beautification

Aruldaspuram

Vayaleli Tank

Re-charge 215,000 430,000 De-Silting/ Bunding

Beautification

Source: Analysis

(ii) Cost Estimates and Phasing

349. Summary of Proposed Investments in Drainage System. Estimated Cost of Augmentation

of Drainage, Ponds and Lake Development for Madurai City is Rs. 15,626.06 Lakh.

350. Project Investment is indicated below in two parts, (a) Project Investment for

augmentation of Drainage System, and (b) Project Investment for deevelopment of Lakes

and Water Bodies.

(a) Sub Components and Cost Estimates for Augmentation of Drainage System.

Estimated Cost of laying of additional Storm Water Drains, is approximately Rs.

14,971 Lakh. Table 8.34 indicates estimated cost of laying of additional Drains for

2011.


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Table 8.34: Project Components and Cost Estimates for Additional Augmentation of

Storm Water Drains for 2011


Rs. Lakh


Strengthening of Natural Drains Km 53.00 1,590.00

Sub Total – System Rehabilitation Km 1,590.00

New Infrastructure

Open Pucca Drains Km 541.54 6,498.49

Closed Pucca Drains Km 404.86 6,882.57

Sub Total – New Infrastructure Km 13,381.06

Total 14,971.06

Source: Analysis

(b) Sub Components and Cost Estimates for Augmentation of Ponds and Lakes

Development. Estimated Cost of Desilting and Rehabilitation measures for Ponds

and Lakes for 6 nos. Madurai, is Rs. 655 Lakh. Table 8.35 indicates estimated cost

of Ponds and Lakes Improvement for Madurai.

Table 8.35: Project Components and Cost Estimates for Improvement of Ponds and Lakes

Description Estimated Cost

Rs. Lakh

De-Silting, Bunding and Beautification

Vandiyur Tank 169.46

Sellur Tank 45.18

Veeramudaiyan Tank 49.50

Madakulam Tank 304.54

BiBi-Kulam Tank 59.40

Aruldaspuram Vayaleli Tank 26.61

Total 654.69

Source: Analysis.


351. The future trend of waste generation has been estimated based on the projected population

and per capita waste generation. The per capita growth rate for the solid waste has been

assumed to be 0.2 percent every year. Projected Waste Generation for Madurai City is

tabulated below in Table 8.36.


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Table 8.36: Projected Waste Generation

Year Population Waste Generation

Per Capita Total Waste

Nos. Gms/Day Tons/Day

2005 1,108,755 406.00 450.00

2011 1,282,490 410.00 523.00

2016 1,370,360 414.20 567.60

2021 1,456,400 418.35 609.30

2026 1,541,538 422.55 651.40

Source: Analysis


352. Proposed Sub-Components for Solid Waste Management Initiative. The Project demand

for 2026 is compared with the existing Solid Waste Handling Infrastructure, to verify the

adequacy and need to augment the capacity of components. Proposed augmentation of

required components of the system is indicated in Table 8.37 below.

Table 8.37: Demand, Supply and Required Augmentation of Solid Waste Management System

for 2026 Project Sub-Components Unit Existing

Status*

Demand

Year 2011 Year 2026

Demand Surplus/

(Deficit)

Demand Surplus/

(Deficit)

Population In Lakh 11.08 12.82 - 15.42 -

Solid Waste Generation MT 450 526 - 651 -

Primary Collection Sub-Component

Push Carts Nos 150 1105 (955) - -

Containerized Tri-Cycles Nos 135 1534 (1399) - -

Secondary Collection Sub-Component

Container Bins (2.5 MT

Capacity) Nos 40 202 (162) - -

Transportation Sub-Component

Dual Load Dumper Placers Nos 4 34 (30)

Solid Waste Disposal

Disposal Site Acres 82.00 33.38 (34.00) 70.94 (71.00)

Sanitary Land Fill Demand MT - 210.00 (210.00) 260.55 (260.55)

Landfill Area Demand Acres - 18.29 (18.29) 52.31 (53.00)

Compost Demand MT - 316.00 (316.00) 391.00 (391.00)

Compost Area Demand Acres - 15.09 (15.00) 18.63 (19.00)

Source: Analysis

353. Proposed Initiative for Solid Waste Management, is in line with that formulated by the

ULB, and has been updated based on project demand for 2026. The approach proposes to

use Containerized Tricycles (150 kgs each) to convey garbage buckets to Dumper Bins.

Garbage from Dumper Bins is transported directly to Land Fill Site, by means of Dumper

Placers. It is proposed to implement segregation of waste at source and Door-to-Door

collection system. The existing fleet of Lorries is proposed to be utilized for garbage

cleaning in extended areas with prevailing system of sweeping and direct loading to

Lorries. Based on the above system, the requirement to cater to the demand for Waste


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Management in Madurai City has been proposed to cater to year 2026. The proposed

purchase of Bins, Trolleys, Vehicles and other Infrastructure facilities required are to be

provided as tabulated above in Table 8.37.

354. Discussions with ULB has indicated that, Waste Management Initiative can be proposed

for funding under Phase V of the NRCP Project.


355. Summary of Proposed Investments in Solid Waste Management. Estimated Cost of

Augmentation of Bins, Trolleys, Vehicles, other Infrastructure facilities and Scientific

Disposal Facility for Madurai City is Rs. 3,631.68 Lakh.

356. Project Investment is indicated below in two parts, (a) Project Investment for

augmentation of Waste Management Equipment, including Primary Collection

equipements, Secondary Collection equipments and Transportation Vehicles, and (b)

Project Investment for development of Scientific Landfill and Compost Facility.

(a) Sub Components and Cost Estimates for Augmentation of Waste Management

Equipment, including Bins, Trolleys and Transportation Vehicles. Estimated Cost of

purchase of additional Primary Collection equipment, Secondary Collection

Equipments and Transportation Vehicles, is approximately Rs. 570.00 Lakh. Table

8.38 indicates estimated cost of New Equipments to cater for 2011.

Table 8.38: Project Components and Cost Estimates for Additional Augmentation Solid

Waste Management Equipments for 2011


Rs. Lakh


- - - -

New Infrastructure

Primary Collection Sub-Component

Push Carts Nos 955 68.76

Containerized Tri-Cycles Nos 1,399 111.92

Secondary Collection Sub-

Component

Container Bins (2.5 MT Capacity) Nos 162 89.10

Transportation Sub-Component

Dual Load Dumper Placers Nos 30 300.00

Sub Total – New Infrastructure 569.78

Total 569.78

Source: Analysis

(b) Sub Components and Cost Estimates for development of Scientific Landfill and

Compost Facility. It is proposed to develop a Scientific Landfill and Compost

facility in a phased manner and on module basis. Estimated Cost of development of

the above facility is approximately Rs. 3,062.00 Lakh. Table 8.39 indicates

estimated cost development of Sanitary Landfill and Compost Facility to cater for

2026.


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Table 8.39: Project Components and Cost Estimates for Additional Augmentation Solid

Waste Management Equipments for 2026

Project Sub-Components Unit Proposed

Capacity

Quantity

Deficit

Cost

Rs. Lakh

Solid Waste Disposal Site

Site Acres 71.00 - -

Disposal Facility Development Sanitary Landfill

Sanitary Landfill Development MT 260.55 260.55 2,084.40

Sanitary Landfill Area Acres 53.00 53.00 -

Compost Facility

Compost Facility Development MT 391.00 391.00 977.50

Compost Facility Area Acres 19.00 19.00 -

Sub Total – Disposal Facility Development 3,061.90

Total 3,061.90

Source: Analysis

5. Roads and Traffic Management


357. Roads. The Project demand for Roads for 2011 is compared with the existing Road

Infrastructure, to verify the adequacy and need to augment the capacity of components.

The future trend of road network development is envisaged based on population growth

and land use; efficient system of road network; segregation of traffic; designalizing of

junction; and Upgradation, widening and strengthening of major junctions and corridors.

Projected road demand, for internal city roads, for 2011 is indicated in Table 8.40. Road

Demand for Upgradation and new formation for all Bus Route roads including NH, SH,

MDR’s and major Bus-route Roads in indicated separately in Section 286, relating to

Traffic and Transportation.

Table 8.40: Demand, Supply and Required Augmentation of Internal Roads (excluding

NH, SH, MDR’s and major Bus-route Roads) for 2011

Project Sub-Component Unit Existing

Status

Demand

Year 2005 Year 2011

Demand* Surplus/ (Deficit)*

Road Length Kms 663.63 711.48 -

Concrete Road Kms 30.60 55.46 -

BT Road (Approved +

Unapproved)

Kms 463.73 607.73 -

WBM Road Kms 93.40 48.29 -

Earthern Road Kms 75.90 - -

System Rehabilitation – Upgradation of Internal City Roads

BT Roads to Concrete

Roads Kms - 19.08 (19.08)

WBM Roads to BT Roads Kms - 54.75 (54.75)

Earthen Roads to BT Roads Kms - 75.90 (75.90)

New Infrastructure – New Roads Formation

Concrete Road Kms - 55.46 (5.77)


129


Status

Demand

Year 2005 Year 2011

Demand* Surplus/ (Deficit)*

BT Road Kms - 607.73 (36.48)

WBM Road Kms - 48.29 (9.65)

Earthern Road Kms - - -

* - Demand and Surplus/Deficit figures are based on Ward-wise Road Demand projection

after verifying the adequacy of present level of services.

Source: Analysis

358. It is proposed to augment additional quantity of road network, (i) New Formation of

additional length of 5.77 kms of Cement Concrete Roads; (ii) New Formation of additional

length of 36.48 kms of Black Top Roads; and (iii) New Formation of additional length of

9.65 kms of WBM Roads. Existing Network augmentation is proposed by means of

strengthening, Re-surfacing and Upgradation of all City Roads and Internal Roads of

approximately 150 kms of length.

359. Traffic and Transportation. Project Demand for Traffic and Transportation is considered

on long-term basis. Proposed augmentation of sub-components; (i) Core City Renewal, (ii)

Transport Network augmentation (Major Orbital Roads and Major Radial Roads), (iv)

Bridges, (v) Flyovers, (vi) Rail Over Bridges/ Rail under Bridges, (vii) Pedestrian

Subways, and (viii) Other City level Transport Facilities, of Traffic and Transportation

system is indicated below.

(i) Core City Renewal. As a part of improvement to traffic systems in Core City Area is

proposed to Pedestrianise Mada Street, the inner ring road around the immediate

periphery of the Temple Complex, and improve Signages. Other layer of ring roads

in the Core City, Avani Moola Street, Massi Street, and Veli Street, are proposed to

be strengthened by Re-surfacing, Parking Management measures and Improved

Signages, to reduce Traffic Congestion and Pollution. Works identified under the

Sub-Component is proposed to be undertaken by the ULB.

(ii) Transport Network Improvement. Strengthening with upgradation, Provision of

Pavements, Road Widening and New formation of incomplete linkages is proposed

as a part of augmentation of Transport Network in Madurai. The Proposals broadly

identifies improvement to Major Orbital Roads and improvements Radial Roads.

Works identified under the Sub-component is proposed to be undertaken by the

ULB and Other Agencies (i.e the Highway Department). It is proposed that the ULB

can take up Development of the Proposed Inner Ring Road and Widening and

Strengthening of the Phase I of ORR, on priority basis. Other Projects indicated

below can be taken-up by Highway Department.

(iii) Bridges. River Vaigai bisects Madurai City, Northwest to Southeast. The City is

linked across the river banks by means of Four Road Bridges (Bridge on By-Pass

Road, Road Bridge to North side of Vaigai River from Veli Street, Road Bridge to

South Side of Vaigai River from Devar Junction, and Road Bridge from Vandiyur to

Annanagar), Five Causeways (Arapalayam, Causeway along Railway Bridge,

Causeway along Road Bridge from Veli Street, Behind Rajaji Hospital, and

Kuruvikalan Chalai) and One Railway Bridge. It is proposed to upgrade the


130

Causeways to Road Bridges, to ease traffic congestion on existing corridors and

improve connectivity.

As a part of the linkage improvement it is proposed to upgrade Three Causeways, at

Arapalayam, Behind Rajaji Hospital and Kuruvikalan Chalai, into two lane Road

Bridges with shoulders. Based on field visit, it has been identified that the length of

these Bridges is approximately 0.5 kms each.

(iv) Flyovers/ROB’s/RUB’s. Madurai serves as an important junction on Chennai-

Kanyakumari Railway line, with diversions to Rameshwaram and Theni. Rail Lines

diverge in three directions from the Rail Junction. The City is provided with Five

ROB’s and One RUB at important Road-Rail Crossings. Three more ROB’s are

under construction at major junction. The City is not provided with any Flyovers at

major Road Junctions. It is proposed to augment the capacity of major transport

corridors, through construction of Flyover and Junction improvement at major Road

Junctions.

(v) Junction Improvement. Madurai City is densely populated and is an important

tourist destination, although the city's roads system has as many ill-designed road

intersections, which lack in many characteristics such as road geometric features,

channeling islands, parking lanes for turning vehicles, acceleration and deceleration

lanes etc. To improve the City image and the carrying capacity of road junctions, it

is proposed to provide grade separated pedestrian subways, Junction landscaping,

and improvement at selected Intersections.

(vii) Other Traffic and Transport Facilities. Citing the regional and tourism

significance of Madurai, City and Regional level traffic and transport facilities,

like Truck Terminals, Bus Depot Complex, Parking Facility, and Whole Sale

Markets, is proposed to be developed in the City.

(a) Whole-Sale Market Facility. The wholesale activities in Madurai is presently

located in the CBD area, having an average inflow of 1400 trucks and out flow

of 1300 trucks handling 13,000 tonnes of goods daily. Hence, it is proposed to

relocated the Central Market and built Truck Terminals to serve the regional

goods traffic and the Market Facility. The whole sale market is proposed to be

relocated and built at Koodal Nagar, near Madurai Railway goods yard. It is

proposed to develop and facility of approximately on approximately 13 acres

of land.

(b) Truck Terminal Facility. The construction of the Truck terminal and shifting of

the wholesale market to Koodal Nagar may be taken up together. It is

proposed to develop two truck terminal facilities, along Mellur Road (near the

Flower Market) and along Dindigul road (near Koodal Nagar) respectively, to

address the major influx of goods and regional traffic. It is proposed to

develop two facilities of 200 truck parking capacity each equipped with drivers

rest shed, restaurants, dispensaries, workshop, petrol bunk, weigh bridge, fire

station, police station and toilets in addition to the parking area for the trucks.

(c) Multi-Storied Parking Facility. At present, there are no organized parking


131

places in the City. In the absence of inadequate parking lots, haphazard

parking of tourist and local vehicles causes traffic congestion. In addition to

this the loading and unloading of goods by traders posing parking problems.

Field Visits indicated that Places near Periyar Bus stand, Mathuthavani Bus

stand, Bharathiyar Shopping complex lack any organized parking facilities and

is proposed to be developed in a phased manner. As a part of the project, it is

proposed to develop Multi-Storied Parking facility for approximately 315

Vehicles. It is proposed to develop the facility at the Central Market location,

after relocating the Market to the new location at Koodal Nagar.

(d) Expansion and Improvement of Mattuthavani Bus Stand. It is proposed to

improve and expand the capacity of Bus Stand by construct of additional 68

Bus Bays, area for shops and other services.


360. Summary of Proposed Investments in Roads. Estimated Cost of Upgradation and New

Formation of City Roads for Road Demand for 2011, is Rs. 4,295 Lakh.

Table 8.41: Project Components and Cost Estimates for Augmentation of City Roads for

2011

Project Sub-Components Unit Proposed

Capacity

Quantity

Deficit

Cost

Rs. Lakh


BT Roads to Concrete Roads Kms 19.08 381.66

WBM Roads to BT Roads Kms 54.75 821.32

Earthen Roads to BT Roads Kms 75.90 1,518.00

New Infrastructure

Concrete Road Kms 55.46 5.77 271.38

BT Road Kms 607.73 36.48 1,167.47

WBM Road Kms 48.29 9.65 135.09

Earthern Road Kms - - -

Total 4,294.91

Source: Analysis

361. Summary of Proposed Investments in Traffic and Transportation. Estimated Cost of Core

City Renewal, Augmentation of Transport Network, and provision of City and Regional

Level Tranport infrastructure for Madurai City is approximately Rs. 124,342.83 Lakh,

which is to be shared by ULB and Highways Department. Estimated Cost of Projects to be

taken up by the ULB is approximately Rs. 26,241.83 Lakh.

362. Project Investment is classified below into two sub-components, based on the

Implementing Agency for Projects, (a) Project Investment under ULB, and (b) Project

Investment under Highway Department/Other Agency.

(a) Sub Components and Cost Estimates for Project to be implemented by ULB.

Estimated Cost of Core City Renewal through strengthening of roads, Improvement

to City level Transportation Network, construction of New Bridges, Flyovers,

Pedestrian Sub-ways and Improvement to Junctions, is approximately Rs. 26,241.83


132

Lakh. Table 8.42 indicates estimated cost of Project proposed to be undertaken by

the ULB.

Table 8.42: Project Sub-Components and Cost Estimates for Traffic and Transportation

Project to be undertaken by the ULB.

Project Sub-Components Units Quantity Cost

Rs. Lakh

Roads (i) Core City Renewal

Pedestrianization and Signages

Mada Street Kms 3.00 12.00

Strengthening/Parking Management/Signage

Avani Moola Street Kms 5.00 100.00

Masi Street Kms 7.00 140.00

Veli Street Kms 10.00 200.00 (ii) Improvement of Major Orbital Roads

Widening and Strengthening ORR Phase I Kms 27.20 8,160.00

Proposed Inner Ring Road (IRR Linking

Thirunelveli Rd- Rameswaram Rd- Melur Rd-

Dindigul Rd)

Kms 18.00 2,700.00

(iii) Replacement of Causeways to Bridges

Arapalayam Nos. 1 1,000.00

Kuruvikalan Chalai Nos. 1 1,000.00

Behing Rajaji General Hospital Nos. 1 1,000.00

(iv) Flyover

Yanaikal Jun Nos. 1 800.00

AV Bridge Jun

Kamarajar Junction Nos. 1 800.00

Hayathkhan Jun Nos. 1 800.00

Devar Jun Nos. 1 800.00

Milk Depot Jun Nos. 1 800.00

Kalavasal Jun Nos. 1 800.00

Yanaikal Jun Nos. 1 800.00

(v) Road Over Bridges/Road Under Bridges

Nadunkulam Road Level Crossing Nos. 1 600.00

Muthupatti Level Crossing

Muthupatti Level Crossing Nos. 1 600.00 (vi) Pedestrian Subways

Theni Road, By-Pass Road Junction Nos. 1 150.00

Near Madurai Corporation, Alagarkoil Road Nos. 1 150.00

Palanganatham Junction Nos. 1 150.00

Transport Facilities

Strengthening Improvement and Expansion of Mattuthavani Bus

Stand Nos. of Bays

68 170.00

New Formation (i) Truck Terminals on Dindigul Road (Near

Koodal Nagar Junction) Nos. of Bays

200 600.00

(ii) Truck Terminals on Melur Road Nos. of bays 200 600.00 (iii) Whole Sale Market for Vegetables and Grains Phase I Sq.m 39,153.00 1,566.10 Phase II Sq.m 12,193.00 487.70


133


Rs. Lakh (iv) Multi-Storied Car Parking, Central Market Phase I Nos. of Bays 188 752.00 Phase II Nos. of Bays 126 504.00

Source: Analysis

(b) Sub Components and Cost Estimates for Project to be implemented by Other

Agencies/Highway Department. Estimated Improvement to City level

Transportation Network, and Construction of New ROB’s/RUB’s, is approximately

Rs. 98,101 Lakh. Table 8.43 indicates estimated cost of Project proposed to be

undertaken by the Highway Department/Other Agencies.

Table 8.43: Project Sub-Components and Cost Estimates for Traffic and Transportation

Project to be undertaken by the Highway Department/Other Agencies.


Rs. Lakh

Roads

(i) Improvement of Major Orbital Roads

Widening and Strengthening 2 laning of Major Bus Route Roads Kms 90 1,800.00

New Formation Outer Ring Road Phase II (2 Lane) Kms 17.50 7,000.00

Outer Ring Road Phase III (2 Lane) Kms 11.50 4,600.00

(ii) Improvement of Major Radial Roads

Widening and Strengthening Widening and Strengthening BCC road Km 441/0 -

443/0

Kms

2.00 400.00

Widening and Strengthening Madurai -- Natham

Road Km 0/0 -1/4

Kms

1.40 300.00

Widening and Strengthening Madurai -- Cochin

Road Km 3/2--5/2

Kms

2.00 500.00

Widening and Strengthening BCC Road Km

444/2-444/8

Kms

0.60 600.00

Widening and Strengthening NH Byepass Km

436/2--440/8 (Urban Limits)

Kms

4.60 100.00

Strengthening Trichy -- Madurai road Km

446/449/4

Kms

3.40 2000.00

(iii) Integration & Up gradation of SH Network with NH Integration of SH (Madurai -- Natham Road) with

NH 45 B at Uthangudi and NH 7 at Samayanallur

Kms 16.00 3,200.00

Integration of SH 32 with NH 7 from TVS

Alagappan Nagar -- Avaniapurm -- Jeeva Nagar

Airport (Madurai -- Tuticorin Road)

Kms 10.00 2,000.00

Integration of SH(old NH45 B) connecting

Madurai-- Alagarkoil road Madurai Natham with

NH 7

Kms 14.00 2,800.00

Road branching from Km 2/8 of NH 7 connecting

Thirupparankundram -- Nilaiyur - Parabupatti --

Perungudi -- Madurai Airport Jointing at Km 7/2 of

Madurai -- Tuticorin road

Kms

10.00 2,000.00

(iv)Formation of New Link Road Vandiyur Melamadai Road Km 2/8 to Ring Road

including construction of Minor

Kms 1.40 300.00

Road branching from Km 447/6 of Trichy -- Kms 4.00 1,000.00


134


Rs. Lakh Madurai road (Flower Market) to meet Ring Road

(v) Concreting of Major Roads Vandiyur -- Melamandai Road Km 0/0--3/6 Kms 3.60 1,080.00

Pasumalai -- Thirunagar Road Km0/0-- 3/6 Kms 3.60 1,080.00

Service Road of Mayor Muthu Bridge at Km

443/8-444/4 of BCC road (Left side & Right Side)

Kms 1.00 300.00

Service Road of Muthu Ramalingathevar Bridge at

Km 444/4-445/0 of BCC road.

Kms 1.20 360.00

Service Road of NMR Subbraman bridge at Km

0/0-0/6 of Madurai -- Tuticorin road

Kms 1.20 360.00

Vandiyur -- Melamandai Road to Madurai --

Thondi road (Via) Komathipuram road Km 0/0--

1/6

Kms

1.60 480.00

(vi)Junction Improvements with white tapping & Land Scapping Junction improvements at Km 0/8 of Madurai

Natham road near Thammukkam Nos.

1 200.00

Junction improvements at Km 447/4 of Trichy

Madurai Road Nos.

1 100.00

Junction improvements at Km 446/0 of Trichy

Madurai Road Nos.

1 200.00

Junction improvements at Km 4/0Madurai

Melakkal Road Nos.

1 200.00

Junction improvements at Km 441/6 of BCC road Nos. 1 100.00 Junction improvements at Km 8/4 of Madurai

Tuticorin Road Nos.

1 200.00

Junction improvements at Km 2/2 of Madurai

Tuticorin Road Nos.

1 200.00

(vii)Pedestrian Subway

Km 440/2 of BCC road (Goripalayam) m 300 800.00

East Veli Street 2 Nos. (Km 0/4 & 0/8) m 60 300.00

Near St. Marys School (East Veli Street) m 60 300.00

Km 442/2 (Junction Sakthi Sivam Theatre ) of

BCC road m

25 200.00

Km 44/8 of BCC road (Entrance Railway Station) m 25 200.00

Km 442/10 of BCC road (exist Railway Station) m 25 200.00

Yanaikkal Junction (BCC road Km 442/2) m 10 600.00

Trichy Madurai Road Km 448/8 (Near Court) m 50 300.00

BCC road Km 443/2 (Near Periyar Bus Stand) m 100 600.00

Madurai Cochin Road Km 5/2 m 300 800.00

Km 1/2 of Madurai --Natham Road (Near

Thallaklulam Perumal koil) m

50 300.00

Km 0/8 of Madurai Natham Road (Near Post

office) m

200 700.00

Km 1/4 of Madurai Natham Road (Near Periyar

Status) m

100 600.00

Km 446/8 of Trichy Madurai Road (Near

Mattuthavani Bus Stand) m

150 650.00

(vii)Elevated Highways East Veli Street connecting St.Marys School,Anna

Statue -- Simmakkal -- Sethupathi School

Kms 3.80 12,000.00

BCC Road connecting -- Anna Bus Stand --

Goripalayam --Thallakulam -- Pudur

Kms 2.00 6,000.00

Madurai Natham connecting -- Goripalayam --

Thallakulam -- Pudur

Kms 3.00 9,000.00

BCC Road connecting Railway School -- Kms 0.60 2,000.00


135


Rs. Lakh Kattabomman Statue --Periyar Bus Stand to Muthu

Bridge.

Madurai Cochin Road Km 3/6 --5/8 Kms 2.20 7,000.00

NH Byepass Km 437/0 --439/8 (urban limit) Kms 2.80 8,400.00

NH 7 Km 0/0-2/0 (From Palanganatham --

Pasumalai)

Kms 2.00 6,000.00

(vii) Bus Shelters Thallakulam Bus Stop at Km 0/10 of Madurai --

Natham road

Kms 1.00 200.00

Bus lay bye at Km 118/4 of NH 45 near Highcourt Kms 1.00 350.00

(viii) Utility Duct and Storm Water Drains Construction of Strom Water Drain from Km

444/2-444/8 of BCC Road m 600.00 36.00

Construction of Strom Water Drain from Km

436/2-437/6 of BCC Road

m 1400.00 84.00

Construction of Strom Water Drain from Km

445/0-445/6.

m 510.00 31.00

Madurai Cochin Road Km 3/4 - 5/2 m 2200.00 140.00

Madurai Tuticorin Road Km 0/62/2( Left & Right) m 2400.00 150.00

Providing Pucca Drain from Km 441/4 -- 443/0 m 1600.00 100.00

ROB

Providing ROB at Km 0/2 of Thirupparankundram

Town Road Nos. 1 1,250.00

Providing ROB at Km 1/4 of Thirupparankundram

Town Road Nos. 1 1,250.00

ROB branching from Km 0/4 of NH 7 and Leading

to TVS Nagar & Palanganathan Bus Stand Nos. 1 2,000.00

ROB branching from Km 0/2 of Madurai

Viradhanur -- Valayankulam Road ( Chindamani) Nos. 1 1,500.00

(ix) Flyovers

IRR-Aruppukotai Road Crossing Nos. 1 800.00

IRR-Nedungalam Road Crossing Nos. 1 800.00

IRR-Rameswaram Road Crossing Nos. 1 800.00

IRR-Sivaganga Road Crossing Nos. 1 800.00

IRR-Melur Road Crossing (Near Grain Market) Nos. 1 800.00

IRR-Alagarkoil Road Crossing Nos. 1 800.00

IRR-Natham Road Crossing Nos. 1 800.00

IRR-Dindigul Road-Rail Crossing Nos. 1 800.00

Source: Analysis

6. Street Lighting


363. Streetlighting Sub-Components. The Project demand for 2011 is compared with the

existing Streetlight Infrastructure, to verify the adequacy and need to augment the capacity

of components. Proposed augmentation of required components of the system is indicated

in Table 8.44 below.


136

Table 8.44: Demand, Supply and Required Augmentation of Street lighting for 2011

Project Sub-

Component

Unit Existing

Status

Demand

Year 2005 Year 2011

Demand Surplus/

(Deficit)

Demand Surplus/

(Deficit)*

Street Lights Nos 24,009 19,909 - 23,715 -


- Nos. - - - - -

New Infrastructure

Installation of New Poles

Nos. - - - 3,217 (3,217)

Tube Light Fixtures Nos. 16,012 15,927 - 18,976 (4,477)

High Power Fixtures Nos. 7,987 3,982 - 4,723 (415)

High Mast Lights Nos. 10 14 (4) 17 (7)

Power Saver

Switches Nos. 10 14 (4) 17 (7)

* - Suplus/Deficit for Sub-components is worked out at Ward level, hence although the

Demand figures indicates an overall surplus, Wardlevel analysis indicates deficit. Figures

indicated in “( )” indicates sum of Wardlevel deficit.

Source: Analysis

364. It is proposed to augment additional quantity, (i) Installation of 3,217 New Light Poles, (ii)

Installation of New High Power Fixtures and Conversion of Tube Lights to High Power

Fixtures, of 415 Nos., and (iii) Installation of 7 High Mast Lights at Major Junction, and

Power Saver Switches for energy optimization.

365. Based on Discussions and field visits, it is understood that the existing Street Lights are in

good functional condition and do not require any major rehabilitation measures.


366. Summary of Proposed Investments in Street Lighting. Estimated Cost of Installation of

New Poles, High Power Fixtures, Tube Lights along the entire Road Length, based on

Norms, and Installation of High Mast Lights at Major Road Junction, with Power Saver

Switches, is Rs. 917.57 Lakh.

Table 8.45: Summary of Proposed Improvement and Investments – Street Lighting

Description Units Quantity Estimated

Cost

Rs. Lakh

New Infrastructure Provision

Installation of New Poles Nos 3,217 643.40

Provision of Tube Lights Nos 4,477 01.47

Conversion of Tube Lights to High Power Fixtures Nos 69 6.21

Provision of High Power Fixtures Nos 346 31.14

Installation of High Mast Lamps Nos 7 35.00

Provision of Power Saver Switches Nos 7 0.35


137

7. Urban Basic Services for Poor


367. Slum Infrastructure Sub-Components. The Project demand for Slums is compared with the

existing Infrastructure, to verify the adequacy and need to augment the capacity of

components. Proposed augmentation of required sub-components of the system; (i) Sub-

component for Housing and (ii) Sub-component for Basic Services, is indicated in Table

8.46 below. Project Demand for Slum is considered on long-term basis.

Table 8.46: Demand, Supply and Required Augmentation of Basic Services for Urban

Poor


Status

Demand

Year 2005

Demand Surplus/

(Deficit)

Slum Households Nos 60,257 60,257 -

Sub Component for Housing

Pucca Houses in Slums HHs. 12,051 60,257- (48,206)

Sub-Component for Basic Services

(i) Water Supply

Distribution Network

Demand Kms. - 146 (106)

Public Stand Post/Water

Taps Nos. 2,548 4,043 (483)

(ii) Sewerage and Sanitation

Sewer Network Demand Kms - 146 (106)

Public Toilet Seats Nos. 1,008 10,108 (2,827)

Public Urinals Nos. 1,512 6,045 (1,475)

(iii) Solid Waste Management

Dustbins/ Temporary Waste

Storage Points Nos. - 1,123 (1,120)

Tricycle Containers Nos. - 419 (419)

Push Carts Nos. - 181 (181)

(iv) Roads Kms 109 76 -

(v) Storm Water Drains Kms - 54 (54)

(vi) Street Lighting Kms 990 3,627 (2,651)

Source: Analysis


368. Summary of Proposed Investments in Slums. Estimated Cost of Provision of Housing and

Infrastructure facilities in Slums, based on prescribed norms, is Rs. 52,481.78 Lakh.


138

Table 8.47: Summary of Proposed Improvement and Investments – Urban Poor

Description Units Estimated Cost

Rs. Lakh

Housing Infrastructure

Pucca Houses Nos 48,205.60

Basic Infrastructure Provision

Water Supply - 434.19

Sewerage and Sanitation - 2,724.59

Solid Waste Management - 89.17

Storm Water Drains Kms 816.15

Street Lights Nos. 212.08

Total 52,481.78

Source: Analysis.

8. Other Municipal Projects


Table 8.48: Summary of Proposed Improvement and Investments – Other Municipal

Projects

Project Sub-Component Unit Quantity

Year 2026

System Rehabilitation Works

Renovation of School Buildings Nos. 6

New Formation

Parks and Playgrounds Nos. 1

System Modernization and E-Governance - 1

GIS Mapping - 1

Capacity Building - ULB

Electric Crematorium Nos. 1

Development of Heritage area - Beatification of surrounding areas of Sri. Meenakshmi Amman

Temple

1


369. Summary of Proposed Investments. Estimated Cost of Other Municipal Projects, based on

City requirements, is Rs. 3,501.00 Lakh.


139

Table 8.49: The Investments for All Other Project

Estimated cost Component

Rs. Lakh

Other Infrastructure Projects

Parks and Playgrounds 685.00

Setting up of My India Park 1,000.00

Development of Heritage area - Beatification of

surrounding areas of Sri. Meenakshmi Amman Temple

300.00

Electric Crematorium 516.00

Construction of Modern Slaughter House 200.00

Institutional Strengthening & Capacity Building

System Modernization and E-Governance 500.00

GIS Mapping 200.00

Capacity Building 100.00

Total 3,501.00

Source: Analysis


140

IX. CAPITAL INVESTMENT PLAN & FINANCIAL SUSTAINABILITY

A. Capital Investment Plan

Water Supply

370.. Water Supply. Under this component, provision of source development, raw water and

clear water transmission mains, distribution network, road restoration works, construction

of service reservoirs and treatment plant. The capital costs estimated for the proposed

interventions are to the tune of Rs. 18,112 Lakh. The detailed phasing of water supply

component investment is presented in the following table.

Table 9.1: Investment Phasing for the Water Supply Sector

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Rs. Lakh Intake and Pumping 18.28 18.28 24.38 - - - -

Raw Water

Transmission

2,791 1,861 1,861 1,861 930 - -

Clear Water

Transmission

943.42 943.42 943.42 943.42 943.42 - -

Roads Covered with

Distribution

Network

120.16 180.24 180.24 180.24 180.24 180.24 180.24

Road Overlay - 47.10 47.10 47.10 47.10 47.10 78.50

Elevated Storage

capacity w.r.t

Supply (2034)

238.40 238.40 238.40 238.40 238.40 119.20 119.20

Treatment Capacity

(2026)

264.52 264.52 264.52 264.52 264.52 264.52 264.52

Total 3,872.9 3,288.2 3,558 3,534 2,604.1 611.05 642.45

Source: Analysis

Sewerage and Sanitation

371. An investment of Rs. 13,122.23 Lakh (base cost) for provision of under ground drainage

system is envisaged in lieu with the environmental aspects i.e., pollution of the fresh water

aquifer beneath in the region. Period of implementation for UGD is from 2006-2013. This

investment includes gap funding of ongoing NRCP project to the tune of Rs. 4,000 lakh.

The detailed phasing of CIP is presented in Table 9.2.

Table 9.2: Investment Phasing for the Sewerage

Component 06-07 07-08 08-09 09-10 10-11 11-12 12-13 Rs. Lakh

Road Length Covered

(year 2026)

208.47 208.47 312.70 312.70 416.94 416.94 208.47

Road Overlay Cost

(year 2026)

- 138.98 208.47 208.47 277.96 277.96 277.96

Pumping Capacity - - 66.57 99.85 99.85 66.57 -


141

Component 06-07 07-08 08-09 09-10 10-11 11-12 12-13

Rs. Lakh

Augmentation (2026)

Treatment Capacity

Augmentation (2026)

– ASP

- - 246.99 246.99 740.98 740.98 493.98

Refurbishment of

existing UGD System

463.50 463.50 618.00 - - - -

Rehabilitation of

pump house

390.00 390.00 520.00 - - - -

Gap funding 4,000.00 - - - - - -

Total 5,061.97 1,200.95 1,972.73 868.02 1,535.72 1,502.44 980.41

Source: Analysis

Roads & Traffic and Transportation

372. Rs. 4,295 lakh is proposed for up-gradation of existing roads to either BT or CC surfacing

and new formation of roads for the newly developed areas. Under traffic and transporation

component Rs. 26,242 lakh proposed to improve better transporation facilities in the city

and construction of truck terminals, shifting of whole sale market and multistoried car

parking. The details of investment phasing is summarised in Table 9.3.

Table 9.3: ULB Investment Phasing for the Roads and Traffic Transportation

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Rs. Lakh Roads

Upgradation

BT to Concrete 76.33 76.33 76.33 76.33 76.33 76.33 76.33

WBM to BT 164.26 164.26 164.26 164.26 164.26 164.26 164.26

Earthen to BT 303.60 303.60 303.60 303.60 303.60 303.60 303.60

New Formation

Concrete 81.41 81.41 81.41 27.14

Black Top 233.49 233.49 233.49 233.49 233.49

Water BM 40.53 40.53 27.02 13.51 13.51

Sub Total 625.61 625.61 899.63 845.35 804.71 247.00 247.00

Traffic &

Transportation

Core City Renewal 135.60 135.60 90.40 90.40 - - -

Major Orbital

Roads - ORR

Phase I

- - - 816.00 1632.00 2448.00 3264.00

Major Orbital

Roads - IRR

- - - 270.00 540.00 810.00 1080.00

Bridges - 300.00 600.00 600.00 900.00 600.00 -

Flyover - 560.00 560.00 560.00 1,120.00 1,680.00 1,120.00

Rail Over

Bridges/Rail Under

Bridges

- 120.00 240.00 240.00 240.00 240.00 120.00

Pedestrian Sub

Ways

90.00 90.00 90.00 90.00 90.00 90.00 -

Other Facilities

Truck Terminal I - - 120.00 120.00 180.00 180.00 -

Truck Terminal II - - - 120.00 120.00 180.00 180.00

Whole Sale Market

Phase

616.15 616.15 616.15 205.38 - - -


142

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Rs. Lakh Bus Stand 51.00 51.00 51.00 17.00 - - -

Multi storied Car

Parking

- - 251.20 251.20 251.20 251.20 251.20

Sub Total 892.75 1,872.75 2,618.75 3,379.98 5,073.20 6,389.20 6,015.20

Grant Total 1,518.36 2,498.36 3,518.38 4,225.34 5,877.91 6,636.20 6,262.20

Source: Analysis

373. Projects which are proposed under other implementing agency like highway is to the tune

of Rs. 98,101 lakh and the detailed investment schedule is presented in Table 9.4.

Table 9.4: Highways Project Investment Phasing Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Rs. Lakh Traffic &

Transportation

Major Orbital Roads -

Bus Route Roads 360.00 360.00 360.00 360.00 360.00 - -

Major Orbital Roads -

Proposed ORR Phase II

& III 2,320.00 2,320.00 2,320.00 2,320.00 2,320.00 - -

Thirumangalam By-

pass 150.00 150.00 200.00 - - - -

Major Radial Roads - 1,530.00 3,060.00 3,060.00 3,060.00 3,060.00 1,530.00

Rail Over Bridges/Rail

Under Bridges 1,200.00 1,200.00 1,200.00 600.00 600.00 600.00 600.00

Pedestrian Sub Ways 1,310.00 1,310.00 1,310.00 655.00 655.00 655.00 655.00

Road side Busstand 165.00 385.00 - - - - -

CC Roads 732.00 732.00 732.00 366.00 366.00 366.00 366.00

Utility Duct - 162.30 162.30 216.40 - - -

Elevated Roads 10,080.00 10,080.00 10,080.00 5,040.00 5,040.00 5,040.00 5,040.00

Junction Improvements 360.00 480.00 360.00 - - - -

Total 16,677.00 18,709.30 19,784.30 12,617.40 12,401.00 9,721.00 8,191.00

Source: Analysis

Storm Water Drainage & Natural Drains

374. The proposed investments are in line with new formation of pucca drains and desiliting &

strengthening of primary drains. The estimated cost for extension and augmentation of

storm water drainage including the improvement measures to primary drains is about Rs.

14,971.06 lakh. Further to this lakes and ponds desiliting and bunding is proposed to the

tune of Rs. 655 lakh. The capital investment phasing for storm water drains and desilting

of primary drains/lakes are presented in Table 9.5.


143

Table 9.5: Investment Phasing for Storm Water Drains and Natural Drains

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Rs. lakh

Storm Water Drains New pucca open drains 649.85 974.77 974.77 974.77 974.77 974.77 974.77

New pucca closed drains 688.26 1,032.39 1,032.39 1,032.39 1,032.39 1,032.39 1,032.39

Natural Drains

Desilting & Strengthening

of Primary Drains

159.00 159.00 318.00 318.00 318.00 159.00 159.00

Improvement of Lakes 65.50 98.25 98.25 98.25 98.25 98.25 98.25

Total 1,562.61 2,264.41 2,423.41 2,423.41 2,423.41 2,264.41 2,264.41

Source: Analysis

Solid Waste Management

375. The total investment identified for this sector is Rs. 3,632 lakh. The requirements at the

disposal site are planned for the horizon year 2026. In addition, the other components of

primary and secondary collection are planned for the immediate requirements and

demands. The capital investment phasing for solid waste management sector is presented

in Table 9.6.

Table 9.6: Investment Phasing for the Solid Waste Management

Component 2006-

07 2007-

08

2008-

09

2009-

10

2010-

11

2011-

12

2012-

13

Rs. lakh

Primary Collections Vehicles

Push Carts Required 13.75 20.63 20.63 13.75 -

Containerized Tricycles (6 bins) 22.38 33.58 33.58 22.38 - - -

Secondary Collection

Container Bins (2.5 T) Capacity 26.73 26.73 35.64 - - - -

Transportation Vehicles

Dual Loaded Dumper Placers 90.00 90.00 120.00

Disposal Site

Land Fill Development 208.44 416.88 416.88 416.88 416.88 208.44 208.44

Compost Facility Development 97.75 195.50 195.50 195.50 195.50 97.75 97.75

Total 152.87 477.12 822.22 648.52 612.38 612.38 306.19

Source: Analysis

Street Lighting

376. Rs. 917.57 lakh is identified for the provision of additional streetlights for Madurai

Corporation. Additional amount to the tune of Rs. 64.85 lakh is proposed for conversion of

existing conventional tube lights to retrofit tube lights to save engergy in streetlighting

sector. The capital investment plan for street lighting is presented in Table 9.7.


144

Table 9.7: Investment Phasing for the Street Lighting

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Rs. lakh Lamp Posts 128.68 128.68 128.68 128.68 128.68

Tube Light 40.29 30.22 30.22 30.22 30.22 20.15 20.15

High Power 7.47 5.60 5.60 5.60 5.60 3.74 3.74

High Mast Lamps 7.00 5.25 5.25 5.25 5.25 3.50 3.50

Power Saver (Auto

timer) Switches

0.35 - - - - - -

Total 55.11 41.07 169.75 169.75 169.75 156.06 156.06

Source: Analysis

Urban Basic Services for Poor

377. To improve the basic infrastructure facilities in slums investment is proposed to the tune of

Rs. 4,276 lakh. Additional investments to the tune of Rs. 48,206 lakh is proposed for

costruction of houses for slum households, this component would be implemented by

Tamil Nadu Slum Clearance Board (TNSCB). All other infrastructre components others

than housing component is considered for Corporation investment. The capital investment

plan for urban basic services for poor is presented in Table 9.8.

Table 9.8: Investment Phasing for the Slums

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Rs. Lakh Water Distribution

Network

53.01 79.51 79.51 26.50 26.50 - -

No. of Public Water

Tanks/ Taps/ Hand pumps

50.74 33.83 33.83 50.74 - - -

Sewer Network - 106.02 212.04 212.04 212.04 212.04 106.02

Public Toilet Seats - 282.74 424.12 424.12 82.74 - -

Public Urinals 50.14 50.14 50.14 - - 50.14 50.14

Dustbins/ Temporary

Waste Storage Points

12.77 12.77 8.51 8.51 - - -

Tricycle Bins 10.07 10.07 6.71 6.71 - - -

Push Carts 3.92 3.92 2.61 2.61 - - -

Storm Water Drains 163.23 163.23 163.23 163.23 - 81.62 81.62

Streetlights 42.42 42.42 42.42 - - 42.42 42.42

Sub Total 386.29 784.64 1,023.11 894.46 521.29 386.21 280.19

Housing component 4,820.56 7,230.84 7,230.84 7,230.84 7,230.84 7,230.84 7,230.84

Grand Total 5,206.85 8,015.48 8,253.95 8,125.30 7,752.13 7,617.05 7,511.03

Source: Analysis

Other Identified Projects

378. Investment is proposed to the tune of Rs. 3,501 lakh for improvement of heritage area

around Sri. Meenakshi Amman Temple, setting up of my india park and improvement and

development of new parks with in the corporation limit. Further to this investment is

proposed for cpacity building, GIS Mapping to improve the revenue collection

performance.The capital investment plan for other components is presented in Table 9.9.


145

Table 9.9: Investment Phasing for the Other Projects

Component 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Development of

Heritage area -

Beautification of

Surrounding Sri.

Meenakshi Amman

Temple

- 60.00 60.00 60.00 60.00 60.00 -

Setting up of My India

Park

100 800.00 100.00 - - - -

Improvement of Park

and zoo

68.50 137.00 137.00 137.00 - 137.00 68.50

System Modernisation

and E-Governance

100.00 150.00 150.00 100.00 - - -

GIS Mapping - 40.00 60.00 60.00 40.00 - -

Capacity Building 30.00 30.00 20.00 20.00 - - -

Electrical Crematorium - - - 103.20 103.20 154.80 154.80

Construction of modern

slaughter House

- - 20.00 40.00 40.00 40.00 60.00

Total 298.50 1217.00 547.00 720.20 443.20 491.80 283.30

Source: Analysis

Summary

379. The total estimated base cost of projects is to the tune of Rs. 236,094.86 lakh. Out of the

total investment, Rs. 89,788.25 lakh is proposed as corporation component. The summary

of project outlay is presented in Table 9.10.

Table 9.10: Component wise Investments

Sector Capital Outlay

Corporation Component Rs. Lakh

Water Supply 18,111.95

Sewerage 13,122.23

Roads & Traffic and Transportation 30,536.74

Storm Water Drains & Desilting of Natural Drains 15,626.06

Solid Waste Management 3,631.68

Street Lighting 982.41

Slum Upgradation 4,276.18

Others 3,501.00

Sub-total (Corporation Component) 89,788.25

Other Agency Investment Component

Traffic & Transportation 98,101.00

Housing component for Slum 48,205.60

Sub-total (Other Agency Investment Component) 146,306.60

Grant Total 236,094.86

Source : Analysis


146

B. Financial Sustainability

1. Financial Sustainability

371. Sustainability Analysis. The sustainability analysis assumes that the Corporation will carry

out reforms indicated as assumptions for financial projections. A financial and operating

plan (FOP) prepared for Madurai Corporation then evaluates the Corporation fund status

for the following scenarios:

(i) Base Case Scenario. In the base case scenario, the finances of the ULB are forecast

in a “do nothing” or “without project” scenario. Additional resources mobilized

through various initiatives like expenditure control through energy savings,

privatization etc. and further resources mobilized through introducing conservancy

fee, parking fee, remunerative assets lease/ rental value appreciation and extending

advertisement fee coverage are loaded on to the FOP. The revenue surplus thus

generated indicates the ULB’s capacity to service capital expenditure.

(ii) Full Project Scenario. The Full project investment scenario is based on

investments identified for Madurai Corporation and the requirement for upgrading

the city’s infrastructure is estimated and phased based on the construction activity

and investment priority. Implications of this investment in terms of external

borrowings required, resultant debt service commitment, and additional operation

and maintenance expenditure are worked out to ascertain sub-project cash flows.

Revenue surpluses from the Base Case Scenario are applied to sub-project cash

flows emerging from full project investments – the Corporation fund net surpluses

indicates the ULB’s ability to sustain full investments. FY 2020 is assumed as the

reference year to determine the net surpluses and whether the Corporation

maintains a debt/revenue surplus ratio as an indication of the ULB’s ability to

sustain investments.

2. Basic Assumptions for Projections

372. The FOP is based on a whole range of assumptions related to income and expenditure.

These are critical to ascertain the investment sustenance and would also provide a tool to

test certain specific policy decisions regarding revenue and expenditure drivers on the

overall Corporation fiscal situation. This section elucidates the key assumption adopted for

the three FOP scenarios.

373. The FOP is a cash flow stream of the ULB based on the regular Corporation revenues,

expenditures, and applicability of surplus funds to support project sustainability. The FOP

horizon is determined to assess the impact of full debt servicing liability resulting from the

borrowings to meet the identified interventions. The proposed capital investments are

phased over seven years investment from FY 2006-07 to 2015-16 implying that the last

loan draw down would occur in FY 2020-21. Considering a five-year moratorium period,

the debt servicing commitment will commence in the FY 2011-12.


147

374. Revenue Income. The assumptions for forecasting revenue income comprise:

(i) Taxes and charges. In cases like property related taxes, water charges and

sewerage charges, where the base and basis of revenue realization are known and

predictable, the likely revenue is forecast based on certain assumptions regarding

growth in number of assessments, revision in ARV (in case of property-related

taxes), revision in charges/tariffs and improvement in collection efficiencies. The

assumptions with regards basis for forecasting revenue income of taxes and

charges are the same for two scenarios. However, the tax base (number of

connections) varies for the two scenarios, assuming that the new investments in

water supply and sewerage schemes will result in increased coverage of the

infrastructure systems. Table 9.11, Table 9.12, Table 9.13, Table 9.14 & Table

9.15 list the assumptions adopted with regards forecasting income from property

tax, water charges, drainage charges and conservancy fee respectively under the

three FOP scenarios. The investment scenarios include both full project and

sustainable investment scenarios.

Table 9.11: Key assumptions for forecasting income from Property Tax

Description Current Level Base Case

Scenario

Investment

Scenarios

Annual growth in number of

assessments (%) 2.24 2.50 2.50

Average ARV per Property

(Rs. Per Annum) 6,824 6,824 6,824

Tax Rate (% of ARV) 27.00 27.00 27.00

Periodic increase in ARV

(30%) per Property

2006-07 - Rs.8,871 Rs.8,871

2011-12 - Rs.11,532 Rs.11,532

2016-17 - Rs.14,992 Rs.14,992

Collection Performance (% of

Demand)

Arrears 17.00 30.00 50.00

Current 80.00 85.00 85.00

Source: Analysis

Table 9.12: Key assumptions for forecasting income from Water Charges


Scenario

Investment

Scenarios

% water connections to property

tax assessments 63 63 80

Existing monthly water charge per

connection (Rs.)

Domestic 42.85 42.85 42.85

Non Domestic 85.00 85.00 85.00

Industrial 150.00 150.00 150.00

Periodic revision in water charges

(%)

2006-07 - 15.00% 15.00%

Domestic Rs.50 Rs.50

Non Domestic Rs.100 Rs.100


148


Scenario

Investment

Scenarios

Industrial Rs.175 Rs.175

2009-10 - 15.00% 15.00%




2011-12 - 15.00% 15.00%




2015-16 - 15.00% 15.00%





Demand)

Arrears 56.00 50.00 50.00

Current 70.00 80.00 80.00

One time connection fee (Rs.)

Domestic 1,000 1,000 1,000

Non Domestic 2,000 2,000 2,000

Industrial 4,000 4,000 4,000

Periodic revision of one time

connection fee -

20 % - Once in

3 yrs

20 % - Once in

3 yrs

Source: Analysis

Table 9.13: Key assumptions for forecasting income from Sewerage Charges


Scenario

Investment

Scenarios

% Sewerage connections to PT

assessments 55 55 80

Monthly sewerage charge per

connection (Rs.)

Domestic - 125.00 125.00

Non Domestic - 150.00 150.00

Industrial - 375.00 375.00

Periodic revision in sewerage

charges (%)

2006-07 - 15.00% 15.00%




2009-10 - 15.00% 15.00%




2011-12 - 15.00% 15.00%






149


Scenario

Investment

Scenarios

Demand)

Arrears 62 50.00 50.00

Current 86 80.00 80.00

One time connection fee (Rs.)

Domestic 6,000 6,000 7,250

Non Domestic 10,000 10,000 12,000

Industrial 10,000 10,000 12,000

Periodic revision of one time

connection fee -

20 % - 3 yrs

once

20 % - 3 yrs

once

Source: Analysis

Table 9.14: Key assumptions for forecasting income from Solid Waste conservancy fee

Description Current Level

Base Case

Scenario

Investment

Scenarios

% coverage to PT assessments

Domestic - - 700

Non Domestic - - 100

Monthly conservancy fee per PT

assessment (Rs.)

Domestic - - 15.00

Non Domestic - - 50.00

Periodic revision in conservancy

fee (15%)

2006-07 - - 15.00

Domestic Rs. 15

Non Domestic Rs. 50

2009-10 - - 15.00

Domestic Rs. 20

Non Domestic Rs. 60

2011-12 - - 15.00

2015-16 - - 15.00

2018-19 - - 15.00

Collection Performance (% of Demand)

Arrears - - 50.00

Current - - 80.00

Source: Analysis

(ii) Other Revenue Income from Own Sources. All revenue income from own sources

other than property-related taxes, and water and sewerage charges, where the base

and basis is not clearly defined, are forecast based on the observed trend during the

assessment period (2000-01 to 2003-04), subject to minimum and maximum annual

growth rates of 5 percent and 10 percent, respectively. Though the income from the

Corporation properties and markets past trend witnessed low growth trend, by

taking necessary action towards upward revision and through increasing collection

efficiency Corporation can achieve 10 percent growth per annum. Since most of the

items past trend does not provide clear growth trend over the assessment period, it

was assumed that a minimum of 5 per cent and a maximum of 10 percent annum.


150

Table 9.15: Key Growth Rate Assumptions for Income from Other Own Sources

Description Current Level Assumption

Profession tax (7.79 %) 5.00 %

Other taxes & Charges (13.23 %) 5.00 %

Income from Corporation Properties and Markets 6.77 % 10.00 %

License Income (Trade, etc.) 2.24 % 5.00 %

Income from Special Services 20.02 % 10.00 %

Income from Sale Proceeds (100.00 %) 5.00 %

Income from Fees and Fines 8.42 % 8.42 %

Income from Interest on Deposits 59.49 % 6.00 %

Income from Investments (Excl. Interest) -- 5.00 %

Miscellaneous Income 22.83 % 10.00 %

Source: Analysis

(iii) Assigned Revenue. Items of assigned revenue such as surcharge on stamp duty,

entertainment tax share, etc. are forecast based on the observed trend during the

assessment period (2001 to 2003-04), subject to minimum and maximum annual

growth rates of 5 percent and 15 percent, respectively. Entertainment tax observed

trend during the assessment period was 6.35 percent, which attributes to

inconsistent transfer of ULB share during the review period. Hence, a nominal

growth rate of 7 percent assumed to forecast the revenue. In case of surcharge on

stamp duty witnessed a high growth rate of 26.49 percent during the review period,

which is very high. This high growth trend attributed to uneven transfer of stamp

duty to Corporation. Considering high property value appreciation in the city a

maximum of 10 percent has been adopted to forecast the revenue.

Table 9.16: Key Growth Rate Assumptions for Income from Assigned Sources


Entertainment Tax 6.35 % 7.00 %

Surcharge on Stamp Duty 26.49 % 10.00 %

Other Transfers 15.60 % 5.00 %

Total- Assigned Revenue 19.31 %

Source: Analysis

(iv) Grants and Contributions. Revenue income in the form of grants and contributions

are also forecast based on the observed trend during the review period (2000 - 01 to

2003-04), subject to minimum and maximum annual growth rates of 5 percent and

15 percent respectively. Although SFC devolution observed trend was very low,

owing to inconsistent transfer of grant and incentive fund/equalization fund

received during the review period. Considering the States tax revenue growth trend

forecast, population growth trend and reforms measures initiated by the

Corporation will fetch more devolution fund. In this perspective, a maximum of 5

percent growth per annum adopted.


151

Table 9.17: Key Growth Rate Assumptions for Income from Grants & Contributions


State Finance Commission Grant 1.12 % 5.00 %

Other Grants 3.33 % 5.00 %

Total- Grants & Contribution 1.27 %

Source: Analysis

(v) Additional Revenue Income due to Sub-Projects. The sub-projects – in case of

water and sewerage projects – are expected to fetch additional revenue by way of

increase in number of assessments and levy of user charges (in cases where a new

sewerage system is proposed). The sewerage charge is adopted as per Table 9.33

starting from 2007-08 and a revision of 15 percent is proposed every three years,

beginning from 2007-08. The additional revenue income due to water supply and

sewerage sub-projects is computed based on the proposed number of new

connections, proposed tariffs and assumed collection performance. In addition solid

waste conservancy fee also planned to levy on property assessments.

375. Revenue Expenditure. Key assumptions for forecasting revenue expenditure comprise:

(i) Expenditure on Corporation Services. Expenditure on Corporation services

including general administration, revenue collection and service delivery are

forecast based on the observed trend during the assessment period (2000-01 to

2003-04), subject to minimum and maximum annual growth rates of 5 percent and

20 percent, respectively. However, the public works and roads revenue expenditure

trend witnessed negative growth rate considering the necessity to upkeep the

corporation roads it was assumed at 10 percent per annum for forecast. Incase of

street lighting through privatization and energy saving measures Corporation can

maintain expenditure including energy consumption and maintenance at a rate of

10 percent, while the existing trend is at 81.53 percent.

Table 9.18: Key Growth Rate Assumptions for Forecasting Revenue Expenditure


General Administration & Revenue Collection

Staff Salary and Employee Related Expenses (2.77 %) 5.00%

Allowances to Elected Representatives 7.38 % 7.38%

General Expenses 13.76 % 10.00%

Pensions and Gratuities (9.09 %) 5.00%

Education - Staff Salary -- 5.00%

Miscellaneous (32.54 %) 5.00%

Total-General Admin. & Revenue Collection 5.54 %

Corporation Services excl. W&D

General Expenses 3.84 % 5.00%

Public Works and Roads (9.82 %) 10.00%

Public Health and Conservancy 19.20 % 10.00%

Street Lighting (including Electricity Charges) 81.53 % 10.00%

Education (3.49 %) 5.00%

Vehicle and Equipment Maintenance 3.65 % 5.00%

Miscellaneous (35.89 %) 5.00%

Total- Corporation Services excl. W&D 15.01 %

Source: Analysis


152

Table 9.19: Key Growth Rate Assumptions for Forecasting Water Supply Revenue

Expenditure


Staff Salary & Employee Related Expenses 1.74 % 8.00%

Administration Expenses (15.95 %) 5.00%

Equipment Maintenance & Repairs 7.55 % 8.00%

Board Payment (100.00 %) 10.00%

Electricity Charges (5.91 %) 10.00%

Vehicle Maintenance & Repairs (16.59 %) 10.00%

Miscellaneous 372.94 % 10.00%

Total- Water Supply & Drainage 0.78 %

Source: Analysis

(ii) Outstanding Non-debt Liabilities. The outstanding non-debt liabilities like

payments due to employees, TNEB, TWAD, State Government cess, etc. are

assumed to be cleared in equal installments over a 5-year period from 2006-07 to

2010-11. Wherever data was provided by the ULB, it was considered for preparing

the FOP.

(iv) Outstanding Debt Liabilities. The outstanding debt liabilities are proposed for

clearance over a 10-year period beginning 2006-07 to 2016-17 with the furnished

interest rate adopted otherwise at a constant interest of 9.50 percent per annum was

assumed.

(iv) Additional O&M Expenditure due to Sub-Projects. While each sector identifies the

O&M costs applicable for asset maintenance (manpower, consumables, power

charges, etc.), a proportion of the capital cost was derived for projections. Table

9.20 presents the assumptions regarding O&M expenditure on new assets.

Table 9.20: Assumptions for O&M Expenditure

Sector As % of Capital Cost

Water Supply 6.00

Sewerage & Sanitation 4.00

Roads and Traffic Management 3.00

Storm Water Drainage 2.00

Solid Waste Management 10.00

Street Lighting 10.00

Slum Upgradation 1.00

Others 2.00

Source: Analysis

376. Capital Account. In case of capital account, No regular capital grant is expected during the

forecast period, as this scenario is aimed at ascertaining the ULB’s capacity to generate

internal resources that would be leveraged to undertake identified sub-projects. In the

identified investment and sustainable investment scenarios, sub-project cash flows are

loaded onto the FOP and their impact on municipal finances in corresponding scenarios

are tested. Key assumptions regarding capital account are investment phasing and project

financing/funding structures.


153

377. Capital Expenditure. The estimated expenditure for implementing sub-projects is phased

over a seven period beginning 2006-07. Based on the above phasing the actual investment

requirement over the seven-year period is ascertained adopting a physical contingency of

seven percent and a price contingency of six percent per annum. Following tables presents

the base full project cost and implementation schedule.

Table 9.21: Summary of estimated capital investment and phasing schedule

Sector Total

Investment

Investment Phasing (%)

Rs. Lakh 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Corporation Infrastructure

Water Supply 18,111.95 21% 18% 20% 20% 14% 3% 4%

Sewerage & Sanitation 9,122.23 12% 13% 22% 10% 17% 16% 11%

Roads 30,536.74 5% 8% 12% 14% 19% 22% 21%

Storm Water Drains 15,626.06 10% 14% 16% 16% 16% 14% 14%

Solid Waste Mgmt 3,631.68 4% 13% 23% 18% 17% 17% 8%

Street Lighting 982.41 6% 4% 19% 19% 19% 17% 17%

Slum Upgradation 4,276.18 9% 18% 24% 21% 12% 9% 7%

Others 3,501.00 6% 18% 21% 21% 13% 14% 8%

Sub Total – ULB Investment 85,788.25

Source: Analysis

Table 9.22: Summary of investment phasing - ULB component

Sector Total

Investment

Investment Phasing – Rs. Lakh at Current Price

Rs. Lakh 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Corporation Infrastructure

Water Supply 18,111.95 3,872.98 3,288.19 3,558.80 3,534.42 2,604.05 611.05 642.45

Sewerage & Sanitation 9,122.23 1,061.97 1,200.95 1,972.73 868.02 1,535.72 1,502.44 980.41

Roads 30,536.74 1,518.36 2,498.36 3,518.38 4,225.34 5,877.91 6,636.20 6,262.20

Storm Water Drains 15,626.06 1,562.61 2,264.41 2,423.41 2,423.41 2,423.41 2,264.41 2,264.41

Solid Waste Mgmt 3,631.68 152.87 477.12 822.22 648.52 612.38 612.38 306.19

Street Lighting 982.41 59.01 43.98 181.75 181.75 181.75 167.09 167.09

Slum Upgradation 4,276.18 386.29 784.64 1,023.11 894.46 521.29 386.21 280.19

Others 3,501.00 198.50 617.00 747.00 720.20 443.20 491.80 283.30

Sub Total – ULB Investment 85,788.25

Source: Analysis

378. Capital Income. As per the following financing plan ULB’s investment share and other

agencies investments are proposed as per NURM guidelines.

Table 9.23: Financing pattern for proposed projects

Sector Central Govt.

Grant

State Govt.

Grant

ULB/FIs/PPP/

Beneficiaries

Percentage

Corporation Component

Water Supply 50 20 30

Sewerage & Sanitation 50 20 30

Roads and Traffic Management 50 20 30

Storm Water Drainage 50 20 30

Solid Waste Management 50 20 30

Street Lighting 50 20 30

Slum Upgradation 50 25 25


154

Sector Central Govt.

Grant

State Govt.

Grant

ULB/FIs/PPP/

Beneficiaries

Percentage

Corporation Component

Others 50 20 30

Other Implementing agency

component

Traffic & Transportation - Other

Agency

50 20 30

Slum Housing - TNSCB 50 25 25

Source: NURM Guidelines

Table 9.24: One-time charges for water & sewerage connections

Sl.No Description Water Supply Sewerage

1 Domestic 1,000 6,000

2 Non Domestic 2,000 10,000

3 Industrial 4,000 10,000

379. In summary, the following key assumptions were made while preparing the cash flows:

(i) Revenue Income .

a. Property Tax: Projected based on ARV per property; number of assessments

to grow at a nominal 3 percent per annum; ARV for all properties revised

once in 5 years beginning 2006-07 at 30 percent; and collection performance

assumed at 50 percent against arrears demand and 80 percent against current

demand.

b. Water Charges: At a nominal 2.25 percent per annum (proportionate to

property tax assessment growth rate) regular connections are envisaged in

the base case scenario and increase in water connections is a result of the

availability of additional water for distribution – it is assumed that 80

percent of the property tax connections would have water connections by FY

2009-10; the current rate of water charge is maintained till 2005-06, and

from 2006-07 a 15 percent increase is assumed every 3 years; collection

performance is assumed at 50 percent against arrears demand and 80 percent

against current demand; and new (one-time) connection charges are

collected as per the current rate till 2005-06, and from 2006-07 a 20 percent

increase in every 3 years.

c. Sewerage Charges: No new connections envisaged in base case scenario and

sewer connections are provided under the Project – it is assumed that 80

percent of the property tax connections would have water connections by FY

2011; monthly flat rate of Rs. 125, Rs, 150 & Rs. 375 per connection for

domestic, non domestic and industrial connections respectively, it is

assumed for sewerage charge starts from 2007 - 08, and from then on a 15

percent increase is assumed every 3 years; collection performance is

assumed at 50 percent against arrears demand and 80 percent against current

demand.


155

d. Conservancy Fee: In base case scenario and investment scenarios, it is

assumed that 70 percent of the residential property tax assessments and 100

percent of non domestic property assessments would have to be brought

under the conservancy fee coverage net. Monthly conservancy fee of Rs. 15

& Rs, 50 per property assessment s has been proposed for residential and

non domestic properties respectively. It is assumed for conservancy fee

starts from 2006-07, and from then on a 15 percent increase is assumed

every 3 years; collection performance is assumed at 50 percent against

arrears demand and 80 percent against current demand.

e. All other Revenue income items. (including Corporation own sources, grants

and assigned revenues): past trend is adopted, subject to minimum and

maximum ceilings of 5 and 15 percent per annum, respectively.

(ii) Revenue Expenditure.

a. Past trend is adopted, subject to minimum and maximum ceilings of 5 and

20 percent per annum, respectively.

b. Additional O&M expenditure is estimated based on ascertained percentages

of capital costs.

c. All outstanding non-debt liabilities are to be cleared off in the next 5 years.

d. All outstanding debt liabilities are to be cleared off in the next 10 years at an

interest rate provided by the ULB, otherwise at an average interest rate of

9.50 percent.

e. New loans are to be serviced over a 20-year tenor (including a five-year

principal plus interest moratorium).

(iii) Capital Expenditure.

a. Capital expenditure is forecast based on the identified investments.

b. The base costs estimated are at 2005-06 prices, which are then indexed by 7

percent for physical contingencies, and 6 percent for price contingencies.

(iv) Capital Income.

a. Based on the past trend regular capital grants are estimated.

b. Capital income is ascertained based on assumed project financing patterns

as detailed in Table 9.23.

3. Project Cash Flows and FOP Results

380. The base case scenario is worked out considering only the revenue account transactions to

assess the Corporation capacity to generate revenue surpluses that could be leveraged to

undertake capital investments. Detailed cash flows are worked out for each of the sub-

projects based on the assumptions with regards investment phasing, financing pattern,

additional O&M expenditure and additional income due to proposed capital investments,

for the Full Project scenario. The net project cash flows are then loaded onto the base case

scenario to test their impact on the overall Corporation fiscal situation.


156

Sewerage & Sanitation

4%Road and Traffic

Management

13%

Storm Water Drainage

7%

Solid Waste

Management

2%

Slum Upgradations

2%

Housing - TNSCB

21%

Water Supply

8%

Traffic & Transportation -

Other Agency

41%

Others

2%

Street Lighting

0%

381. Base Case Scenario. The base case scenario results indicate that under the past-trend based

assumptions adopted, Madurai Corporation would end up with a positive cumulative

surplus of Rs. 19,499 lakh by the end of FY 15. With reforms and additional resource

mobilization initiatives like energy savings in street lighting and parking fee, levying of

new charges like conservancy fee Corporation can reach above said cumulative surplus

(refer Table 9.26).

Figure 9.1: Sector wise Investment

(i) Full Project Sustenance

Scenario. Table 9.27

presents a summary of total

project cash flows due to the

full project scenario. The

total net project cash flows

due to full project when

loaded onto the base case

Scenario FOP indicate that

Madurai Corporation would

sustain the proposed

investment. Table 9.27

presents a summary of the

Corporation fiscal status in

the Full Project scenario. The

full project (Corporation

share) investment proposed

for Madurai is to the tune of Rs. 85,788.26 lakh, details of sector wise financing pattern is

presented in the following table.

382. Out of the total project costs, the share of ULB is Rs. 25,522.66 lakh, which would

financed through internal accruals, debt financing and private sector participation. ULB

would mobilise the resources to the tune of 80% of their share with the remaining 20%

coming from FIs and private sector participation.

Table 9.25: Summary of Financing Plan

Sectors Central

Govt. Grant

State Govt.

Grant

ULB/FIs/PP

P/Beneficiar

ies

Total

Rs. Lakh

Corporation Investment Share

Water Supply 9,055.97 3,622.39 5,433.58 18,111.95

Sewerage & Sanitation 4,561.12 1,824.45 2,736.67 9,122.23

Road and Traffic Management 15,268.37 6,107.35 9,161.02 30,536.74

Storm Water Drainage 7,813.03 3,125.21 4,687.82 15,626.06

Solid Waste Management 1,815.84 726.34 1,089.50 3,631.68

Street Lighting 491.21 196.48 294.72 982.41

Slum Up gradations 2,138.09 1,069.05 1,069.05 4,276.18

Others 1,750.50 700.20 1,050.30 3,501.00


157

Sectors Central

Govt. Grant

State Govt.

Grant

ULB/FIs/PP

P/Beneficiar

ies

Total

Rs. Lakh

Gap Funding for ongoing

Sewerage scheme 4,000.00 4,000.00

Sub Total- Corporation Share 46,894.13 17,371.47 25,522.66 89,788.25

Other agencies Investments

Share

Traffic & Transportation –NH/SH Agency 49,050.50 19,620.20 29,430.30 98,101.00

Slum Housing - TNSCB 24,102.80 16,871.96 7,230.84 48,205.60

Sub Total - Other agencies

Share 73,153.30 36,492.16 36,661.14 146,306.60

Grand Total 116,047.4 53,863.62 62,183.81 236,094.86

158

Table 9.26: Summary of Full Project Cash Flow. Description 2007 2008 2009 2010 2011 2012 2013 2014 2015

Rs. Lakh

Full Sub Project Cash Flow

1 Water Supply (73) (281) (412) (595) (823) (1365) (1442) (1550) (1672)

2 Sewerage 6 437 969 1,722 3,361 5,213 6,851 7,627 8,345

3 Roads and Traffic Management (9) (33) (84) (169) (291) (481) (744) (1,118) (1,617)

4 Storm Water Drainage 166 306 378 403 304 84 (119) (364) (650)

5 Solid Waste Management 166 306 378 403 304 84 (119) (364) (650)

6 Street Lighting (1) (4) (11) (23) (42) (67) (93) (120) (150)

7 Slum Upgradations (4) (12) (35) (73) (125) (227) (342) (475) (626)

Total Sub Project Cash Flow 251 720 1,182 1,667 2,689 3,242 3,993 3,636 2,980

Total Full Project Cash Flow

Opening Balance 75 317 405 414 886 764 265 (1,407)

A Sources of Fund

1 Debt Drawdown 1,987 2,241 2,750 2,915 3,193 1,039 1,178 1,575 1,461

2 Equity Drawdown 704 769 880 932 1,006 289 346 421 382

3 Govt. Grant 1,154 1,290 1,555 1,649 1,800 529 611 810 742

4 User Charges 177 308 477 790 1,158 1,500 1,990 2,101 2,174

5 New Connection Fees 67 485 641 808 1,520 1,414 922 99 100

B Disposition of Funds

1 Project Capex 3,845 4,301 5,185 5,496 5,999 1,897 2,177 2,850 2,631

2 Operation & Maintenance - 202 451 763 1,110 1,522 1,699 1,896 2,123

3 Debt Servicing- Repayment - - - - - 1,406 1,507 1,642 1,774

4

Interest During Construction 169 359 593 841 1,112 81 174 301 417

Total- Outflow 4,014 4,862 6,229 7,100 8,221 4,906 5,558 6,689 6,945

Source: Analysis

159

Appendix – 1a: Details of Water Supply Headworks

Item Description

Kochadai Head works

Year of construction 1924

Distance from the town 7 Kms

HP of motor pumps 170 HP centrifugal

Duty of the pumpset 3000 GPM against 85 feet Head

Length of Infiltration Gallery 716' across the river; 480' along the U/S and 120' along the D/S

Daily Average pumping Not Functional

Melakkal Head works



HP of motor pumps 60 HP

Duty of the pumpset 2600 GPM against 34 feet

Length of Infiltration Gallery 1000 feet (2 rows of 18 inch SW pipe

with cement fillet joints)

Length of conveying main from Melakkal to

Arasaradi water pumping station

45.94 feet(24" RCC Hume pipe) and 5122

feet (21" RCC Hume pipe)

Daily Average pumping 14.00 MLD

Collector well Head works


Distance from the town 7.5 Kms

Diameter of well 4 m

HP of motor 135 HP (Vertical turbine)

Duty of pumpset 3470 GPM against 90 feet

Length of Radial pipes 16 radials of total length of 1112 feet & 8

radials of total length of 800 feet.

Daily Average pumping Not Functional

Thatchampathu Head works

Year of Construction 1985


No. of Infiltration well 3 Nos.

Diameter of well 4. 50 m - 2 Nos. & 3.50 m -1 No.

Depth of well 9 m - 2 Nos. and 10 m - 1 No.

Duty of submersible pumpsets 1800 lpm / 13m-10 HP- 2 Nos. and

1140 lpm / 14m- 7.5 HP - 1 No.

HP of the pump set 90 HP

Length of conveying main from

Thatchampathu to Arasaradi water pumping

station

16.70 Kms ; 300 mm diameter AC pipe

Daily Average pumping 2.00 MLD

Manalur &Thiruppuvanam Head works

160

Item Description



HP/ Duty of Infiltration well, motor pump sets

at Manalur Head works

25 HP/ (4741 lpm, 17m)

HP/ Duty of Infiltration well, motor pump sets

at Thiruppuvanam Head works

40 HP/ (4741 lpm, 27m)

HP/ Duty of Booster pumpset at Manalur 230 HP/ (9482 lpm,81m)

Length of main 3.60 Kms; 350mm diameter AC pipe

(Thiruppuvanam to Manalur);

13.20 Kms; 450 mm diameter of AC pipe

(Manalur to Joseph Park)

Daily Average pumping 2..00 MLD

Appendix – 1 b: Details of Water Treatment Plant at Pannaipatty.

Sl.No. Item Description

1 Year of Construction 1991 to 1993

2 Raw Water main inlet 1100 mm diameter PSC

3 Clear water main outlet 1100 mm diameter PSC

4 Inlet Level at Aerator 235.50 m

5 Outlet Level at Clear water Reservoir 224.50 m

6 Capacity of Clear water Reservoir 30.00 Lakh Litres

7 Raw Water Transmission main 1100 mm PSC pipe of 16.60 Kms

8 Clear Water Transmission main 1100 mm PSC pipe of 18.00 Kms and

1000 mm PSC pipe of 30.80 Kms

9 Aerator

Type of Aerator Cascade

Number of Trays 3 Nos. (3m, 6m & 9m) each 0.50 m

spacing

Diameter of collecting tray 15.00 m

Inlet pipe 1000 mm diameter M.S with CM lining

10 Raw water Channel

Width 1.50 m

Depth of flow 0.70 m

11 Stilling Chamber

Size of stilling chamber 8.00 m x 4.00 m

Detention time 1 minute

12 Parshall Flume

Throat width 1.20 m

Range 50 m3/m to 150 m3/m

13 Dividing Chamber

Diameter 5.00 m


14 Pre-Chlorination dosage 3 ppm depend on degree of pollution

15 Chemical House

Maximum Raw water Turbidity 3000 NTU

Normal Raw water Turbidity 1220 NTU

Ground Floor Storage area for Alum & lime (3 months

161


requirements)

First Floor 3 Nos. of alum mixing tank & dosing

tank; and

3 Nos. of lime mixing tank & dosing

tank.

16 Flash Mixer (Alum & Lime)

No. of Units 2 Nos.

Diameter 3.50 m


17 Clarifloculator

No. of Units 2 Nos.

Diameter 48 m

Floor Slope 1 in 12

Flocculation 30 minutes detention time

Clarifier 3 Hours detention time

Inlet Shaft RCC 1000 mm diameter

Surface leading 1500 litres/m2/hour

Loading of weir 300 m3/m/day

Type of weir V- notch; 8 mm thick M.S. Plate

Velocity of weir 0.30 m/sec

18 Wash water tank

Capacity 8.00 Lakh litres

Staging Height 12.00 m

No. of Compartments 2 Nos.

19 Chlorination Shed

No. of Units 3 Nos. (1 No. of Pre-Chlorination; 1 No.

of Post-Chlorination; and 1 No. of stand-

bye)

No. of Booster pumps 2 Nos.

No. of 1 Ton capacity cylinders 18 Nos

20 Filters

Type Rapid sand gravity filters

No. of beds 12 Nos. (2 Nos. stand-bye)

Size of bed 8.00 m x 6.50 m

Rate of filtration 7200 litres/m2/hour

Area of filter house 1300 m2

Filter Media (Gravel 40 cm depth)

3.175 mm to 6.00 mm 12.50 cm

6.00 mm to 20.00 mm 12.50 cm

20.00 mm to 50.00 mm 15.00 cm

Sand ( 60cm depth)

Effective size 0.4mm to 0.6mm

Uniform coefficient 1.35 to 1.75

Under drains

Lateral pipe 80 mm CI with 12mm perforations at 30

cm interval

Manifold RCC channel with CI Tee

Back wash water

Rate of back wash 400 litres/minutes/sqm

Air Blowers

Rate of supply 1.25 cum per minute

Duration 5 minutes

162


Working pressure 0.4 kg / sqcm

Valves Electronically operated with actuators

21 Secondary Flash mixer (Lime)

Diameter 5m

Liquid Depth 2.7m

22 Clear Water Reservoir

Capacity 30 lakh litres

Diameter 37m

Storage depth 2.80m

Inlet 1 No of 500mm dia

Outlet 1000mm dia

Overflow 750mm

Appendix – 1 c: Details of Booster Pumping Station.


1 Booster Pumping Station



2 Ground Level Storage Reservoir (GLSR)

Capacity of GLSR 68.00 Lakh Litres

Size of GLSR In 2 compartments

Maximum Water Level 138.00 m

Lowest Water Level 133.50 m

3 Balancing Over Head Tank (OHT)

Capacity of Balancing Tank (OHT) 11.50 Lakh litres

Diameter of Balancing Tank (OHT) 19.00 m

4 HP of the motor pumpset 120 H.P (2 Nos.)

5 Duty of the pumpset 3200 GPM - 80'

6 Direct Line to North Bank OHT


HP of the motor 150 H.P (2 Nos.)

Duty of the pumpset 2100 GPM against 160' head

7 Under Vaigai Scheme


HP of the motor 270 H.P (1 No.)

Duty of the pumpset 4200 GPM against 160' head

163

Appendix – 1 d: Service Reservoirs and Distribution Zone

Reservoirs Name of Reservoir Distribution Zones Capacitry

Ward Nos. Lakh litres

Ground Level Service Reservoirs

1 Arasaradi GLSR - 68.00

Over Head Tanks

North Zone

1 Aruldosspuram 1, 20, 21 20.00

2 Sellur 14 (0.35), 15 (0.45), 16, 17, 18, 19 (0.7) 13.60

3 Rajaji Park

7(0.25), 9, 10, 11(0.75), 13 (0.1), 15

(0.10) 18.00

4 Anna nagar I 7(0.75) 2.30

5 Anna nagar II 8 6.00

6 KK Nagar 6, 11(0.2) 8.00

7 Lotus Tank 11(0.05), 12(0.25), 13(0.1) 2.30

8 K Pudur 3, 4, 5(0.55) 15.00

9 Race Course 13(0.8), 14(0.15), 15(0.45) 6.80

10 Reserve Line 2, 5(0.45), 12(0.75), 14(0.50), 19(0.3) 20.00

Sub Total 10 Nos 112.00

South Zone

11 Kochadai 69, 71, 72 15.00

12 Pazhaganatham 41, 64, 65, 66, 67, 68, 69 25.00

13 Arasaradi 28, 29, 70 11.50

14 Arapalayam 22 to 27, 30 30.00

15 Sunday market I 32(0.25), 33(0.75), 36(0.75), 37(0.75) 10.00

16 Sunday market II 10.00

17 Tamil Sangam Road

33(0.25), 34, 35, 36(0.25), 37(0.25),

48(0.25) 20.00

18 East Marret Street 46(0.25), 47, 48(0.75), 49 20.00

19 Traveller's Bunglow

31, 32(0.75), 38(0.20), 39(0.15),

40,42,43,60 to 63 30.00

20 Jhansi Rani Park 38(0.80), 39(0.85), 44, 46(0.7) 20.00

21 Joseph Park I 45, 46(0.05), 54, 55, 56, 57, 58, 59 15.00

22 Joseph Park II 15.00

23 New Ramnad Road 50, 51, 52, 53 15.00

Sub Total 13 Nos 236.50

Total 23 Nos 348.50

Source: Madurai Corporation

164

Appendix - II – Reform agenda of the ULB

Reform Agenda at the Level of Madurai Corporation

1.0 Accounting Reform

Madurai Municipal Corporation introduced accounting reforms in the year 2001 through

the introduction of double entry accrual based accounting system. The system is being

implemented successfully.

2.0 E – Governance Applications (using IT, GIS and MIS)

Has there been any initiative towards the use of E – Governance applications or setting up

of an E- Governance cell within the ULB?

Yes No

If yes, for what services is the ULB using these applications and in what way?

� Online collection of property tax, water charges from 25 collection centers.

� Madurai was the first urban local body in Tamil Nadu to introduce online payment.

� Issue of Birth and Death certificates.

� Touch screen facility to know tax dues, birth and death registration details, etc.

� Building Plan Approval.

� Salary pay bill preparation of 4700 employees and issuance of pay slips.

� Electronic attendance System using Bio Matrix Reader and generation of

� attendance reports.

� Stores And Inventory , Purchase orders, Invoices, Delivery, Material Issues etc.

� Credit /Debit Card Transaction.

� Vehicle Management System.

� Video Conference.

� Automation of solid waste management system.

� Computerisation of toll collection of the ring road and bus stand at Mattuthavani.

In addition, GIS has been introduced in Madurai Corporation. Work has been completed in

one zone and is progress in three other Zones.

3.0 Property Tax Reform-, 2004/05

What is the total number of properties in the city?

What is the number of properties assessed for purpose of taxation?

What is the number of properties, which paid taxes in the fiscal year

2003/04?

√√√√

170000

135136

121136

165

What is the basis of Taxation?

The basis of taxation in Madurai Municipal Corporation is the unit area method to

determine the Annual Rental Value

Unit area values to determine ARV

What is the amount of tax demanded?

Collectable Demand

2003/04 2004/05

What is the amount of tax collected?

2003/04 2004/05

Achieving the target of 85% tax collection to tax demanded

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7

4.0 Levy of User Charges

Water Supply

Percentage of households covered by municipal water supply

Per capita domestic water supply

Average number of hours of water supply

Percentage of non – revenue water to total water released

Percentage of water supplied free

Percentage of water lost due to leakages and thefts

It may be mentioned that the percentage of non-revenue water is ascertained based on the

condition assessment of the water supply system. It is intended to carry out a detailed

study to estimate the non-revenue losses to enhance the efficiency of the water supply

system . In addition, the Municipal Corporation has taken a series of initiatives to arrest

√√√√

Rs. 21.80 Crores (86%) Rs. 21.10 Crores ( 81%)

Rs. 26.16 Crores. Rs. 25.26 Crores.

√√√√

62%

60 lpcd

1 ½ Hrs.

30 %

10 %

20 %

166

illegal connections and enhance the coverage of the House Service connections.

Total Cost (Operation & Maintenance and debt repayment) incurred in delivering water.

2003/04 2004/05

Total recoveries from the sale of water

2003-04 (Rs.in lakhs)

User Charges Water tax Total % Recovery

2004-05 (Rs.in lakhs)

User Charges Water tax Total % Recovery

The Corporation maintains a separate account for Water Supply and Sewerage comprising

of the income and expenditure details of the water supply and sewerage system only. The

Corporation collects user charges for water supply and also collects water tax as part of the

property tax. The shortfall in the O&M recovery is due to earlier debt, which is being met

through the general funds of the Corporation.

Achieving Cost recovery target (full O & M recovery)


Other Services

2003-04

O & M Cost User Charges Percentage

Rs. in Lakh Rs. in Lakh

a. Street Lighting

b. Sewerage System

c. Scavenging

* Includes drainage Tax Rs. 464 lakhs

Rs. 1230 Lakhs. Rs. 656 Lakhs.

√√√√

176 Nil Nil

331.00 309.75 640.75 98%

175 353% 618.27 *

398 Nil Nil

334.00 396.90 730.90 59%

167

2004-05

O & M Cost User Charges Percentage

Rs. in Lakhs Rs. in Lakhs

a. Street Lighting

b. Sewerage System

c. Scavenging

** Includes Drainage Tax Rs.595 lakhs

Madurai Corporation has taken measures to reduce O&M costs on street lighting through

innovative measures. The Corporation has privatized street lighting operations. It is

anticipated that this would result in savings in O &M costs, in addition to increased

efficiency.

With regard to sewerage charges, the local body is currently levying tariff at the following

rate:

Category Tariff (Rupees per annum)

Property Tax

(Rupees)

Residential Commercial Industry

1-250 100 1080 1800

251-750 375 1080 1800

751-1500 525 1080 1800

More than 1500 600 1080 1800

The Madurai Corporation is currently implementing an underground sewerage scheme.

On completion of the scheme, O&M costs will go up. Hence, in the next 5 years, the

Corporation will aim to increase O&M cost recovery through

a) extending house connections b) increasing collection efficiency and c) revision of tariff

on a reasonable basis.

The Corporation will make efforts to achieve full cost necessary for O & M of the

sewerage scheme by year 5 (2010-11)

Achieving Cost recovery target (full O & M recovery)


√√√√

188 Nil Nil

194 369% 715 **

415 Nil Nil

168

Services to the Urban Poor

Percentage of households living in unauthorized

tenements/temporary structures

Percentage of households living in unauthorized

tenements/temporary structures without access to

Municipal Water Supply

Sanitation

Primary Education

Primary Health

Reaching the Services to the Urban Poor


Internal earmarking of budgets for the urban poor


√√√√

√√√√ .32 .32 .32 10.40

20 %

10 %

20 %

10 %

1 %

2 %

169

Appendix - III – Reform agenda of the State Government

Reform Agenda at the level of the State Government

1. Implementation of the Constitution (Seventy-Fourth) Amendment Act, 1992

What is the status of implementation of the following as per the Act ? Specify:

(a) & (b) Constitution and Composition of municipalities

� In Tamil Nadu there are 102 Municipalities and 50 Third Grade Municipalities (erstwhile

Town Panchayats have been renamed as Third Grade Municipalities)

� The norm for constitution of Third Grade Municipalities is minimum population of

30,000.

� Based on the minimum annual income, the Municipalities have been classified as follows:

� As per section 7 of the Tamil Nadu District Municipalities Act,1920, the Municipal

Council shall consist of such number of councillors as may be determined by the State

Government, by notification which shall not be more than fifty-two and shall not be less

than twenty In G.O.(Ms).No.135, Municipal Administration and Water Supply

Department, dated 11.6.1996, the Government have prescribed a population norm for

determining the number of councillors (exclusive of Chairman) of a Municipal Council.

� In respect of the Municipal Corporations of Chennai, Madurai and Coimbatore, the

strength of the Councillors to be elected has been prescribed in the respective Acts itself,

as follows: Chennai Corporation – 155, Madurai Corporation – 72, Coimbatore

Corporation – 72

� In G.O.(Ms).No. 134, Municipal Administration and Water Supply Department, dated

10.6.1996, the Government have fixed the strength of the Councillors to be elected in the

other Corporations as follows: Tiruchirappalli Corporation – 60, Tirunelveli Corporation

– 55, Salem Corporation – 60.

� Further the members of the House of the People and the members of the Legislative

Assembly representing the constituency comprising the whole or any part of the

municipality and the members of the council of States who are registered as electors

within the area of the municipality shall also be represented in the council. Similar

Grade Minimum Annual Income (Rs. Lakhs)

Special 500

Selection 200

First 100

Second 50

170

provisions are available in the Corporation Acts.

(c) Reservation of seats for Women, Scheduled Castes and Scheduled Tribes

� According to section 3-I and section 7 of the Tamil Nadu District Municipalities Act,

1920, certain offices of the Chairmen, Members / Councillors of the Third Grade

Municipalities and Municipalities shall be reserved for Scheduled Castes and Scheduled

Tribes.

� Among the offices reserved for Scheduled Castes or Scheduled Tribes, not less than one

third of the Offices shall be reserved for women belonging to Scheduled Castes or

Scheduled Tribes.

� Further, not less than one third of the total number of offices of Chairmen / Members /

Councillors of Third Grade Municipalities and Municipalities in the State (including

those reserved for S.C./S.T. women) shall be reserved for Women.

� The Offices of Chairmen and Councillors shall be reserved by rotation for future

elections.

� Orders regarding reservation in the offices of Chairmen and Members/Councillors of

Third Grade Municipalities, Municipalities have been issued in G.O.(Ms).No.196,

Municipal Administration and Water Supply Department, dated 27.8.1996 and

G.O.(Ms).No.189, Municipal Administration and Water Supply Department, dated

20.8.1996, respectively.

� Similar provisions for reservation in case of Councillors of Municipal Corporations are

available in the Acts governing the Municipal Corporations.

� The Government have delegated the power of reservation to the Commissioners of

respective Municipal Corporations.

� As regards reservation in the offices of Mayor, according to the Special provision made in

the Tamil Nadu Municipal Corporation Laws (Amendment and Special Provision) Act,

1994, out of the total number of offices of Mayor in this State, one shall be reserved for

the members belonging to the Scheduled Castes or Scheduled Tribes, as the case may be

and two shall be reserved for women and reservation shall be allotted by rotation to

different Municipal Corporations in the State in such manner as may be prescribed.

� Orders regarding reservation in offices of Mayor for the Scheduled Castes or Scheduled

Tribes have been issued in G.O.(Ms).No.195, Municipal Administration and Water

Supply Department, dated 27.8.1996.

(d) Constitution of District Planning Committees (DPCs)

District Planning Committees as per Article 243 ZD have been constituted in Tamil Nadu.

The DPCs have been operationalised fully and made functional. The first meeting of the

DPCs was held on 4.2.2002 and subsequent meetings have been held once in three months

to discuss the developmental issues relating to the district.

171

(e) Constitution of Metropolitan Planning Committees:

It is proposed to amend the provisions of Chennai City Municipal Corporation Act, 1919

and Tamil Nadu Town and Country Planning Act, 1971 so as to set up the Metropolitan

Planning Committee. The Draft Bill has been finalized. The Metropolitan Planning

Committee will be constituted in 2006-07.

(f) Incorporation of Schedule 12 into the State Municipal Act

This Government have enacted the conformity legislations in keeping with the spirit of the

Constitution (74th Amendment) Act. By the conformity legislations (Tamil Nadu Acts 25

and 26 of 1994) the functions which had been available in various sections in the

enactments governing the Urban Local Bodies of this State, have been consolidated and

incorporated in a separate Schedule in the Acts governing the Urban Local Bodies.

Which of the functions of Schedule 12 have been incorporated into the State Municipal Act

and transferred to ULBs?

With the exception of Fire Services, other functions listed in Scheduled 12 are being

performed by the Urban Local Bodies. The details of the powers and functions entrusted to

the Urban Local Bodies are given below:-

i) Urban Planning including Town Planning (Function 1):-

Urban Planning including Town Planning is governed under the provisions of the Tamil

Nadu Town and Country Planning Act, 1971. When the Local Planning Authorities are

constituted under Section 11 of the Act in respect of a single Urban Local Body, the Local

Body itself is declared as the Local Planning Authority. However, where there are two or

more local bodies, four members of the Local Bodies are appointed as representatives in

the Composite Local Planning Authority. According to Section 12 of the Act, the

functions of the Local Planning Authority shall be, to carryout a survey of the local

Planning area, to prepare a land use map, to prepare a Master Plan and Detailed

Development Plan and to carryout work as contemplated in the Master Plan and Detailed

Development Plan.

ii) Regulation of land use and construction of Building (Function-2):-

Regulation of land use is governed under the provisions of the Tamil Nadu Town and

Country Planning Act, 1971. In G.O.Ms.No.134, Municipal Administration and Water

Supply Department, dated 20.9.2002 orders have been issued for the approval of layouts

by the Local Bodies. Construction of buildings in Urban Local Body Areas is regulated by

the provisions in the Corporations and Municipal Acts and the Building Rules issued there

under. The Commissioner of the Local Body has been empowered to grant or refuse

permission. Provision to appeal to the Standing Committee (in the case of Corporation) or

to Council (in the case of Municipalities / Town Panchayats) if the Commissioner fails to

pass orders within the prescribed period, is also available in the Acts.

172

iii) Planning for Economic and Social Development (Function-3):-

For welfare schemes like widows rehabilitation scheme, Swarna Jayanthi Shahari Rozgar

Yojana etc. the selection of beneficiaries under the programmes is done by the local body.

iv) Roads and Bridges (Function-4):-

Small roads within the Urban Local Bodies fall under the term “Public Streets” in the

Corporation Acts and in the Municipal Act. All public streets, not reserved under the

control of the Central and State Governments are vested in the Local body. The Local

Bodies shall maintain and repair the public streets and make all improvements for the

public safety or convenience.

v) Water Supply for Domestic, Industrial and Commercial purposes (Function-5):-

Provisions for water supply were earlier available in the Chennai City Municipal

Corporation Act. These provisions were omitted when the Chennai Metropolitan water

Supply and Sewerage Act, 1978, was enacted for the constitution of the Chennai

Metropolitan Water Supply and Sewerage Board to perform the functions relating to water

supply and sewerage in the Chennai Metropolitan Area. In the Acts applicable to other

Municipal Corporations and in the Tamil Nadu District Municipalities Act, 1920,

provisions are available for water supply for domestic consumption. The Commissioner is

also empowered to supply water for non-domestic purposes.

vi) Public Health, Sanitation, Conservancy and Solid Waste Management (Function-

6):-

According to the provisions in the Corporations Acts and in the District Municipalities

Act, the Local Body shall provide and maintain a sufficient system of public drains. The

Local Body shall also provide and maintain in proper and convenient places sufficient

number of public latrines in clean and proper order. The Local Body shall make

arrangements for regular cleaning of streets and dustbins. The Commissioner should make

arrangements for the prevention and control of dangerous diseases and small pox.

vii) Urban Forestry, protection of the Environment and promotion of ecological

aspects (Function-8):-

According to the Financial Rules contained in the Corporations Acts and in the District

Municipalities Act, the object of expenditure connected with public convenience,

amenities and education include the planting and preservation of trees in public streets and

places. In the Urban Forestry Scheme implemented by the Environment & Forests

Department, the Urban Local Bodies are also involved in protecting the saplings of trees in

Urban areas.

173

viii) Safeguarding the interest of weaker sections of society including the handicapped

and mentally retarded (Function-9):-

For Welfare Schemes like widows rehabilitation scheme, Swarna Jayanthi Shahari Rozgar

Yojana etc., the selection of beneficiaries under the programmes is done by the local body.

According to the Financial Rules, the object of expenditure connected with the public

convenience, amenities and education include the provision and maintenance of rescue

homes.

ix) Slum Improvement and upgradation (Function-10):-

All Urban Local Bodies are implementing schemes and measures for slum improvement

and upgradation.

x) Urban Poverty Alleviation (Function-11):-

No statutory provisions are available in the Urban Local Body Acts. However, Swarna

Jayanthi Shahari Rozgar Yojana (SJSRY), an Urban Poverty Alleviation Programme is

being implemented through the Urban Local Bodies.

xi) Provision of Urban Amenities and facilities such as parks, gardens, playgrounds

(Function-12):-


Act, the Council may make bye-laws to provide for the regulation of the use of parks,

gardens and other public municipal places. Further according to the Financial Rules, the

object of expenditure connected with public convenience, amenities and education include

the construction and maintenance of recreation grounds, playing grounds and promenades.

xii) Promotion of cultural, educational and aesthetic aspects (Function-13):-

According to the Financial Rules, the object of expenditure connected with public

convenience, amenities and education include construction of Public Halls, recreation

grounds, playing grounds, Zoological and Horticultural Gardens, Public libraries, Reading

rooms, Museum, Art Galleries, provision of music for the public, holding of exhibitions or

fairs etc.

xiii) Burial and Burial grounds, cremation, cremation grounds and electric

crematorium (Function 14):-

Provisions are available in the Corporations Acts and in the District Municipalities Act for

registration and control of burial or burning grounds, proper burial or burning of the

corpses and issue of grave diggers licence.

174

xiv) Cattle Pounds, Prevention of cruelty to animals (Function-15):-

According to the Financial Rules, the object of the expenditure connected with the public

convenience, amenities and education include the provision of places for the treatment of

sick animals and the prevention of cruelty to animals. Further in G.O.Ms.No.s. 13, 14 and

15, Municipal Administration and Water Supply Department, dated 3.2.1998, orders have

been issued for the constitution of a Joint Committee in Corporations to prevent cruelty to

animals with the Mayor as Chairman and Officers of the Corporation, Animal Husbandry

Department, Animal Welfare Board and the Society for the Prevention of Cruelty to

Animals, as members.

xv) Vital statistics including registration of births and deaths (Function 16):-

According to the provisions in the Corporation Acts and District Municipalities Act, the

Council shall register all births and deaths occurring in its limits. Information of births

and deaths shall be given and their registration shall be made and enforced in the

prescribed manner.

xvi) Public amenities including street lights, parking lots, bus stops and other public

convenience (Function 17):-


Act, Public Streets shall be provided with lights. Further, landing places, cart stands

(including Bus stands) etc. shall be provided by the Local Bodies and licences shall also be

issued to the private cart stands.

xvii) Regulation of slaughter houses and tanneries (Funcion-18):-

According to the provisions in the Corporations Acts and Municipal Act, the local bodies

shall provide slaughter houses and levy fees for their use. Licences shall also be issued for

slaughter houses.

Has the transfer of functions been accompanied by transfer of staff? If no, has the ULB

been given the powers to recruit staff for managing the transferred functions?

The Urban Local bodies of this State have an adequate sanctioned strength of staff for

effectively discharging their functions. This Government, adopting a cautious approach

towards appointment of staff in Urban Local Bodies, has allowed the same wherever they

are really needed. In transition towns, there was a problem of inadequate strength of

technical functionaries and hence, a separate engineering wing was created with adequate

number of engineering personnel separately for transition towns, reducing external

clearance and ensuring speedy execution of development works. Further, in

Municipalities where there are no planning staff, a policy decision was taken to create

minimum strength, ensuring that all the Municipalities have in their rolls at least a basic

level planning staff. As part of the computerization effort, qualified staff were recruited

both on deputation and from the open market which has helped the successful

implementation of computerization of Municipal functions.

175

2. Repealment of Urban Land (Ceiling and Regulation) Act, 1976

The Tamil Nadu Urban Land (Ceiling and Regulation) Act,1978 has been repealed by the

Tamil Nadu Urban Land (Ceiling and Regulation) Repeal Act,1999 (Tamil Nadu Act 20 of

1999)

3. Rent Control Reforms, 2004/05

At present only 69 buildings are under the control of Accommodation Controller of

Chennai and Coimbatore (52 and 17 respectively) for occupation by the Government

servants. There are no such buildings in other districts. It is proposed to amend the Tamil

Nadu Buildings (Lease and Rent Control) Act, 1960. The process of drafting the

legislation has been commenced. It is expected to amend this Act by 2007-08.

4. Stamp Duty Rationalisation, 2005

� In 2004, orders have been issued by the Government of Tamil Nadu for reducing the

stamp duty to 6% and transfer duty to 2% from the earlier levels of 8% and 5%

respectively charged on the conveyance of properties in this State.

� (During 2004, the Stamp duty on settlement and release between family members and

general partition between family members, and partition on the dissolution of partnership

between family members has been reduced to 1% on the market value of the property

subject to a ceiling of Rs.10,000/-. The registration fee is 1% with a ceiling of Rs.2,000/-.

Orders have also been issued in February, 2004 to the following effect:

� Reduction of Stamp duty on simple mortgage without possession from 4% to 1%.

� Reduction of Stamp duty in the case of mortgage deed with possession from 6% on the

loan amount to 3% on the loan amount. Reduction of transfer duty from 3% to 1% on the

loan amount. The total rate will thus be 4% on the loan amount.

� In the case of deposit of title deeds, a ceiling of Rs. 5,000/- for stamp duty and Rs.

10,000/- for registration fee has been introduced.

� Stamp duty on powers of attorney has been reduced from the level of 6% to 4%.

Having already reduced the stamp duty from 8% to 6% in 2004, the Government of

Tamil Nadu will make efforts to further reduce the stamp duty to 5% by 2012-13.

5. Public Disclosure Law

There are already various existing provisions under which ULBs in Tamil Nadu are

required to make public disclosure of various types of information.

Section 33 of the Tamil Nadu District Municipal Act, 1920 provides that each local body

shall publish an annual administration report in which various information pertaining to

the activities of the local bodies is contained. This provision is also available in the

relevant acts governing the Municipal Corporations.

176

Further, the budget document of the local bodies which contains all financial details

pertaining to the receipts and expenditure of the local body are also made published by

each local body.

The existing laws pertaining to ULBs also provide that before imposing or increasing any

taxes, the local body is required to give advance notice of the same and invite the

objections of the public.

In addition to the above, each local body in the State has published a Citizens Charter in

which all relevant information pertaining to the local body is provided. The second

edition of the Citizens Charter has been published by all local bodies in 2004.

Finally, under Section 4(1)(d) of the Right to Information Act, every local body is required

to publish various particulars pertaining to its activities and expenses, which has been done

by all local bodies in the State.

With regard to the proposed reform agenda pertaining to enactment of a public

disclosure law, the State Government will take the following action:

� Identification of matters of public importance not covered under existing public

disclosure provision;

� Consultation with urban local bodies and framing to provisions to incorporate necessary

provisions in the existing municipal laws and rules;

� Passing of legislation and notification of rules

Action in this regard will be completed by 2008-09.

6. Community Participation Law

Is there any provision in the State Municipal Acts regarding the involvement of civil

society, industry and business in municipal affairs – e.g., in setting priorities, budgeting

provisions, etc.,

There is no such provision in the State Municipality Acts. The inclusion of suitable

provision to this effect will be considered by year 2009-10, after following the required

process of consulting the local bodies and other stakeholders.

7. City Planning Function

Who is responsible for city planning for the city?

Currently, the planning function of the ULBs falling in the composite Local Planning Area

is under the jurisdiction of the Local Planning Authority – the local arm of Directorate of

Town and Country Planning (DTCP). However, the approval of layouts, building plans

and other clearances for developmental activities are vested in the ULB.

177

Which agency is responsible for provision of the following services

Water Supply & Sewerage

The Madurai Corporation is responsible for the provision of water supply and sewerage

services within its area of jurisdiction.

Optional Reforms

During year I of the Mission, the following two optional reforms will be

implemented:

(i) Introduction of computerization in the process of registration of land and

property:

To facilitate faster processing of applications submitted by the public, the Registration

Department has embarked upon the project STAR (Simplified and Transparent

Administration of Registration) and I.T. enabled services. Under the project, so far, out of

the 600 Sub-Registrar Offices and 50 District Offices, 300 Sub-Registrar Offices and all

the 50 District Registrar Offices have been computerized. The process of computerization

of remaining 300 Sub-Registrar Offices has been kept in abeyance in view of the

reorganization of jurisdiction of remaining Sub-Registrars’ Offices. It is proposed to

merge the remaining offices with the existing ones. The computerization initiatives have

enabled the following:

� Statewide Guideline values of properties available on the website

(www.tnreginet.net)

� Issue of Encumbrance Certificates across the counter in 5 minutes

� Apply on line for Encumbrance Certificates – door delivery within 24 hours on

payment of fees and courier charges.

� Online property valuation

� Apply online for host of other services, e.g.

• Certified copies

• Extract of Hindu Marriage Certificates

• Bye-laws, etc. of Societies registered

• Details of chit groups

The process of computerization in the registrars’ offices will be further pursued during

2006- 07 and 2007- 08.

(ii) Revision of bye-laws to make rain water harvesting mandatory in all

buildings to come up and for adoption of water conservation measures.

1) To make Rain Water Harvesting mandatory, the Tamil Nadu Government

promulgated the Tamil Nadu Municipal Laws (Second Amendment) Ordinance in

2003. This was repealed by the Tamil Nadu Municipal Laws (Second

Amendment) Act 2003, by which Chennai City Municipal Corporation Act 1919,

178

the Tamil Nadu District Municipalities Act 1920, the Madurai City Municipal

Corporation Act, 1971 and the Coimbatore City Municipal Corporation Act, 1981

were amended to include provisions making rainwater harvesting mandatory.

2) The relevant provision in the ULB Acts pertaining to Rain Water Harvesting

reads as follows:

� In every building owned or occupied by the Government or a statutory body or

company or an institution owned or controlled by the Government, rain water

harvesting structure shall be provided by the Government or by such statutory

body or company or other institution, as the case may be, in such manner and

within such time as may be prescribed.

� Subject to the provisions of sub-section (1), every owner or occupier of a building

shall provide rain water harvesting structure in the building in such manner and

within such period as may be prescribed.

Explanation:- Where a building is owned or occupied by more than one person,

every such person shall be liable under this sub-section.

� Where the rain water harvesting structure is not provided as required under sub-

section (2), the Commissioner or any person authorized by him in this behalf may,

after giving notice to the owner or occupier of the building, cause rain water

harvesting structure to be provided in such building and recover the cost of such

provision along with the incidental expense thereof in the same manner as

property tax.

� Notwithstanding any action taken under sub-section (3), where the owner or

occupier of the building fails to provide the rain water harvesting structure in the

building before the date as may be prescribed, the water supply connection

provided to such building shall be disconnected till rain water harvesting structure

is provided”.

The relevant building rules under the above said Acts have also been suitably amended

making Rain Water Harvesting compulsory for approval of Building Plans.

CDP Madurai

Documents

Transcript of CDP Madurai