Surat_CDP

Surat City Development Plan (2006-2012) 1


Contents

SECTION I: INTRODUCTION .................................................................................................................... 1 CHAPTER 1: INTRODUCTION TO THE CITY AND ITS PLANNING PROCESS............................. 1

1.1 Background ........................................................................................................................1 1.2 City Development Planning Process ..................................................................................2 1.3 Previous City Planning Process in Surat ............................................................................2

1.3.1 City Development Strategies........................................................................................... 2 1.3.2 Surat Vision 2020............................................................................................................ 4

CHAPTER 2: CITY PROFILE, VALUES AND STRENGTH................................................................... 5 2.1 City Profile .........................................................................................................................5

2.1.1 History & Growth............................................................................................................ 5 2.2 Demographic Characteristics .............................................................................................7 2.3 Urban Economy..................................................................................................................9 2.4 Population Forecasts ........................................................................................................12

SECTION II: EXISTING SITUATION ANALYSIS................................................................................. 15 CHAPTER 3: URBAN PLANNING & GROWTH MANAGEMENT..................................................... 16

3.1 Urban Sprawl over the years ............................................................................................16 3.2 Planning Process ..............................................................................................................17

3.2.1 Development Plans........................................................................................................ 17 3.2.2 Town Planning Schemes ............................................................................................... 20

3.3 Emerging Issues ...............................................................................................................23 CHAPTER 4: BASIC SERVICES & URBAN INFRASTRUCTURE ..................................................... 24

4.1 Water Supply....................................................................................................................24 4.1.1 Sources of Water ........................................................................................................... 24 4.1.3 Treatment Facility ......................................................................................................... 27 4.1.4 Storage, Transmission and Distribution ........................................................................ 27 4.1.5 Consumer Connections ................................................................................................. 28 4.1.6 EmerginG Issues ........................................................................................................... 28 4.1.7 Future Planning ............................................................................................................. 29

4.2 Sewerage Systems ............................................................................................................31 4.2.1 Sewerage Network ........................................................................................................ 31 4.2.2 Sewerage Pumping Stations .......................................................................................... 32 4.2.3 Treatment Facilities....................................................................................................... 32 4.2.4 Sewerage Systems (Zone wise)..................................................................................... 34 4.2.5 Emerging Issues ............................................................................................................ 41

4.3 Storm Water Drainage ..........................................................................................................43 4.3.1 Existing Situation................................................................................................................ 43 4.3.2 Flood Protection Scheme of River Tapi ........................................................................ 43 4.3.3 EmerginG Issues ........................................................................................................... 45

4.4 Solid Waste Management.................................................................................................47 4.4.1 Waste Generation & Collection .................................................................................... 47 4.4.2 Waste Transportation and Disposal............................................................................... 48 4.4.3 Emerging Issues ............................................................................................................ 48

CHAPTER 5: ROADS AND TRANSPORTATION.................................................................................. 50 5.1 Roads................................................................................................................................50

5.1.1 Existing situation........................................................................................................... 50 5.1.2 Bridges and Fly-overs ................................................................................................... 52 5.1.3 Emerging Issues ............................................................................................................ 53

5.2 Traffic Management.........................................................................................................55 5.2.1 Traffic Characteristics ................................................................................................... 55 5.2.2 Road-Rail Crossings...................................................................................................... 55

EXECUTIVE SUMMARY……………………………………………………………………………….1 to 7


5.2.3 Junctions........................................................................................................................ 56 5.2.2 Public Transport ............................................................................................................ 56 5.2.5 Street Lighting............................................................................................................... 57 5.2.6 Emerging Issues ............................................................................................................ 57

CHAPTER 6: HOUSING AND URBAN POOR ........................................................................................ 58 6.1 Housing ............................................................................................................................58

6.1.1 Occupancy Rate and Household Size............................................................................ 58 6.2 Housing for Urban Poor ...................................................................................................59

6.2.1 Urban Poverty and Socio-economic Profile .................................................................. 60 6.2.2 Housing for Urban Poor -.............................................................................................. 63

6. 3 Emerging Issues ..............................................................................................................66 CHAPTER 7: URBAN ENVIRONMENT .................................................................................................. 67

7.1 Water ................................................................................................................................67 7.2 Air.....................................................................................................................................67 7.3 Pollution Control Mechanisms.........................................................................................68

7.3.1 Institutional Framework ................................................................................................ 68 7.3.2 Regulatory Framework.................................................................................................. 68

7.4 ENVIRONMENTAL IMPROVEMENT IN SUDA AREA ................................................69 7.5 Emerging Issues ...............................................................................................................69

CHAPTER 8: SOCIAL DEVELOPMENT................................................................................................. 70 8.1 Education..........................................................................................................................70 8.2 Health ...............................................................................................................................70

8.2.1 Health Facilities............................................................................................................. 71 8.2.2 Birth & Death Rates ...................................................................................................... 71 8.2.3 Mortality Pattern ........................................................................................................... 72 8.2.4 Disease Pattern .............................................................................................................. 72 8.2.5 Organisational Structure................................................................................................ 73

8.3 Recreation/ Open Spaces..................................................................................................74 8.4 Emerging Issues,...................................................................................................................76

CHAPTER 9: URBAN GOVERNANCE AND MANAGEMENT............................................................ 77 9.1 74TH Constituional Amendment .......................................................................................77 9.2 Governing Structure of SMC ...........................................................................................78

9.2.1 Elected Wing................................................................................................................. 78 9.2.2 Administrative Wing ..................................................................................................... 79

9.3 Recent Management Reforms ..........................................................................................83 9.4 Capacity Building Measures ............................................................................................90 9.5 Emerging Issues ...............................................................................................................90

CHAPTER 10: URBAN FINANCE AND MANAGEMENT .................................................................... 91 10.1 74th Constitution Amendment Act....................................................................................91

10.1.1 State Finance Commission ............................................................................................ 91 10.2 Structure of Municipal Finances ......................................................................................92 10.3 Finances of SMC..............................................................................................................93

10.3.1 Revenue Account .......................................................................................................... 94 10.3.2 Capital Account........................................................................................................... 100 10.3.3 Accounting of Depreciation ........................................................................................ 102

10.4 Financial Performance....................................................................................................102 10.4.1 Status of Municipal Finances ...................................................................................... 103

10.5 FINANCES OF SUDA.....................................................................................................104 10.5.1 REVENUE ACCOUNT.................................................................................................. 104 10.5.2 CAPITAL ACCOUNT ................................................................................................... 104

SECTION III: VISION, GOALS STRATEGIES AND PROJECTS ..................................................... 105


CHAPTER 11: VISION 2020: STRATEGIES AND PROJECT IDENTIFICATION......................... 106 11.1 Strategic Focus ...............................................................................................................106

11.1.1 Strategic Focus 1: Promoting Growth ......................................................................... 107 11.1.2 Strategic Focus 2: Good Governance.......................................................................... 108 11.1.3 Strategic Focus 3: Improved Service Delivery............................................................ 109 11.1.4 Overarching Objectives............................................................................................... 110 11.1.5 Toward Implementation .............................................................................................. 110

11.2 Urban Planning and Growth Management - Strategies & Action Plan..........................111 11.2.1 Identification of Projects ............................................................................................. 112

11.3 Basic Services and Urban Infrastructure – Strategies and Action Plan .........................113 11.3.1 Reforms in Water Supply............................................................................................ 114 11.3.2 Identification of Projects ............................................................................................. 116 11.3.3 Sewerage System......................................................................................................... 119 11.3.4 Identification of Projects ............................................................................................. 120 11.3.5 Storm Water Drainage................................................................................................. 124 11.3.6 Identification of Projects ............................................................................................. 125 11.3.5 Solid Waste Management............................................................................................ 127 11.3.6 Identification of Projects ............................................................................................. 128

11.4 Roads and Traffic Management- Strategies and Action Plan ........................................129 11.4.1 Roads, Flyover/ Bridges.............................................................................................. 129 11.4.2 Traffic Management.................................................................................................... 130 11.4.3 Identification of projects ............................................................................................. 131 11.4.4 Identification of Projects ................................................................................................ 132

11.5 Housing - Strategies & Action Plan ...............................................................................135 11.5.4 Identification of Projects ................................................................................................. 136

11.6 Environment - Strategies & Action Plan........................................................................139 11.6.1 Identification of Projects ............................................................................................. 140

11.7 Health and Education - Strategies & Action Plan.........................................................146 11.8 Urban Governance – Strategic Action & Plan..................................................................151

11.9 IDentification of Projects ............................................................................................ 151 11.9 Urban Finance- Strategies and Action Plan ...................................................................152 11.10 Identification of Special Projects ...................................................................................153 11.11 Sectoral Summary of Projects Identified .......................................................................156

CHAPTER 12: CAPITAL IMPROVEMENT PROGRAMME.............................................................. 158 12.1 Introduction to CIP.........................................................................................................158 12.2 Institutionalising the CIP Process ..................................................................................159 12.3 Capital Facilities & Investment Needs...........................................................................159

12.3.1 Capital Investments ..................................................................................................... 159 12.4 Multi-Year Investment Programme ...............................................................................160

12.4.1 FOP Assumptions........................................................................................................ 161 12.5 Financial Operating Plan (FOP)- Results.......................................................................164

12.5.1 SUDA – FOP Assumptions......................................................................................... 165 12.5.2 FOP – SUDA – Results............................................................................................... 167

ANNEXURES ........................................................................................................................................ 168 Annexure 1: F.O.P. Assumptions Annexure 2: F.O.P. of SMC Annexure 3: F.O.P. of SUDA


LIST OF MAPS

Map 1: Important Places ..................................................................................................................... 6 Map 2: Industries in Surat ................................................................................................................. 12 Map 3: Revised Development Plan 2004.......................................................................................... 18 Map 4: SUDA area – Phased wise development............................................................................... 19 Map 5: Town Planning Schemes (SMC)........................................................................................... 21 Map 6: Town Planning Schemes(SUDA) ......................................................................................... 22 Map 7 : Water Supply ....................................................................................................................... 26 Map 8 : Sewerage Systems................................................................................................................ 33 Map 9 : Flood Prone Areas (1998).................................................................................................... 44 Map 10 : Transportation Network..................................................................................................... 51 Map 11: Slums in Surat ..................................................................................................................... 62 Map 12: Administrative zoning of SMC........................................................................................... 80


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Background The city of Surat in Gujarat is known for its textile trade, diamond cutting and polishing industries and, since 1994, for the Plague, is today known for its strength to convert adversity into advantage. The outbreak of pneumonic plague in Surat during September 1994 created worldwide panic and severely affected the city as well as the entire nation’s economy. About 60% of the population fled the city and the industry suffered an estimated loss of Rs. 12 Billion. Though the disease was controlled within a week, it raised many serious issues of public heath and the capacity of the local government to manage the city.

Subsequent to the Plague of 1994, the city authorities undertook one of the most massive clean-up operations in recent times and revamped the entire administration of the city. Within two years, Surat had been transformed from the one of the filthiest cities to the second cleanest city in the country. A systematic process to upgrade infrastructure, both quantitatively and qualitatively, has been made by the local government. The city governance has come to be recognized as an example of a good governance system. The experience of Surat has demonstrated that urban local governments in developing countries have the capacity to face the challenges of rapid urbanization and improve the quality of life of all residents.

While the city has successfully filled the large infrastructure gap accumulated over the decades within a short span of a decade, consistently high rate of growth in population has posed new demands. The City has been proactive in strategising its future. The first set of city consultations were done in 1998. Subsequently in 1999, 2000 and 2001, the city concluded its City Corporate Plan (CCP). In 2004 the City revisited its CCP and went ahead to draw the vision for Surat ‘Global City – Global Standards’. This ‘FUTURE CITY’ met again in 2005 to take stock of the progress made in implementation of the strategy and draw up the plan for further development. This plan, anchored on JNNURM, aims to upgrade the infrastructure standards qualitatively and qualitatively to a desired level, extend coverage to rapidly expanding fringe/outgrowth area and thus contributes towards transforming Surat to become a ‘Global City with Global Standards and Values’. The declaration of the year 2005 as the Urban Development Year (Shaheri Vikas Varsh 2005) by the State has enabled the city to initiate all-round developmental efforts.

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Population Growth: Surat city has seen an unprecedented growth in last four decades recording one of the highest growth rates in the country and a 10-fold population rise. The City now ranks the 9th largest city in the country. Coupled with this the spillover of population into periphery has also been observed. From time to time jurisdictional limits of SMC have also been extended to include the outgrowth. At present SMC area is about 112 Sq. Kms. There are about 6.50 Lakh people (2001) reside in the immediate periphery of the city.

Surat Urban Area – Population Growth

Economic Base The economic base of Surat consists of textile manufacturing, trade, diamond cutting and polishing industries, intricate Zari works, chemical industries and the petrochemical and natural gas based industries at Hazira established by leading industry houses such as ONGC, Reliance, ESSAR, and Shell. The City accounts for:

� 42 % of the world’s total rough diamond cutting and polishing, � 70 % of the nation’s total rough diamond cutting and polishing, � 40 % of the nation’s total diamond exports, � 40 % of the nation’s total man made fabric production, � 28 % of the nation’s total man made fibre production � 18 % of the nation’s total man made fibre export, and � 12 % of the nation’s total fabric production. As estimated (1997-98) the industrial sector in the city contributed a gross amount of Rs.14667 million to SMC as taxes, Rs.27512 million as Excise Duty, Rs.6050 million as Income Tax and Rs.6976 million as Sales Tax.

The region is one of the leading city-regions in the country that has attracted massive investments of which substantial proportion is under implementation. According to CMIE 2002, the Surat City region has a proposed investment of about Rs. 11,817 Crores. In addition projects worth Rs. 2,022 Crores are under implementation. Hazira and SEZ are major focal points for growth. Given these, the prospects of rapid growth continuing is bright.

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Income Distribution The city is experiencing rapid growth in economy, which is dominated by labor-intensive activities. This character reflects distinct demographic characteristics. Being dominated by migrant labor from eastern India, in Gujarat and parts of Maharashtra, the demography exhibits a low sex ratio, growth of informal settlements characterized by high density and associated public health risks. The reflection of this is also visible on cities income distribution.

The distribution of incomes in Surat relates to the quality of its work force Vis-a-Vis comparable cities. Around 60 % earn less than Rs 25000 a year or about Rs. 70 per day. While the incomes are higher than the standard poverty levels, it needs mention that the cost of living in Surat if not equal to Mumbai is at least close to it. This is one of the reasons for the growth in informal settlements. This also means additional responsibility on the part of the City Government to provide for services at affordable cost.

CITY ASSESSMENT City Strengths and Opportunities: The resourceful and inclusive city of Surat with a dynamic local authority thrives for excellence to become a dominant player in the national and global scenario. Its distinct social and economic character is its major strength. Its strength lies in its diverse economic base, conducive environment for industrial growth provided by responsive local administration, entrepreneurial skill of people, peoples’ willingness to accept other people belonging to different culture and sustained growth over four decades. While Surat is seen as an alternative to Mumbai as a place of residence, at the same time it is also a weakness that it is located in between two metro cities namely Mumbai and Ahmedabad. The major weakness of the city is lack of educational institutions to respond to local institutional demand. Large proportion of the population lives in slums in Surat as cost of living is quite high. Additional support from ULB towards urban poor is a necessity. At the same time, the opportunity provided by the local administration to enhance quality of life of the residents makes the city enterprising by creating conditions for a safe living and business friendly environment. The recent development and growth of petrochemicals and gas-based industries in the city region should be considered as an opportunity for further growth. Potential for demand in terms of trade and transit services should be tapped for sustainable urban growth .

CITY SERVICES The turnaround of the city of Surat happened after the plague in 1994. This event reflected the ability of local governance to turnaround and the support of the citizens in transforming their city. This transformation is an outcome of: ingenious entrepreneurship skills of people of Surat and commitments of the Central and the State Governments. In the centre of all this transformation process is the Surat Municipal Corporation (SMC). The quality of infrastructure in Surat reflects its high quality governance. The levels of services post 1994 have enhanced the levels by improved operation and maintenance and informed investments. The infrastructure growth in this city has kept pace with the growth of population. Surat is an exemplary case study of post-plague resurgence, a result of improved and dynamic urban governance and citizen support for reforms. Improved governance and financial management have resulted in enhanced municipal financial capacity to invest in services and improved O&M. However, the population, which has spilled over in the periphery is devoid of urban services even at basic level.

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CITY VISION Surat city is gearing up for becoming a city with global presence in a well-planned and systematic way. There is an awareness that the City needs to strategically decide its future growth direction. The people of Surat articulate their aspirations in terms of their vision ‘Global City – Global Standards’ and the ‘FUTURE CITY’ with Global Standards and Values’.

The city’s population with its continuing high rate of growth, is likely to double from the present 2.8 million to 5.5 to 6.0 million by the year 2020. The forecasts are in the order of 3.5 and 4.1 Million by 2011 and 2016. The city’s economic base has to remain attractive and continuously upgrade quality of life of its residents. In this light the strategic focus of the city has been structured around three elements:

� Promoting Growth � Good Governance � Improved Service Delivery The overarching objective of this strategy is to promote safety, security, and environmental quality.

The vision and strategies towards fulfilling these are summarised below.

1. Promoting Growth

1A Enabling Economic DevelopmentIt is important to create an enabling environment for trade, industry and business to flourish by adopting a judicious mix of policies, incentives, tariff structure, assured power supply, access to the serviced land, creation of markets and high quality affordable infrastructure, recognizing the existing large scale informal trade and cheap labour availability.

1B Improve ConnectivityImprove connectivity through a combination of high-speed, strategic links via air, expressways and waterways and advanced information technology / communications networks for global positioning.2. Good

Governance2A Managing Urban GrowthTo make the city enterprising and inviting by creating a business friendly environment

2B Strengthening Urban GovernanceStrengthening governance to promote growth and effective servicedelivery

2C Inter Agency CoordinationInter-departmental Coordination within SMC and coordination with otheragencies and state government policies and incentives

3. Improved Service Delivery

3A Access to Basic ServicesImprove access to basic services for the poor and set up a demand responsive service delivery mechanism to foster growth

3B Mass Rapid TransitImproved, fast and affordable public transport

3C Road Network ImprovementsImproved transportation system and networks for better intra-city commuting

Overarching Objectives

A Safe and Sustainable CityAn enterprising and inviting city by creating a safe living and business friendly environment

Improve Improve Environmental Environmental QualityQualityPollution-free, clean and green environment by managing pollution. A cleaner river and sustained efforts towards natural resource management and energy efficiency in internal systems

SURAT VISION 2020“A Global City with Global Standards -

A city that is competitive and offers a better quality of life”

Strategic Focus

1. Promoting Growth

1A Enabling Economic DevelopmentIt is important to create an enabling environment for trade, industry and business to flourish by adopting a judicious mix of policies, incentives, tariff structure, assured power supply, access to the serviced land, creation of markets and high quality affordable infrastructure, recognizing the existing large scale informal trade and cheap labour availability.

1B Improve ConnectivityImprove connectivity through a combination of high-speed, strategic links via air, expressways and waterways and advanced information technology / communications networks for global positioning.2. Good

Governance2A Managing Urban GrowthTo make the city enterprising and inviting by creating a business friendly environment

2B Strengthening Urban GovernanceStrengthening governance to promote growth and effective servicedelivery

2C Inter Agency CoordinationInter-departmental Coordination within SMC and coordination with otheragencies and state government policies and incentives

3. Improved Service Delivery

3A Access to Basic ServicesImprove access to basic services for the poor and set up a demand responsive service delivery mechanism to foster growth

3B Mass Rapid TransitImproved, fast and affordable public transport

3C Road Network ImprovementsImproved transportation system and networks for better intra-city commuting

Overarching Objectives

A Safe and Sustainable CityAn enterprising and inviting city by creating a safe living and business friendly environment

Improve Improve Environmental Environmental QualityQualityPollution-free, clean and green environment by managing pollution. A cleaner river and sustained efforts towards natural resource management and energy efficiency in internal systems

SURAT VISION 2020“A Global City with Global Standards -

A city that is competitive and offers a better quality of life”

Strategic Focus


The City has initiated actions to update its medium term financial framework to prioritize investment and related policy interventions. The consultations with stakeholders would continue and form the basis for operational decisions. It is also important to note that the overarching objectives for the entire exercise are making Surat a safe and sustainable city by improving environmental quality.

City Investment Plan: With the support of the State and the Centre, there have been initiatives to develop a Gems and jewellery Park, an apparel park. A SEZ is being developed in Surat. Efforts to strengthen education sector is also underway. Similarly proposals towards development of regional transportation systems in the form of airport, high-speed highway corridor are also being pursued at different levels. Towards delivery of urban core functions, i.e provision of basic amenities and facilities of a quality to make city competitive, the city has envisaged a host of projects under several heads which have been summarized below.

Some redistribution in the outlay is being considered with the period extending upto 2012. The projects identified here are part of continuous planning and consultative process based on a certain vision for the city. Total planned investments are of the tune of Rs. 4968 crores in the city and Rs. 2,517 crores in the periphery (Rs. 7485.42 Crores over 7 years). The proposal, in addition to standard urban infrastructure components, also includes projects such as Tapi Riverfront Development, Heritage Conservation, Canal Road Development (express corridor), Gopi Talao Re-development and Alia-bet Island Development.

Out of the projects outlined below, projects listed as 1,2, 3, 4, 5, 6, 11, 16 and 21 specifically address the needs of the poor in the city by providing basic infrastructure, housing and community development works. The projects listed as numbers 1-11, 19, 20, 21 have potentials for developing (partially or fully) as public-private partnership project in the planning, execution and operation of the systems. The City under the JNNURM Framework wherein 70% of the urban infrastructure and governance related investment is funded by way of GoI and GoG capital grants proposes these investments. The rest of the 30% and investment on social infrastructure will need funding through own sources or user contributions and borrowings.


Investment Plan: Summary of Identified Projects ��

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INVESTMENT VIABILITY In determining a long-term financial strategy, the city plans to raise resources through:

� Accessing the grants available under the JNNURM Framework (as % of identified investment in Urban Governance and infrastructure sectors - 50% Central Govt. Grants and 20% State Govt. Grants)

� Funds devolved by the GoG based on the recommendations of the State Finance Commission

� Revision of the Annual Rateable Value at certain levels � Revision of water and sewerage charges at specific intervals � Transfer of water and sewerage tax to the respective account heads � Maintaining the collection performance of taxes and charges at certain minimum levels for

the present and for arrears. Underlying the major assumptions, a few basic assumptions for growth in property tax assessment, growth in other taxes and miscellaneous income, as well as changes in the main expenditure heads have been made, including general administration, establishment, O & M, debt servicing, etc. In the existing framework SMC is the core agency implementing projects. SUDA is the agency overseeing developmental activities in the periphery. The proposal is to expand jurisdictional limits of SMC to include outgrowth areas. However, FOP have been developed separately as per the existing arrangement.

In case of SMC, investments in sectors of sewerage, sanitation and storm water drains are envisaged in the first three years and those in the other sectors are envisaged. It has been assumed that by enhancing the collection performance and widening the tax base, SMC would be able to sustain the entire identified investment, of Rs. 4968.18 Crores (Rs. 5996.44 Crores at current prices). The actual investment sustainability of SMC under the assumptions made and funding structure is 145% of the identified investment i.e., about Rs. 7204 Crores. In the absence of JNURM grants, the sustainability of SMC falls to 95%.

In case of SUDA recommended investment is Rs. 2517.25 Crores. It may be noted that, under the assumptions made, and the available resources for funding SUDA records 45% sustainability. That is SUDA can sustain 45% of the identified investment of Rs. 2517 Crore amounting to Rs. 1133 Crores. Though during the intial four years, it was observed that the operating surpluses would not be available, SUDA would be able to tide over the situation in the next financial year at the indicated sustainability figure of 45% while continuing to maintain overall surpluses during all the years.

SUDA will need to find additional resources to the tune of Rs. 1385 Crores in the form of grants or own sources to fund the remaining 55% of the identified investment. At this juncture, it however needs mention that SMC has indicated excess sustainability to the tune of Rs. 2234 Crores. Considering the possibility of SMC area getting extended to include parts of SUDA area under its jurisdiction in the near future, a framework of implementation between SMC and SUDA to take up the remaining investment is suggested. It also needs mention that the FOP for SMC indicated sustainability for Rs. 7204 Crores, which is marginally less than the combined investment requirement of SMC and SUDA of Rs. 7485 Crores. In which case an appropriate project funding and revenue sharing mechanism between SMC and SUDA will project a combined sustainability much higher than the total identified investment of Rs. 7485 Crores. Such cooperation and association between SMC and SUDA in the backdrop of JNNURM framework will assist them in maintaining a healthy financial condition and further provide the leverage to take up additional investments towards creation of better infrastructure for its ever growing populace.


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11.1 BACKGROUND

Cities play a critical role in the economic development process of the nation. They are the engines of economic growth and places of high productivity. They contribute more than the proportionate share towards the regions income. For instance, Surat district alone contributes to about Rs. 700 Crores to the state as through sales tax, over Rs 3000 Crores and Rs. 8500 Crores through as Excise duty and Income Tax respectively 2002 and 2003. This clearly demonstrates that to sustain high rates of economic growth, cities have to be made productive and competitive. In a globalizing scenario, the role of the cities is even more pronounced. With no barriers, attractiveness of a city as an investment destination depends on the quality of infrastructure, social safety and connectivity. Ultimately, improved quality of life in our city would depend on our ability to compete successful y with other city-regions and to provide the necessary foundations for growth. Competitive businesses and industries are going to result in employment and increased revenues to the local government. To achieve this objective of being the most appropriate choice of investment/ residence, there is a need to strategically position our city strengths.

While cities generate more than proportionate share of States’ income, they also pose certain challenges. The challenges relate to providing access to serviced land for housing the urban poor, provision of basic amenities and facilities and a system to plan and manage these. Hence urban investments in economic, physical and social infrastructure at adequate levels are a prerequisite. In recognition of these the state has initiated a series of reforms in urban governance. A greater emphasis was laid when the state declared the year 2005 as Urban Development

Year. At the State level several initiatives have been made in line with URIF framework. The State Urban Slum Policy, State Hawkers Policy and State Urban Transport Policy are under various stages of finalizeation. As part


of this, cities have prepared City Development Strategies/Plan which outlined vision, strateties to achieve the vision and time bound action plans. The City Development Strategy/Plans were prepared through consultative process for all major cities.

1.2 CITY DEVELOPMENT PLANNING PROCESS

The process of preparation of City Development Strategy began in the year 1998 with initiation of series of consultations. The outcome of these consultations was synthesized to form a City Development Strategy in February 2003. The strategic plan involves articulating a clear vision for the city over the next 20 years with the active participation of the stakeholders and subsequently implementing the vision articulated by them. For effective implementation, the City Development Plan (CDP) works as Medium-term plan focusing on priority projects.

VISION 2020 The National Urban Renewal Mission gives the city an opportunity to carry this initiative forward and place the reform process on a higher plane. This would also be an opportunity for the city to undertake a mid-course assessment and reposition its priorities with changing needs within the JNNURM framework.

A City Development Plan is a perspective of and a vision for the future development of a city. Essentially it addresses following questions:

� Where are we now? � Where do we want to go? � What do we need to address on priority basis? � What interventions do we make in order to attain the vision? As discussed above, strategic planning has to be action oriented and linked to tactical and operation planning in order to be effective. Thus a medium-term plan commonly known as City Development/Corporate Plan is prepared for the initial 8 years. The plan will set out in detail the priority projects, outline the tasks to be undertaken and give investment options ahead. The plan also proposes a Financial Operating Plan for the period based on the long-term financial vision and high priority investment requirements.

The Plan is an iterative process and focuses on the key services as identified in the Visioning exercise. As envisaged, the plan is anchored on the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) goal of creating economically productive, efficient, equitable and responsive cities. Among the agencies the Surat Urban Local Body (Surat Municipal Corporation), the apex-planning agency is important as it takes care of major developmental activities in the peripheral areas of SMC. The consideration is that in the near future these outgrowth areas either will be merged with SMC jurisdiction or a separate Municipal Corporation will be formed so that service delivery improves.

1.3 PREVIOUS CITY PLANNING PROCESS IN SURAT

Surat City went through substantial transformation after the Plague of 1994. Rejuvenated civic sense amongst the citizens of Surat, efficient administration, focused planning and governing reforms were continued to convert the threat to the city into an opportunity. City development strategies were one such planning exercise that was initiated involving the people of Surat.

1.3.1 CITY DEVELOPMENT STRATEGIES

The Surat Municipal Corporation (SMC) took up the project of devising “City Development Strategies” for the long term and short term planning of the city in the year 2000. The purpose: a more focussed and better use of resources through clarity in mission and long-term goals of SMC. The main objective of the project was to develop Surat into a “Model City” through a definite Strategic Plan, covering all sectors of services with short term (next 5 years) and long term (up to 2021 A.D.) plans.

IDENTIFICATION OF SECTORS AND SERVICES In January 2000, the Surat Municipal Corporation (SMC) successfully conducted the workshop on "City Development Strategies" with Surat State Government Officials, Municipal Councillors and leading NGOs. The workshop was aimed to exchange the views on "the exquisite formulation of the City Development Strategies (CDS)". Sectors and Services were to be identified for short term and long term planning of the City Development Strategies. Accordingly, SMC defined the sectors/ services to be covered for the City Development Strategies to nurture every citizen's dream to make Surat as the "Model City of India". The identified sectors/services are:

� Finance


� Taxes and duties:- direct tax, education cess, octroi � Accounts:- budgets, developments, fund mobilisation � Identification of new source of income � Infrastructure and Services � Public health:- hospitals, bio-medical waste and solid waste

management � Water supply, sewerage, storm water drainage � Roads, flyovers, street lights, Traffic regulatory system � Special project, Sports, Tourism, culture, parks and gardens,

Library � Slum upgradation � Environment / pollution control management � Fire services � Information technology/ EDP, Wireless control etc. � Town planning and town development � Education:- primary, secondary, higher � Disaster management system

Workshop on "City Development Strategies" conducted on 12th January 2000 at Indoor Stadium, Athwalines, Surat.


IDENTIFICATION OF STAKEHOLDERS SMC has identified the stakeholders at zonal as well as election-ward level through meetings conducted at both the levels. The stakeholders include NGOs, government organisations (like Police Department, Collectorate, GST, and GPCB etc.), commercial organisations, M.P., MLAs, municipal councillors, Ex-MLAs, eminent citizens, technocrats and social workers.

EVALUATION OF EXISTING SERVICES In order to elicit the people’s responses in developing the future vision of the city and to measure the satisfaction level regarding the existing services, SMC had distributed approximately 30000 copies of a questionnaire to the identified stakeholders. Questionnaires were also sent to all the senior officials of the SMC for their suggestions. Nearly 13 percent of the questionnaires were duly filled in by the stakeholders and suggestions made were analysed.

SWOT ANALYSIS The analysis of the filled in questionnaires made the SMC have a close look at what it believed were the strengths and weaknesses together with the threats and opportunities it faced.

FUTURE PLANNING In order to realise the stature of a “Model City” and while taking into account the expectations of external and internal lending agencies, which would finance the long-term development goals; the city corporation felt the need for a short-term strategic framework that will guide the long-term strategic plan. This short-term framework is otherwise called the CITY CORPORATE PLAN. All implementation plans will be based on the Corporate Plan only. The budgetary provisions, development of financial and physical resources, augmentation of existing services and development of new projects are planned to be based on the Corporate Plan. The SWOT analysis carried out by SMC also produced a set of core values which will act as fundamental guidelines for the preparation of the Corporate Plan and the ultimate measure of the plan’s success or failure.

Based on the SMC’s infrastructure analysis SUDA has also identified the sectors and services to be improved for model city.

1.3.2 SURAT VISION 2020

Based on the first phase of City development strategies and its sectoral analysis done by SMC and SUDA, an exercise to formalize Vision 2020 was launched in March – May 2004 with the objective of positioning Surat as “Global City with Global Standards”. This is the vision articulated by the citizens of Surat, supported by the Government of Gujarat. Surat Vision 2020 took the shape of a public document and was inaugurated by Shri Narendra Modi, Hon. Chief Minister of Gujarat on May 1, 2004. Section III of this report illustrates the Vision 2020 in detail. Upon completion of one year, a progress review was done with a stakeholder meeting organised on September 15, 2005 along with the Chamber of Comerce.

STRUCTURE OF THE REPORT This report outlines City Development Plan (2006-2012) and it is divided in three sections.

Section I is an introduction to the city development plan, planning efforts in the city of Surat and socio-economic profile of Surat City.

Section II is a situation analysis for various sectors such as urban basic services, physical planning, Roads and transportation, Education and Health, Slums and Housing, urban governance and Finance.

Section III of the report outlines the framework of Vision 2020 and integrating it with sector wise issues, goals, strategies and action plans focusing on identification of projects, their resources allocation and implementation mechanism.

SCOPE This report is prepared placing the needs of Surat City in a holistic perspective. However, in the peripheral outgrowth areas under SUDA, the availability of urban services is limited to a minimum, while the needs are included in total to cover the entire area.

The set of Core Values:

� Transparent Administration through Community Participation

� Social Development � Environmental Management


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2.1 CITY PROFILE

2.1.1 HISTORY & GROWTH

The city of Surat has glorious history that dates back to 300 BC. The origin of the city can be traced to the old Hindu town of Suryapur, during 1500 – 1520 A.D., which was later colonised by the Brigus or the King from Sauvira on the banks of River Tapi. In 1759, The British rulers took its control from the Mughals till the beginning of the 20th century.

The city is located on the River Tapi and has about 6 km long coastal belt along the Arabian Sea. Due to these reasons, the city emerged as an important trade centre and enjoyed prosperity through sea trade in the 16th, 17th and 18th centuries.

Surat became the most important trade link between India and many other countries and was at the height of prosperity till the rise of Bombay port in the 17th and 18th centuries. Surat was also a flourishing centre for ship building activities. The whole coast of Tapi from Athwalines to Dumas was specially meant for ship builders who were usually Rassis. After the rise of the port at Bombay, Surat faced a severe blow and its ship building industry also declined. During the post-independence period, Surat has experienced considerable growth in industrial activities (especially textiles) along with trading activities. Concentration of these activities combined with residential developments has resulted in considerable expansion of the city limits.

EVOLUTION OF MODERN INDUSTRIES The evolution of the power loom and handloom sectors led to gradual growth of textile industries gradually. Another important addition since the 1950's is the diamond cutting and polishing industry. In the last two decades, especially during the eighties large-scale industries have come up in Surat and its peripheries.

This increased the importance of Surat in the regional context, along with Baroda and Ahmedabad, specifically due to its location at the core of what is called the "Golden Corridor" of industrial development. 2 The southern part of the city houses the industrial complexes of Gujarat Industrial Development Corporation at Sachin and Diamond Nagar. Besides industrial potential, the city has fertile agricultural land irrigated by an itensive canal network. The combined effect of all these on the economic activities in the city and its outskirts have changed the otherwise small and quiet town into a bustling metropolis.

REGIONAL SETTING The city of Surat is the commercial capital of the state and is of significant importance to the country. The Arabian Sea is to its west at a distance of about 22 kilometres along the Tapi and about 16 kilometres by road. The city is a pivotal centre on the Ahmedabad-Mumbai regional corridor as well as on the 225 km long industrial belt, having direct linkages with the industrial urban centres of Vadodara, Ankleshwar and Vapi. National Highway 8 passes within 16 km of the SMC boundary and is one of the busiest inter-state trunk routes in the country.

Surat is located midway on the 500 km long Ahmedabad-Mumbai western railway corridor and as many as forty pairs of express, mail and passenger trains pass through it. The state government has also established an airstrip to facilitate smaller aircraft landings but no domestic air service has been started yet.

TOPOGRAPHY The city lies at a bend of the River Tapi, where its course swerves suddenly from the north-east to south-west. With the walled city at its centre, the city forms an arc of a circle, the bends enclosed by its walls stretching for about a mile and a quarter along the bank. From the right bank of the river, the ground rises slightly towards the north, but the height above mean sea level is only 13 metres. The topography is controlled by the river and the general slope is from north-east to south-west.

TEMPERATURE AND RAINFALL The summers are quite hot with temperatures ranging from 37.78� C to 44.44� C. The climate is pleasant during the monsoon while autumn is temperate. The winters are not very cold but the temperatures in January range from 100 C to 15.50 C. The average annual rainfall of the city has been 1143 mm.


Map 1: Important Places


2.2 DEMOGRAPHIC CHARACTERISTICS

Surat is India's twelfth and Gujarat’s second most populous city (2001). It became a metropolis in 1991, along with eleven other major cities across the country, by crossing thewith population of more than one a million-population mark. Surat has experienced very rapid population growth during the last 20 years. This rapid growth in a very short time span is actually the hallmark of Surat’s demographic trends.

Surat Urban Agglomeration The city has been experiencing rapid growth in population during past three decades, which is clear from the comparative chart given below depicting the population growth in three cities of Gujarat. The growth rates have been one of the highest in the country. This consistently high rate of growth over three successive decades has been a major feature in the city growth. Along with this the needs for infrastructure the needs of augmentation have also arise rapidly. The peri-urban growth is a major cause of concern as about 4 lakh people reside in areas with only a minimum level of urban services.

Surat City has seen an unprecedented growth in last three decades and along with that the municipal boundaries have been increasing. An exceptional decadal population growth rate of 85.09 percent in 1991-2001 suggest that the Surat City region has to be planned in a broader perceptive and making it possible for the city to capitalize on its thriving economic development. The literacy rate has gone up from 63 percent in 1991 to 83 percent in 2001 and the figures are well above that of the state. Rapid inflow of population has continued. The sex ratio has dropped down to an alarming figure of 774 in 2001 from 839 in 1991.

Surat Urban Development Authority - Population

Since the inception of SUDA (Surat Urban Development Authority) in late 70s, the City is growing at a rapid pace; though the development in the peripheral areas was not that rapid until 2001. Decadal population growth rate between 1991-2001, did not result in the horizontal urban sprawl; on the contrary, it densified the core city areas, which were part of the municipal corporation. With the municipal area in Surat reaching a density of 21677 persons/Sq kms, it is believed that the future development will take place outside the municipal limits in the urban development authority areas. This demographic fact makes the role of SUDA very crucial in the coming decades of development in the city.

Comparison with other urban agglomeration in the State

The table given below places Surat along with other urban agglomerations in the Gujarat state. It clearly suggest that Surat urban agglomeration has highest decadal population growth rate

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and the lowest sex ratio directing towards tremendous increase in the male migration in the city in last decade. This may have happened due to employment opportunities in the manufacturing and other sectors in Surat.

Note: Urban Agglomeration is a demographic category and it is not necessary that population and area of urban agglomeration matches with that of the urban development authority.


2.3 URBAN ECONOMY

Surat’s economy is characterized by large number of small and medium unorganized industries. The industrial base is labour Intensive. As a result the level of unemployment is also low. However, the wages are also lower and the workers are generally deprived of social and other benefits.

Surat is known for its textile manufacturing, trade, diamond cutting and polishing industries, intricate zari works, chemical industries and the gas based industries at Hazira established by leading industry houses such as ONGC, Reliance, ESSAR, and Shell.

Its entrepreneurial skills are worth noting. The city without a single location advantage successfully hosts a vibrant diamond industry. The city has made an important position in the world and national economy. The textile and diamond units of Surat region contribute to:

� 42 % of the world’s total rough diamond cutting and polishing

� 70 % of the nation’s total rough diamond cutting and polishing

� 40 % of the nation’s total diamond exports � 40 % of the nation’s total man made fabric production � 28 % of the nation’s total man made fibre production � 18 % of the nation’s total man made fibre export � 12 % of the nation’s total fabric production

Today Surat is one of the major industrial city contributing major shares of output especially in diamond and textiles sector. The entire industrial sector put together contributed a gross revenue income of Rs.2975.60 million to SMC in1997-98. Rs.18118 million in Excise Tax, Rs.2715 million in Income Tax and Rs.4215.4 million in Sales Tax. The contribution, problems and prospects of each of these sectors have been briefly summarized below:

Textile Industries

Textiles is one of the oldest industries

in the country and continue to be a significant contributor to value of industrial production, employment generation and thus to national income. An estimated 4 percent of GDP is contributed from the sector. It adds to about 30% of country’s export earnings while adding about 7 to 8% of the gross import bill. Surat is a dominant player in the textile sector. The traditional handloom weaving industry has given way to power-looms, printing, and dyeing textiles. Surat is one of the largest centres in the world for production of synthetic fiber

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fabrics, mainly nylon and polyester. The Indian Government’s policy since 1956 of providing incentives and protection to small-scale industries boosted the power-loom industry in the

city. Weavers took advantage of the incentives and converted their handlooms into power-looms. At present, there are about 0.45 million power-looms (about 45,000 units) in the city region and the sector provides for over 0.7 million jobs in Surat.

Textile processing units are the major backbone of the Surat city’s economy. Each unit, with a turnover of nearly Rs.5.0 crores, produces about 35,000 to 1.5 lakh meter of Sari and dress materials every day. Textitle units mainly depend on ground water for its processing and withdraws about 700 to 1000 cubic meter of water every day.With about 60 thousand shops and establishments, the trading activity in general, textiles in specific acts as major generator of employment and income.

An Apparel Park has also been planned in the city for production and export facilities to be under one roof and to give a face-lift to the textile industry. Major industrial concentrations within the city are found in the east and south zones of the corporation.

Diamond Cutting and Polishing

Surat is one of the world’s largest centers for diamond processing. The emergence of the industry in the region which did not have raw material, markets or worker base is a significant feat. Even majority of the entrepreneurs are from outside. Still the industry has flourished. Initially the industry began largely as an initiative of few individuals belonging to a particular community which has now expanded to large section of the society.

Under the Import Replenishment Scheme introduced by the Government of India in 1958, diamond traders were allowed to

import roughs from Diamond Trading Corporation, London and other sources abroad and export cut and polished diamonds. Added support came from the encouragement offered to small-scale industries during this time. By the late 1950s, about 100 diamond cutting and polishing units had been set up. With the setting up of the Gems and Jewelry Export Promotion Council in 1966, diamond exports received a further impetus and consequently, the number of cutting and polishing units also increased. Coupled with ease of establishing small-scale industries, various governmental policies aimed at increasing the export of polished diamonds aided the growth of such units in the city. During the 60s, exports in polished diamonds grew 14 times! In the early 1970s, there were about 1,200 units, employing 20,000 workers. In the early 1990s, the number of units was estimated at 13,000, providing employment to more than 100,000 workers.

Like textiles, diamond cutting and polishing is also a labour intensive industry employing about 2,50,000 workers or 50 percent of 0.5 million workers, in about 10,000 units operating within the city limits. India’s first private Special Economic Zone has been functioning near Sachin in Surat since November 2000. From household industry base, over the years, the structure of the industry has changed to small, medium and large-scale units. Technical advancements have also contributed to improved productivity. However, as a result, though output increased 5 times during the last 10 years, there has not been any significant increase in jobs. The industry requires a low capital base, is non-polluting, high on employment generation and is a leading contributor to foreign exchange reserve. Export value increased from a mere Rs. 110 million in 1966-7 to 32,0000 millions in 2002-03.

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Developments at Hazira The establishment of large industrial giants like Reliance, Essar Steel, KRIBHCO, ONGC, NTPCL etc on the outskirts of the city in the Hazira industrial complex has changed the industrial scenario in the region. These industries have come up in and around Surat for example, a major port at Hazira, petro-chemical refinery, natural gas, cement, steel plants etc., with a total investment of about Rs. 1,00,000 million. Projects in the field of nuclear, heavy water and space research are also under implementation. Although these are capital-intensive industries, their employment potential is limited. These industries are together estimated to employ only about 5,500 persons. However, the ancillary industries and other related activities are likely to exacerbate further pressure on the infrastructure and services in Surat. The latest development in the city is the Liquefied Natural Gas Terminal at Hazira near Magadalla Port.

Zari Industries The silver and gold brocade (zari) industry, embroidery, and weaving of textiles in Surat have a 300-year old history. Since the 1980s, the industry got some boost due to growing exports. There are about 6,610 zari units that employ approximately 15,000 workers. Difficulties in availability of skilled labour, high cost of raw material, outdated technology and changing preferences of the consumers have led to a severe contraction of the industry. Innovations through improvements in technology, alternative product design and development may enable long-term sustenance of the industry.

GIDC Industrial Estates There are several industrial estates established by the Gujarat Industrial Development Corporation (GIDC) in and around the city like Pandesara, Khatodara, Udhana, Katargam, Sachin and Bhestan. Textiles, chemicals and diamond are major units located in these estates.

Prospects

This region is one of the leading city-regions in the country that has attracted massive investments of which substantial proportion is under implementation. According to CMIE 2002, the Surat City region has proposed investment of about Rs. 11,817 crores, and projects worth another Rs. 2,022 are under implementation. Hazira and SEZ are major focal points for growth.

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2.4 POPULATION FORECASTS

The exercise of population projections takes in account the recent high growth of economy and population along with the existing migration pattern in the city.

From the analysis above it is evident that the city economy will continue grow and attract large nuber of migrants from Orissa, Saurastra and other parts of the contry. However, in the longterm the growth rates are likely to stabilise. Development of Orissa, Saurastra, satuaration of existing low uality jobs etc., are possible sources of this decrease in the migration rate. Keeping these in context three scenarios have been developed.

Continued High Growth Scenario: The first scenario estimates with an assumption that population growth rate will oderately with trends at the state level. But given high rate experienced in the past four decades the base rate will still high.

Population Stabilisation: The second scenarion assumes decline in the overall rate of growth towards the assumption that the state’s population growth will stabilise in the next four decades, a decade sooner than stabilasation period for the nation.

Population Stabilisation plus Reduced Migration Scenario: In addition to the second scenario, it is expected that other regions which are sending igrants to Surat will develop and or other regions will become destinations for migration and hence further reduction in the growth rate. With proposed peripheral ares to be merged under SMC jurisidiction, the population presented below will be the target service population for this plan.

Population Growth Composition The projections given in the CDP are of Surat Urban Agglomeration. However, as per the data availability for the SMC area, refer the table: It is observed that the annual migration rate of increase of population in the city is estimated to be 3.5% to 4%.

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3.1 URBAN SPRAWL OVER THE YEARS

The city was originally established on the southern bank of the River Tapi with a castle on the eastern bank of the river. A customhouse was on the southern side of the castle. The activities were concentrated within the inner wall, construction of which was started in the year 1664. The area of the city at this time within the wall was 178 hectares. The entrance to the walled city area was through twelve gates: to the south were the Navsari and Majura gates and on the west, the Mecca and Badshahi gates and along the riverfront, the Dacca Dwara or Custom House Water gate, Mirbehar and Lati gate. The construction of the entire wall was completed in the year 1707 enclosing an area of 736 hectares.

Surat witnessed the development of its suburbs Udhna, Athwa and Fulpada during the beginning of the 20th century. The physical expansion of the town was radial and rapid along five major corridors on the north, south, east, west and south-west till the end of 80’s.

Since the 90’s the city has been growing rapidly on the eastern, southern and south-western sides wherein large chunks of residential localities were developed under the SUDA area.

The Land Use pattern of the city indicates large parcels of agricultural lands in the Ved area of North zone and in the wards- Jahangirabad and Jahangirpura of West zone. The growth pattern is clearly demarcated with the industrial locations. Industrial location within SMC area along the main railway line from Mumbai to Ahmedabad has attracted major residential development during the past two decades and new industrial developments on the southern side near Sachin has also been vital in the growth of the city in the southern direction.

Surat today is an outcome of the expansion of the city’s limits at various intervals. Presently, Surat covers an area of 112.28 sq. km.


3.2 PLANNING PROCESS

The planning process for the city of Surat is governed by the Gujarat Town Planning and Urban Development Act, 1976 under the provisions of which the Surat Urban Development Authority prepares the development plan for the entire area of SUDA including the area under the Surat Municipal Corporation. With this SMC is left with the preparation of Town Planning Schemes for the area under its jurisdiction based on the development plan prepared by SUDA.

Formal urban planning was started for the city in 1960 when the first Development Plan of Surat was prepared. The Development Plan of the city was then revised for the additional area included in the city limits at a later stage. The Development Plans of the Rander and Adajan, which were included within the SMC limits on February 2, 1970, were sanctioned by the government as in 1961 and 1969 respectively.

3.2.1 DEVELOPMENT PLANS

With the establishment of the Surat Urban Development Authority (SUDA) the development plan for its entire area (including SMC’s area) was prepared, as provided under the Gujarat Town Planning and Urban Development Act, 1976.

The planning area besides the area within the SMC includes 148 villages of Choryasi, Kamrej, Palsana and Olpad taluka.The urban sprawl has already been started outside of Surat city limits, along the radial roads and different corridors such as Udhana corridor, Dindoli corridor, Rander – Adajan – Olpad corridor, Nana – Varachha – Kamrej corridor etc.

This plan was sanctioned in 1986. The revised development plan for the SUDA area was submitted to the Government in 1998, which was sanctioned on 2/9/2004. The land use details as per the Revised Development plan (SUDA) is shown in the adjacent table.

The provision suggested in 74th Constitutional Amendment Act, 1992, are already adopted in the Surat Municipal Corporation, wherein the liability to prepare Development Plan as well as Town Planning Scheme is shouldered by SMC.

Expansion of city limits (SMC area)

Land USE: revised development plan Suda - 2004 (SUDA Area)

Source: Revised Development Plan, SUDA

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Map 3: Revised Development Plan 2004


Map 4: SUDA area – Phased wise development


3.2.2 TOWN PLANNING SCHEMES

Within the SMC, a full-fledged Town Planning Department carries out the physical planning of the city. SUDA has a separate planning cell which looks after the Town planning schemes in the peripheral areas. SMC-SUDA is working towards utilizing the town planning schemes as a mechanism to its full potentials.

For the implementation of the Development Plan of the city at micro level, SMC has initiated the preparation of Town Planning Schemes. A total of 63 T.P. Schemes have been prepared by the Corporation, which comprise almost 90 percent of the total SMC land area. This includes schemes prior to the formation of SUDA, out of which the government has already finalised 16 T.P. Schemes. The entire area within the SMC, thus is covered by T.P.Schemes. The remained portion is river, creek, areas wholly under industrial houses or Housing Board/govt. land, which cannot be put under Town planning scheme.

SUDA has also taken initiatives of preparing the town planning schemes in the outgrowth of the city outside SMC limits. There are total 68 town planning schemes being considered in the SUDA area and are at various stages of completion. These schemes are covering about 6,348 hectares of areas in the SUDA jurisdiction outside the municipal area. SUDA is also gearing up for the implementation of these town-planning schemes and provide basic amenities to the population living outside the municipal areas.

Surat city can boast of the effective utilization of the town planning scheme mechanism. With total of about 13680 hectares of the usable urbanising land is covered under the town planning scheme mechanism in the municipal as well as peripheral area.

Besides, The Town Planning Department at SMC is also involved in other task related to planning. According to the needs of the city/corporation in line with the proposals of D.P. and T.P. Schemes, the department is involved in

� Land acquisition, � Roads alignment, � Land and estate management � Allotment of tenements, staff quarters, shops, offices of

municipal properties; � Issuing license/ rights for hoarding, kiosks, hawking zone

scheme, pay and park scheme etc.; � Allotment of alternate provision of plot/ shop

Details of town planning schemes within SMC area (2005)

* Details of the TP Schemes are presented in the Annexure. Details of town planning schemes within SUDA area (2005)

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3.3 EMERGING ISSUES

Outgrowth in the Periphery As observed, about 6 lakhs people live in areas with only minimum levels of basic services. These areas are unplanned and unserviced and are in a poor environmental condition.

Urban land management to be improved While ineffective urban land management in the past has resulted in the unregulated private sector exploiting land resources like water bodies, open spaces etc., rapid growth in population has increased the pressure on land significantly. In the absence of physical constraints to the growth of the city, it is found that development towards the peripheral areas has been haphazard. This has also led to several litigations and court cases, delaying the land acquisition process. Further the congestion in the Central Business District (CBD) of the City presently is due to non-application of any specialized land use planning techniques in the past. It is imperative that the growth of the city be directed in manner that improves the urban form and function of the city.

OPERATING PLAN (URBAN GROWTH MANAGEMENT/ DEVELOPMENT PLANNING)

Institutions � SUDA � Surat Municipal Corporation � Town Planning Department � Voluntary organizations and NGOs � Citizens’ Council/ Groups


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4.1 WATER SUPPLY

At present SMC is serving about 97 percent of its total populated area and 95 percent of its population. The area, which is not served, is mostly made up of agricultural land within the SMC limits. Apart from these tThe areas still to be covered with piped water supply are parts of Nana varachhaVarachha, Bamroli, Adajan and a part of LimbayatJahangirpura-Jahangirabad, Limbayat, Ved, Dabholi, etc. These areas are at present being served by water tankers owned by SMC. The work of laying of pipeline network has already been started in these places, the work of laying of remaining pipeline network is either under progress at present or would be starting soon, which will make 100 percent population and populated area coverage of the city under water supply network, a reality in coming years. The corporation also caters to the water supply demand of the floating population. At present gross 195 lpcd is being supplied to the population of the city. Due to the construction of Rander Water Works, water supply pipeline grid has been formed, which will ensure that there would be no disruption of water supply in any part of the city.

For the areas outside the municipal corporation (SUDA area), there is no systemic water supply system. The drinking water is fetched from open wells or from various water supply scheme implemented by GWSSB (Gujarat Water Supply and Sewerage Board). SUDA is also planning water supply schemes in the Pal and Vesu areas.

4.1.1 SOURCES OF WATER

The city exploits both ground and surface sources of water, but 90 percent of the gross daily water supply is from surface sources. The main source of water for the city is the River Tapi.

The main source of surface water for the city is the river Tapi. To harness the river basin for flood control, irrigation and power generation, a weir at Kakrapar in the lower basin and the Ukai dam on the upper basin were constructed in the year 1954 and 1972, respectively. The Ukai Dam is situated about 100 km upstream of the city of Surat. Electricity boards and irrigation authorities regulate the releases from the barrage. The water released from the Ukai dam, is drawn at WarrachaVarracha, Sarthana, Katargam and Rander Water Works for treatment. These are four major water works on the banks of Tapi. Water Works at Rander is completed and commissioned in January 2003.

Water supply – Existing situation

Quantity of water supply Daily

The drainage area of the River Tapi above the dam site is 62225 sq. km.

The total supply from WVarachha and Sarthana Water Works is 180 MLD and from Katargam Water Works is 260 MLD. Supply from Rander Water Works is 140 MLD.

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The lower Tapi project that comprised a masonry weir at Kakrapar and two canals, one on the right bank, 65 km long and the other on the left bank, 100 km long, both having a command area of 214490 ha, was initiated in 1954.

The Tapi meets the Arabian Sea at a distance of about 17 km from the city. The effect of the high tide is observed up to about 30 km from the mouth of the river. A weir at Singanpore was constructed in 1995 to prevent seawater intrusion into the river and to create a water body a pondage for ensuring water supply during lean periods.

GROUND WATER SOURCES The general practice of using ground water in addition to the municipal supply has lead to the existence of bore wells in almost every dwelling unit o f the city.

The total number of tube wells for water supply in the city is 41. At Sarthana water works, there are 25 tube wells. All these tube wells are not being used now and they have become obsolete as maintenance of these has become far more expensive as compared to their output.

GROUND WATER POTENTIAL In Chorasi taluka of Surat district, total groundwater recharge amounts to 330 MLD, out of which the allocation for domestic and industrial requirements is about 50 MLD. This is far below the city’s future requirement.

It is observed that the ground water level generally rises to 2-5 meters below ground level during the monsoon (June to October). During the rest of the year, the ground water level drops down to below 5 meters and even up to 10 meters at some locations. Water table in the city, which was 18 metres below ground level in 1991, has gone down to 20 meters in 2000.

YIELD FROM SURFACE AND GROUND SOURCES The installed capacity of surface water sources is mostly utilized at present. The contribution from the ground sources is only about 10 percent in the daily total water supply to the city. The system of ground water sources has become old now and the main reason for the reduced yield of ground water appears to be the silting of ground water sources after the construction of the Singanpore weir. The yield of French well no. 1 has substantially reduced and it is under maintenance. At present surface water sources contribute 90 percent of the daily water supply.

Average Yield and installed capacity of Various Surface Sources (2005)

It has become a need of the hour now to recharge the rainwater to the maximum possible extent in order to lift the depleted ground water level and to improve its quality.

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4.1.3 TREATMENT FACILITY

The treatment of water is carried out at Varachha, Katargam, Sarthana and Rander Water Works. At Varachha Waterworks, three water treatment plants (WTP- II & III) with a total design capacity of 50 were installed in 1993 to treat water extracted from the River Tapi. At Katargam 120 MLD capacity WTP was commissioned in year 1997 and this capacity was increased to 240 MLD in year 1999. A 120 MLD capacity WTP was commissioned in year 2000 at Sarthana, followed by 200 MLD capacity WTP commissioned recently in January 2003 at Rander. All these WTPs are equipped with most modern facilities, which have latest kind of instrumentation devices and pneumatically operated valves. At present, work for proposed 200 MLD water treatment plant is under progress at Sarthana Water Works. This plant will be run automatically by SCADA System.

Under the water supply monitoring mechanism, hourly check for turbidity, residual chlorine content is done at the source. A chemical analysis and bacteriological test is done daily. At intermediate levels a residual chlorine content check is carried out in each supply. At the consumer end the residual chlorine content check in each supply area and the bacteriological test are carried out as needed. The treatment constitutes of pre-chlorination, alum/PEC dosing mixing, clariflocculation, filtration and post chlorination.

4.1.4 STORAGE, TRANSMISSION AND DISTRIBUTION

Water from Sarthana is transmitted to the underground sumps at Varachha Dumbhal and Khatodara Water Distribution Stations. The water from the surface water treatment plant and tube wells at Varachha is also stored in the underground sumps. From the overhead tanks, water is transmitted to Umarwada, Khatodra and Chowk Bazar distribution stations. The same two mains are used for distributing water to three of the four water zones viz., east, north and south. The west zone receives water from the Khatodra distribution station at present but will be catered by newly commissioned Rander Water Works. The total distribution network length including the transmission lines is 2450 kms. A total storage capacity of 465.05 million litres is available in the form of underground sumps and overhead service reservoirs at various water works and other distribution stations. The storage capacity adequacy of all the water distribution stations to the total water supply is 53 percent. The storage capacity at the main water works of Varachha, Sarthana, Katargam and Rander is about 158.56 million litres with an adequacy of 27 percent to total water supplied. In year 2005-06, works for 5 UGSR & 3 ESR will be carried out, which will increase the storage capacity at water works by 45 ML and distribution stations by 38.95 ML. The supply is for 2 – 3 hours daily. Water is also supplied by tankers from Khatodara distribution station to some areas where work of laying of pipeline is going on at present.problem in either quality or quantity of water supply occurs.

Water treatment facilities

The total treatment capacity at present is 628 MLD against a total supply of 540 MLD.

The total water supplied by tankers is about 0.8 MLD (average of 60-70 trips of 10,000 litres per day and 80 trips during summer).

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4.1.5 CONSUMER CONNECTIONS

Service connections are of galvanized iron. There are 291,642 connections, out of which only about 6538 are metered. About 95 percent of the connections are of 15mm (1/2 inch diameter). About 4000 or more new connections are given every year.

4.1.6 EMERGING ISSUES

System (transmission and distribution) losses and unaccounted for water

The gross average supply in the city is 195 lpcd. The population coverage is approximately 95 percent with about 2.91 lakhs water supply connections. It is estimated that transmission and distribution losses account for 30 percent of the total supply. Studies are required to check these figures and also amount of water unaccounted for.

Pollution of river water behind the weir by adjacent villages

The villages like Amroli, Chaprabhata, Mota Varachha, Korad etc. located upstream of weir, discharge their untreated affluent directly into the river thereby affecting the quality of water drawn from the surface watersources. This situation requires action from other government agencies as they are outside the jurisdiction of SMC,

Leakage and contamination of water at household connections

Although rehabilitation of old pipelines has been taken up during the past five years, the problem of low pressure in water supply persists due to the existence of an aged network especially in central zone. Increasing population has also added to the already existing woes. Apart from these, the use of GI pipes for household connections leads to leakage and contamination of water in several areas of the corporation, further increasing the maintenance cost. A separate leak detection cell with latest leak detection equipments and sufficient trained staff will be set up shortly.

Wastage of water at consumer level is increasing due to intermittent water supply

Inconsistency in watersupply timings, though reduced drastically, still persists and wastage of water at the consumer level has been increasing. with only 6538 connections of the 291,642 connections being metered, distribution losses are bound to increase, as also the unaccounted for water.

Alternative Source of Water

At present, main source of water for total water supply of the city is river Tapi. River water quality is getting deteriorated more and more day by day. Causes contributing pollution to river water are outside the limit & control of SMC. Hence, options for finding any alternate source of water –like getting water from

Kakrapar weir by pipeline – are to be worked out considering techno-economical feasibility.

water supply Connection details

Indicators

� System losses and unaccounted for water

� Pollution of river water behind the weir by adjacent villages

� Leakage and contamination of water apart from low pressure in water supply

� Wastage of water due to intermittent water supply

� Alternative source of water

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4.1.7 FUTURE PLANNING

WATER DEMAND The overall net treated water demand for the city for the years 2011 and 2021 is 956 MLD and 1241 MLD respectively (excluding losses as per the water supply master plan, SMC).

SOURCE AUGMENTATION With this growing demand, there arises a need for augmenting the sources and increasing the yield from various water works. Capacity of Katargam Water Works will have to be augmented to 360 MLD by 2011 and to 480 MLD by 2021. Capacity of Sarthana Water Works will have to be augmented to 440 MLD by 2011 and to 600 MLD by 2021. Rander water works shall have capacity of 360 MLD by 2021. At present, work for proposed 200 MLD capacity water treatment plant is in progress at Sarthana Water Works. Reliability of source will be a governing factor and accordingly change in location of further augmentation may be required in future.

STORAGE CAPACITY AND ADEQUACY 225 Lac Liter capacity UGSR with booster house has been constructed recently at Katargam Water Works to supply water for T.P. 19, 25, 26, 35 & 49 of Katargam-Dabholi area.

Work for 225 Lac liters capacity UGSR is in progress at Sarthana & Rander Water Works at present. Works for 72 Lacs liters capacity UGSR at Dumbhal WDS, 140 lacs liters capacity UGSR with booster house at Udhna Udyognagar Sangh and 110 Lac liters capacity UGSR at Udhna WDS are in progress at present.

Moreover, works for 22.5 Lacs liters capacity ESR at Athwa, Dumbhal & Joganinagar WDS are also in progress at present.

DISTRIBUTION NETWORK Works for distribution network is presently in progress for the following areas-

� T.P.S. 19, 25, 26, 35 & 49 of Katargam-Dabholi � T.P.S. No. 53 of Magob � Jajangirpura-Jahangirabad area � Part of Limbayat & Dindoli area � Udhna Udyognagar Sangh

Zone Wise Water Demand

# Water work at Varachha is temprorily closed due to polluted raw water

* Ultimate capacity for the year 2011 is taken as per long term planning up to year 2021.

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DESIGN CRITERIA OF WATER SUPPLY SYSTEM Water demand is normally classified as domestic water demand and non-domestic water demand. Domestic water demand covers the use of water for drinking, washing, bathing, flushing etc. Non-domestic water demand includes the water demand for educational institution, religious institutions, hospitals, swimming pools, commercial establishments, industries and fire fighting. Water demand is necessarily assessed for 100% satisfaction of the consumers. Under constrained resources, water is allocated to consumers and the actual water supply thus may not be able to meet the demand. Since most of the water supply schemes have to be generally designed to meet the water demand in the long run, it is necessary to estimate the water demand on a 100% satisfaction basis.

Domestic Water Demand: Following water demand figures are adopted for planning purpose, as suggested in Master plan prepared by Tata Consulting Engineers.

Non-domestic Demand: For the purpose of this study, non-domestic demand is classified into commercial, industrial and fire fighting demands.

Commercial Demand Commercial demand includes demand from hotels, health centers, educational institutions, gardens, swimming pools, cinema theatres and working population. Following are the requirements of water for each of these categories.

Industrial Demand At present, SMC supplies about 50 MLD water to Pandesara GIDC industrial area consisting of Dyeing & Printing Mills, Chemical units etc, by metered water connections. Industrial water demand may increase rapidly in future.

Fire Fighting Demand: The demand for water for fire fighting arises occasionally and hence the fire demand estimates are not accounted for in the total demand. Fire fighting will be directly dealt with from a distribution station nearest to the point of fire through fire fighting tankers. Detailed design of the distribution network will ensure that important places could be given special supply through the network in case of fire. Proper provision for fire hydrants has to be kept for this purpose. Adequate dead storage at distribution stations is to be kept for fire fighting.

Terminal Pressure For major networks in the area outside the walled city, terminal nodal pressure of 15 meters for (G+1) level and 18 meters for (G+2) level has been considered for design purpose to allow for about 8 meters head loss in the ferrules, society pipelines & other branch pipelines for the year 2011 & 2021 respectively.Whereas,

in case of walled city, pressure for design purpose is considered for (G+1) & (G+2) level for the year 2011 & 2021 respectively.

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4.2 SEWERAGE SYSTEMS

SMC is at present augmenting the existing water supply scheme. Increased water supply is expected to result in a corresponding increase in wastewater generation. For the purpose SMC had a master plan prepared for the augmentation of the wastewater disposal system in 1997. Of the total 112.274 sq. km of area, 92.19 percent of the habitable area has a comprehensive sewerage system. This was 29.45 percent in 1997. The augmented sewerage system under seven drainage zones has also resulted in the increase of population coverage from 56 percent to 97.10 percent at present within a span of eight years. The numbers of sewage pumping stations have also been increased from 18 in 1996 to 28 in 2005 with another two proposed at Pisad, and Bhesan-Jahangirabad. There are six sewerage treatment plants serving each of the six zones of the city.

At present, the peripheral areas outside Municipal Corporation do not have any sewerage system implemented. SUDA has proposed water supply and sewerage projects in Pal and Vesu areas.

4.2.1 SEWERAGE NETWORK

The sewerage network in Surat is presently served under six drainage schemes inclusive of the sewerage network in walled city area, namely, Anjana, Bhesan, Bhatar, Karanj, Sainganpore and the Bamroli-Vadod drainage schemes. The schemes serve a total population of 23.35 lakhs through 22 main sewerage pumping stations and six auxiliary pumping stations.

Existing sewerage network

At present, only the central zone has 100 percent coverage while the efforts during the past three years have led to 98.6 percent coverage in the south-west zone and 96.8 percent coverage in east zone. West zone has 74.56 percent area covered by an effective sewerage system. The north, south and south-east zones which had practically no coverage till recently now enjoy coverage of 95 percent, 90 percent and 96.92 percent respectively. An underground sewerage system is planned for the entire city and network lines are nearing completion in some areas. By 2006, the entire area and population of the city is envisaged to be provided with effective sewerage systems. The system is also planned to reduce the pollution into the River Tapi.

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4.2.2 SEWERAGE PUMPING STATIONS

Of the total 28 sewerage-pumping stations 22 are main stations and the remaining six are auxiliary stations, which are of a smaller capacity and installed in an isolated manner. The diameters of the raising mains of the main stations vary between 600 mm to 1600 mm and those of the auxiliary stations vary from 250 – 300 mm. The depths of the stations vary from 9 to 15 metres for main stations and 4 to 9 metres for auxiliary stations.

4.2.3 TREATMENT FACILITIES

There are six sewerage treatment plants catering to the needs of all the six zones of the city and which have a total capacity of treating 562.5 MLD of sewage. The sewage collected by the Anjana and Bhesan drainage schemes is treated at the Anjana and Bhesan treatment plants before being let out into river or Khadi. With the increased drainage network over the last three years, the entire sewage generated in the city can be treated before disposal by the year 2006.

The total capacity of the six treatment plants is 562.5 MLD. It was estimated by AIC Watson, Mumbai in 1997 that at the rate of 172 lpcd, 548 MLD of wastewater is generated during the year 2001. Taking this figure into consideration, the entire amount of wastewater generated per day can be treated.

Six treatment plants are located at Anjana, Bhesan, Bhatar, Karanj, Bamroli-Vadod and Singanpore. At present, all the sewage treatment plants are under run as per its designed facilities. The operation and maintenance of four sewage treatment plants located at Bhatar, Bamroli-Vadod, Singanpore and Karanj has been carried out by private agencies since last 3 to 5 years, while the two sewage treatment plants located at Anjana and Bhesan and all the pumping stations are operated and maintained by the drainage department of SMC. The contractual cost for the operation and maintenance of the 60 MLD capacity sewage treatment plant at Bhatar and Karanj each, is Rs. 270.0 lacs, for the total period of five years, which includes the cost of spares, chlorine and all other consumables except energy. At the 100 MLD capacity sewage treatment plants of Bamroli-Vadod and Singanpore each, the contractor has to run, operate and maintain the plant for five years, at a cost of Rs. 160.0 lacs, which includes the cost of spares, chlorine and all other consumables except energy.

Treatment plants at Bhatar and Karanj have been augmented from the Extended Aeration Activated Sludge process to the Conventional Activated Sludge process facility. They have been augmented from 60 MLD capacities each to 120 MLD and 100 MLD capacities respectively. The treatment plant at Bamroli-Vadod is based on the Upflow Anaerobic Sludge Blanket process and is one of the largest plants of its kind in the world.

Zone wise existing sewerage pumping stations (2002)

Treatment plants and their capacity (MLD)

SMC gives contracts for de-silting of manholes and drainage lines in different parts of the city to private agencies.

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4.2.4 SEWERAGE SYSTEMS (ZONE WISE)

CENTRAL ZONE A comprehensive sewerage system for the walled city (central zone) of Surat was planned as long back as 1948 and was completed in the year 1958. The population of the walled city area has become nearly 1.5 times its design population.

Because of the excessive population being catered to, all the three sewage-pumping stations (SPS) have become inadequate, hence rendering the trunk sewers and main sewers in a permanently flooded condition. Complaints of overflowing sewer lines have become a matter of routine.

An attempt has been made not only to improve the efficiency of the whole sewerage system, but also to make the system cope with the ultimate population of the walled city.

Sewerage Network At present, sewage from the Saiyadpura pumping station is transmitted to the Katargam-Tunki pumping station by a gravity main. The 4 km rising main of MS Spirally Arc Welded pipes of 1524 mm diameter for Nanpura pumping station has been laid to carry the sewage from the entire Nanpura and Salabatpura pumping station area to the sewage treatment plant (STP) at Bhatar.

Sewerage Pumping Stations (SPSs) The sewage from Saiyadpura SPS is transmitted to the STP at Singanpore, whereas the Salabatpura SPS is transmitted to the STP at Anjana. A new pumping station at Nanpura has been commissioned with ultimate capacity of 98 MLD.

As per the master plan, after the commissioning of the gravity main lines, the walled city will have only one sewage pumping station, namely the Nanpura new pumping station and the existing pumping stations located at Salabatpura and Saiyadpura will be abandoned. Out of them, the pumping station at Saiyadpura is already abandoned.

Sewerage Treatment Plants (STPs) The primary sewage treatment plant at Anjana, with a capacity of 25 MLD and 51 MLD capacity was constructed in the year 1958 and 1984 respectively. The secondary sewage treatment plant, based on the Conventional Activated Sludge Process, and with a capacity of 82.50 MLD was constructed and commissioned in the year 1996. At present, it treats the sewage of the Salabatpura, Limbayat, Umarwada and Anjana sewage pumping stations. During 2006/08, the treatment efficiency of sewage treatment plant at Anjana will be upgraded as per the norms of Gujarat Pollution Control Board.

Gravity mains were laid to divert the sewage from Saiyadpura SPS to Katargam-Tunki SPS.

The sewage from the walled city will be transmitted to sewage treatment plants located at Bhatar and Singanpore for further treatment.

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EAST ZONE At present, 96.8 percent area has been covered with sewage network. The sewage water is being treated as per the norms of the consent of the Gujarat Pollution Control Board, in a 100 MLD capacity sewage treatment plant at Karanj and the treated sewage is being disposed off into the Karanj khadi. Untreated sewage from remaining areas, along with wastewater generated from the local small-scale industries is being discharge into the Karanj Khadi and the River Tapi through storm water drains. However, as per the master plan, the sewage from the whole East Zone will be treated at the sewage treatment plant located at Karanj and the treated sewage will be disposed off into the Karanj Khadi.

According to the sewerage scheme of this zone, there will be a sewage treatment plant with an ultimate capacity of 150 MLD, three sewage-pumping stations, a transmission line from each pumping station to the sewage treatment plant and a sewerage network of NP-3 class RCC pipes.

Sewerage Network With a sewerage network of Navagam and the part area of Karanj, Fulpada and Umarwada, was covered during the year 1990-1995.The part-area of Fulpada has been covered during 1999/2000. A network in the remaining areas of Karanj, Kapadra, Fulpada, Magob and Nana Varachha were completed by end of 2001, thus covering the total area and population of the entire east zone, which ultimately prevents the pollution of the River Tapi.

Sewerage Pumping Stations The sewage from the Navagam area and a part area of Fulpada, Karanj and Umarwada is collected at the Navagam SPS and auxiliary SPSs at Patel Nagar and Modi Mohallo and is then transmitted to STP at Karanj.

The remaining area of the whole East zone will be covered under the Karanj SPS, which has a capacity of 90.0 MLD..

Sewage Treatment Plant The sewage treatment plant at Karanj with a capacity of 100 MLD and based on Conventional Activated Sludge Process, is commissioned in 2003.

As per the master plan, during 2008/10, the capacity of sewerage treatment plant at Karanj will be augmented by 30 MLD to a total of 140 MLD. 1.0 MW biogas based power plant will be installed during the year 2007-11.

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NORTH ZONE At present 95 percent area and 96.54 percent of the population of the zone are covered by the sewerage network. The sewage water is being treated as per the norms of the Gujarat Pollution Control Board, in a 100 MLD capacity sewage treatment plant at Singanpore and the treated sewage is being disposed off into the River Tapi. Untreated sewage from remaining areas, along with wastewater generated from the local small-scale industries is being discharge into the River Tapi through storm water drains. However, as per the master plan, the sewage from the whole North Zone will be treated at the sewage treatment plant located at Singanpore and the treated sewage will be disposed off into the River Tapi.

As per the sewerage scheme of this zone, there will be a sewage treatment plant with an ultimate capacity of 202.0 MLD, three sewage-pumping stations, a transmission line from each pumping station to the sewage treatment plant and a sewage network of NP-3 class RCC pipes.

Sewerage Network The work of laying of sewerage network for Katargam-Tunki, Katargam-Ved and Dabholi-Singanpore, has been already completed in May 2004. It will cover the total area and population of the entire north zone.

The transmission lines from Katargam-Tunki, Katargam-Ved and Dabholi-Singanpore sewage pumping stations to the Singanpore STP have been laid. The total length of these transmission lines is about 7.0 kms.

Sewerage Pumping Stations The sewage pumping stations at Katargam-Tunki, Katargam-Ved and Dabholi-Singanpore is in operation. The installed capacity of the three pumping stations is 71.0, 62.0 and 69.0 MLD respectively.

Sewerage Treatment Plant For a total of 202.0 MLD sewage expected to be generated at the end of design period, it has been planned to construct a sewage treatment plant, based on the Conventional Activated Sludge Process, in two phases. The Singanpore STP with a capacity of 100 MLD, is under operation.

As per the master plan, works on augmentation of the capacity of the plant from 100 MLD to 150 MLD will be taken up during 2008/10. 1.0 MW biogas based power plant will be installed. The tertiary treatment plant of 100 MLD, to reduce the pollutants load in the river Tapi, will be also constructed during the year 2007-10.

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SOUTH ZONE At present 90 percent area of the zone is now covered by sewerage network, which in turn caters to about 95 percent of the population of the zone. The sewage from the whole South zone area is treated at the Bamroli-vadod STP except Pandesara GIDC area and the treated effluent from the same is disposed off into the Khajod Khadi. The untreated sewage from the remaining area, along with wastewater generated from small-scale industries as well as industrial effluent from processing houses, is being discharged into the Kakra Khadi through storm water drains.

According to the sewerage scheme of this zone, there will be one sewage treatment plant at Bamroli-Vadod, with an ultimate capacity of 156.0 MLD, one sewage pumping stations at Bamroli, transmission lines from pumping station to the sewage treatment plants and a sewerage network of NP-3 class RCC pipes.

Sewerage Network The sewerage network for Udhana, Govalak, Pandesara, Bhestan and Dindoli (Part) has been completed.

The SPS at Bamroli is terminal pumping stations in the premises of the STP at Bamroli-Vadod. Hence, the length of the transmission line is negligible.

Sewerage Pumping Stations The sewage pumping station of 160 MLD capacity at Bamroli-Vadod is commissioned. The effluent pumping station at Pandesara GIDC area is under run.

Sewerage Treatment Plant The sewage treatment plant of 100 MLD capacity at Bamroli-Vadod, based on the Upflow Anaerobic Sludge Blanket (UASB) system, is commissioned. The plant is one of the largest capacity plants in the world. The exisiting plant will be upgraded as per the GPCB norms during the year 2006-07.

As per the master plan, the industrial effluent collection and transmission lines along with the pumping station and common effluent treatment plant of 100 MLD capacity will be executed during 2005/08. The STP at Bamroli-Vadod will be taken up for augmentation during 20010/11 from 100 MLD to 140 MLD. 0.5 MW biogas based power plant will be installed

The sewage collected at the sewage pumping stations at Bamroli-vadod will be transmitted to the sewage treatment plant at Bamroli-vadod for treatment.

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SOUTH-EAST ZONE At present 96.92 percent area of the zone is now covered by sewerage network, which in turn caters to about 95 percent of the population of the zone. The sewage from the Anjana, Limbayat, Dindoli and Umarwada area is treated at the Anjana STP and the treated effluent from the same is disposed off into the Koyli Khadi. The untreated sewage from the remaining area, along with wastewater generated from small-scale industries as well as industrial effluent from processing houses, is being discharged into the Koyali Khadi through storm water drains.

According to the sewerage scheme of this zone, there will be one sewage treatment plant at Anjana, with an ultimate capacity of 82.50 MLD, three sewage-pumping stations at Anjana, Umarwada and Limbayat, transmission lines from each pumping station to the sewage treatment plant at Anjana and a sewerage network of NP-3 class RCC pipes.

Sewerage Network The sewage network for Umarwada, Anjana, Limbayat and Dindoli has been completed.

The SPS at LImbayat is terminal pumping station in the premises of the STP at Anjana. Hence, the length of the transmission lines is negligible.

Sewerage Pumping Stations The sewage pumping station at Umarwada has an ultimate capacity of 14 MLD. The sewage pumping station at Limbayat has an ultimate capacity of 41 MLD, whereas the sewage pumping station at Anjana has an ultimate capacity of 12 MLD.

Sewerage Treatment Plant The sewage treatment plant of 82.5 MLD capacity at Anjana, based on the Conventional Activated Sludge Process, is the oldest sewage treatment plant in the city.

As per the master plan, it has been planned to upgrade the treatment facility at Anjana as per the norms of Gujarat Pollution Control Board during the year 2005-07.

The sewage collected at the sewage pumping stations at Anjana, Dumbhal and Umarwada will be transmitted to the sewage treatment plant at Anjana for treatment.

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WEST ZONE Almost 74.56 percent of the area is covered by sewerage network. The sewage is being treated in a 60 MLD capacity sewage treatment plant at Bhesan and the treated sewage is disposed off into the Tena khadi. In the area bereft of the network, the sewage along with wastewater from local small-scale industries is being discharged into the River Tapi through storm water drains or is being disposed through septic tanks and cesspools.

According to the sewerage scheme of this zone, there will be a sewage treatment plant at Bhesan, with an ultimate capacity of 160 MLD, five sewage pumping stations, transmission lines from each pumping station to sewage the treatment plant and a sewerage network of NP-3 class RCC pipes.

Sewerage Network Seventy Five percent of the area of the zone is provided with an underground sewage network. The 13.0 km sewage network for Jahangirabad and Jahangirapura-Pisad, will be completed by the year 2006.

The transmission line of the Rander, Adajan and Pal sewage pumping stations is under service since 1995-96 and the 3.5 km transmission line for Jahangirabad and Jahangirapura-Pisad sewage pumping stations is planned to be taken up in the first quarter of 2006. As per the master plan the sewerage system in Adajan area will be augmented / rehabilitated in year 2006-07.

Sewerage Pumping Stations The developed area of the zone has been provided with sewage pumping stations at Rander, Adajan and Pal since 1995-96. Sewage pumping stations of 40.0 MLD capacity at Jahangirabad and Jahangirapura-Pisad, will be commissioned by the year 2006.

Sewerage Treatment Plant A sewage treatment plant of capacity of 60 MLD, based on the Conventional Activated Sludge Process was completed and commissioned in 1995 at Bhesan.

As per the master plan, it has been planned to augment the capacity of the Bhesan sewage treatment plant by 40 MLD during the year 2006-08.

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SOUTH-WEST ZONE In this zone practically 100 percent of the area has been covered by the sewerage network, barring the Althan area. While sewage is treated in the 120 MLD capacity sewage treatment plant at Bhatar and the treated sewage is disposed off into the Kakra khadi.

According to the sewerage scheme of this zone, there will be a sewage treatment plant at Bhatar, with an ultimate capacity of 236.0 MLD, eight sewage pumping stations, transmission lines from each pumping station to the sewage treatment plant and sewerage network of NP-3 class RCC pipes.

Sewerage Network Ninety Nine percent area of the zone has a comprehensive sewerage facility. As per the master plan, the sewerage network of Athwa and Umara will be rehabilitated during the year 2006-08.

Sewerage Pumping Stations The sewage pumping station of 19.5 MLD capacity at Althan has been completed and is under operation since May 2002. AS per the master plan, the pumping station at Athwa and its rising main will be rehabilitated.

Sewerage Treatment Plant The Bhatar sewage treatment plant of 120 MLD capacity and based on the Conventional Activated Sludge Process, is commissioned since 2003 and is the largest capacity sewage treatment plant in the city.

As per the master plan, the sewage treatment plant at Bhatar will be augmented by 80 MLD during 2009/11. 1.0 MW biogas based power plant will be installed

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� Outdated sewerage system in the walled city area, Athwa, Umra and Adajan

� Mixing of sewage with storm water and solid waste in several areas

� Low number of sewer connections

� Very low nil per-capita cost recovery

� Unavailability of comprehensive wastewater system in Industrial Area.

FUTURE REQUIREMENTS Surat Municipal Corporation has prepared a master plan for comprehensive sewerage system (more than 1000 km of sewers and 6 sewage treatment works) to serve not only the domestic and commercial, but also the industrial developments for the year 2021. Wastewater generated from all this development is to be collected by a network of underground sewers and pumping stations and conveyed to sewage treatment works for physical and biological treatment to meet the parameters prescribed by the GPCB before discharge into the nearest watercourse.

Sewerage Network The comprehensive sewerage system designed for the city of Surat as per the master plan is expected to be in place by the end of 2006. Phase wise execution of the master plan will cover not only the present population of the city but also the population expected by the year 2021. Complete area coverage is expected to be achieved by 2006. This is apart from the revitalisation of the entire sewerage network in the central zone, where the present system is outdated. Complete revitalisation of the system in the central zone is to be completed by 2010.

At present, there is no drainage system exists in the Pandesara GIDC area, which leads to the flowing industrial wastewater open into the open surface water body.

Indicators

� Out-dated Sewerage system in Walled City Area.

� Mixing of Sewage with Storm water and Solid waste in several areas.

� Less number of Sewer Connections and almost nill per-capita cost recovery.

Sewerage Network

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Sewerage Pumping Stations With the newly proposed sewerage pumping stations at Jahangirabad and Jahangirpura-Pisad, the sewerage pumping stations will total to 30. These are expected to cater to the needs of the population of the city till 2021. After the completion of the gravity mains that diverts the sewerage generated in the central zone to the Singanpore and Bhatar STPs, the sewerage pumping stations at Salabatpura and Saiyadpura shall be abandoned. Hence the total number of sewerage pumping stations in the city will be 28. Few of the existing sewage pumping stations i.e. Athwa, Umra, Adajan, Salabatpura shall be rehabilitated.

In, Pandesara GIDC area a sewage pumping station exists. However, practically very little wastewater is collected, as there is no comprehensive drainage system exists.

Sewerage Treatment Plants As per the master plan, to cater to the needs of the present population sewerage treatment plants have been constructed at Singanpore and Bamroli-Vadod. But to cater to the needs of the population in 2011 and 2021, the treatment capacities of these plants need to be augmented without the necessity of new treatment plants. Augmentation of Bhatar STP to 120 MLD and Karanj STP to 100 MLD has been recently completed, is under run since 2003 and the Singanpore STP is operational at present with a capacity of 100 MLD.

For Pandesara GIDC area, there is no facility for common effluent treatment plant. Hence, the industrial wastewater directly flows to the nearby creek.

Sewerage Pumping Stations

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4.3 STORM WATER DRAINAGE

Due to its location on banks of the River Tapi near the estuary of the Arabian Sea, the land drainage in Surat City is relatively poor and in the past, during the monsoon months, many areas of Surat city suffered temporary flooding and blockage of storm water. The monsoon in the region is seasonal and is active between the months of June to December. Rainfall during this period can be extremely intense. Hence, the SMC has laid an extensive network of storm water drains in the entire city.

4.3.1 EXISTING SITUATION

The gentle slope of the city has greatly aided in the natural storm water drainage. 85% of the city is covered with a storm water drainage network, but well built leader lines to support the natural system are lacking in most parts of the town except in the well-developed areas. Generally, the storm water flows through un-built open surface drains and joins the nearby khadi or the River Tapi.

These drains discharge storm water in to the River Tapi at 16 locations in 5 zones of the municipal corporation. The storm water outlets provided backwater entry to the floodwaters of River Tapi and thereby caused temporary flooding of areas from which they were carrying out storm waters.

Hence, it was felt necessary to provide flood protection gates at the outlets of storm water drains. SMC completed the construction of flood protection gates at 15 locations in the year 1999 at a total cost of Rs.210 lakhs. These works were completed in 3 months. A total of 22 cast iron manually operated vertical sliding gates were provided. Normally, these gates are kept open, but at the time of heavy floods in the River Tapi, these gates are closed to prevent the entry of floodwater in to the city.

At present the area outside Municipal Corporation does not have any storm water drainage system. SUDA has proposed storm water drainage system covering 68 TP schemes to be developed.

4.3.2 FLOOD PROTECTION SCHEME OF RIVER TAPI

After the ravaging floods of the River Tapi in 1968, the Government of Gujarat had decided to have a flood protection scheme to protect Surat city and its adjoining area. It was planned to provide flood protection for a total of 46.85 km. on both banks.

The Tapi embankment scheme was designed for a 10 lakh cusecs flood, which is inclusive of 1.5 lakh cusecs discharge, contributed from the catchment between the Ukai Dam which is about 80 km. upstream of Surat city. The flood protection works consist of raising of both banks of the river by construction of an earthen embankment/ brick masonry retaining walls with/without river slope pitching and also by constructing sluice regulators across natural creeks/drains etc. meeting the River Tapi.

Storm Water Drains

During the floods of 1994 (About 5.25 lakh cusecs) and 1998 (About 7.0 lakh cusecs), the backwater entry of floods played major role in submerging the many low laying areas of Surat city.

A majority of the slums drain storm waters through open drains.

The River Tapi is a perennial one and it drains a total catchment of 65,000 sq.km. It originates in Satpura Hills of

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Map 9 : Flood Prone Areas (1998)


The major part of the scheme was executed by the Government of Gujarat from 1971 to 1995 at a total cost of Rs.1542 lakhs. But the long delay in completion of the project proved fatal during the floods of 1994 and 1998. The works of embankment/sluice regulators at village Chhaprabhatha, Variav and Tunki were not completed.

With technical guidance from the Narmada and Water Resources Department of the Government of Gujarat, SMC executed the flood protection works, which fall within the Surat city limit. The project cost of Rs.2406 lakhs is being borne equally by the Government of Gujarat and SMC. Initially, SMC will execute the works from its own resources and later on, the Government of Gujarat will reimburse its 50 percent share within 3-5 years depending upon the availability of funds. The works of the first phase have already been completed by SMC and the remaining works are proposed to be taken up only after finalisation of the scheme/ design-drawings etc. by the Irrigation Department of the Government of Gujarat.


Mixing of Sewer and storm water drains With a very small number of sewerage connections in the city, large amounts of sewage are let out illegally into the storm water drains. The closed drains of the city amount to only 20.3 percent of the total length of surfaced roads. Solid waste is also dumped into the natural drains of the city in many areas near the slums. Due to this, the city witnesses frequent flooding of roads during the monsoon.

Delay in implementation of the Flood Protection Scheme. The flood protection scheme of the River Tapi that started in 1971 is still under progress. This long delay on the part of the Government of Gujarat proved fatal during the floods of 1994 and 1998. A large portion of the scheme falling under the city limits is still pending and is largely dependent on the availability of funds with SMC as the reimbursement from the Government is expected to come only at a later stage.

Silting of khadis and open storm water drains. The city has the advantage of a good natural drainage pattern, which is not, unfortunately, exploited properly. Silting and constriction due to uncontrolled solid waste dumping and encroachments by the poor on the banks have interrupted the flow of wastewater and storm waters, thus, causing them to spill into neighbouring areas. Never has there been an attempt to desilt and clean the natural drains of the city. The open storm water drains are in a similar condition, with sewerage waters getting mixed with them at places.

SMC has constructed earthen embankments and sluice regulators at villages Tunki and Bharimata by spending Rs.356 lakhs during the first phase. SMC has already spent a total of Rs.530.50 lakhs including the land acquisition cost etc

Indicators

� Mixing of sewer and storm water drains

� Delay in implementation of flood protection scheme

� Silting of khadis and open storm water drains

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FUTURE REQUIREMENTS The Surat Municipal Corporation has appreciated the importance of an effective storm water drainage wherein the current and future needs point to effective roadside storm water lines. This is in consideration of the fact that apart from draining the storm water they also help in maintaining the condition of the road surface. A total length of 532 km of present storm water drains are to be extended to a minimum of 401.076 km by 2011 to effectively control flooding during the monsoon. This is also expected to assist the flood protection scheme of the River Tapi by reducing the sudden pressure on the system during emergencies.

STORM WATER DRAINAGE IN THE PERIPHERAL AREAS (SUDA AREA) Due to its location on banks of the river Tapi and on the bank of river Mindhola near the estuary of the Arabian Sea, the land drainage in SUDA area is relatively poor. In monsoon months, during heavy rains many areas of SUDA suffer flooding. Till now, such flooding was not posing a major problem as major part was agricultural area. With rapid development of SUDA area, it is necessary to see that the storm water is disposed off as early as possible to exert only minimum hardships on residential, commercial and industrial area.

Due to paucity of funds, normally low priority is being given to the costly project of disposal of storm water. Moreover, as the area is located on the banks of the river, there are number of natural creeks which meander at number of places. It is possible to provide systematic underground system of storm water disposal, unless storm water drain in place of these creeks are properly planned on the roads of TP Schemes, as by preparing TP Schemes at many places the land falling under portion of the schemes are allotted to final plot holders. Now, as the TP Schemes are being prepared and finalized gradually the road network is also finalized which facilitates to provide storm water drain. Initially projects are prepared for Vesu and Pal-Palanpor area at a cost of Rs. 60 crores covering the total area of 1800 Ha. It is proposed to cover the major part of the SUDA area by efficient network of storm water disposal at a cost of Rs. 176 crores over a period of 7 years. The project becomes costlier, as the same is to be designed keeping in view the disposal points which are mainly in river, the latter is not only in tidal range but also has to face abnormal floods. To prevent the flood water entering into SUDA area, provisions are to be made for flood gates at disposal points.

Zone Wise Storm Water Drains

Year-wise Area to be Covered Under Storm Water Drains in SUDA Area

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4.4 SOLID WASTE MANAGEMENT

Efforts to improve solid waste management in the city of Surat were made by the health department after the havoc of the plague in 1994. It is the only city of its kind in Gujarat where private contracting and private participation in solid waste management is being tried out. The city has been divided into 7 zones for efficient management and the waste generated is collected through out the city and dumped at the Khajod disposal site (200 ha).

Source segregation of recyclable waste is practiced and a large percentage of households practice storage of waste at source. About 96 percent of the households and 99 percent of the shops and establishment practise storage of waste at source.

At present in SUDA area, there is no scientific collection and disposal for solid waste available.

4.4.1 WASTE GENERATION & COLLECTION

Everyday, Surat generates 400gms per capita per day of waste amounting to roughly 1000 metric tons. This is collected by SMC, private contractors and the rag pickers.

About 70 percent of the waste generated every day is contributed by households, shops and other commercial establishments. Just over 30 percent of the total waste generated is recyclable. This comprises of paper, plastic, metal, brick stone and glass primarily. Combustible waste accounts for 22.75 percent of the total and organic waste is nearly 42 percent.

Doorstep bins are roadside cradle types and are 314 in number. The total number of waste collection bins is 1170. These are mainly 4.5 cu.m in size with a capacity of 1.5 tonnes (4.5 cu. m)/ dustbin and cover the entire population of the city. The spacing between waste storage depots is about 100 m.

For door-to-door collection 3000 bins would be installed by 3 private agencies. The cradle type would be designed in such a way that revenue generation through advertisement is possible. There are also initiatives for segregation of waste at source including awareness generation through pamphlets. For this to create awareness pamphlets are distributed.

At present there are 4503 sweepers engaged in the collection of waste across the seven zones of the city. Of the total waste collected, the corporation manages 98 percent i.e., 980 tons/day while the rest is collected by rag pickers.

Solid Waste Management – Existing situation

Waste Generation & Collection

Quantity of waste generated

Composition of waste

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4.4.2 WASTE TRANSPORTATION AND DISPOSAL

Waste collected from all over the city is transported to the processing and disposal sites by 450 labourers and 104 drivers. The fleet of vehicles available for the purpose includes dumper placers, trucks, tractors, market vans and heavy machines which are 162 in total. 41 labourers are involved in processing and disposing waste at the Khajod disposal sites.

The frequency of transportation of waste from various waste storage depots is once or twice a day and the total capacity of the fleet is 980 M.T. The transportation process is partly mechanised in the form of loaders, bulldozers and breakdown vehicles. The mechanised process accounts for 27 percent of the total transported waste. The remaining 73 percent is manually transported.

The private sector is partly involved in the transportation of waste in terms of manpower or a transportation of garbage and vehicles. They are mainly involved in transportation of municipal solid waste by dumper trucks and by containers through dumper placers.

PROCESSING AND DISPOSAL OF WASTE Processing and disposal methods like incineration etc. are not used in Surat. Land available for treatment and disposal of waste, where the land filling is carried out, is about 10 km from the city. The life expectancy of land for the treatment and disposal of waste is 30 years at the Khajod final disposal site. There is sanitary landfill cell created and the cell is ready for its use for disposal of inert material obtained at the end of treatment process of MSW Treatment.

One Bio-Medical Waste Treatment Plant is working on a BOOT basis from 2003. The agency to which the work is granted is responsible for collection and treatment of Bio-Medical Waste. There are total 27 UHC, which are collection centers and Rs. 10 per kg are collected as charge.


The havoc of plague in Surat helped to convert the city into one of the cleanliest cities of the country. This was made possible through a complete revamping of the entire solid waste management system. The system is working efficiently and effectively at present, wherein private sector is involved.

Lack of effective technology for scientific disposal of solid as well as bio-medical waste. Bhatar waste disposal site is at present the only serving site and this site has reached the end of its life span now. Moreover, the location of the site right within the city limits has exposed the entire process to the open air and life threatening parasites.

Existing fleet of vehicles

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FUTURE REQUIREMENTS

SOLID WASTE MANAGEMENT IN SMC AREA: The Surat Municipal Corporation has been efficient in collecting the solid waste from all over the city and maintaining cleanliness. The need of the day is maintenance of the system in an efficient manner. For this purpose, it is required that the collection and disposal system be upgraded. To cater to the needs of the population in 2011 and 2021, when 1278 MT and 1550 MT of solid waste is expected to be generated everyday in the city, additional containers, collection and transportation vehicles, waste storage and transfer stations, and infrastructure at the new waste disposal site at Khajod are the immediate requirements.

As part of augmentation of the system, a new fleet of vehicles should be obtained from 2007-08, till which time the existing fleet is deemed sustainable. Waste storage and transfer stations should also be added from the year 2007-08. Wheelbarrows of 0.60 cu. m capacity should also be acquired, starting 2006-07. A waste segregation system also should be installed at a later stage in all the storage and transfer stations. Infrastructure at the Khajod waste disposal site is to be provided by 2008.

SOLID WASTE MANAGEMENT IN SUDA AREA: � To provide Dust Beans. � To have collection system from each house. � To provide transfer station. � To provide vehicles for Transportation of solid waste. � Develop landfill site for systematic disposal of solid waste

including segregation of the waste. � The scheme will be provided for 67 T.P. Schemes at a cost of

Rs. 80 Crores. � SUDA has identified and reserved land of 24 lacs sq.mtr for

solid waste and garbage disposal.

Solid waste Generation (Metric Tons)

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“The contours of the city landscape underwent basic and cosmetic changes in the mid 1990s along with growth of infrastructural facilities, which earned Surat the tag of being one of the cleanliest cities of the country. But lack of a viable transport system, has left the city with a crumbling face. In the absence of any traffic planning, over 7.5 lakh vehicles leave the city roads gasping for space. The public transport services have remained as they were years back and need for a proper system to cater to the growing population is felt overwhelming. For industrialists, with lack of an airport in the second largest city of the state, business travels abroad still mean taking a flight from Mumbai or Ahmedabad”.

– Surat Forum : Times of India, May 22, 2001.

5.1 ROADS

5.1.1 EXISTING SITUATION

Recent efforts at better management of the road network in the city have resulted in effective widening of the main corridors of the city. The roads in the city cover an area of 28.29 sq. km, which is about 25 percent of the total area of SMC. So far, 80 percent of the area of the city has been effectively connected through a total length of 1133.37 km. of road network. Of this, 93.5 percent of the roads are surfaced mostly with asphalt.

The region is characterized by “black cotton soil with high shrinkage and swelling” and high rainfall. These are the major causes for the unsatisfactory condition of the asphalt roads in the city. Keeping this in view, SMC has come up with a proposal to change the major arterial road network into a cement concrete road. The conversion of asphalt road in to C.C. Roads has been started in the city since 2004. In the first phase, The Surat-Dumas Road was selected. The other roads selected in this year are: Surat-Navsari Road and Kadodara Road.In the next phase, major ring roads and corridors, important link roads, roads wider than 24.39 m. are proposed to be changed to CC roads; the total cost of this work will be Rs. 4409.96 million.

RING ROADS The Ring Road is one of the major roads in the city and channelises the traffic from the congested roads of the walled city to other parts of the city. The road encircles the eastern and southern sides of the walled city. The outer ring road lacks continuity at certain areas and is still to be constructed at several parts.

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Transport And Traffic Management


Map 10 : Transportation Network


OTHER ROADS Roads leading away from the walled city gates bifurcate into radial roads extending to the urban areas that have developed outside the city walls. These radial roads are significant because regional bus trips from all these corridors enter the city area near the railway station. The north-south flow of traffic is predominant.

In SUDA area there are about 170 km of existing roads of various category, NH, SH, MDR, ODR etc.

5.1.2 BRIDGES AND FLY-OVERS

At present there are 37 major and minor bridges and two underpass ways in the city. Of them eight bridges are across River Tapi at various locations. One of them is a weir cum causeway and another is a railway bridge. The rest of the six are major roadway bridges. Another roadway bridge is proposed to be constructed on the River Tapi near Dabholi.

There are three fly over bridges in the Surat city. Of these, two fly over bridges are on the Ring road, one at Athwa gate junction and another from Nan Darwaja junction to Sahara Darwaja. Another fly over bridge is on Varachha road. There is one overbridge above L.C.No. 146 on Sumul Dairy Road. At present one fly over bridge at Majura Gate Junction on Ring Road and one road over bridge above Railway Culver No. 436 AT Dindoli are under construction..

The Bridge Cell of SMC carries out the construction and maintenance of bridges, culverts, underpasses, flyovers and road over bridges within SMC limits.

Two major bridges across the River Tapi are planned to be constructed within a span of three years each. While the one at Ved-Dabholi shall start during this year (2005-06) the other one near Paanch Pandav bunglow, Athwalines shall start in 2006-07.

The construction of two major fly-overs road over bridge will be completed during 2006-07 and the other fly over on the Ring Road near Majura-Udhana Gate, will be completed during 2007-08.

Two small bridges shall be constructed across Kankhara Khadi near Althan and Gandhi Kutir to improve connectivity in the south and south-west zone. A bridge is being constructed on Mithi Khadi near Limbayat in South-East Zone to improve connectivity.

In addition, several fly overs and bridges are proposed on major and busy junctions/routes to ease traffic congestion and for easy movement of vehicles; thereby reducing air/noise pollution also.

In SUDA area there are two major bridges across river Tapi and 15 bridges across various creeks.

Major Radial Roads/ Corridors

� Athwa Lines Road � Udhna – Majura Road � Navsari Gate to Udhna Road � Salabatpura Gate to Anjana society

Road � Salabatpura Gate to Dumbhal road � Delhi Gate to Karanj Road � Lal Darwaja to Nana Varachha

Road � Katargam Gate to Katargam Road � Ved Gate to Ved Road � Chowk to Rander-Adajan Road � Chowk to Station-Rajmarg

Recently Completed � Bridge across Khadi near Puna –

Kumbhariya (2002-04) � Construction of minor bridge across

Khadi near FP 80, Dumbhal (2003-04)

� Bridge Across Koyli Khadi near Model Township (2003-05)

Under Progress � R.O.B across Railway Culvert

No.436 (2003-07) � Fly over on Ring Road near Majura

& Udhana Gate (2005-08) � Bridge Across Mithi Khadi near

Limbayat (2005-07) � Bridge Across Kankara Khadi near

Althan (2006-07)

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The current network of roads in the city comprising asphalt, WBM, concrete and un-surfaced roads covers 8.46 km. per sq.km of the corporation area accounting for a per capita road length of 0.40 m. On an average, the area covered by the present network is around 25.20 percent of the total area of the corporation. Some of the related issues include:

Improper connectivity in peripheral areas. While the peripheral areas in the west, east, south and south-west zones have grown considerably, the connectivity of these roads with the main corridors is inadequate. While nearly 80 percent of the city area is well connected, the rest lacks good linkages. Only 94 percent of the existing network is surfaced mainly with asphalt.

Major operation and maintenance costs on roads. The city receives intense rainfall during the monsoon. The black cotton soil of the region (with its high shrinkage and swelling characteristics) has made the roads with an asphalt/ bituminous top highly susceptible to damages. After every monsoon, the roads have to be re-laid, leaving the corporation with very high operation and maintenance costs.

Discontinuity in Ring Road and Major Roads. The Ring Road from Lal Darwaza to Ved Darwaza on the periphery of the walled city is discontinuous. Several other major roads in the north, west and south zones are also discontinuous leading to major traffic movement on other roads and minor roads in residential areas.

Encroachments and informal activities on major corridors of the city. The margins of major roads and the footpaths are encroached upon in several sections by small time street vendors, illegal parking and other informal activities. With no margins left, the extension and widening process of these roads is hampered.

No consideration for future growth patterns in planning for roads outside SMC The growth pattern of the city clearly indicates major growth clusters towards the Eastern, Western and Southern peripheral areas. The lack of a comprehensive planning outlook will make these areas improperly connected when they are merged within the corporation at a future date. Hence, there is a need for incorporating the Outer-Ring Road concept in to the TP schemes of these areas in the SUDA limits.

Indicators

� Improper connectivity in peripheral areas

� Major operation & maintenance costs on roads

� Discontinuity in Ring Road and major roads

� Encroachments and Informal activities on major corridors of the city

� Lack of consideration for future growth patterns in planning for roads outside SMC

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FUTURE REQUIREMENTS The adverse climate with respect to road infrastructure and the growing pressure of traffic on the roads have led the SMC to propose up-gradation of the roads to a cement concrete topping that could withstand all weather conditions. This up-gradation will be carried out accordingly in a phased manner with a target of up-grading 65 percent of the roads in the city ones by 2021.

To tackle the problems of congestion and high volumes of traffic, the corporation has already commenced the construction of fly-over on certain important roads of the city. Apart from these there have been long pending proposals of constructing bridges on the Khadis to improve the connectivity and another two bridges across the River Tapi near Bhadra Ashram and near Ved-Dabholi. To improve the connectivity within the city as well as with the areas on the other side of the River Tapi, these works should be taken up on priority basis to be completed before 2012. To overcome the voluminous traffic problem new roads are identified for development. There are canals, plying through the city, which can be utilized for surface transport. Considering the same, two major canals are included to be developed. The identified canals are:

� Canal starting from Karmrej to Althan, which bisects the city (60m wide)

� Canal starting from Karanj Sewage Treatment Plant to Surat-Navsari Road (45 m wide)

ROADS IN THE PERIPHERAL AREAS (SUDA AREA) SUDA has planned to provide new roads and improve existing roads for better movement of vehicles including continuation of a ring road to reduce congestion on existing roads. This effort of SUDA would result in better connectivity.

Proposal of road projects in SUDA area � Approximately 670 K.M. of Roads will be constructed in 67

T.P. Schemes to facilitate movement of vehicles. � A Ring Road of 66 K.M. length will be constructed. Of the 66

K.M. length 44 K.M. is of existing Road, which will be upgraded to 4-lane roads, and 22 K.M. of new road to be constructed.

� The existing / developed road network will be planned in such a manner that it will have better connectivity to the Ring Road.

� Approximate cost for development of roads will be Rs. 675 crores

� The cost for construction of Ring Road will be Rs. 195 Crores the Ring Road will be developed under Public/Private Partnership and viability gap funding will be provided to make project viable.

Distribution of Roads in SUDA Area

CONSTRUCTION OF BRIDGES IN SUDA AREA � Bridge on River Tapi Near Valak to

complete the Ring Road. � Bridge on River Mindhola near

Abhwa for shortening the travel distance to Ubhrat.

� Construction of ROB at Sachin, Kosad and Gothan to complete the Ring Road.

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5.2 TRAFFIC MANAGEMENT

Traffic engineering aspects for regulating and controlling the traffic of the city are important to fulfil the mission of "overall regulation and control of vehicles, pedestrian traffic and transportation, so as to provide safe and un-delayed travel trips to the citizens”.

5.2.1 TRAFFIC CHARACTERISTICS

The number of vehicles in the city has gone up from 2.94 lakhs in 1991 to 9.83 lakhs in 2005; due to the rapid addition of two-wheelers and four-wheelers. This indicates the economic status of the populace due to the distributed economic growth and reflects the lack of efficient and adequate public transportation facilities.

Vehicular Growth

In contrast to this large number of private vehicles, the amount of public parking space available throughout the city is just sufficient for 1652 two-wheelers and 400 four-wheelers.

5.2.2 ROAD-RAIL CROSSINGS

The main section of Western Railway connecting Ahmedabad and Mumbai passes right through the city forming the border for the north and east zones and across the south zone.There are five road-rail crossings which are important with respect to traffic management.

Traffic flow at these crossings has not been smooth either due to level crossings with heavy traffic flow or grade separator crossings, which are very, narrow.

The main functions carried out by the Traffic cell are:

� Traffic and transportation surveys � Installation of traffic signals on

road junctions � Construction of channelisers on

road junctions � Construction of road dividers either

with guard stones or R.C.C. pardi with a facility of plantations

� Install automatic night blinkers at critical curves, vehicular gaps, accident prone points etc

� Construction of traffic island (rotary) at road junctions

� Installation of Traffic Sign Boards (cautionary, mandatory, informatory etc.) and installation of sign boards indicating the names of new streets and squares

� Construct speed breakers in consultation with the Traffic Police Department

� Make road markings like zebra crossings, stop lines, junction markings, centre lines, and lane lines etc. and to fix cat eyes on dark roads along the centre line for enhanced visibility

� Maintenance of traffic signals and blinkers previously installed and commissioned

� Maintenance of islands, channelisers, road dividers by making minor repairs and painting them once in a year

� Earmark spots for rickshaw stand, bus stand and traffic related structures

� Road-Rail Crossings � Sahara Darwaja Crossing � Lambe hanuman road Crossing � Khand bazaar Crossing � Sachin over bridge � Dindoli Garnala Crossing �

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5.2.3 JUNCTIONS

There are 89 such junctions in the city that have traffic islands. Of these, 42 junctions have traffic islands or channelisers which are sponsored. These junctions were mostly constructed largely during the years 1998-2001. Considering the rapid growth of vehicles, coupled with the poor public transport system, SMC has taken up a number of traffic management initiatives during the past decade. Road dividers of about 67.0 km length were added to the existing 28 km length. Traffic signals were installed at 25 junctions and traffic islands were constructed at 45 junctions. Traffic blinkers were also installed at 28 junctions in the city.

These measures have reduced the incidence of traffic accidents in the city. There has been a reduction of 32.94 percent in fatal accidents and a 19.83 percent reduction in serious accidents since 1997.

5.2.2 PUBLIC TRANSPORT

The Gujarat State Road Transport Corporation (GSRTC) operates buses for the mass transportation of passengers in the city with its existing fleet of 148 buses. GSRTC has three depots, of which Lambe Hanuman and Udhna Gam depots are used for Within-city buses. The Adajan Patiya depot is used for outside-city buses.

Over the years, the number of routes covered by city buses has increased, but fleet availability has drastically come down to a poor 6 buses per lakh population. Buses run by GSRTC are not favoured by the citizens. This is clearly indicated by the ever decreasing number of passengers using the buses. The figure declined by 37.12 percent over the previous decade.

Intermediate modes of public transport are very high in the city. They are mainly contributed by trips made by auto rickshaws, jeeps, taxicabs, stage cars, and maxi-cabs and so on. The phenomenal growth of these vehicles during the last decade (above 135 percent) can be mainly attributed to the inadequate Public Transport System, thus creating traffic and pollution problems.

There is a study being carried out on IPTS (Integrated Public Transport System) by CES which is supported by GIDB (Gujarat Industrial development Board).

Traffic Management Initiative

Traffic Management Initiative

Buses, routes and passengers

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5.2.5 STREET LIGHTING

Street lighting is decentralised with respect to all the zones and the Streetlight Department at the head quarters co-ordinates all these activities.

The city’s 48098 street lights are spaced at an average distance of 25.05 m. adequately lighting the city. 68 percent of them are tube lights and 31.9 are percent sodium vapour and Metal Halide lamps. High mast tower lamps are being introduced onto important junctions on the arterial roads and are currently located at 28 junctions in the city, using a total of 524 luminaries.

The number of luminaries has grown at an annual average of 17 percent during the past three years. The average operation and maintenance cost incurred on street lighting for the past five years is about Rs.261 lakhs.


� Rapid growth of private vehicles. � Inadequate parking facilities. � Lack of Traffic Segregation. � Lack of pedestrian facilities. � Inefficient and poorly maintained public transport. � High operation and maintenance costs on street lighting.

FUTURE REQUIREMENTS Putting in place an efficient traffic management system and an efficient and adequate public transport system are the immediate requirements. A Traffic Management Study is necessary to indicate a number of measures. These include increasing the public parking facilities, pedestrian facilities, improvement of junctions and rail crossings, provision of traffic signals wherever necessary, lane separators to segregate traffic etc.

To keep an adequate and efficient public transport system in place by 2012, it is necessary that the corporation initiate dialogue with GSRTC for its improvement.

An effective enforcement mechanism by the Traffic Police is also necessary to enforce smooth traffic flow in the city.

A study is being carried out by CRRI / GIDB in SUDA area for placing an efficient traffic management system. The measures suggested will be carried out.

Indicators

Streetlight Department Functions are:

Providing street lights on all the roads within SMC limits. Installing high masts on all the major traffic junctions. Providing decorative luminaries and poles wherever necessary. Luminaries in various zones (31-03-

2001)

The city of Surat suffers from lack of enforcement of the traffic management system. Coupled with the high growth of private vehicles, an inefficient public transport system, inadequate parking facilities and lack of pedestrian facilities, encroachments on footpaths and road margins, informal activities and small-time business activities along the major corridors, have increased the traffic congestion in the city.

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Housing Condition (1971-2001)

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6.1 HOUSING

The housing condition in the city of Surat has reached saturation levels with vacancy rates lingering around 15 percent during the last two decades. This could be mainly due to the constraints posed by the Rent Control Act, which dissuades owners from renting out properties.

House listing – census 2001

*South zone was further bifurcated in the year 2004.

6.1.1 OCCUPANCY RATE AND HOUSEHOLD SIZE

The general housing condition in the city of Surat has shown great improvement during the decade 1981-91. During this decade, the occupancy rates came down to less than five persons per house and matched the household size at 4.90. But during the decade 1991-2001, the occupancy rate went down well below the household size as is represented in the adjacent graph.

Occupancy Rates and Household Sizes (2001)

This indicates a large vacancy rate, though the rate has been constant at 15 percent since 1981. The other possibility could be the large number of bachelors occupying individual houses. This is also indicated by the composition of population growth wherein the male population growth was 68.39 percent during 1991-2001 while the same for females stood at 55.32 percent.

During the year 2000, the vacancy rate was 15.6 percent.

Sixty three and a half percent of the houses in the city are being used wholly for residential purposes while 19.2 percent of the houses are entirely under uses other than residential.

Occupancy Rates & Housesold Sizes

Occupancy rate going below Household sizeThis is a clear indicator of high incidence of male migration into the city.

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Within the city the occupancy rates have also come down to below 4.5 in all the six zones. The Central zone with the highest density has a house hold size of 5.54 but the occupancy rate has come down to 3.56 persons per house. This is against a total of 41600 houses being put to other uses than residential purpose. This clearly indicates the shifting of population from the walled city to other areas of the city for residential purpose.

6.2 HOUSING FOR URBAN POOR

Owing to rapid industrialisation in and around the city, a large influx of migrants has been observed, which has resulted in the formation of slums. The city presents a wide range of activities in various industrial and commercial sectors. Growth in such activities, possibilities of absorption in industrial, allied as well as service sectors, scope of employment in trade and business activities, hawking, retailing, carting and other such possibilities have attracted rural poor to the city.

There are a total of 312 slums in the city of Surat in which 19.24 percent of the total population the city lives. This figure was 27.5 percent of the city’s population during 1992. Growth of the slum population has also decreased considerably from an annual average of 14.6 percent in 1992 to an annual average of 1.46 percent in 2001. This achievement on the part of SMC is due to the effective implementation of various slum re-location and development programmes after the havoc of the plague in 1994.

During 1995-98, five slums were relocated and in 1999, those settlements, which were not considered earlier as slums, were also added along with new slums that developed. The total number of slums thus stands at 312 at present. Development of new slums could not be avoided by the SMC due to the easy access to open spaces in the south and southeastern areas of the city.

Zone wise Slum Settlements (-2005)

* south zone was bifurcated in the year 2004.

Sixty four percent of public land has been encroached upon by slums in the city, with 44 and 20 percent respectively belonging to the corporation and to the government. Encroachments on private land have been cleared off in certain areas, bringing down its share 37 percent in 1992 to 26 percent in 2000. This also could be reason behind the addition of new slum pockets in the city.

Growth Trends in Slum Population

Growth in the Number of Slums

The south zone, followed by the east continues to house the maximum number of slums as well as the maximum slum population of the city. These are also the zones, which are most densely populated in the city. The west and south-west zones have about 20 and 17 percent of their respective populations residing in slums.

Status of Land of Slum settlements

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Slum locations have been determined mainly by nearness to work sites and availability of patches of land along the roads and rail tracks, adjacent to factory walls, low lying areas and canal banks. The density in all the slums that existed before 1994 is significantly high, making them congested and unhygienic.

Of the 312 slums in the city, 124 are within and around the city wall and another 85 are along transport corridors. A significant number (51) of slums exist in the interior areas of the wards.

6.2.1 URBAN POVERTY AND SOCIO-ECONOMIC PROFILE

With its changing industrial landscape and growth of its economic activities, the city has not only attracted a substantial amount of capital but also a large proportion of migrant population from within Gujarat and other states like Maharashtra, Uttar Pradesh, Bihar, Orissa, Andhra Pradesh, Tamil Nadu, Kerala, etc.

About 80 percent of the slum households in Surat are migrants from rural areas of Gujarat as well as from other states of the country. The city presents a wide range of activities in various industrial and commercial sectors. Growth in such activities, possibilities of absorptions in its industrial, allied as well as service sectors, scope of employment in petty trade and business activities, hawking, vending, carting etc. have attracted rural poor people to the city. Accordingly, there has been a shift in the monthly income range of slum households between 1994 and 2001. The households in the income range below Rs 1000 have improved their status marginally while the new households that were added after 1995 remain in the lower income ranges.

HOUSING CONDITION AND BASIC AMENITIES It was reported way back in 1997 that 86 percent of the dwelling units in the slums of Surat are one room units and 58 percent of them are less than 100 to 200 sq.ft in area. Migrant labourers often share a single kutcha room on a shift basis.

The condition of public utilities and services is dismal. Lack of drainage, choked gutters, uncleaned filth, muck, garbage, pigs and stray dogs together make many of these locations easy prey to water borne diseases like malaria, hepatitis B, typhoid, gastro enteritis etc. While slums within the city wall have access to piped water supply, the rest of the slums are not covered by any such network. Though efforts to provide the slums with better amenities were carried out, the increasing number of slums has made such efforts in adequate.

Subsequent to the plague in 1994, all basic services like water supply, drainage lines, stone paved foot paths, road with carpet, hand pumps, pay-and-use toilet, individual toilet, Balwadis, street lights, stand posts, storm water lines etc., have been provided in a majority of the slums as part of the slum improvement programme.

Socio Economic and Physical survey of the slums of the Surat city was conducted in March 2005 and the work is recently completed.

Location of Slums in the city

Occupation Pattern Of Surat Slums elative location of slums �

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6.2.2 HOUSING FOR URBAN POOR -

Slum Upgradation Surat Municipal Corporation is providing basic infrastructure facilities like water supply, drainage, roads, street light, nursery schools etc. since many years. 10% of municipal budget is allocated by every year under section 63 / 2 for providing the basic infra-structure in slum area. Upto this day, about 70-80% of slums have been provided all the basic services. It is estimated that about 125 crores of rupees has been spent for this mission.

Water Supply in Slum Areas Almost 70% of the total hutments in the slum area are catered through piped water supply network and remaining hutments are served either by stand posts or tankers at present. The remianing area is planned to be covered under pipeline network at an approx. cost of Rs. 20 Crore.

By 1996, SMC had paved 75 percent of the internal roads in slums with Kota stone. The municipality sweepers clean these roads everyday. After the plague, surface drains were constructed in all the slums and are cleaned every week. In 1995, SMC had launched the construction of toilets and till date 136 such complexes have been constructed by two NGOs, viz. Sulabh and Paryavaran. Functioning on the basis of ‘Pay and Use’, each toilet block has 8 WCs, 4 baths and 4 urinals separately for men and women. Men pay Rs. 15/- per month or Rs. 0.50 per use and the facility is free for women and children below 12 of years of age. The under-usage of these blocks calls for an awareness campaign regarding cleanliness and sanitary habits.

Around 48 slum pockets were covered under the "National Slum Development Programme". The Gujarat Municipal Finance Board has been sanctioning loans/ grant under this programme to upgrade the existing environment in slums. Besides this, SMC is also administering a few centrally sponsored programmes for uplift of the poor and slum dwellers under the Integrated Child Development Scheme (ICDS), Urban Community Development (UCD) and Urban Basic Services for the Poor (UBSP). The major thrust of the UBSP programme is on health, nutrition, formal education, provision of clean potable water and disposal of waste. But the reach of most of these programmes has been limited so far.

SLUM REHABILITATION

Site & Service Scheme Surat Municipal Corporation started the site & service scheme on large scale from the year 1994. The slum pockets located on important public roads as well as on important public lands required for city development was vacated by removing the hutments. The effected hutments were shifted to other SMC land by providing them individual open plot of 3.0m x 5.0m size with all basic infrastructure facilities. The cost of land and infrastructure is borne by SMC. About 12,000 households have

been rehabilitated upto June 2005 on 21 various sites with the total expenditure of Rs. 57.60 crores.

Built House Programme Surat Municipal Corporation constructs RCC Pucca houses for the slum beneficiaries. The hutments, which are compulsorily required to shift from its original place to another place because of city development works, such affected slum households are provided the Built Houses.The built house approach for the rehabilitation of slum dwellers is carried out for the three categories such as LIG, EWS & BPL housing.

LIG Housing

Under Government of India’s 20 point program, the Government has given target to construct about 65 dwelling units. Against it, Surat Municipal Corporation has constructed 113 dwelling units on 2 different sites.

The housing design for L.I.G Category is Ground + Three Storied RCC framed structure. On each floor, there are four dwelling units. The total Built-up area of single D.U. is 38.00 Sq.m. (i.e. 408.88 Sft.). The unit has living room, Bed room, kitchen, W.C., Bath and balcony.

The cost of the single dwelling unit is approximately Rs.2,00,000/- including land, construction & infrastructure cost. The average housing density is 376 D.U.s./Hector (i.e.1880 PPH).

The projects implemented by SMC are listed below.

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EWS HOUSING PROJECTS

Under the Chief Minister’s 15 point development program, and Government of India’s 20 point program, the Government has given target to construct about 7754 dwelling units including target for the Year 2005 -2006. Against which the Surat Municipal Corporation has constructed 7616 dwelling units on 24 different sites. Planning is under process of remaining units.

The construction work of 7424 D.U.s. has been completed and possession to the beneficiaries has been handed over. 3533 units are handed over to the beneficiaries by draw and in 3891 units hutments on road alignment and such other inappropriate locations have been shifted.

The housing design for E.W.S. Category is Ground + Three Storied RCC framed structure. On each floor, there are four dwelling units. The total Built-up area of single D.U. is 22.45 Sq.m. (i.e. 241.00 Sft.) The unit has single living room, kitchen, W.C., washing place and balcony.

The land cost is not considered as part of total project cost. 1,49,596 sq.mt. of land has been covered for 23 sites. The average housing density is 453 D.U.s./Hector (i.e.2265 PPH). Basic infrastructure like water supply, drainage, pucca roads and street lights are also provided by Surat Municipal Corporation.

The construction cost of the single dwelling unit was Rs.58,000/- for the project prior to 26 Jan, 2001. While for the post earthquake projects, the building design was revised and the construction of single dwelling unit rise to Rs.68,000/-. Rs. 5,000 per D.U subsidy is provided by the Government.

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VAMBAY HOUSING PROJECTS ( BPL Housing )

The Central Government subsidized scheme Valmiki Ambedker Awas Yojana began in 2002-2003. This is the scheme specially design for the families those who are living in slums and are below poverty line.

It is estimated that about 55,066 household are living below poverty line in Surat City. The VAMBAY Housing Scheme is directly benefited to these families.

The Government has recommended to provide the housing unit with 15 Sq. m. of built-up area. The cost ceiling per dwelling house is Rs.50,000/- for Surat. The Central Government will provided Rs.25,000/- subsidy per dwelling unit. and Rs.25,000/- per dwelling unit will be in form of loan component.

The Government has given a target of 3700 dwelling units including target for the year 2005-2006. Against that, Surat Municipal Corporation has already planned to execute 2120 dwelling units on different 10 sites. The implementation of the scheme had started in Feb' 2004.

Amongst them, 296 row houses on 3 sites are design with single multi-purpose room, attached with toilet unit. Front ottah and a small backyard has been provided. The total built-up area of single dwelling unit is 20.16 Sq. m.

1824 dwelling units are design with single room, cooking space, W.C. and chowkdi. The building structure is Ground + Three storied RCC framed structure. There are six dwelling units on each floor. The total built-up area of single dwelling unit is 20.69 Sq. m.

53,262 Sq. m. of land will be utilized for the projects. The probable total construction cost will be Rs.1912.18 lacs. The land cost and infrastructure services cost will be borne by Surat Municipal Corporation.

Slums to be Relocated either completely or partially by 2012

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6. 3 EMERGING ISSUES

Unregulated and Speculative Land and Real Estate Marted Lack of implementation of T.P.Schemes and inadequate infrastructure in the newly developed areas has led to a speculative land market, wherein there is no differential pricing for developed and undeveloped areas. Insecure tenure, rent control act, inappropriate regulation, pricing and taxation have all perpetuated the issue.

Increase in the number of slums. While 5 new slums were added increased during 2000-2005, it has been observed that the relative location of the slums is along water bodies or transport corridors. The concentration of such slums is very high in the east and south zones. Growth of slums in isolated locations has also led to poor living conditions and poor service availability in such areas.

Lack of information on services availability in slums Though the corporation has set up a separate Slum Up-gradation Cell, lack of complete information on service availability in all the 312 slums in the city has been hampering the implementation of slum improvement/ rehabilitation programmes.

Meager availability of land within the corporation area for slum relocation. Several slums, which are either along water bodies or transport corridors, have to be relocated as infrastructure cannot be provided in such areas and the amount of land available with the corporation is not adequate to relocate such a large number of slums.

Indicators

� Increase in the number of slums

� Lack of information on service availability in slums

� Meagre availability of land within the corporation area for slum relocation

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The environment of a city is a critical determinant of the health of its inhabitants and consequently, urban productivity. This is in turn determined by the water and air quality. The Gujarat Pollution Control Board is responsible for monitoring water and air quality. It includes under its purview, testing of both surface water and ground water and testing the ambient air quality.

7.1 WATER

The water quality of the River Tapi is tested analysed every month by GPCB. Over the years, three locations are selected for sampling viz. Ukai Dam, Mandvi and Kathor Bridge.

Surat and the nearby industrial areas account for 89 of the 563 large and medium water-polluting industries listed by the inventory of the Central Pollution Control Board (CPCB). It has been stated by CPCB that the stretch of the River Tapi that passes through the city of Surat is moderately polluted. Tapi waters at Ukai Dam and at Mandvi were upgraded to Class A (drinking water source without treatment but after disinfection) in 1997 from class B (useful for outdoor bathing only) in 1991. The waters at Kathor Bridge after entering the city are put under class B. It has been observed that there has been a rise in the COD levels at all three locations during the last six years.

7.2 AIR

Ambient air quality is being monitored by GPCB regularly at three locations in Surat. They are: Air India Building, SVR Engineering College and BRC Udhna (industrial). Monitoring stations were also set up at Dumas, Surat Station, Old Civil Surat, GIDC Pandesara and GIDC-Sachin from where monitoring was done during 1993-94 but was later discontinued from the succeeding year. The monitoring station at GIDC Sachin was reopened during 1998-99.

The NOx levels have always been below the CPCB prescribed standards but during the year 1998-99 there was a major rise in the values at all three locations. SO2 levels, which were earlier above the prescribed limits have come down significantly and are now below the limits.

The stretch of the Tapi after it leaves the city near Hazira village has been dangerously polluted with COD, BOD, faecal coliforms and total coliforms, with values alarmingly higher than the prescribed standards.

Status of Ambient Air Quality

Source: GPCB Reports (1995-99)

Note: Ambient Air Quality Standards (CPCB) for Rural and Residential areas is as under: SPM 200 g/ m3 SO2 80 g/ m3 NOx 80 g/ m3

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But the SPM levels have always remained above the prescribed limits for residential and rural areas. This can be mainly attributed to the high concentrations of dust and other construction materials in most parts of the city. Though the city is cleaned almost twice a day by the sand on the roads (which lack proper margins) and footpaths are the main reason for the particulate matter in high concentrations.

It is to be noted that these values do not reflect the situation in the entire city and during 1993-94, when monitoring was done at other places like Surat Station, Dumas, Old Civil Surat, GIDC-Pandesara and GIDC Sachin, SPM levels at all the locations were above the prescribed residential and rural area limits.

7.3 POLLUTION CONTROL MECHANISMS

7.3.1 INSTITUTIONAL FRAMEWORK

The GPCB is the nodal agency that looks after the enforcement and implementation of environmental laws in the city. The environmental management of the city is looked after by several agencies. All these agencies are to act under the co-ordination of GPCB.

GPCB implements pollution control laws in the entire state and is guided by the Central Pollution Control Board. The Surat Municipal Corporation can now take up policy matters with respect to environmental protection under the 74th CAA’s provisions. The SMC’s role assumes significance as the provider and facilitator of any development in the city.

The SMC has set up the ambient air monitoring van in partnership with the TIFAC center under mission REACH at the cost of Rs. 120 lacs in the year 2004.

State Public Works Department is responsible for the maintenance of the major water bodies in the city. The State Highways Department and the National Highway Regulatory Authority are responsible for the maintenance of the highways in the city. The Regional Transport Office in Surat has responsibility of managing issues due to the Vehicular growth in the city and the Surat Traffic Police is responsible for the implementation of traffic management initiatives.

7.3.2 REGULATORY FRAMEWORK

GPCB is empowered to take legal action and punishable measures against law offenders under the EP Act. The Board can also monitor the industrial discharge and terminate the operations if an industry is found flouting the norms.

Note: Ambient Air Quality Standards (CPCB) for Industrial areas. SPM 500 g/ m3 SO2 120 g/ m3 NOx 120 g/ m3

The agencies looking after the pollution problems with respect to vehicular pollution, discharge of untreated sewage, etc. in the city are:

� GPCB � SMC � PWD � State Highways Department � National Highways Regulatory

Authority � RTO, Surat � Surat City Traffic Police

The “Environmental Protection (Prevention & Control) Act, 1986”; Water Pollution (Prevention & Control) Act and the Air Pollution (Prevention & Control) Act govern pollution control and prevention activities in the city.

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7.4 ENVIRONMENTAL IMPROVEMENT IN SUDA AREA

Several initiatives have been planned. These include the development of gardens, lakes, gas/electricity based crematorium etc. some ot the details include:

One Garden in each T.P.Scheme will be developed for Beautification of the Area at the cost of Rs. 50 Lacs per Garden with a total cost of Rs. 33.5 Crores.

Existing 4 Lakes in SUDA Area will be developed at the cost of Rs. 5 Crores per Lake with a total cost of Rs. 20 Crores. The Lakes will be developed in such a way that the Water Bodies are preserved and are also useful in storing the Rain water and reducing the flooding of area.

Two Crematoria in the SUDA Area will be constructed at the cost of Rs. 5 Crores each with a total cost of Rs. 10 Crores. The Crematorium will be run on Gas / Electricity to reduce the Pollution and to save the natural wood which is used in present Crematorium.

7.5 EMERGING ISSUES

� Water Pollution.

Several reasons can be attributed to the pollution of the water bodies in the city. The most important of them are:

Encroachments along major natural drains of the city resulting in obstruction of the natural flow of water. This results in flooding and stagnation of water, thereby rendering the surrounding areas susceptible to infectious and communicable diseases.

Till recently, the lack of comprehensive sewerage system has led to large quantities of untreated wastewater being drained into the River Tapi. This has led to degradation of ground water too.

The letting out of wastewaters by several small-scale industries in the east and south zones, either into the nearby drains or dub-bores has polluted the surface as well as ground waters.

There are no monitoring stations to estimate and assess the quantity and quality of wastewaters being generated in the city. The obvious results of all the above-mentioned reasons are health risks to the citizens of the city.

� Air Pollution.

All the air quality monitoring stations in the city has recorded dangerously high SPM levels in the the past. This is due to several internal and external factors of which the most important are:the high volume of dust suspension in the city is mainly due to the climatic conditions as well as the un-surfaced margins on almost all the roads in the city.

Rapid growth of vehicular population during the past decade is also a concern. Most of these vehicles are mostly not compliant with the BHARAT-II norms and release dangerous exhausts. The climatic conditions of the city generally cause these exhausts to remain suspended in the air.

Inadequate traffic management measures have reduced the average speed of vehicles on the roads thereby increasing the travel time and hence the vehicular pollution. Chaotic movements at junctions have increased the dimension of the problem. The small number of air quality monitoring stations in the city with an area of 112.28 sq.km and population of above 25 lakhs do not generate the true picture of air pollution in the city.

� Water Pollution

� Air Pollution


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8.1 EDUCATION

From primary school to research level, educational facilities in Surat are provided by a host of agencies, ranging from the central government, state government and local government to the agencies aided by the state government as well as private institutions.

The city has 596 primary schools of which 258 schools are run by SMC and as many as 332 schools are under the management of private institutions. A considerable numbers of the secondary/ higher secondary schools are also under the management of private institutions.

Apart from these there are 22 colleges, which are either affiliated or self financed. Professional Institutes located in the city are S.V. Regional Engineering College, Government Medical College and the SMC Medical College. The South Gujarat University is also located in the city and acts as a research institute. The Department of Business Administration under the university acts as a professional institute and offers a Masters in Business Economics.

There are schools and colleges in the city but most of them lack an environment conducive to learning. Even today, Suratis prefer the family business or setting up new business soon after finishing high school. Because of this trend, despite its potential for economic growth, Surat will have to depend on professionals from outside though this trend is changing recently.

8.2 HEALTH

From decay to resurgence, the city has emerged in recent years as an example for other civic agencies to follow. Devastated by the plague in 1994, the city got a new lease of life thanks to SMC’s efforts increasing and improving the health facilities. A new civil hospital has come up along with a new medical college. A new super specialty cardiac centre was set up in the year 2000.

Primary Schools

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1987

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1989

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1991

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1997

1998

1999

2000

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2004

C.B.R. C.D.R.

8.2.1 HEALTH FACILITIES

The ever-increasing population in the city is expected to put pressures on the existing health facilities. The SMIMER with medical collage has 750 beds while the Civil Hospital (attached to a Govt. Medical College) has 1040 beds in 32 wards looked after by 200 medical teaching staff, over 400 interns and PG students. There are around 650 trained nurses in the hospital. At the lowest level there are basic health centres, anganwadis, dispensaries, etc

Distribution of Hospitals run by Various Organisations

There are a total of 513 hospitals in the city that are registered with the SMC. Of these as many as 475 (92.59 percent) hospitals are run by private organisations. SMC runs 13 hospitals of which 6 are in the central zone. On the whole, 46 percent of the hospitals are within the central zone, which has a considerably smaller area than the other zones but is most densely populated.

8.2.2 BIRTH & DEATH RATES

Both the birth rate and the death rate have come down in the recent years, especially after the outbreak of plague in 1994. While the birth rate has stabilized at 19 births per 1000 population, the death rate is hovering around 4 deaths per 1000 populations.

Existing Health Facilities in SMC

Births and Deaths in Surat (1985-2000)

The birth rate, death rate and the infant mortality rate are less than the state averages as well as the averages of urban areas of Gujarat.

Zone Government Private Charitable Trust SMC Total

Central Zone 0 195 15 6 216 North Zone - 27 2 - 29 South Zone - 55 - 1 56 East Zone - 95 1 3 99 West Zone - 58 1 1 60 South West Zone 2 37 4 1 44 South East Zone 8 - 1 9 Total 2 475 23 13 513

= ��

Civil Hospital +�Major Hospitals )�Urban Health Centre 27 Pathological Laboratory 1 Mobile Dispensary with I.E.C services 6 I.C.D.S 2 Anganwadis 316

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8.2.3 MORTALITY PATTERN

Infant Mortality Rate is 36.32 per 1000 live births in the year 1985 while the Infant Mortality rate of Surat Municipal Corporation is as low as 19.79 per 1000 live births This is also true of Maternal Mortality Rate, which reduced from 2.13 in 1985 to 0.61 per 1000 deliveries.

8.2.4 DISEASE PATTERN

The maximum number of reported cases in the city is of Malaria, Infective Hepatitis and Gastro Enteritis. This trend has been confirmed over the years. The fall in the reported cases of all the diseases after 1995 can be attributed to the cleanliness drive started by SMC in 1994.

SMC employed paramedics who have been monitoring and treating minor ailments on a fortnightly basis and serious cases are reported to the government hospitals or the dispensaries. The numbers of reported cases proving fatal have come down significantly, especially of Gastroenteritis and Infective Hepatitis.

With the mortality and morbidity rates having come down significantly, there has been a noticeable improvement in the health status of the city. A rise in the actual number of infant deaths and stillbirths calls for increased awareness regarding pre and postnatal care. The maximum numbers of deaths in the city are due to disorders related to the heart, lungs and kidneys. Surat has a very high incidence rate of heart attack and diabetes. Under the National Malaria Eradication Programme the entire city population is covered with an Annual Blood Examination Rate (ABER) of 22.22 during the year 2004. The over all impression indicates that malaria cases have drastically declined over one decade in Surat City inspite of huge surveillance.

Positive cases had remained 2.99 percent of the total samples collected during 2004 which was at around 30 percent during 1990-91. Of the total positive cases seen in year 2004, P.Vivax is seen predominantly compared to P.Falciparum.

Disease Pattern

0

500

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GASTRO-ENTRITIS VIRAL HEPATITISENTRIC-FEVER PNEUMONIAPULMONARY T.B. A . R . I .

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Mortality rate (1985-2004)

Infant Mortality & Maternal Mortality Rates

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8.2.5 ORGANISATIONAL STRUCTURE

After the plague, various organisational measures have been taken up by SMC, which are also reflected in Health department. The decentralisation of powers involved conversion of health

workers from uni-purpose to multi-purpose workers (each health worker covers 10,000 people in the slum and slum like areas).

Commissioner

Dy. Commissioner of Health & Hospital

Dy. Medical Officer of Health Asst. Medical Officer of Health

(7 Nos)

Urban Health Care Programmes • Preventive, Promotive and Curative Care • National Health Programmes like Malaria.

T.B., Leprosy, Filaria, S.T.D. Care Immunition & Family Planning

• Surveillance and Monitoring of Diseases: Health Mapping

• I.E.C Activities • Data Collection, Analysis and Feedback

Urban Health Centers (27 Nos)

• Lady Medical Officer • Medical Officer

• Health Inspector • Lab Technicians • Lady Health Visitor • Vaccinator

Health Workers (Paramedical Workers)

Medical Officer of Health


8.3 RECREATION/ OPEN SPACES

Open spaces in Surat are categorised as open spaces, gardens, playgrounds, recreational areas and green belts. The city which had 0.57 sq. km of such spaces in 1997 today has 2.15 sq. km for the said purpose thanks to the efforts taken during the preparation of the development plan by SUDA

Playgrounds are mostly included within the school premises and the rest of the areas are open for public use. The present figure of 2.15 sq. km of open spaces, gardens, playgrounds, recreation areas, etc all put together is far less than the actual requirements for the year 2001, which is 6.77 sq. km.

Preservation of Water Bodies Water bodies are an integral part of city open spaces and connected to various traditions and religios functions. At the same time it provides at time larger open space to the city. It also maintains eco-system. It provides immence potential to tourism in the city. Many times human interface with the water fronts of these water bodies may liable to contaminate and pollution. Therefore it is necessary to preserve and develop these large open space – water bodies. As per the direction of The Hon. Gujarat High Court, dated .2-8-02 in S.C.A.No. 10621 of 2000, the Government of Gujarat issued a Notification on 1st April, 2003, notifying the different water bodies, in the State of Gujarat. According to the order of the Hon. Gujarat High Court, State Govt, all area development Authorities & Local bodies were held responsible for protection, maintenance and preservation of all the water bodies in the state.

As per the Gujarat Government Notification, dated. 1-4-2003, following water bodies were notified in the Surat Municipal Corporation Area.

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In addition to the above the historic Gopi Talao development project is also under planning stage. The proposed development consists of Historical Vav conservation, development of jogging track including displaying old city cultural value and trades such as textile, jari & diamond Industry. The estimated cost of the proposed development will be app. Rs.680 lacs.

To preserve for water bodies it is necessary to control the development around the water bodies. The State Government has sanctioned the Revised Development Plan of Surat City vide Notification No. GH/V/100 OF 2004/DVP/1403/3307/L, Dtd,. 2/9/2004. The revised Development Control Regulations have also come into force with sanction of the Development Plan. Provision has been made in the regulations that no development be allowed within a distance of 9.0 mts. from the boundary of the talao, lake, water bodies etc.

In order to raise the sub-soil water, Surat Municipal Corporation has developed percolating bore well with rain water harvesting system on major projects sites.

To enforce this the project under taken by the private developers, provision to construct recharging bore well with rain water harvesting system has been made in the revised development control regulations, which is being implement presently.

The details of development projects of the water bodies, which are under planning, are as under.

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8.4 EMERGING ISSUES,

� Lack of educational facilities.

A spatial disparity is observed in the educational facilities with most of the primary, secondary and higher secondary schools in the city located in and around the central zone.

At one primary / secondary / higher secondary schools for every 425 students, there is a clear inadequacy in the number of schools available in the city. An average of one school for every 300 students is the necessity.

Educational facilities in the slum localities of the city are also inadequate. For a city with a phenomenal growth rate the number of colleges and professional institutions is very low. There is also a need for research institutions.

� Inadequacy of health facilities to cater to the needs of Population in 2011 and 2021.

The number of Multi-disciplinary and Super speciality Hospitals are also inadeuate. Apart from the New Civil Hospital there is only one cardiac super speciality hospital that has been recently set up in the city. The Civil Hospital is also lacking in the number of trained nurses and paramedical staff, which in turn hinders the implementation of health programmes in the city, especially in the slums.

The Civil Hospital is not easily accessible for a large number of slums spread throughout the city. For a city with about 4.9 lakhs of slum population there are only 22 health centres.

It has also been observed that the number of HIV (+) cases in the city is growing gradually, which is of grave concern.

Efficient management of health facilities after the Plague have helped to tackle the needs of the present city population but without additional facilities the future appears bleak.

� Lack of recreational facilities.

There has been a continuous decrease in the amount of open space present in the city over the past decade.

In the past, the green belts, gardens and parks were put to different urban uses . At present these are not sufficient to cater to the recreational needs of the population.

� Lack of educational facilities

� Inadequacy of health facilities to cater to the needs of population in 2011 and 2021

� Lack of recreational facilities


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The functioning of SMC is governed by the Gujarat Municipalities Act of 1963 and the Bombay Provincial Municipal Corporations Act, 1949. SMC performs obligatory and discretionary functions, as incorporated in the said Acts. The hydraulics Department under SMC is responsible for water supply and sewerage schemes in the city. The Gujarat Municipal Finance Board, incorporated under the Gujarat Municipal Finance Act, routes the loan and grant money and central aid provided by the State and Central Government to the ULBs.

The governance of urban local bodies assumes importance in the wake of the 74th Constitution Amendment Act which delegates mandatory elections and greater devolution of powers and functions to the city corporations. This theme outlines the present structure of the elected and administrative wings of the corporation related to management functions, operations and reforms

9.1 74TH CONSTITUIONAL AMENDMENT

The 74th Constitution Amendment Act, 1992 has its essence in reforms and building new systems in the structural, functional and planning areas of municipal management and capacity building. The Gujarat Government appropriately adopted the notification and amended the Gujarat Municipalities Act, 1963 and the Bombay Provincial Municipal Corporations Act, 1949. The provisions under the amendments are:

Structural Regular and fair conduct of elections to municipalities by statutorily constituted state election commissionsA framework assigning appropriate civic functions to urban local bodies as envisaged in the Twelfth Schedule of the Constitution. Besides the core functions, the municipalities are now expected to play a crucial role in preparation and implementation of local development plans and programs for social justice, andConstitution of a Finance Commission, to recommend to their legislature measures to improve the financial health of municipal bodies once in every five years.


Functional The Gujarat Municipalities Act, 1963 and the Bombay Provincial Municipal Corporations Act, 1949, have been amended in 1993 but no actual devolution took place as functions like regulation of land-use, town planning with development authorities, safeguarding the interests of the weaker sections, promotion of cultural, educational and aesthetic aspects etc. have still not been devolved to the fullest extent.

Planning The absence of Metropolitan Planning Committees in Gujarat, as envisaged by the 74th CAA has limited the functional role of the ULBs in planning and management to a series of sectoral and departmental plans and programs, which under no circumstances can lead to integrated planning and development of ULBs.

9.2 GOVERNING STRUCTURE OF SMC

The governing structure of SMC consists of both political and administrative wings. The political wing is an elected body of councillors headed by a Mayor. The Commissioner, from the IAS cadre, heads the administrative wing and is responsible for the strategic and operational planning and management of the Corporation. The Commissioner takes the decisions on behalf of the Board or the Standing Committee formed from the elected Councillors, while performing the duties of the Corporation.

9.2.1 ELECTED WING

The elected wing consists of Corporators elected by the citizens of SMC and the actual number of Councillors is related to the total population. At present, the Corporation consists of 102 Corporators elected from single member constituencies on an adult franchise. A deputy mayor assists the mayor and is elected from amongst the corporators. The term of both the mayor and his deputy, is for a period of five years.

The city is divided into seven zones with a total of 34 election wards and 102 ward constituencies. Ward committees operate at the zonal level and consist of elected corporators of the respective wards and are headed by a chairperson. These committees are responsible for assisting the council in the planning and execution of development works at the zonal level.

Under the BPMC Act, powers are vested with three distinct statutory authorities of the elected wing, viz. the General Body, the Standing Committee and the Other Committees. The General Body is the supreme body of the corporation and the mayor is the chairman of the General Body for conducting its proceedings and is also the ceremonial Head in the British tradition. Though he is not vested with executive powers, as the First Citizen of Surat, he commands a position of great prestige and honour.

The city has seven zones, 34 election wards and 102 ward constituencies. The statutory authorities of the elected wing are

� the General Body, � the Standing Committee and � The Other Committees. One third of the seats are reserved for women. The proposed General Body will have 68 male corporators and 34 female corporators representing each ward constituency.


The Corporation has several statutory and non-statutory functional Committees to set out the obligatory and discretionary functions bestowed upon the Corporation by the 74th CAA. The Standing Committee is one of the 13 statutory Committees under SMC and is the most powerful Committee. Powers to sanction and award major works costing more than Rs. 5 lakhs are vested with this Committee. The Committee is also vested with financial powers and has 12 members and is headed by a Chairman elected from among the Corporators. The other twelve Committees look after specialised functions of SMC.

9.2.2 ADMINISTRATIVE WING

In Gujarat, the municipal administration comes under the purview of Urban Development and Urban Housing Department. It is the policy making body for the urban sector in the state and undertakes the functions as specified in the local Acts.

After 1994, significant changes were made in the administrative setup of SMC, from a vertical-rigid-hierarchical system to a horizontally-more-interactive system. There has been a shift to ‘field level operations’. Decentralization of administration is a major aspect of this change. The city has been divided into seven zones viz. Varachcha (East), Rander (west), Katargam (North), Udhna (South), Limbayat (South-East), Athwa Lines (South-West) and Muglisara (Central). Each zone is vested with complete authority to address local problems and mitigate them at the source. Further, transparency and collective decision-making have become key elements of the administrative process.

DECENTRALISED ADMINISTRATION: ZONES AND WARDS

During the last three decades, the city has expanded in all directions. For administrative purposes, the area of SMC has been divided into seven zones after suggestions from various sectors. The zonal system came into existence in 1996 with six administrative zones and one zone is further bifurcated in May 2004. It envisages decentralisation of activities and a more responsive administration at the zone/ ward level.

Each zone is headed by a divisional Head, who is either an Assistant Commissioner or a Deputy Municipal Commissioner. Depending upon the size of the ward, the divisional head has one or two zonal officers under him, who in turn, has about three to four Deputy Engineers working for him. In each zone there are six to seven junior engineers, typists etc.

Under the decentralised administrative setup the powers and functions at each level are clearly delegated for the Heads to discharge their functions adequately. Even the junior engineers and other inspectors working at the ward level are provided with adequate powers for effective discharge of their duties. By decentralising various public services provided by SMC a zonal system has been implemented.

Health Committee Law Committee Public Works Committee Hospitals, Medical Aid and Hygiene Committee Water Committee Housing & Gardens Committee Town Planning Committee Light & Fire (Extinguishment) Committee Social Welfare, Entertainment and Cultural Committee Slum Improvement Committee Drainage Committee Khadi Committee

� The central zone mainly consists of the old city (also called the inner city)The eastern zone mainly consists of Varaccha, Karanj, Fulpada The northern zone mainly consists of Katargam,Ved, Dabholi and Singanpore

� The western zone mainly consists of Rander and Adajan

� The southern zone mainly consists of Udhna Pandesara, Bhestan and Bhedawad,

� The southeast zone mainly consists of Anjana, Limbayat, and Dindoli,

� The southwest zone mainly consists of Athwa, Umra, Piplod Bhatar and Ghod Dod.

Sura

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� Legal procedures for illegal connections and repair of polluted water connections.

� Issuing permits regarding stand posts, free connection hand pump, drainage.

� Legal procedures against illegal drainage connections and illegal construction.

� To construct and maintain (box drain) rainwater drain

Functions of a Zone Office Health Department

� Scavenging the entire area of the zone, � Clean choked, gully-trap and sewer traps, � Food inspection, branch license permit, � Vaccination, birth/death registration, family planning. � Market department to remove the nuisance of stray animals

� Malaria control

Assessment and Recovery Department

� Assessment of properties, recovery of property taxes, education tax, etc.

� Appeals regarding assessment and rent recovery of the corporation's various properties,

� Registration of shops/firms renewal and court complaints regarding breach of law.

Engineering Department

� Build new roads up to 60 feet with, to widen the roads, to repair and re-carpet the roads etc

� Build society roads by raising public funds - to prepare new footpaths, to repair them, scraping etc

� Build roads upto 80 feet width and carry out their repair work

� Build new buildings and to maintain the municipal properties

� Build and maintain school buildings � Sanction 1/2" domestic and 1" industrial connection � Repair work of main water pipelines upto 22" � Maintain and clean temporary/ permanent drainage � Disposal of rainwater through new catch pits � Issuing permits for layout of low-rise buildings, procedure

against illegal construction � Implementation of town planning scheme, recovery of

betterment charges � Take action against public nuisance and damaged property � Issuing permits for mandap, banner, hoarding-collection of

land-rent, property rent � Remove permanent / temporary encroachments, to make

alternative arrangements for obstructing slums � The Central zone mainly consisting of the old city; also

called the inner city, � The Eastern zone of Varaccha road � The Northern zone of Katargam and Ved road; � The Western zone of Randher and Adajan � The Southern zone of Udhna and Pandesara and, � The Southwest zone of Athwa lines Bhatar and Ghod Dod. City Civic Centers There are fourteen City Civic Centers established in the city with a state-of-the-art community services, where several counters will be provided for citizen services.

FUNCTIONS OF A WARD OFFICE � Cleaning and sprinkling of

pesticides collection, � Transportation and final disposal

of solid waste. � Disposal of small and big

carcasses . � License renewal of non-edible

things (matches, kerosene, coal, fireworks etc.) And edible things.

� Clean choked gully-trap. � Cleaning of drip well. � Chlorination of the well in use and

chlorine test of water samples. � Legal actions against citizens who

are creating nuisance. � Legal actions against citizens who

are creating nuisance. � Inspection of hotels, hawkers and

small shopkeeper with hygienic point of view.

� Cleaning of public urinals. � Inspection of cinema halls,

theatres and other public entertainment places form hygiene point of view.

� Gather details of the epidemic immediately inform higher authority regarding disease-controlling measures. Issue license for eatables and non-eatable items under the BPMC act, 1949.

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ADMINISTRATIVE SETUP – POST 1994

9.3 RECENT MANAGEMENT REFORMS

Urban reforms are the main focus of good governance and service delivery to the inhabitants of the urban area. Several initiatives have been taken up at national level like 74th Constitutional Amendment Act and Model municipal law. Further at State level Govt. of Gujarat has taken up several initiatives like creating investor friendly environment, repeal of Urban Land (Ceiling & Regulation) Act -1976 (ULCRA) etc.

At ULB Level Surat Municipal Corporation had taken up several reforms and many of these are first of kind in country. Followings are the reforms done by S.M.C.

Financial & Taxation Reforms � Accrual Based Double Entry Book Keeping Accounting

System � Outsourcing of Services & PPP � Total Computerization Of Accounts With Balance Sheet � Approaching Debt Free Financial Administration � User Charges � Efficient Tax Collection � Life time vehicle tax

Administrative & Technological Reforms � Vision – 2020 Plan and City

Corporate Plan � Micro and Macro Action plans � Standardization, ISO certification,

SCADA and induction of modern gadgets

� DCR Revision � Transparency in administration � Training to employees � e-Governance & GIS � Biometrics attendance system

Energy reforms � Energy Audit (Internal) � Economical channel in Water

Supply Grid, Demand Rationalization, Energy Bill Monitoring, etc. Saving realised: Rs. 27.52 million / annum

� Energy Audit (External) � Saving Identified: Rs. 22.1 million /

annum � Saving Realised: Rs. 7.56 million /

annum � Use of electronic ballast & hi-

lumen fluorescent lamps. Saving realised: Rs. 7.6 million / annum

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Divisional head (Deputy or Asst. Commissioner) Typical for all zones

Zonal Officer (Executive Engineer)

Deputy Engineer

Junior Engineer

Deputy Engineer Deputy Engineer

Surat Municipal Corporation (Municipal Commissioner)

East Zone (Varachha)

South West Zone (Municipal shopping centre, Athwa

North Zone (Katargam)

West Zone (Rander)

Central Zone (Corporation Office, Muglisara)

South Zone (Udhna)

South East Zone (Limbayat)


� Power Factor Rebate: Rs. 16.66 million / annum � Alternate street lighting during low traffic period: Energy

saving of Rs. 5 million / annum � Energy generation from Biogas produced at Anjana STP:

Expected saving: Rs. 6 million / annum � LED based retrofits for traffic signaling system: Saving

realised: Rs. 0.9 million / annum

Disaster Management � Disaster Preparedness and Municipal Response Plan � Strengthened relief & rescue system

CONTINUOUS MONITORING SYSTEM Monitoring within SMC is done at four levels, namely, corporation level, zone level, ward level and on the field. The standing committee meets once in a week every afternoon between 3 to 4 p.m. (headed by the standing committee chairman) Municipal Commissioner, wherein all the heads to discuss their problems issues and mitigation measures if possible, is done on daily basis.

ENHANCED POWERS The divisional head has been given the authority to sanction works up to a value of Rs 2 lakhs, with the permission of the Municipal Commissioner.

COMPLAINT MONITORING SYSTEM At the ward level, all complaints are lodged in a register and a complaint lodger is given a white card for sanitation purposes and red card for engineering and public works. These complaints can be made between 7 a.m. to 6 p.m. either in person or on the phone. Complaint mitigation is carried out within a specific time period, a minimum of 24 hours with the upper limit as a week.

COLLECTIVE RESPONSIBILITY There is no distinction between departments in the SMC. Any official who observes something on the field is free to make suggestions or complaints and a. There is no water tight compartmentalisation. All the officials are in a way responsible for all activities of the zone, in addition to their regular duties. There is perfect teamwork and all employees of SMC right from the Municipal Commissioner to the karamchari are equal partners in administration. Further, all the senior SMC officials who comprise the Standing Committee take decisions with respect to transfers, etc. within SMC.

IMPROVED SUPPORTIVE INFRASTRUCTURE Communication has become far more efficient. Officials are provided with vehicles fitted with wireless sets and are expected to pass information to the zonal commissioner, if they find any thing wrong, and are expected to visit the nearest ward officer or instruct the SSI / SI to attend to a particular job.

Four levels of continuous monitoring:

� Corporation level, � Zone level, � Ward level and � On the field

Complaint register maintained at the ward level and mitigation carried out within a period of minimum of 24 hours and a maximum of a week.


PUBLIC PARTICIPATION The present drive in Surat is to upgrade its status from the second cleanest city to the cleanest city of India. Each locality has a member chosen on a voluntary basis, and he/ she in turn interact with the SMC and try to mitigate the problems at the earliest. It is an attempt to take management to the masses.

COMPUTERISATION SMC is the first municipal corporation in India to develop an IT policy. SMC introduced computerisation in all its departments’ way back in 1998. Statistics are computerised on a daily basis and efforts are on to computerize the past records too. The town maps are digitised and details of each department are laid over. For the purpose SMC has imparted training to its staff through professional IT institutes. The Information Systems Department dutifully carries out the functions listed below so as to achieve the objectives of providing better services to the citizen at his doorstep, reducing overall administrative response time for various tasks, reducing the total cost of operations for the SMC, providing centrally organized information dissemination, having speedy and effective communication system, establishing a knowledge repository for various processes and having an effective management information system and decision support system with utmost effectiveness and efficiency: � Analysis of business processes of various departments of

SMC and to design the information system for the same � Development of computerised systems for the information

systems of the departments. Procuring the hardware and peripherals necessary to operate various computerised systems through tendering and providing it to the end users.

� Procuring the pre-printed stationery necessary for various computerised systems through tendering and providing it to the end users

� Organising the training of employees and officers for subjects related to information technology and computerisation

� Archiving the data and information of various computerised processes to reproduce it and provide it to the end user on their demand

� Imparting training to the users of various systems developed at SMC

� Providing support and maintenance to various hardware systems and peripherals and to the systems developed at SMC.

� Designing and developing the internet and intranet website of SMC

The Information Systems Department [EDP Department] spearheads the information technology drive of the Surat Municipal Corporation with the mission “To achieve overall efficiency in various fields of administration of SMC by using the Information Technology in the form of electronic computing devices, related gadgets, software, etc. so as to provide the citizens with better services and a dynamic and transparent administration”.

� Procuring the pre-printed stationery necessary for various computerised systems through tendering and providing it to the end users

� Organising the training of employees and officers for subjects related to information technology and computerisation

� Archiving the data and information of various computerised processes to reproduce it and provide it to the end user on their demand

� Imparting training to the users of various systems developed at SMC

� Providing support and maintenance to various hardware systems and peripherals and to the systems developed at SMC.

� Designing and developing the internet and intranet website of SMC


The Corporation has its own website (www.suratmunicipal.com) which boasts of updated information regarding the various departments under the SMC. The website has wide-ranging details regarding the progress of various development projects taken up. the site also facilitates downloading of forms related to shops and establishments, property tax assessment, water supply connections, land & estate, birth & death registration, town development, drainage connections and SMIMER. On the whole, 35 forms are available online, in addition to the various legislation pertaining to the corporation and the citizens of the city

The website facilitates online complaint lodging and status check of the complaints. It also provides the property tax structure, which consists of the water charges, water taxes, conservancy taxes and general taxes; allows one to check the status one’s outstanding property taxand look at the budget for the ongoing financial year. New tenders that are floated by the SMC are put on the website for public information.

IT POLICY In line with the IT policy of the Government of India, the Government of Gujarat enacted its own IT Policy on 9th March 1999. SMC has launched its own IT Policy and Plan for the next five years to usher in a citizen-friendly delivery system.

SMC’s drive towards e-governance started way back in November '79. From then onwards SMC has always stood up to the challenges offered by the ever-evolving IT field. SMC is the forerunner in IT among all the other government institutions and computerisation at SMC still ranks among the best in the country; praised and appreciated by various international institutions. But now, this computerisation has reached such a stage that it requires streamlining to realise the SMC’s organizational goal.

The following departments are either partly or fully computerised:

� Accounts department � General system � Personnel department � Revenue department � Octroi department � Health department � Information systems department � City engineer's special � Town development department � Town planning � Drainage department � Hydraulic department � Public works department � Bridge cell � Parks and garden department � Secretariat � Municipal libraries

� Municipal theatres � Municipal workshop � Law department � Public lighting system � Fire department � Audit department � Municipal press � UCD department � Vigilance department � PRO

Information Online:

� Updated information regarding the various departments under the SMC

� The various legislations pertaining to the corporation and the citizens of the city

� The progress of various development projects taken up

� New tenders that are floated by the SMC

� The budget for the ongoing financial year

A SWOT (Strength, Weakness, Opportunities and Threats) analysis of the existing scenario of SMC has been carried out and the outcomes formed the primary recommendations for the IT policy. A situational analysis of the major departments of the SMC was also carried out to identify the systems to be computerised so that requirements like operating skill sets, hardware, software, training, etc could be ascertained. The outcome of the analysis constituted the IT plan and policy of SMC.

It also covers the operational plan for the two years of focus wherein overall computerisation will be targeted. The organizational structure of the IT department, which will be necessary to achieve the targeted goals, is presented in the form of an annexure. This covers various professional posts, their functions, responsibilities and qualifications.

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SUDA The organization chart of SUDA is presented below. Normally the Chairman is non official representative from the area nominated by Government. Main functions of SUDA include development in systematic manner and to control unplanned and unauthorized development. To ensure aforesaid functions, SUDA prepares Development Plans and Town Planning Schemes. The Board of SUDA consists of elected members from SMC, Nagarpalika and district panchayat.

SUDA has carried out a number of management reforms in the organization for the benefits of the citizens. These reforms are: continuous monitoring system enhanced powers, complaint monitoring system, improved supportive infrastructure, public participation, computerisation, IT policy, e-gvoernance etc.

ORGANIZATION CHART OF SUDA

Chairman

Chief Executive Authority

Town Planning Department

Construction Wing

Administrative Wing

Accounts Wing

Senior Town Planner

Assistant Town planner

Planning Assistant

Surveyors

Drawing Branch

Senior Draft Man

Computer Operator

Executive Engineer

Deputy Engineer

Junior Engineer /Superivsor

Work Assistant

Unauthorized Construction Dept.

Mamlatdar

Building Supervisor

Clerk

Mamlatdar

Head Clerk

Building Supervisor

Accounts Officer

Assistant Accountant

Clerk

Computer Operator

Chairman

Chief Executive Authority

Town Planning Department

Construction Wing

Administrative Wing

Accounts Wing

Senior Town Planner

Assistant Town planner

Planning Assistant

Surveyors

Drawing Branch

Senior Draft Man

Computer Operator

Executive Engineer

Deputy Engineer

Junior Engineer /Superivsor

Work Assistant

Unauthorized Construction Dept.

Mamlatdar

Building Supervisor

Clerk

Mamlatdar

Head Clerk

Building Supervisor

Accounts Officer

Assistant Accountant

Clerk

Computer Operator


9.4 CAPACITY BUILDING MEASURES

Some of the capacity building measures being implemented in the administrative wing of the corporation are as follows.

� Decompartmentalisation � Decentralisation - 6 Zones – 56 Wards � Eleven Divisional Heads - 450 Files to 80 files per day � Office to site : Seeing is Believing

� Daily Meetings : 365 Days : 52 Sundays

� Innovations in Plastic Waste Usage, Administration Charges � Computerisation : Accounts, Budget, Taxes, Health,

Personnel, Mapping, Engineering � Delegation of financial powers up to Rs. 2 lakh to Zonal in

charge � More than 500 trained technical man power

� Weekly monitoring of the projects � Daily monitoring of the public grievances

9.5 EMERGING ISSUES

� Sanctioning powers for major capital works.

Sanctioning powers and approvals of sanctions by divisional Heads for major capital works are vested in the Municipal Commissioner and political interference at this level delays sanctioning process.

� Multiplicity of line agencies.

In addition to the Corporation there are various other State and central organisations that play a role in the city’s management. Multiplicity problems are observed under several functions like Town Planning, planning and design of the state highways and national highways, capital works of river front development, monitoring pollution and so on.

Facilities Online:

Downloading of forms related to

� Shops and establishments, � Property tax assessment, � Water supply connections, � Land & estate, � Birth & death registration, � Town development, � Drainage connections and � SMIMER.

On the whole there are 35 forms available online

� Online complaint lodging and status check of the complaints

� Property tax structure, which consists of the water charges, water taxes, conservancy taxes and general taxes

� Status check of one’s outstanding property tax

Daily Meetings � Sharing of success and failures � Joint policy making � Joint Reveiw and monitoring � Journey of self-discovery-synergy � Team spirit � Awards to junior colleagues

Professional Consultants � Montgomery Watson India Ltd. � Tata Consulting Engineers � Multimedia � Price Water House � CRRI � School of Planning. and

Architecture. New Delhi. � Regional Engineering College,

Surat � School of Planning, CEPT,

Ahmedabad


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To perform a series of obligatory and discretionary functions, the corporation is vested with powers to raise resources through several tax and non-tax sources under the BPMC Act, 1954 and the Gujarat Municipalities Act, 1963. The Gujarat Municipal Finance Board incorporated under the Gujarat Municipal Finance Act, routes the loan and grant money and aid provided by the State and Central Government to ULBs. In terms of financial performance, SMC has done fairly well during the past five years. The performance during the recent past has been quite good, with the revenue and total income showing a steep increase. The expenditure has also increased along with the income. The corporation has also recorded a reasonable operating ratio.

10.1 74TH CONSTITUTION AMENDMENT ACT

The Amendment, in addition to assigning specific functions, has also provided a framework to improve the financial and administrative management of ULBs. As per the guidelines of the 74th CAA, the first State Finance Commission was constituted by the Government of Gujarat to recommend a framework to assign appropriate civic functions to urban local bodies through the Twelfth Schedule of the Constitution. An important task of the Commission was to recommend measures to improve the financial health of municipal bodies.

10.1.1 STATE FINANCE COMMISSION

The State Finance Commission (SFC), which submitted its report in 1998 made a series of recommendations (the recommendations are still under review by the state government) to augment the financial base of urban local bodies, which include:

� Assignment of taxes, duties, tolls and fees � Sharing of state revenues � Grants-in-aid

The Commission has recommended the introduction of a new tax, the Vacant Land Tax, for private lands at a rate ranging from 0.125 percent to 0.25 percent of the market value on an annual basis.

Important recommendations of SFC regarding state transfers to ULBs:

� 50 percent of the total income recovered through professional taxes under its area of jurisdiction to go to ULBs. ULBs were not permitted to levy professional tax after the Gujarat State Professional Trade, Business and Employment Act, 1976.

� The entire proceeds of Entertainment Tax should go to the ULBs, instead of the 50 percent transfer by the state government through GMFB.

� The entire amount of Education Cess is provided as a grant to the ULBs responsible for primary education, instead of the Education Cess being levied on the properties as a percent of the ARV.

� The ULBs’ share against Non-Agricultural Land Assessment in the form of grant-in-aid at the rate of 75 percent of the total recovery effected in their jurisdiction should be raised to 85 percent and the conversion tax should be paid to ULBs at the rate of 85 percent of the total recovery against 0 %.

� Land revenue from agricultural land, which was abolished from 1997, should be re-introduced and 85 percent of the land revenue recovered within the ULBs’ jurisdiction should be provided as grant-in-aid.

� Enhancing the cess on land revenue from 50 paise to one rupee and irrigation cess from 20 paise to 50 paise.

� 50 percent of the recovery through entertainment tax on Cable TV, etc., (introduced in 1993 through an amendment to the Gujarat Entertainment Tax Act) to be provided to the ULBs. The collection to be entrusted to ULBs themselves.

Important recommendations of SFC regarding Grant-in-Aids to ULBs:


� The grant towards pay and allowances is to be linked with the population of the municipality instead of the sanctioned establishment. The per capita grant on establishment expenditure is to be increased from Rs.26/- to Rs.30/- and further increases are to be linked with the Consumer Price Index.

The grant-in-aid for natural calamities should reimburse 25 percent of the expenditure incurred in the case of municipal corporations.

� The Road Grant should be given as a capital grant instead of a revenue grant as is in vogue currently. The grant is recommended as 4 percent of total expenditure.

� Grants for the maintenance of dispensaries, hospitals, maternity homes and child welfare centres should be enhanced from the present levels and a minimum charge of Rs.2/- per case is to be introduced for patients whose income is above the poverty line.

� The grant-in-aid for leprosy control should be as per the actual expenditure incurred against 50 percent of the expenditure towards establishment and training.

� The grant to the District Planning Board should be increased from 20 percent to 25 percent and should be disbursed at 8.146 percent for Municipal Corporations (as per the formula suggested by the Finance Commission).

10.2 STRUCTURE OF MUNICIPAL FINANCES

For long, financial reporting has been considered an important tool of accountability. A set of financial reports produced periodically by the Accounts Department enables the policy makers to assess the efficiency of the SMC in carrying out its stewardship responsibilities. It also provides the Corporation as well as the state government with relevant financial information to serve as a basis for their decision. In recent years, it has also been felt necessary for the corporation to communicate reliable information concerning their financial activities and financial position to various interest groups, for which they have initiated the accrual basis of accounting systems.

For review of finances includes a time-series analysis of the income and expenditure of the Corporation to ascertain the trends and the major sources and uses of funds. In addition to this, certain key financial indictors relating to property tax, water charges, per capita income, per capita expenditure and debt servicing, have been analysed to assess the financial performance of the corporation.

The booking of transactions in SMC is carried out under major and minor heads. The corporation performs a series of obligatory and discretionary functions according to the powers vested in it through the BPMC, 1949. Under this Act, the corporation is empowered to levy taxes and rates.

Section 127 of the BPMC Act allows the corporation to levy octroi, property tax and tax on vehicles, boats and animals etc. The property tax levied on buildings consists of a water tax, conservancy tax, a general tax (at a rate of not less than 12 percent6 of ARV). The Act has special provisions relating to water and conservancy taxes. By virtue of Section 134 of the Act, the Commissioner has powers to levy a volumetric charge for water supplied in lieu of water tax, subject to its consistency with the bylaws. These by-laws are framed by virtue of powers granted under Sections 458 of the BPMC Act. Similarly, based on the approval of the Standing Committee, the Commissioner may fix a charge for provision of conservancy service

As per taxation rules the base for property taxes will have to be assessed once in four years. The Municipal Corporation is also empowered to levy property tax for residential and non-residential for which the minimum and maximum limits are fixed. It needs mention that except for the ceiling on general tax, all other taxes have no minimum or maximum limits specified.

6 The maximum tax should not be more than 30 percent


10.3 FINANCES OF SMC

To ensure transparency and to give a true picture of its assets and liabilities, SMC has introduced a Computerised Double-Entry Commercial Accounting System. The system involves two functions namely a Revenue Function, involving receipt of taxes, charges, loans and grants, and an Expenditure Function, involving release of funds against establishment, works and supplies.

The actual accounts of SMC for the last five years (2000-01 to 2004-05) have been analysed to assess the finances of the Corporation. Detailed accounts compiled from the budget books of SMC are presented in Annexure 7. An abstract of annual accounts and tables of the sectoral contribution, growth trends and per-capita values of different items of income and expenditure are also presented in Annexure 7.

The Corporation maintains its assets in the form of fixed assets, capital work-in-progress, and investments in a sinking fund, earmarked fund, loan fund, general fund and interest accrued. In addition to this, the corporation also maintains record of its current assets including, stores and spares in hand, debtors tax and non-tax revenue, bank balance and cash balance. The loans and advances paid to the employees and other agencies are also accounted as assets, which the Corporation possesses.

As a part of its liabilities, SMC maintains a municipal fund, including a corpus fund, sinking fund, as well as committed/ earmarked fund, and depreciation fund. The reserves and surpluses contained by the Corporation include income from capital receipts and credit balance from the revenue income. Secured loans and unsecured loans are also reflected in the balance sheet of the Corporation. In addition to these there are current liabilities in the form of sundry creditors, deposits received, employee related liabilities and other liabilities.

The city of Surat holds a special status in its own revenue sources for its efficient way of functioning and has shown an operating surplus, in spite of its developmental activities. The corporation has shown a mix of surplus and deficit in its revenue and capital accounts during 2001-2005. The revenue account portrays a surplus, whereas the capital account has shown a deficit, indicating transfers from the revenue account surplus.

The Bombay Municipal Accounts Code, 1961, governs accounts in SMC. The Chief Auditor conducts the audit in the corporation and is independent of the accounts department. He is responsible to the Standing Committee.

Essentially, all functions are carried out through either receipts or payments, with certain transfers and adjustment provisions,

mainly in the form of errors in classification, adjustment of expenditure on receipt of a bill against an advance, and adjustment of refunds of revenue or recoveries of expenditure by deduction.

Income Pattern

Expenditure Pattern * Includes Principal Payment on Loans

Surplus/ Deficit Pattern * Loan Income also considered.

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The revenue account has shown significant surpluses, which have increased from Rs. 9,054 lakhs in 2000/01 to Rs. 18078 lakhs in 2004/05, while the capital account has registered a negative closing balance during 2000/01, 2002/03 and 2003/04. This indicates that a substantial amount of revenue surplus has been transferred to the capital account for asset creation, which is a positive feature.

The revenue income of the corporation has grown at a rate of 11.73 percent, while the growth in revenue expenditure during the same period was 9.79 percent. The trends in capital income and expenditure have been fluctuating. The growth rate in capital income has been about 32.58 per cent, while the capital expenditure has presented negligible growth rate. Capital expenditure by SMC during the period 2000/01 to 2004/05 is at an average of Rs. 17612 lakhs per year.

Valuation of Inventories The accrual basis of accounting standards applies to inventories of material, stores and supplies. As per the net realisable value of material, stores and supplies held for use of production has also been determined and forms a part of the fixed assets.

10.3.1 REVENUE ACCOUNT

The revenue account comprises of the operating income and expenditure items of the corporation. These are generally recurring items viz. income from taxes (octroi, property, other direct taxes), non-tax income (rents on municipal properties, charges, fees), grants, etc. and expenditure on establishment, repairs and maintenance, debt-servicing, etc.

REVENUE ACCOUNT - INCOME SMC derived 90 percent of its revenues during the assessment period from own sources in the form of octroi, taxes, non-tax sources etc and remaining 10 percent in the form of state government grants. Octroi and property tax dominated the tax structure, with octroi accounting for 57 percent of tax revenues and property tax (and related taxes) accounting for 25 percent of tax revenues. Non-tax receipts are low at 6 percent of the revenues due to low rates of user charges for services against considerably good service coverage. In effect, the corporation’s income largely depends on a single source i.e., octroi. The total revenue income for the year 2004-05 was Rs. 61983.91 lakhs.

In the absence of any assigned revenues, deposits and advances, SMC has been able to generate 90 percent of the total revenue income through its own sources during the last five years. Property tax collections are Rs. 15011 lakhs during 2004-05 up from Rs. 8153 lakhs during 2000-01. This is largely due to the decentralisation efforts of SMC initiate since 1996, due to which there has been a rise in the number of property tax assessments and revenue.

Trends in Municipal Income & Expenditure

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Summary of Revenue income (2004-05)

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Own Sources – Tax Income Taxes levied by the corporation are mainly listed in Section 127 of the BPMC Act. Property tax, tax on vehicles, boats and animals are the two taxes which are compulsorily levied, while octroi, theatre tax and other tax (as may by levied by the state government) can be imposed by the corporation. SMC levies property tax and service-based taxes of different types against the services provided by it to the citizens. The corporation also owns assets in the form of land and buildings, which are leased/ rented out to generate revenue. The income from such sources contributes to the "own-source” income of SMC.

Tax sources accounts for about 81 percent of the total revenue income. Tax sources have increased from Rs. 65993 lakhs to 48197 lakhs during 2001/2005 at an average annual growth rate of about 25 percent. The taxes levied by the corporation include:

� Octroi; � Property tax; � Mechanical vehicle tax and theatre tax.

Octroi Octroi is still the largest grosser for SMC at 59 percent of the total revenue income, helping it to meet its expanding financial obligations. Though the share of income from other taxes has increased the importance of income from octroi remains. Octroi is levied on the entry of goods into Surat city for use, consumption or sale therein. The rates are ad-valorem ranging from ½ percent to 3 percent.

Property Tax Property tax is a generic term, under which at present three different revenue taxes are being levied. They are:

� General tax � Conservancy tax � Water tax / Water charge / Water meter charge

During the period 2000-01 to 2004-05 property taxes contributed 25 percent of the revenue income. The tax is levied on residential, commercial and industrial buildings. The basis for levying all these taxes (except water charge and water meter charge) is the ‘Annual Rateable Value’ of the premises. There are about 12.8 lakh property tax assessments in the city.

The present overall tariff rates of property tax are a maximum of 34 percent & 44 percent of Net Rateable Value (NRV) for domestic and non-domestic uses respectively. General tax at 30 percent of NRV largely contributes to the overall rate.

Income From Tax Sources (2004-05)

Rates of Property Taxes (01-01-2005) Property Tax assessments

Experience suggests that there is usually no significant uncertainty about property tax collection and the recovery is generally quick. This is because of SMC having first charge over the property for unpaid property tax and also sufficient legal powers for attachment of property to collect arrears. Property tax may, therefore be recognised as revenue as it accrues.

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General tax: The share of general tax in tax income has been 13 per cent. The income from general tax has increased from Rs. 5573 lakhs in 2000/01 to Rs. 8077 lakhs in 2004/05. The high value under property tax is attributable to the revamping of the tariff rates apart from the increase in the number of property tax assessments.

Conservancy tax: Conservancy tax is charged on the basis of a fixed Net Rateable Value (NRV), along with general tax. The income from this source has increased from Rs. 2151 lakhs in 2000/01 to Rs. 3367 lakhs in 2004/05- a growth of 12 per cent over the last five years. It is also the second major source of tax income contributing about 6 percent of the total tax income.

Water tax: Water tax is also charged on the basis of a fixed Net Rateable Value (NRV), along with general tax in line with conservancy tax.

Tariff for water connections inside and outside the city limits vary drastically, depending on the purpose of the connection and the connection size. SMC has raised the tariff after 1996 to sustain the growing demand as well as to curb the rise of unmetered connections.

One-half inch to one and a half inch unmetered connections inside city limit area will have a flat rate of Rs.240/- per annum per connection per family in case of domestic/ religious purposes. Monthly water charges depending on the connection size and purpose are shown in the adjacent tableTariff rates per 1000 litres of usage for various purposes by metered connections inside the city limits vary from a minimum of Rs.2/- to a maximum of Rs.24/-. Outside the city limits, purpose of usage is broadly classified into residential, commercial and industrial purposes and the prevailing tariff rates per 1000 litres of usage are Rs.10/-, Rs.20/- and Rs.24/- respectively.

SMC levies water tax on all assessments having a House Service Connection (HSC). The contribution of water tax and water charges to the total revenue income is 4 per cent at the aggregate level. Realisations by way of water tax and charges have been about Rs. 3657 lakhs during 2004/05. The income from water tax has grown at a rate of 22 percent during the last five years.

The corporation levies water charges against the House Service Connections issued to the properties within the SMC limits. The corporation also levies water charges and water meter charges other than water tax on property tax assessments that have a HSC.

General Tax Tariff Rate per Annum

Conservancy Tax Tariff Rate per annum (01-04-2005)

Water tariff rates for metred connections (01-04-2005)

Water charge per month (01-04-2005)

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Other Taxes The other major tax items levied by the corporation are mechanised vehicle tax and theatre tax. The share of these two taxes together in the total revenues is negligible. During the last five years they have contributed 0.89 percent of the revenues associated with fluctuating growth rates. The income from this source during the year 2004/05 was about Rs. 554.85 lakhs.

Own Sources – Non-Tax Income The non-tax own revenue sources of the corporation account for 6.58 percent of the total revenue income. These revenue sources include fees and charges levied as per relevant legislations. Accordingly, these income sources have been classified under the following broad categories:

� Municipal properties, � Collection from public places, � Realization under special statutes, � Public services charges/fee, � Other sources like;

o Interest earned, o Sale proceeds, and o Miscellaneous income.

These revenue sources include the income from leased/ rented out municipal property and from the fees and charges levied for the different services rendered by the corporation. The contribution of non-tax income to the total revenue income is Rs. 6541 lakhs during 2004/05.

Revenue Grants and Contributions – Non-Tax Income SMC receives grants and contribution from the state government under eleven heads, for general as well as specific purposes. About 7.15 percent of total revenue income (Rs. 4459.32lakhs in 2004/05) comes from this source.

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The set of resources comprising the tax base of the Corporation hasn’t changed over years. In the light of the 74th constitutional amendment, instead of devolving more resources to the ULBs, the state government has taken over certain resources, like the entertainment tax and professional tax. The State Finance Commission has recommended the devolving of these sources of income to the ULBs themselves.

Non-Tax income – Own Sources (2004-05)

The noted heads of Revenue grants for SMC are:

� Family Planning � 75 percent of Non-Agricultural

Assessment and 15 percent of Land Revenue

� Primary Education � Integrated Child Development

Scheme (ICDS) � Urban Community Development

(UCD) � Assistance for Road Repairs and

Maintenance � Local Fund and Irrigation Cess � Penalty under BPMC Act and

other Acts � Share in tax collected under Motor

Vehicle Act

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REVENUE ACCOUNT - EXPENDITURE Apart from administration and general expenses, SMC uses its resources for establishment, operation and maintenance of the obligatory and discretionary services provide by it, direct expenses on services provided and debt servicing.

Establishment head, which includes salaries, allowances, employee welfare etc accounted for 52 percent of revenue expenditure during 2004-05, followed by general administration expenses at 24%. A notable feature of the revenue account is the share of repair and maintenance expenses at just 11 percent of the revenue expenses during the assessment period. 22 percent of the revenue income is incurred in debt servicing.

The total revenue expenditure has increased from Rs. 30982 lakhs in 2000/01 to Rs. 43905.59 lakhs in 2004/05 – a growth of 5.5 percent. 33 percent of the total revenue income is spent towards payment of salaries, allowances, reimbursements and terminal benefits of the employees under the establishment head.

Over the past five years, SMC has been able to generate enough income to manage its expenses, and to transfer excess income to capital funds. The excess of revenue income against revenue expenditure since 2000-01 averages around Rs. 13209 lakhs annually. Debt servicing is another important head under the revenue account, wherein the interest due on various loans taken from financial institutions is paid from the income generated from revenue sources. The operating ratio during the assessment period is 0.71.

Establishment Expenditure About Rs 17702 lakhs is spent on the salaries, wages, allowances, pension etc of the personnel employed by SMC, which is about 46 percent (average of past five years) of the revenue expenditure. Expenditure on salaries and wages to the personnel has more than doubled during the period 2001-2005. The shares of each sub-head under the establishment expenses have remained almost the same during the past five years.

The payroll burden on the city’s expenditure budget is explained by a legacy of rigid contracts, which significantly reduces the administration’s effectiveness in containing expenditure. Redundancies and cost control have plagued most of the departments in the corporation, because of which, half of the expenditure is incurred on personnel expenses, leaving very little scope for developmental activities.

Administration & General Expenses The most important heads under which there has been a significant rise in expenditure are the Electricity charges, Rents on properties (other than buildings) hired, security personnel charges and Professional Consultancy charges. General administration expenses increased at 6.6 percent growth rate during 2000/01 to 2004/05.

Revenue account – expenditure (2004-05)

Establishment expenditure (2004-05)

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Repairs and Maintenance The total expenditure under the repairs and maintenance head is just 9 percent of the total revenue expenditure. This has come down from around 14 percent during 2000-01. Even within this head most of the expenses are accounted for by the repairs and maintenance of roads, bridges, streetlights, pavements, traffic dividers and signals etc. Considering the coastal climate of Surat, where the condition of roads deteriorates very fast, the expenses are also high for maintaining the same. SMC has initiated the conversion of the roads in the city to cement concrete to reduce the repairs and maintenance expenses incurred every year.

The repair and maintenance expenditure of the corporation has decreased from Rs. 4350 lakhs in 2000/01 to Rs. 4016 lakhs in 2004/05. All the items in this category have shown a high level of fluctuation over the last five years, but at an aggregate level they show a declining trend. This may also be attributed to the creation of new capital assets during the past five years, on which the O&M expenses are yet to be incurred.

Service and programme related direct expenses Expenditure under this head is mainly incurred on power and fuel, material and labour, overheads, contracts, materials and so on. The expenditure has increased from Rs. 1366 lakhs in 2000/01 to Rs. 2,269 lakhs in 2004/05 – a growth of 14 percent.

Debt Servicing Debt servicing through interest and principal payment on loans accounts for about 16 percent of the revenue expenditure of the corporation. The annual accounts of the corporation indicate that it has been servicing its debt regularly. The debt servicing expenses have increased from Rs. 3339 lakhs in 2000/01 to Rs. 9919 lakhs in 2004/05. The Debt Servicing Ratio has been an average of 12 percent during 2000-01 to 2004-05.

Growth in Expenditure The annual growth in expenditure during the last five years was 9.79 percent against a growth of 10 percent of the revenue income. While the expenditure on the repairs and maintenance of assets of SMC has come down, so has the expenditure on roads and street lights. But repairs and maintenance of water supply assets has increased considerably, registering a 94 percent growth during 2001-05.

STATUS OF REVENUE ACCOUNT SMC’s revenue account has shown surpluses all through the assessment period, which was in turn, mainly contributed to the capital account for taking up new works. The amount of transfer from the revenue surpluses to capital funds is merely based on adjustments to amounts spent on capital works rather than on any capital utilisation plan.

Repairs and Maintenance Expenditure (2004-05)

Debt Servicing Pattern

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10.3.2 CAPITAL ACCOUNT

SMC funds its capital works by way of grants and loans from the state and central governments and other institutions under different project specific schemes. It also utilises revenue surpluses on capital works. The capital account deficit for the years 2000-01 was Rs. 8593 lakhs. There was an excess during the year 2004-05 to the tune of Rs. 5248 lakhs indicating non utilisation to the complete extent of the new loans and grants.

SMC maintains a capital fund, which comprises special purpose grants from the SMC itself and the revenue surpluses transferred to meet the capital needs.

CAPITAL INCOME SMC is empowered by the BPMC Act to levy a betterment charge for increase in the value of land and building, if they are a result of a scheme of improvement, clearance or are developments carried out by the corporation. SMC levies an incremental contribution termed as a betterment charge, which is realised from the landowners, at a rate equal to one half of such increase in the value of the land. The revenue under this head has shown a constant rise from Rs. 24 lakhs during 2000-01 to about Rs.57 lakhs during 2004-2005.

A major share of the capital income is also contributed by the capital profit on sale of fixed assets which is fluctuating and current in nature. The income under this head was as high as Rs. 6206 lakhs during 2000-01. During 2004-05, the income from this head is Rs. 1758 lakhs. During the same year capital contributions from the public were also high at Rs. 469 lakhs.

CAPITAL EXPENDITURE By the end of the year 2004-05, the roads and bridges sectors became the most prioritised sector with 37 percent of the capital expenditure being incurred on them. The highest growth in expenditure is also under this head with a total expenditure of Rs. 4655 lakhs in 2000-01 to Rs. 6524 lakhs in 2004-05. Capital works under this head include conversion of major roads to cement concrete roads and construction of new flyovers. The share of this sector during 2000-01 was 22 percent of the total capital expenditure. Water supply is next in order with a share of 23 percent followed by expenses on procuring machinery and equipment. The amount spent on capital works in water supply was an average of about Rs. 2650 lakhs per year during 2001-05 and remains one of the most prioritised sectors. Sewerage and drainage sector also received priority with 8 % of investment during 2004-05 at Rs. 1392 lakhs spent.

Capital expenditure during the last five years by the SMC has followed the planned expenditure pattern under the first CCP prepared in 2001.

Capital Account - Summary

Capital Income (2004-05)

Capital Expenditure (2004-05)

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CAPITAL ACCOUNT – DEFICIT The deficit of income over expenditure was an average of Rs. 33 lakhs during the last five years which has come down from a high of Rs. 13737 lakhs during 1999-00. This is contributed mainly by the planned programme intervention of SMC through the first City Corporate Plan prepared in 2001. Revenue surpluses transferred to the capital fund and loans secured from national and international lending agencies like the World Bank, state government, LIC, HUDCO etc are effectively scheduled to manage the capital account deficit.

LOANS

The capital account is largely dependent on loans to take up new capital works. The borrowings of SMC during 2001-2005 are from the state government, HUDCO, NHB, World Bank, commercial banks and from the open market. Short-term loans obtained during 1998-2000 were converted to long-term loans from 2000-01. New loans to the extent of Rs. 125 Crores are procured during the period 2001-05 to take up a large number of planned capital works for the overall development of the city of Surat.

New Loans taken by SMC during 2000-01 to 2004-05 (Rs. Lakhs)

Outstanding Loans The total outstanding loan amount with SMC at the end of the financial year 2004-05 as on 31st March 2005 is Rs. 2602 lakhs. This includes new loans obtained during 2000-01 to 2004-05 from open market and National Housing Bank.

Outstanding Loans as on 31st March 2005 (Rs. Lakhs)

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10.3.3 ACCOUNTING OF DEPRECIATION

Depreciation is an important item of expense under this system of accounting. Under provision for depreciation would vitiate the view presented by the income and expenditure account. Therefore, the corporation has worked out a lump sum factor of depreciation over the last five years. It has assumed depreciation on buildings, plant and machinery and vehicles and transportation equipment amounting to about Rs. 3 lakhs per annum.

It is important that in some cases, several kinds of fixed assets may form part of a single asset, eg. parks may comprise a part of land, building, pumping station, etc., some of which may be depreciable while others may be non-depreciable. Even the depreciable assets may have varying useful lives. In order that depreciation can be computed properly, it is important to account for each of these items under different account heads.

10.4 FINANCIAL PERFORMANCE

Indicators are facts about project implementation results, not actions. The standard practice by banks and borrowers is to consider performance targets as indicative. The technique of financial analysis is a useful tool to analyse the municipal corporation’s financial position. Ratio analyses presented here provide information about efficiency and operational performance, and debt servicing. As such they provide insight into areas that merit further investigation but do not, in themselves, provide definite answers on the financial condition of a given service. And hence, they have been calculated as an average over a period of five years, to provide a realistic picture.

Operating Ratio Operating Ratio (OR) is the ratio of revenue expenditure to revenue income and it indicates financial status or “profitability” of local body operations. Sound financial management requires that this ratio should be less than unity. The average OR of SMC works out to 0.71. The OR below 1.0 in SMC indicates that it has had a surplus revenue account over the last five years. Revenue surpluses indicated by the operating ratio are mainly used for capital works. This is a healthy indicator.

Debt Servicing Ratio Debt Servicing Ratio (DSR) is the ratio of debt payment to total revenue income. This indicator helps in assessing the implication of debt on the local body’s finances. It has been observed that SMC services its debts on a regular basis. The analysis indicates that the average DSR with respect to revenue income is 16 percent. It gives an indication of debt payment to the total revenue income. The outstanding loan amount with SMC was Rs 2602 Lakhs and there are no overdues to any of the lending organisation with respect to principal as well as interest.

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Capital Utilisation Ratio

Capital Utilisation is the ratio of capital expenditure to the capital income. This ratio indicates the performance of the local body in terms of utilisation of capital income- it could also be an indicator of the local body’s capacity to utilise capital resources. A capital utilisation ratio of greater than unity indicates that the revenue account surplus has been utilised for capital works, which is a positive feature. A CU ratio below unity indicates that either capital income is being diverted for revenue expenditure (when O.R. is also above 1), or that part of the capital income was unspent during the financial year under consideration.

The Capital Utilisation Ratio (CUR) of SMC is just above unity at 3.76. The planned expenditure over the past five years is a clear indication of the CUR being just above unity along with operating ratio being below unity. However, the situation also refers to non-utilisation of the capital available in that financial year to the complete extent, which SMC will need to plan accordingly.

Share of Establishment Expenditure in Total Revenue Income

This is expressed as a ratio of establishment expenditure to operating cost (revenue income). Its contribution (including salaries and wages, pension, reimbursement, etc) has accounted for 40.32 percent of the total revenue income during 2001-2005. This has come down from over 50% till FY 2000-01 indicating the effective control of the establishment expenses on one hand and enhancement of revenues on the other hand by SMC during the assessment period.

10.4.1 STATUS OF MUNICIPAL FINANCES

• Revenue expenditure has been primarily directed towards establishment expenses (40.32 percent) followed by administration and general expenditure (18.62 percent).

• Revenue through the levy of octroi contributes to over 57 percent of the total revenue of the corporation and property tax contributes to about 25 percent of the total revenue income. The average collection performance of the same has been over 88 per cent from 2000-01 to 2004-05.

• Capital expenditure has been mainly directed towards the public works (roads/bridges/street lighting) and water supply at 37 and 23 percent respectively, which is followed by plant, machinery and equipment (11 percent).

• While the capital account has witnessed a deficit over the years, the revenue account has been accruing a substantial amount of surplus. CAPEX has decreased from Rs. 207 Crores in 2000/01 to Rs. 175 Crores in 2004-05.

• SMC's performance with respect to resource mobilisation and expenditure has been reasonably good during the recent past. The per capita incomes, (both revenue as well as own

sources) of SMC, are found to be marginally higher than that of Ahmedabad Municipal Corporation.

• Income from own-sources is fairly high but is dominated by income from octroi. The resource position of SMC is sound with income from property tax assessments at 25 percent of revenues against collection performance ranging between 85 and 89 percent. The tax rates of water and conservancy have not been revised during the past five years.


10.5 FINANCES OF SUDA

10.5.1 REVENUE ACCOUNT

The revenue account comprises of the income from scrutinity charges, development charges, zoning fee, water charges and interest on deposit and expenditure on establishment, administration and O & H charges, repairs and maintenance, debt servicing etc.

10.5.2 CAPITAL ACCOUNT

SUDA’s main source of capital income is betterment charges for increase in the value of land and buildings, as it is a result of implementation of TP schemes. Other sources include: contribution from the beneficiaries, sale of land allotted under TP scheme for public purposes and capital expenditure mainly on construction of new roads, water supply schemes, sewerage projects, street light, storm water projects, lake development, solid waste management etc. preparation of TP schemes and acqisition of land.

Due to availability of sufficient funds on capital surplus, SUDA does not need to go for major borrowing from financial institutions, nevertheless, SUDA needs adequate fund for taking up all development works, to provide basic aminities like water supply, sewerage, storm water disposal, road, street light, disposal of solid waste which is almost lacking in this area as discussed in detail in previous chapters. For expenditure on building, SUDA arranges loans on behalf of the beneficiaries. As such there is no major impact on revenue expenditure from capital surplus.


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11.1 STRATEGIC FOCUS

The genesis of this Vision emerges from the fact that this city’s population, with its continuing high growth, is likely to double from the present 2.8 million to 5.5 to 6.0 million by the year 2020*. For sustained growth of its economic base for the city to be attractive, and improve quality of life, there is a need to position this city in a manner to sustain this level of growth and strengthen the response mechanism of agencies to address growth demands.

The Suratis' homespun kindliness, charity, entrepreneurship and above all a strong civic pride are the traits that have helped the city flourish. The resourceful and inclusive city, with a dynamic local authority, thrives for excellence to become a dominant player in the global scenario. SMC- SUDA initiated a public consultation in this regard to define the cities vision and priorities. The collective vision of the stakeholders as outlined is based on assessment of a wide range of elements affecting growth and the quality of life. To realize the vision of a 'Global City with Global Standards' by 2020, a structured program of actions and initiatives has been defined.

The Strategic Focus is structured around three elements of Promoting Growth for economic development; Good Governance to enable Improved Service Delivery. However, the overarching objective of this strategy is to promote safety, security, and environmental quality. The strategic focus and operational strategies have been detailed in the following sections.

SURAT VISION 2020

STRENGTHSDiversity in economic base: Textiles, diamond cutting and polishing, zari industry, major market for yarn and major center for trade in the region Sustained growth spread over four decades Emergence of a petrochemical complex in the region and centrally promoted SEZQuality-Cheap labor Responsive Local AdministrationStrong sense of belongingness and pride of being a Surati and at the same time always willing to accept and include people from other culturesThe city is known for its social harmonyAdequate social services such as education and health Seen as an alternate to Mumbai as a place of residence

WEAKNESSESMedium quality of Power supplyWeak connectivity with major centers/ world cities from a competitive perspectiveIn between two major metro's (Mumbai and Ahmedabad)Multi tiered protocols for industrial clearancesRigid land conversion and town planning processUnregulated peri-urban growth and weak institutional structuresLarge segment of work force and population living in slumsDominant informal sectorHigh costs of livingQuality of services in peri urban areasAbsence of education facilities to respond to local industrial demandLack of premier institutions

OPPORTUNITIESGrowth in the region and potential for down stream industries Potential for demand in terms of trade and transit services, and social sectors such as health, education, leisure and tourismEnhancing quality of life

THREATSPolicy risks such as incentives in neighboring states, trade and tariff regimes on raw materials Health concerns related to migrant population (HIV)Environmental degradation

SURAT VISION 2020

STRENGTHSDiversity in economic base: Textiles, diamond cutting and polishing, zari industry, major market for yarn and major center for trade in the region Sustained growth spread over four decades Emergence of a petrochemical complex in the region and centrally promoted SEZQuality-Cheap labor Responsive Local AdministrationStrong sense of belongingness and pride of being a Surati and at the same time always willing to accept and include people from other culturesThe city is known for its social harmonyAdequate social services such as education and health Seen as an alternate to Mumbai as a place of residence

WEAKNESSESMedium quality of Power supplyWeak connectivity with major centers/ world cities from a competitive perspectiveIn between two major metro's (Mumbai and Ahmedabad)Multi tiered protocols for industrial clearancesRigid land conversion and town planning processUnregulated peri-urban growth and weak institutional structuresLarge segment of work force and population living in slumsDominant informal sectorHigh costs of livingQuality of services in peri urban areasAbsence of education facilities to respond to local industrial demandLack of premier institutions

OPPORTUNITIESGrowth in the region and potential for down stream industries Potential for demand in terms of trade and transit services, and social sectors such as health, education, leisure and tourismEnhancing quality of life

THREATSPolicy risks such as incentives in neighboring states, trade and tariff regimes on raw materials Health concerns related to migrant population (HIV)Environmental degradation


11.1.1 STRATEGIC FOCUS 1: PROMOTING GROWTH

OPERATIONAL STRATEGY 1A: ENABLING ECONOMIC DEVELOPMENT

Surat recognizes the importance of local economic development as a deciding factor to achieve its vision of a global city with global standards. The concerns are in terms of continued growth and adding value to the existing labour intensive economic base with necessary qualitative improvements. The way ahead relates to exploiting opportunities for diversification, both in industrial as well as service sectors, taking into consideration the potential offered by the petrochemical and natural gas based activities in the region. Associated downstream activities are also to be explored. Towards this end, the city will initiate a City Economic Development Strategy (CEDS).

Creating and Rejuvenating Markets Relates to � Availability of land and sites in appropriate location with

required quantity and quality is necessary � Delineate areas of economic development interest in the city

within the proposed City Economic Development Strategy (CEDS)

� Projects identified through this plan will be implemented through public-private partnerships

� Immediate investment priority area are the textile markets on the Ring road and old city area, GIDC estates and Udhana, Pandesara, Bhestan, Varachha, Katargam, Sachin, other industrial areas

� New city-level projects include: Gems & Jewelry park, Apparel Park and Agro Export Zone

� Surat bazaar / haat may be developed to show case specialties from Surat: textiles, zari, diamond and food items

Trade and Tariff � Appropriate tax and tariff regime for creating a business

friendly environment � Streamline procedures for clearances

Quality of Power Supply � Reliable, affordable and quality power supply to meet the

demands of industry and trade Mainstreaming Informal Trade � Providing for informal trade within context of the city's

Development Plan, street design by earmarking hawking/ non-hawking areas and specific town planning schemes/ urban design plans

� Provide necessary public amenities and infrastructure like pay-and-use toilets, parking and onsite improvements like paving, vending platforms and designed kiosks

Serviced Land

� Simplification of land conversion process to make available serviced land for growth of economic activities

Promote New Towns � Facilitate development of new high

quality residential areas with good connectivity and high levels of infrastructure and connectivity with the involvement of the corporate sector

� These new residential areas will attract investors and corporate houses to locate in Surat

Value Services � Offer an enriched cultural

environment and upgraded sports facility for a better quality of life and thereby enhancing its positioning amongst other competing cities:

� Trade cum convention center � High-end shopping malls,

multiplexes, river cruises, clubs etc. � Leisure clubs with tennis,

swimming and golf facilities � City Museum, Art Gallery,

Museum, Planetarium, Science City and Amphi-theatres

� Invite premier institutions to establish high quality education and training facility

OPERATIONAL STRATEGY 1B: IMPROVING CONNECTIVITY Substantial improvements are required in Surat's connectivity with other cities in the world. A combination of high-speed, strategic connectivity through international air-links, national expressways and water ways would be mandatory for positioning Surat as Gujarat's Global City by 2020.


11.1.2 STRATEGIC FOCUS 2: GOOD GOVERNANCE

OPERATIONAL STRATEGY 2A: MANAGING URBAN GROWTH For effective, safe and sustainable growth management:

� Establishing a framework for planning and management of Metropolitan City Regions, Greater Surat and Surat City

� Ensure that infrastructure development and enforcement of regulations keep pace with actual growth of cities

� Improve the quality of built environment by developing good residential areas

� Effective Spatial Planning Framework � Land for Housing the Urban Poor � Create new towns to offer high quality residential and

business environment � Preparation of Town Planning Schemes

OPERATIONAL STRATEGY 2B STRENGTHENING URBAN GOVERNANCE To make the city more responsive and responsible, improve governance and management through:

� Establishing mechanisms for making city governance more transparent and accountable and enhancing public participation in governance

� Streamline administrative procedures for efficient urban management

� Initiate e-governance for improved performance and service delivery.

� Raising adequate resources for realizing the vision of a Global City with Global Standards

� Resources Mobilization to Realize the Vision of Global City Global Standards

� SMC/SUDA to be Transparent, Accountable and Responsive � Public Participation in Governance � Capacity Building

OPERATIONAL STRATEGY 2C INTER AGENCY COORDINATION Surat Municipal Corporation is to play a pivotal role for coordinating with the state government departments and other important agencies for cohesive growth in the City Region. It will also have to improve and streamline its inter-departmental coordination.

� Inter-departmental Coordination � Coordinating with State Government � Coordinating with other agencies


11.1.3 STRATEGIC FOCUS 3: IMPROVED SERVICE DELIVERY

OPERATIONAL STRATEGY 3A ACCESS TO BASIC SERVICES Surat must invest to strengthen its city basics and upgrade its water supply, wastewater management, municipal solid waste disposal, public sanitation to the next level by improving the quality of services and improved service delivery. It must adopt world-class infrastructure standards. Undertake phased upgrading of infrastructure, expanding infrastructure to SUDA areas, in

� Water Supply � Public Health and Sanitation � Integrated Water Management Strategy � Storm Water Management � Municipal & Bio-Medical Waste Management

OPERATIONAL STRATEGY 3B MASS TRANSIT Urban transport through enhanced accessibility and mobility enables increase in efficiency and productivity, increase in access to amenities, reduction in commuting costs, efficient use of scarce land resource and contributes to improvement of the environment.

� Circular Surface Railway � Bus Transit System � Integrated Mass Rapid Transit

OPERATIONAL STRATEGY 3C ROAD NETWORK IMPROVEMENTS Today Surat is experiencing traffic congestion causing traffic delays, inconvenience because of limited provision of public transport facility, amplified due to rapid growth of population and a very rapid increase in motorization. Parking problem is very acute in the old city, institutional area and in the business districts of Surat.

Neglecting pedestrians, bicycles and other non-motorized traffic has added to the problem, resulting in severe traffic delays, accidents and deteriorating air quality. These adversely impact on economic efficiency, environmental, and health aspects. The social costs incurred by the poor due to cumulative health impacts, land price impacts and journey time & cost impacts are large. The strategy to improve the road network will essentially comprise of improving linkages within the city by removing bottlenecks and constructing new flyovers/ ROBs/ underpasses

� New Road Links, Fly overs and Road Over Bridges � Remove Bottlenecks and Improve Road Network � Parking


11.1.4 OVERARCHING OBJECTIVES

A SAFE AND SUSTAINABLE CITY Surat aims at becoming an enterprising and inviting city by creating a safe living and business friendly environment. Surat to offer a safe and sustainable environment to promote growth

� Enforce Safety Regulations � Improve Civic Safety

B IMPROVE ENVIRONMENTAL QUALITY Pollution-free, clean and green environment by managing pollution. A cleaner river and sustained efforts towards natural resource management and energy efficiency in internal systems are important.

Environmental sustainability is the basic foundation for any city aiming for world-class living standards. Surat will consciously make efforts to ensure a pollution-free, clean and green city environment that does not threaten the local ecological balance by fast-paced developments. “Eco City Surat” status has achieved through a judicious mix of environmental sustainability measures, pollution control, urban forestry development, wastewater reuse/ recycling, rainwater harvesting and energy conservation focussing on:

� Industrial Pollution Prevention� Environmental Management Plan � Vehicular Pollution Control� Protect and Develop Tapi River � Energy Conservation

11.1.5 TOWARD IMPLEMENTATION

SMC/SUDA has initiated actions to update its medium term financial framework to prioritize investment and related policy interventions. The consultations with stakeholders would continue and form the basis for operational decisions.

On the extra Municipal issues, a high-powered Steering Committee under the Chairmanship of the Chief Minister should be established to steer the agenda. SMC-SUDA would continue to facilitate the dialogue.

A Senior Officer of the local body will act as the focal point to oversee the dialogue and progress in implementation; Heads of Departments will head the sectoral groups- responsible for initiation of actions to prepare working documents and develop appropriate interventions, packaged for implementation.


11.2 URBAN PLANNING AND GROWTH MANAGEMENT - STRATEGIES & ACTION PLAN

STRATEGIES Urban growth management strategies shall take into account the environmental concerns developing of late in the city. The strategies are to facilitate a balanced growth with an efficient urban form devoid of congestion and conflicting land uses.

� Rapid and rational implementation of development plan.

Implementation of the development plan lies in the finalisation of the Town Planning Schemes covering the corporation area as well as the SUDA area. In these, regularisation drives for illegal non-conflicting changes in land use and demolition drive for illegal non-confirming land uses shall be taken up.

� Development restrictions in specific areas.

Restriction of development in specific areas shall be taken up by finalising TP schemes with provisions for open/ green spaces acting as buffer zones. This is also to create an efficient urban form and for decongestion of the CBD, wherein the state transport bus-stand has to be shifted to an alternate location.

� Decentralised planning and increased citizens’ involvement in the development planning process.

Public participation and consultation at neighbourhood level regarding land use and growth patterns shall create social benefits and avoid non-conforming land uses. Increased citizens’ involvement in the development planning process shall be pursued actively to achieve the above-mentioned social benefits.

� Improved co-ordination between various sanctioning and implementing agencies.

Non-conforming land uses and major non-aligned sections towards the periphery of the corporation shall be corrected with improved co-ordination between the implementing agencies, SMC and SUDA, and necessary changes shall be incorporated in the development plan.

� Optimum use of municipal land and inviting private sector to act work with the public sector.

The land and real estate owned by the corporation in the city shall be utilised for commercial development either by itself or through leasing out to private users. This shall help to mobilise financial resources for implementation of the SMC’s Capital Improvement Programme.

ACTION PLAN/ TASKS � Implementation of development

plan to cover the entire city and its outgrowth with town planning schemes

� Discouraging excessive urban sprawl by establishing appropriate building and density regulations for selected areas

� Establish green belts and buffer zones

� Development of geographical information systems

� Implementation of major road alignments

Institutions

� SUDA

� Surat Municipal Corporation

� Town Planning Department

� Voluntary organizations and NGOs

� Citizens’ Council/ Groups


11.2.1 IDENTIFICATION OF PROJECTS

INNER CITY REVITALIZATION The Surat Inner City or the historical walled city has an area of 8.16 sq.km. It is a densely populated area with a population of 3.63 lakh in 1971 and 4.14 lakh in 2001. Ageing infrastructure, old municipal services (such as B.B. masonry box drain and storm drain system) loss of traditional character, deteriorating environmental quality and maximum slum population in inner city are the basic factors, which lead to the need for revitalization of inner city. The study area delineated for this revitalization plan includes the municipal wards no. 1 to 12 covering the inner city and part of the area in the immediate periphery of the Ring Road.

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SALIENT FEATURES OF THE PROJECT This revitalization plan for the next five years includes:

� Cement Concrete roads for all major having width between 10 m and 24 m and concrete pavers block roads for minor roads having width less than 4 m.

� Development of Ring Road, including parking, and traffic amenities below flyover/bridges etc.

� Parking facilities in most congested areas like Hira Bazaar at Khan Saheb’s Dela and Dhobi ni Wadi.

� Providing sewerage system for various areas in the walled city

� Providing storm water drain structures of B.B. masonry

� Repairs and Restoration of Heritage properties like the Sir J. J. Training institute, Old Civil Hospital, and ASI monuments like Mirza Swami’s Tomb, Kavi Narmad’s house, etc.

� Restoration of ovaras (embankments) like Raja Ovara, Ghanta Ovara, Patalia Hanuman Ovara, by making a welcome gate, road, pavements, compound wall, etc.

� Housing related projects like construction of vegetable, fruit and fish markets, community halls and administration buildings.

� Erection of new light poles for proper illumination.

� Providing traffic amenities like footbridge at Chowk Bazaar junction, intersection development, construction of channelizers, etc.


11.3 BASIC SERVICES AND URBAN INFRASTRUCTURE – STRATEGIES AND ACTION PLAN

State of Urban Infrastructure 2005

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11.3.1 REFORMS IN WATER SUPPLY

Water Supply Grid System - For Uninterrupted Water Supply Initially, entire water supply for Surat city was dependant on one water works only. Therefore, shutdown/ closure of the plant caused regular interruption in the entire water supply system.

Today, there are four water works and nine water distribution stations interconnected in a grid in such a way that :

� Failure of any water works does not cause any disruption on the entire water supply system

� All the water distribution stations can be fed from any of the alternative water works.

Private Sector Participation At present, Surat Municipal Corporation is outsourcing following services for water supply;

� "Operation & Maintenance" of water treatment plants at Sarthana & Rander.

� Valve operation in the different parts of the city. � Collection of water samples during the water supply period. � Housekeeping & gardening of Water Works & Water

Distribution Stations Surat Municipal Corporation is exploring more possibilities for private sector involvement - Like Annual "Operation & Maintenance" contract for one Water Distribution Station and Intake well on experimental basis.

ISO-9001-2000 Certification for Water Supply Surat Municipal Corporation is the very first local body in the whole country to think and start the process for getting ISO certification for the entire water supply system. Quality, quantity and timing of water supply will be the main criteria under the ISO Certification. The process of training of the staff regarding ISO certification has already been started. It is expected to be achieved positively in the year 2006.

Modernization of Existing Infrastructure of Water Supply Following modernization/ up-gradation of existing infrastructure of water supply are in the process at present;

� Implementation of SCADA (Supervisory Control And Data Acquisition) system.

� On-line Ultrasonic Flow meters on all the transmission mains � For accurate measurement of water being supplied and water

auditing � To detect the leakages and un accounted water flow in the

system � To monitor and control the pumping operations

24 X 7 Water Supply System

24 X 7 Water supply scheme is envisaged in the year 2021 as per the water supply Master Plan prepared by Tata Consulting Engineers. But Surat Municipal Corporation intends to implement the same by the year 2011..

To minimize the risk level, scheme will be implemented first for pilot zone only. After reviewing the results for pilot zone, the scheme will be implemented further for the rest of the city as per the recommendations of the consultant to be appointed. Implementation of the scheme in the phased manner and hence lower segmental investment.

Estimated expenditure of proposed 24 x 7 water supply scheme is Rs.1530 Lacs.

Key Benefits

� Consistent pressure & quantity of water at all the times - means less chances of leakages & contamination of water.

� Less chances of outbreak of water-borne diseases.

� Wastage of water is reduced at consumer level.

� Continuous water supply to citizens' - means higher satisfaction at consumer level.

� Prevention of breeding of mosquitoes, as storage of water is mostly eliminated.


STRATEGIES The strategies are in accordance with the suggestions of the citizens, elected representatives and the other stakeholders involved in the entire City Development Strategies process.

� Water Supply Planning

While the current works shall focus on the source augmentation, yield increase, adequate storage and treatment facilities for future requirements, the programme shall be so designed to match the community needs. The entire system shall be augmented and structured in a sustained process.

� Water Auditing

Water auditing is the best practice to reduce the system losses and make the entire supply of water accountable. This involves leak detection studies apart from studies on the quality and quantity of water drawl at the consumer end and explores ways and means for effective water supply systems.

� Institutional Strengthening and Capacity Building

The members of the hydraulic department shall undergo training in project planning, implementation, monitoring and evaluation. The significance of people’s participation in water conservation shall also be realised.

ACTION PLAN/ TASKS � Assessment, management and utilisation of ground water

resources in and around Surat city.Controlling and diversion of polluted waste water discharge into the river at the upstream of weir.

� Finding an alternative source of water for improved sustainability of water supply to citizens.

� An inventory of possible leaks and sources of unaccounted for water followed by water auditing every three years (a technical team from S.M.C. or a private consultancy shall take up the task).

� Procurement of quality meters and conversion of un-metered connections to metered ones and revision of tariff with political willingness

� Involve private sector in operation and maintenance on contract basis.

The Goal

.Surat Municipal Corporation intends to get ISO-9001-2000 certification for consistent quality, quantity & timing of water supply given to the citizens. Documentation part of the certification has been mostly completed. It is expected that the whole process of getting the ISO certification shall be completed by March 2006.

Institutions

� Ground Water Resources Development Corporation

� Central Ground Water Board


Sustainability Indicators

� Gross supply � T&D losses and unaccounted for

water � Treatment capacity to total supply � Storage capacity to total supply � Distribution network to total road

length � Number of house service

connections to total property tax assessments



IDENTIFICATION OF PROJECTS – SMC AREA Surat Municipal Corporation has prepared a long-term master plan in the year 1995 for water supply scheme of Surat city in consultation with Tata Consulting Engineers, Mumbai. The master plan was prepared to fulfill the water demand for the projected population growth for the horizon year 2021, considering the base year as 1995.water treatment plant. The project identified here are in consensus with this master plan.

Project Phasing

PROJECTS

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IDENTIFICATION OF PROJECTS – SUDA AREA

At present, SUDA area has no water supply system of its own. The main source of water for various villages in SUDA area is the ground water; being tapped through bore wells or the water supply schemes supported by GWSSB. With the rapid urbanization in the SUDA area water supply schemes are the

utmost priority developmental work.

GWSSB (Gujarat Water Supply and Sewerage Board) has proposed and approved Variav Regional Water Supply project to cater the drinking water needs of 156 villages of Choryasi, Olpad and Kamrej taluka of Surat district which also includes a water filtration plant at the cost of Rs. 66.43 crores. Besides, a provision has also been made in this project for the requirements of 60 MLD of water for Surat Urban Development Authority (SUDA) and 5 MLD of water for the upcoming Special Economic Zone (SEZ). The Singanpore Weir on Tapi river near Surat has been therefore identified as a sustainable source of water supply for this Variav Regional Water Supply Project.

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GWSSB has also agreed to supply the aforementioned volume of water to SUDA from the Variav Regional Water Supply Scheme. On the basis of this scheme, SUDA has now proposed Water Supply Schemes for Vesu as well as Pal-Palanpore areas. The salient details of both these schemes along with their estimated costs are given in the adjoining table.

In addition to this, other water supply projects are also proposed in the periphery areas of the city covering about 8400 hactres. These additional peripheral areas are included in the 68 TPS proposed by SUDA. The estimated cost for the water supply projects in this TPS areas is amounting to be about RS. 396 crores.

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Phase I: for the requirement till 2019 AD PhaseII: for the requirement till 2034 AD


11.3.3 SEWERAGE SYSTEM

STRATEGIES With a comprehensive sewerage system already nearing completion, the strategies would focus upon planning for the future needs with cost effective operation and maintenance.

� Augmentation and rehabilitation of the system

The sewerage system being put into operation caters to the population needs for the year 2021 Extension of the capacity of the existing sewerage treatment plants becomes necessary to cater to the needs of 2011 and 2021. This shall also involve revitalisation of the sewerage network in the walled city area, Athwa, Umra and Adajan, which will solve a large number of issues with regard to frequent spilling, leaks etc.

� Regularisation

The large number of illegal outfalls/ outlets into the drains of the city is a major hurdle in revenue generation as the number of connections is comparatively low. A regularisation drive affecting an impact fee shall direct the system towards effective cost recovery with an increase in the number of connections.

� Effective operation & maintenance

With two of the sewerage treatment plants already under private operation and maintenance, the corporation has plans to extend the same principle to the newly constructed STPs. at Bamroli-Vadod and Singanpore. Incentives for improved performance shall be included in the management contract. At the same time, SMC shall continue to operate and maintain the Anjana and Bhesan STPs and all the SPSs. The 0.5 MW biogas based power plant is under operation since 2004. The other 5 STPs shall also equipped with the Biogas based power plant to run the STP more efficiently with less maintenance cost.

System maintenance plan

A system maintenance plan involving the components of routine, corrective and preventive maintenance shall be prepared apart from an inventory of the entire system to aid the preparation of Geographical Information System.

� Common Effluent Treatment Plant

A common effluent treatment plant is necessary to install to stop the industrial wastewater flow to the creek without treatment plant.

� Awareness campaign on recycling/ reuse

An awareness campaign regarding the importance of recycling and reuse of wastewater for various household purposes shall be taken up to tackle any unforeseen situation in the future.

The Goal

The year 2021 sees a wastewater generation of nearly 912.5 MLD by about 51.7 lakh persons through 100% population and area coverage (to be achieved by 2012). For the year 2021, an ultimate treatment capacity of 1194.5 MLD is envisaged. The distribution network will extend to a length of about 1250 km.

ACTION PLAN/ TASKS � Extension, augmentation and

rehabilitation of existing systems in an efficient manner to match the community needs and desired targets by 2012.

� Installation of biogas based power plants at all the STPs.

� Execution of drainage network in the Industrial area along with the pumping station and common effluent treatment plant.

� An inventory of locations of spills, leaks and mixing areas of storm water with solid waste.

� Mapping and creation of Geographical Information System (GIS) detailing out system location, characteristics, and age to enable a constant check on malfunctions

� Regularisation drive to be taken up as also an awareness campaign on getting a sewerage connection.

Institutions


� Private Sector

� Citizens’ Council


� Total sewerage generation � Total area served to total area � Total population served to total

population � Sewer network length to total road

length. � Treatment capacity to total

sewerage generated



IDENTIFICATION OF PROJECTS – SMC AREA

Augmentation of Adajan Drainage Scheme The Adajan S.P.S. was designed to transmit the flow of 15 MLD, whereas presently 20 MLD flow has been reaching this S.P.S. To cope with the present situation as well as to meet future demands new augmentation scheme is adopted. .

Augmentation of Bhesan Sewage Treatment Plant The expected flow reaching the Bhesan STP by 2011 is 95 MLD. To cope up with this requirement and to accommodate the generated flow for treatment it is planned to augment the capacity of 40 MLD and making it 100 MLD capacity.

Sewage Gas Based Power Plants Since October 2003, the sewage gas based power plant having capacity of 0.5 Mw has been run by SMC. Inspired from the successful running of this plant at Anjana STP, the SMC has decided to set up other such sewage gas based power plants at Bhatar, Karanj, Bhesan, Bamroli and Singanpore sewage treatment plants at a total cost of Rs. 22 crores.

Augmentation of Athwa Sewerage Scheme The Athwa Scheme was put into operation way back in 1979 as well as due to unexpected rise in contributory population the amount of sewerage generated has increased greatly, making the drainage capacity insufficient. All this necessitates the augmentation of the scheme.

Augmentation of Anjana sewage treatment plant including SITC of dewatering system The capacity of the existing STP at Anjana 82.5 MLD and about 55 MLD of sewage is being pumped into it. The effluent transfer pumps are to be replaced and it is proposed to increase the levels of primary treatment unit by constructing new ones. The estimated cost of the project is Rs. 11 crores. It is proposed to be implemented in the years 2006-08.

Secondary Treatment Plant at Bamroli The capacity of the existing sewage treatment plant at Bamroli is 100 MLD with current flow reading 25 MLD. In order to support the existing plant and improve the quality of treatment another secondary plant is proposed.

Common Effluent Treatment Plant along with drainage system for Pandesara GIDC.

At present, flow from the entire Pandesara GIDC area is 100 MLD. To cope up with the future requirement of 200 MLD in 2021, the drainage network along with the pumping station will be constructed. The CETP will be constructed for the present flow of 100 MLD.

Augmentation of Singanpore Sewage Treatment Plant The expected flow reaching the Singanpore STP by 2011 is 150 MLD. To cope up with this requirement for treatment it is planned to augment the capacity of 50 MLD and making it 150 MLD capacity, with tertiary treatment facility

Augmentation of Karanj Sewage Treatment Plant The expected flow reaching the Karanj STP by 2011 is 140 MLD. To cope up with this requirement and to accommodate the generated flow for treatment it is planned to augment the capacity of 40 MLD and making it 130 MLD capacity.

Augmentation of Bhatar Sewage Treatment Plant The expected flow reaching the Bhatar STP by 2012 is 200 MLD. To cope up with this requirement and to accommodate the generated flow for treatment it is planned to augment the capacity of 80 MLD and making it 200 MLD capacity.

Augmentation of Bamroli Sewage

Treatment Plant The expected flow reaching the Bamroli STP by 2012 is 140 MLD. To cope up with this requirement and to accommodate the generated flow for treatment it is planned to augment the capacity of 40 MLD and making it 140 MLD capacity.

Miscellaneous works for the various sewerage systems


The modification, replacement works for old sewerage systems will be carried out as and when required. Furthermore, the drainage line works in the slums, public roads will also be carried out as and when it requires.

SCADA system for all SPS and STP’s The SCADA system to all SPS and STP’s will be installed in a stepwise manner in the span of six years i.e. during the year 2006-2012. The SCADA system for STP’s will be provided in the first phase. This will be followed by the installation of SCADA system on various SPS. Finally, they will be interlinked centrally. The project will be carried out in the span of six year.

Wastewater Recycle and Reuse At present, the treated effluent is being discharged to the open surface water bodies in the city. Looking to the scarcity of the water into the near future, it is of utmost requirement to recycle and reuse the wastewater. It is planned to provide necessary further treatment to the secondary treated wastewater, so that it can be used to reuse it in industries as well as in the irrigation. This projects are planned to carried out during the year 2008-2012.

Machineries and equipments for sewerage, SPS and STP’s The Hon’able high court has given the direction to minimize the use of labors in the maintenance of sewerage and sewage pumping stations. In that direction, it is planned to purchase the machineries and equipments like sewer jetting machine, deep-suction machine, gulpur machine, camera for sewerage, gas detectors, etc. The equipment will be purchased in a phasewise manner during the period 2006-2012.

Benefits The proposed projects will ensure underground sewerage facility to the hitherto uncovered areas of city as well as will rectify the drawbacks of the existing system. The different projects include laying RCC sewers, modification and augmentation of Sewage Pumping Stations and Sewage Treatment Plants. By implementing this project, it is estimated to cover the population of about 4.339 Millions of the year 2021 with the sewerage system. By augmenting the existing system, the problems of overflowing of sewerage manholes and overflowing of untreated sewage into the river will be eliminated and the city will have comprehensive sewerage system

The proposed project will also strengthen the existing sewerage system within Athwa-Umra, Adajan and Old city area. Due to this the overflowing and choking problems of existing sewers will be eliminated.

As per the Water (Pollution Control) Act of 1974, any person of local body has to treat the sewage water up to the desired standard before discharging into the natural bodies of water or land. Some sewage treatment plants in the city were constructed 10-15 years back and with the time, the effluent disposal criteria

are getting stringent. This necessitates the augmentation / construction of Sewage Treatment Plant. The proposed project also covers the augmentation of existing Sewage Treatment Plants. The sewage from the entire city will be treated up to desired standard in these treatment plants and then will be disposed off in nearby creek / nulla thereby preserving the aquatic lives also.

Thus, this project will not only improve the sanitation and hygienic condition of the city but also preserve the environment as a whole.

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Summary of Projects – Sewerage (SMC AREA)

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In SUDA area, there is a lack of adequate sewerage system with adequate treatment and disposal system for any of the outgrowth

areas. Therefore, SUDA has given a top priority for a systematic sewerage system with sewage treatment and disposal facilities for the Town Planning Schemes of Vesu as well as Pal- Palanpor area of SUDA, along with the proposed water supply system and storm water drainage system of these T.P. Schemes.

Sewerage Scheme For Amroli – Chhaprabhatha (Six Villages) Similarly, the sewerage prepared, covering six villages, which is being rapidly developed peripheral area, near Surat city. The phase-I scheme for this area is designed for 25 MLD of sewage at an estimated cost of Rs. 220 million. The implementation of this project may be taken up, after getting land for sewage treatment plant near village Variav.

Sewerage scheme for Puna-Simada and Parvat – Goddhara The sewage scheme for this area is under preparation by SUDA, covering the above area, which is also being rapidly developed near Surat city. The Phase-I scheme for this area is designed for 50 MLD of sewage at an estimated cost of Rs. 450 million.

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11.3.5 STORM WATER DRAINAGE

STRATEGIES Strategies for storm water drainage have been based on the fact that roadside storm water drains are as important as the flood protection scheme for natural drains.

� Drainage Rehabilitation Programme

Under this programme a study shall be taken up to identify the flood spots within the city. This shall be based on the past history of floods and a survey of all the drains in the city and their conditions. Mere cleaning of the drains could drain most of the flood spots. In almost all the cases, strengthening of the drains and construction of leading drains will have to be taken up. A desilting exercise has to be taken up in all the natural and open drains.

� Construction of Roadside drains

Adequate attention has to be given to the construction of roadside storm water drains (both open and closed) to facilitate proper draining of storm water into natural drains and also to maintain proper road surface. It is expected that around 950 km of storm water drains are necessary by 2007.

� Rapid implementation of the Flood Protection Scheme

Funds shall be set aside for the scheme to be completed by 2012. Rapid implementation of the scheme would definitely reduce the operation and maintenance costs borne by SMC during floods.

� Effective operation and maintenance

Once the flood protection scheme is in place, an operation and maintenance plan for the entire system involving the roadside drains, storm water drains natural drains and the river Tapi is necessary and shall be drafted by 2007.

ACTION PLAN/ TASKS � Extension, Augmentation and rehabilitation of the existing

network to match the desired targets by 2012.

� Coordinated effort with other agencies for completing the flood protection scheme by 20059 and taking up new capital works (bunding of khadi’s and canals).

� De-silting of the River Tapi, khadi’s and open roadside drains. And an inventory of flood spots and areas of mixing areas with sewer lines.

An operation and maintenance plan for the embankments, sluice regulators etc of the flood protection system and the storm water drain network.

The Goal

The year 2012 sees a complete embankment of the River Tapi and other important Khadis and canals and a total storm water drain network of about 85 % of the road network in that year.

Institutions

� Narmada and Water Resources Department, Government of Gujarat

� Irrigation Department, Government of Gujarat


� Private sector

� Citizen’s council


� Storm drain network/total road length

Closed drains length/total surfaced road length



IDENTIFICATION OF PROJECTS – SMC AREA Capital works towards an extensive storm water drain network will be taken up on a priority basis. Based on the past history of floods, the central and east zones will be where the network will be completed by 2008. a network length of 5.8 km will be added to the central zone by 2008-09 and a length of 39.66 km is to be added to the east zone also by 2008-09. The network in the north zone will be completed by 2009-10 with an addition of 10.98 km. Work in the South West, South East and West Zone will also be completed by 2012. By the end fo 2008-09 79.544 km of storm water drains shall be added to the existing 321.532 km network, taking the total length to 401.076 km. The capital works will involve procurement and alying of 1600 mm diameter, 1400 mm diameter, 900 mm diameter and 600 mm diameter RCC NP2 class storm drain lines.

Under the Flood Protection Scheme of the River Tapi, Capital works towards embankment of the natural drains from the origin to outfall will be taken up apart from the embankment of the river Tapi which is already in progress. The entire scheme is expected to be completed by 2009. constructing of roadside storm water drains in all zones to an estimated total length of about 401.076 km by 2012 and completion of the Tapi Flood Protection Scheme by 2009.

Benefits The proposed projects will ensure underground storm water drains facility to the hitherto uncovered areas of city as well as will rectify the drawbacks of the existing system. The different projects include laying RCC storm drains. By implementing this projects, it is estimated to cover the population of about 4.339 Millions of the year 2021 with the storm water system. By

providing storm water system, the problems of flooding in the area will be eliminated and the city will have comprehensive storm water system. The proposed projects also reduce the rehabilitation expenses towards the slums located on the banks of creeks.

IDENTIFICATION OF PROJECTS – SUDA AREA SUDA has given the priority to storm water drainage system for the town planning schemes of Vesu area of SUDA which will solve the flooding problems of the low-lying area under the project. The estimated cost of the project is Rs. 37.31 crores.

Storm Water Drains For Pal-Palanpor This area covers about 670 hectares of SUDA area. For this project, the survey and investigation work is under progress. The probable cost estimates for this project is Rs. 21.00 crores.

Storm Water Drains For Amroli Area This area covers about 600 hectors of SUDA area. Survey and investigation work is under progress. The probable cost estimates for this project is Rs. 19.50 crores.


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11.3.5 SOLID WASTE MANAGEMENT

STRATEGIES New mechanisms of collection and disposal have to be brought in, unless lack of the same develops into an unmanageable issue. While 2021 envisages a solid waste generation of 1550 MT, the immediate task before the corporation would be to identify suitable collection and disposal methods. � Developing and maintaining a transfer station network.

As the Bhatar site is completing its life and the Khajod disposal site (which is away from the city) will become operational shortly, intermediate transfer stations have to be developed and maintained. There will be a need for one or two such stations in each zone. This decision shall be based on a survey of the quantity of waste generated from each ward of the city. The existing storage depots shall be converted into such stations wherein facilities of a refuse compactor, waste segregators, recycling units and disposal facilities shall be provided.

� Effective positioning of solid waste collection facilities A Geographical Information System shall be developed regarding the existing locations of collection facilities, the characteristics of the neighbourhoods being served by each container, the total amount and types of waste being generated, effective walking distance from each neighbourhood to the container spot etc. The idea is to come out with the Geographical Positioning System for the containers. This, apart from an effective location will help in optimum usage of containers and upkeep of surroundings.

� Waste segregation and reuse. Source segregation of solid waste is practised in the city and shall be effectively increased and materials of value shall be segregated for recycling and income generation. Waste material from demolition sites such as timber, masonry and other process-able wastes shall be diverted to the transfer stations and reused. In consultation with Community development groups, creation of rag pickers’ societies shall be initiated in slums. Based on a survey of process-able and recyclable wastes being generated and the various reuses they can be put to, such societies shall be facilitated in contacting all such units and industries that can reuse them, thereby creating a corporation assisted rehabilitation and employment generation program.

� Increased private sector and community participation. For the private sector involved in solid waste management, incentives shall be introduced for improved performance. Awareness campaigns shall be taken up in all slums and through the media about waste minimisation, source segregation, healthy ways of storage at source and reuse. This is aimed at increasing level of community participation.

The Goal

The year 2021 envisages a comprehensive and sustained solid waste management system with modern and scientific answers to collection, transportation and disposal of about 1550 MT of solid waste and bio-medical waste.

Institutions


� Private sector.


ACTION PLAN/ TASKS � Maintain and manage the existing

system through improved methods of waste collection.

� Preventive maintenance of refuse collection vehicles

� Increase the door-to-door waste collection performance and make the staff accountable and responsible for the same as well as cleanliness and effective use of public spaces.

� Create waste transfer centres at appropriate locations with refuse compactor systems, waste segregator systems and reuse or recycle facilities.

� Khajod waste disposal site to be commissioned shortly

� Scientific disposal methods to be introduced

� Bio-medical waste treatment plant at Bhatar to be commissioned by 2003

� Introduce private sector participation in operation and maintenance of waste transfer centres and disposal sites.



Details of Solid Waste Management Machinaries to be purchased

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Surat Municipal Corporation has developed a site near Khajod village for scientific land filling for the disposal of solid waste collected as per the standards and specifications for the collection of solid waste within the framework of MSW Rules – 2000.

Further Surat Municipal Corporation has constructed weir-cum-causeway across the river Tapi. The water stored on the upstream side is useful as source for intake wells. Beyond the SMC limit drainage water is directly poured into river water. This leads to the development of vegetation (algae, hydrilla) in the river which affects the quality of water. In order to cut down lots of vegetation in the river water, de-weeder machines are required, which will be very useful to maintain the quality of water.

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11.4 ROADS AND TRAFFIC MANAGEMENT- STRATEGIES AND ACTION PLAN

11.4.1 ROADS, FLYOVER/ BRIDGES

STRATEGIES The strategies aim at covering the entire area and population of the city with an effective road network by 2012, as well as improving the surface condition of the roads by 2021.

� Augmentation and asset rehabilitation.

While the peripheral areas are to be provided with surfaced roads, up-grading of the existing roads shall be taken up to extend, renovate and enhance the roads. Plans shall be taken up in a phased manner so as to optimise the cost and surface condition and shall include upgrading earthen roads to bituminous roads and Major corridors and roads shall be upgraded to cement concrete roads. The programme shall also include completion of the Ring Road.

� Widening and strengthening of road structures and removal of encroachments.

With due consideration to the growing traffic intensity, major roads, corridors and state highways running through the city are to be extended and expanded. This shall involve construction of fly-overs, bridges etc., the works on which are already in progress. This shall also involve removal of encroachments on road margins and strengthening of road structures with pavements, footpaths and surfaced margins with a provision for storm water lines.

� Planning for an outer ring road

To avoid any improper connectivity and to have proper road alignments at a later stage when the peripheral areas outside SMC are merged with SMC, the concept of an outer ring road connecting all such areas should be envisioned.

ACTION PLAN/ TASKS � All major roads to be expanded to 4-lanes and converted to

cement concrete roads

� Increase degree of connectivity to 100 percent and Introducing the concept of outer-ring road

� Completion of the ring road from Lal Darwaja to Ved Darwaja and Connecting the areas on the northern side of the River Tapi with a bridge across the river

� Improve connectivity in peripheral areas of the south and south-west zones by construction of small bridges across the khadis

During the first phase, the ring road, all major roads and important regional corridors within the city limits shall be taken up for up-gradation by 2012.

The Goal

The year 2021 envisages 65 % “all weather roads” and a total road length of 1130 km is expected to cover the entire area and population of the Corporation by 2012.

Institutions

� National and State Highway Regulatory Authorities

� Traffic Police, Surat


� SUDA

� NGOs



� Road density � Per capita road length � Concrete road length/ total road

length

The Capital Improvement Programme towards investments in roads & bridges is directed towards improving the intra & inter connectivity of the peripheral areas of the corporation and up-gradation of major roads to all weather roads by 2012 and 2021, respectively.


11.4.2 TRAFFIC MANAGEMENT

STRATEGIES The strategies address the issues of traffic management and public transport. Since it is the need of an efficient system rather than any up-gradation or extension, the strategies shall focus upon system re-structuring mechanisms.

� Preparation of traffic and transportation master plan.

A comprehensive traffic and transportation master plan shall be prepared for which consultants shall be hired. The plan as a whole shall address issues with respect to traffic management and the public transport system.

The plan shall be a comprehensive effort in identifying all the roads, all such junctions and road-rail crossings that are facing or will face traffic congestion problems. It will also identify spatially, the inadequacy of public parking facilities, pedestrian facilities, road dividers and traffic segregation measures etc.

The plan shall also look into the inefficient functioning of the public transport system and shall explore measures and options for improving the system to cater to the needs of the population in 2011 and 2021.

� Improvement of parking and pedestrian facilities.

It shall be seen that all new commercial developments adhere to the minimum provision of parking facilities. Apart from providing public parking spaces on important roads steps shall be initiated to avoid parking at junctions. Footpaths of requisite width, pedestrian crosswalks and subways should be introduced. Vehicular traffic should be banned or limited to only access lanes in certain stretches of the CBD near the ST bus stand and railway station stands.

� Traffic streamlining at intersections.

Channelisers, traffic islands, traffic signals, dividers, lane separators and traffic police control shall be introduced at all important junctions based on necessity and design. A separate study shall be carried out consultants to suggest improvements in the design and layout of junctions in the city.

� Decongestion of the CBD.

Proposals shall be drawn up to decongest the CBD, in which a mix of commercial and public activities invites a lot of traffic. Options of an alternate site location for the ST bus stand shall be explored. The existing terminal can be utilised as an alighting point. Also, possibilities of shifting certain wholesale activities to new locations can be explored.

The Goal

The year 2021 envisages an outer ring road concept with an effective traffic management and efficient public transport systems and introduction of metro/ suburban trains on/ under the outer ring road, elevated roads and fly-overs as also on the major corridors of the city by 2021.

Institutions


� SUDA

� Traffic Police, Surat

� NGOs

� Citizens’ groups

ACTION PLAN/ TASKS � Traffic and transportation master

plan for 2021.

� Identification of locations for provision of parking facilities.

� Alternate site location for the central ST station.

� Traffic signs to be converted by modern elements such as thermo plastic paint, retro-reflective boards, gantry signage, countdown clocks etc.

� Lane separators on major roads to segregate traffic and improvised junctions to streamline traffic flow.

� Provision of adequate footpaths and pedestrian ways.

� Awareness programme on implementation of TP schemes, traffic regulations and civic sense.

� Regular maintenance and energy management so as to cut down on the O & M expenses on street lighting.



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IDENTIFICATION OF PROJECTS – SMC AREA Surat Municipal Corporation has planned to construct 2 Major Bridges on river Tapi, 4 Fly over, 2 Road over bridges and bridges across creeks, details given as below.

Details of the Bridges/Flyovers/ Roads

Project Phasing (Roads, Bridges & Fly overs) Project Phasing

Other Road Development Projects � Surat-Navsari road between Udhna Darwaja to Unn Jakat

Naka having length of 7.86 km. � Surat-Bardoli road between T-Junction with Ring Road up to

junction with Godadara road near Poona Octroi Naka having length of 2.40 km.

� Surat-Dumas road between Sargam shopping centre to Rundh Octroi naka having length of 2.80 km.

� Rander road between Adajan Patiya to Ramnagar Junction having length of 2.8 km.

Canal Road Development Existing Canal Service Roads on both the sides of the canal that is passing across the city to be developed into a high quality cement concrete roads with all street furniture. This includes the improvement of the intersections along the major linkage roads. The length of canal inside the SMC limit is considered i.e from Udhna Magdalla Road to Puna Jakat Naka 8.937 Km.

Development cost of corridor � Flyover/ Bridges/ ROB = Rs 143

Cr. � CC Roads – 44.25 Cr. � Street Furniture – 11.1 Cr.

Impact Area Development � Roads = 8,18,060.63 sq. mt .x 1000

Rs/sq. mt= Rs 81.8 Cr. Shifting of Services � Miscellaneous Shifting of Service

– Rs. 19.85 Cr Total project cost = Rs 300 Cr. Total project cost =150+45+15+90= Rs 300 crores

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IDENTIFICATION OF PROJECTS – SUDA AREA SUDA is also planning for 4-lane ring road of 66 km length in this peripheral area. For this, survey and investigation work is, under progress. The probable cost of this proposed ring road is Rs. 50 crores. Similarly, SUDA is planning for Town Planning roads in 20 TP schemes of SUDA. The estimated cost for this is Rs. 89.3 crores. Thus, total probable cost for the proposed roads is Rs. 139.3 crores.

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11.5 HOUSING - STRATEGIES & ACTION PLAN

STRATEGIES While the housing strategies are focused on facilitating the land market in the city, the strategies for slum improvement are focussed on relocation and rehabilitation programmes.

� The land to be made available either by Land Acquisition Act, 1894 or from the open market.

� Micro level slum survey to be carried out to decide the category of slum i.e slum upgradation, rehabilitation or redevelopment.

� Priorities of the operation to be decided.

� Preparation of year wise and category wise housing target upto next seven (7) years.

� As per year wise target, selection of sites for the housing projects to be decided.

� CPM programming will be prepared referring the annual targets of the housing and the execution will be carried out accordingly.

� Involvement of reputed NGOs (for the awareness programs, development of civic habits of the slum dwellers, for the operating recovery mechanism, quality construction of houses etc.).

� Preparation of building plans and estimates and its sanction from the Competent Authority.

� Submission of the projects to the Government.

� Execution of the project after Govt. approval.

� Identification of beneficiaries.

� Provision of basic and social infrastructure.

� Allotment of houses.

� Regularisation of illegal land conversions and unauthorised layouts. Illegal conversion of agricultural land on the fringes of the city has happened in the past and several unauthorised layouts have sprung up. The corporation intends to regularise these conversions through the levying of an impact fee after which the land use for the specified areas shall be made legal and adequate infrastructure shall be provided.

� Relocation of slums along water bodies and transport corridors. It has been observed that 34 percent of the total numbers of slums in the city are either along major transport corridors or water bodies. Identification of relocation sites and provision of infrastructure in these areas shall be in consultation with the community development.

� Slum Rehabilitation Programme. The community development groups shall help the Slum Up-gradation Cell of the corporation in preparing an inventory

of the service availability in the slums and in all those slums which are not being shifted, rehabilitation programmes shall be taken up to improve the living conditions.

� Services and Individual Connection to all

� Evolving financial mechanisms for making housing and services affordable to urban poor

ACTION PLAN/ TASKS � Coordinated infrastructure

development to facilitate land market

� Slums that are not to be shifted to be provided with all basic services and new EWS housing schemes to be introduced

� Creation of community development groups from within the slums for effective participation in rehabilitation and relocation

� Capacity building of the community development groups.

� The cleanliness drive already taken up in the slums of the city to be further strengthened through participatory techniques.

The Goal

The year 2021 envisages a “zero slum city” in a phased manner.

Institutions

� Real estate developers


� Voluntary Organisations

� NGOs, CBOs



� Occupancy rate � Vacancy rate � Number of slums along water

bodies and transport corridors/ total number of slums.

� Number of slum dwelling units relocated/ rehabilitated

� Monthly household income of rehabilitated slum dwelling units/ income before rehabilitation




SLUM UPGRADATION Surat Municipal Corporation has provided most of the basic infrastructures in most of the slums. The slums, which are not to be shifted in future, such 80 slums with 27321 households, will be upgraded by SMC. Considering Rs.8000/- fund requirement per household for providing additional infrastructure, Rs. 2185 lacs will be required for Slum Upgradation project.

It is observed that in above identified 80 slums, 30 pay & use toilets and nursery schools will be required. About Rs.240.00 lacs will be required for the development of this facilities.

It is estimated that about 85% of households are of kachcha and semi pucca type structures. Referring this, the upgradation of existing huts on site will be one of the prime requirements. Looking to the present situation and primary estimates, about 24,000 households needs reconstruction and considering Rs. 60,000 expenditure per household Rs. 14400 lacs will be required.

SLUM REHABILITATION As a part of rehabilitation program SMC resort site & service program in the beginning stage. By experience, it is observed that the development on the site & service scheme was more or less slum like area. Moreover the land requirement per household was about 40sq.mt per household. Looking to the availability of land with SMC, the horizontal development for slum rehabilitation is atmost very difficult. Because of this reason, SMC started constructing the structurally well designed low rise buildings for the rehabilitation of slum dweller.

Surat Municipal Corporation intends to relocate about 121 slums with approximately 31781 hutments by providing pucca R.C.C houses for the urban poor.

For the relocation project, about 74 hectare of land will be required. For construction of houses, about Rs.317 crore of fund will be required. For development of infrastructure facilities on relocation sites, about Rs. 35 crores of additional fund will be required.

For the social infrastructure like nursery schools, primary schools, UCD centers, community halls, work places for the livelihood program etc. will be required. For these purposes additional fund of Rs. 800.00 lacs will be required.

PROPOSED PROJECTS FOR REHABILITATION The availability of land for the construction of rehabilitation housing projects was the prime issue with SMC. With the help of Urban Development and Urban Housing Department, Government of Gujarat, the land belonging to GHB at Kosad

various types of housing schemes for the rehabilitation

Admeasuring about 117 hector has been allotted to SMC at the cost of Rs. 5100.00 lacs. Further more SMC purchased land situated at Bhestan and Vadod admeasuring about 21 hector at the cost of Rs.2300.00 lacs. About Rs. 8000.00lacs of budgetary provision for the year 2006-07 is made by SMC for the purchasing land.

Surat Municipal Corporation has planned to construct well designed EWS / LIG houses with healthy and hygienic environment in forthcoming years. The houses meant for EWS comprises of ground + 3 storied apartment with 4 flats on a floor. Each unit shall consist of one room, kitchen, WC, wash area and balcony. The built up area of a unit shall be 22.45 Sq Mts. The houses shall be provided with all infrastructure facilities like roads,

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water supply, drainage, streetlight, power supply etc. The houses meant for LIG comprises of ground + 3 storied apartment with 4 flats on a floor. Each unit shall consist of two rooms, kitchen, toilet, bath, balcony and parking facility. The built up area of a unit shall be 38.00 Sq Mts. The houses shall be provided with all infrastructure facilities like roads, water supply, drainage, streetlight, power supply etc. Also, land at Kosad, Bhestan and other areas are acquired for housing for urban poor. The tentative planning of the houses to be constructed in forthcoming five years and its project cost shall be as follows:

SLUM REDEVELOPMENT Surat Municipal Corporation has tentatively identified certain slum locations which can be regularized at its existing place. The redevelopment program for such slums will be carried out in such a way that, at the initial stage the beneficiaries will be temporarily accommodated at transit camp and the land vacated will be partly utilized for the residential purpose with low rise buildings allowing more F.S.I. The remaining land available after residential purpose can be developed for commercial purpose or can be sold in open market and by the way substantial revenue can be generated which may be utilized for cross subsidization of redevelopment program of various slums.

About 111 such slums with 34553 hutments will be covered under this program at the cost of approximate Rs.40000.00 lacs. The land belonging to SMC will be develop by SMC. The land belonging to Government of Gujarat or Central Government, the concern Government will be requested to hand over the possession of land to SMC and thereafter SMC will redevelop the concern slums. In case of slums located on private plots, the consent of land owner will be taken first for the redevelopment housing project on the same site and land made available after the housing project, as per the Government directives upto 25% of total land area will be allotted to the legal land owner.

IDENTIFICATION OF PROJECTS – SUDA AREA SUDA is planning to provide housing facilities to economically weaker section in the developing areas with basic infrastructure facilities like water supply, sanitation, lights, roads, health etc. These housing facilities are proposed to be provided at Vesu, Pal-Palanpor, Amroli, Puna etc.

Slums to be Relocated either completely or partially by 2012

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11.6 ENVIRONMENT - STRATEGIES & ACTION PLAN

STRATEGIES Since there is no effective monitoring of the pollution levels of the city, the strategies shall address the same and help the corporation in maintaining an effective database of the environmental conditions of the city.

� Action plan for cleaning and desilting of important water bodies in the city.

The action plan shall be formulated after consultations with the stakeholders, wherein all the water bodies in the city shall be studied to check the pollution levels and measures towards the maintenance and revitalisation shall be suggested. The plan shall also explore various options of maintenance; like developing recreational activities etc. based on the plan. The River Tapi shall also be part of the study.

� Effective monitoring of water bodies and quality control.

The corporation shall initiate a dialogue between various agencies including GPCB, to collect and maintain data on important parameters of water bodies like BOD, COD, species present, extent of silt, sewerage outfalls, industrial discharges etc. on a regular basis. This forms an important aspect of monitoring the quality of water bodies.

� Preparation of inventory of air quality.

The inventory shall include a database on air quality indicators, identification of potential air pollution sources in the city, emission concentrations and identification of non-scheduled industrial and commercial locations with pollution potential. This programme shall involve the services of GPCB and the Traffic Police. The study shall form the basis for regular maintenance of data and can help to initiate education and awareness programmes on pollution mitigation and control measures.

� Integrated transportation planning.

Since a high concentration of pollutants is observed at junctions and in the form of SPM along roads, it is imperative to integrate air pollution mitigation measures with those of traffic improvement.

� Regulatory framework.

In line with the powers vested by the 74th Constitutional Amendment Act on ULBs to maintain the environment of the city, bylaws shall be drafted in coordination with GPCB to control air and water pollution in the city.

The Goal

The year 2021 envisages a “Clean and Environment Friendly Surat” with environment status reports being prepared each year to check the levels of pollution in the city.

Institutions

� Gujarat Pollution Control Board


� State Highways Department

� National Highways Regulatory Authority

� RTO, Surat

� Surat City Traffic Police

� Industrial associations

� NGOs, CBOs and Citizen’s council

ACTION PLAN/ TASKS � Preparation of action plans for

control of water and air pollution in the city

� Dredging of the River Tapi

� CETPs to be introduced to control industrial pollution

� Small scale polluting industrial units to be moved out of the city

� Effective transportation planning to avoid congestion on roads and road margins to be properly paved

� Augmentation and capacity building of public transport

� Mixed land use to be accepted to reduce unnecessary movement of vehicles

� Option of renewable energy sources to be explored for transport

� Green belt provision and plantation of trees




Tertiary Treatment Plant at Singanpore The capacity of the existing sewage treatment plant is 100 MLD. In order to reduce the pollution in the river, the plant will be upgraded with tertiary level of treatment.

STPs outside the city limits At present, the villages on the bank of river Tapi, on the upstream side of the weir at Singanpore, disposes their sewage directly into the river Tapi, without any treatment. In order to reduce the load of pollutants into the river Tapi, it is planned to provide the sewage treatment facility to the sewage from this villages during the year 2006-07.

Replacement of existing sewer line from Salabatpura to Nanpura SPS The Sewerage Scheme of Salabatpura and Nanpura SPS was put into operation way back in 1958 as well as due to unexpected rise in contributory population the amount of sewerage generated has increased greatly, making the drainage capacity insufficient. All this necessitates the replacement of the gravity trunk main sewer from Salabatpura SPS to Nanpura SPS.

Barrage project on river Tapi Considering various environmental aspects, it was felt that sea tide should be curtailed near Piplod to prevent continuous pollution of river by effluent brought in with tide and to prevent tidal silting. To prevent continuous pollution

of river in d/s. regime of Weir-cum-causeway a Tidal Barrier needs to be constructed. Preliminary feasibility study report was prepared through consultant for project of Barrage near Piplod on river Tapi. The present estimated cost of the project is Rs. 50 crores.

Diversion of storm drains falling in Tapi d/s. Of barrage The Barrage Project proposed on river Tapi at Rundh will form a reservoir of 10 k.m. length. There are number of storm drains falling into this stretch of river. Due to creation of reservoir, there will be backwater effect in these drains and their functioning will be affected. Also some drains do contain illegal sewage connections that cause pollution in river water. Therefore the drains need to be diverted by constructing Interceptor drains or by extending the drain to some point U/s & D/s. (10+20=30 km) of barrage site. The diversion of these drains would cost about Rs. 100 Crores.

Surat ‘Pushpa Nagri’ Program Surat Municipal Corporation gradually evolved a comprehensive approach for urban forestry and environmental upgradation of the city, "The Surat Pushpa Nagri Program" include efforts in various fronts to tackle the city's air pollution problems. Surat Municipal Corporation has carried out plantation activities by greening of road sides, traffic islands, parks, garden development, trees plantation in open plots, drainage station, water works, municipal schools, etc.

Objectives of "The Surat Pushpa Nagri Program" are :

• To promote protection, management, enhancement of trees in city.

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• To work in areas with in city where greening is looking and to use community participation and implement an urban green plan in those areas.

• To establish and test methods of community involvement, the model or process of urban greening that other communities emulate in order to green their own communities.

• Establish linkages between community groups and government to identify and meet environmental problems in affected areas.

• Develop a process where other communities will be able to improve environment in their communities.

• To reduce the quantity of storm water flows

• To improve the quality of storm water runoff.

Benefits of the urban forestry Project :

• Trees plantation in Surat Municipal Corporation limit with improve the environmental conditions as trees have a proper rate in abating various types of pollution, including dust, noxious gases, particulate matter, improving polluted land, countering noise pollution besides acting as an effective carbon sink and natural air conditioner lowering temperature.

• Urban forestry project will help in motivating people to plant trees.

• To inculcate sense of responsibility towards trees in particular and nature in general.

• To increase awareness among the citizens of Surat about the importance of trees and their role in pollution control, thereby enhancing the quality of life.

• To motivate communities and colonies to actively participate in combating pollution at a local level and hence be part of city's resolve to improve the environment of Surat.

• In addition, urban forestry conveys a number of environmental benefits through air pollutant uptake and greenhouse gas reduction functions.

• Urban forestry can provide limited improvements to runoff quality. Pollutants are removed by plant uptake and storage, preventing soil erosion, and by reducing the overall quantity of stormwater (thereby reducing associated pollutants).

• City will be totally green after the year 2011.

• As per the population 1 tree will be for 2 people.

• The city will have 41 more new gardens.

• After 7 years the city will be pollution free.


Rain Water Recharging & Harvesting Plan

Surat Municipal Corporation intends to implement the rainwater-harvesting plan step by step. The core plan has been choked out and will be put into practice after necessary changes required in the present policies. At present also, 50 % subsidy maximum amount up to Rs. 2000/- is given to the citizens to encourage the noble cause of rainwater recharging. This may be revised as per the present circumstances and after measuring the response from the citizens. Plan is also there to make it obligatory by law to implement the rainwater harvesting methods for large size plots and large or multi-storied buildings. To begin with, all the large open plots or rooftops of the buildings owned by Surat Municipal Corporation are being provided with rainwater recharging/ harvesting systems.

At present, Surat is mostly dependent on surface water source of river Tapi, which contributes about 85 to 90 % of gross water supply to the citizens. So under these circumstances, it will not be wise to depend solely on the available quantity & quality of surface water alone. So conservation of ground water is one of the major aspects to be considered now a day and from this point of view, rainwater harvesting/recharging has a greater role to play. If this is not taken seriously now, upcoming generation will never forgive us.

Rainwater harvesting/recharging has following distinctive benefits. • Precious rainwater which is flowing in to the sea will be

saved and thereby ground water table will be uplifted. Due to this, intrusion of seawater into the ground water will be minimized.

• Water from boring will be available at lesser depth from the ground and thereby decreasing the energy saving & costs.

• Quality of ground water will be improved and long lasting ill effects of draught will be reduced.

• There will be an overall benefit to the environment & the eco-system making it more sustainable for human beings and other creatures. Trees & plantation will be benefited by the

uplifted ground water and city will become more eco-cum-enviro- friendly.

• Ground water will be available in sufficient quantity & at cheaper rates and thereby reducing the stress on surface water, thereby indirect burden on SMC can be reduced.

• Life of road pavements will be increased, as the water logging will decrease.

Surat Municipal Corporation has already started the implementation of rainwater harvesting/ recharging system. To start with, the corporation owned buildings, schools, pumping stations, open plots; gardens etc. are going to be covered in the first phase under rainwater harvesting/ recharging system. In this context, total 316 locations in different parts of the city have been identified. Out of these 316 locations, work at 47 spots has been already completed and on 9 spots it is currently in progress. At the remaining 260 locations also, the work will be started soon.

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11.7 HEALTH AND EDUCATION - STRATEGIES & ACTION PLAN

Education � Emphasis on pre-primary education and good quality

primary education for all, especially for the residents of slum localities. Support from various sections of the society and voluntary organizations for involvement in literacy programmes shall be encouraged.

� Ensuring a minimum level of learning through enhancement of opportunities towards access to literacy programmes.

� Professional and vocational colleges to be given importance for setting up employment development resources through education and training programmes.

� Ensuring education of the handicapped and development of self-supporting employment opportunities for them.

Health � Reduction of health risks and practices leading to chronic

and infectious diseases through effective implementation of sanitary programmes, combined with regular inspection of food joints by the Food and Civil Supplies Department.

� Awareness on pre and post-natal care, and unhealthy practices leading to still-births and infant mortality shall be created through door-to-door education campaigns and with the help of the media.

� Reduction of environmental threats and hazards to health through an integrated approach by various concerned organisations and departments towards enhancement of the environment of the city.

� Improving the quality of health care systems through augmentation and modernisation to cater to needs of the future and further decentralisation of the health care system at zonal level.

Recreation/ Open Spaces. � Taking up a tree plantation programme along the roads to

make Surat a Green city.

� Tapi River-front to be developed and converted to act as an effective open space and recreational area. Initially, the Stretch near Athwa can be considered for the purpose.

� Private sector participation in revitalisation of the existing waster bodies and green spaces of the city.

� Preservation of Water Bodies

The Goal

The year 2021 envisages a “Completely Literate and Green Surat” with adequate lung space in all the localities and a “healthy Surat”, free of health risks with adequate health facilities to tackle any situation of emergency.

Institutions

� Government of Gujarat.


� Private educational institutions

� REC, Government Medical College, South Gujarat University


Institutions

� Government of Gujarat.


� Private medical organisations

� Voluntary organisations

� NGOs, CBOs


Institutions


� Voluntary organisations

� NGOs, CBOs



ACTION PLAN/ TASKS

Education � Ensure 100 percent enrolment in primary schools.

� Increase the number of primary schools through private sector involvement to a total of 1000 schools by 2006.

� Adequate numbers of teachers to be employed in SMC run schools

� Night schools to be opened in slum localities in consultation with community development groups.

� Setting up schools for the Blind, Deaf and Dumb.

� Initiate the setting up of professional colleges in the fields of physiotherapy, dental medicines, tourism, hotel management, marine & aeronautical engineering.

Health � Effective implementation of health programmes in the slum

areas of the city

� Augmentation of health facilities in maskati hospital and increasing the number of urban health centres and the paramedics.

� Regular checks for water contamination in all water bodies of the city.

� Regular checks by the Food and Civil Supplies Department of food served at several eating joints in the city.

Recreation/ Open Spaces � Provision for green belts in future development plans

� Encourage tree plantation among residents.

� Tapi River Front development plan to be prepared

� Private sector to maintain existing parks/ gardens

� Beautification of community level open spaces

� Preservation & development of water bodies & lakes


� Number of students per primary school

� Number of students per teacher � % slum areas without educational

facilities


� Number of institutions reporting births and deaths

� Infant mortality rate � Number of HIV cases


� % open space to total area � % area under gardens & parks to

total open space


PROJECTS IDENTIFIED FOR PRESERVATION OF WATER BODIES AND DEVELOPMENT OF GREEN SPACES��1�� 1�

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11.8 Urban Governance – Strategic Action & Plan

STRATEGIES � Drafting bylaws to control pollution.

The corporation is now also responsible for the pollution in the city, an issue that was hitherto only the responsibility of the Pollution Control Board. Hence, the new powers vested in the corporation shall be used to draft bylaws to regulate within the SMC limits the discharge of industrial waste/sewerage into water body; the disposal of solid wastes and GPCB shall be taken into confidence while drafting these bylaws.

� Institutional strengthening and capacity building. These measures shall focus on identification of training needs for the staff of the corporation and preparation of a comprehensive programme to suit to the requirements. The programme shall include innovative practices of service delivery and the best practices of governance followed across the world.

� Review of sanctioning limits at various levels to overcome undue delays. The sanctioning limits and powers of approval shall be further looked into. This shall be based on the review of the various projects taken the Corporation from the year when devolution of powers was initiated.

� Integrated planning with other line agencies involved. Other Line agencies involved like SUDA, GSRTC, GWSSB, GWRDC, GoG, GPCB, etc., involved in the city’s management shall be taken into confidence during the formulation of programmes and projects. The projects identified as part of the City Development Planning shall also be discussed elaborately with these line agencies before actual implementation.

� Creation of Geographical Information System of city. The Corporation shall also develop a comprehensive Geographical Information System by plotting all the features of the city and its environs with necessary data to act as a tool in development planning.

� Involvement of private sector in service delivery. The encouraging experience of part involvement of the private sector in service delivery shall be kept in view and it shall be extended to take up certain capital projects identified under the city development planning process. This shall be on a BOT/ BOOT basis as per the requirements framed.

ACTION PLAN/ TASKS � Revision of property tax structure and water tariff

� Computerisation of the activities of SMC as per the IT policy

� Expedite long overdue projects

� creation of MIS and GIS.

� Introduction of innovative urban governance practices and department specific training programmes

� Geographical mapping of all the property tax assessments and database development

The Goal

The year 2012 sees SMC as a “Corporation that delivers” to “the Citizens who govern”. Efficient delivery of services shall be realised through enhanced public participation at the ward level to the city level in every issue pertaining to the city.

11.9 IDENTIFICATION OF PROJECTS

As a part of capacity building and structural reforms in a administration, various high technique practices need to be implemented. E-Governance is one such part though SMC has computerized many functions still many more functions need to be computerized. Integration of all the services through GIS for efficient monitoring and satisfactory services delivery is prime objective of the structural reform. The components under this project are

1. Land Records

2. Building Permission

3. T.P.Schemes & Base Map Preparation

4. Property Tax Assessment

5. Basic Services like water supply, sewerage, road network, etc.

6. Traffic Management

7. Supervision & Monitoring of Services by Staff

8. Operation & Maintenance of Infrastructure

9. Solid Waste Collection and Disposal

10. Efficient use of vehicular fleet through vehicle tracking system, automated logged maintenance, fuel consumption & milage, etc.

Total Cost of the Project is Rs. 5 Crores.


11.9 URBAN FINANCE- STRATEGIES AND ACTION PLAN

STRATEGIES The strategies for the financial soundness of the corporation shall be focussed on the long-term goal of self-sustainability in finances. Hence the long-term financial strategies include. � Devolution of funds.

In accordance with the recommendation of more than one Finance Commission, funds devolved by the state and central governments would contribute to the revenue sources of the corporation. It is proposed to put these funds into use under the Capital Improvement Programme uncovered by investment plans.

� Regular tax base revision and exploration of other revenue sources. The subsidies on service delivery should be removed to some extent to avoid cross subsidisation. The tax base should be revised regularly on a yearly basis. Apart from these, new sources of revenue generation shall be explored. These measures are necessary to avoid over-dependence on octroi.

� Maintain transfer of revenue surpluses. Maintaining the transfer of revenue surpluses to capital funds in the manner that is being followed is necessary for the sustenance of the Capital Improvement Programme during the next five years and also in the long run. This is also necessary to keep the finances of the corporation in a sound position.

� Effective collection performance. The present collection performance of the taxes and charges by the Corporation is sound and should be maintained at this minimum level. Measures shall be incorporated to improve the collection performance of both current and arrears further.

� Effective cost recovery mechanisms. The most effective cost recovery mechanism is an appropriate tax base and sustainable user charges and fees. Will and determination should be shown towards upwards revision of tax and user charges. Collection from public places in the form of user charges/ fees shall also be revised but not without efficient maintenance of the systems.

� Improved auditing performances. In view of the Commercial Double Entry Accounting System introduced into the corporation, the intricacies involved in the maintenance of accounts are high and hence the auditing operations required under this system shall be enhanced to oversee the effective maintenance of accounts.

The Goal

The year 2021 envisages a “Self-Sustainable and Commercially Viable” financial position for SMC with adequate surpluses to carry out the capital works that are intended to be taken up without looking for financial aid from external lending agencies.

ACTION PLAN/ TASKS � Maintaining the collection

performance

� Shift from “Annual Letting Value” concept to that of “Area Based” property tax structure to generate more revenue and mitigate legal matters

� Upward revision of water supply tariff and user charges

� All plan proposals to be formulated by basing on the Corporate Plan Proposals

� Capacity building measures

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11.10 IDENTIFICATION OF SPECIAL PROJECTS


SCIENCE CENTRE, MUSEUM AND ART GALLERY

The SMC has planned the Science Centre, Museum and Art Gallery Complex in the posh City Light area of the city on an 18,420 sq. m. site. Total Project Cost is Rs. 50 Crores.

TRADE CENTER The SMC has planned the ultra modern Trade Center on around 10000 sq.m. area at the cost of 22 crores.

SLAUGHTER HOUSE

In order to improve the existing slaughter house area, SMC is proposing a new slaughter house with updated utilities, space for live stock marketing and other facilities. This project is estimated to have cost of Rs. 9 crores.

MULTIDISCIPLINARY AQUARIUM SMC is proposing a multidisciplinary aquarium comprising freshwater, brackish water and marine aquarium near the Jagdishchandra Bose garden, in T.P. 10, F.P. 690-703, Adajan, Surat having 15000 sq mt area. The estimated cost of the project is about Rs. 6.57 crores.

OTHER PROJECTS SMC is also proposing number of civic amenities in various zones. The details of the projects are given in the table below:

ALIA BET DEVELOPMENT

SMC has planned a recreational spot on the western side of the city in the vicinity of Arabian Sea. It is proposed to develop a Beach Resort and a Convention Centre. Due to the proximity to the industrial places like Surat, Hazira, Dumas has high potential for coastal tourism. The SMC had put their proposal for development of Recreational Complex at Aalia Bet as a joint venture of Public privet partnership for development. Special attention has been paid to the aspect of “Suitability for recreational use / tourist attraction”. The total area of the Aalia bet is 1703.00 hectare.

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INTEGRATED ROAD DEVELOPMENT SCHEME

Important roads, which have direct impact on the trade activities and the image of the city, should be improved in order to function efficiently as well as appears aesthetically appealing. The major road network is converted from flexible pavement to rigid pavement. These roads can be taken of for integrated development whereby all the component of the roads will be redesign, which will boost economic activities along the road. Major components of this project shall be taken up by Public Private Partnership.

Total cost of the project is 125 Crores. (836006.8 Sq. mt. * 1500 Rs. Per per sq.mt.)

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HERITAGE CONSERVATION City of Surat being a Trade Center, there is lack of political heritage as the city was never capital of any political seat. As threat from different rules to city for wealth was always very high. The city wealth was not expressed through architecture. However, it is believed that the city is pioneer in establishing some of the best trade practices. It is claimed that the administrator of the Surat promoted the concept of excise in the past. This heritage needs to be highlighted & depicted by way of highlighted such places of trade centers. For eg. The English factory, the fort, trade jetties.

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WATER SPORTS

For enrichment the requirement of potable water for Surat City, Surat Municipal Corporation has constructed a weir-cum-causeway type structure across river Tapi between Rander and Singapore at Surat due to construction of weir a large reservoir formed on U/S. side of weir and S.M.C. want to develop Water Sports activities in such reservoir. Cost of this project is estimated as Rs. 2 crores.

Gopi Talav Development Project

To develop an open urban place – A BREATHING SPACE, where all citizens participate in recreational and cultural activities equally…experiencing the Proposal – Transforming limitations into opportunities

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Tapi River Front Development Project

Tapi is a second largest perennial river of Guajarat. At present the city of Surat on the bank of river is wayward faced to the river. The city and the river do not make a homogeneous urban scape. Both the banks of the river are unutilised and encroached by different elements. Thereby blocking the face of the river to the city. The banks provide an enormous opportunity for developing as a recreational activity center as well as conservation of the largest water body and protecting the ecology.

Various studies from time to time were conducted by the civic body for the development & conservation of river Tapi. Over &

above the recreational aspect, the vast landscape can be commercially utilised for the development of river. The apex decision making body of S.M.C. (Standing Committee) has decided to make a comprehensive feasibility and hydrology study of the river by consultant.

Tapi river front development in addition to above mentioned objectives, will reduced the risk of flood to minimum.

Surat Municipal Corporation intends to develop banks of river Tapi by constructing

� River drive road for future traffic need

� Multipurpose barrage project � Gardens/recreational spots � Commercial centers � Water sports centers � Amusement Park � Any other such development

recommended by consultants �� ? ��-� �� ? �� ! ��

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� Construction of flood protective RCC wall with bank protection on Rander bank of river Tapi Flood protective wall on Rander bank is needed to be constructed in two stretches admeasuring about 600 Mts and bank protection to about 860 Mts. The work of bank protection would cost about Rs. 16.36 crores for which the tenders have been sanctioned and the work would start shortly. The work of RCC wall would cost about Rs. 8.5 crores for which the tenders are about to be invited. Therefore the entire work would require about Rs. 25 crores. Similar nature of works


is required to be carried out at Bharimata (1050 M) and Singanpore (600 M) at the cost of Rs. 28 crores.

� Construction of flood protective sluice regulator on Umra and Varachha creek Umra and Varaccha creeks fall into river Tapi. As presently these creeks do not have flood protective sluice regulator. To prevent flood water entering into city through these creeks design for gated sluice regulator was prepared. The cost for constructing sluice regulator and Umra creek would be about Rs. 2.5 crores and that for Varachha Creek would be 3.5 crores. .


Development of Lakes and Garden SUDA is developing lakes and gardens at Bhimrada, Abhva and Pal area. Various surveys are in process for this. The estimated cost for this recreation work is worked out as Rs. 10 crores.

Sports Complex A sport complex with all modern facilities is proposed by SUDA at village Khasod. For this complex, the land acquisition work is under progress. The estimated cost for this is worked out by SUDA as Rs. 25 crores.

Fire fighting facilities SUDA is proposing fire stations with modern equipment at the cost of Rs. 4 crores at Vesu, Pal-palanpor, Amroli and Puna.

Surat City Development Plan (2006-2012)

11

11.11 SECTORAL SUMMARY OF PROJECTS IDENTIFIED

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12.1 INTRODUCTION TO CIP

The Capital Investment Plan is the multi- year scheduling of public improvements and investments. The scheduling or phasing of the plan is based on studies of the fiscal resources availability (for new investments and O & M), technical capacity for construction and O & M and the choice of specific improvements to be constructed for a period of five years into the future.

As a part of CIP prepared for the first City Corporate Plan during 2001-02, SMC has (a) analyzed and discussed with the public, the existing applicable norms and standards for infrastructure services, considering low, medium, high and mixed options, (b) agreed and recommended a reasonable and realistic option and (c) justified and provided rationale if the chosen option is not within the existing service level standards.

In determining a long-term financial strategy, the corporation plans to raise resources through:

� Accessing the grants available under the JNURM Framework (as % of identified investment in Urban Governance and infrastructure sectors - 50% Central Govt. Grants and 20% State Govt. Grants)

� Funds devolved by the GoG based on the recommendations of the State Finance Commission

� Revision of the Annual Rateable Value at certain levels

� Revision of water and sewerage charges at specific intervals

� Transfer of water and sewerage tax to the respective account heads

� Maintaining the collection performance of taxes and charges at certain minimum levels for current and for arrears.

Underlying the major assumptions, basic assumptions for growth in property tax assessment, growth in other taxes and miscellaneous income, as well as changes in the main expenditure heads have been made, including general administration, establishment, O & M, debt servicing, etc.

The phasing/ scheduling of investments have been carried out through an iterative process and the principles of phasing have been taken into account.

Principles of Phasing

� Priority needs, with developed areas receiving priority over future development area

� Inter and intra-service linkages, viz. water supply investments shall be complemented by corresponding sewerage/ sanitation improvements.

� Size and duration of the requirements, including preparation and implementation period

� Project linked revenue implications, such as installing house connections where supply and distribution capacities have been increased

The Capital Investment Plan involved the identification of public capital facilities to cater to the demand of the city populace by the year 2011/12.


12.2 INSTITUTIONALISING THE CIP PROCESS

The Capital Investment Plan is an important element and is significant in terms of the city’s management process and sustainability with regard to the delivery of basic services. While the CIP provides a framework for the annual budget cycle, for that purpose alone the CIP presented in 2000-01 is updated and rolled forward for a further five-year period.

The need for updating is on account of:

� Reassessment of city growth and infrastructure needs ( to be carried out once in five years)

� Detailed feasibility/ engineering studies carried out of new projects.

� Rescheduling of investments on ongoing projects due to cost and/ or time overruns.

� Reassigning priorities within the constraints of available financial resources

12.3 CAPITAL FACILITIES & INVESTMENT NEEDS

Updated Capital Investment Plan and forecasted future needs for provision of capital facilities under each identified sector is presented below.

12.3.1 CAPITAL INVESTMENTS

PROJECTS’ IDENTIFICATION The projects identification has been done based on the strategies listed out under each of the service sector as identified by SMC. The projects derived based on the SMC estimates are aimed at ensuring optimal and efficient utilisation of existing infrastructure systems. Other developmental projects include projects other than those for core service sector viz. system modernisation, river conservation etc. Such projects are also based on lists and/ or reports prepared by SMC.

The total estimated capital investment required for providing efficient services to the population of SMC by the year 2011/12 is about Rs. 4968.18 Crores. The table below presents the summary of sector-wise investment requirements. Of the non-core sector the maximum investment has been worked out for the river conservation plan. It accounts for about Rs. 1000 crores (20 percent of the total investment required).

Goals for CIP

� Provision of capital facilities that sustains city populace.

� Preservation of the physical integrity capital assets.

� Capital facilities to be considered community assets.

� Grass-root involvement.

� Community inputs to the siting of public facilities.

Strategies for CIP

� Strategic Capital Improvement

� Facility Siting

� Decision Making

� Programme Funding

In addition to the investment of Rs. 4968.18 Crores identified by SMC for SMC area, an additional Rs. 2517.25 Crores is identified as investment required for areas outside SMC jurisdiction under SUDA. These investments are proposed by SMC & SUDA under the JNURM Framework wherein 70% of the urban infrastructure and governance related investment is funded by way of GoI and GoG capital grants. The rest of the 30% and investment on social infrastructure will need funding through own sources or user contributions and borrowings.


Summary of Sector Wise Investment requirement (SMC Area)

PHASING OF CAPITAL INVESTMENT The phasing has been worked out by SMC. The estimated capital investment is phased over a 7-year period (2005-06 to 2011-12) so as to enable completion of capital works identified for the 2011/12 population.

Investments are envisaged and phased over the seven year period till 2011-12. 36% of the total identified investment is proposed on improvement and new works on roads, bridges and fly-overs. Slum improvement, LIG housing etc is allotted 16% of the investment followed by 8% on sewerage and 6% each on urban development and environmental improvement projects. 5% of the investment is proposed for water supply system improvements.

12.4 MULTI-YEAR INVESTMENT PROGRAMME

Eessentially a multi-year forecast of finances of the local body for a medium term is termed as the Financial and Operating Plan (FOP). While the identified investment is phased from 2005/06 to 2010/119, the FOP has been generated from 2005/06 to 2014/2015. A salient feature of the FOP is that all outstanding dues including debt and non-debt liabilities have been taken into account. The FOP is generated to assess the investment sustaining capacity of the corporation adopting a project funding structure comprising of 70 per cent in the form of grants under the JNURM framework and the rest (30 per cent) by way of internal resources and loans. The major criterion for ascertaining the investment sustaining capacity of SMC is that they should have year-to year positive Opening Balance and that the debt servicing ratio during each year not to exceed 25%. The finance data updated for the F.Ys 2000-01 to 2004-05 from SMC annual accounts has been used as the base to prepare the FOP. A spreadsheet FOP model has been customised so as to work out the investment sustaining capacity of SMC, based on the FOP assumptions.

The main items of income and expenditure classified into revenue account and capital account are projected in the FOP under the following categories.

Categories of FOP Projections

� Revenue Account Receipts; o Taxes , o Non Tax Sources, and o Grants, Contribution and

Subsidies. � Revenue Account Expenditure;

o Establishment, o Operation and Maintenance, o Debt Servicing- Existing and

New Loans, o Phasing of non debt

liabilities, and o Additional O&M.

� Capital Income; and � Capital Expenditure

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12.4.1 FOP ASSUMPTIONS

FORECAST OF REVENUE INCOME Octroi10 has been the single largest source of revenue for the

SMC contributing about 59 per cent. The assumption adopted in forecasting octroi tax, property tax (general tax, conservancy tax, water tax, water charges, and water meter charges) and other revenue items are presented in the following tables.

Assumptions Adopted for Forecasting Realisation under General Tax Head

Other Taxes

10 Octroi has been discontinued from the Municipalities in the State

of Gujarat, but exists in all Corporations in the state.

Other tax items including fees, etc. have been assumed to grow at the past growth trends, subject to a minimum of 5% and maximum of 15% per annum.

Assumptions Adopted for Forecasting Realisation under Other Tax Heads

Assumptions Adopted for Forecasting Realisation under Octroi Head

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Non-Tax Income (Own Sources) Non tax income from the corporation’s operations and assets, like income from municipal properties, collection form public places, realisation under special acts, and public service charges and fees, etc. are assumed to grow at the past trends, subject to a minimum of 5% and maximum of 8% per annum, over the average income during the last five years.

Non-Tax Income (Other Sources) Other sources mainly include interest earned from deposits and dues, sale proceeds (scrap sale, farm product, publication, tender form, etc), and miscellaneous income. These sources of income are assumed to increase at the past trends, subject to a minimum of 5% and a maximum of 8% per annum.

Non-Tax Income (Revenue Grants) The revenue grants announced from time-to time are assumed to grow at past trends, subject to a nominal growth of 8 per cent. These grants mainly include grants for various purposes viz. UBSP, grants for educational and medical services and other grants announced from time to time. FORECAST OF REVENUE EXPENDITURE

ASSUMPTIONS ADOPTED FOR FORECASTING REALISATION UNDER NON-TAX INCOME HEADS

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FORECAST OF CAPITAL INCOME AND EXPENDITURE

Capital Income (Own Sources) The amount realised under own sources contribute mainly from betterment charges, non-refundable registration/ permit fee, sale of capital assets. A standard nominal growth rate of 12 per cent per annum over the average realisation during the last five years has been assumed.

Capital Income (Regular Scheme-Based-Capital Grants) SMC receives capital grants from the State Government under various state and Central Government sponsored schemes for specific capital works. The income under such grants does not show specific trends during the last five years. 70% of identified investment under infrastructure and governance sectors is proposed for grants from GoI and GoG under the JNNURM framework. The adjacent table presents the assumptions adopted for forecasting the items of capital income and expenditure.

Other Capital Income The other income realised under capital accounts head is from borrowings from government and other institutions. It is assumed that other capital would have a growth rate of 12 per cent per annul on the average realisation of last five years.

Capital Expenditure (Regular Scheme-Based-Capital Works) SMC is required to utilise the scheme-based capital income for specific works alone. It is assumed that the entire amount of capital income received for such works from state/ central Government will be expended on specific schemes for which they are meant.

SIZING OF CAPITAL INVESTMENT The phased investment is loaded onto the FOP model, and based on the assumptions adopted; the annual finances of SMC are forecasted until F.Y 2014-15. The criterion for ascertaining investment sustainability is a

� Year-to-year positive closing balance;

� Debt servicing ratio during each year not to exceed 25%.

In cases where SMC does not satisfy the above criterion, the investment needs to be scaled down uniformly across all sectors of identified investment, till the criterion is met. The investment level at which the criterion is met is the sustainable investment by SMC. It needs mention, that the FOP is structured such that while demonstrating zero sustainability the SMC will still incur capital expenditure against scheme-specific capital grants received from GoG.

Assumptions Adopted for Forecasting Realisation under Capital Income Items

Assumptions Adopted for Forecasting Realisation under Capital Expenditure Items

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12.5 FINANCIAL OPERATING PLAN (FOP)- RESULTS

The FOP was generated from the sustainable investment point of view with consideration also towards the additional O&M expenses to be incurred on the new capital assets to be created.

The 10-year FOP of SMC is presented in the Annexure. It may be noted that, under the assumptions made and the full identified investment loaded, the investment sustainability criteria are satisfied during all years of planning horizon. SMC would have operating surpluses along with prompt repayment of all outstanding loans and non-debt liabilities. This is mainly due to the consideration of about 70% of the total identified investment being funded in the form of grants under the JNURM framework.

The results of the FOP in terms of the total investment required, investment sustainable and source-wise funding of the sustainable investment for the SMC is presented in Annexure.

FUND REQUIREMENT � Recommended investment of Rs. 4968.18 Crores

One of the purposes of this assignment is to ascertain the requirement for funding within a municipal finance framework. It has been assumed that by enhancing the collection performance and widening the tax base of current taxes, SMC would be able to sustain the entire identified investment, Rs. 4968.18 Crores (Rs. 5996.44 Crores at current prices), phased over a seven-year period from 2005-06 to 2011-12. The actual investment sustainability of SMC under the adopted assumptions and funding structure is 145% of the identified investment i.e., about Rs. 7204 Crores. The funding for the identified investment of Rs. 5996.44 Crores in current prices as worked out in the FOP model would be by way of.

� JNURM Capital Grants - Rs. 4097.57 Crores (68%) o Rs. 2926.84 Crores (48% - GoI) o Rs. 1170.73 Crores (20% - GoG)

� Own Contribution of the ULBs o Rs. 1798.93 Crores (30%)

� Loans o Rs.99.68 Crores (2%)

It needs mention that the FOP indicated sustainability for Rs. 7204 Crores against proposed investment of Rs. 4968 Crores for SMC. This indicates the sound financial condition of SMC with respect to taking up large scale investments. In the absence of JNURM grants, the sustainability of SMC is 95% which is the significant feature of current SMC finances however subject to rationalization and regular revision of user charges and better collection performance. The combined investment requirement of SMC and SUDA is Rs. 7485 Crores.

The JNNURM framework and the grants to be made available would assist in keeping the soundness of financial condition of SMC intact and further provide the leverage to SMC to take up additional investments towards creation of better infrastructure for its ever growing populace and city.

An assessment of the financial viability of SUDA to take up the projects identified is carried out and presented below along with the recommendations.


12.5.1 SUDA – FOP ASSUMPTIONS

FORECAST OF REVENUE INCOME

Land In the absence of tax related income for SUDA, the single largest source of revenue income is lands. Premium on lease of lands and development charges would be major revenue source for SUDA and accordingly the same has been projected to increase further in the future.

User Charges There hasn’t been any collection of user charges with respect to water supply and sewerage services being provided to the citizens. SUDA proposes to introduce and also affect regular revision of the charges for better service delivery as well as cost recovery.

Other Income Sources Other sources mainly include interest earned from deposits and dues, sale proceeds (scrap sale, farm product, publication, tender form, etc), and miscellaneous income and comprise a minimal quantum of the total revenues.

The growth rate for these sources is assumed at the current average growth rate, subject to a minimum of 7% and a maximum of 15%.

FORECAST OF REVENUE EXPENDITURE The assumptions made in forecasting the items of revenue expenditure are presented below.

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FORECAST OF CAPITAL INCOME AND EXPENDITURE

Capital Income (Own Sources) The amount realised under own sources contribute mainly from capital grants, sale of capital assets/ lands, etc. Estimates as available with SUDA for the next five years have been assumed. Also the one-time connection deposits arising out of water supply and sewerage services to be provided out of the planned investments is expected to contribute a significantly.

Capital Income (Regular Scheme-Based-Capital Grants) SUDA proposes to utilize capital grants as may be available from the State Government under various state and Central Government sponsored schemes for specific capital works. The income under such grants does not show specific trends during the last five years. Estimates of such grants as considered to be available for the next five years have been assumed.

Other Capital Income The other income realised under capital accounts head is from borrowings from government and other institutions. The quantum of external borrowings required is estimated depending on the estimated gap of resources after considering various other capital sources (grants, own sources etc).

Capital Expenditure The assumptions made in forecasting the items of capital account are presented in Table below.

PROJECT IDENTIFICATION

Project identification is based on SUDA’s proposed projects and cost estimates together with planned implementation period. The forecast population for the planning horizon- 2011 is 15 Lakhs.

The projects derived based on SUDA estimates are aimed at ensuring optimal and efficient utilisation of existing infrastructure systems. Other developmental projects include projects other than those for core service sector viz. LIG/ EWS housing, environmental management, etc.

The total estimated capital investment requirement for providing services for the population of SUDA by the year 2011/12 is Rs. 2517 Crores as presented in the Annexure.

Roads and Bridges sector accounts for the maximum investment at 39%, followed by sewerage and drainage sector at 24% of the identified investment. Water supply accounts for 16% and Housing and Slums’ improvement accounts for 14% of the investment. Social infrastructure is also given importance at 5% of the identified investment.

SIZING OF CAPITAL INVESTMENT The phased investment is loaded onto the FOP model, and based on the assumptions adopted; the annual finances of SUDA are forecasted until F.Y 2014-15. The criterion for ascertaining investment sustainability is a

� Year-to-year positive closing balance;

� Debt servicing ratio during each year not to exceed 25%.

In cases where SUDA does not satisfy the above criterion, the investment needs to be scaled down uniformly across all sectors of identified investment, till the criterion is met. The investment level at which the criterion is met is the sustainable investment by SUDA. It needs mention, that the FOP is structured such that while demonstrating zero sustainability the SUDA will still incur capital expenditure against scheme-specific capital grants received from GoG.

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12.5.2 FOP – SUDA – RESULTS

The FOP was generated from the sustainable investment point of view with consideration also towards the additional O&M expenses to be incurred on the new capital assets to be created.

� Recommended investment of Rs. 2517.25 Crores

The 10-year FOP of SUDA is presented in Annexure. It may be noted that, under the assumptions made, and the available resources for funding SUDA records 45% sustainability. That is SUDA can sustain 45% of the identified investment of Rs. 2517 Crore amounting to Rs. 1133 Crores. Though during the intial four years, it was observed that the operating surpluses would not be available, SUDA would be able to tide over the situation in the next financial year at the indicated sustainability figure of 45% while continuing to maintain overall surpluses during all the years.

SUDA will need to find additional resources to the tune of Rs. 1385 Crores in the form of grants or own sources to fund the remaining 55% of the identified investment. At this juncture, it however needs mention that SMC has indicated excess sustainability to the tune of Rs. 2234 Crores. Considering the possibility of SMC area getting extended to include parts of SUDA area under its jurisdiction in the near future, a framework of implementation between SMC and SUDA to take up the remaining investment is suggested. It also needs mention that the FOP for SMC indicated sustainability for Rs. 7204 Crores, which is marginally less than the combined investment requirement of SMC and SUDA of Rs. 7485 Crores. In which case an appropriate project funding and revenue sharing mechanism between SMC and SUDA will project a combined sustainability much higher than the total identified investment of Rs. 7485 Crores. Such cooperation and association between SMC and SUDA in the backdrop of JNNURM framework will assist them in maintaining a healthy financial condition and further provide the leverage to take up additional investments towards creation of better infrastructure for its ever growing populace.

OPTIONS/ SCENARIOS FOR IMPROVING SUDA’S SUSTAINABILITY AGAINST IDENTIFIED INVESTMENT OF RS. 2517 CRORES � The sustainability of SUDA

improves to a significant 68%, that is Rs. 1712 Crores if the revenues from sale of lands’ doubles. Considering the rise in real estate sector and increase in land values in the near future, SUDA can expect to garner more profitability on the sale and development of lands under its jurisdiction thereby improving upon their sustainability.

� Tripling of the revenues from sale of lands’ will take the sustainability of SUDA close to 100 percent of the identified investment.


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