MIRA
INFORM REPORT
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Report Date : |
11.08.2011 |
IDENTIFICATION DETAILS
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Name : |
AHMEDABAD MUNICIPAL CORPORATION |
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Registered
Office : |
Sardar Patel Bhavan, Khamas Danapith, Ahmedabad-380013, |
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Country : |
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Date of
Incorporation : |
Not Available |
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Legal Form : |
State Government Organisation. |
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Line of Business
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Providing basic civic services such as Roads, Lighting, Water Supply,
Education, Health Etc. to the people of Ahmedabad. |
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No. of
Employees: |
Not Available |
RATING & COMMENTS
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MIRA’s Rating : |
Ba |
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RATING |
STATUS |
PROPOSED CREDIT LINE |
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41-55 |
Ba |
Overall operation is considered normal. Capable to meet normal
commitments. |
Satisfactory |
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Status : |
Satisfactory |
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Payment Behaviour : |
Usually Correct |
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Litigation : |
Clear |
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Comments : |
Subject is an established Municipal Corporation formed by the State Government
of Gujarat. Trade relations are reported as fair. Business is active.
Payments are reported to be usually correct. Subject being a Government of Gujarat Corporation can be considered
normal for business dealings at usual trade terms and conditions. |
NOTES :
Any query related to this report can be made
on e-mail : infodept@mirainform.com
while quoting report number, name and date.
ECGC Country Risk Classification List – April 1, 2010
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Country Name |
Previous Rating (31.12.2009) |
Current Rating (01.04.2010) |
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A1 |
A1 |
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Risk Category |
ECGC
Classification |
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Insignificant |
A1 |
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Low |
A2 |
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Moderate |
B1 |
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High |
B2 |
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Very High |
C1 |
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Restricted |
C2 |
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Off-credit |
D |
LOCATIONS
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Registered Office : |
Sardar Patel Bhavan, Khamas Danapith, Ahmedabad-380013, |
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Tel. No.: |
91-79-25391811/ 25391830 |
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Fax No.: |
91-79-25350926 |
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E-Mail : |
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Website: |
MANAGEMENT
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Name : |
Mr. I.P. Gautam (I.A.S.) |
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Designation : |
Municipal Commissioner Ahmedabad Municipal Corporation |
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Tel No. : |
91-79-25352828/ 25321115/ 26420600 (R) |
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Name : |
Mr. D. B. Makwana |
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Designation : |
Deputy Municipal Commissioner (West Zone) |
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Name : |
Mr. T. J Zalawadia |
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Designation : |
Deputy Municipal Commissioner (Central Zone) |
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Name : |
Ms. D Thara, I.A.S. |
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Designation : |
Direct, Jn Nuram |
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Name : |
Mr. M S Patel, GAS |
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Designation : |
Deputy Municipal Commissioner (South Zone) |
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Name : |
Capt. Dilipkumar Mahajan |
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Designation : |
Deputy Municipal Commissioner (East Zone) |
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Name : |
Mr. Kanajim Thakore |
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Designation : |
Mayor |
LOCAL AGENCY FURTHER INFORMATION
History:
Ahmedabad, better known as ‘Amdavad’ in intial
‘Karmabhumi’ of Mahatma Gandhi, Sardar Vallabhbhai Patel, Virkam Sarabhuai and
Addul Kalak in western part of India. Formerly known as Manchester of India for
its textiles industry is now better known by Gandhi Ashram, Sardar Patel Smarak
Bhavan, Indian Institute of Management IIM, ATIRA, ISRO Community Science
Centre, National Institute of Design, Gujarat Chamber of Commence and
Industries, and AMA Ahmedabad Management Association.
In addition to these places,
Today, the city is on the threshold of a major
technological revolution through which the civic services rendered by its
Municipal Corporate are being thrown open to the citizen using information and
communication technology which could be the rate of its kinds in the country.
PROJECTS
- Sabarmati Riverfront
- AMTS
- M. J. Library
S.R.R. AND G.C.C.:
- General Technical Specs. for Building Works
- S.O.R.,R and B Dept. Govt. of
- S.O.R.,Road Dept.
Presentation on Kankaria Lake Front
Development
Slide
show
PPT in
Zip Format
Development Works
CITY DEVELOPMENT
PLAN
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
State income. For instance, Ahmedabad, which accounted for 8 percent of the
total and 23 percent of the urban population of the State, was estimated to
have generated 17 percent of the State income in 1995. Ahmedabad city, in
1976-77, with 7 percent of the total population, had generated 14 percent of
the total State income. The per capita income in the City was found to be
almost double than that of the State average (NIUA, 2001). From this it is
clear that to sustain high rates of economic growth, cities have to be more
competitive.
While cities generate more than proportionate share of States’ income,
they also pose certain challenges. The challenges include 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 series of reforms
in urban governance. A greater emphasis has been laid when the state declared
the year 2005 as Urban Development
Year-2005. At the State level, in line with URIF framework., preparation
of the State Urban Slum Policy, State Hawkers Policy and State Urban Transport
Policy has been undertaken and are under various stages of finalization. As a
part Urban Year efforts, cities have prepared, through consultative process,
City Development Strategies/Plan which outline vision, strategies to achieve
the vision and an time bound action plans.
In Ahmedabad, the process of preparation of City Development Strategy
began in the year 1999 with a series of consultations which brought out the
City Development Strategy report in February 2003. For effective
implementation, a medium-term plan City Development Plan focusing on priority
projects has been dveloped. Further in May 2005, in line with the Vibrant
Gujarat Vision of the Government of Gujarat, AMC and AUDA conceived a
three-year-plan to ensure delivery of basic infrastructure services to the
entire area under their jurisdiction and set the stage for the next level of
development.
The National Urban Renewal Mission gives the city an opportunity to
carry forward this initiative 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 re-position its priorities with changing needs within the NURM
framework. The section below describes the Plan Preparation process.
CITY DEVELOPMENT
PLANNING PROCESS
The City Development Plan1 presents a perspective of and a vision for
future development of the city. Essentially it addresses the following
questions:
1. Where are they now
2. Where do they want to go?
3. What issues do they need to address on a priority basis?
4. What interventions do they make in order to fulfill the vision?
The framework for preparing CDP as outlined in JNNURM toolkit is
presented below. The key aspect of preparation of CDP is that of involving
community in decision process. The city of
CITY CONSULTATIONS
The consultation process of Ahmedabad may be summarized as three phase
activities as presented below.
Phase-I Consultations: City Visioning and Strategy Formulation
The Ahmedabad Municipal Corporation, Ahmedabad Urban Development
Authority and Urban Development Department, Government of
the workshop was to develop a long-term vision of Ahmedabad’s
development through a participatory process involving a wide cross section of
citizen including elected representatives, professionals and other stakeholder
groups, identifying the most pressing issues facing the city and evaluate
strategies to achieve the objective.
Environmental Planning Collaborative (EPC) facilitated the process and
the group discussions.
The follow up workshops were held during January 20 - 25, 2000. The
report in the form of CDS was prepared by CEPT in 2001.
PHASE-II
CONSULTATIONS: SOCIAL and ENVIRONMENTAL MANAGEMENT FRAMEWORK AND SLUM POLICY
The second series of consultations took place between May ‘ 02 to
February ‘ 03. The primary objective was to identify projects, assess possible
environmental and social consequences of projects and evolve a management
framework. These were facilitated by CEPT.
Efforts to evolve state urban slum policy were undertaken in the year
2002 and 2003 through city consultations. The concluding session was held on
June 19, 2003. The Draft Sate Urban Slum Policy accordingly emerged and is now
being considered by the state for adoption.
As a preparatory exercise to Urban 05, further follow-up consultations
were done by AMC and AUDA with support of the State government which revised
sectoral priorities and projects to be undertaken on a mission mode.
PHASE-III
CONSULTATIONS: DETAILED PROJECT FORMULATION
The overall sectoral objective being of designing clear actions had been
fulfilled. Revisions from time to time in the projects priority have also been made.
Consultations for taking developmental decisions have been initiated. An
overview of three major project related activities is presented
THE SABARMATI
RIVERFRONT DEVELOPMENT PROJECT:
The project envisages development on both sides of the riverbank including
the development of housing for slum dwellers located along the riverbed. As a
strategy towards this end, a series of consultations were undertaken during
2003-05. SRFDCL and EPC, the design consultants organised the consultations Bus
Rapid Transit Project:
A bus rapid transit project has been initiated by the city. A series of
consultations in the form of technical workshops and stakeholder consultations
have been carried out. GIDB, Urban Development Department, AMC, AUDA and CEPT
organised the stakeholder worshop on August 25, 2005. The outcome was in the
form of decision on phase-I corridors and approval for concept design. 164
members participated in the workshop.
Second consultative activity was to decide on technology of the bus. A
workshop was accordingly organised at CEPT on October 28, 2005, which was
attended by 35 professionals
THE PLAN
The present plan is an amalgam of outcomes of these evolved over time
and focuses on the key services as identified in the Visioning exercise. The
plan is anchored on the NURM goal of creating economically productive,
efficient, equitable and responsive cities. In line with this goal the plan
focused on the following ‘Development Themes’ encompass the socio-economic
development sectors and core services.
STRUCTURE OF THE
REPORT
The report has been presented in 12 chapters. After presenting a brief
background of the study, the following chapter presents a profile of the city
in terms of population growth, spatial patterns of growth and urban economy.
Chapter 3 reviews the current situation of environmental services. In chapter 4
urban transport scenario has been analysed. The chapter 5 deals with urban poor
and their housing situation. A brief about social amenities has been made in
chapter 6. This is followed by a description of cultural heritage in chapter 7
and an analysis of urban environment in chapter 8. An assessment of municipal
finances and the goveranance system have been presented in chapters 9 and 10
respectively.
In Chapter 11, the vision, strategies and action plans have been
summarised and the conclusing chapter analyses the investment sustainability
through a Finance and Operating Plan.
PROFILE OF THE CITY AHMEDABAD
GENERAL
The city of
Historically Ahmedabad has been one of the most important centers of
trade and commerce in western
Ahmedabad is the home of several scientific and educational institutions
of national, regional and global importance. The city has a great architectural
tradition reflected in many exquisite monuments, temples and modern buildings.
LOCATION AND
CLIMATE
The Ahmedabad-Mumbai Golden Corridor has long been recognized as an
important development axis in western
Ahmedabad has a tropical monsoon climate, which is hot and dry, except
in the rainy season. Summer days are very hot with mean maximum temperature of
41.30C while, nights are pleasant with mean minimum temperature of 26.30C. The
mean maximum and minimum temperatures in winter are 300C and 15.40C
respectively. The average annual rainfall of the area is 782mm, although there
is a considerable variation from year to year. It occurs generally during the
months of June to September. The average relative humidity is 60% with a
maximum of 80% to 90% during the rainy season.
DEMOGRAPHIC TRENDS
The Greater Ahmedabad Urban agglomeration is an amalgam covering an area
of about 4200 sq. Km is an amalgam of (Refer Map-2-1). The map reveals:
1. An area of 190 square kilometres isunder the jurisdiction of
Ahmedabad Municipal Corporation (AMC)3, and
2. 150 villages in the periphery of the city are under the jurisdiction
of Ahmedabad Urban Development Authority (AUDA)4,
3. 9 Municipalities in the periphery of the city are under the
jurisdiction of Ahmedabad Urban Development Authority (AUDA),
4. Gandhinagar and the surrounding villages,
5. Chatral, Bopal and other surrounding villages adjoining AUDA limits
The area within the Ahmedabad Municipal Corporation limits consists of:
1. the traditional city center within the fort walls with relatively
high-density development, large concentration of commercial activities and
narrow streets,
2. the eastern sector accommodating large and small industries and low
income residential areas, and
3. a well planned western sector with wide roads accommodating major
institutions and high-income residential areas
The population in the AMC limits increased to 35.15 lakh in 2001 from
28.77 lakh in 1991. The population in AUDA area in 1991 was 38.75 lakh. The
Ahmedabad Urban Agglomeration (AUA) housed 23.25 % of the State’s urban
population in 1991, which has gone up to about 25% in 2001. Compared to other
metropolises in
The AMC area is spread over 190.84 sq km, the AUA area is about 350 sq
km and AUDA area is 1330.08 sq km. Spatial distribution of this population
within the city over the decades shows that up to 1981 most of the new
population added to the city was concentrated within the old AMC limits itself,
especially in the eastern part. Expansion of the peripheral areas began in the
1980s and has continued. Earlier only the eastern parts and particularly the
eastern periphery registered faster growth rate, but since the 1980s even the
western periphery has grown rapidly.
SPATIAL PATTERNS
OF POPULATION GROWTH
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Spatial Unit |
Population |
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1981 |
1991 |
2001 |
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1. Ahmedabad Municipal Corporation (AMC) |
2159127 |
2876710 (2.9 |
3520085 (2.0) |
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1.a Walled City |
476138 |
398410 -1.8 |
372633 -0.7 |
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1.b. |
1122073 |
1902868 5.4 |
2521013 2.9 |
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1.c |
463922 |
575433 2.2 |
675362 1.6 |
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2. A.U.D.A. |
2721925 |
3756246 3.3 |
4709180 2.3 |
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2.1.a |
101144 |
128999 2.5 |
202494 4.6 |
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2.1.b |
204923 |
457271 8.4 |
701424 4.4 |
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2.c AUDA (Rural) |
209826 |
246560 1.6 |
274391 1.1 |
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3. Kalol |
78407 |
92550 1.7 |
112013 1.9 |
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4. Mehemdabad |
22309 |
26103 1.6 |
30768 1.7 |
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5. Dehgam |
24868 |
31378 2.4s |
38082 2.0 |
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6. Sanand |
22465 |
25674 1.3 |
32417 2.4 |
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7. Other areas outside AUDA |
264555 |
309871 1.6 |
334531 0.8 |
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8. Gandhinagar |
199353 |
280234 3.5 |
373663 2.9 |
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8.a. Gandhinagar (GNA) |
62443 |
123359 7.0 |
195926 4.7 |
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8.b. Rest of Gandhinagar |
136910 |
156875 1.4 |
177737 1.3 |
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GREATER AHMEDABAD |
3185833 |
4346351 3.2 |
5417374 2.2 |
The greater Ahmedabad area has grown at a moderate rate. Growth rates have
declined from 3.2 and 2.2 percent (compounded per annum) during the past two
decades (Refer Table 2-1). However, the rates vary across different spatial
units. The population within the AMC limits appears to approach a stabilization
level. The areas adjoining AMC, falling within AUDA limits have shown rapid
growth. Gandhinagar is also experiencing relatively high rate of growth.
As stated above the population growth in the peripheral areas is more
rapid than the areas within the city limits. This is partly due to the
saturation of population within the city area and the consequent large-scale
housing development in the peripheral areas. The contrasting spatial patterns
observed in the eastern and western areas of AMC have extended into the
peripheral areas in the same manner. The western part is experiencing more
rapid growth than the eastern part. Rapid growth in the form of ribbon
development along the Sarkhej - Gandhinagar highway is being witnessed during
the 1990’s (Refer Map 2-2). These trends are likely to intensify further in the
coming decades. It is also a note worthy feature that the spatial expansion of
Ahmedabad is largely contiguous and relatively compact.
POPULATION DENSITY
The density pattern presented below indicates the spatial expansion is
limited to contiguous areas around AMC. The walled city is one of the most
densely populated areas in the study area, and it has reached levels of
saturation. The new outgrowths have been in the western parts of the city in
the AUDA jurisdiction with people preferring to stay in the peripheral areas
where they could avail of better infrastructure facilities. The zones along the
132’ Ring Road and Naroda -
BOX-1:
In terms of spatial expansion, as may be seen from below, unlike
A comparative analysis of three cities in terms of spatial expansion
over a decade has been carried out based on Lan Sat Image. From the above it is
evident that Hyderabad is the most spread out city followed by Bangalore. The
blue patches indicate low-density sprawl type of development.
The study referred below analysed planning mechanisms and concluded that
the Master Plan/Development Planning and Town Planning Scheme mechanisms have
been effective in Ahmedabad in keeping the city compact. Further, it concludes
that the effect of urban sprawl is also evident in terms acute traffic and
transport problems in Bangalore and to some extent in Hyderabad.
URBAN ECONOMY
The city of
Ahmedabad accounts for 7% of the state’s total population and around 20%
of its urban population. In 1995, with 7 percent of the total population,
Ahmedabad contributed to 17 percent of the state income (4). Ahmedabad city
accounts for 21.5% of factories in the state employing 18% of workers (2000).
In 1981, before the textile crisis, Ahmedabad city used to account for 19.3% of
factories and 27.7% of workers in the state. Ahmedabad accounts for almost 19
percent of main urban workers in the state and 60 percent in Ahmedabad
District.
A sectoral shift has been observed in
The workers participation rate (WPR) or the share of working population
in Ahmedabad is 32 percent (2001) as against 33 percent of the State Urban WPR.
The following table shows the nine-point classification of the workers in AMC.
Though it is not very apt to compare the figures of 1971 and 1991 because of
the change in the Corporation area, an analysis of the shares could give an
insight into the changing occupational pattern
OCCUPATIONAL
PATTERN OF AHMEDABAD
The share of secondary sector has fallen from 50 percent to 42 percent.
This is inspite of the fact that the industrial areas of Odhav, Vatwa and
Naroda were included in the AMC area in 1987. The economy of the city is
gradually shifting from secondary to tertiary sector absorbing 56 percent of
the total main workers of the city (1991 census).
WORKING FACTORIES
AND WORKERS EMPLOYED DAILY IN
The number of workers employed in registered factories has remained more
or less stagnant in the city for over four decades. The numbers of jobs vary
between 1.4 lakh to 2.0 lakh jobs and the most recent level is about 1.75 lakh.
Workers per factory have also declined from 84 workers in 1981 to 61 in 1987
and to 36 in 2003. These two are in conjunction with the trends at the state
level.
There are around 4859 factories in
LAND USE
Spatial arrangements of land uses determine the population distribution and
infrastructure demand patterns in the city. This section briefly describes the
land use patterns in the city. The Ahmedabad Urban Development Authority is
responsible for land use planning within its jurisdictional limits. As stated
above, the area under AUDA may be seen as various subunits depending on the
administrative jurisdictional limits and extent of development. Of this, the
area delineated as Ahmedabad Urban Complex consisting of AMC, outgrowth
adjoining
AMC and area likely to develop in the ten years has been designated as
Ahmedabad Urban Complex. It is this area, which is the focus in this study.
An integrated landuse planning and regulation of building activities,
taking into account the mutual interaction of landuse and urban services, is
essential for fostering functional efficiency and orderly growth of urban
areas. In order to have a planned and guided growth, planning mechanisms under
the Gujarat Town Planning and Urban Development Act (1976) have been
established. The mechanism in operation in
a) A land use plan earmarking various areas as permissible use zones,
and
b) A Development Control Rules for implementation of development plans
Town Planning Scheme: Prepared for an area of about 100 hectares with an
objective to convert original agricultural plots into urban plots with proper
shape, size and access. In the process of preparation of these areas, aspects
of public amenities, housing for weaker section and for marketing by the ULB to
recover facilities infrastructure building costs are integrated. The total of
this area ranges between 35 to 50%.
LAND-USE IN AUDA
AREA
Of the total AUDA area of 1294.65 sq. km, nearly 50 percent is built up.
Water bodies and wastelands cover 12 percent and 17 percent of area
respectively. Industries cover 9 percent of the area (Refer Figure 2-3 and Map
2-4). As per the State Government Policy, no major industrial development
within 24 kms of AMC limit is permitted in AUDA area. Considering existing
development conditions a certain area for industrial use is designated for
light industry as well as for general industry, along with existing industries
at Vatwa, Naroda and Odhav (all lying within AMC), which forms nearly 10.38
percent.
LAND USE IN CITY
AREA
As per existing land use (1997), more than one third (36%) of the total
area is under residential use, followed by 15 percent of the area under the
industries. Large tracts of land (23.44%) are lying vacant, mostly in the newly
acquired area of the AMC. Only 9.5 percent of the total area is under
transportation network as against the norm of 15-18 per cent. as specified by
UDPFI norms.
POPULATION
FORECAST AND SPATIAL EXPANSION
With declining birth and death rate trends continuing, the city is
expected grow at a moderate rate and stabilize by the year 2035 with a
population of about 10 to 11 million. The physical expanse of the city is
expected to also incorporate large areas around Ahmedabad, which were presented
as part of greater Ahmedabad area.
POPULATION
FORECAST
Based on the development plan proposals, taking into consideration the
present trends and absorption capacity, following pattern of population
distribution over space has been deciphered at.
GREATER AHMEDABAD
DEVELOPMENT AREA: 2011 AND 2035
The
ISSUES
The Ahmedabad Urban Agglomeration has a population of 45 lakhs (2001) of
which 78 percent is residing within the municipal area. Ahmedabad has been the
primate city of
Over the years, rapid urbanization has led to spillover of population
outside the city limits. This has resulted in intensification of development
high rise structures which have been putting tremendous pressure on the
infrastructure facilities. In the following 10 years, when the population
within AMC is expected to rise from 3.500 Millions to 4.600 Millions and in
Ahmedabad Urban Complex from 4.600 Millions to Rs. 6.000 Millions, it is vital
to address such issues and plan accordingly to accommodate future growth
The city continues to be relatively compact. Some industrial activity
has spilled over to the periphery. Containing the tendency of sprawl growth
observed in the recent past is a necessity. Transit oriented development as a
mechanism needs to be explored. Central and eastern zones have lost employment
opportunities. Focus on these areas would be an additional contribution.
As may be noted, landuse planning efforts have been fairly successful in
Ahmedabad in containing sprawl and haphazard growth. In the light of the fact
that city is prone to earthquake, floods and technological hazards measures to
integrate disaster mitigation into planning process are essential.
The economy of Ahmedabad is gradually being dominated by the tertiary
sector. The downtrend in the textile industry has led to the weakening of the
industrial base. The industries like chemical, petrochemical, engineering
existing in the GIDC estates are less labour intensive and hence have much
lower employment rates. This has led to the redundancy of major section of the
labour force.
The surplus labour, which was unable to enter the formal market/sector,
was mainly absorbed in the informal sector. Informal sector in the city today
provides direct employment to 1 lakh people and indirect employment to 3 lakh
people and creates business volume of approximately Rs 40.000 Millions
everyday. Thus, informal sector’s contribution in the tertiary sector is high
and cannot be ignored.
In the event when the existing chemical/petrochemical industries are
threatened by competition from countries like
ENVIRONMENTAL SERVICES
WATER SUPPLY
The history of organized water supply in Ahmedabad dates back to the
year 1891, during which Dudheshwar water works was constructed on eastern
riverbank and piped water supply was given to the residential localities. Due
to non-availability of perennial water after late 50’s in the River Sabarmati,
the city started depending on the ground water sources.
A new reservoir ‘Dharoi’ located 150km upstream of Ahmedabad on River Sabarmati,
was also commissioned in 1978. The water from the reservoir was to be treated
at Kotarpur works, wherein a 650 MLD treatment plant was installed. The water
from Dharoi first reached Ahmedabad in 1978.
Thereafter in 21 years the reservoir was filled to its capacity only in
8 years. Soon after, water level in Dharoi dam
started falling to severe storage in summer months. Though the adequate
water is normally released from Dharoi,
not more than 33 percent water would actually reach the city; on an average
due to intransit infiltration, evaporation losses and illegal tapping in areas
upstream of Ahmedabad. Thus, the assured quantity of 680 MLD from Dharoi could
not be made available at Kotarpur.
To meet the demand, seven french wells were also constructed in
Sabarmati riverbed to draw sub-soil water of 182 MLD. Also, a large number of
tubewells were installed all over the city.
All these arrangements however could only mitigate the problem for a
short while. Thereafter, problems like non-availability of water in the
Sabarmati and depletion of water level at an annual rate of 2 to 3m only
worsened the situation.
At this time, a new scheme – Raska Wier Project was commissioned in
order to tap water from River Mahi through an underground pipeline. This
project started in 2000 and made available a total of 250 MLD water to the
city.
SOURCES OF WATER
SUPPLY
The water supply needs of Ahmedabad city are presently met from three
sources
- Surface water
from Raska
- French well
in
- By Intakewell
constructed in River Sabarmati (
WATER SOURCES
Due to failure of monsoons, the available quantity of water from both as
well as ground sources is at risk. In order to avert a severe water crisis, the
Raska Project was taken up on an emergency basis in the year 1999-00. The two
phase project was planned with two phases.
- Transmission pipeline of 2010mm diameter running a length of 32 Km
from source at Shedhi canal to Kotarpur Water Works (Raska –1) designed to
carry 300MLD of water.
- Pumping main of 1600 mm diameter from Kotarpur Water works to
Dudeshwar Water Works (Raska-2) running a length of 11.5Km and having a
capacity of 150MLD. Narmada Water for
GROUND WATER
Till recently borewells were significantly meeting water demand of the
city. AMC draws water from some 363 tubewells (altogether there are 406 tube
wells installed, but 43 tube wells are non-functional currently) installed in
various parts of the city. Besides, there are reports of ground water tapping
by private borewells/tubewells. The withdrawal from the groundwater table has
steadily increased over the years, resulting in an increase of failure rate of
the tubewells. After the commissioning of the Raska project however, the stress
on the ground water has been reduced by some extent.
WATER TREATMENT
SYSTEM
A water treatment plant of capacity 650 MLD is installed at Kotarpur
located in the north of the city. At present, Kotarpur treatment plant is
getting water from Raska and Narmada canal through intakewell in
WATER TREATMENT
PLANT AT KOTARPUR
The water coming from
WATER SUPPLY,
STORAGE AND TRANSMISSION
There are three water supply zones within AMC: Central, Eastern and
Western and two water works: Dudheshwar and Kotarpur. A treatment plant is
located in Kotarpur. Water is supplied from Dudheshwar Water Works to the
Central Transmission Mains while the Kotarpur Water Works supplies to the
distribution stations in the three zones.
The central system is the oldest system and consists of CI pipeline of
size 1500 mm from DWW and bifurcates to 800mm to feed Asarva area and the other
branch is of 1200mm/1000mm/800mm to feed Laldarwaja.
The eastern transmission system consists of MS pipeline of size
1626mm/1520mm/1321mm from the Kotarpur Water Works (KWW) to Kankaria. Water
from the French well near KWW is injected into this pipeline. There is a branch
at Sahijpur to supply water to the extended eastern side.
The western transmission system consists of MS pipeline of size
1626mm/1321mm/914mm from Sabarmati Octroi Naka to bifurcation point near
Gujarat University and the 1321mm main bifurcates into 1067mm and further
reduces to 914mm. There is no inter-connection between the eastern and western
transmission systems.
WATER SUPPLY ZONES
The water from Kotarpur is transmitted to the underground storage
reservoirs in the three zones. The available storage capacity is 690 MLD (Refer
Table 3-4). Water is supplied for two hours (from 6 to 8 in the morning) from
these distribution stations.
STORAGE RESERVOIRS
Water from Raska is supplied to south zone. This means that water has to
traverse at least 8-10 kms up north and then pumped back for ditribution by the
same distance. A proposal to rationalize the distribution is underway.
DISTRIBUTION
SYSTEM
There are five distribution zones, overlapping with the five
administrative zones. The following table shows the zone wise coverage of water
supply. The distribution network of 2584 km caters to the entire city (Refer
Table 3-5). There are 90 distribution stations in the entire city.
ZONE WISE COVERAGE
The water supply network covers approximately 95 percent of the population
and 86 percent of the AMC area. The Table 3-6 shows the zone wise supply to
different sectors. 83 percent of the water is supplied to the residential
areas, 11 percent for institutional, commercial and industrial needs and 6
percent to public stand posts. There are altogether 2158 public stand posts in
the city
WASTAGE
It has been observed that wastage of water at consumer’s end in the city
of
WATER CONNECTIONS
Prior to 2002, about three percent connections were metered. Since last
year, the system of metered connections has been changed and a new system of
pro-rata charges has been introduced, which is based on the connection size.
The service connections have a life of 7-8 years after which it should be
replaced. However, such replacements, which have to be done at the consumer’s
end is often not done, leading to problems of leakage, contamination and low
pressure.
WATER SUPPLY
SYSTEM IN THE PERIPHERY
In Ahmedabad city, the peripheral areas outside the jurisidiction of
AMC, organsied water supply is limited largely to gamtal areas covering less
than 10% of the population. Due to steep increase in the population and the
increase in multi-storied buildings in the city outskirts, the local bodies are
not able to provide the requisite water to the households in these areas. Due
to these facts, the societies maintain their own bore wells and face problems
of excessive draw down in water levels, functional problems and deteriorating
water quality with intrusion of fluorides. In such circumstances, the private
societies have to look for other sources of water supplies. Many private water
companies have emerged to supply bottled water as well as through tankers.
In view of this situation the city had to look for an allocation from
AUDA took initiative to tap 400 MLD water for western areas spread in 34
settlements from Narmada Main Canal (NMC). The water shall be drawn to the
extent possible by gravity to the WTP at the same location, and in case the
canal water level goes down, pumping to the WTP shall be done. The distrubtion
network in 16 western peripheral settlement areas has been completed and will
be commissioned by March 2006.
In the eastern periphery also water is drawn from deep tube wells (the
depth of these tube wells varying from 160 m to 270 m) by individual societies
and in a few cases by local bodies with in Gamtal area. However these tube
wells are now unable to satisfy present drinking water needs due to dwindling
ground water table. Deterioration in the quality of ground water is also a
major issue. Hence a plan to draw water from
ISSUES
• Exploitation of Ground Water
Source: In the absence of a perennial water source, dependence on ground
water continues to be high in the periphery. Apart from the municipal bores, a
large number of private bores have been installed in various parts of the city.
This has seriously affecting the ground water level, which is depleting at the
rate of 2 to 3m annually. Thus, the reliability and sustainability of the
ground water source is questionable.
• Insufficient storage capacity
Currently, 80% of the storage capacity is utilised. However, the storage
capacity would need to be increased looking at the growing water demand.
• Distrubtional Inefficiency: At
present all the zones are getting water from Kotarpur. The South zone is nearer
to the Raska source and hence it is decided to supply water to South zone from
Raska Pipeline. A new treatment plant near Raska will be installed to supply
treated water.
• Contamination of water due to
old service connections: The consumer connections are of Galvanised
iron, which has a life of 7-8 years. These connections are often not replaced
on time and leads to the problems of leakage, low pressure and contamination.
• Inadequate Coverage: Presently
only 85% of the AMC population is covered by municipal water supply. The
eastern area incorporated within the municipal limits in 1986, still has to be
linked with the municipal supply. The newly built system in the western periphery
is proposed to cover part of the area. The effort as part of this plan would
have to address the coverage issue in about 150 Sq.Kms.
• System Losses: Around
20%-25% of the water supplied gets lost during transmission and distribution.
• Limited Duration of Supply: At
present, the water is supplied only for two hours a day. It is proposed to
supply water for 24 hours and hence necessary modification including
construction of ESR at each distribution station will be carried out.
SEWERAGE SYSTEM
In Ahmedabad, efforts at developing an organized sewerage system were
evident even as early as 1890 when an underground sewer line and temporary
pumping station were constructed in Khadia ward outside Astodia Gate. Since
then, extension of sewerage network to the old city was undertaken in a phased
manner and by 1931 the entire old city area was sewered. The pumping station
was shifted outside Jamalpur Gate. Installation of sewer lines in the areas to
the north and the east of the old city, including new sub-urban pumping station
was done from 1933 to 1941. From Jamalpur and new sub-urban pumping stations,
sewage was taken to the Pirana Sewage Farm established in 1894.
SEWERAGE NETWORK
Presently, around 75 percent of the municipal area is covered by 1384 km
long sewerage network. There are 43 Sewage Pumping Stations, of which 8 are
main Sewage pumping stations.
ZONE WISE DRAINAGE
PUMPING STATIONS
At present, Ahmedabad generates about 500 MLD of sewage of which about
168 MLD is discharged into River Sabarmati without treatment through storm
water outlets. In the newly merged areas of 92 sq.km. of extended east
Ahmedabad, sewerage facilities are provided in 44 sq.km. area. Remaining 48
sq.km. area is yet to be provided with sewerage facilities.
This project also includes augmentation of old sewerage pipeline,
pumping station and treatment plant.
The city is divided into five sewerage zones. There are about 43 sewage
pumping stations in the city, which pump sewage into the terminal pumping
stations at Vasna and Pirana before the inlet chambers of the sewage treatment
plants.
TREATMENT
FACILITIES
There are two sewage treatment plants (aerated lagoons) at Pirana and
Vasana having capacity of 180 mLd and 75 mLd respectively in eastern and western
part of the city.
In addition to above, recently two sewage treatment plants (UASB) of
capacity 106 MLD and 126 mLd (36 mld for city and 90 for periphery) at Pirana
(old) and Vasana (old) respectively were commissioned as a part of Sabarmati
river action plan.
Common effluent treatment plants (CETP) have been installed by the
highly polluting industries in Odhav, Naroda and Vatwa GIDC estates. The
treated effluent from CETP is mixed with the treated sewage from STP at Pirana
so as to lower the concentration of S.S. and then discharged into river
Sabarmati.
The less and non- polluting industries in GIDC are presently not
treating the waste and the effluent is discharged either in the open (on the
roads, open spaces in the GIDC estates) or in the
DRAINAGE /
SEWERAGE SYSTEM IN THE PERIPHERY
Sewerage network coverage in the peripheral areas is limited. In the
eastern periphery, urban growth has extended to eight settlements under AUDA.
The total area is about 32.34 sq.km. All the settlements are moderately
populated pockets. The urban area is presently not having any sewerage system
and the sewage is left out in open through local drains.
This sewage flows to open fields, to
In the west periphery, the area of 73 sq.km located between Municipal
boundary on west side to Sarkhej – Gandhinagar highway was served under Phase
I. A systematic drainage network was planned for around 78-sq.km area on the
western side. These areas are located between Municipal boundary and on West
Side Sarkhej –
Out of this 78-sq.km area, 44-sq.km area is known as early-developed
area and remaining 34-sq.km area is known as fringe area. In the first phase,
drainage network of earlydeveloped areas was planned and accordingly executed.
This drainage network project was undertaken as part of Sabarmati River
Cleaning Project under National River Cleaning Project. This carries wastewater
to Vasna Terminal Sewage Pumping Station and 126 MLD Sewage Treatment Plant at
Vasna for further treatment. After treatment, it is discharged into
ISSUES
• Inadequate System Coverage:
The sewerage network in Ahmedabad presently caters only to 75% of the area.
Certain areas of eastern zones do not have sewerage facilities. Systems in
periphery have to be built for most part of the area.
SEWERAGE
NETWORK-AUDA
• Untreated Waste disposed in
River Sabarmati: Only half the sewerage is being treated while the rest
of it is disposed off in Sabarmati river. Less polluting industries are also
disposing off their wastes either in Kharicut canal or within the estate, while
the rest of the industries of Ahmedabad are pumping their effluent into the
GIDC main sewer line. Cases of industries putting their effluents into the
manholes have also been reported.
• Inadequate treatment facility:
The treatment capacity of the plant is much less than the waste generated. The
capacity would be increased by 232 MLD with the implementation of two ongoing
STP projects. However, it would still be insufficient to treat the entire
sewerage generated.
• Breakdown of drainage
pipeline due to mixing of industrial effluents: Problems of silting in
the sewer lines have been reported in eastern and western zones. Due to mixing
of industrial effluents, there have been problems of pipeline breakdown and/or
corrosion due to hazardous gases.
• Mixing of storm water with
sewerage during monsoons: Infiltration of rainwater into the sewage
lines in some areas further aggravates the problem during the monsoon months.
• System expansion in the
periphery: In the periphery system coverage is limited. With rapid
expansion in the population wastedisposal in an unplanned manner is becoming a
major health threat.
STORM WATER
DRAINAGE
The monsoon in the region is seasonal and is active between the months
of June to September. The land drainage in Ahmedabad city is relatively poor
and, during the monsoon months, many areas of the city suffer temporary
flooding/blockage of storm water. The city also experienced one of the worst
floods in 2000.
DETAILS OF STORM
WATER DRAINS
Storm water drains in the city cover only 23% of the roads in the city.
There are three types of drains laid in the city- RCC pipes, Box type drains
and arch drains. These storm water drains discharge storm water into River
Sabarmati at 42 locations, of which currently only 27 locations are functional.
Storm water drains in the city are poorly developed and many parts of the
western and eastern zone experience water-logging problems during the rainy
season. However, the
ISSUES
• Water Logging and flooding
problems: Negligence of natural drainage in the growth and development
of Ahmedabad city has led to problems of water logging and flooding during the
monsoons. The city experienced worst floods in 2000 when large areas of western
and eastern Ahmedabad were affected.
• Poor Coverage: The
storm water drains cover only 23% of the roads. The newly acquired areas of AMC
do not have storm water drainage system because of which areas of Odhav, Naroda
and Vatwa experience water logging.
Infiltration of storm water into the sewerage
network: Sewer system unauthorized used for discharging storm water in absence of
adequate storm water facilities in many areas. Blockage of outlets and silting of storm water drains: Of the 36
outlets into the river Sabarmati, 9 outlets are blocked. Similar blockage and
silting has also been reported in the storm water drains.
SOLID WASTE
MANAGEMENT
Solid Waste collection and disposal in Ahmedabad is being carried out by
Ahmedabad Municipal Corporation as an obligatory function. The total waste
generated in the city is of the order of 2100 tonnes per day.
For efficient waste collection management, the city is divided into five
collection zones, which are the same as five administrative zones. The work
relating to the primary collection of waste (conservancy) has been
decentralized at the zonal level where the work is supervised by Zonal Additional
/ Deputy Health Officers with the assistance of
ward level supervisors where as the transportation and disposal of waste
(Refuse Removal) is being looked after centrally by the Director, SWM. For the
refuse removal, the five zones are further divided into 11 Distribution Centres
– 4 in Central, 2 each in East, West and South and 1 in North zone.
DETAILS OF
COLLECTION POINTS IN DIFFERENT ZONES-2005
Majority of waste is getting generated from households, followed by 22 percent
from construction and demolition material. Wastes from shops and specialised
market generate 4.5 percent of the waste and a minimal 1 percent is bio-medical
wastes and waste from hotels and restaurants.
AMC has initiated primary waste collection from households through
door-to-door collection system. AMC covers about 7.9 lakh houses by allotting
work to 706 RWAs / Mandalis which have deployed 3890 contanerised tricycles for
collection of waste.
Of the 2100 Tonnes/day waste generated per day, 80 percent waste is
collected. However, by scheduling extra vehicles and manpower the remaining
wastes are also collected periodically, thereby achieving 98 percent collection
efficiency.
DETAILS OF FLEET
FOR WASTE COLLECTION (2005)
Waste collected from the city is disposed at 84 ha, Pirana land fill
site approximately 22 km away from the farthest end on Western side and 18 km
away from the farthest point on eastern side, near Narol-Sarkhej Octroi
Checkpost.
The disposal site at Pirana also has a waste processing plant which has
been commissioned and run by private M/s Excel Industries Limited It produces
soil enricher. Around 500 MT of biodegradable waste like vegetable and fruit
market waste is composted at composting site. Required quantity of water and yeasts
culture for fermentation is added to the waste and then it is composted for 28
days cycle. Water is added at regular intervals to maintain the moisture
content. The average moisture content is 15-45 %. The compost is turned once in
seven days for proper aeration. The turning is done for 4 times within 28 days
cycle. The final product C: N ratio is maintained at 10:15. The manure formed
is sold at 2kg, 5kg and 50 kg bags also for different rates. About 500 MT waste
is composted. The total capital cost incurred was 6 crore for aerobic treatment
plant. The production cost is 2.50 Rs/kg. 3.4.1
BIO-MEDICAL WASTE
The bio-medical waste generated from the Municipal hospitals are
segregated at source and collected in yellow polyethene bags at separate
collection centers in hospitals as per the rules. These are collected and
transported in closed vehicles of AMC. The incinator plants are operated by
authorized private contractors. The private hospitals and health care centers
also have similar arrangement with the contractors.
RECYCLING AND
REUSE
The waste recycling process and its network in Ahmedabad is well
established. There are a substantial number of formal/ informal actors involved
in this activity. The waste materials from various sources reach the processing
units via these actors. Among the major recyclable waste material in terms of
its volume are scrap iron, paper waste, card board and glass.
The overall pattern of the flow of the recyclable and reusable waste is
circular in nature from origin to the destination. There are two major sources
of waste materials namely, accountable source which includes household,
factory, offices, institutions and shops and establishments and the
unaccountable source which includes dustbins, community bins and municipal
bins. The waste originating from these various formal and informal sources
comes to the retailers via waste pickers (Rag pickers) and Kabadiwalas.
Thereafter, the waste goes to the bulk buyer (dealer) in the central zone i.e.
Mehndikuva, Madhupura, Daryapur etc. and from where it reaches the recycling
and processing units in Naroda, Odhav and Vatwa.
SOLIDWASTE
MANAGEMENT IN THE PERIPHERY
In the periphery the urban local bodies have initiated measures to
collect solidwaste through a door-to-door collection system. In the rural local
body areas inititive is limited. The disposal of waste is also a major area of
concern.
A total of 35 settlements in the west and 15 settlements in the
periphery, under the jurisidiction of AUDA are experiencing the problem severly.
Total estimated waste is about 343 TPD. AUDA as a nodal agency for all the LB’s
in implementing various proposals. The Work has begun on the following:
1) Construction of First Landfill Cell of the Secured Engineered Municipal
Solid Waste Landfill site at Fatehwadi Village of the Size 120 m x 120 m x 10 M
depth which shall be capable of handling 1,45,000 MT of MSW at a Cost of Rs.
20.000 Millions.
2) Construction of First Compost Plant of 150 MT/day solid waste handling
capacity and able to produce approx. 40 MT/day of Organic compost at a Cost of
Rs. 30.000 Millions
3) Construction of Various Infrastructure Facilities at the Landfill
site as per the guidelines of MSW Rules 2000 and Three Solid Waste Transfer
Stations at TS – 1 (Thaltej/Ghatlodia), TS - 2 (Ranip) and TS – 3 (Bodakdev)
costing Rs. 10.700 Millions.
ISSUES
• Primary collection of waste: The
system of door to door collection of waste is to be made more effective.
• Disposal of bio-medical
wastes with other wastes: Contractual arrangements are made for
collection of bio-medical wastes from hospitals and nursing homes and
incinerating them. Scope for making the collection and disposal more effective
exist.
• Unpaved and open collection
sites: Only 13% of all the waste storage sites are paved and 55% of the
sites are containerised. On the rest of the site the waste is dumped on the
open ground which leads to the problem of ground water contamination and
creates odour nuisance.
• Indiscriminate dumping of construction
debris on streets: About 20% of the waste generated is the construction
debris. Such waste in most of the cases are indiscriminately disposed off on
the streets causing hindrance in traffic and obstruction in city cleaning
process. AMC has offered removal of such waste on subsidised payment throiugh
skip and skip lifters. However, this facility is not availed in most of the
cases and the wastes end up on the streets.
• No waste segregation done: Currently,
no waste segregation is done by AMC and only 36% of the waste are processed.
• Unscientific disposal
technique: The method of disposal is not scientific. It requires larger
area and may result in problem of ground water contamination. Sanitory landfill
sites are proposed.
ROADS AND TRANSPORTATION
SYSTEM COMPONENTS
Ahmedabad city is well connected by an expressway, several national and
state highways, the broad-gauge and meter-gauge railways and an international
airport. The city transportation system is predominantly dependent on roadway
systems. Vehicular growth has been rapid. The network is experiencing heavy
congestion. Consequently air pollution has become severe.
The information below provides an overview of the existing
transportation system in terms of road network, vehicular growth and
composition, performance of the system and its impact.
VEHICLES
At the time of formation of the state of
1).Ahmedabad district has a total number of 14.9 Lakh motor vehicles
registered in the year 2004. Of this 73% were two wheelers. The district, which
accommodates 11% of the state population accounts for about 21% of the vehicles
registered in the State5. This high density and rapid growth of vehicles have
worsened the transport situation to a significant extent. Figure 4-1 shows the
composition of vehicles in Ahmedabad. Indicates the decadal growth of motor
vehicles at the level of Ahmedabad with a comparative presentation of national
and state level growth. Currently vehicles are growing at the annual rate of
13%, which is quite high and indicates towards a greater vehicular population in
the future.
Total number of vehicle registered and decadal vehicular growth pattern
in
The annual growth rate of the vehicular population of
FACILITIES
ROAD NETWORK
The greater Ahmedabad area roadway system is approximately 3478 Kms.
Other than the National Highway Authority, which maintains National Highways and
the State Roads and Buildings Department, the two urban local bodies; AMC and
AUDA, are responsible for developing, operating and maintaining road
infrastructure.
BRIDGES AND
FLYOVERS
There are eight bridges, which make it possible to traverse east-west
across the river Sabarmati. There are two additional bridges proposed of which
one in the south is under construction. In addition, there is one more bridge
proposed between
TRAFFIC VOLUME
The Western part of the city has developed as a mainly residential area
and the eastern part has the industrial estates. Because of this, the traffic
flow is very heavy from west to east in the mornings and vice-versa in the
evening, which causes serious traffic congestion and frequent traffic jams on
the city roads during morning and evening peak periods. Lately, road widening
of the major radial roads has been undertaken which has helped ease the traffic
flow to some extent. Traffic volumes on major roads has been presented in the map
below. As may be observed, volumes far exceed capacities at many places.
ACCIDENTS
In Ahmedabad over 2600 cases of road accidents are being reported in the
year 2001 alone. About 160 to 200 persons get killed in these accidents. Some
reduction in number of accidents has been observed in the recent past
PUBLIC TRANSPORT
In the city of
LEVEL OF OPERATIONS
AND COVERAGE
AMTS caters to 2.5 lakh trips every day. About 150 routes are in
operation with a fleet size of 540 buses. Fleet utilization has been
consistently low. The average load factor has decreased and the number of
cancelled service kms has increased.
AMTS bus route lengths average about 17 kms and range from about a
minimum to 5km to a maximum of 57 kms. About 55 percent of buses operate on
routes with lengths of 10 to 20 kms, with a running time of 30 to 90 minutes.
The AMTS average bus stop spacing is 410 meters which is convenient for
passengers, but results in longer travel time and delays. In the absence of
faster bus services, average operating speed of AMTS is between 15-20 kmph.
Though the primary duty of AMTS was to provide bus-services only within
the municipal area, the AMTS gradually expanded its services to the areas on
the outer periphery of municipal limits with the increased dependency of the
city and peripheral areas with each other. As a result the operational area of
AMTS grew to as high as 375 sq. kms. Compared to the earlier 198 sq. kms. area
of the city Issues
• Poor connectivity in
peripheral areas: The areas which were incorporated within city limits
in 1986, are not very well connected and the road network is not fully
developed in these areas.
• Discontinuity in Ring Roads:
The Ring Roads are not fully developed and lack continuity. This causes
hindrance in the smooth flow of traffic.
• Partially developed
• Poor Junction Design :
The city has quite a number of five arm and six arm junctions, most of which
are rotary intersections. Due to the limitation of its capacities, these
rotaries are gradually becoming incapable of handling the increasing traffic.
The roads have partially developed right-of-ways and lack pedestrian facilities
• Inadequate parking facilities:
The commercial development in Ahmedabad is mostly along the major roads and
junctions. Such developments have most of the time not accounted for parking
facilities. Lack of adequate parking facilities has resulted in provision of
on-street parking which reduces the effective carriage way of roads affecting
the travel speed. Conflict between the slow and the fast traffic is another
problem. Owing to the narrow road widths, segregation of traffic is not
possible. Parking places are highly inadequate for the high vehicular
population in the city. On street parking is observed along the major
corridors, in the old city area and the public parking places near the ST Bus
stand, commercial centres.
• Lack of pedestrian facilities:
The city lacks pedestrian facilities in form of footpaths, zebra crossings,
subways etc. On the major roads like
• Delays and low travel speed :
In most of the cases, the average travel speed on the major roads is less than
10km/hour because of congestion and increasing delays at intersections. Lack of
traffic segregation on all the major arterial roads has been the main reason
for the slow movement of vehicles and chaos at intersections.
• Manifold increase in the
private vehicles: The number of two wheelers has increased over ten
times over the last two decades, now constituting about 80 percent of the total
vehicles. Such high growth has resulted in increased congestion and air
pollution.
• Inefficient Public Transport
System :The Public Transport System being offered by AMTS, is facing
problems of increasing costs and decreasing occupancy rates. In Ahmedabad,
currently public transport caters only to 20% trips. Poor service quality and
quantity has resulted in non-reliance on the public transport system and thus
whopping increases in personalized vehicle modes.
URBAN POOR AND HOUSING
URBAN POOR
Poverty alleviation has been an important objective of development
planning in
In terms of urban poverty reduction, the performance of the State has
been quite encouraging. During the year 1983, 41 percent and 30 percent of
urban and rural populations was below poverty line. This was as against the national
average of 42 and 46 percent in urban and rural areas respectively. The recent
round of NSS (1999-2000) puts the level of urban and rural population below
poverty line at 16 and 13 percent respectively. The comparative figures for the
nation as a whole are 24 and 27 percent. The performance, as evident, is better
in urban areas. To maintain the initial lead that the State has achieved
continued efforts directed towards economic development of cities as well as
more specific programmes for poverty reduction are required.
The SJSRY survey conducted in Ahmedabad in 1998 was based on the
understanding that out of the 32.4% of city’s population living in slums,
around 60% h/h fall below the poverty line. The average income of the slum
households was Rs. 25,752 per year, which was higher than the revised official
poverty line estimates, Rs. 24180, of the Government of Gujarat adopted in 1998
to estimate urban poverty under Swarna Jyanti Sahari Rojgar Yojna. The slum
dwellers in the city occupy 8% of the total residential land.
The physical environment, in terms of housing conditions, availability
of basic services determines the productivity and consequently the quality of
life in urban areas. Although quite a significant proportion of the poor is
above the traditional poverty line, they do suffer from other deprivations,
especially in basic services and amenities. However the slums in the western
zone are comparatively better off than the slums in the east.
A study done by Uma Rani and Unni, Jeemol (2002) in 1997-98, on the
income and employment in the city of
URBAN HOUSING
As per Census 2001, the total housing stock in the
SLUM NETWORKING
PROJECT (SNP)
This project was initiated in 1996-97 to improve the physical and social
infrastructure facilities in the slums with a view to integrate them into the
main stream of the society as it was felt that the fragmented efforts made to
provide infrastructure facility during the last few decades have not yielded
desired results and have not been able to change the character of the slum nor
have they helped in improving the health and sanitary conditions in the slums.
This project is based on a partnership concept where the community,
industry/social institutions, NGO and the municipal corporation are the
partners and they share the cost for the provision of physical and social
infrastructure in the slums. It aims at giving dignity to the community and
desires to treat the slum dwellers as partners rather than beneficiaries in the
project.
The project has two principle components as under A. Improvements in
Physical Environment Doorstep services are being given to each household
towards improvement of physical infrastructural environmental services, which
include
− Water supply to individual households
− Sewerage to individual households
− Individual toilets
− Road and paving
− Storm water drainage
− Solid waste management
− Street lighting
− Landscaping
An important feature of the project is to provide individual services,
as opposed to shared or common ones.
B. COMMUNITY
DEVELOPMENT AND SOCIAL INFRASTRUCTURE
Under this component with the active involvement of NGOs, neighborhood
groups/women’s groups / youth groups are formed to make the project
sustainable. Efforts are being made to involve the slum population in sharing
the cost and in the decision making process as well as in maintenance of the
services. NGOs also take up the work of extending education and health
facilities like non-formal education programmes, maternal and child health.
They also engage themselves in providing vocational training. Besides
undertaking income generating activities to improve their financial health.
The cost for Community Development Component has been estimated around
Rs. 1000/- per dwelling unit out of which NGOs share 30% cost. 5.3.1
Stakeholder contribution
The project aims at having a partnership concept between the
communities, industry, NGO, and AMC. A fixed contribution of Rs. 2000 is to be
paid per dwelling unit by the community.
The industrial partner, if desires to support this project, has to be
contribute similar amount of Rs. 2000 per dwelling unit. The NGO is expected to
share 30% cost of community development @ Rs. 300 per dwelling unit and rest of
the amount is expected to be spent by the Ahmedabad Municipal Corporation.
SLUM UPGRADATION
PROCESS.
Under this project, AMC has listed the locations where slums and chawls
are situated. Out of this list slums situated on the street land, in the
riverbed or lakes, or on the bank of river or lake, are separated out. This
list is further reviewed to ascertain whether any of the plots where slums are
situated is critically required by AMC for the provision of infrastructure
facilities in the city. All such plots are kept out from upgradation of slums.
Rest of the plots are considered eligible for upgradation and referred to the
town planning department and other concerned department for giving necessary
clearance for upgradation. By now more than 500 locations have been cleared for
in-situ upgradation of slums and NGOs have been given the list of such
locations which can be upgraded.
The NGOs on receiving such lists motivate the slum dwellers to
participate in this project by becoming partner in the project. They assist the
community in forming an association in turn submits an application to AMC for
participating in the project. They open their account in a bank and deposit
their contribution to AMC in full or part. On receiving the application and
contribution, the corporation takes up the work of upgradation. As on December
2005 SNP has been undertaken for 41 slums covering 8703 households benefiting
43515 people, of which infrastructure work has been completed in 28 slums and
work is in progress in 13 slums.
FACILITY OF
MICROFINANCE
The slum dwellers are given a facility of microfinance by an NGO SEWA
Bank at the doorstep. Those who can not pay their contribution of Rs. 2000
up-front can avail of the credit facility from SEWA Bank upto Rs.1500. This is
an initiative taken by SEWA bank at its own to support the project.
UP SCALING OF THE
PROJECT.
Looking to the procedural constraints in the implementation of the
project, the corporation now proposes to create a special purpose vehicle
within the AMC to up-scale the project to ensure that large number of slums are
taken up for upgradation each year. Full autonomy is proposed to be given to
the SPV to scale-up this project. The SPV will have a special board of
management to take all decisions in regard to the upgradation of slums. The
board will have, besides the corporation’s office bearers, the representatives
of NGOs, community and stakeholders on the board of management. It is envisaged
to cover all the eligible slums within a period of 5 to 7 years.
TENURAL STATUS.
Under this project slums selected for upgradation are given an assurance
that they will not be removed by the AMC for at least 10 years if they join
this project of upgradation. The AMC has passed a policy resolution to this
effect. This gives added incentive to the slum dwellers to participate in the
project.
PROJECTS FOR THE
URBAN POOR
1) Housing
2) Youth Training
1) HOUSING
(SHELTER):-
Housing is one of the most basic needs of human just next to food and
clothing. In the city, there are numbers of families living in the sub-standard
human settlement. The city is required to construct 60,000 houses for urban
poor, which cost Rs. 7500.000 Millions
2) YOUTH TRAINING:
-
Due to financial and other problems youth of the urban poor families
drop out from studies. It is planned to provide vocational and other training
to them, to get better and respectable jobs.
BOX: 5: SLUM
IMPROVEMENT
For benefits of the poor, there have been various approaches and
programs in different sector implemented in the state. They include provision
of electricity in slums, slum relocation, SJSRY, PDS, ICDS etc.
Most of the times, programs and schemes keep on shifting and changing as
per the interests of the bureaucrats. This results in low success rate of most
of the programs at the grassroots levels.
- The Slum
Networking Program (SNP), Ahmedabad is an innovative approach for the
improvement of slum, introduced in 1997.
- Instead of
treating slums as marginal areas, Slum Networking Project aims at
incorporating them into the fabric of city life.
- SNP also
differs from other infrastructure improvement programs introduced before
in the way that it has adopted ‘participatory’ approach where government’s
role is of facilitator and other stakeholders are slum dwellers. NGO and
the private sector.
- The two main
component of the project are:
- Improvements in Physical Environment: It includes provision of basic
water supply, sewerage network with individual toilets, street lighting, paved
roads and solid waste management.
- Community Development and Social infrastructure: It includes
mobilization of community savings group, pre-primary, primary and adult
education programs and to avail benefits under other government schemes.
- Till now, SNP
has been successfully implemented in 22 slums in the city.
- Study
suggests that due to SNP, direct improvement in basic infrastructure
services like water, individual toilet etc. can be seen.
- This led
people to improve their housing condition from sacks to semi-pucca houses,
which is an indirect achievement of SNP.
Due to ICDS and other education related schemes, net enrolment in the
schools has increased. Female work participation and female net enrolment has
increased.
ISSUES
The city has 12.5% housing stock lying vacant due to various reasons.
This is inspite of the fact that Rent Act has been amended. About 9 lakh
population are living in slums due to non-availability of affordable housing
facility for them. Though the number of slums has decreased by 37% over the
last decade the slum population has almost doubled. Therefore, the slum
population is becoming more and more dense in the existing slums with the
increase in population. To tackle the problem of slums and to integrate the
slum dwellers into the main stream of the society, an innovative slum
networking project has been initiated by the AMC for provision of basic
infrastructure and community development in the slums adopting partnership
concept where the community, NGO, industry and the AMC share the cost of the
provision of physical and social infrastructure. Sixteen projects have been
completed so far and many more are under way. The notable feature of this
project is that it seeks to involve the community, NGO and industry in the
implementation of the project and the community is getting involved in the
maintenance of the services rendered. This project targets to cover all
eligible slums and chawls in the city before 2011. The total project cost is estimated at Rs
1000.000 Millions.
MAJOR ISSUES ARE:
• Expansion/densification of
existing slums posing a greater challenge: The SNP is addressing the
current infrastructure demand in slums keeping in view the number of dwelling
units existing in each slum. Simultaneously, expansion /densification of the
slums is taking place at a rapid pace. In such a scenario the infrastructure
provided in the slums will become wholly inadequate, over stressed and may
nullify improvements made if the densification of serviced slums is not
checked.
• Slow pace of slum upgradation:
The number of slums to be upgraded are very large and the present pace of slum
upgradation is very slow. It will, therefore, be difficult to meet the
challenge in the given time frame unless the project is scaled up
substantially.
• Lack of efforts to arrest
proliferation of slums: In absence of a policy and action to create
affordable housing stock for the urban poor in the city, the growth of new
slums will remain unabated.
• SNP -a highly subsidised
programme with major chunk of resources coming from the AMC: Despite a
cost sharing component built into SNP, very little contribution has been
forthcoming from private sector, or the corporate sector. As a result, the AMC
has to bear the major share of the costs involved in the programme.
• Low participation of the NGOs
resulting in slow progress of the SNP: Over the past 6 years only 16
slums have been upgraded and now another 47 slums have been lined up for
upgradation in second phase as against the clearance given to 500 slum pockets
for upgradation. Only 2 NGOs are presently involved in this activity with the
AMC, which is not enough to motivate large number of slum dwellers to join the
project. This essentially means that more and more NGOs are required to be
roped in to participate in this project and take up the work of motivating the
slum communities to join this project as partners.
SOCIAL AMENITIES
EDUCATIONAL
FACILITIES
The city is well developed in terms of educational facilities with a range
of primary, secondary, higher secondary schools, colleges being run by
Municipal Corporation, private institutions and State and Central Government.
In Ahmedabad Municipal Corporation area, the School Board is responsible for
the provision of educational facilities. There are altogether 1287 primary
schools in Ahmedabad and 583 Higher Secondary Schools. The School Board
activities are administered through Zonal Administrative Officer.
NO. OF STUDENTS
AND TEACHERS
The Ahmedabad Municipal Corporation is responsible for providing primary
education through pre-primary schools and primary schools. AMC is presently
running 112 preprimary and 563 primary schools (Refer Table 6-2). It provides
free textbooks to all students, and scholarships to students belonging to
SC/ST/OBC. An expenditure of 1.900 Millions per school and around Rs 6567/- per
student per annum is incurred. Of the total expenditure, almost 80 percent is
contributed by the State Government as grant while the rest is borne by the
Corporation.
Apart from the above, there are additional 715 primary schools run by
the private, having approx. 500 students. There are 91 colleges in the city.
Apart from these, several premier autonomous institutions of the country like
Indian Institute of Management, National Institute of Design, Center for
Environmental Planning and Technology are located here. When analysed with
respect to the UDPFI standards, Ahmedabad was found to be well endowed and far
advanced in terms of educational facilities.
MEDICAL FACILITIES
Ahmedabad provides a good network of medical services in the form of
hospitals, dispensaries and maternity homes. The Corporation manages three
general hospitals, one ophthalmic hospital, one TB Hospital, One infectious
decease hospital, 5 Referral hospitals and 22 dispensaries.
Apart from these there are two more
There are around 1300 private nursing homes also. The urban poor has to
depened on medical services rendered by the public, charitable hospitals,
dispensaries and maternity homes. AMC has a network of 60 medical institutions
offering services either free of charge or by levying normal charge. The lower
order facilities are lacking in slums. Only one-fourth slum population has
access to dispensaries.
Spatially, majority of the medical facilities is located in the Western
Zone, followed by Central Zone.
Both the birth rates and death rates have decreased over last few years,
bringing down the natural growth rate to P15.71. Similar downward trend is seen
in case of Infant Mortality Rate and MMR.
Water borne diseases like gastroenteritis, typhoid, viral hepatitis and
cholera show a constant trend, depicting the recurrence of these diseases. The
emphasis has been on the curative measures rater than preventive measures.
Present Scenario of the Health Services:
• Urban Health Centres: For primary health care, maternal and child
health care, and family planning services, the norms of Government of India are
to have one centre per 50,000 population. Accordingly, the city of
• Malaria, Dengue and Vectorborne Diseases Control: Getting a very small
grant of Rs. 6,92,000 per year from the State Government, the corporation
spends nearly Rs. 4,00,00,000 per year for the control of malaria in the city.
OPEN SPACES AND
RECREATIONAL AREA
The Open Spaces in Ahmedabad are of five types: Open, Garden,
Playground, Green belts and Recreational Area. A total of 129 ha are under open
spaces in the entire city. This translates to 0.37sq.m area per person as
against a specified standard of 8-10sq.m per person (UDPFI Guidelines)
Over 40 percent of the open spaces lie in the Western Zone. There are no
recreational areas and green belts in southern and Central Zones. Most of the
open spaces are in the form of gardens. In all the five zones the per capita
open space works out to be less than 0.7 sq.m. There seems to be major
shortfall in terms of open green areas.
OPEN SPACES AND RECREATIONAL AREAS
There are about 100 parks in the city of
In the periphery as part of new planning, AUDA has developed 50 parks
over 27 hactares.
ISSUES
The primary and secondary school facilities seem to be adequate for 2011
population when compared with UDPFI Guidelines. Ahmedabad can also boast of premier
higher education facilities. The city also provides a wide range of medical
facilities from super speciality hospitals to primary health care services.
These facilities are however not well distributed in the city. With regards to
the open areas, the city seems to be deficient.
• Lack of Educational Facilities for poor: Educational facilities in the
slum localities of the city are lacking.
• Problems related to health facilities: poor distribution, inadequate
facilities for the urban poor, lack of precautionary and preventive measures
against the diseases, financial constraint
• Lack of Recreational Facilities: There has been a continuous decrease
in the amount of open spaces present in the city over the past decade. With all
the available playgrounds being in school premises’ there is a clear lack of
community play/ park areas. The green belts in the past are put to different
urban uses and the gardens and parks in the city at present are very less to
cater to the recreational needs of the population of the city.
CULTURAL HERITAGE
INTRODUCTION
The city of
This urban heritage of housing and architecture constitutes a living
context, a technology and a morphology, which can be restored and adapted to
meet the needs of the day. But, in absence of any protective measures and
pressures of urbanization, demolition has continued destructuring the walled
city in particular. The protection of any city as a whole is under the auspices
of urban management and cannot be limited to mere aesthetic concerns.
Hence instead of a piecemeal or a fragmented approach, an overall
conservation strategy, which is technically and economically coherent, is
required.
HERITAGE RESOURCES
The heritage resources in Ahmedabad can be looked at following three
distinct levels:
a. The entirety of the walled city: ASI has a total of 52 Indo-Islamic
monuments under protection. In addition, there are many Hindu and Jain temples,
the Gaekwad’s Haveli enclave of Maratha period and several other institutional
buildings and bungalows of the Colonial period. At the moment, these structures
are in a state of disrepair except for the few Jain temples taken care of by
the Jain community. The City Wall and its Gates are equally in dilapidated condition.
b. The pols which comprise it: The grouping of houses into pols is
typical of
c. The individual houses: The houses of Ahmedabad were traditionally
built of carved wood and brickwork characterized by low, single family units,
of which only some 10,000 survive now. The gradual progression of the model
gave way to the transplantation of forms, which were totally foreign to local
traditions. The apartment buildings are of a mediocre quality heralding a
decline in the know-how and technique.
Realizing the acute need for a holistic approach to the conservation and
preservation of this valuable heritage resource, Ahmedabad Municipal
Corporation (AMC) with assistance from CRUTA Foundation set up a heritage cell
in 1996. Its main objectives are to create basic awareness amongst the
citizens, promote traditional built forms, support participatory action
programmes and to co-ordinate efforts of different disciplines, stakeholders
and authorities.
It is an advisory board to AMC essentially assisting the Corporation in
its capacity building. The Heritage Cell has been actively involved in varied
aspects of urban conservation, while, effectively implementing numerous
projects. The following interventions are part of its efforts for the overall
process of inner city revival:
1. Generating awareness amongst
people through documentation, preparation of models, organizing street
exhibitions and community meetings:
These activities involve strategic partnerships, public-private
partnerships as well as international collaborations. Some such activities
undertaken by the Heritage Cell are heritage walk, the freedom walk,
association of the old house owners, celebration of the polday, the
auto-rickshaw tour, signposting of the pols, illumination of monuments,
traditional street theatre, information through the media, best practice
transfer programme, training of
administrators, City heritage award, revival of the ‘Panch’ and so on.
2. Initiating restoration
efforts.
Restoration of the buildings and pols have been initiated by
commissioning detailed surveys, mobilizing resources, identifying and
commissioning expertise, providing technical assistance, initiating
community-based restoration process, training of volunteers, initiating
citizens/ NGO actions.
3. Enabling government facilitation:
The Cell is also assisting the Local Body in resolving legal issues, clarification
of the property tax, financial assistance, co-ordinating the efforts of the
different departments, initiating requisite institutional development,
preparing guidelines for revitalization. The efforts of the AMC have made a
cultural impact on community at large. Mention of heritage walk in ‘Lonely
Planet’ is a credit to
- Revitalization
of the Walled city of Ahmedabad (an AMC-France Colloborative project), The
City Museum
- Restoration
of the facades
- Restoration
of Chabotras (bird feeders)
- Restoration
of Dwarkadhish temple
- Revival of
the ‘tankas’
- Design of a
special fire fighter
- Development
of the Manek Burj
- Restoration
and Development of the Dutch Tomb Complex at Kankaria
- Earthquake
damage repair of the Municipal School Buildings and
- Awareness
creating programs for children.
AMC has been quite active in the overall process of revival/
conservation of artifacts, structures and precincts of historical, aesthetical,
architectural and cultural value. However, problems still persist for which
detailed strategies need to be worked out.
ISSUES
- Heritage Definition: There are definite problems with the existing
definition of heritage as interpreted by ASI as well as the government
agencies. The rules say that they can protect monuments that are more than
100 years old. This excludes medieval residential pols worthy of protection and colonial properties, though
some of them are
- more than 100
years old.
- Deteriorating Building Stock: In the recent years, out-migration
of wealthy communities to the peripheral areas of the city has been
observed. The Rent Control Act discourages owners from letting properties
as vacant properties attract lower taxes. Also, inadequate infrastructure
keeps property prices depressed. Also in absence of availability of loans
for house repair is deteriorating the building stock. All these reasons
are contributing to the high vacancy rates, lack of maintenance and
degeneration of usable building stock.
- Traffic Congestion: Vehicular traffic has predominantly increased
through the years creating problems of parking, thus, blocking the
visibility and accessibility of heritage buildings. Air pollution from
vehicular exhaust is on an increase, causing an irreparable damage to the
heritage resources. Further widening of roads with insensitive design
layout has caused increase in traffic problems eventually disrupting the
total fabric.
- Encroachments: The visual character and aesthetic ambience of
the heritage buildings/ precincts is totally engulfed by intense
commercial activity, signboards etc. This is coupled with actual physical
encroachments around these historic precincts.
- Inadequate Municipal Services: Inadequate and inappropriately located
facilities for garbage collection, inadequate fire services due to
congested lanes, shortage of water supply, storm water and sewerage
connections has lead to overall deterioration of the urban fabric.
- Lack of New Investments: Areas within the
URBAN ENVIRONMENT
WATER QUALITY
There is a steady decline in water quality as one moves downstream of
the river - from
High dependence on ground water in absence of perennial water sources is
resulting in depletion of water table at an annual rate of 2 to 3 mts. This is
posing serious problems, both from the point of view of availability as well as
quality.
A study by CEPT, which sampled 118 households spread over the city,
shows that 87 % of the drinking water samples contain fluorides above the
maximum permissible limit (1.5 as F mg/1). Another 14% samples were found to
contain hardness exceeding the permissible limits (600 as CaCo3) mg/1). Over 70
% are above desirable but within permissible limits.
The situation with reference to TDS and alkalinity show that 97 %
samples are within permissible limits, but above desirable limits. Another 2.5
% samples had levels beyond the permissible limits.
TWO PHASES WERE
ENVISAGED FOR THIS PROJECT:
1. NRCP Phase I Project:
The project components include interception and diversion works to
divert the waste water to the treatment plants, construction of two new UASB
based sewerage plants in place of the outdated trickling filter plants,
provision of independent trunk sewers, terminal sewage pumping stations,
provision of low cost sanitation facilities in slums situated on the river
bank, afforestation etc.
The scheduled time for completion of NRCP project was by December 2002
but the work in Phase I was hindered
due to technology approval delay for the sewage treatment plants and DPR
approvals. Finally project got completed in 2004-05.
2. NRCP Phase II Project:
This project is envisaged for the year 2011. The major project
components include:
Renovation of Sewerage Pumping Stations: About 10 pumping
stations were covered in Phase –I and 6 pumping stations are proposed for
renovation and augmentation. The work include replacement of pumping machinery,
provision of bypass arrangement, flow measuring device, screen chamber, grit
chamber.
i. Interception and Diversion
Works : In second phase it is proposed to construct drainage lines of
14.19km and 11.66km parallel to river bank on western and eastern side
respectively which would collect the waste water and take it to proposed
treatment plants at Vasna and Pirana
ii. Waste Treatment Plant: To
meet the requirement of 2006 for AMC area, another treatment plant of 100 MLD
capacity is proposed. Renovation and augmentation of existing aerated lagoon type
sewage treatment plants would also be done in order to comply with the NRCP
norms of BOD, suspended solids and faecal coliform.
AIR QUALITY
EFFECTS ON AIR
QUALITY
The city of
The permissible SPM and RSPM levels as per National Ambient Air Quality
Standards (NAAQS), have been consistently high for the past decade in
industrial and residential areas.
The graph is plotted for SPM concentration in Ahmedabad. The comparison
is made between the three locations viz., GIDC-Naroda- industrial, Cadila -
mixed land use, and LDCE - residential. They mixed land use shows a high
concentration as compared to other two points.
Problems of air pollution are beginning to reach unmanageable
proportions in Ahmedabad. The Comparative Environmental Risk Assessment study
by AMC and CEPT in 1995 had also indicated air quality deterioration, due to
transport as the first most important environmental problem faced by the city
of
NIOH study highlighted that problem of air pollution at street junctions
in the city of
NOISE POLLUTION
Most of the areas along the major roads in Ahmedabad are subjected to
much higher noise levels than the permissible limits. The Central Pollution
Control Board has set standards for ambient noise levels in residential,
commercial, industrial and silence zones8.Though legislative options are
available for noise abatement under Environment Protection Act of 1986, no
concern is shown to the increasing noise levels.
As per a study carried out on seven major road sections in Ahmedabad9
(refer Table 8-5) the areas on Relief Road and Gandhi Road are the noisiest,
with equivalent noise levels reaching 87.5 and 86.5 dBA during per hours
(5-7PM) the maximum values on these roads reach 110 dBA . On all the roads the
noise level was found to be higher than the prescribed limits. On the
On Relief road and Gandhi road, the noise levels are 33 percent more
than the set standard. It is estimated that 21 percent of the Ahmedabad’s
population live in close proximity of the major transport routes and hence are
exposed to noise levels of most severe consequences. Noise levels recorded in
and around VS hospital are also very high.
ISSUES
Lack of comprehensive sewerage system has led to discharge of untreated
industrial effluents and sewerage into River Sabarmati. This has led to
contamination of ground water through seepage.
• Many of the canals and tanks in the city are encroached upon
obstructing the natural flow of water. This results in flooding and stagnation
of water thereby rendering the surrounding areas susceptible to infectious and
communicable diseases.
• There are no monitoring stations to estimate and assess the quantity
and quality of wastewaters being generated in the city. This incapacitates officials
to guage the extent of damage caused and inability to penalize offenders.
• The Air quality monitoring stations have recorded high pollution
levels especially for SPM. The high volume of dust suspension is due to the
unsurfaced margins on majority of the roads in the city and the voluminous
increase of the vehicular traffic over the years. Most of the vehicles are not
compliant with the norms and release dangerous exhausts.
• The study on major roads of Ahmedabad depicted high noise levels, much
above the permissible limits on these roads.
MUNICIPAL FINANCES
INTRODUCTION
The Municipal Corporation of Ahmedabad is the principal agency at the
city level. The project financing would be carried out as per the governing
rules of the BPMC Act by AMC. The projects I the periphery have been planned by
AUDA, the apex planning agency. Under the existing governance structure,
project financing is concievd within the TP and UD Act provisions. This chapter
focuss mainly on AMC finances. Summary of AUDA finances is given as part of
Chapter on FOP
STRUCTURE OF
MUNICIPAL FINANCES
The review of finances involves a time-series analysis of the income and
expenditure of the AMC to ascertain the trends and the major sources and uses
of funds. In addition to this, certain key financial indicators relating to
property tax, water tax, per capita income, per capita expenditure and debt
servicing; have been considered to assess the financial performance of the
Ahmedabad Municipal Corporation.
The booking of transactions in Ahmedabad Municipal Corporation (AMC) is
carried out under major and minor heads. The corporation perform a series of
obligatory and discretionary functions according to the powers vested through
the Bombay Provincial Municipal Corporations Act (BPMC), 1949. Under this Act,
the corporation is empowered to levy taxes and rates.
The Section 127 of BPMC Act, allows the corporation to levy octroi,
property tax and tax on vehicles, boats and animals etc. The Act has special
provisions relating to water and conservancy taxes. By virtue of Sec 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 bylaws
are framed by virtue of powers granted under Sections 458 of BPMC Act.
Similarly, based on 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 properties 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.
The provisions in the Act enable the corporations to levy other taxes
with the approval from the
The booking of transactions in Municipalities is carried out under major
and minor heads. The Corporation is required to maintain the financial
information in the format prescribed by the Bombay Municipal Accounts Code,
1961. The code prescribes maintenance of the accounts under the following
heads:
Part I: General (Revenue) Accounts
Part II Capital Account and
Part III: Extraordinary and Debt and Suspense Account
AMC introduced double entry computerized accounting system in April 1996
in the place of single entry manual accounting system, which was highly
inefficient in terms transparency of information like current liabilities and
assets and lack of financial management information.
Also, manual accounting system proved time-consuming. Instead, the
double entry computerized accounting system was quick, efficient and
systematic. Various items in the balance sheet could now be bifurcated into
various components and information for different period was made available.
This facilitated fast and efficient strategic decisions.
The system of accounting is generally on a cash basis. Essentially all
transactions are either receipts or payments, with certain transfers and adjustment
provisions, mainly in the form of error in classification, adjustment of
expenditure on receipt of a bill against advance, and adjustment of refunds of
revenue or recoveries of expenditure by deduction.
OVERVIEW OF
MUNICIPAL FINANCES
Actual accounts of the AMC 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 AMC are presented in Annexure 9.1. An
abstract of the annual accounts and tables of the sectoral contribution, growth
trends and per-capita values of the different items of income and expenditure
are presented in Annexures.
The city of Ahmedabad holds a special status in its onw revenue sources
for efficient way of functioning, it has shown operating surplus, in spite of
its developmental activities. The corporation has shown a mix of surplus and
deficit in its revenue and capital accounts over the last five years (F.Y.
2000/01 to 2004/05). The revenue account portrays a surplus, whereas thecapital
account has shown deficit in three of the past five years. It shows the city’s
ability to generate surpluses amid the favourable environment and flexible
environment and flexibility in the tax structure. The Corporation has a healthy
opening balance of more than Rs. 2400.000 Millions and the positive fiscal
result demonstrates officials’ will to maintain fiscal control.
The revenue account has shown significant surpluses over the years. It
represented an upward trend from Rs. 13.800 Millions in 2000/01 to Rs. 2097.200
Millions in 2004/05, while the capital account has recorded deficit during the
past three years indicating transfer of revenue surplus for assets’ creation on
a regular basis, which is a positive feature. Inspite of deficit in capital
account, the overall municipal account has been continuously in surplus during
the assessment period indicating the sound financial health of the Corporation.
The revenue income of the corporation has grown at a rate of 9.59 per
cent, while the growth in revenue expenditure during the same period was only
1.60 per cent. This explains high operating surpluses during the last five
years.
The trends in capital income and expenditure have been fluctuating. The
growth rate in capital income is 84% largely owing to the income through the
Tax free bonds issued in the year 2002, 2004 and 2005, while the capital
expenditure has grown at 15 per cent.
In addition the Municipal Corporation undertakes infrastructure
projects, such as improvement in water supply, conservancy related works,
development of commercial complexes, etc. The sources-wise uses of the general
fund of the corporation (revenue and capital account) are discussed in detail
in the following sections.
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.
SOURCES OF FUND –
REVENUE INCOME
The income sources of the municipal fund may be categorized as own
sources (octroi, tax and non-tax sources) of the corporation, general grant and
contributions. Table 9-3 presents the summary of income under the different
categories of source.
The contribution (Table 9-3) shows marginal fluctuation on a higher side
during the last five years. AMC derived 77.5 per cent of its revenues from octroi
and taxes and a mere 8.5 per cent from non-tax sources, with State Government
grants providing a further 14 per cent of the revenues. Octroi and property tax
(general tax, water charges and water metre inspection fee) dominated the tax
structure, with octroi accounting to 74 per cent of tax revenues (57.3 per cent
of total revenues) and property tax accounting to 88.6 per cent of tax revenues
(20 per cent of total revenues). The low non-tax receipts can be attributed 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, whose contribution has been constant between 50 to 56 per cent for
the past five years. The total revenue income for the year 2004-05 was Rs.
8062.000 Millions.
In the absence of any assigned revenues, deposits and advances, AMC has
been able to generate 85.97 per cent of the total revenue income through its
own sources during the last five years. It has shown a collection of Rs.
7149.633 Millions during 2004-05[s1]. It needs mention that number of property
tax assessments increased by 24 % from 2003/04 to 2004/05[s2]
OWN SOURCES
The AMC levies property tax and service-based taxes of different type
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 AMC.
Own sources as mentioned earlier, contribute about 86 per cent of the
total revenue income of the corporation. The total income from tax and non-tax
sources has grown at 7.83 per cent.
OCTROI
Octroi is levied on the goods entering within the municipal limits for
use, consumption or sale. Financial results for the last five years show that,
octroi has been the single largest revenue source for the corporation,
contributing about 56.62 per cent in the total revenue income. The amount
realised under octroi has shown an upward trend during 2000-01 to 2004-05(Refer
Table 9-4). Octroi income has increased from Rs. 3245.110 Millions in 2000-01
to Rs. 4622.976 Millions in 2004-05 – a growth rate of 9.64 per cent per annum.
TAXES
The power of taxation by the corporation and relevant procedure listed
in section 127 of BPMC Act, 1949. The tax sources accounts for about 20.12 per
cent of the total revenue income. The tax sources have increased from Rs.
978.391 Millions in 2000-01 to 1737.709 Millions in 2004-05, thereby showing a
growth rate of about 15.96 per cent. The taxes levied by the corporation
include:
• Property tax
o Property Tax, and
o Water and sewerage charges
• Other direct taxes;
o Vehicle tax, and
o Theatre tax.
• Other taxes/ refund.
PROPERTY TAX
The property related taxes are commonly referred as house tax and
include a tax on buildings or lands situated within the municipal limits. In
some local bodies, it is observed that a consolidated tax is being levied in
place of property tax. The AMC levies property tax on residential, commercial
and industrial buildings and lands that lie within its jurisdiction. The rules
and procedures pertaining to levy of property tax are governed by the BPMC Act
1949.
The share of general tax in tax income has been 20 per cent. The income
from general tax has increased from Rs. 918.100 Millions in 2000/01 to Rs.
1399.300 Millions in 2004/05. The high values are attributable to the revamping
of the tariff rates apart from the increase in the number of property tax assessments
during 1998 and a further revision is due.
BASIS OF PROPERTY TAXATION
Prior the present system of assessment and taxation, AMC had Annual
Rateable Value (ARV) based system () according to which for about 73% of
residential properties and for 29% of the commercial properties, ARV was below
Rs. 600 per annum and were therefore exempted from general tax payment. In
order to overcome these AMC had adopted an area based tax system, which is
fair, transparent, equitable and having buoyancy.
The new property tax structure introduced since 2001-02 gives weightages
to following
• Location of the property
• Type of property
• Age of property
• User of the property
In case of non-residential property instead of type of property, use of
property was considered. Relief is given to non-residential properties used for
religious purpose or charitable purpose vis-a-vis income generating properties.
Factors are assigned to each category; higher weightage is assigned to
holding situated in posh area. Independent bungalows have been given higher
factor than flats. The formula also accounted for depreciation of properties
depending on the age of the property. The formula worked by AMC is as follows
Property Tax = rate x area x (f1x.f2x f3x f4…..fn), Where f1, f2, f3..
..fn are weightages to various factors mentioned above, whereas f4 is weightage
assigned to residential buildings. In case of non-residential properties
assigned weightage-ranging form 1 to 8.
WATER AND SEWERAGE
CHARGES
The AMC levied water tax to all assessments having house service
connection within the AMC limits. The water tax levied was done as a part of
the property tax. However with the change in the property tax formula, water
tax component has been removed. Prior to introduction of this system (2001-02)
the contribution of water tax to the total revenue income was marginal 0.43 per
cent at the aggregate level. Realisations by way of water tax have been about
Rs. 20.037 Millions during 2000/01. The income from water tax has grown at a
rate of 7.14 per cent during the last five years. It needs mention that the
amount realized under water taxes has been around Rs. 20.000 Millions to Rs. 23.000 Millions during last five
years.
OTHER TAXES
The other major tax items levied by the AMC are Vehicle tax and Theatre
tax. The share of these two taxes together in the total tax is negligible.
During the last five years, these two contributed 0.62 per cent to the tax
sources showing a declining trend. The income from this source during the year
2004-05 was about Rs. 59.200 Millions
NON-TAX SOURCES
The non-tax own revenue sources of the AMC accounts for 8.51 per cent of
the total revenue income. These revenue sources include fees and charges levied
as per the legislation. Accordingly, the income sources have been classified
under the following broad categories, viz.:
• Municipal properties,
• Collection from public places,
• Realization under special status,
• Public services charges/fee,
•
• 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. At an aggregate level, the contribution
of non-tax income to the total revenue income generated is about 8 per cent.
The increase in non-tax collection could be attributed to good collection be
reflected in the non-availability of new sources.
GENERAL GRANTS,
CONTRIBUTION AND SUBSIDIES
The AMC receives grants and contribution from the State and Central
Government under various heads, for general as well as specific purposes. About
14.03 per cent of the total income is contributed from this source with a sum
of Rs. 912.330 Millions in 2004-05 Noted heads as per the statement provided by
the AMC are:
• Slum Upgradation,
• MLA and MP grant,
• GMFB grant for urban poor,
• Central government grant for purification,
• 10th Finance Commission grant, etc.
REVENUE ACCOUNT
EXPENDITURE
The major items of revenue expenditure of the municipal fund may be
classified as:
• General Administration and Collection charges
- Establishment
expenditure,
- Administration
and General expenditure,
- Repair and
maintenance,
- Power and
Fuel Charges,
- Consumerable
Stores, and
- Service and
programme related expenses.
• Debt Servicing
Table 9-9 presents a summary of revenue expenditure of the AMC. The
total revenue expenditure has increased from Rs. 5611.993 Millions in 2000-01
to Rs. 5964.762 Millions in 2004-05 – a growth of 1.60 per cent.
General Administration and Collection Charges
• Establishment expenditure;
- Salary and
Wages;
- Allowances
(DA, house rent, conveyance, traveling, conservancy, etc.);
- Reimbursements
(medical expenses, LTC, etc);
- Employee welfare;
- Pension,
gratuity, PF;
- Other
employees costs (ESI, Leave encashment, bonus).
• Administration and General Expenses;
- Rents-Rates
Tariff;
- Communication
expenses,
- Printing and
Stationary,
- Traveling and
Conveyance expenses
- Insurance
Charges,
- Professional
and other fees/charges, and
- Other
expenses.
• Repairs and Maintenances;
• Fuel and Power Charges;
• Service and Programme related Direct Expenses; and
• Other expenses;
ESTABLISHMENT EXPENDITURE
Establishment expenditure is among the most flexible item on the city’s
expenditure budget. The results indicate that expenditure of in-service
employees accounts for about 42 per cent of the total revenue expenditure
during the last five years. Furthermore, it has decreased from Rs.2535.352
Millions in 2000-01 to Rs.2461.858 Millions in 2004-05, registering an average
annual growth of about (-0.65) per cent. On the whole there has not been a
major change in this aspect.
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 establishment expenses, which leaves very less
scope for developmental activities.
ADMINISTRATION and GENERAL EXPENSES
The items of administration and general expenses share about 4 per cent
of the total establishment expenditure. In actual terms, the administration and
general expenses has grown from Rs. 102.963 Millions in 2000-01 to Rs. 104.647 Millions in 2004-05
- an average growth of 5.77 per cent over the last five years. The major
elements in this source of income are income from rent-rates-taxes (9 per
cent), communication charges (24 per cent), and printing and stationary
expenses (23 per cent).
REPAIRS AND MAINTENANCE
Expenditure on repair and maintenance of municipal assets- land buildings,
public spaces, infrastructure systems, equipment and machinery- accounts for
3.93 per cent of the total revenue expenditure. Table 9-11 presents the
items-wise annual repair and maintenance of the corporation for the period
2000-01 to 2004-05.
Road/bridges/street lighting (22.37 per cent), Public Place maintenance
(7.27 per cent) and plant, machinery and equipment (11.31 per cent), Water
(38.03 per cent) are the major items of repair and maintenance expenditure,
together accounting for about 69 per cent of the total repair and maintenance
expenditure.
The repair and maintenance expenditure of the corporation has increased
from Rs. 160.439 Millions in 2000-01 to Rs.334.058 Millions in 2004-05 – growth
of 24.89 per cent over the last five years. All the items in this category have
shown fluctuation over the last five years, but at an aggregate level they show
an increasing trend.
OTHER EXPENDITURE
The other major items under expenditure are mainly fuel and power
charges contributing to about 12 per cent of the total expenditure. The total
expenditure under power charges has increased from Rs. 571.313 Millions in
2000-01 to Rs. 591.840 Millions in 2004-05, thereby showing an increase of 1.19
per cent per annum.
The other item under revenue expenditure includes expenses incurred on
services and programme related items, such as, overheads, contracts, materials,
etc. The expenditure has increased from Rs. 138.142 Millions in 2000-01 to Rs.
198.299 Millions in 2004-05- a growth of 11.26 per cent.
In addition to these expenses, the other expenditures incurred by the
corporation which mainly comprises of contributions given by the corporation to
the municipal school board,
DEBT SERVICING
The annual accounts of the AMC indicate that it has been servicing its
debt on a regular basis. Capital expenditure in AMC is funded by various grants
from State Government under various schemes and by loan for capital
investments. The average expenditure on debt servicing, during the last five
years has been Rs. 690.473 Millions from the year 2000-01 to 873.012 Millions
in 2004/05. It needs mention that during 2002-03 the total expenditure towards
debt servicing has been about Rs. 909.800 Millions, which has been the highest
payment made during last five years. The debt indicators are discussed in
detail as part of financial indicators in this section. The outstanding loan
with the AMC has been Rs.4205.700 Millions during 2004/05.
STATUS OF REVENUE
ACCOUNT
AMC’s revenue account has shown surpluses all through out the last five
years which was mainly contributed to the capital account for taking up new
works. The available surpluses have increased from Rs. 13.803 Millions in
2000-01 to Rs.2097.201 Millions during 2004-05.
Appropriation also must have been carried out from revenue surplus to
the capital accounts, which could have mainly led to reduction in the capital
deficit.
CAPITAL ACCOUNT
The corporation spends considerable amounts on capital works- such as
creation of infrastructure assets
- water supply and drainage works, roads, conservancy schemes, purchase
of vehicles, plant and machinery, etc. The corporation’s funds for capital
expenditure are a mix of loans, grants, assistance from financial institutions
and from own sources.
CAPITAL INCOME
Also referred to as capital non-tax sources, AMC has the following sources
of income for own sources, grants and borrowings. The major heads are:
• Grant and Contribution,
• Capita Profit from
• Contribution and Subsidies,
• Loans and Borrowing and
• Other Capital Income.
The total capital income of AMC was Rs.1359.657 Millions in the year
2004-05. The share of capital grants and contribution to total capital income
is 27.35 per cent and loans and borrowings contribute around 72.65 per cent.
BPMC Act has the provision that the corporation may borrow, for financing
capital expenditures of a long term basis. The sources of loans taken by AMC
are:
• Open market debenture loans,
• State government loans,
• World Bank loans, and
• Loans from institutions (LIC, HDFC, HUDCO, NHB etc.).
Capital Expenditure
Capital expenditures are the most flexible item of the city’s budget,
and are normally contingent upon receipt of associated revenue. The capital
expenditure of AMC includes all expenditure incurred on creation/ acquisition
of capital including construction of buildings and infrastructure systems and
purchase of furniture, plant/ equipment, machinery and vehicles.
It has been observed that the maximum expenditure has been incurred on
water supply - about 40 per cent during 2000- 01. At an overall level expenditure
on water accounts for maximum – about 16.80 per cent of the total expenditure.
AMC is also empowered by the BPMC Act to levy betterment charge for increase in
the value of land and building, if they are a result under a scheme of
improvement, clearance or are under developments carried out by the
corporation. AMC can also levy an incremental contribution termed as betterment
charge, which is generally realised from the land owners, at a rate equal to
one half of such increase in value of the land
OUTSTANDING
LIABILITIES
The agency-wise outstanding liabilities of
KEY FINANCIAL
INDICATORS
This section gives the financial indicators which helps analysing the efficiency
and operational performance, and debt servicing. These have been calculated as
an average over a period of five years, which provides a more realistic
picture.
OPERATING RATIO
Operating ratio (OR) is the ratio of revenue expenditure to revenue
income and it indicates financial status or “profitability” of the local body
operations. Sound financial management requires that this ratio should be less
than unity. The average OR of AMC works out to 0.9. The OR below 1.0 in AMC
indicates that it has had a surplus revenue account over the last five years
except in 2000/01, where the OR was 1.0.
DEBT SERVICING
RATIO
Debt Servicing Ratio (DSR) is ratio (expressed in percentage) of debt
payment to total revenue income. This indicator helps in assessing the
implication of debt on the local body finances. But it has been observed that
the local body service their debt on a regular basis. The analysis indicates
that the average DSR with respect to revenue income is 12.55 per cent.
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
Bodies’ capacity to utilise capital resources. A capital utilisation ratio of
greater than unity indicates that revenue account surplus have 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 capital income is unspent during
the F.Y under consideration.
The years in which the CUR of AMC is high indicates too much of non-plan
expenditure and hence capital utilization and improvement plan/ program is
necessary. The average CU ratio is 1.56. The high capital utilisation ratio
over the years could be attributed to the fact that the capital income received
by the AMC have been utilised to its fullest extent before the close of the
financial year.
SHARE OF
ESTABLISHMENT EXPENDITURE TO TOTAL REVENUE INCOME
The contribution of establishment expenditure (including salaries and
wages, pension, reimbursement, etc) has accounted for 38.32 per cent of the
total revenue income during the last five years. The rest of the income is used
for administration and general expenses, repair and maintenance, service
related expenses and for other miscellaneous expenses.
COLLECTION
PERFORMANCE
PROPERTY TAX
The average collection performance of property tax collection is 17.44
per cent for the period from 2000-01 to 2004-05. It needs mention that the
collection performance of the AMC as far as arrears collection is concerned is
below 15 per cent. The AMC has been able to maintain the current collection
around 40 per cent. However, with the new area based property tax system the
current collection levels have been reported to be as high as 80 percent.
STATUS OF
MUNICIPAL FUND
Ahmedabad Municipal Corporation has performed well as far as revenue account
is concerned. Annexure 11.7 presents a summary of the operating performance of
the corporation. It may be noted that operating ratio has been below unity
during the last five years period.
The average debt servicing ratio has been around 12.55 per cent during
last five years. The debt servicing ratio has increased from 12.27 percent in
2000-01 to 12.55 percent in 2004-05. Outstanding loan with AMC is Rs. 4292.400
Millions in 2005 which involves overdue against the lending organisation with
respect to principal as well as interest. The debt servicing of long overdue is
towards payment to long term borrowing from state government, LIC/HUDCO and
other financial institutions. Due to its high dues, there is a possibility of
State Government deducting the annuity due from the Corporation’s share in
state’s devolution. Revenue Expenditure has been primarily directed to
establishment expenses (42.64 per cent) followed by power and fuel charges
(11.4 per cent).
Revenue through the levy of octroi contributes for over 57.34 per cent
of the total revenue income of corporation, whereas property tax contributes
for almost 20 per cent of the total revenue income. The average collection
performance of the same has been very poor around 17.44 per cent from 2000-01 to
2004-05.
Capital Expenditure has been mainly directed towards the water supply
and public works (Roads/bridges) at 16.80 and 9.34 per cent respectively which
is followed by sewerage and drainage.
The revenue account has been accruing a substantial amount of surplus.
On the other hand, the capital account has faced deficit in all years except
2000-01and 2001-02.
AMC's performance with respect to resource mobilisation and expenditures
has been reasonably good during the recent past. The per capita incomes, both
(both revenue as well as own sources) of AMC, are around Rs 1675 and Rs.1439
respectively. Income from own sources is fairly high which is dominated by
income from octroi tax. At present the resource position of AMC is sound
inspite of the collection performance being low.
The overall status in the revenue account shows a net surplus.
Substantial amounts from revenue surplus have also been diverted to capital
account, which is used for capital works. At an overall level the corporation
has been able to maintain a positive closing balance each year (2000-01 to
2004-05)
URBAN GOVERNANCE
STUCTURE OF URBAN
GOVERNANCE
The city, as has been presented in the previous chapters, may be broadly
be devided into the City area (AMC) and periphery within the ring road area.
The AMC functioning is governed by the the Bombay Provincial Municipal
Corporations Act, 1949 respectively and performs the obligatory and
discretionary functions as incorporated in the said Act. The periphery area
comprising jurisidiction of about 50 settlements are governed by the Gujarat
Municipalities Act and Gujarat Panchayat Act depnding on the status of the
settlement. These areas form part of the proposed urban development area of the
Developmnet Plan – 2011. In these areas are being developd for urban uses. At
present the infrastructure development in these areas is being planned and
executed under the overall supervision, guidance and conrol of AUDA. The
proposal is to evolve integrated system development and management. Hence the current
line of thinking is to extend AMC area to include these areas or form a
separate
municipal corporation.
This chapter outlines the present structure of the elected and
administrative wings of the municipal corporation and brings out the issues
related to management functions, operations and reforms.
74TH
CONSTITUTIONAL AMENDMENT
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.
The 74th Constitution Amendment Act has its essence in reforms and
building new systems in structural, functional and planning areas of municipal
management and capacity building. In conformity with the Constitution (74th)
Amendment Act, 1992, and its notification, amendments were carried out by the
Gujarat Government to the Gujarat Municipalities Act, 1963 and to the Bombay
Provincial Municipal Corporations Act, 1949. The provisions under the
Amendments are:
STRUCTURAL
- Provision for
regular and fair conduct of elections to municipalities by
statutorilyconstituted state election commissions.
- A 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.
- Constitution
of a Finance Commission, once in every five years to recommend to their
legislature, measures to improve the financial health of municipal bodies.
This includes
- Assignment of taxes, duties, tolls and fees
- Sharing of state revenues
- Grants-in-aid
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 in terests of the weaker sectionSns, promotion of
cultural, educational and aesthetic aspects have still not been devolved fully.
PLANNING
The absence of Metropolitan Planning Committees in
GOVERNING STRUCTURE OF AMC
The governing structure of AMC 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.
ELECTED WING
The city is divided into 5 zones with a total of 43 wards. Elected wing
consists of corporators elected by the citizens of AMC and the actual number of
councillors is related to the total population. At present the corporation
consists of 129 corporators elected from 43 wards. 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 two and a half years as per the newly
amended provision in the act.
Under the BPMC Act, the powers are vested with four distinct statutory
authorities of the elected wing, which are the General Body, Standing
Committee, Transport Committee and School Board Committee.
The General Board is the supreme body of the corporation and the mayor
is the chairman of the General Board for conducting its proceedings. Though he
is not vested with executive powers, as the first citizen of the city, he
commands a position of great prestige and honour.
The General Body appoints the mayor and the deputy mayor. It also elects
the members for the three statutory committees and 14 other committees. All the
policy decisions are taken by the Board. It approves the budget, sanctions
appointments and expenditure estimates sent by various departments. The Board
meet once every month.
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 15
Statutory Committees under AMC and is the most important and powerful
committee. Powers to sanction and award major works of cost over Rs 0.500
Million are vested with this committee. The committee has 12 members from the
elected councillors and is headed by a chairman elected from among its members.
The Standing committee meets once a week.
The other committees look after specialised functions of AMC and are 14
in number. Each of these committees has 12 members. These committees are
subordinate to the Standing Committee and any matter pertaining to them goes to
the board via the Standing Committee. These committees meet once every
fortnight.
1. Water Supply and Sewerage Committee
2. Roads and Building Committee
3. Health Committee
4. Town Planning Committee
5. Housing and Improvement Committee
6. Solid Waste Management Committee
7. Recreation and Cultural Committee
8. Hospital Committee
9. Legal Committee
10. Estate Management Committee
11. Octroi Committee
12. Tax Committee
13. Secondary Schools Working Committee
14. Staff Selection and Appointment Committee
ADMINISTRATIVE
WING
The municipal administration in
After 1994, significant changes were made in the administrative setup of
AMC 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 five zones viz. East, West, North, South
and 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.
The Municipal Commissioner is the administrative head of the executive
wing. The various Departments under him have been divided amongst 8 Deputy
Municipal Commissioners. This deputation of power has been done under Sec 45 of
the BPMC Act. Fig shows the organisational structure of the executive wing. As
mentioned above, the administration has been decentralised into five zones,
each of which is headed by a Deputy municipal commissioner. Apart from the
zonal functions of health and engineering they are also endowed with the
additional responsibility of coordination, guidance and policy decisions of city
functions as are listed below the various zones in Fig 10.2 There are three
Deputy Municipal Commissioners who are in charge of the central city functions
of Finance, Engineering and Solid Waste Management. No zonal responsibilities
have been given to them.
DECENTRALISED
ADMINISTRATION: ZONES and WARDS
During the last three decades, the city has expanded in all directions.
For administrative purposes, AMC area is divided into five zones. The zonal system
envisages decentralization of activities and having a more responsive
administration at the zone level. Each zone is headed by a Deputy Municipal
Commissioner who has the responsibility of health and engineering for the
respective zone. The Health Department at the zonal level is responsible for
food inspection, Branch License Permit, Vaccination, Birth/Death registration,
Family Planning. etc while the Engineering Department is responsible for
building new roads upto 60 ft, widening roads, repairs and recarpetting works,
constructing new buildings, maintaining municipal properties, sanctioning water
connections, carrying out repairs of water pipelines, removing encroachments
etc.
he zonal administration is further decentralised into wards. There are
altogether 43 ward offices headed by
Ward Officers. There are three major responsibilities at the ward level –
engineering, health and sanitation. Under the decentralised administrative
setup, the powers and functions at each level are clearly delegated to the
heads to discharge their functions adequately.
The ward offices are responsible for inspection of hotels, hawkers and
small shopkeepers from hygienic point of view, cleaning of public urinals,
collection, transportation and final disposal of solid waste, availing basic
details of the epidemic immediately to inform higher authority regarding disease controlling
measures etc.
RECENT MANAGEMENT
REFORMS
CONTINUOUS
MONITORING SYSTEM
Monitoring within AMC is done at four levels, namely, Corporation level,
Zone level, Ward level and on the field.
CLEARING DISPUTES
REGARDING PROPERTY TAX
Since 2001, ‘Lok Darbar’- a redressal system for property tax has been
set up. As discussed, the arrear collection performance is found to be very low
in Ahmedabad. With this new initiative, the citizens who had high arrears in
property tax were summoned and the dispute was sorted out. This initiative has
helped clear the arrears by sorting out the issues related to the assessments.
The Lok Darbar is functional at the zonal level and is presided over by
Zonal Head –Deputy Municipal Commissioner and the other tax officers. Due to
this initiative, an increase in 20% in overall collection was observed in
2001-02.
E-GOVERNANCE
For efficient management of the increasing administrative
responsibilities and the welfare activities, AMC has initiated a project on
E-Governance. A provision of Rs 50.000 Millions has been made for this project
for 2002-03 with the help of State Government. Under this project, following
tasks are being undertaken:
• To computerize Octroi posts not covered earlier.
• Increasing computerization in Financial and Property tax Departments.
• To link all zonal offices with each other by electronic media.
• Centralizing collection of property tax i.e. tax payment can be done
at any zonal office provided it falls under Municipal Corporation limits.
Salient features of E-Governance project
initiated by AMC in 2002:
• Under this project, 6 civic centres having 10 nodes each in zonal
offices (5 administrative zones and 1 in old down town –
• Grant is provided by Gujarat Informatics for Software part, of which
10.000 Millions is already sanctioned.
• Main sections incorporated under these are property tax, vehicle tax
and any other licenses like certificate of birth and death, plan approval from
T.D.O. Other sub-functions of the
system:
• Float tenders on-line.
• Budgets for the ongoing financial year
• To incorporate the current status of all infra structure projects.
• Setting up kiosks at all civic centres. Other special features of the project are:
• Operation and maintenance is to be done by AMC, 650 officials have
been trained by Microtec
• Total cost of the project is estimated to be 15.000 Millions to Rs.
20.000 Millions. This includes all hardware, software and total capital cost.
FACILITIES ONLINE:
Downloading of forms related to
Shops and Establishments,
- Property Tax
assessment,
- Water Supply
Connections,
- Land and
Estate,
- Birth and
Death Registration,
- Town
Development,
- Online
complaint lodging and status check of the central workshop complaints.
- Property tax
structure
- Status check
of one’s tenement’s outstanding property tax.
ISSUES
- Ward Committees non-existent: The 74th Amendment proposes setting up
of Wards Committees, comprising of elected councillors from the respective
wards. These committees have an advisory role. Their responsibilities
include setting priorities, general supervison, speedy redressal of common
grievances with respect to the essential services. Such committees, though
specified by law are non-existent.
- Lack of will and support in Implementation of the provisions of
74th Amendment Act: Though the Gujarat Municipalities Act and the
BPMC Act have been amended in line with the provisions of 74th
Constitutional Amendment Act actual devolution of 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 have not been done completely and the
state government exercises control over such functions. The absence of
Metropolitan Planning Committees 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.
- Sanctioning powers for major capital works: Sanctioning
powers and approvals of sanctions by divisional heads for major capital
works vests with Municipal Commissioner and political interference at this
level delays sanction.
- Multiplicity of Line agencies.: In addition to 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, State Highways and National Highways’
Planning and Design, Capital works of River front development, Monitoring
Pollution etc.
STRATEGIES
Strategies for effective Governance and Management of the city by the
Corporation have been formulated based on the additional functions and powers
that can be realised through Implementation of the provisions of 74th CAA.
- Drafting Bylaws to control Pollution: The
Corporation now is also responsible for controlling pollution in the city
apart from the Pollution Control Board. Hence the new powers vested on the
corporation shall be used to draft bylaws to regulate within the AMC
limits the discharge of industrial waste or sewerage into any water body;
the disposal of solid wastes into the water bodies etc. GPCB shall be
taken into confidence while drafting the bylaw.
- 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
operational requirements. This shall be done in consultation with the
staff and other “interested” actors. The programme shall include
innovative practices of service delivery and 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 based on the review of the various projects taken up at
various levels of the Corporation since the year when devolution of powers
is being practiced.
- Integrated planning with other line agencies involved: Other Line
agencies involved in the city’s management shall be taken into confidence
during the formulation/ preparation of various programmes and projects.
More importantly efforts are to be made to bring the peripheral areas
under unified urban governance system is necessary.
- Creation of Geographical Information System for the city: The
Corporation shall also develop a comprehensive Geographical Information
System 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 Private sector in service
delivery shall be kept in view and it shall be extended further to take up
certain capital projects identified under the City Development Planning
process. This shall be on BOT/ BOOT basis as per the requirements framed.
VISION AHMEDABAD
FOUNDATIONS FOR
VIBRANT AHMEDABAD
‘Vibrant Ahmedabad - Vibrant
The emergence of Ahmedabad as a trading and commercial hub was triggered
off by a strategic decision taken by its ruler Sultan Ahmed Shah in the year
1411. Sultan Ahmed, from whom the city derived its present name (its former
name being Karnavati), built a citadel and created the walled city. The
protection thus provided, encouraged trade and commerce, and the city soon emerged
as one of the main trade centres of medieval western
The city’s second phase of expansion was triggered by the formation of
its municipality in 1858, and the provision of railway link with Mumbai in 1864.
This phase saw Ahmedabad rising into prominence as an important centre of
textile manufacturing. Ahmedabad continued to be a commercial and manufacturing
hub till the 1970s.
Almost 40% of the dyestuff factories in
The city contributes more than the proportionate share towards the State
income. The city, which accounted for 8 percent of the total and 23 percent of
the urban population of the State, was estimated to have generated 17 percent
of the State income in 1995. This has also been increasing over time.
The slowdown in the textile sector since the 80s had its negative impact
on Ahmedabads’ growth. However, the situation is changing again, and Ahmedabad
is poised for multipronged growth today and certain directions of the same are
clearly visible.
Large investments in ports, particularly private ports, in
Several key high-growth industries such as textiles, pharmaceuticals and
natural gas are already firmly anchored in Ahmedabad. Also the industrial
centres around Ahmedabad, its traditional strength, are witnessing a
turnaround, to Ahmedabad’s advantage.
The traditional image of Ahmedabad with companies hesitant to launching
new products had been changing over the years. Ahmedabad is now one of the most
preferred destinations for opening retail outlets. A prime example being the
Tata Group’s retail arm,
Ahmedabad is not reputed to be a tourist destination. However, in
reality it offers visitors an adventurous destination packed with pleasant
surprises. The city has the distinction of having probably the largest range of
architectural monuments, from ancient examples of Hindu, Jain and Islamic
architecture to some of the finest examples of the Modern Movement, designed by
architects like Le Corbusier and Louis Kahn. With Mahatma Gandhi setting up the
Sabarmati Ashram in the city, Ahmedabad was also an important witness to the
Indian freedom struggle, and till date there are many sites of historical
significance.
Given these factors and the wide variety of festivals, traditional
celebrations and handicrafts, Ahmedabad has a huge realized potential of
emerging as a cultural hub and tourist destination.
Again, though the information technology wave bypassed Ahmedabad, the
city has the potential to become a hub for business process outsourcing (BPO)
services, given its strong academic and research base. With institutions such
as the Indian Institute of Management, National Institute of Design, Centre for
Environment Planning and Technology (
Finally, the completion of the
AMC ‘S TRACK
RECORD AND PHILOSOPHY
The confidence of the citizen stems from the fact, that the city
governments have proven their efficiency in delivering services. Over the
years, AMC has faced growth challenges effectively and provided urban services
at a level significantly higher than the national averages, making it one of
the top tier service providers in the country. Coverage levels in water supply,
solid waste collection and sewerage are well above national averages.
The recent focus on city transportation, encroachment removal and
cleanliness has been maintained with impressive improvements over the past.
More roads have been resurfaced, more encroachments removed and more solid
waste collected in the first three months of calendar year 2005 than in any
comparable period in the past.
AMC’s service delivery is matched by its high quality of governance, which
has set benchmarks for other municipal corporations in the country. AMC has
undertaken several novel initiatives including:
• Issuing municipal bonds: AMC was the first municipality in
• Implementing property tax reforms: Ahmedabad was the first large city
in
• Setting benchmarks in the areas of e-governance, slum improvement and
urban environmental improvement: The civic centres of Ahmedabad are a model in
egovernance, which has greatly
benefitted citizens. Not surprisingly, these models are being adopted by
several other cities.
• Implementing the public private partnership model in municipal
transport: This novel step, involving 220 environment-friendly CNG buses, led
to 33 per cent reduction in AMC’s operating costs. AMC intends to procure 180
more such CNG buses. AMC over the years has carried out reforms in different
areas viz. property tax, Egovernance and computerisation, etc. The next section
highlights the strength of AMC in undertaking these reforms.These steps are:
• Reform in Property tax by introducing area based property tax, thereby
preventing leakage property tax systems
• Introducing E-governamne
• Preparation of comprehensive City Development Strategy (CDS) with an
investment plan
• Private sector participation in solid waste management, street cleaning,
road maintenance, etc.
• Modernising Octroi collection system thereby preventing leakage in
octroi
• Improvement of systems – financial management, valuation of goods,
etc.
• Involvement of NGOs and CBOs
• Organisational restructuring and professionalisation of management –
lateral recruitment
• Utilisation of professional agencies for project execution 11.1.2
AUDA’s’ Achievements
• In its 26 years of its existence AUDA’s achievements, especially
during the past decade have been notable. Among several initiatives the
following are important: achievements
• Development Plans: AUDA has prepared two Development Plans as per
statutory requirement. Through its recent DP it released 65 sq.kms of area in a
planned way for development thus preventing haphazard growth and Rising land
prices. Special features were that Ad-hoc zoning policies have been done away
with, and DP did not resort to land reservations or acquisitions.
• Town Planning Schemes: An innovative local area planning tool,
effectively used by AUDA in its endeavour for growth management planning. It
proposed
•113 TP Schemes covering entire development area proposed for year the
first 10 years. 24 TPS covering 2410 ha have been prepared. 24 TPS have been
sanctioned: during 2001- 02. Further, 24 more TP Schemes (2680 ha) are
underway. Creating land bank for building infrastructure has been a major
feature of this tool. AUDA created Land-Bank worth Rs. 5000.000 Millions from
24 TP Schemes, which may be used as collateral for raising funds for
infrastructure development.
• AUDA Ring Road: A ring road which is 60m wide and 76 km long (four
lane road) along with amenities has been planned as part of DP proposal. Major
part of the road has been completed. Voluntary surrender of land by owners has
been a major landmark in urban development project implementation. This is in
anticipation of value appreciation anticipated by the land owner and their
confidence in the authority.
• Rejuvenating lakes, developing parks, completion of water supply
scheme, sewerage scheme provision for water recharge are some of the important
developmental works undertaken by AUDA in the recent past.
• Given these demonstrated capabilities the city embarked upon this
challenging task of transforming city into vibrant, productive and livable
city.
CITY ASSESMENT –
SUMMARY
An assessment of the city in terms of Strengths, Weaknesses, Threats and
Opportunities was carried out through consultations. The city has the following
to build on:
- The people of
Ahmedabad are known for their Entrepreneurship, Reputation of trust, and
hospitality. The labour issues are absent.
- The
governments, both the State and Local are known to be proactive,
relatively transparent and effective implementers.
- The city has
location advantages as it is one hour flying time to
- It has the
privilege to host world-class educational institutions (IIM, NID, CEPT,
MICA, ..).
- Rich History
and Cultural Heritage makes the place unique
- Despite
fluctuating fortunes of its industrial base, the city has emerged as a
vibrant city.
- Successfully
transformed itself from an image of being just a
- It is the
largest supplier of denim and one of the largest exporters of gems and
ewellery in the country.
- With its low
unemployment rate, reasonably balanced income distribution, and low ost of
living, the city has the reputation of LIVABLE CITY.
- Large number
of NRG,s
In this process of city building, poor english proficiency is some thing
which the state has ggressively act upon. It is a
- A Textile and
Apparel exports Hub
- A Design Hub
- A potential
agriculture export hub
- A Drug and
Pharma export hub
- A hub for
Biotech and PackagedFood
- An IT and
ITES Hub
- A Logistic
Hub
- A Technical
Education Hub
(Management, Design, Architecture and Planning,Pharmacy)
For a city which till recently was written off as an outgrown village, a
city of dying economy to transform itself to be an able competitor to be a
multisector specialty economy is a great achievement
THE VISION
Given these demonstrated capabilities of the city, its governments, the
conviction of the city and state government that infrastructure development,
proposed as part of this plan, will open up vast opportunities for the city
development and spur its growth, the city has embarked upon a major plan.
In continuation with Gujarat Urban 05 agenda, in line with the JNNURM
programme and the Vibrant Gujarat vision of the Government of Gujarat, the City
has conceived a seven-yearplan to ensure hundred percent delivery of basic
infrastructure services to the entire city spread over an area of 500 sq. kms.
and set the stage for a rapid growth in economy and the next generation of
services.
The city government defines its deliverables in terms of a tangible
impact on the lives of citizens. Its commitment extends beyond putting up and
running infrastructure facilities such as roads, water supply, schools and
hospitals. It believes, its job is to ensure that its citizens are educated and
healthy, and enjoy a good quality of life. This philosophy drives the efforts
outlined in this document.
Implementation of the plan entailing investments in key sectors like
water supply, sewerage, roads and bridges, will alter the face of Ahmedabad in
several significant ways. Ahmedabad will enjoy 100 per cent coverage and
assured quality and quantity of all core urban services by the terminal year
2012. The coverage is extended to the city as well as areas developing and
likely to be developed in the periphery. The boundary of identified development
area extends to Sardar Patel Ring Road covering an area of about 500 Sq. Kms.
In the years to come, the city can look forward to better social and
environmental infrastructure: with the improved level of coverage of core
services, the city plans to direct its spending and endeavors on the social and
environmental sectors, with special accent on education and health. The city’s
economic development would receive a fillip with these improvements planned by
AMC and AUDA to be implimnted with the support by the Government of India and
the Government of Gujarat.
SECTOR GOALS AND
STRATEGIES
To give shape to the vision for the city, the city governments have
drawn up concrete project plans for different sectors like water supply,
education, environment, health, employment generation, and social amenities.
The realisation of this through the medium of these projects promises to
transform Ahmedabad into a ‘vibrant city –a city of quality life’. and Growth
Management
The goal is to achieve
- A compact
city, coherent urban form with well designed public and green open space
- Conservation
of nature and heritage areas
- Integrated
development:
- Natural
Resources Conservation, Disaster Mitigation, Economic Development,
Infarstructre Plan, Landuse-Transport, Urban poor, Informal sector
- The
strategies include:
o The City has the history of adhering to formal planning process. Plans
have been prepared regularly and sanctioning done in time.
- Further for
smaller areas TPS have been prepared. Over 100 TPS at various stages of
planning/developmnet are marked below.
- Integrated
landuse-transport planning is envisaged as part of METRO project, BRTS
Project, Riverfront Project.
- A new
township between Amdabad and Gandhinagar is proposed.
- A Street
Vendor Policy has been drafted.
- A Slum Policy
has been drafted.
- Plans for
redevelopment of unused /vacant textile mill land is underway
CMT REPORT (Corruption, Money Laundering & Terrorism]
The Public Notice information has been collected from various sources
including but not limited to: The Courts,
1] INFORMATION ON
DESIGNATED PARTY
No exist designating subject or any of its beneficial owners,
controlling shareholders or senior officers as terrorist or terrorist
organization or whom notice had been received that all financial transactions
involving their assets have been blocked or convicted, found guilty or against
whom a judgement or order had been entered in a proceedings for violating
money-laundering, anti-corruption or bribery or international economic or
anti-terrorism sanction laws or whose assets were seized, blocked, frozen or
ordered forfeited for violation of money laundering or international
anti-terrorism laws.
2] Court Declaration :
No records exist to suggest that subject is
or was the subject of any formal or informal allegations, prosecutions or other
official proceeding for making any prohibited payments or other improper
payments to government officials for engaging in prohibited transactions or
with designated parties.
3] Asset Declaration :
No records exist to suggest that the property or assets of the subject
are derived from criminal conduct or a prohibited transaction.
4] Record on Financial
Crime :
Charges or conviction
registered against subject: None
5] Records on Violation of
Anti-Corruption Laws :
Charges or
investigation registered against subject: None
6] Records on Int’l
Anti-Money Laundering Laws/Standards :
Charges or
investigation registered against subject: None
7] Criminal Records
No
available information exist that suggest that subject or any of its principals
have been formally charged or convicted by a competent governmental authority
for any financial crime or under any formal investigation by a competent
government authority for any violation of anti-corruption laws or international
anti-money laundering laws or standard.
8] Affiliation with
Government :
No record
exists to suggest that any director or indirect owners, controlling
shareholders, director, officer or employee of the company is a government
official or a family member or close business associate of a Government official.
9] Compensation Package :
Our market
survey revealed that the amount of compensation sought by the subject is fair
and reasonable and comparable to compensation paid to others for similar
services.
10] Press Report :
No press reports / filings exists on
the subject.
CORPORATE GOVERNANCE
MIRA INFORM as part of its Due Diligence do provide comments on
Corporate Governance to identify management and governance. These factors often
have been predictive and in some cases have created vulnerabilities to credit
deterioration.
Our Governance Assessment focuses principally on the interactions
between a company’s management, its Board of Directors, Shareholders and other
financial stakeholders.
CONTRAVENTION
Subject is not known to have contravened any existing local laws,
regulations or policies that prohibit, restrict or otherwise affect the terms
and conditions that could be included in the agreement with the subject.
FOREIGN EXCHANGE RATES
|
Currency |
Unit
|
Indian Rupees |
|
US Dollar |
1 |
Rs.45.21 |
|
|
1 |
Rs.73.51 |
|
Euro |
1 |
Rs.64.76 |
RATING EXPLANATIONS
|
RATING |
STATUS |
PROPOSED CREDIT LINE |
|
|
>86 |
Aaa |
Possesses an extremely sound financial base with the strongest capability
for timely payment of interest and principal sums |
Unlimited |
|
71-85 |
Aa |
Possesses adequate working capital. No caution needed for credit
transaction. It has above average (strong) capability for payment of interest
and principal sums |
Large |
|
56-70 |
A |
Financial & operational base are regarded healthy. General
unfavourable factors will not cause fatal effect. Satisfactory capability for
payment of interest and principal sums |
Fairly Large |
|
41-55 |
Ba |
Overall operation is considered normal. Capable to meet normal
commitments. |
Satisfactory |
|
26-40 |
B |
Capability to overcome financial difficulties seems comparatively
below average. |
Small |
|
11-25 |
Ca |
Adverse factors are apparent. Repayment of interest and principal sums
in default or expected to be in default upon maturity |
Limited with
full security |
|
<10 |
C |
Absolute credit risk exists. Caution needed to be exercised |
Credit not
recommended |
|
- |
NB |
New Business |
- |
This report is issued at your request without any
risk and responsibility on the part of MIRA INFORM PRIVATE LIMITED (MIPL)
or its officials.