Rapid Baseline Assessment- Ranchi Draft Report - … Building for Urban Development... · PIU Project Implementation Unit RAY Rajiv Awas Yojna CMP Comprehensive Mobility Plan SLB

Ministry of Urban Development, Government of India

Capacity Building for Urban Development

Rapid Baseline Assessment- Ranchi

Draft Report

October 2013

CRISIL Risk and Infrastructure Solutions Limited

Ministry of Urban Development

[i]] Rapid Baseline Assessment – Ranchi – Draft Report


[ii]] Rapid Baseline Assessment – Ranchi – Draft Report

Certification

Report Prepared by CRISIL Infrastructure Advisory Team

Report Reviewed by Appeeji Parasher Brijgopal Ladda

Report Validated by Request for validation has been sent to nodal officer

1

1 Once the certificate is received from the ULB, the same shall be submitted to CBUD Cell


[iii]] Rapid Baseline Assessment – Ranchi – Draft Report

Abbreviations

RMC Ranchi Municipal Corporation

RRDA Ranchi Regional Development Authority

DWSD Drinking Water and Sanitation Department

JFD Jharkhand Forest Department

PT Property Tax

SBI State Bank of India

DEAS Double Entry Accounting System

HRMS Human Resource Management System

SWM Solid Waste Management

CA Chartered Accountant

BPL Below Poverty Line

ARV Annual Rateable value

O&M Operation and Maintenance

JTD Jharkhand Tourism Department

STP Sewage Treatment Plant

BSUP Basic Services for Urban Poor

IHSDP Integrated Housing and Slum Development Programme

DU Dwelling Unit

QPR Quarterly Progress Report

CBO Community Based Organization

NGO Non-Governmental Organization

DPC District Planning Committee

MPC Metropolitan Planning Committee

EWS Economically Weaker Section

LIG Low Income Group

GWD Ground Water Department

PIU Project Implementation Unit

RAY Rajiv Awas Yojna

CMP Comprehensive Mobility Plan

SLB Service Level Benchmark

MSL Mean Sea Level

GRDA Greater Ranchi Development Authority


[iv]] Rapid Baseline Assessment – Ranchi – Draft Report

JMA Jharkhand Municipal Act

GoJ Government of Jharkhand

DBOOT Design Build Own Operate Transfer

DTP District Town Planner

CEPT Centre for Environmental Planning and Technology

GIS Geographical Information Systems

UDD Urban Development Department

RCC Reinforced Concrete Cement

DPR Detailed Project Report

PPP Public Private Partnership

MLD Million Litres per Day

PWD Public Works Department

IT Information Technology

CMHO Chief Medical and Health Officer

ATP Assistant Town Planner

CEO Chief Executive Officer


[v]] Rapid Baseline Assessment – Ranchi – Draft Report

Contents

Certification ........................................................................................................................................... ii

Contents ................................................................................................................................................. v

List of Tables ......................................................................................................................................... 1

List of Figures ....................................................................................................................................... 4

1. Project Background ...................................................................................................................... 5

1.1 CBUD Project .......................................................................................................................... 5

1.2 Rapid Baseline Assessment ................................................................................................... 5

1.3 Brief Approach and Methdology .............................................................................................. 6

1.4 Methodology ............................................................................................................................ 7

2. Executive Summary ...................................................................................................................... 8

2.1 General information ................................................................................................................. 8

2.2 Municipal Governance ............................................................................................................ 8

2.3 Municipal Financial Management ......................................................................................... 11

2.4 Urban Service Delivery ......................................................................................................... 13

2.5 Urban Planning ..................................................................................................................... 17

2.6 Key Issues ............................................................................................................................. 18

2.6.1 Municipal Governance ..................................................................................................... 18

2.6.2 Financial Management .................................................................................................... 18

2.6.3 Urban Service Delivery .................................................................................................... 18

2.6.4 Urban Planning ................................................................................................................ 19

2.7 Capacity Building .................................................................................................................. 20

2.7.1 Muncipal Governance ..................................................................................................... 20

2.7.2 Financial Management .................................................................................................... 20

2.7.3 Service Delivery............................................................................................................... 21

2.7.4 Urban Planning ................................................................................................................ 21

3. Brief City Profile .......................................................................................................................... 23

3.1 City Profile - Ranchi .............................................................................................................. 23

3.2 Population trends .................................................................................................................. 24

4. Urban Governance ...................................................................................................................... 28

4.1 Existing Status....................................................................................................................... 28

4.1.1 Institutional Structure of RMC ......................................................................................... 28

4.1.2 Status of 74thCAA ............................................................................................................ 29


[vi]] Rapid Baseline Assessment – Ranchi – Draft Report

4.1.3 Status of MPCs and DPCs .............................................................................................. 30

4.1.4 Role of Parastatal Agencies in service delivery .............................................................. 31

4.1.5 Outsourcing of services ................................................................................................... 32

4.1.6 Assessment of human resource development in RMC ................................................... 32

4.2 Assessment of trainings and training programs .................................................................... 34

4.3 Status of citizens charter ....................................................................................................... 34

4.4 E-governance in Ranchi: Implementation status and working process ................................ 35

4.5 Indicators ............................................................................................................................... 36

4.6 Key Issues and findings ........................................................................................................ 37

5. Municipal Financial Management .............................................................................................. 39

5.1 Current Status ....................................................................................................................... 39

5.1.1.1 Municipal Accounting Rules ......................................................................................... 39

5.2 Municipal Finances ............................................................................................................... 40

5.3 Key municipal financial assessment – Indicators.................................................................. 45

5.4 Issues and Recommendations .............................................................................................. 46

6. Urban Service Delivery ............................................................................................................... 47

6.1 Water Supply ......................................................................................................................... 47

6.2 Sewerage .............................................................................................................................. 50

6.3 Solid Waste Management ..................................................................................................... 52

6.4 Storm Water Drainage .......................................................................................................... 54

6.5 Roads and Streetlights .......................................................................................................... 55

6.6 Housing and infrastructure for Urban Poor ........................................................................... 56

6.7 Recommendations for effective urban service delivery and capacity-building ..................... 59

7. Urban Planning ........................................................................................................................... 62

7.1 Urban Planning Functions and Reforms ............................................................................... 62

7.2 Existing practice for planning process .................................................................................. 62

7.3 Status of master plans and land use plans ........................................................................... 63

7.4 Issues .................................................................................................................................... 65

7.5 Recommendations ................................................................................................................ 65

7.6 Status of key reforms implementation ................................................................................... 66

8. Annexures.................................................................................................................................... 68

8.1 List of Reference ................................................................................................................... 68

8.2 List for officials met during 9th to 17th May 2013 ................................................................. 68

8.3 Minutes of Key Meetings ....................................................................................................... 70


[vii]] Rapid Baseline Assessment – Ranchi – Draft Report

8.4 Qualitative questionnaire ....................................................................................................... 74

8.5 Quantitative questionnaire .................................................................................................... 99


Rapid Baseline Assessment – Ranchi – Draft Report [1]

List of Tables

Table 1: Demographic Indicators for State/District/City in 2011 ........................................................... 24

Table 2: Population growth rate in city during last four decades ......................................................... 24

Table 3: General Information ................................................................................................................ 25

Table 4: Demographic Indicators for Ranchi: Populations totals .......................................................... 26

Table 5: Demographic Indicators for Ranchi: Populations Totals: Workers Data ................................. 26

Table 6: Status of 74thCAA in RMC ...................................................................................................... 29

Table 7: Roles and responsibilities of parastatals in Ranchi ............................................................... 31

Table 8: Outsourcing of urban services in Ranchi ................................................................................ 32

Table 9: Trainings attended by employees in UMC .............................................................................. 34

Table 10: Status of implementation of e- governance modules in UMC .............................................. 35

Table 11: Indicators: Public disclosure ................................................................................................. 36

Table 12: Snapshot of Income and Expenditure of RMC ..................................................................... 41

Table 13: Rates as per use of building for tax calculation .................................................................... 43

Table 14: Taxes imposed as a part of holding tax ................................................................................ 43

Table 15: Assessment of properties in city ........................................................................................... 44

Table 16: DCB Statement of Property Tax (crores) .............................................................................. 44

Table 17: Financial Indicators ............................................................................................................... 45

Table 18: Urban Service Providers in RMC .......................................................................................... 47

Table 19: Service provisioning in slums ................................................................................................ 49

Table 20: Service-level Indicators: Water Supply ................................................................................. 50

Table 21: Service provisioning in slums ................................................................................................ 51

Table 22: Service-Level Indicators: Sewerage ..................................................................................... 51

Table 23: Initiatives taken under JnNURM (Amount in lakhs and crores) ............................................ 52

Table 24: Service-level indicators: SWM .............................................................................................. 54

Table 25: Service-level benchmarks: Storm Water Drainage ............................................................... 55

Table 26: Service-level Benchmark: Roads and Street Lights ............................................................. 56

Table 27: Cost-Sharing for BSUP ......................................................................................................... 57

Table 28: BSUP – Existing status of project ......................................................................................... 59

Table 29: Comparative Land use Share in last three master plans of Ranchi ..................................... 64

Table 30: Land use share Master Plan ................................................................................................. 64

Table 31: JnNURM Reform Implementation status: Mandatory Reforms ............................................ 66



Table 32 JnNURM Reform Implementation status: Optional Reforms ................................................. 66

Table 33: Governing agencies .............................................................................................................. 89

Table 34: Outsourcing of urban services in Ranchi .............................................................................. 92

Table 35: ULB Key contacts.................................................................................................................. 99

Table 36: ULB Profile ............................................................................................................................ 99

Table 37: Workers details in ULB ......................................................................................................... 99

Table 38: Land use break-up .............................................................................................................. 100

Table 39: Housing status* ................................................................................................................... 100

Table 40: Financial Status................................................................................................................... 101

Table 41: Financial Status................................................................................................................... 101

Table 42: Loan Statement ................................................................................................................... 102

Table 43: Outstanding Debt Liability ................................................................................................... 104

Table 44: DCB Statement of Property Tax ......................................................................................... 106

Table 45: Sources of water supply ...................................................................................................... 106

Table 46: Details of Treatment Plant .................................................................................................. 107

Table 47: Storage reservoirs ............................................................................................................... 107

Table 48: Distribution .......................................................................................................................... 108

Table 49: Connection Details .............................................................................................................. 108

Table 50: Annual tariff for metered and unmetered connections ........................................................ 108

Table 51: O&M Expenses ................................................................................................................... 109

Table 52: Demand Collection Balance Statement for Water Charges ............................................... 109

Table 53: Cost Recovery ..................................................................................................................... 109

Table 54: Service level benchmarking ................................................................................................ 110

Table 55: Capacity Augmentation under JnNURM ............................................................................. 110

Table 56: Proposed Projects ............................................................................................................... 111

Table 57: Current system (Not Available) ........................................................................................... 111

Table 58: Capacity of STPs (Not Applicable) ...................................................................................... 111

Table 59: Service Charges (Not Applicable) ....................................................................................... 112

Table 60: O&M expenses (Not Applicable) ......................................................................................... 112

Table 61: Demand and Collection Balance Statement (Not Applicable) ............................................ 112

Table 62: Cost Recovery (Not Applicable) .......................................................................................... 113

Table 63: Capacity Augmentation under JnNURM (Not Applicable) .................................................. 113


Table 65: Service Level Benchmarking (Not Applicable) .................................................................... 113



Table 66: Current SWM service .......................................................................................................... 114

Table 67: Source-wise quantity of waste generation .......................................................................... 121

Table 68: Infrastructure for transportation of waste ............................................................................ 121

Table 69: Details of Disposal/landfill sites ........................................................................................... 122

Table 70: Tariff structure ..................................................................................................................... 122

Table 71: Demand and collection Balance statement ........................................................................ 123

Table 72: O&M expenses (lakhs) ........................................................................................................ 124

Table 73: Cost Recovery ..................................................................................................................... 124

Table 74: Initiatives taken under JnNURM (lakhs) ............................................................................. 124


Table 76: Service level benchmarking ................................................................................................ 125

Table 77: Present system ................................................................................................................... 125

Table 78: Initiatives taken under JnNURM ......................................................................................... 126


Table 80: Details of Roads .................................................................................................................. 127

Table 81: Investment in projects including those under JnNURM ...................................................... 128


Table 83: Zone-wise slum population ................................................................................................. 129

Table 84: Status of BSUP projects under JnNURM ........................................................................... 129

Table 85: BSUP: existing status of project ......................................................................................... 129

Table 86: Services to Slum areas ....................................................................................................... 131

Table 87: Training attended in the past one year ............................................................................... 132

Table 88: Trainings attended by employees in UMC in last four years ............................................. 133

Table 89: Training requirement ........................................................................................................... 133

Table 90: Status of mandatory reforms under JNNURM .................................................................... 134

Table 91: Status of optional reforms under JNNURM ........................................................................ 135



List of Figures

Figure 1: Rapid Baseline Study – Process mapping .............................................................................. 6

Figure 2: Existing Organizational structure of RMC and staff inadequacy .......................................... 28

Figure 3: Class-wise division of employees for sanctioned and filled posts ......................................... 33

Figure 4: Revenue Income and Expenditure in RMC ........................................................................... 42

Figure 5: Revenue Income sources ...................................................................................................... 42



1. Project Background

With growing population in urban areas in India, tremendous pressure has been put on key urban

services and service delivery mechanism at city/town level. In order to overcome these issues at ULB

level, Government of India (GoI) had launched Jawaharlal Nehru National Urban Renewal Mission

(JNNURM) to augment the capacity building of ULBs by implementing the projects and reforms across

the selected ULBs in India.

While there has been good progress in implementation of reforms at policy level at state and central

level. However, Institutional strengthening and capacity buildings initiatives are yet to be initiated in most

of the ULBs. Further, the service levels are not up to the mark in most of the ULBs. The need of the hour

is to focus on capacity building aspects at ULB level to improve the service delivery mechanism and

enhance the revenue improvement measures to make the ULBs self-sustainable.

1.1 CBUD Project

In order to give an impetus to reforms under JNNURM, the MoUD and Ministry of Housing and Urban

Poverty Alleviation (MoHUPA) had launched a new project called “Capacity Building of Urban

Development” (CBUD). The project had been launched with support from The World Bank. The project

has following three components:

1. Capacity Building for Strengthened Urban Management. This component is aligned with the

infrastructure and governance sub-mission of JNNURM and will thus support technical

assistance across the several urban management topics.

2. Capacities Building for Effective Urban Poverty Monitoring and Alleviation. These capacity

building initiatives are aligned with the basic services to the urban poor sub-mission. They reflect

the need for building information systems, sharing experiences, and designing strategies on

urban poverty alleviation.

3. Implementation Support. This component will support a national Project Management Unit

(PMU) for providing overall technical and managerial support during the implementation of the

Programme. The PMU will have a critical role in promoting and support the project.

Under the CBUD project, MoUD had initiated various studies such as preparation of CDPs, CSPs,

training needs assessment, transport related studies, reduction of non-revenue water related studies,

city and zonal support studies etc. In particular, the study on Rapid Baseline Assessment precedes all

these studies.

1.2 Rapid Baseline Assessment

In order to provide a baseline for project implementation & broadly identify the capacity gaps and training

needs, MoUD initiated the whole process with a Rapid Assessment of the status of the ULBs selected

for participation in the CBUD project.

The Rapid Baseline Assessment has majorly two-fold objectives,

Firstly to set up a baseline of the 30 cities. This baseline would be helpful for MoUD to monitor

the progress in the city under the CBUD programme in mid and long term and



Secondly to identify the capacity gaps in implementing the reforms and service delivery

benchmarks and identifying areas of intervention and the support to be provided to utilities.

The study targeted to cut across the four major interrelated aspects mentioned below:

1. Municipal Financial Management;

2. Municipal Governance;

3. Urban Planning and Land use; and

4. Urban Service Delivery.

To undertake this study, MoUD appointed CRISIL Risk & Infrastructure Solution Limited (CRIS) as

consultant to carry out rapid assessment for 30 selected ULBs across the county. As part of the study,

CRIS followed the scope of work as defined in the ToR.

1.3 Brief Approach and Methdology

The progress of implementation of the reforms and poverty alleviation programmes were taken into

consideration while studying each of the ULBs to gain an understanding on the quality and efficiency of

Urban Management mechanisms and to further propose interventions to enhance the ULBs

performance.

The four Functional Areas are interrelated and have significant impact on each other. Each of these

Functional Areas was dealt individually before they were integrated to realize the overall Goal of the

Project. A ‘Part-to-Whole’ approach was adopted to ensure clarity of tasks and activities proposed to

strengthen each of the Functional Areas. The flowchart below illustrates the overall framework adopted

to achieve the goal of the assignment at hand.

Figure 1: Rapid Baseline Study – Process mapping

Interventions leading to enhanced capacity of urban management

systems

Assessment of Municipal Financial System

Assessment of Urban planning

and land use

Assessment of Urban services delivery system

Assessment of Municipal

Governance system



1.4 Methodology

The following in brief step by step actions were taken to prepare the Rapid Baseline Report at City Level

Kick off meeting with MoUD

Desk Research

Questionnaire formulation (qualitative and quantitative)

ULBs/ parastatals visit and detailed discussion and data collection

Report preparation, expert review

Submission of the draft report to MoUD and City



2. Executive Summary

2.1 General information

S.

No.

Particular Details

1 Name of the City Ranchi

2 Key Economic Drivers Industries & Service sector based

3 Total Population (2011) 1,073,440 persons

4 Floating population (if any, in case of tourist cities) -

5 Total Slum Population 2,47,436 persons

6 Decadal Growth Rate (2001-11) 27%

7 Area of ULB 175 sq. km.

8 Density 6133 persons per sqkm

9 Literacy Rate 88.49%

10 Sex Ratio 920 females per 1000 males

2.2 Municipal Governance

General Information

S. No.

Particular Details

1 Formation year of the ULB Ranchi Municipal Corporation in 1979

2 No. of wards 55

3 Whether local body is in place

First election for municipal corporation took place in 2008 Second term elections for RMC were held in April-May, 2013 and the council has been formed

4 The city has following no. of citizen facilitation centres

None

5

The ULB has implemented the following acts

Right to Information (RTI)

Right to Service (RTS)

The Right to Information RTI) Act has been implemented The Jharkhand Right to Service (RTS) Act, 2011 has been notified

6 The ULB discloses following information to public

Status of building plan approvals and information regarding applications etc.

The contact details of the concerned officials for key services

7 Sanctioned Staff 1339 person

8 Actual Staff 707 person

9 Staff on contract 79 person

10 The recruitment of staff is governed by Jharkhand government rules



S. No.

Particular Details

11 The recruitment rules are of the following year

The rules are being updated by the state government as and when required.

12 The state has created Municipal Cadre No

13 The ULB has a training curriculum and has budgets for training

No. There is no specific training curriculum RMC has set up a Human Resource Development (HRD) cell under JNNURM which only keeps record of trainings in RMC

Transfer of functions (as part of 74th

CAA)

S. No.

12th Schedule Functions Status of Transfer and the name of

the agency/s responsible

1 Urban Planning including town planning Preparation of master plan - RMC. Implementation – RMC and RRDA

2 Regulation of land-use and construction of buildings RRDA

3 Planning for economic and social development RMC

4 Roads and bridges RMC

5 Water supply- domestic, industrial and commercial RMC and DWSD

6 Public health, sanitation, conservancy and SWM RMC

7 Fire services Jharkhand Fire Department

8 Urban forestry, protection of environment and ecology State forest department

9 Safeguarding the interests of weaker sections of society including the handicapped and mentally retarded

RMC

10 Slum improvement and up-gradation RMC

11 Urban poverty alleviation RMC

12 Provision of urban amenities and facilities – parks, gardens and playgrounds

RMC

13 Promotion of cultural, educational, and aesthetic aspects

RMC

14 Burials and burial grounds, cremations, cremation grounds and electric crematoriums

RMC

15 Cattle pounds, prevention of cruelty to animals RMC

16 Vital statistics including registration of births and deaths RMC

17 Public amenities including street lighting, parking lots, bus stops and public conveniences

RMC

18 Regulation of slaughter houses and tanneries RMC

Status of E-Governance Services

Sr No.

Module Status Remarks



Sr No.

Module Status Remarks

1 Property tax Implemented

Deployed the property tax module. Payments of PT can be done through SBI (State Bank of India) website for SBI users. (under ‘ Pay your municipal taxes’ head) SMS alert service has been started, through which the mutation status is sent to consumers.

2 Accounting In Process The financial transactions are single entry-based and recorded with Tally ERP’9 version software. DEAS has not been implemented.

3 Water supply and other utilities

Implemented Bills are generated and the department is connected to a single window cash counter. Online payment is available through the RMC website and the SBI website.

4 Birth and death registration

Implemented A computerized system of birth and death is in place. SMS alert service has been started to send status of approval/ rejection to the applicants.

5 Citizen’s grievance monitoring

Implemented A dedicated cell for Citizen’s grievance monitoring is in place and an online application system is in place for grievances.

6 Personnel management system

Implemented

A complete HRMS system has been designed in RMC thorough, ‘e-karamchaari’ module. The module features include generation of automated pay slips, computerized process of salary structure, leave management etc. Also, biometric attendance system has also been started.

7 Procurement and monitoring of projects

Yet to be initiated

Yet to be initiated

8 E-procurement Yet to be initiated

Yet to be initiated

9 Project/ward works In Process Only ward-wise general details are available on website. Information regarding ongoing projects has not been published on the website.

10 Building Plan approval

In Process Details of completed, pending and rejected applications are uploaded on the website.

11 Health programmes

Licenses Yet to be initiated

Yet to be initiated

Solid Waste

Management Yet to be initiated

Yet to be initiated

Particular Brief Details

Status of Citizen Charter

No separate citizen charter has been framed.

Public Disclosure RMC disclosed details of building plans approved application status etc. Schedule of drain cleaning is provided on website.

Grievance Redressal System

RMC has developed a public grievance redressal mechanism. The complaints can be registered online or through a phone on toll free number. The complaints registered are transferred to the particular department for their redressal.



Best Practices

RMC has designed a

2.3 Municipal Financial Management

Existing Status – Municipal Financial Management

S. No.

Particular Details

1 The accounting system in the ULB is

Cash based Single Entry System is in practice. RMC has simultaneously introduced DEAS from the year 2012-13 The migration to DEAS is still under process.

2 Balance Sheets are prepared up till the year NA

3 Valuation of assets completed up till 2006-2007

4 The asset register is managed on a (real-time/ intermittent) basis

Intermittent basis

5 Double entry accounting system is practiced on (real-time/ intermittent) basis

Intermittent. Migration to DEAS is under process.

6 The ULB has adopted the municipal codes of (NMAM/ State accounting codes/ others if any)

RMC has been following the Bihar Municipal Accounts Rules, 1928. Starting 2013-14, Jharkhand Municipal Accounts Manual 2012 has been put into effect.

7 Account codes are linked with budget codes (Yes/No)

Yes

8 Ledgers and other statements are maintained on (real-time/ intermittent) basis

Not prepared

9 Budget planning is done based on (past year’s data/ based on actual requirements)

Is based on past year’s data

10 Budget is prepared through a consultative process with various stakeholders

Yes.

11 Trainings that are being provided to the staff for the new accounting system

No trainings were conducted. The appointed CA carries out daily functions; staff has limited knowledge of DEAS and related system.

12 The ULB follows (post/ pre audit) Post audit

13 The accounts have been audited till NA

14 The ULB has a separate budgeting system for

No separate budget for water, sewerage and SWM

15 The ULB has

RMC has created a separate account for urban poor. All the grants and funds for the urban poor and slums is deposited in the account and parked as an escrow account. RMC has issued a notice to earmark funds on priority for the wards which have more than 70% BPL families.

16 Does the ULB has exposure to borrowings from

RMC has taken loans from various banks and financial institutions. It has also taken advances from state government



S. No.

Particular Details

17 The officials have undergone the following trainings

No trainings have been conducted.

Existing Status - Municipal Finance

S. No.

Particular Details

1 The ULBs Municipal Credit Rating has been “CCR B”- by CRISIL in the year 2008

2 Over the past five years, the Revenue Account has been in (surplus/ deficit)

Deficit

3 The key source of revenue receipts for the ULB is

Holding tax

4 The key area of municipal expenditure is Establishment expenses

5 The ULB levies property tax based on (ARV/ Unit Area method)

ARV

6 User charges are determined on the basis of The user charges are determined on Ad hoc basis; which is not sufficient to meet the existing expenditure.

Municipal Financial Indicators

S. No.

Indicators Value

1. Own revenues as a proportion of total revenue receipts (Rs 1982 lakhs/ Rs 3345 lakhs)

52%

2. Per capita own revenues (Rs 1982.60 lakhs/ 10.73 lakhs)

Rs 180

3. Non-tax revenues as a proportion of own revenues (Rs 1026 Lakhs/ Rs 1982 Lakhs)

51%

4. Per capita property tax demand (Rs 1,109 lakhs / 10.73 lakhs)

Rs 103

5. Coverage for property tax net (0.80 lakhs/ 1.90 lakhs)

42%

6. Property tax collection performance (Rs 692 lakhs/Rs 2597 lakhs)

26%

7. Water charges collection performance (Rs 129 Lakhs/458 Lakhs)

28%

8. Operating ratio (revenue expenditure/ revenue receipts) (Rs 2764 lakhs/ Rs 3345 lakhs)

0.82

9. Per capita O&M expenditure (Rs 1544 lakhs/ 10.73 lakhs)

Rs. 1400

10. Salary as percentage of Revenue Income (Rs 1219 Lakhs/ Rs 3345 lakhs)

36%

11. Salary as percentage of Revenue Expenditure (Rs 1219 Lakhs/ Rs 2764 lakhs)

44%

12. Staff per 1000 population (703/1073)

0.65



S. No.

Indicators Value

13. Debt Servicing Coverage Ratio (<=1.50) - (O.S+D.S / D.S)

NA

14. Debt Service Ratio (Max 25%) - (Debt/ Revenue income)

NA

2.4 Urban Service Delivery

Functions, Roles & Responsibilities

S. No.

Key Infrastructure Services

Planning and design

Construction/ Implementation

O&M

1 Water Supply RMC DWSD DWSD

2 Sewerage RMC DWSD DWSD

3 Storm Water Drains RMC RMC RMC

4 Solid Waste Management RMC RMC RMC

5 Urban Transport – City Bus Service

RMC, Jharkhand Tourism Department (JTD)

RMC, JTD RMC, JTD

6 Street Lighting RMC RMC RMC

7 Preparation of Master Plan/ Development Plan

RMC RMC, RRDA -

8 Housing for Urban Poor RMC RMC RMC

Other Information

S. No.

Particular Details

1A The ULB has prepared infrastructure master plan for

None

1B The ULB has prepared CSP in the year

No

2A DPR prepared for following infrastructure services

Water Supply

Solid Waste Management

Traffic and Transportation

Basic Services for Urban Poor

2B The ULB is looking forward to support the preparation of the DPR for

Storm Water Drainage

Under Ground Sewerage

3

Following are the safeguard (social and environmental) measures the ULB takes while planning for developmental projects

No specific measures are being followed. However, while preparing the DPRs for any projects, RMC or DWSD through its consultant considers the effect of the project on the social masses and the environment.

4A The ULB is aware and has put in Service Level Benchmarks (SLB) –Have been



S. No.

Particular Details

place formulated

Information System Improvement Plan (ISIP) - Not yet prepared

Performance Improvement Plan (PIP) - Not yet prepared

4B The ULB has taken initiative for following to increase the performance of SLB indicators

No specific initiatives have been taken by RMC.

5 The ULB has an internal legal department to deal with contractual issues (yes/ no)

Yes

6 The ULB is looking forward to support in preparing the DPR for the following projects

Storm water drainage

Roads

7

The ULB is planning or has experience of undertaking the following on PPP framework

Appointed agency for SWM on PPP basis

Proposed PPP in water supply and sewerage, DPR is prepared, under process of approval

Street lighting is outsourced on PPP basis

Service Delivery Indicators

S. No Indicator Value MoUD

Benchmarks

Water Supply Services

1 Coverage of water supply connections (29,327 HH connected with water supply network)/ 86,372 total HH)

33% 100%

2 Per capita supply of water (246 MLD supply / 10.73 Lakhs population)

229 lpcd 135 lpcd

3 Extent of metering of water connections (10,156 metered connection/ 29,327total connections)

34% 100%

4 Extent of Non-Revenue Water (234 MLD (clear water)- 135 MLD (Billed Water))/ 234 MLD (Clear water)

42% 20%

5 Continuity of water supply 4 Hours 24 hours

6 Quality of water supplied

NA 100%

7 Efficiency in redressal of customer complaints NA 80%

8 Cost recovery in water supply services (Rs 130 lakhs collection /Rs 3645 lakhs expenditure)

3.5% 100%

9 Efficiency in collection of water supply related charges (Rs 129 lakhs (collection)/Rs 458 lakhs (demand))

28 % 90%

Sewerage and Sanitation

1 Coverage of toilets (0 toilets connected to sewerage network+0.84 lakhs toilets have onsite system+ community toilets/1.11 properties)

77% 100%

2 Coverage of sewage network services

0% 100%

3 Collection efficiency of sewage network NA 100%



S. No Indicator Value MoUD

Benchmarks

4 Adequacy of sewage treatment capacity

NA 100%

5 Quality of sewage treatment

NA 100%

6 Extent of reuse and recycling of sewage

NA 20%

7 Efficiency in redressal of customer complaints

NA 80%

8 Extent of cost recovery in sewage management

NA 90%

9 Efficiency in collection of sewage related charges

NA 20%


1 Household level coverage of SWM services (1.95 lakhs properties covered with door to door collection/ 2.11 lakhs total properties)

92% 100%

2 Efficiency of collection of municipal solid waste (12300 MT waste collected in a Month/15000 MT waste generated in a Month)

82% 100%

3 Extent of segregation of municipal solid waste 0% 100%

4 Extent of municipal solid waste recovered

NA 80%

5 Extent of scientific disposal of municipal solid waste NA 100%

6 Efficiency in redressal of complaints (25550(Total complaints addressed in 24 hrs during year)/ 36500(Total complaint received during the year))

70% 100%

7 Extent of cost recovery in SWM services (Collection Rs 309 Lakhs / Rs 967 Lakhs of operating costs )

32% 100%

8 Efficiency in collection of SWM charges (Rs 310 Lakhs collected /906 lakhs demand)

31% 80%


1 Coverage of Storm water drainage network (182.72 km pucca drains/559 km total road network)

34% 100%

2 Incidence of water logging / flooding (Average during the monsoon period)

NA Zero

Roads and Transportation

1 Road area per capita NA -

2 Proportion of surfaced roads (504 Km surface roads/ 559 kms total road network)

90% -

3 O&M cost per kilometer of road (Rs per km) (Rs 134 lakhs/470 kms of road network maintained by RMC)

28621 -

Projects envisaged in CDP and Sanctioned Projects



S.

No.

Projects envisaged

under CDP

Estimated cost

(Rs in crores)

Sanctioned

Cost under

JNNURM (Rs

in crores)

Physical

Progress (till

March 2013)

Financial

Progress

(till March

2013)

1 Water Supply 293.00 288.00 45% 46%

2 Sewerage and

sanitation 488.00

DPR approval

under process - -

3 Traffic

&Transportation 1522.00 17.50 70% 60%

4 Storm Water

Drainage 160.00 - - -

5 Solid Waste

Management 109.00 51.00 45% 36%

6 Basic services for the

urban poor - 264.00 35% 22%

7 Heritage and

conservation 148.00 - - -

8 Disaster

management 3.30 - - -

Total 2723.30 620.00

Status of Projects under JNNURM/ UIDSSMT/ BSUP/ IHSDP

S. No.

Project

Approved Cost (Rs in crores)

Expenditure (till Dec 12) (Rs in crores)

Physical Progress

Amount Released as

on 31st

March 2013

(Rs in crores)

1 Water Supply

288.00 132.00

Survey has been done, work in process for pipeline. Pump houses etc. 45% work is completed as per QPR

13.24

3 Solid waste management

51.00 17.00

Selection of PMC-cum- Transaction Advisor completed. Work under progress. As per QPR, 45% work completed

20.55

Ranchi city bus service Project

17.50 6.43

70 buses have been purchased and plying started, tender for 30 buses is in process.

10.50

5 BSUP 263.00 20.38

Rehabilitation of 1792 ( 20%) individual dwelling units and 856 group housing units (45%) has been completed.

108.64

Total 619.50 175.81

152.93

Urban Poor



S.

No. Particular Details

1

Does the city have a separate department for

addressing the issues and implementing

programmes for Urban Poor

No

2 The CBOs/ NGOs are active in participative

planning for urban poor No

3 Mapping of slums It is in progress

4 Status of slum-free action plan under RAY In process

5 Broad initiatives for urban poverty alleviation

RMC is currently implementing projects under

Basic Services for Urban Poor (BSUP) project

and Rajiv Awas Yojna (RAY).

Also, ‘Raen Basera’ – a temporary group

shelter for roadside dwellers in 11 areas of the

city with provision of free night stay is in

process

6 The following projects are taken in collaboration with NGOs/ CBOs

So far no projects have been taken up with

NGOs/ CBOs

2.5 Urban Planning

S. No.

Particular Details

1 Agency responsible for preparing master plan

RMC

2 Is the master plan of the city prepared, if yes till what planning period

Yes. Till year 2037

3 Is DPC or MPC in place Yes. DPC is in place. MPC has not been constituted till date

4 The following studies have been carried out by the utility

City Development Plan (year 2007)

Prefeasibility study for sustainable transport interventions in Ranchi

5 Any form of support envisaged by ULB to prepare or monitor such studies discussed above

Yes. Support required in preparation of CMP and slum-free action plan of Ranchi

6 The status of key urban planning-related reforms

Streamlining building plan approval process – Ranchi Planning Standard and building bye-laws 2002 in place.

Rain water harvesting - RRDA building rules and bye-laws are in place

Bye-laws for reuse of recycled waste water - Yet to frame the bye-laws

Earmarking of the land for EWS and LIG.- As per provision in the Jharkhand Municipal Act 2011


[18] Rapid Baseline Assessment – Ranchi – Draft Report

2.6 Key Issues

2.6.1 Municipal Governance

Transfer of functions in true spirit is yet to take place and the existing staff and officers needs to

be trained to provide these services. The functions like forestry, fire services, education and

public health are still handled by the parastatals.

RMC is facing serious staff shortage at administrative and technical levels and is highly

dependent on external consultants and contract employees to cary out the day to day activities.

Government of Jharkhand has issued a notice to terminate the Class IV cadre posts after their

retirement. RMC will face further staff crunch because of this order and will have to recruit staff

on contract basis.

Trainings conducted till date was not relevant to the current working of the staff or were too

difficult to comprehend by the staff.

Awareness for municipal act and JnNURM reforms within the staff is not satisfactory.

There is a shortage of necessary infrastructure such as computers to handle the work load

Training needs and assessment and training curriculum not prepared

RMC has implemented various standalone e-governance modules but Integration of these

standalone modules with state-level frameworks will be a major challenge.

2.6.2 Financial Management

RMC is highly dependent on grants from State government. Grants and advances constitute

around 50% of total revenue of RMC.

The financial capacity of RMC has been restrained because of the huge outstanding debt of Rs.

108 crores towards state government and other financial institutions.

Lack of technically qualified staff affecting the work efficiency of the department. RMC is highly

dependent on external Chartered Accountant for preparation of books of accounts on DEAS

whereas the clerical staff in accounts section lacks knowledge of book keeping, budgeting

system and new accounting manual.

RMC has migrated to DEAS from 2012-13; however, both single entry and double entry are

running simultaneously

RMC is facing challenge in assessment of new properties and revaluation of the existing

properties.

Properties covered under the Chhotanagpur Tenancy Act (CNT Act) are affecting the

implementation of holding tax and water charges on these properties.

2.6.3 Urban Service Delivery

Water supply

Project execution is carried out by DWSD while providing connections and billing and collection

is taken care by RMC. Jurisdiction specific information would be important for decision making

and future planning once the function is completed transferred to ULB.

There is a lack of coordination within DWSD, RMC and JPCB



Depleting ground water levels has been reported by GWD; however RMC has continued to grant

permissions for digging of new tube wells.

Acute shortage of staff has led to delay in meter reading and distribution of bills

No data is available for Non-revenue water

Generally, trainings are attended by senior staff, however, the knowledge transfer and training of

other and ground staff should be ensured.

Sewerage

Ranchi does not have an underground sewerage system.

Overflowing of septic tanks and waste water on roads create insanitary conditions

The condition of service provisioning in slums is adverse. More than 61% of the households in

slums practice open defecation while only 21% have individual/group toilets that are connected

to septic tanks

Solid waste management

SWM has been outsourced to an external agency on PPP basis; however the agency has not

been able to fulfil the contractual obligations due to staffing and finance issues

Health department does not have sufficient number of sanitary inspectors to monitor the delivery

of services

Due to lack of staff, RMC has not been able to monitor the on performance of the external

agency or check on quality of service provided by these agencies. This has affected the overall

accountability of the outsourced agency towards the citizens’ issues.

There is no segregation of garbage, and no proper disposal system has been employed

The garbage is disposed off and no recycling mechanism is in place

Storm water drainage and roads

There is no database with RMC on the existing condition of drainage system in the city

Existing drains have worn out, are deconstructed, or choked due to silting. Also, there are no

covered drains in the city

Absence of sewage system has led to direct discharge of raw sewage into the storm water

drains

Urban poor

RMC does not have a separate cell for urban poor.

RMC hoes not have sufficient staff to work on slum projects - Only JNNURM PIU staff is working

on BSUP and RAY projects

Due to objection from registered property owners and unwillingness to relocate; BSUP project

was divided into two types: individual dwelling units for self-owned registered properties and

group housing for slums on government lands and other private lands. This process has

substantially delayed the project.

Identifying land for housing projects is a challenge

Others

It has been observed that the regular staff is highly dependent on PIU staff of JnNURM cell for

implementation of reforms and projects.

Most of the key services and skillsets are outsourced.

There is no orientation on the O&M planning of the assets.

2.6.4 Urban Planning

RMC has limited role in preparation of master plan



Urban planning functions have been transferred to RMC but there is no clarity among staff on

managing the function

No mechanism to monitor the implementation of reforms at ULB level

Lack of staff and in-house capacity to prepare the master plans/land use plans

In absence of sector level plans, haphazard development continues within the prescribed land

use in master plan

Limited stakeholder’s consultation

2.7 Capacity Building

2.7.1 Muncipal Governance

The State government needs to look into the redundancy in the CNT Act, which is affecting

almost all the functions of the ULB.

Institutional study is required for streamlining the transfer of functions under the 74th CAA. Also,

handholding support to be provided by parent department during transfer of functions to RMC.

Business process reengineering study needs to be conducted to assess the gaps and staffing

requirements.

Training needs assessment study needs to be carried out and the annual training curriculum and

calendar should be based on the same.

Assessment of training requirements for staff and development of in-house training facility

Imparting the trainings to staff on applicable laws, rules, monitoring of projects and also day to

day activities

Necessary infrastructure like computers should be provided for effective implementation of e-

governance

Although Ranchi has made good progress in e-governance, however, it should be supported

further for other important modules such as e-procurement and waste tracking system.

Citizen charter needs to be created with required details. Support in this area and reference to

other model citizen charters shall be useful.

2.7.2 Financial Management

A separate dedicated department for holding tax needs to be created - new verticals and special

committees to be created and equipped with adequate staff for assessment and billing purpose.

A study needs to be conducted for reviewing the existing user charges for water and sewerage;

and assess the true potential of user charges. Measures suggested as part of the study can be

implemented through handholding support.

Basic computer literacy trainings need to be imparted to both technical and non-technical staff.

Also, handholding support is required for accounts staff for migration to DEAS and

understanding of Accounts manual.

To ensure complete migration to the DEAS, a monitoring plan needs to be put in place along

with rigorous trainings and manpower deployment (if needed)

Further RMC requires assistance in:

a. Restructuring of budget and preparation of templates for performance and outcome

budgets



b. DEAS system, data entry of the vouchers and preparation of balance sheets as and

when required

c. Listing of assets and carrying out asset valuation

Training on asset management and valuation should be central to all departments. Model Asset

Management tools and valuation models can also be explored in the long run.

Handholding support is required in preparation of separate budgets for water, sewerage and

urban poor

2.7.3 Service Delivery

Key Areas of Capacity Building

Planning and Implementation

As per RMC officials, support and training is required for understanding of bid process

management, preparation of tender documents, coining of tender conditions, finalization of

amount for bid security and performance security; and taking up of proposed sewerage and

drainage projects through PPP route

A study/survey needs to be carried out to capture the database regarding existing service levels

in the city.

Support and trainings are required in using statistical tools like CPM/PERT. Also, support in

required for development and updation of MIS for project implementation and monitoring.

Support is required in development of robust software for project monitoring and implementation

Support for special trainings and emphasis on social and environmental safeguard measures

would be useful for ULB officials.

Adequate support in the area of meter management plan and NRW reduction pilot study should

be useful.

Operation and Maintenance

Increased coordination is required between RMC, DWSD and other project execution

parastatals

Support is required in understanding project life cycle and developing project management skills

Support is required for separate budget estimation for operation and maintenance of services

Support is required for creating awareness amongst citizens regarding cleanliness and effective

SWM

Support is required in implementation of SLB, ISIP and PIP and concept of cost recovery

A structured training schedule needs to be planned and trainings should be imparted in

sequence from basic information to complex issues

Regular trainings are required for improving understanding of municipal act, laws, reforms and

other government programmes

2.7.4 Urban Planning

The master plans need to be reinforced to control unauthorized encroachments along the

riverside as well as in fringe areas.

RMC needs to establish a task force consisting of representatives of civic and government

bodies for preparation of master plans and zonal level plans. This shall help in addressing the

local level issues and streamlining the plans with the ground realities.



Support is required in developing in-house capacity to prepare zonal level and sector level plans

at the ULB level. Also, a proper mechanism needs to be laid down and bye laws neds to framed

for effective implementation of the same.

Support is required in framing the bye-laws for reuse and recycle of waste water



3. Brief City Profile

3.1 City Profile - Ranchi

Ranchi is said to be the first settlement of the aboriginal tribes Munda and Oraon, and was ruled by the

Nag dynasty for centuries. It was invaded by the Moguls in 1772 and later on became the summer

capital of the British Empire. The city had played a significant role in the freedom struggle of India. Mr.

Birsa Munda, who is a famous agrarian revolutionary, hails from Ranchi.

On 15th November 2000, Jharkhand was carved out as a separate state from Bihar and Ranchi city

became the capital of the new state. The city is located in the Kanke block of the Ranchi subdivision in

Jharkhand on the southern part of the Chotta Nagpur plateau and is at an altitude of 600 MSL. Ranchi is

referred to as the "City of Waterfalls", due to the presence of numerous large and small waterfalls. The

city is well-connected through roads, railways and airways. The Birsa Munda Airport of Ranchi has direct

flights from major cities.

Ranchi, which was originally a small town in the 1960s, has grown into a million-plus city in the past two

decades. The city witnessed multi-fold development which was triggered by the establishment of some

of the major private and government industrial units of the country. Ranchi is blessed with rich mineral

resources for which it is also known as the “Manchester of the East.” With the presence of six industrial

areas, it has become an integral part of the industrial setup of the state of Jharkhand along with

Jamshedpur and Bokaro. The city homes a

large number of small, medium and large-

scale mining and engineering industries.

Being the capital city of Jharkhand, major

government departments and offices are

situated in Ranchi. Ranchi has some of the

most prominent education institutes of

India. There are four major universities and

26 colleges in the city including IIM Ranchi,

BITS Mesra, etc. Ranchi is also the centre

for healthcare for Jharkhand.

Ranchi City has expanded on its northeast

and southwest sides, engulfing adjacent

small towns and rich agriculture land;this is

exerting pressure on the ecology causing

deforestation and loss of cropped area. The

growth in infrastructure has not been able

to keep up with the pace of growth in

population, resulting in disequilibrium in the level of development of the municipal wards.



3.2 Population trends

Ranchi has been one of the fastest growing cities in India, having witnessed a growth rate of more than

85% in the last four decades. The city has acted as a growth pole in Jharkhand, similar to when it was a

part of Bihar.

Jharkhand had been predominantly a tribal-dominant and rural state, with more than 75% of its

population living in villages and more than 40% constituting its tribal population (Census 2011). There

are 24 districts in the state, of which the Ranchi district has the largest population.

As per Census 2011, the total urban population in Ranchi district is 1,257,340 while that in Ranchi city is

1,073,440. Hence it is evident that Ranchi city is contributing to more than 85% of the district’s total

urban population. With a growth rate of 26% in the last decade, Ranchi attained the status of being one

of the only two million-plus cities in the state in 2011.

Table 1: Demographic Indicators for State/District/City in 2011

Indicators Jharkhand Ranchi District Ranchi City

Urban Population 7,929,292 1,257,340 1,073,440

Sex Ratio 947 950 920

Literacy % 67.33 % 77.33 % 88.49 %

Density /sq km 414 557 6129

Source: Census 2011

The city witnessed considerable population influx during the period 1961-1981, primarily because of its

tremendous potential for development as an industrial and commercial centre. Ranchi is strategically

located on the Chota-Nagpur plateau of ‘the South East Resource Region’ which is the richest coal-steel

belt of India. For this reason, GoI had established the offices of the National Coal Development

Corporation (NCDC) and Hindustan Steel Ltd. in Ranchi and has also set up manufacturing plants and

townships of Heavy Engineering Corporation (HEC). The HEC townships alone added a population of

55,663 people during the decade 1961-1971.

Table 2: Population growth rate in city during last four decades

Source: Census, CRIS analysis

Ranchi has now become the second million-plus city in Jharkhand. However, due to the limited land

resource in the city, the population density has increased substantially from 4,840 to 6,133. Again, the

overall growth rate has reduced in the past four decades. The new master plan has proposed an

extension of the city boundaries. Also, to reduce the increasing pressure on Ranchi city, GRDA has

proposed another city adjacent to Ranchi which would act as a bipolar city to Ranchi. It would also

Year Population

(Person) Increase (Person)

Decadal Growth Rate %

1961 1,40,253

1971 2,55,551 1,15,298 82%

1981 4,89,626 2,34,075 92%

1991 5,99,306 1,09,680 22%

2001 8,47,093 2,47,787 41%

2011 10,73,440 2,26,347 27%



neutralize the city’s burden on infrastructure. However, the proposed outgrowth and urban sprawl would

require the administrative and institutional set-up to be strengthened and to also define the jurisdictional

areas.

The high density of population concentrated in the city’s centre lay a burden on the housing conditions.

The fact that approx. 88% of the workers of the city are main workers shows that stable employment

opportunities may lead to further population growth. On the other hand, approximately 24% of the city

population resides in slums. These slum-dwellers comprise auto-rickshaw drivers, construction workers,

factory workers, domestics, etc. The city currently is facing a situation of inadequate infrastructure. To

cater to the horizontal spread of the city, its infrastructure needs to be adequately provided for and

upgraded.

Table 3: General Information

No. Indicator Input data Case –Ranchi Indicator Value

Demographic Profile

1 Population Density

1. Current Population 2. Town Area

1,073,440 (Census 2011)

6129 Person / Sqkm

2 Decadal Population Growth Rate

1. Census Population (decade wise)

1971 2,55,551

1981 4,89,626

1991 5,99,306

2001 8,47,093

2011 10,73,440

Growth rate %

1981 91.60

1991 22.40

2001 41.35

2011 26.72

3 Literacy Rate,

1. No. of Literates-Census Year 2. Census Population

Effective Literacy rate : 88.49% (2011Census)

4 Sex Ratio 1. No. of Males / Females-Census Year 2. Census Population

920 females per 1000 males (2011Census)

5 Workforce participation rates

1. No. of main workers, marginal workers and non-workers – Census Year 2. Census Population

Census year Main Marginal WPR%

1971 44,741 600 17.74%

2001 1,98,577 25,614 26.14%

6 Occupational structure

1. No. of primary, secondary and tertiary workers – Census Year 2. Census Population

Census year

Primary Secondar

y Tertiary

Total workers

1971 3,399 9,128 32,214 45,341

2001 3,579 5,298 1,89,700 2,24,191

7 Migration trends

1. No. of in-migrants and out-migrants – Census Year ; Migration tables, Census

Data not available

8 Vulnerable population (SC / ST)

1. No of SC / ST – Census Year; Census Population

As per 2001

As per 2001 Population Percent to

total

SC population 38,641 4.56%



No. Indicator Input data Case –Ranchi Indicator Value

ST population 1,73,915 20.53%

9

Household information

1. No. of households, Census 2. Size of household, Census 3. No. of occupied residential houses, Census

Data as per 2001 Number of Households: 144877 Household Size: 6

Slum Characteristics

10 % Slum Population

1. Current Slum Population 2. Current Town Population

2,47,436

1,073,440

23.05%

11 % Houses in Slums

1. Slum Houses (No of slum settlements

Data not available

Table 4: Demographic Indicators for Ranchi: Populations totals

Indicator 2001 2011

Total Population (Persons) 847093 1,073,440

Male Population (Persons) 450727 559,031

Female Population (Persons) 396366 514,409

Sex Ratio 880 920

Population Density (per sq km) 4840 6133

Total Literates (Persons) 616006 841,652

Male Literates (Persons) 353478 459,317

Female Literates (Persons) 262528 382,335

Effective Literacy Rate (%) 84 88.49

Percent to total population (%) 31.92 23

Source: Census 2001, Master Plan Ranchi 2011

Table 5: Demographic Indicators for Ranchi: Populations Totals: Workers Data

Indicator 1971 2001

Total Workers in City (Persons) 45341 224191

WPR 17.74 26.14

Total Main workers (Persons) 44741 198577

Percentage to total 98.68 88.57

Total Marginal workers (Persons) 600 25614

Percentage to total 1.32 11.43

% To total workers 98.68 88.57

Primary (Persons) 3399 3579




Indicator 1971 2001

Secondary (Persons) 9128 5298


Tertiary (Persons) 32214 189700


Source: Census 2001, Master Plan Ranchi 2011



4. Urban Governance

4.1 Existing Status

4.1.1 Institutional Structure of RMC

Ranchi Municipal Corporation (RMC) was established on September 15, 1979 by merging the erstwhile

Ranchi Municipality, Doranda Municipality, and the Ranchi-Doranda joint water board. RMC is the

governing body for a municipal area of approximately 175.57 sq km in the city. The municipal area of

Ranchi has been divided into 55 wards. From the formation of RMC, till 2013, only one municipal

election has been held. Prior to that, there was no elected body and all the decisions were taken by the

Executive Officer. The first election for municipal corporation took place in 2008 as per the Jharkhand

Municipal Act, 2006 (now Jharkhand Municipal Act, 2011). The elections for the second term in RMC

were held in April-May 2013 and a council has been formed.

Figure 2: Existing Organizational structure of RMC and staff inadequacy2

Source: CRIS

2 Abbreviations used in the figure:

CE: Chief Engineer; SE: Superintending Engineer; TA: Technical Assistant; Ex En. : Executive Engineer; A En: Assistant Engineer; CAV: Chief Assessment and Valuation Officer CAO: Chief Accounts Officer CHO: Chief Health Officer; CTP: Chief Town Planner



The elected body in the corporation comprises councilors, ward committees, zonal committees, standing

committees, and the council. Sections 15, 24, 34, and 49 of the Jharkhand Municipal Act, 2011 states

the process of formation of the elected body.

As per the Act, the councilors are the elected members from the wards. The ward committees constitute

of representatives from the area sabhas while the zonal committees are formed by two or more

terrestrial wards. The standing committee comprises chairpersons of zonal committees, while the council

constitutes of Mayor, Commissioner, the standing committee chairperson, and councilors from each

ward. The Mayor heads the elected body and the Commissioner is the administrative head of the

corporation.

4.1.2 Status of 74thCAA

As per the 74th CAA, the first state finance commission (SFC) of Jharkhand was constituted in 2004 and

submitted its draft urban report in 2009. The second SFC has not been constituted yet. However, the

Jharkhand Municipal Act, 2011 (JMA, 2011) states that the recommendations of the State Finance

Commission (chapter 11, section 97) has been implemented in the urban local body.

As per the 12th schedule of the 74th

CAA, all the 18 functions have been transferred to the urban

local bodies through the Jharkhand Municipal Act, 2011. However, at RMC, actual implementation is

still not in place, and many core functions are yet to be initiated. Of the 18 functions described as core

functions in the Act, nine have not yet been initiated; four functions have been taken up and

others are still in progress.

The major reasons for non-implementation and delay is lack of adequate technical and administrative

staff in RMC, limited financial and resource mobilization potential of RMC, and unawareness in officers

about core functions as mentioned in the Act. In the absence of adequate staff, most of the services

have been outsourced. Functions like education, health, land regularization, fire services, and urban

forestry have been taken up by parastatals.

A brief on the functions that have been transferred to the ULBs under the Jharkhand Municipal

Act, 2011 and their implementation status in UMC follows.

Table 6: Status of 74th

CAA in RMC

Functions Transfer status under Jharkhand Municipal Act, 2011 Section and Sub Section

Current Status in RanchiMunicipal Corporation

Urban Planning including town planning

Chapter 8 , section 70 subsection 1(C)

The core functions are implemented by RMC. For the master plan, RMC and GRDA are the implementing agencies. Preparation of the master plan has been outsourced to an external consultant.

Regulation of land use and construction of buildings

Transferred Chapter 8, section 70 (1,A)

Actual implementation has not taken place. The task for maintaining the land use regulations and facilitating land use conversions are currently done by the Greater Ranchi Development Authority (GRDA).

Planning for economic and social development ;

Transferred Chapter 8 , section

Actual implementation has not taken place.



Functions Transfer status under Jharkhand Municipal Act, 2011 Section and Sub Section

Current Status in RanchiMunicipal Corporation

public health, sanitation, conservancy and SWM

70 subsection 1,C, (viii ; x ) [sector wise functions]

The functions for social welfare and public health and sanitation include the running of health care centers, hospitals etc. which are currently being maintained by the Health Department. The Act states that schools and other education centers shall be run by RMC; however there are no municipal schools under RMC limits. The education department which is a state-owned body is the authority responsible for the same.

Roads and Bridges Transferred Chapter 8 , section 70

RRDA and RMC undertake the construction of roads; large infrastructure projects are undertaken by RRDA.

Public health, sanitation, conservancy and SWM; fire services, urban poor and slum up-gradation; provision of parks; vital statistics etc

Transferred Chapter 8 , section 70 subsection 1,A, ( i to viii ) and C ( i to xii)

The functions have been transferred and their implementation is in progress at separate department levels in RMC.

Fire Services, Urban forestry, Promotion of cultural, educational, and aesthetic aspects, Cattle pounds, Urban poverty alleviation, etc.

Transferred Chapter 8 , section 70 subsection 1,A, (I to viii ) and C ( i to xii)

Actual Implementation not taking place. Fire services are undertaken by Fire Department of Ranchi Urban forestry is under ‘Van Vibhag’, (Forest Department) of Ranchi. For other functions, no initiatives have been taken.

Source: CRIS Analysis

4.1.3 Status of MPCs and DPCs

Under the provision of Article 243 ZD and Article 243ZE of the Constitution of India, the District Planning

Committee (DPC) was constituted in Ranchi district in January 2012. The members of the DPC are

representatives from Panchayati Raj Institutions (PRI), block development officers, councilors from

wards, and a nominated member from the state. The Jharkhand Municipal Act 2011 details the

representation of the municipality in the election of the DPC. At present, as the elections are going on in

the corporation, the council has been dissolved for re-election.

However, in Ranchi, the DPC has not been functionally active and has played a very limited role

in the implementation of development plans or in the space of urban planning. As on date, only

two meetings have been held. It has been acting more as a mediator body which transfers Backward

Region Grants (BRG) funds released by the state government to the corporations and other bodies.

Furthermore, a notification was issued in RMC for the constitution of a MPC after the general

municipal elections; however, the MPC has not yet been constituted.



4.1.4 Role of Parastatal Agencies in service delivery

The urban institutional setup in Ranchi comprises several agencies that are responsible for provisioning,

and operations and maintenance of urban services in the city. RMC is the primary civic body for the city

municipal area. The other departments that are involved in providing urban services are: Drinking Water

Supply and Sewerage Department (DWSD); Greater Ranchi Development Authority (GRDA), Jharkhand

Pollution Control Board (PPCB); Public Works Department (PWD), and Ranchi Regional Development

Authority (RRDA).

RMC is also the implementing agency for storm water drainage and solid waste management. DWSD,

which is a state department, also supports the implementation of sewerage and water supply projects in

the city. The other departments are involved as per their areas of jurisdiction.

Table 7: Roles and responsibilities of parastatals in Ranchi

S.No. Urban

Infrastructure Service

Planning and

Design

Construction/

Implementation O&M

Policy making

Regulation

1 Water and Sewerage

RMC DWSD DWSD

RMC

GoJ

DWSD

RMC

2 Solid Waste Management

RMC

RMC

(External Consultant)

RMC


RMC RMC

3

Storm water drainage

RMC RMC RMC RMC RMC

4 Street Lighting

RMC

PWD

RMC


RMC


RMC RMC

5 Urban Poor Settlements

RMC

RMC


RMC GoI

GoJ

GoI

GoJ

6 Urban Transport

RRDA

RMC

JTD3

RMC

JTD JTD

RRDS

JTD

RRDA

JTD

7 Environment Protection

JPCB4 ;

JFD5

JPCB ; JFD JPCB ; JFD JPCB ; JFD

JPCB ; JFD

8 Roads

NHAI6

PWD

RMC

NHAI

PWD

RMC

NHAI

PWD

RMC

RRDA ,PWD

NHAI

PWD

Source: CRIS analysis

3 JTD: Jharkhand Tourism Department

4 JPCB : Jharkhand Pollution control board

5 JFD: Jharkhand forest department

6 NHAI : National Highways Authority of India



4.1.5 Outsourcing of services

In the absence of adequate staffing, RMC has also outsourced external consultants for the provision,

operation and maintenance of services. The Jharkhand Municipal Act 2011, [Chapter 8, section 70 (1)]

prescribes that a municipality can either own or arrange to provide through any agency to fulfill its core

functions. Accordingly, solid waste management has been outsourced for 30 years on Design Built Own

Operate and Transfer (DBOOT) mode contract to an external agency; street lighting is also operated by

an external agency; other services such as sewerage and drainage and planning for Rajiv Awas Yojana

(RAY) slum-free city are proposed to be outsourced.

It has been observed that due to the absence of adequate technical staff in RMC, dependency on

external consultants and agency has increased. Also, due to the lack of administrative officers in each

department, RMC is also lagging in proper monitoring of service delivery and functioning of the external

agency.

Table 8: Outsourcing of urban services in Ranchi

Outsourced Services External Agency and status of work

Solid Waste Management ‘A to Z Service LTD’ on PPP mode for 30 years (DBOOT basis)

Street Lighting ‘Bright Neon Sign Pvt. Ltd’ responsible for operation, maintenance and installation of street lights.

Water Supply Drinking Water And Sanitation Department (DWSD ) working as external agency for execution of water supply

Sewerage and Drainage ‘Maendhart‘ , Prepared DPR for PPP in sewerage and drainage , sanctioning of projects is under process

BSUP ‘IPE Global Limited, Delhi’ is hired by RMC for construction dwelling units under BSUP

RAY HUDCO ,has been proposed to undertake Slum Free City Plan

Source: RMC

4.1.6 Assessment of human resource development in RMC

Staffing Structure

The administrative and engineering wings together constitute 25 sections in RMC; some of these are:

Engineering, Town Planning, Revenue, Accounts, Water Board, Law section, Health and Sanitation, IT,

JnNURM, Establishment, Najarat, Dangerous Trade and Secrecy. These sections have been further

grouped to form 8 wings - Accounts, Town Planning, Water Board, Health, Revenue, Law and

Engineering. The existing posts in these departments can be divided into four categories on the basis of

the functions they perform:

Administrative & Managerial Category: Municipal Commissioner and statutory officers of the departments, Superintending Engineers, Administration officers, etc.

Technical & Supervising Category: Assistant Officers, Executive & Assistant Engineers, Revenue Officers, Health officer, Revenue and Sanitary Inspectors

Subordinates & Office Assistants: Upper and Lower division clerks (UDC, LDC), office assistants, computer operators, stenographers, GIS operators, etc.

Skilled and unskilled workers: Cleaners, fitters, plumbers, drivers, sweepers, helpers, peons, etc.

It has been reported by RMC that they have been facing severe staffing issues over the last few years.

The number of sanctioned posts in 1979, at the time of the establishment of the council, was 1,339. On



the one hand, there has been no increase in the number of sanctioned posts and on the other side; the

number of vacant posts has increased due to retirements. At present, the total number of filled posts in

RMC stands at 707. The Jharkhand Municipal Act 2011 has prescribed 13 new posts in the officers and

statutory category, but new recruitments have not been carried out.

Of the occupied 707 posts in RMC, 93% of the employees belong to 3rd

and 4th

class of employees.

Furthermore, the Government of Jharkhand has issued a circular (UDD circular no. 1532 dated 10/4/10)

to the effect that all the fourth-grade posts would be surrendered after the end of the service term of the

employees and would be outsourced on contract basis.

A JNNURM section has been established in RMC with 14 contracted employees to fulfill the reform

implementation process. For many posts, employees have been appointed on contract basis or

outsourced.

Figure 3: Class-wise division of employees for sanctioned and filled posts

Source: CRIS analysis

The limited number of Class II (technical heads) and III (subordinates) officers has increased the burden

on the existing staff and is directly affecting the urban service delivery mechanism in the city. The

revenue section has limited personnel for carrying out assessment, distribution, and collection of

revenue and is thus unable to raise the full demand for all the properties within RMC. Of the sanctioned

14 technical posts, only 2 are filled. There are two assistant revenue officers and 60 tax collectors in the

department. (Only ten posts have been sanctioned, whereas 50 tax collectors have been appointed on

contract basis).

The staff of RMC lacks basic computer knowledge which is affecting the generation and maintenance of

a proper database of all records. Lack of staff in the Accounts Department is exerting tremendous

pressure on the working and financial management of the department. This has delayed the migration

from cash-based accounting to the Double Entry Accounting System (DEAS).

Furthermore, there are many employees who are handling multiple charges; e.g., the DTP7 of RMC

holds additional charge in RRDA; the office superintendent has additional charge of a revenue officer.

Also, as new employees cannot be recruited by RMC on a permanent basis without the approval of the

standing committee, many contract-based employees have been recruited for the posts of computer

operators, assistants, etc. The total number of Class Three-sanctioned posts is 103, but e 164

employees are working at present. The corporation has sent a requisition to the state government to

sanction additional 87 new posts for the department, which are presently held by either some deputed

officers or by contracted employees.

7 District Town Planner



The following figure depicts the inadequacy in staffing in the major departments of RMC. The blank

boxes denote the posts that are sanctioned but lying vacant. It is evident that the administrative

posts and technical posts in the major departments are vacant. Important departments like the

water board, engineering, town planning, accounts, and revenue and health section do not have chief

officers.

4.2 Assessment of trainings and training programs

RMC currently does not have an in-house training facility and hence the trainings are conducted through

external agencies. RMC has appointed CEPT University, Ahmadabad for imparting regular trainings to

its officials on a quarterly basis. The last training session conducted on city sanitation was attended by

all the ward counselors’ and statutory officers in the city. In the last one year, 9 trainings have been

conducted through external agencies. Also, a human resource (HR) in-charge has been appointed as

part of the JnNURM cell who coordinates with the agencies and also keeps a track record of the

trainings that have been conducted in RMC. The Municipal Act does not prescribe any specific HR policy

and no separate HR policy has been framed in the corporation. The details of trainings conducted are

given below.

Table 9: Trainings attended by employees in UMC

Field Details of Training Programme Conducting Agency Year

Computer Basics

Handholding to e- governance and computer basic

In-house by IT section of RMC 1 hour daily for 2 weeks , in evenings

2007

Urban Governance Good urban Governance for Safe, Healthy, Green and smart cities

CEPT University , Ahmadabad

2011

Urban Service delivery

PPP training MoUD

Change Management for Achieving continuous water supply for urban areas

In house training CEPT University , Ahmadabad

Slum Development Rajiv Awas Yojna Training RCEUS

2012

Municipal Law Municipal Bill’2011

ASCI Transaction Law

Urban Planning

GIS Based land use planning In house trainings CEPT University , Ahmadabad

City Sanitation Plan

Training Programme in Urban Planning& management

Workshop, CEPT University , Ahmadabad

Source: RMC

4.3 Status of citizens charter

RMC has not yet drafted a separate citizen’s charter or prescribed any service delivery mechanism for

consumers. A citizen’s grievance toll-free number (1800) is maintained by RMC. A public Grievance

and Redressal System for each department of the corporation is active since 2007-08 on RMC’s

website. Citizens can raise their grievances online or through telephone or by visiting the office in

person. A registration number is generated as soon as a complaint is filed online. The e-governance



section then transfers these complaints to the respective departments. The consumers can track the

status of their registered grievances online. For each department, the complaints are addressed as per

the time required. For example, if there are no major faults, the street lighting issues are covered in one

to two days. It has been observed that in RMC, ‘m-governance’ is more prevalent than ‘e-governance’,

especially in SWM services. As most of the services are outsourced, the complaints are sent to the

respective agencies to redress, which sometimes also delays the process. Absence of an adequate

citizen’s charter affects the services and creates unwillingness in people to pay the user charges / taxes.

4.4 E-governance in Ranchi: Implementation status and working process

The IT section at RMC was set up in 2003-04. The department has been responsible for designing,

operating, and maintaining the e-governance modules. The department also handles all other IT-related

works of RMC, including the management of website, daily computer-related works, etc. RMC has not

prepared a municipal e-governance design document and has also not carried out a Business Process

Re-engineering exercise.

The Jharkhand government has prepared a module – ’E-district’ through Tata Consultancy Services

(TCS) which shall be integrated with modules in other urban local bodies in the state. Currently, E-district

is being rolled out for birth and death registration and licensing. However, there are integration issues

due to which the implementation of the same has been delayed. Also, the Jharkhand State Application

Centre (JSAC) was appointed to carry out the GIS mapping of all the properties in the state; however,

due to capacity constraints, the project has not been completed.

RMC has currently implemented 5 out of the 11 e-governance modules and 2 are under progress.

The IT Department coordinates with other sections of RMC for data collation on a daily basis. The hand-

holding workshops for e-governance were conducted by RMC in state training centers where all the

officers were introduced to the basic software and the working methods which were to be followed. To

train the RMC personnel who did not possess basic computer knowledge, an innovative method

was devised. The staff was made to play computer games every day in the evening, to become

conversant with and to bring in ease in handling computers. Gradually, they were trained

alongside for data entry and other software features. However, the RMC staff requires a series of

training sessions to understand the working of each module after their implementation.

The IT department has 12 computer operators for data entry and processing. There is one software

programmer who works as the administrative head and also designs and operates the modules. The

department also directly deals with the public to tackle day-to-day issues. The lack of administrative and

technical posts for programmers in the IT section acts as a constraint on the capability of designing and

implementation of other modules.

The status of implementation of the e- governance modules is as follows.

Table 10: Status of implementation of e- governance modules in UMC

Module Name Current Status Remarks

Accounting Under progress The module has not been fully implemented. The financial transactions are single entry-based and recorded with Tally ERP’9 version software. DEAS is not implemented.

Property Tax (PT)

Completed Implementation includes MIS generation, preparation of bills, posting of demand generation, etc.




For consumer services, RMC has initiated online payment for property tax, and calculation of tax online. Payments of this tax can be done through the SBI (State Bank of India) website by SBI users. ( under ‘ Pay your municipal taxes’ head)

SMS alert service has been started, through which the mutation status is communicated to consumers.

Birth and Death Completed The implementation includes online availability of registration forms and detailed registration procedure, current year information on birth and deaths’. Also, SMS alert service has been started to communicate the status of approval/ rejection to the applicants.

Licenses Not Initiated The tracking and registration of licenses is done manually. The module has not been designed as yet.

Citizens’ Grievance

Completed Includes recording of complaints, dispatch to respective departments, redressal status, etc.

Procurement and Monitoring of Projects

Not initiated. Only the tender notices of more than 50 lakh rupees are displayed on the website. The rest of the work is manually done by the respective department.

Building Plan Approval

Under Progress. Details of completed, pending and rejected applications are uploaded on the website.

Personnel Management System

Completed A complete HRMS system has been designed in RMC through the ‘e-karamchaari’ module. It includes automated pay slips, a computerized process of salary structure, leave management, etc. A biometric attendance system has been started.

SWM Tracking system

Not Initiated SWM services are provided by external consultants .The implementation of the module depends on coordination with them.

Water Supply and Other Utilities

Implemented Bills are generated and the department is connected to a single-window cash counter. Online payment is available through the RMC website and the SBI website

Source: RMC, CRIS analysis

The e-governance system has helped RMC in streamlining its working methods. The implementation of

biometric attendance system has helped in tracking the regularity of employees and has increased the

accountability amongst the employees. Computerization of birth and death registration and online

payment of property tax have benefitted the consumers. Because of online bill payments, the collections

have also got affected. E–governance has created a database of the information and records of RMC.

Hence, arrears in property tax and water can be now generated.

4.5 Indicators

Table 11: Indicators: Public disclosure

Indicators Inputs

Transparency/ Disclosure

Forum for community participation Public disclosure

No initiative in RMC has been taken in this regard. The approved budgets are not published online for public viewing. Only updates of meetings regarding sanctioning of buildings are published on the website.



Indicators Inputs

Progress reports to the community on municipal projects and program

Systems for dealing with Procurement, Compliance, Risk Management, Financial Reporting

Source: RMC

4.6 Key Issues and findings

Staff crunch: RMC is facing critical staff crunch on the administrative level and in technical

posts. There are many employees who are handling multiple charges. Also, inadequacy in

staffing has increased work pressure on the existing employees. The functioning of the

departments (especially accounts, revenue, and engineering departments) gets adversely

affected due to staff crunch, and is leading to considerable delays in project implementation.

Dependency on contracted employees: As per the guidelines of JNNURM, RMC has

constituted a 14-member JNNURM PIU team who are appointed on contract basis for the

implementation of reforms. However, instead of assimilating the reforms in day-to-day working of

RMC and handholding the staff, the JnNURM cell has been made accountable for the fulfillment

of reforms. For example, accounting reforms like application of DEAS and budgeting are

undertaken by contracted personnel in the cell. However the core accounts department staff of

RMC possesses very little knowledge of accounting reforms. It also puts a question on the

accountability of the contracted employees.

Termination of posts in RMC: Furthermore, the state government has passed a notification for

terminating the Class IV posts after their retirement. However, to maintain continuity of civic

services, RMC would be required to fill the terminated post by recruiting employees on on

contract basis. .

Outsourcing of services: For implementation of the 74th CAA, 18 functions listed under the 12

th

schedule have been transferred to RMC under the Jharkhand Municipal Act 2011. Though these

functions have been transferred on paper, due to staff inadequacy, most of the services have

been outsourced to external agencies. Lack of technical staff has increased the dependence of

RMC on these agencies and lack of administrative staff affects monitoring of the quality of

services delivered. The major functions have been undertaken by the state government

departments (forestry, fire services, education, public health, etc), while there is limited clarity

with regard to the functions of RMC.

Benefits of e-governance and innovative in-house IT training: The implementation of e-

governance in RMC has not only streamlined the working process but also generated a

database for property tax, water connections, and demand etc. to a certain extent. Though data

is still not adequate, the situation has improved to a certain extent.

Biometric attendance: The initiation of the ‘e-karamchari’ module has helped in maintaining a

check on the regularity of employees and has also increased the accountability amongst the

employees. A commendable practice has also been initiated by the IT department to train the in-

house staff on the basics of computer and database generation by making computers user-

friendly through games and other exercises.

Requirement of adequate staffing and proper citizen’s charter for effective urban

services: It has been observed that the foremost priority in RMC to be addressed as an issue is

to curb inadequate staffing. The monitoring and administrative posts have to be filled to check



urban service delivery. A proper citizen’s charter is also required to be framed to check the

quality of service. It would also affect citizens’ willingness to pay their charges and taxes.

Trainings for capacity-building: The training curriculum and programs should be planned and

structured sequentially. The objective of the trainings should be first to improve the basic level

knowledge and thus increasing the difficulty level.. Project monitoring, urban service

management and costing are some of the areas that require handholding support.

Following are the prominent issues regarding trainings that have been imparted to the RMC staff and possible interventions for capacity building:

The training sessions in the RMC have not benefitted the staff. The general feedback on the

trainings is that the issues discussed in these sessions are either irrelevant or too complex for

the employees to comprehend.

RMC has set up a JnNURM cell wherein employees have been outsourced to undertake and

manage the projects that are taken up under JnNURM. However, employees from the core

departments do not possess knowledge of the reforms. Handholding training sessions to the

staff are required whereby they will be able to monitor the progress of the works done.

Most of the staff does not have basic computer knowledge. Workshops and training regarding

GIS and complex software should be first preceded by workshops on computer skills.

The trainings conducted by an external agency add to the knowledge of the person undertaking

it, but it does not affect the day-to-day working of RMC. The requirement of in-house, regular

training sessions has been felt among the staff. Also, trainings or workshops for project

management, financing and monitoring of urban services are required.

In the accounts section, accounting reforms and day-to-day functions of book-keeping,

preparation of balance sheets, budget statements, etc. is handled by one person who is

appointed under the JnNURM cell on contract. An in-house handholding session to the staff of

the core accounts department regarding DEAS, accounting methods, and budgeting would be

helpful.



5. Municipal Financial Management

5.1 Current Status

5.1.1.1 Municipal Accounting Rules

The accounts department in RMC administers the finances of RMC as per the Jharkhand Municipal Act,

2011 (erstwhile Jharkhand Municipal Act, 2006). The accounts department is headed by the Chief

Accounts Officer and has a staff of one cashier and two assistants. The JnNURM Performance

Improvement Unit (PIU) cell that has been set up by RMC has one chartered accountant who assists in

the reform implementation process of the corporation.

5.1.1.2 Process of Budget preparation

The budget for each financial year is prepared as per the Jharkhand Municipal Act, 2011 (sections 108

to 111). The following stages can be deciphered that are involved in the preparation and sanctioning of a

budget in RMC:

Preparation of separate budgets: A notification is sent by the CEO to all the departments of

RMC for the preparation of separate income & expenditure statements and estimates, generally,

in October. The notification gives a brief of all the heads which should be included in the

preparation of separate budgets. The department has to submit separate budgets to the

accounts department within 15 days of the notification.

Internal meetings: Separate budgets prepared under each department are discussed in ‘budget

compliance’ meetings, held on fixed days of every month till February (generally every first

Wednesday).

These meetings are attended by the officers of each department – the superintending engineer,

chief financial officer, financial advisor of RMC, finance officer from the JnNURM cell, and

section officers from the water board, engineering section, and market section.

Based on the previous years’ income and expenditure trend, the investments and income and

expenditure are projected for the current year. The report is compiled and finalized by 31st

December.

Submission to UDD: The draft budget estimate is submitted to the Urban Development

Department (UDD) for its inclusion in their budget preparation by 31st December every year.

Sanctioning by council and standing committee: The estimated budget is submitted to the

standing committee, with an annual report and a budget report on subsidized rates of services.

The estimate and the reports have to be submitted by 15th February every year.

After the budget is sanctioned by the standing committee, the budget is sent to the council for

approval. The standing committee may from time to time, suggest changes as required for

grants by the state government. The involvement of the public representatives in budget

preparation happens only at this stage.

Submission to State government: With the approval of the standing committee, the council

sanctions the budget and submits it to the state government.

The sanctioned budget along with State’s approval on grants and loans is sent back to RMC by

15th March every year.



5.1.1.3 Organizational Structure of Account Department and Staffing

The Accounts Department in RMC has seven sanctioned posts which include one accounts officer, one

assistant accounts officer, two cashiers, and two clerks. However, only three posts are currently filled.

There is no assistant accounts officer. Hence, all the work from administration to implementation and

monitoring the work of the clerks is done by one employee. RMC has appointed one CA on contract

under the JnNURM cell to comply with the requirements of JnNURM accounting reforms. Hence, limited

staff acts as a deterrent for carrying out the day-to-day activities of accounts department. The accounts

staff requires handholding support in understanding the recently adopted accounts manuals; basics of

double-entry based accounting system, etc. All the daily accounting functions are handed over to one

employee of the JnNURM cell. Hence, the reform implementation has got delayed.

5.1.1.4 Accounting System

RMC maintains its financial accounts primarily on the cash-based and single entry system. The double

entry accrual-based system was introduced in 2012-13. From 2008, RMC has been following the Bihar

Municipal Accounts Rules, 1928. An agency was appointed by the Urban Development Department

(UDD), Ranchi to prepare the accounting manual as per the JnNURM guidelines. The agency has

prepared the Jharkhand Municipal Accounts Manual 2012 which shall be put into effect from 2013-14.

The manual is divided into two parts: Account and Finance Rules 2012 and Accounts preparation

guidelines. The A notification has been issued to the corporation and other local bodies regarding

compliance to these rules in general accounting by the UDD of Jharkhand.

Preparation of P-Budget

Under Section 105 of the Jharkhand Municipal Act, 2011, it has been prescribed that every municipality shall constitute a separate fund called the ‘Basic Services to the Urban Poor Fund’ for the purposes of delivery of basic services of the urban poor, including the inhabitants of slum areas.

The budget compliance meetings of RMC, held on 30th

October 2012 for the budget of 2012-13, issued a notice to create a separate account in a nationalized bank for the urban poor. All the grants and funds for the urban poor and slums would be deposited in that account and kept as escrow account.

The bank account for the urban poor, called ‘basic services for urban poor’ has been opened by RMC.

However, the P-budget is still under preparation. A notice to first include funds for the wards which have

more than 70% BPL families has been made. Currently, the budget involves separate heads in each

section for services to urban poor.

Municipal Credit Rating

The corporate credit rating of RMC was done by CRISIL in 2008 as part of the JnNURM programme. The rating assigned to RMC was CCR B-.

5.2 Municipal Finances

The section provides an overview of the finances of RMC. It narrates the status of revenue sources of

RMC and expenditure avenues. For this purpose, the financial statements of RMC have been analyzed

for the financial year 2010-11 to the financial year 2012-13.

5.2.1 Overview of Municipal Finances of UMC

The status of RMC’s finances can be characterized by low revenue and high service obligations. The

corporation is dependent on the state government for revenues. This receipt of grants from the state



government has been very volatile. The quality of the revenue expenditure is adverse with limited

expenditure on repairs and maintenance. The own tax revenues are majorly from property tax,

registration and licenses. More than 92% of the revenue expenditure is on establishment.

For the assessment of the municipal finances of RMC, the budgets and loan statements were provided

by RMC. The actual income-expenditure statements for 2012-13 have not been prepared yet. An

analysis has been carried out for the period 2009-10 to 2011-12.

Table 12: Snapshot of Income and Expenditure of RMC

Items ( in crores) 2009-10 2010-11 2011-12 CAGR

Revenue Account

Income 18.82 27.55 33.46 33%

Expenditure 24.17 27.97 27.65 7%

Surplus/ (Deficit) -5.35 -0.42 5.81 4%

Capital Account

Receipts 159.32 40.49 80.11 -29%

Payments 15.69 94.62 47.83 75%

Surplus/ (Deficit) 154.32 -54.14 32.28 -54%

Deviation between budgets and actual (crores)

Income

Total Budget estimate 313 380 368

Actual Income 209 53 114

Expenditure

Total Budget estimate 352 529 512

Actual 416 617 893

The key highlights of the financial performance of RMC are presented in the sections below :

5.2.2 Revenue Income

The revenue income of Ranchi has increased considerably in the last three years. From Rs.18.81 crores

in 2009-10, it has increased to Rs. 33.45 crores.

The major sources of revenue income in RMC are:

o Taxes: Holding tax (that includes general property tax, water tax, toilet tax, and education and health

cess) and employment tax

o Non-Tax: Registration charges (on hotels, slaughter houses, rickshaws, dangerous trades, and pet

animals) and fees (building registration and permissions, notices and warrants), market income,

SWM user charges, bank interest

o Grants: State government’s grants (for salaries, repair works on water supply lines and public

utilities)



Figure 4: Revenue Income and Expenditure in RMC

A major share in the revenue income is the state government’s grants. Of the total revenue

income in 2011-12, grants constituted 40% of the total revenues. In 2009-10, grants amounted

to Rs. 9.64 crores which increased to Rs. 13.63 crores in 2011-12. However, the revenue grants

are not assigned and continued to be volatile.

These grants have been received for payment of salaries to the employees, but the quantum

and timing is ad hoc. Of the total grants received from the state government, 65% is for salaries.

The other areas where the state government’s grants are utilized include repair of public utilities

and water supply connection lines (which amount to approx. 22% of the total grants received).

Since, 2003-04, RMC stopped getting the share in the taxes collected against surcharge on

stamp duty. The other sources of revenue receipts from the state government are health and

education cess, which are collected as a part of property tax. RMC is required to refund the cess

to the government; however it has been retained by RMC. This has created an additional liability

towards the state government.

The revenue income from own sources has also increased from the past years. This is because

of the increase in holding tax collection and rent on municipal properties (market sources). In

2011-12, own sources of revenue were Rs.19.82 crores, which is 52% of the total income.

Figure 5: Revenue Income sources

Holding tax is the major source of tax revenue. Holding tax collected in 2009-10 was 70% of

the total tax revenue; it has gone up to 83% in 2011-12. The introduction of an online

billing and payment system can be a possible reason which contributed to a growth in

the overall holding tax collected. Tax collected in 2011-12 was Rs.6.59 crores. ( Refer section

3.3.2)



In the last three years, financial performance in revenue generation of RMC has also improved.

The collection of newly introduced solid waste management charge has helped in marginally

improving the revenue collections of RMC.

5.2.3 Levy of tax on land and buildings

As per the Jharkhand Municipal Act, 2011, a holding is defined as land held under one title or agreement

and surrounded by one set of boundaries. The Act prescribes the collection of holding tax, as per

Chapter 17, section 151 (subsection 4 to 9). Holding tax in RMC is collected as per the annual rental

value. The calculation of rate under ARV method depends upon the following: classification of holdings,

type of holdings and usage of holding. Classification of holdings is done as per the following

criteria:

1. Location of the holding

Holding in Zone -1 (over bridge to Shaheed Chowk)

Holding on Zone -2 (Rest all)

(As per the Act, these zones can be changed at intervals).

2. Use of the holding

Purely residential,

Purely commercial, i.e., shops, hotels, lodges, restaurants

Go-downs and other business establishments

Purely industrial, i.e., factories, mills, workshops

Other manufacturing units

3. Type of construction

Pucca building with R.C.C; R.B. Roof,

Pucca building with asbestos/corrugated sheet roof,

The formula for calculation of the annual rental value is as follows: ‘Area of building (in square feet) X

Rate (Rs.)‘ Rates as per the two zones are given by RMC, and are modified at an interval of every five

years.

Table 13: Rates as per use of building for tax calculation

Zone 1 Zone 2

Type of Building /Use of Building

RCC Asbestos NT RCC Asbestos NT

Commercial 5.00 2.50 0.90 3.50 1.75 0.70

Residential 1.60 0.80 0.40 1.60 0.80 o.40

The following taxes are imposed with rates on the annual rental value as a part of the holding tax.

Table 14: Taxes imposed as a part of holding tax

Tax levied as a s a part of holding tax Percentage

General Tax 12.5% or 0% for exempts

Water tax 7.5% or 0% for exempts; 12.5% for water connection

7.5% for no connection; 0% for hand pump/stand post

Health cess 6.25%

Education cess 5%



Source: RMC

In case the holding does not have water connection and the holding is located within 300 yards of a

hand pump or stand post, then a water tax of 7.5% is charged. In case no hand pump or stand post is

available within 300 yards of the holding, no water tax shall be charged from the holding owner.

Major features and issues related to holding tax in RMC

The last assessment of properties was done in 2006-07. JSAC8 was appointed on contract for a

GIS-based property tax survey in 2009. However, the survey has not yet been completed. As

per RMC, the total number of assessed properties in 2012-13 is 11,851. The break-up is given

below.

Table 15: Assessment of properties in city

Description 2012-13

Non-slum 86,372

Slum 25,479

Properties under tax net 80,000

Total number of properties 11,851

Source: IT department, RMC

RMC does not have a separate property tax department. The revenue department takes care of

property tax assessment, billing, generation, and collection. However, the department is

struggling to perform the basic functions without sufficient staff. Out of the total 14 sanctioned

posts, there are only two employees in the revenue department. There is one assessment

and valuation officer and one assistant revenue officer. There are no revenue inspectors or

tax superintendents. Also, the registration for holdings is done by the water board.

The billing of holding tax is computerized. The dispatch of the bills gets delayed due to

inadequate staffing. However, RMC has provided the facility of self-calculation of tax by the

consumers. A payment gateway has also been set up for online payment of the bills.

Hence, there are house-owners who pay their bills without receiving any bills.

The delay in the assessment of properties and deficient staff affect the collection and cost

efficiency of property tax. From 2008 to 2012, the collection has increased by only 4%. The

agency hired for the assessment of properties has not come up with results in the last three

years. Staff inadequacy and lack of administrative control over the agency in monitoring the work

has delayed the work.

Table 16: DCB Statement of Property Tax (crores)

Particular 2008-09 2009-10 2010-11 2011-12 2012-13

Demand

Arrears 21.15 26.02 25.63 26.47 25.32

Current 5.72 5.88 6.16 6.52 11.09

Total Demand 26.87 31.89 31.79 33.00 36.41

Collection 6.02 5.53 5.62 7.02 6.40

Collection Ratio % 22.40% 17.33% 17.67% 21.28% 17.58%

8 Jharkhand Space Application Centre



One of the reasons for low coverage of property tax is that the properties covered under

the CNT Act have not been registered as holdings. It has been brought forward in the

discussion that these lands have been either illegally sold or rented against the CNT Act norms,

which cannot be recognized as holding. This affects the coverage of the properties. This is also

affecting the overall collection of the other taxes collected along with holding tax.

5.2.4 Revenue Expenditure Revenue expenditures towards establishment is high in RMC. In 2011-12, the expenditure on

salaries was 44% and on operation & maintenance 36%. The expenditure on salaries, which

was 72% in 2009-10, has gone down in the last few years.

RMC has received capital grants under centrally sponsored schemes in the past few years.

However, its capacity to pay the corporation’s share is met by taking loans from the state

government.

5.2.5 Loans and liabilities RMC has taken loans from the state government every year from 1981 to 2011-12. A total loan

outstanding for RMC towards the state government is Rs.96.02 crores (Principal amount of Rs.

69.88 crores and interest of Rs. 26.14 crores). These loans were primarily taken for paying

salaries and allowances to employees. The grants and loans paid for salaries in RMC are

formula-based. (For 70% of salary expenditure of RMC - 30% money is provided as grants and

40% money is provided as loan.) During 2008-09, RMC has taken a loan from state government

to funds its 30% share in the JnNURM schemes.

RMC is supposed to transfer the amount collected against education cess and health cess as

part of holding tax to the state government. However, an amount of Rs.11.89 crores is pending,

to be paid by RMC.

A total sum of Rs. 107.91 crores is outstanding debt, to be paid by RMC.

5.3 Key municipal financial assessment – Indicators

Table 17: Financial Indicators

S. No.

Indicators Value

1. Own revenues as a proportion of total revenue receipts (Rs 1982 lakhs/ Rs 3345 lakhs)

52%

2. Per capita own revenues (Rs 1982.60 lakhs/ 10.73 lakhs)

Rs 180

3. Non-tax revenues as a proportion of own revenues (Rs 1026 Lakhs/ Rs 1982 Lakhs)

51%

4. Per capita property tax demand (Rs 1109 lakhs/ 10.73 lakhs)

Rs 103

5. Coverage for property tax net (0.80 lakhs/ 1.90 lakhs)

42%

6. Property tax collection performance (Rs 692 lakhs/Rs 2597 lakhs)

26%

7. Water charges collection performance (Rs 129 Lakhs/458 Lakhs)

28%

8. Operating ratio (revenue expenditure/ revenue receipts) (Rs 2764 lakhs/ Rs 3345 lakhs)

0.82

9. Per capita O&M expenditure Rs. 1400



S. No.

Indicators Value

(Rs 1544 lakhs/ 10.73 lakhs)

10. Salary as percentage of Revenue Income (Rs 1219 Lakhs/ Rs 3345 lakhs)

36%

11. Salary as percentage of Revenue Expenditure (Rs 1219 Lakhs/ Rs 2764 lakhs)

44%

12. Staff per 1000 population (703/1073)

0.65

13. Debt Servicing Coverage Ratio (<=1.50) - (O.S+D.S / D.S)

NA

14. Debt Service Ratio (Max 25%) - (Debt/ Revenue income)

3.22%

5.4 Issues and Recommendations

Volatility in grants: RMC has attained a surplus in its revenue income in the last three years.

However, this fluctuating surplus is majorly due to the volatility in revenue grants. In 2011-12, the

corporation had a surplus of Rs. 5.81 crores as against a deficit of Rs. 5.34 crores in 2009-10.

This was primarily due to increase in revenue grants from Rs. 9.64 crores to Rs. 13.63 crores.

RMC has taken loans and grants from the state government for the purpose of paying its staff

salaries. The revenue expenditure on salary has gone down substantially from Rs.17 crores to

Rs. 12 crores because of the shrinking employee base. The number of staff in RMC has gone

down in the past few years. In 2008, RMC had a staff of 889 employees which has reduced to

703 in the year 2012..

Outstanding debt: RMC has an outstanding debt of Rs. 108 crores, to be paid to the state

government and other financial institutions. The huge debt has restrained the financial capacity

of RMC.

Inadequate staff and lack of awareness of proper accounting and budgeting system: RMC

adapted to the DEAS system in 2012-13. For the fulfillment of the reforms and general day-to-

day accounting, the accounts department is dependent on the contracted personnel in the

JnNURM cell. The staff in the accounts section is not aware of proper accounting methods,

budgeting system, and the Jharkhand accounting manual. The clerical staff of other departments

is also unaware of double entry book-keeping methods. Handholding support and specific

training for the accounts staff is required.

Budgeting process: The prepared budgets have not been published. Also, no separate pro-

poor budgets have been prepared by the department.

Potential in tax collection: Holding tax collection has increased in the last three years. The

major reason for the increase can be attributed to introduction of e-governance initiatives like

online billing, payment gateway, and computerized generation of bills. The potential of holding

tax can be increased by way of proper assessment of properties; however the whole activity has

been delayed by the external agency appointed for carrying out house to house survey. Further,

the properties falling under the CNT Act have affected the collection ratios of the overall holding

tax. Water connections are not given to properties which are not registered as holdings.

The expenditure on operation and maintenance has increased from Rs.3 crores in 2009-10 to

Rs.10 crores in 2011-12, which shows that there is improvement in the service delivery levels.



6. Urban Service Delivery

RMC is the chief agency for urban service provisioning in the city. It is responsible for designing,

implementation, operation and maintenance of basic infrastructure services of the city. RMC has

outsourced works to external consultants and agencies for provisioning of services at different stages

.The Jharkhand Municipal Act 2011 has also prescribed the appointment of eternal consultants,

agencies or departments for the execution of its core functions.

For provisioning of solid waste management, street lights and basic services for the urban poor, private

consultants have been hired. For implementation of water supply services and the Rajiv Awas Yojna

(slum surveys), autonomous bodies or government agencies have been appointed. The following matrix

gives a brief on the major service providers in each sector.

Table 18: Urban Service Providers in RMC

S. No.

Key Infrastructure Services

Planning and design

Construction/ Implementation

O&M

1 Water Supply RMC DWSD DWSD

2 Sewerage RMC DWSD DWSD

3 Storm Water Drains RMC RMC RMC

4 Solid Waste Management RMC RMC RMC

5 Urban Transport – City Bus Service

RMC, Jharkhand Tourism Department

(JTD) RMC, JTD RMC, JTD

6 Street Lighting RMC RMC RMC

7 Preparation of Master Plan/ Development Plan

RMC RMC, RRDA -

8 Housing for Urban Poor RMC RMC RMC

Source: RMC

6.1 Water Supply

6.1.1 Institutional Structure

The Department of Water Supply and Sanitation (DWSD) is the nodal agency of the state government

for providing water supply and sanitation in Jharkhand. In Ranchi city, DWSD has been the major

agency for water supply. Before 2011, DWSD was solely responsible for project identification and

planning, securing water resources, treatment of water, transmission, distribution of water as well as

operation and maintenance of the supply system. RMC‘s responsibilities were limited to providing water

connections and billing andcollection of water charges.

However, as per the Jharkhand Municipal Act, 2011, RMC has been working as a major governing body

for water supply services in Ranchi city. The functional responsibility of RMC now includes identification,

procurements, and preparation of project DPR; financing DWSD for execution and operation and

maintenance, and providing connections, billing and collection.

The projects taken up by RMC are financed directly by state government or are are taken up through

grants under various central and state government sponsored schemes in Urban Development

Department (UDD), Ranchi. UDD is the state-level nodal agency for urban local bodies in Jharkhand.



6.1.1 Project planning and implementation

RMC is responsible for oevarll planning of the project. Once the project DPR is approved by the

competent authority, the water and sewerage projects are transferred to DWSD for execution. RMC

transfers the grants/project amount to DWSD as per estimates or as per the cost sanctioned by the

UDD.. DWSD is governed by the Jharkhand Public Works Department Code, 2012; as per the code

(Section 288), no work as an external agency can be undertaken by DWSD for any corporation before all

the estimated costs have been paid. The operation and maintenance of the projects is carried out by

DWSD. RMC has to pay every year a dedicated amount to DWSD for operation and maintenance.

However, as of now, no payments have been made.

For execution and preparation of detailed project reports and for monitoring the technical aspects

covered in surveys, RMC has deputed two assistant engineers from DWSD in the RMC water board.

The inclusion of officers from the executing body at the time of DPR preparation helps in coordination

between the two agencies.

Public-Private Partnership in water supply

DWSD and RMC have proposed a project that envisages the implementation of PPP in the water supply

system in Ranchi. The scope of the project includes rehabilitation, and operation & maintenance (O&M)

of the existing water supply system, including distribution networks and support assets (OHSRs, GLSRs

etc). It would also include the provision of metered service connections to match the service-level

benchmarks set by MoUD. The project aims to improve the management of the water supply system and

bring efficiency in service delivery, financial management and revenue mobilization.

An external consultant has been hired by DWSD to prepare the project structure and provide assistance

in carrying out the bid process management for selection of a private party. The project report was

completed in 2011. However, DWSD and RMC are yet to arrive at a common consensus regarding the

complete handover of the system. It has been felt amongst the officers that the project should be

undertaken in subsequent stages so that RMC or DWSD can monitor the progress of the works and

efficiency of service delivery by the external agency.

Citizens Charter

RMC maintains a toll-free number which is displayed on its website, for issues related to the water

board. Complaints can also be submitted in the written format, to the department and can be booked

online through the citizens’ grievance cell. No separate citizens charter has been framed.

6.1.2 Water Supply Transmission, Distribution & Billing

Water sources: The major sources of water supply in Ranchi are the Hatia, Kanke and Rukka dams,

constructed on Suwarnrekha River and Karam Nallah.

Water treatment: The city has three treatment plants; these were constructed between 1956 to 1971

and have a total utilized capacity of 246.80 MLD of raw water.

Water supply and distribution: RMC produces 246.80 MLD of water of which only 135 MLD is

consumed by the citizens of Ranchi. However, the overall demand for water in the city is around 175

MLD. This indicates the high level on non revenue water (NRW) in the city. Moreover, no study has

been undertaken to assess the level of NRW in the city and identify the source of leakages. The city has

been divided into 11 distribution zones. There are in all 14 ESRs, 3 GLSRs, and 17 clear water sumps.



The existing network is 323.5 km. long and it is proposed to be extended to 593.2 km after the

completion of the ongoing JnNURM project.

Connections: The total number of water connections is 29.32,000, of which 30% are metered.

Capacity augmentation of water supply: A city-level water supply project is underway in Ranchi; this

was identified as per the Ranchi City Development Plan prepared in 2006-07. The project is financed

under JnNURM UIG cities, by the Central Government. The total sanctioned project cost is Rs.288.39

crores, of which 45% or Rs.132.46 crores have been released. The work is in progress.

6.1.3 Services to Urban Poor

As per the RAY survey, the total number of households in slums is 25,479, with a population of

1,23,718. Only 19% of the households are using public taps and 11% have individual taps in their

premises. The following table presents the provisioning of the water supply in the slum areas.

Table 19: Service provisioning in slums

Type of water facility/source Inside

premises Outside

Premises Total

Percent covered %

Individual Tap 2,808 0 2,808 11%

Tube well/bore well /hand pump 2,597 2,990 5,587 22%

open well 6,889 5,301 12,190 48%

Public Tap 0 4,836 4,836 19%

Tank/pond 0 40 40 0.16%

Rive canal/lake/spring 0 6 6 0.02%

water tanker 0 131 131 0.51%

Total Households 25,479

Source: RAY survey 2011, RMC

Major issues in water supply

Due to inadequate number of tax collectors in the water board, the bills are not generated on

time and demand is not raised. As against the prescribed norm of billing under two-month

interval, the bills are generated on a quarterly or half-yearly basis. However, some of the

consumers proactively pay of their own will.

Water connections are given to only registered holdings. The properties falling in the CNT Act

are mostly occupied by tribals who have rented their property or sold illegally; these properties

have not got registered and are not covered in the tax net.

Lack of oordination with parastatals like GWD9 or JPCB

10

The ground water levels are depleting (as per GWD), but RMC has been giving permission for

digging tube-wells.

9 Ground Water Department

10 Jharkhand Pollution Control Board



6.1.4 Service-level Indicators

Table 20: Service-level Indicators: Water Supply

S. No

Indicator Value

Water Supply

1 Coverage of water supply connections (29,327 HH connected with water supply network)/ 86,372 total HH)

33%

2 Per capita supply of water (246 MLD supply / 10.73 Lakhs population)

229 lpcd

3 Extent of metering of water connections (10,156 metered connection/ 29,327total connections)

34%

4 Extent of Non-Revenue Water (234 MLD (clear water)- 135 MLD (Billed Water))/ 234 MLD (Clear water)

42%

5 Continuity of water supply 4 Hours

6 Efficiency in redressal of customer complaints

NA

7 Quality of water supplied

NA

8 Cost recovery in water supply services (Rs 130 lakhs collection /Rs 3645 lakhs expenditure)

3.5%

9 Efficiency in collection of water supply related charges (Rs 129 lakhs (collection)/Rs 458 lakhs (demand))

28 %

6.2 Sewerage

6.2.1 Service Delivery in Sewerage

6.2.1.1 Existing Status

Provisioning for sewerage system in the city is one of the core functions of RMC. However, currently

there is no underground sewerage system in Ranchi. The individual properties are either connected with

septic tanks or soak pits.

One sewage treatment plant (STP) of 4MLD capacity has been installed at the downstream of the Kanke

dam to prevent it from getting polluted. There are two major industrial areas in the city, which have

separate sewerage systems. One 4MLD STP has been set up for the industrial and housing units of

these areas, serving a population of 60,000. (This is only 0.5% of Ranchi’s total population).

The waste water or sewage from the overflowing septic tanks or unconnected households flows into

open drains and leads to open nallahs (water channels) or nearby water bodies. The sewage gets

accumulated in low-lying areas of the city at many places because of the undulating terrain. It gives rise

to unhygienic and insanitary conditions. This is not only leading to severe land and water pollution but

also affecting the quality of life of the citizens.

RMC does not have a reliable account of the number of septic tanks or soak pits in the city or the

number of households that have individual toilets. However, the number of individual onsite disposal

units which are cleaned or maintained at intervals, is 75,360 (septic tanks or soak pits), covering 51 % of

the total properties. There are 41 community toilets and 25 public urinals. The total sewage generated in

city is 150 MLD approximately.



6.2.2 Proposed projects

RMC had prepared a city development plan in 2006-07 under JnNURM. As per the gaps mentioned in

the CDP, the sewerage project was identified at the second stage, after the completion of the water

supply project in the city and an external consultant was hired for the sewerage project. The detailed

project report has been submitted to the commissioner for approval.

The project is envisaged for year 2039 with a projected population of 30 lakhs. The project proposes a

sewerage system which consists of 783 km of sewer network in the city, 9 sewage pumping stations,

and 3 STP with a total capacity of 450 MLD. The total cost of the project, along with other charges,

comes up to Rs.723.6 9 crores. The project has been proposed in two stages. The cost of Phase I is Rs.

383.16 crores and that of Phase II is Rs.343.53 crores.

6.2.3 Services to urban poor

The total numbers of households that have been surveyed in RAY are 25,479, comprising a population

of 123,718. The following table depicts the status of service provisioning in slums.

Table 21: Service provisioning in slums

Toilet Facility Total HH covered

% covered

Own Septic Tank /Flush 5,448 21%

Own Dry Latrine 3,448 14%

Shared Septic Tank/Flush Latrine 443 1.8 %

Common Septic Tank/Flush Latrine 167 0.66

Community Dry Latrine 173 0.68

Open Defecation 15,578 61%

Total Households In Slum 25,479


Table 22: Service-Level Indicators: Sewerage

S. No

Indicator Value

Sewerage and Sanitation

1 Coverage of toilets (0 toilets connected to sewerage network+0.84 lakhs toilets have onsite system+ community toilets/1.11 properties)

77%

2 Coverage of waste water network services 0

3 Collection efficiency of waste water network NA

4 Adequacy of waste water treatment capacity NA

5 Quality of waste water treatment NA

6 Extent of reuse and recycling of waste water NA

7 Extent of cost recovery in waste water management NA

8 Efficiency in redressal of customer complaints NA

9 Efficiency in collection of sewerage related charges NA



6.3 Solid Waste Management

6.3.1 Service Delivery Status

The Health Department of RMC is responsible for solid waste management in the city. RMC has

appointed an external agency for delivering SWM services in the city. The agreement has been signed

for a period of 30 years (till 2040) on design-built-own-operate-transfer (DBOOT) contract basis. The

external agency is responsible for door-to-door garbage collection, transportation, and disposal and re-

use of the solid waste. RMC pays tipping fees to the agency for the total waste disposed off on a daily

basis. The user charges are collected by the agency, which are deposited to the RMC bimonthly.

6.3.2 Project Planning and Implementation

The need of a project to set up a proper solid waste management system in the city was realized by the

health officer on the basis of complaints from consumers, and from monitoring and reporting. Regular

requests by the ward committees for cleaning or sanitation of particular areas also help in identifying the

gaps in service delivery. However, over a period of time, the reduction in number of sanitary inspectors

and Class IV employees due to retirement has depreciated the service delivery levels in the city. The

identification of service gaps was also done in the city development plan prepared by RMC in 2006-07,

which proposed SWM as a priority project in Ranchi.

Participation of Public Bodies

For the purpose of solid waste management in the city, four non-governmental organizations had been

associated with RMC. These NGOs had demarcated areas for undertaking the functions of door-to-door

garbage collection, transportation, and disposal. Due to the participatory methods employed by the

NGOs, there have been improved levels of people’s participation in maintaining the sanitary conditions

of the city.

However, the total area of the city was not covered and there was no provision for street sweeping,

large-scale transportation, scientific disposal, etc. RMC does not possess the capacity or number of staff

for SWM, so an external agency has been hired.

The financing of the project has been done by the Central Government and state government under

JnNURM. The total project cost identified in DPR is Rs.60.42 crores and the sanctioned cost is Rs.51.39

crores. The total Central Government share is Rs.41.55 crores, and the state’s and RMC share’s are

Rs.5.13 crores each.

Table 23: Initiatives taken under JnNURM (Amount in lakhs and crores)

Areas of Investment Total cost

Sanctioned Installments received

Total utilized

Development of Integrated Solid Waste Management (ISWM) System for Ranchi Municipal Corporation, on Public-Private Partnership(PPP) basis – Work allotted to SPV M/s.A2Z Waste Management(Ranchi) Limited.

60.42 51.39 20.55 17.13



6.3.3 Overview of SWM in Ranchi

The total number of households connected with door-to-door garbage collection is 1,95,000.

(However, the total assessed properties in RMC for property tax are 86,372).

The total waste generated per day in Ranchi city is approx. 500MT, and the total waste collected

is approx. 410 MT.

Four lakh dustbins have been provided to the consumers by the external agency for garbage

collection; 800 metallic bins are used for temporary storage.

There is no transferring ground. The agency has itself identified an area as a transferring

ground. RMC has acquired an area of 2 acres in the city for the purpose.

There is no segregation of garbage and no methods for scientific disposal or reuse have been

employed.

The total staff employed by the agency number 1,232 (93 technical staff) and in all, 411 vehicles

are used for garbage transportation.

RMC pays tipping fees of Rs. 585 per ton of waste collected per month. SWM user charge is

collected by the agency and submitted to RMC.

400 automatic billing machines are used for generation of bills on spot, as per the registered

user database fed in the machine.

6.3.4 Issues

The agency has not been able to collect user charges effectively. In 2012-13, against a demand

of Rs. 9,67 crores; the total collection of user charges was only Rs.3.09 crores. . This could also

be attributed to improper service delivery by the external agency.

The agency is facing financial issues, as the identified total cost of the project has not been met;

hence, the agency has been reducing its staff, which is directly affecting the quality of service

delivery.

The major components of the project have not been fulfilled. There is no segregation of garbage,

and no proper disposal system has been employed.

The garbage is disposed off and no methods of reuse are implemented. However, these

components were a part of the detailed project report at the time of sanctioning of the project.

The Health Department is facing serious issues in staffing; there are no sanitary inspectors to

keep monitoring the project’s progress or services delivered.

The health officer is a recently deputed doctor who has incomplete knowledge of the existing

conditions as well as regarding issues in the sector.

Service-Level Benchmarking and Citizens Charter

Service-level benchmarking has been done under the performance improvement program (PIP), but no

specific surveys were carried out. The database has been prepared as per the available sources of

information and is generated by one person. Thus, the major object of identifying the target service

levels and gaps is not achieved by the health department.

The complaints are registered on a daily basis on a toll-free number in RMC. The staff personnel are

directly called by consumers or ward committee members to register their complaints; they transfer the

complaints to the SWM agency for redressal.

The SWM agency has also maintained a toll-free number to register complaints.




Table 24: Service-level indicators: SWM

S. No

Indicator Value


1 Household-level coverage of SWM services (1.95 lakhs properties covered with door to door collection/ 2.11 lakhs total properties)

92%

2 Efficiency of collection of municipal solid waste (12300 MT waste collected in a Month/15000 MT waste generated in a Month)

82%

3 Extent of segregation of municipal solid waste 0

4 Extent of municipal solid waste recovered NA

5 Extent of scientific disposal of municipal solid waste NA

6 Extent of cost recovery in SWM services (Collection Rs 309 Lakhs / Rs 967 Lakhs of operating costs )

32%

7 Efficiency in redressal of customer complaints (25550(Total complaints addressed in 24 hrs during year)/ 36500(Total complaint received during the year))

70%

8 Efficiency in collection of SWM related user related charges (Rs 310 Lakhs collected /906 lakhs demand)

31%

6.4 Storm Water Drainage

6.4.1 Urban Service Delivery Status, Project Procurement and Implementation

The storm water drainage project is being implemented by the engineering department of RMC. The

drainage system covers 85 % of the total road length in the city. However, 50% of the drains are katcha

and open. The main flow direction is from south-west to north-east.

The natural drainage system and roadside drains are clogged with garbage dumps and suffer from lack

of maintenance. Encroachments and absence of a sewerage system, and direct discharge of raw

sewage into storm water drains have aggravated the problems. The present drainage system is facing

problems as most of the drains have got worn out, deconstructed, or choked due to silting.

RMC undertakes construction or repairs of drains in different parts of the city as per suggestions or

complaints made by consumers or ward representatives. Three small-scale projects for construction of

drains in city areas are underway; these amount to a total cost of Rs.4.17 crores. The projects’ financing

is done by RMC under specific allocations in the budget. RMC has hired external consultants to prepare

a comprehensive plan, which shall include estimates for drain repairs, revamping and de-silting, rain

water harvesting structures, etc. The detailed project report is being prepared by the consultant.

Issues

The total drainage network in the city measures to 476.27 kms. The pukka open drains cover a length of

182.72 km, and the Kuchha open drains 258.32 km. There are no closed drains in the city.



There is no proper database on the total length of drains and areas covered. JSAC, Jharkhand was

appointed by RMC in 2009 for a complete GIS-based survey, but it has shown its inability to complete

the proposed work and the contract is in on the verge of termination.


Table 25: Service-level benchmarks: Storm Water Drainage

S. No

Indicator Value


1 Coverage of Storm water drainage network (182.72 km pucca drains/559 km total road network)

34%

2 Incidence of water logging / flooding (Average during the monsoon period)

NA

6.5 Roads and Streetlights

6.5.1 Urban Service Delivery status, project procurement and implementation

Roads and public transport

The function of maintaining and constructing roads in the municipal area is the responsibility of the

engineering department of RMC. The construction of major city roads is taken care of by PWD.

As per the Jharkhand Municipal Act, 2011, Section 70 (c-vi), the construction of district highways does

not come under the purview of RMC. The major roads, the district highways, are constructed by PWD.

The length of the total road network in Ranchi is 559 km; 90% of the road network is surfaced. The

construction, operation and maintenance of the 78.9 km of main corridors of the city is undertaken by

PWD; these are bitumen-surfaced.

The operation, maintenance, and construction of arterial, sub-arterial, and interior colony roads of 470.10

km length carried out by RMC. Of the total road network, 53.62% is concrete roads, 13% is bituminous

and 6 % is water bound macadam. The concrete and bituminous roads are present only around the

major institutional areas of the city. 26.38% of the roads maintained by RMC in the city are un-

surfaced and still earthen; these are majorly the roads in the interiors of the colonies and the

slum pockets of the city.

The construction of small pockets or connecting roads in the city is done as per the applications for new

colonies or from identification of areas based on applications received in the department. For repairs and

maintenance issues, complaints regarding roads are registered on the website or through toll-free

numbers.

Lack of coordination between the major line departments at the time of laying the roads creates

disorganized service delivery. Discussions with officers brought forward that road constructions do not

take into account details related to water supply laterals or slopes; hence, these create various technical

difficulties.

The public transport system in the city majorly comprises para-transits, auto rickshaws, and man-driven

carts. Under the JnNURM grant, 70 city buses were purchased by RMC which were handed over to the

Jharkhand Tourism Department (JTD) for operation and maintenance. In all, 150 city buses are

operated and maintained by JTD.



Street Lights

The electrical department in RMC takes care of the street lights in the city. RMC has outsourced

installation, general upkeep, and repair and maintenance of street lights in the city to an external agency.

RMC monitors and inspects the working of the consultants. The external agency is allowed to put

triangular advertisement hoardings on the street poles to earn revenues.

There are in all, 28,000 street poles in the city on the total road length of 559 km. There are 36 high-

mast lights, and 17,000 sodium vapor lamps. The automatic power switches and timers are installed only

in the VVIP areas of the city (these areas are Harmu Road, Bariatu Road, MG Road and Airport Road).

The consumers register complaints regarding street lights directly to the external agency. The contact

numbers of the agency and the toll-free numbers maintained by it are displayed on the RMC website and

periodically published in newspapers. The agency reports to the RMC officer on a daily basis for the

number and type of complaints and their redressal status. Complaints are also recorded on the RMC

website which are accordingly sent to the agency to address. Approximately, 1,200 to 1,500 complaints

are received every month, which are addressed within three days, except for any major flaws.

A staff of 80 employees has been appointed by the agency and five hydra cars. RMC has two

technicians and one hydra car for emergency purposes.


Table 26: Service-level Benchmark: Roads and Street Lights

S. No

Indicator Value

Roads and Transportation

1 Road area per capita NA

2 Proportion of surfaced roads (504 Km surface roads/ 559 kms total road network)

90%

3 O&M cost per kilometer of road (Rs per km) (Rs 134 lakhs/470 kms of road network maintained by RMC)

28621

6.6 Housing and infrastructure for Urban Poor

6.6.1 Slum development projects in Ranchi

Housing and infrastructure services for urban poor in Ranchi are undertaken by RMC. Two central

government projects are underway in the city:; Basic Services for Urban Poor (BSUP) and Rajiv Awas

Yojna (RAY). In all, 254 slum pockets have been identified under RAY in the city. A detailed survey of

133 slum pockets has been completed and is in progress for rest of the slums. The number of

households in the surveyed slums is 25,47,000 with a total population of 1.23 lakhs. The estimated total

population in the slums in Ranchi is 2.4 lakhs which is approximately 23% of the total population in the

city.

RMC has set up ‘Raen Basera’ temporary group shelters for roadside dwellers in 11 areas of the city

with the provision of free night’s stay. These shelters are provided with minimum facilities of beddings,

tables and chairs. These structures are connected to tube wells and community toilets. The operation

and maintenance is done by an external agency (Sulabh International, which has also been engaged for

maintenance of community toilets).



There is no separate cell in RMC for the urban poor projects. The JnNURM cell which has been

established to undertake the projects of Central Government schemes has a staff of five consultants,

hired on contract basis for slum projects. Two consultants are working on the RAY project and three on

BSUP.

Under the BSUP project, 60 slum pockets were selected for relocation and rehabilitation. The project

was started in 2008 and was divided into six phases. In all, 8,928 dwelling units were proposed to be

relocated / upgraded or rehabilitated at the same location. The total sanctioned cost of the project is

Rs.263.58 crores.

The project structure encourages participation of beneficiaries at two levels: sharing the cost of

construction of the units as well as in construction of houses as laborers.. The following table gives a

brief on the project financing schedule.

Table 27: Cost-Sharing for BSUP

BSUP

Phases

Total Cost

phase wise

Rs. Crore

Cost Sharing

Rs. Crore

Total

Received

Rs.

Crore

Utilized

Rs. Crore



BSUP

Phases

Total Cost

phase wise

Rs. Crore

Cost Sharing

Rs. Crore

Total

Received

Rs.

Crore

Utilized

Rs. Crore

GoI GoJ RMC Beneficiaries

Phase 1 34.13 25.28 8.59 - 0.26 11.92

(DU on

govt. land

and mass

housing) +

10.10

( single

DUs on

private

lands)

Phase 2 67.27 51.90 11.43 - 4.14

Phase 3 38.89 29.63 6.74 - 2.51

Phase 4 27.56 21.00 3.83 1.19 1.55

Phase 5 40.14 30.58 5.70 1.77 2.09

Phase 6 55.40 42.21 7.84 2.19 3.16

Total Cost 263.58 200.60 44.13 5.15 13.70 108.64 22.02

Utilization percentage % 20.28

Major issues in implementation of slum projects in Ranchi

The slum settlements in Ranchi are characterized by disorganized land pockets which are spread across

the city. These land pockets are mostly properties falling under the CNT Act. As per the Act, the land

belonging to a tribal can only be traded only with another tribal. Since, these properties have not been

registered as holdings by RMC, these are being illegally sold or rented. Hence, the major challenge for

the implementation of BSUP project was to first get the holdings registered or to create an

acceptance to relocate or rehabilitate. Relocation to group housing was largely unaccepted and

opposed. Consequently, the BSUP project has been divided into two types: individual dwelling

units for self-owned registered properties and group housing for slums on government lands and

other private lands.

In all, 4,832 dwelling units have been registered for onsite rehabilitation of individual dwelling units and

4,096 dwelling units are to be relocated under the group housing scheme.

6.6.2 Project Status - Relocation and rehabilitation under BSUP

Out of the total identified 8,928 dwelling units, for 60 slum pockets in the city (which is 23 % of the total

number of slum pockets and 18.5 % of the total slum population), project work on 2,648 units (which is

5.5% of the total slum population) has begun and is in the construction phase.

Land has been secured for relocation of 920 units by RMC. These units are proposed to be relocated in

the Rugrigraha, Madhukam, and Harijan-Tola areas. A contractor has been hired for the construction of

group housing. Laborers from slums are employed as construction workers.

The following matrix gives a brief on the existing status of the BSUP project in Ranchi.



Table 28: BSUP – Existing status of project

Registered Dwelling Units

( DU) Under construction Dwelling Units (DU)

Phase

Total Sancti

oned DU

Onsite Rehabilitation Individual DU

Relocation as Group Housing

DU

Onsite Rehabilitation Individual

DU

Relocation as Group Housing

DU

Total Remaining

Phase 1

1616 587 1029 303 632 935 681

Phase 2

2358 1259 1099 581 56 637 1721

Phase 3

1396 612 784 245 0 245 1151

Phase 4

856 397 459 143 168 311 545

Phase 5

1080 558 522 230 0 230 850

Phase 6

1622 1419 203 290 0 290 1332

TOTAL 8928 4832 4096 1792 856 2648 6280

Percentage % 54 % 45 % 20% 10% 30 % 70 %

Issues

Lack of dedicated staff in RMC for BSUP project has delayed the overall progress of the project.

Also, delays in the tendering process and land acquisition have been bottlenecks.

There is no separate cell for slums in RMC and no administrative staff is responsible for slum

development. Hence, the projects and works related to slums are not taken up on priority.

Adequate administrative and technical staff for timely supervision is required.

The land issues for backward communities have been strategically solved; however,

streamlining the process for financial inclusion of the beneficiaries in government schemes is

required.

6.7 Recommendations for effective urban service delivery and capacity-building

6.7.1 Water supply

Coordination between RMC and DWSD is required at the time of preparation of estimates and

detailed project reports.

Adequate staffing of in the water board of RMC is required for the posts of tax collectors.

Water supply services in the slums require the installation of additional public standposts,

connections of taps, etc. Coordination with RMC for slum database as per RAY should be done

by DWSD.

6.7.2 Solid Waste Management

Monitoring on the working of SWM agency is required. Implementation of the project’s

components like segregation and scientific disposal of waste, which have not been implemented,

have to be checked and actions should be taken for effective service delivery.



Civic sense can be generated amongst the public by popularizing the concepts of clean city

through brochures or by rewarding hosuing societies/colonies that are clean. The citizens

should be educated about the need to pay user charges for operation and maintenance of civic

infrastructure.

For adequate and efficient monitoring of the external agency; recruitmnent of staff at required

levels in RMC is required. A check on citizens’ complaints and status of redressal is also

required.

6.7.3 Urban poor service and housing

RMC requires immediate support in the form of dedicated staff for carrying out slum

development activities. Financial assistance is also required for developing technical

infrastructure eg. procurement of computers and IT systems for processing and maintenance of

slum data.

A slum-free city plan should be drafted along with proper allocation of resources and division of

work.

Steps to eradicate open defecation in slums, meeting basic sanitation requirements and water

supply sources to households have to be prioritized..

The P-budget needs to be prepared and implemented

6.7.4 Common capacity-building measures across RMC departments

Administrative / monitoring or managerial staff: One common assessment of service provisioning is

that the number of staff responsible for proper administration of work and management of the

subordinates is decreasing. Hence, this lays skewed burden on some employees.

Notification by the state government for reducing the staff and termination of posts of Class IV

employees affects the on-field performance of these employees.. Also, lesser number of employees and

lack of enough tax collectors, health inspectors, sanitary supervisors, and assessors has a direct impact

on the citizen-officer relationship.

Citizen grievances redress system: Absence of a citizen’s charter and appropriate complaint redressal

system is leading to unwillingness on the part of consumers to pay the bills and taxes. A proper citizens

charter needs to be drafted on priority basis.

Accountability of outsourced agencies and contracted employees: After the implementation of

State governments’ order of conducting no new recruitments after the retirement of current posts; RMC

will have to recruit employees on contract basis to fill in this gap. However, over dependence on contract

employees has resulted in lack of accountability. Also, since responsibility is not taken up by the regular

employees which are already ver few in number; these contractual employees tend to leave the ULB at a

very short notice. This adversely affects the service delivery mechanism of the city.

Specific trainings and workshops: Staff trainings are required specifically in the areas related to

computerized database generation and management and proper upkeep of records. the staff is not

aware about the 74th CAA, reforms and other government programs. Training and handholding is

required in this direction.

At present, the trainings happening are in the fields of GIS planning, urban governance, etc. These

trainings should be planned from basic to medium to complex levels. At present, the trainings are

attended by higher level authorties however the learnings from the trainings does not perculate to the

lower levels.



Departmental coordination and urban services management: Either the mayor or district

administration or urban development department should interfere in the coordination or division of

jurisdiction areas of work (in the water supply, roads and sewerage sectors). Proper management of

service would lead to proper timing of projects and no delays in implementation. A policy or set of rules

can be framed at the district level.

Implementation of the 74th

CAA in streamlined manner: It has been observed that RMC has adopted

in an adhoc manner, all the provisions that have been prescribed in the Act, in the last two years.

However, to implement these, it is recruiting either agencies or contracted employees. Grants are taken

to pay their salaries, or as a part of fulfillment of projects (DPR consultancy etc.). Hence, instead of

adopting the Act in an abrupt manner, a line of action has to be implemented.

Assessment of current situation of services and general survey of municipal area: RMC does not

have accurate data and records of services and service levels being provided by them. Hence, a rapid

survey of the city is required to capture the data and steps should be taken for regular up-dation of the

same. Agencies who were employed for such tasks have not reported to work even after collecting

mobilization amount.



7. Urban Planning

7.1 Urban Planning Functions and Reforms

As per the Jharkhand Municipal Act, 2011, the urban planning function in Jharkhand has been

transferred from the state to urban local bodies.. Urban planning is the core function which majorly

consists of the following:

Planned development of new areas and erection of new boundaries, beautification of the city,

integration of the development plans and schemes of the municipal area with the district or

regional development plan and up-to-date records of maps, etc. ( Chapter 8, C(i) )

Preparation of a five-yearly perspective plan for the city municipal area, and preparation of

detailed town planning schemes as per the district/regional master plan prepared by the

development authorities.( Chapter 36, 381)

Hence, the urban local bodies hold the authority to prepare city-level perspective plans, town planning

schemes and development plans. However, the preparation of master plans for the regional level can

also be prepared by the development authorities i.e. RRDA in Ranchi. However, the state government

can also entrust municipalities with the preparation of such schemes as prescribed in 74th CAA [Chapter

36, subsection 382, (1)], and provide funds or staff for its implementation.

In Ranchi, the first master plan which included the city municipal area was prepared in 1983 for 1983-

2011 by RRDA as per the Jharkhand Regional Development Authorities Act, 2001.

The second master plan for the years 2014-37 has been prepared under the authority of RMC, for which

external consultants have been hired. However, the municipal act does not provide a method of

preparation of the master plan; hence, the JRDA Act has been followed for its execution.

RMC has a town planning department which is headed by a District Town Planner (DTP).The total staff

of the department includes one DTP and one GIS operator. The DTP has been deputed from RRDA and

holds twin charges in RRDA and RMC as well. Hence, the capacity of RMC to undergo any planning

function as per the Act is extraneous. There is no sanctioned post of senior town planner or chief town

planner in the city.

The town planning department in RMC undertakes the functions of building plan approvals with

relevance to building byelaws. There are no sanctioned posts for architects or assistant architects in

RMC.

The regulation of land use and construction of buildings function has been transferred to the corporation

through the Jharkhand Municipal Act 2011, Chapter 39(444). However, regularization and land

conversion from agricultural to non-agricultural purposes is still carried out by UDD.

7.2 Existing practice for planning process

For preparation of the master plan, the governing body in Jharkhand is the Urban Development

Department. . Till now, RRDA was the executive body and RMC and RRDA were the implementing

agencies. The process for preparation of master plan involved various sequential stages. The first

master plan for Ranchi was prepared by the Town Planning Department of RRDA. The section 16 to

section 25 of Jharkhand Development Authority Act, 2001 (erstwhile Bihar Improvement Trust Act, 1951)

prescribes the detailed procedure for the preparation of master plans. . These sections detail out the

necessary steps starting from the notification of the preparation of the master plan by UDD to its

submission to the public for objections and suggestions..



UDD entrusted RMC with the preparation of the Master Plan of 2012-2037 through a notification in 2011.

However, due to the lack of adequate technical and administrative staff, RMC has hired an external

agency through a tendering process. A detailed socio-economic survey was carried out by the

consultants.

During the preparation of the master plan, interdepartmental meetings and discussions were held by the

consultants and the officials. However, there was limited public participation from public bodies and the

district planning committee. The whole process from issuing of notification to preparation of draft master

plan has been delayed and undertook more than a year.

After the approval from UDD, the draft plan has been published on the website for public objections and

suggestions.

7.3 Status of master plans and land use plans

The first master plan was proposed for Ranchi in 1972 for the years 1972-83. It covered an area of 65.04

sq km. However, zonal-level plans and town planning schemes were not made, because of which the

city grew in an unplanned way. The land use boundaries as proposed in 1972 have been maintained,

but lack of sectoral planning has led to unorganized development.

The revised master plan of 1983–2001 included 175.05 sq km of Ranchi urban areas. The Ranchi urban

agglomeration comprised five urban centers (Ranchi, Doranda, Jagannathnagar, Kanke and Namkum).

The proposed revised master plan for 2037 has been prepared as a Comprehensive Master Plan (CMP)

for Ranchi Region. The region has been delineated as Ranchi Planning Area (RPA) and constitutes

areas of Ranchi Municipal Corporation with existing 55 wards, urban area of Kanke and Tati Towns and

116 revenue villages.

The total area covered under the Ranchi Planning Area (RPA) is approximately 652.20 sq km, including

Greater Ranchi Phase I. The proposed RPA area has been divided into 14 planning units and each unit

comprises an existing ward and peripheral village areas.

Issues in proposed master plan

The following issues in the proposed master plan were brought forward in consultation with officers of

RMC, RIADA, and DPC11

:

The city has grown in an unorganized and haphazard manner with a huge concentration of

population in mostly its north-eastern side. More than 85% of the city is developed and lacks

green and open spaces.

The Master Plan proposes an outer ring road circumventing the city; however the area in

between has been proposed as a green belt area which might limit the city’s outward growth.

The city has been facing huge density and concentration of population with limited land

resources.

The administrative boundaries for the city ve been increased from 175.50 sq km to 651.91 sq

km, i.e., an increase of476 sq km. The institutional structure for provisioning of urban services

would require strengthening of the present situation of RMC.

The planning units proposed include existing wards and villages, but the administrative

jurisdiction in the municipal area is not definite.

An inner ring road has been proposed, similar to that in the master plan in 1983-2001, which

was not implemented because of land acquisition problems.

11

District Planning committee



The city constitutes of unauthorized and unregistered settlements (which have not been

registered in RMC). Green belts have been proposed in those areas. The RAY survey is in

progress which would identify unregistered settlements.

Table 29: Comparative Land use Share in last three master plans of Ranchi

Table 30: Land use share Master Plan

Land-use Share ( Sq.Km) Year -1972-

1983 Year - 1983-

2001 Year - 2001-

2037

Residential 9.55 51.59 131.11

Commercial 0.46 2.18 7.30

Industrial 1.47 5.18 12.03

Recreational 0.36 2.52 54.56

Public and semipublic 3.13 6.64 19.16

Transportation 3.59 5.41 32.00

Vacant 5.94 25.96 58.11

Agricultural land 13.56 58.63 343.79

Army Area 0.37 6.70 7.31

Hillocks 1.14 2.01 8.40

Water bodies 3.80 4.36 2.54

0% 20% 40% 60% 80% 100%

Residential

Commercial

Industrial

Recreational

Public and semipublic

Transportation

vacant

Agricultural land

Army Area

hillocks

Water bodies

miscel.

Forest

Reclaimed land/govt land

Comparative landuse share in Ranchi last three master plans

Year -1972-1983 Year - 1983-2001 Year - 2001-2037



Land-use Share ( Sq.Km) Year -1972-

1983 Year - 1983-

2001 Year - 2001-

2037

Miscellaneous 1.83 0.00 0.00

Forest 0.00 0.60 0.00

Reclaimed land/ Government land 0.00 3.24 2.78

Total Area (sq.km ) 65.04 175.05 651.92

7.4 Issues

Staff responsible for master plan preparation: RMC has adopted the planning process as

prescribed in the Act. However, there is no capacity in terms of staff or resources in RMC. Also,

it lacks experience in preparing master plans which were drafted earlier by RRDA.

Inclusion of public representatives: The participation of public representatives, non-

governmental organizations or civic bodies was limited during the process of preparation of the

master plan. Hence, the resultant plan has lot of issues which could have been addressed

through suggestions and objections at an earlier stage.

Improper master plan: The agency that entrusted with the work of preparation of master plan

has prepared the master plan on the similar lines of the previous plan. The issues and learning’s

were not considered for preparation of the new master plan. The implementation of the previous

plan was stuck due to the land falling under the CNT zone and due to various other land

acquisition issues. The master plan is also not in concurrence with the current land use pattern

of the city.

Indiscriminate increase in municipal boundary: With the amalgamation of the peripheral

villages in the city limits, the Master Plan has immensely increased the jurisdiction of the urban

local bodies in Ranchi. The city is already facing issues in coordination with its line departments.

This situation, if not handled, would lead to haphazard development and chaos in service

delivery. It would further affect the social development of the city, leading to corrupt working

processes...

‘Greater Ranchi’ Development: To shift the centre and to neutralize the development, the

Government of Jharkhand has envisaged planning, design and development of a new capital

city of about 5 lakh population at a location near the existing city of Ranchi. The implementing

agency is the Greater Ranchi Development Authority.

Creating a counter-magnet city would result in horizontal outgrowth of the population. This

capital city will not only cater to the functions related to major government institutions but will

also include multi–sectoral facilities in trade and commerce, industry, residential, and other

sectors. However, the institutional structure and administrative jurisdiction of the city have to be

redefined.

7.5 Recommendations

For proper implementation of the municipal act, external agencies can be hired by RMC. But the

expertise in the sector and proper knowledge of planning in the city which was earlier done by

RRDA employees should be involved in all the stages.

Staff responsible for planning in RMC is less and monitoring of the progress of work is not done.

Adequate staff is required in RMC in the planning department.

Policy-level interventions and strategic plans should be in line with the existing scenario of the

city. The district administration should also be actively included in the preparation of proposed

master plan. The earlier plans have led to haphazard development due to the absence of sector



or town planning schemes. Hence, the town planning department has to undertake preparation

of TP schemes and sector plans by either hiring agencies or by recruiting new staff. Also, the

experienced staff can be recruited on contract as technical advisors.

7.6 Status of key reforms implementation

The following matrix presents the status of key reform implementation in the city.

Table 31: JnNURM Reform Implementation status: Mandatory Reforms

Reforms Status Remarks

L1 e-Governance setup Completed

IT department handles e-governance for RMC. 5 out of the total 11 prescribed modules have been completed and 2 are in progress.

Implemented modules are : Property Tax, Birth and Death registration, Citizen grievance, Personal management system and water supply

L2 Shift to accrual-based double-entry accounting

In progress

Cash-Based Entry is done in Tally software.

RMC has started to work in DEAS from 2012-13. Assets register was last prepared in 2007-08 which has not been updated.

L3 Property tax (85% coverage)

Under progress

33% coverage has been achieved and only 3.5% collection efficiency is seen. The collection is done by RMC and O&M of the water supply system is done by DWSD.

Property Tax (90% collection efficiency)

L4 100% cost recovery (Water supply)

Under progress

Only 3 to 5 % recovery against O&M; O&M done by a separate agency as no dedicated amount has been transferred

100% cost recovery (Solid waste management)

Under Progress

50.26% cost recovery, SWM done by outsourced external agency

L5 Internal earmarking of funds for services to urban poor

Under progress

No separate P-Budget is prepared. Sanctioning for urban poor is done as per different heads of budget. The unutilized sanctioned amount for BSUP is kept in a sinking fund for the urban poor (fund under BRGF).

L6 Basic services to urban poor

Under progress

The project is under process, and is delayed.

Table 32 JnNURM Reform Implementation status: Optional Reforms

Optional Reforms Status Remarks

01 Introduction of Property Title Certification System

Not Initiated

02 Revision of building byelaws –

Completed

The building plans are approved online and the list is published. It takes 25 to 30 days




Streamlining the approval process

to obtain an approval through the new system.

03

Revision of building byelaws - Mandatory rainwater harvesting in all buildings

Completed

RWH has been made mandatory. The building sanctioning is done as per the plan.

04

Earmarking 25% developed land in all housing projects for EWS/LIG

Under progress

The municipal act has made a provision. Actual implementation is in progress.

05

Simplification of legal and procedural framework for conversion of agricultural land for non-agricultural purpose

Under Progress The municipal act has made a provision. Actual implementation is in progress. Still done by Urban Development Department.

06

Introduction of computerized process of registration of land and property

Under Progress

07 Byelaws on reuse of recycled water

Completed The provision has been made in Municipal Act 2011, but implementation has not been initiated.

08 Administrative reforms

Not Initiated

09 Structural reforms Not initiated

10 Encouraging public-private partnership

Completed Projects in Water supply, SWM and street lighting under PPP are going on.



8. Annexures

8.1 List of Reference

City Development Plan, year 2007

Prefeasibility study for sustainable transport interventions in Ranchi

Comprehensive Master Plan, 2037

Detailed project Report - BSUP

Detailed project Report - Sewerage

Census 2001 Data

District Statistics Hand book

Websites

www.ranchimunicipal.com/

www.jnnurm.nic.in

www.grda.co.in

8.2 List for officials met during 9th to 17th May 2013

Name of Officials Designation/ Organisation Contact Number

Mr. Dipanker Panda CEO, Nodal officer, RMC

Mr. Naresh Sinha Office Superintendent, RMC 9835345817

Mr. Rajesh Kumar IT Head, RMC 9334456161

Mr. Prakash Accounts ,JnNURM cell, RMC 9413788219

Mr. Basant Tiwari Chief Accounts Officer, RMC 9431176533

Mr. Mani Gopal Raha Establishment Officer, RMC 9431592890

Mr. Surjan Kapardaar Executive Engineer, Engineering Department, RMC 9939939393/48

Mr. Shvetap Kumar Superintending Engineer ,PHED 09431170628

Mr. Subodh Kumar Sinha Water Board, RMC 9431170628

Mr. Gajendra Ram ATP, RMC 9835307127

Mr. A S Deol Councillor, ex member of DPC 9968274450

Ms. Puja RAY consultant, JnNURM cell, RMC 8873152373

Mr. Amit BSUP consultant, JnNURM cell, RMC 7677182303

Mr. Amarprasad SWM, RMC 9905442829

Mr. Rupabh Shrivastava A to Z consultants 9204052976

Mr. Shivkumar Thakur Market Section, RMC 9431115821

Mr. Ashok Kumar Assistant Engineer ,Town Planning division, RRDA 9431361308

Mr. Sunil Executive Officer 09431115827

http://www.ranchimunicipal.com/

http://www.jnnurm.nic.in/

http://www.grda.co.in/



Mr. Priyatosh Amisht Deputy Director ,Census Department 09431033873

Mr. Rajesh Engineering Department, RMC 09835538732

Mrs Mahua HR coordinator, JnNURM cell, RMC

Mr. Nagendra Electrical department, RMC 09431115824

Mr. Kashyap Jharkhand Pollution control Board , Ranchi 09430702398

Mr. Mahesh Kumar CMHO office 09204780380

Mr. Akhkleshwar kumar Education department 09431735898

Mr. Mahaodeo Kakra MSME, RIADA 09431177340

Mr. Mukesh Kumar Assistant Engineer, RIADA 9835167525



8.3 Minutes of Key Meetings

Place/Location Chief Executive Officer’s Chamber, Ranchi Municipal Corporation

Date of the

Meeting 9

th May 2013

Participants

1. Mr. Deepanker Panda , CEO, RMC and Nodal Officer for RBA

2. Mr. Naresh Sinha, Office Suprintendent , RMC

3. Mr. Yardly Thomas, CRISIL

4. Ms. Aagya Purohit, CRISIL

Discussion

Points

CRIS team gave an introduction to the Capacity Building for Urban Development

(CBUD) initiative of MoUD, CRIS’s appointment for rapid baseline assessment study

of 30 cities including Udaipur

The objective and the study areas to be covered under the study were discussed.

Mr. Panda introduced the CRISIL team to the office superintendent and requested

him to further provide all assistance in the report work.

The meeting was further taken up with Mr. Sinha who provided contact details of the

RMC officials for the respective information and data procurement

Place/Location IT section, Ranchi Municipal Corporation

Date of the

Meeting 9

th May 2013

Participants

1. Mr. Rajesh Kumar, IT head , RMC



Discussion

Points

Mr. Rajesh gave a brief on the organization structure and departments of RMC. A

general discussion on municipal governance and major urban service providers in the

city was done.

Issues regarding lack of technical staff in the IT section as well in most of the

departments of RMC were discussed.

Issues like inadequacy in staff and contractual appointments were discussed. It was

mentioned that instability of contracts results in unaccountability.

It was mentioned in the meeting that in IT, many new interventions have been

suggested but there is a serious staff & infrastructure crunch because of low financial

position of RMC

A discussion on the outsourced projects and issues faced by RMC was done.

Mr. Rajesh gave detailed information on the e-governance modules, e-karamchari

HRMS system that has been initiated in RMC and synchronizing issues in the e-

district module.

Issues related to coordination with other departments and increased dependency on

IT section and lack of technological and basic computer knowledge in RMC were

discussed.

In addition to above a discussion on the grievance redressal system was done, A brief

on previous computer and e-governance trainings as well as the future requirements

for capacity building and trainings for the staff of IT section were discussed.

The CRISIL team shared the quantitative data format sheet .



Place/Location Accounts section, Ranchi Municipal Corporation

Date of the

Meeting 9

th May 2013

Participants

1. Mr. Prakash, Accounts consultant, PIU cell ,RMC

2. Accounts officer



Discussion

Points

Detailed discussion on municipal finance related to municipal accounting manual ,

accounting systems and budgeting process followed in RMC was done

Mr. Prakash gave brief on the financial condition of the corporation. Discussion on the

asset register preparation , auditing, RMC ratings done by CRISIL was done

Issues pertaining to data entry delays due to limited manpower and lack in computer

knowledge in senior staff leading to improper assessment of demand & collection in

all services, JnNURM projects and current status of urban services were discussed.

The CRISIL team shared the quantitative data format sheet. Assurance for further

assistance in prepration of report was given.

Place/Location Establishment Section, Ranchi Municipal Corporation

Date of the

Meeting 9

th May 2013

Participants

1. Mr. Mani Gopal Raha, Establishment officer, PIU cell ,RMC



Discussion

Points




Mr. Raha explained the staffing and organizational structure of RMC. Numbers of

posts vacant and available in the corporation were shared with the team.

Discussion on inadequate manpower in administrative and technical posts in each

section, and lack of technical knowledge for computers were discussed.

Place/Location Building Section, Ranchi Municipal Corporation

Date of the

Meeting 9

th May 2013

Participants

1. Mr. Mr Surjan Kapardaar, Executive Enginner, RMC





Discussion

Points




The objective and the study areas to be covered under the study were discussed

The meeting focused on urban management, urban planning and status of urban

services in the city.

Current status of services in Ranchi & issues in urban development due to haphazard

and unplanned growth of population were discussed.

Project identification, procurement and implementation process were discussed

Issues related to financing and hindrance in land acquisitions due to public resistance

in city were discussed.

The discussions in the meeting majorly focused on the qualitative questionnaire

pertaining to urban services.

Mr. Kapardaar gave a brief on the issues faced by RMC for implementation of

projects and methods adopted to resolve those.

Details of new projects' proposals in Ranchi such as new Bus stand etc. were shared

and discussed.

A brief on functional responsibility of RMC, and DWSD in urban service provisioning

was given.

Place/Location Water Board, Ranchi Municipal Corporation

Date of the

Meeting 10

th May 2013

Participants

1. Mr.Subodh Kr. Sinha, Executive Engineer, Water Board, RMC



Discussion

Points




Meeting focused on the water supply system in Ranchi.

Discussion on the functional responsibilities and work coordination between DWSD

and water board for water supply system in Ranchi was done.

Issues related to less number of water connections, low metering levels and existing

status of water supply system were discussed.

It was also mentioned in the meeting issues faced due to the CNT act in the city and

registration of holdings.

Information on new connection charges, water tariff structure and process of metering

and billing was provided in the meeting.

The quantitative format was shared by the CRISIL team for further information

Place/Location Planning Section, Ranchi Municipal Corporation

Date of the

Meeting 11

th May 2013

Participants 1. Mr. Gajendra Ram, Assistant Town Planner, RMC

2. Mr. A.S. Deol , Former DPC member, RMC





Discussion

Points




Meeting focused on Urban planning aspects in the city

Mr. Gajendra provided information on the master plan preparation process and status

of proposed master plan which has beenoutsourced to an external consultant as RMC

has lack in staff, technological knowhow and technical knowledge

Issues in the proposed master plan for Ranchi were discussed in the meeting

Mr.Gajendra mentioned that for the preparation of Master Plan, there had been

continuous stakeholders meeting, however there are major faults in the one proposed

and need to be rectified and is under process.

Mr. Deol focused on the issues pertaining to DPC and MPC in the city . DPC was

constituted a year back , however there have been only two meetings so far.On

practical grounds, DPC is only a body to transfer funds by BRGF to RMC. It has not

played role in functioning and planning of the city so far.

Lack of manpower and also technical staff is the major issue in RMC.

The CRISIL team shared the qualititative and quatitative format and the officers

assured for their further assistance in the report.

Place/Location SE Chamber, DWSD

Date of the

Meeting 11

th May 2013

Participants

1. Mr. Shvetap Kumar, Superintending Engineer ,



Discussion

Points




Meeting focused on Urban planning aspects in the city

Discussion over the working of DWSD and present condition of water supply and

sewerage in Ranchi was done

It was mentioned that DWSD had appointed ICRA for preparation of detailed report

on PPP in water supply, but the project approval process is underway. The report was

shared with the CRISIL team.

Mr. Kumar discussed in detailed the existing status of the water supply and provided

information water supply sources , treatment plants etc. as well as the functional

issues in coordination of DWSD and RMC.

All information of supply transmission and distribution shared

Mr. Kumar emphasized on requirement of technical still set in the departments for

proper coordination of water supply and sewerage due to undulating topographical

character of the city.

Place/Location Mr. Suresh Thakur, Engineering Department, RMC



Date of the

Meeting 13

th May 2013

Participants 1. Mr. Suresh Thakur, Assistant Engineer ,


Discussion

Points

CRIS associte gave an introduction to the Capacity Building for Urban Development



General Discussion on the condition of municipal governance in RMC and the

working of engineering department was done

Major issues faced by RMC were discussed, as such no database preparation has

been done because of the resource crunch in RMC

Mr. Thakur mentioned that, there are no updates on the data availability in sectors

such as storm water drainage, roads etc.

The last municipal survey was conducted in 1928.Requirement on adequate

manpower and trainings to staff for database management etc. were discussed.

Place/Location A to Z Waste Management Services Ltd. office ,Doranda, Ranchi

Date of the

Meeting 13

th May 2013

Participants

1. Mr. Rupabh Shrivastava, A to Z Waste Management Services Ltd.,

consultants for SWM Ranchi

2. Mr. Ashok, A to Z Waste Management Services Ltd., consultants for SWM

Ranchi


Discussion

Points

CRIS associate gave an introduction to the Capacity Building for Urban Development



The meeting focused on the solid waste management services in the city provided by

the agency and the existing status and issues etc. in SWM

Mr. Rupabh provided with all necessary information pertaining to the number of

equipments, number of connections, waste generated and extent of waste collected,

tariff structure and process of coordination with RMC etc.

Issues pertaining to lacunae in the provision of solid waste management services in

the city as those faced by the agency in collection on SWM charges were discussed.

Financial issues faced by agency were also discussed.

8.4 Qualitative questionnaire

1) Municipal Financial Management



Query

Administration of Finances of ULB

(The questions in this section are intended to see across 30 ULBs if there are any good practices) Please narrate the various steps adopted for preparation and finalization and monitoring of budget and the stakeholders involved at each stage

Preparation of separate budgets: A notification is issued by the CEO of the ULB to all the departments of RMC for preparation of separate income & expenditure statements and estimates; generally in the month of October. The notification gives a brief of all heads which should be included for the preparation of separate budgets.

The department has to submit the separate budgets to the accounts department within 15 days of such notification.

Internal meetings: Separate budgets prepared under each department are discussed in ‘budget compliance’ meetings, held on a fixed days of month, for every month till February.

These meetings are attended by the officers of each department; the Superintending engineer, Chief Financial Officer, Financial advisor of RMC, Finance officer from JnNURM cell, Section officer from water board, engineering section, and market section.

The prioritization of investments, income and expenditure based on last year’s statements are made in the meetings. The compilation is done and finalized till 31

st December.

Submission to UDD: The draft budget estimate is submitted to Urban Development Department for its inclusion in their budget preparation by 31

st December every year.

Sanctioning by council and standing committee: The estimated budget is submitted to the standing committee, with an annual report and a budget report on subsidized rates of services. The estimate and the reports have to be submitted by 15

th February every year.

After the budget is sanctioned by the standing committee, the budget is sent to council for approval. The standing committee may from time to time, suggest changes as required for grants by state government. The involvement of the public representatives in budget preparation happens only at this stage.

Submission to State government: With the approval of the standing committee, the council sanctions the budget and submits to the state government. The sanctioned budget along with State’s approval on grants and loans is sent back to RMC by 15

th March every year.

Please provide key principles/ policies adopted internally or as per municipal act for financial planning at your ULB

The accounts department in RMC administers the finance of RMC as per the Jharkhand Municipal Act, 2011. (Erstwhile Jharkhand Municipal Act, 2006).

Please highlight if there any issues with respect to manpower in your department

There is acute shortage of staff in the accounts department.

The Accounts department in RMC has been sanctioned with total 7 posts which includes 1 accounts officer , 1 assistant accounts officer, 2 cashiers and 2 clerks. However only 3 posts are filled.

There is no assistant accounts officer.

All the works ranging from administration to implementation and monitoring the work of the clerks is done by only one employee.

A Chartered Accountant has been appointed on contract as part of the JnNURM cell for compliance with the JnNURM accounting reforms. The CA has been entrusted with the responsibility of migration to DEAS. The accounts department is more or less dependent on the CA for all works related to DEAS. Thus, lack of efficient manpower has become a constraint in carrying out the day to day work.

What has been the level of computerization in financial management and revenue administration?

There is a shortage of IT resources. There is only one computer in the department which is being used by the Chartered Accountant appointed in the JnNURM cell.

Accounting Reform (The questions in this section seeks to check the current status of the reform and also

checks whether ULB has a complete road map of the reform implementation)

Has ULB implemented Accounting Reform? if no, then



What is the current status of accounting reform?

RMC maintains its financial accounts primarily on cash based and single entry system. A CA has been appointed as part of the JNNURM cell for migration from single entry system to double entry system.

Has the ULB prepared a road map for implementation of the reform? If yes, please explain.

There is no particular action plan undertaken in this regard. For the implementation of the reform, a CA has been appointed by RMC for carrying out the migration from single entry system to double entry system

What is the likely time period the accounting reform would be achieved? What is the status of valuation of assets?

The double entry accrual based system was been introduced in the year 2012-13 and work is being carried out parallel on DEAS.

The valuation of assets has not been done. Has all the assets being identified?

No Is there clarity on the value to be taken for valuation of different type of assets? Are you adopting any specified norms?

No such information Has the municipal codes being finalized?

RMC has been following the Bihar Municipal Accounts Rules, 1928. An agency was appointed by the Urban Development Department (UDD), Ranchi to prepare the accounting manual as per the JnNURM guidelines. The agency has prepared the Jharkhand Municipal Accounts Manual 2012 which shall be put into effect from 2013-14.The manual is divided into two parts: Account and Finance Rules 2012 and Accounts preparation guidelines

What nature of training is being planned for the department?

No training action plan has been prepared for the account department Has your ULB being provided any form of training by external agency or through State/ Central Government for implementation of this reform?

No such handholding training has been done. Has ULB deployed any external consultant to assist in this reform implementation?

An agency was appointed by the Urban Development Department (UDD), Ranchi to prepare the accounting manual as per the JnNURM guidelines. The agency has prepared the Jharkhand Municipal Accounts Manual 2012 which shall be put into effect from 2013-14.The manual is divided into two parts: Account and Finance Rules 2012 and Accounts preparation guidelines. For the implementation of the reforms, one CA has been appointed under JnNURM cell.

What are the key challenges you are facing or envisaging in implementation and usage of this reform?

Acute shortage of staff in the Accounts department

Dependence totally on the external consultant (CA) for the reform implementation. Lack of knowhow regarding DEAS, budgeting process etc in the staff of RMC.

What are the expected outputs and usage of this system according to you?

It would enhance transparency levels in the working of the departments. Proper database management would assist in assessment of arrears in various sectors etc.

(The questions in this section seek to check the completeness of the reform and the utilization of it in effective way. It also tries to see what where the challenges faced by ULB which could be true with the rest of ULB too )

Has the ULB implemented Accounting Reform? if yes, then Has the balance sheet for latest financial year in place.



Have the balance sheets being audited by an external auditor. Year of commencement of external audit of financial statements. What are the different types of financial statements generated Was the system implemented through internal resources or through deployment of agencies externally Is the accounting module software interconnected with all other modules as per e-governance reform Have all the departments being provided training and handholding for use of Double Entry Accounting System What were the key challenges faced by ULB in implementing the accounting reform - Asset valuation, change management (manpower related), technology adoption etc. Are the ULB officials able to understand and interpret balance sheet and is the system being utilized in day to day decision making What are the key benefits ULB has obtained after migration to double entry accounting system scrupulous

Not applicable

Outcome and performance budgeting reforms What is the basis being adopted for budgeting expenditures for the forthcoming year

Budget is prepared on the basis Is there a monitoring system in place to monitor revenues and budget expenditures on a regular basis

No such system. Does ULB take into account the benefits (outcomes for e.g. no. of households connected with water connections by laying a pipeline etc.) that are created due to investments made in the project?

Such factors are not looked into in depth. Outcome budget is not in place Is there a separate budgeting practice for urban poor? If yes, what %age of the total budget? Is it earmarked as a separate budget head or scattered across the budget?

Under section 105 of the Jharkhand Municipal Act, 2011 it has been prescribed that every municipality shall constitute a separate fund called the ‘Basic Services to the Urban Poor Fund’ for the purposes of delivery of basic services of the urban poor, including the inhabitants of slum area.

The budget compliance meetings of RMC, held on 30th October 2012, for the budget of 2012-13, issued a notice to create separate account in a nationalized bank for urban poor. All the grants and funds for the urban poor and slums would be deposited in that account and kept as escrow account.

The bank account for urban poor, called ‘basic services for urban poor has been opened by RMC However the p-budget is still under preparation.

A notice to first include funds for the wards which have more than 70% BPL families has been made. Currently, the budget involves separate heads in each section for services to urban poor.

Asset management What is the general practice adopted for recording assets. Are the assets recorded centrally or at departmental level?

Assets record was once prepared in 2006-07. However after that no updates have been done. Is the information related to assets updated as and when they are created?

No. Is there a standard framework for recording assets?

No Do you also use GIS as a system for asset management?

No. Is recording of assets a part of work procedure?

Yes. But this is not done on a regular basis. Is there an audit of asset register?

Audit of assets register was done in 2007.

Audit and Internal Control System Do you follow pre-audit or post-audit of works

Post audit is followed, but not for all projects implemented by the ULB

Municipal Financial Rating

Has the ULBs finances being rated by any certified Rating Agency. If yes, what was the purpose of this rating?

The corporate credit rating of RMC was done by CRISIL in 2008 as part of the JnNURM program.



The rating assigned to RMC was CCR B-. Has there any measures being taken up by ULB in case the rating of finances is in poor grade?

No specific steps have been undertaken

Municipal Income

What are the key revenue streams? Do you think the ULB is able to realize the revenue potential in the area of property tax, advertisement revenues, development charges etc.)?

Key revenue sources are holding tax and (that includes general property tax, water tax, toilet tax, and education and health cess); employment tax

Registration charges (on hotel, slaughter house, rickshaw, dangerous trades, and pet animals) and fees (building registration and permission, notice and warrant); market income, SWM user charges, bank interest.

RMC is majorly dependent on the state government grants for its revenue which is specifically received to pay for salaries, repair works on water supply lines and public utilities

Following issues in municipal finance of RMC are there :

Volatility in grants: RMC has attained a surplus in its revenue income in last three years; however this fluctuating surplus is majorly due to the volatility in revenue grants

Outstanding debt: RMC has an outstanding debt of Rs. 108 crores to be paid to state government and other financial institutions. The huge debt has restrained the financial capacity of RMC.

Budgeting process: The prepared budgets are not published. There are no separate poor budgets prepared in the department

Inadequate staff and unawareness to proper accounting and budgeting system:

Potential in tax collection not explored Over the years, what are the steps/efforts taken to enhance revenues?

For increasing collection of user charges in water supply, a proposed plan has been sent to state government regarding allowance of water connection to properties without prerequisite to be registered as holding.

No steps have been initiated for any other revenue source. What have been the bottlenecks/hindrances in revenue enhancement measures?

The water connections are provided to properties only if these are registered as a holding with RMC. However properties under CNT Act which have been in most cases rented out or illegally sold can’t be registered as holdings. Hence collection of property tax, water user charges etc, gets affected including all the inherent charges collected under holding tax.

Lack of staff and immense shortage of manpower in billing and collection.

No monitoring is done over external consultant hired for solid waste management and the quality of service delivery to check the issues of less revenue generation from SWM

Any strategy to arrest leakages

No. Is there a policy on increase in taxation rates in property tax on a regular basis? If yes, is the ULB able to revise the tax as per schedule? If not what are the bottlenecks?

No such policy in place. Property taxation rules have not been reframed after 1992 Has ULB explored revenues through land development? If yes, please explain the land development models?

No. Has the ULB in past or in present raised funds through Municipal Bonds. If no, is the ULB aware of the procedure and process of raising funds through Municipal Bonds?

No. Has the ULB forecasted its revenues for the next 5-10 years? Please discuss the same.

Such activities have not been carried out due to lack of skilled manpower and accounting knowledge.

Please suggest what nature of trainings or capacity building measures you think should be useful for your department in meeting day to day challenges?

Training must be imparted to all officials of the finance and accounts department to enable basic understanding of DEAS and further place them in a position to migrate smoothly to DEAS without external support, in the future.

Training on budget preparation and the municipal accounting manual to adopt and redefine accounting codes

Training to be conducted for efficient functioning of the section and to improve collection efficiency.

Training on routine functioning of the department and inter coordination with other departments

Municipal Expenditure (This aspect basically explores the expenditure planning measures of ULB for creation and maintenance of assets)



12

Jharkhand Space Application Centre

What control measures are being put in place to manage the various expenditures?

No such steps have been planned. Technical audits and monitoring of projects are not a regular practice.

Is there regular monitoring of expenditures? Are there any memos issued in case the expenditures exceed the planned ones?

No Do you have ring fencing for capital budgets?

No.

Property tax (The queries under this are aimed to understand the key limitations faced by ULBs in improving

coverage, and collection ratios)

Please explain the system of property tax followed by your ULB?

As per the Jharkhand Municipal Act, 2011, holding is defined as land held under one title or agreement and surrounded by one set of boundaries. The act prescribes the collection of holding tax, as per Chapter 17, section 151 (subsection 4 to 9).Holding tax in RMC is collected as per the Annual rental value. The rate calculation in ARV depends upon following: classification of holding, type of holding and use of the holding.

The formula for calculation of the Annual Rental Value is as follows: ‘Area of building (in square feet) X Rate (Rs.)‘ Rates as per the two zones are given by RMC, and are modified at an interval of every 5 years.

Refer table 13 of the RBA Ranchi report for the Rates as per use of building for tax calculation

In case the holding does not have water connection and the holding is located within 300 yards of a hand pump or stand post then water tax of 7.5% is charged. In case no hand pump or stand post is available within 300 yards of the holding no water tax is charged.

What is the estimated billing potential of property tax? What are the key reasons for not being able to bill and collect the realize potential?

Since, RMC does not have full database of the properties under its tax net and also there are no records of land transferred under the CNT Act, it would not be possible to ascertain the true potential of property tax. coverage

Below are the reasons for low collection efficiency and slow growth of tax coverage a. Hesitation on the owner’s part to pay tax on a regular basis. b. Demand notices are not sent to all tax payers and this proves to be one of the reasons

behind the holding owners’ lack of will to make the payment on a timely basis. c. There is no practice of sending warrant notices to tax defaulters. d. RMC does not have a separate property tax department. The revenue department takes

care of the property tax assessment, billing, generation and collection. However the department is struggling to perform the basic functions without sufficient staff.

e. Out of total 14 sanctioned posts, there are only 2 employees in revenue department. There is one assessment & valuation officer and one assistant revenue officer. There are no revenue inspectors or tax superintendents.

f. No major steps such as GIS mapping, house to house survey, etc, have been taken to widen the tax base and coverage. The last assessment of properties was done in 2006-07. JSAC12 was appointed on contract for GIS based property tax survey in 2009. However, the survey has not yet been completed yet

g. The properties falling under the CNT Act have not been registered as holdings. It has been brought forward in the discussion that these lands are either illegally sold or rented against the CNT Act norms, which cannot be recognized as holding. Hence, coverage of the properties cannot be ascertained. This also affects the collection of the other taxes collected as part of the holding tax.

What is the frequency of conducting surveys to identify un-authorised properties? In past, per year how many properties have been found out of tax net?

This is carried out by the tax collector, although not on a scheduled basis. Details of increase in properties is as below:

Description 2012-13

Non-slum 86,372

Slum 25,479

Properties under tax net 80,000



Total number of properties 11,851

Are there separate officials for assessment, billing, distribution, collection, vigilance and hearing?

No What is the frequency of issuing of bills to tax payers?

Quarterly Is the billing system computerized?

Demand notices are generated electronically. After issuance of bills, within how much time the users are required to pay without any penalty? Any schemes/initiatives to enhance property tax revenues? (incentives/penal system)

RMC issues a 10% penalty to the defaulters.

The Jharkhand municipal act 2011 has introduced rebate in property tax, however it has not been enacted in RMC.

If your collection ratios has improved in past, what do you think where the key reasons for improvement?

Holding tax collection has increased in last three years. The major reason is online billing, payment gateway and computerized generation of bills which has been initiated under e-governance.

Has your ULB undertaken GIS mapping of properties? What is the progress on the same? What are key hindrances ULB is facing in implementing/ managing this reform?

RMC had appointed JSAC (Jharkhand Space Application Centre for GIS mapping of properties in 2007. But the agency has not been able to complete the work. No notification has been issued by RMC to JSAC.

What do you think are the training need requirements at different levels in property tax department

There is no separate property tax department in RMC. Following training requirements have been noted:

Database management for assessment of arrears and defaulters

Best practices in property taxation

Trainings on applicable laws, rules, note sheet preparation and also day to day activities

Support required in framework of regulations for incentives and rebate in PT

Support required for assessment of loopholes in the PT collection

Support is required in monitoring the survey of properties carried out by external agency

Support required in establishment of property tax department with new verticals and special committees and smooth transition into the new structure



2) Urban Service Delivery

Target Source of Information: All the departments managing services

Qualitative information

Query

Project Planning, financing, procurement and implementation

Planning

Do you think, there is adequate technical/ managerial capacity with ULB for project planning? What are the gaps in the system according to you? (Issues could be related to funds, manpower, technology, decision making, process etc).

Most issues revolve around lack of manpower in RMC.

Major urban services have been outsourced as the ULB has absolutely no technical abilities to carry out such functions.

The staff of RMC lacks basic computer knowledge which is affecting the generation and maintenance of a proper database of all records

The Government of Jharkhand has issued a circular (UDD circular no. 1532 dated 10/4/10) that all the fourth grade posts would be surrendered after the end of service term of the employees and would be outsourced on contract basis. By now no employees have been recruited on contract against the surrendered posts. This has affected the quality of service provisioning in city.

Are you aware of similar projects planned and implemented in other cities? Have you visited any of these cities?

No exposure visits are organized. Awareness of project planning practices followed in other cities is very low.

Does ULB have any plans in place to meet the infrastructure gaps? Was the CDP for your city being prepared; if yes, do you think the CDP prepared address the project planning related aspects? Any suggestions in this area?

CDP of Ranchi has specified priority specific projects for each of the sectors. Solid Waste Management was taken up as a priority project as per CDP and has been outsourced to an external agency on PPP basis. For sewerage and strom water drainage the detailed project reports have been prepared and are in the process of approval.

What support do you envisage in planning of projects? Support from ULB, state and centre

The ULB would like more support from the State in regards to adequate staffing in the RMC. RMC has been indebted to state government and yearly grants are received for several projects. However support in terms of proper manpower, handholding support for coordination is required

What is generally the process followed from conceiving a project to its implementation? Across the project cycle, where do you think are the key bottlenecks and according to you, how this can be resolved?

Following steps are involved for the implementation of engineering /infrastructure projects in UMC.

Project Identification: The small scale projects are usually identified on the basis of following: inspections by the junior engineers, suggestions by public representatives their respective wards, complaints etc. Currently many projects regarding sewerage, water supply , SWM and storm water drainage have been identified by the city development plan which was prepared in 2006-07

Approval and sanctioning: The projects are prioritized in the respective departments and sent for approval to the financial committee.

DPR preparation: DPRs are prepared by either hiring external consultants due to acute staff shortage in RMC. After the DPR is prepared it is sent for approval.

Key bottlenecks:

Due to shortage in adequate staffing in RMC the projects have been outsourced to external agency. Lack in proper coordination and monitoring has delayed the implementation.

No quality checks or monitoring leads to inadequate service provisioning

RMC is dependent on grants and loans for financing of most of its projects What steps have been taken in the past to resolve/reduce these issues?

No steps have been taken by the ULB or the State. Current practices are age old. While planning of projects do you envisage/ enumerate the improvements in SLB indicators? If no why?

SLB of services has been carried out by RMC however it is not based on surveys or any specific database preparation for SLB. Reports for SLB have rather been prepared by one person by collecting data from individual departments.

What is the level of participation with CBOs/SHGs and or NGOs/Civil Society groups in planning the development works?

RMC is yet to involve these agencies in planning and implementation of development works.



Query

Financing

In what manner, ULB has financed its past projects?

The financing of the projects is either directly done by the state government to RMC or through central and state government schemes in Urban Development Department (UDD), Ranchi. UDD is the state level nodal agency for urban local bodies in Jharkhand. RMC has taken loans and grants to implement all the projects in Ranchi.

Has there been any trainings in past on project financing?

No such training sessions have been organized for the Ranchi Municipal Corporation as the projects are implemented by the parastatal agencies.

Implementation

What kind of support is required for project implementation?

Financial support from the State

Technically qualified officials to plan, phase and monitor the projects

Sufficient skilled manpower

Support required identification and prioritization of projects as per RMC capacity During implementation of projects under JNNURM/ funded schemes of your state, how frequently the review meetings are organised to mitigate and resolve the issues?

Meetings are very rarely held at the RMC to resolve such issues. Have the execution team been provided any trainings in the area of project management or use of software for project management?

No. Are there any issues related to manpower planning, technical capacity of team etc

Administrative / monitoring or managerial staff: One common assessment of the service provisioning is that the number of staff responsible for proper administration of work and management of the subordinates is reducing; there are no posts to overall administer the working, approval of new technology or new projects etc. Hence this lays additional burden on some employees and thus skewed level of responsibilities.

Notification by state government, for reducing the staff and termination of posts of 4th grade employees affects the on-field performance of the sectors. Shortage of employees or deficient posts in Tax collector, health inspectors, sanitary supervisors and assessors has direct impact on the citizen-officer relationship.

Citizen grievances redressal system: No citizen charter or appropriate complaint redressal system is exerting pressure on the service delivery mechanism and thus the consumers are not willing to pay the taxes to RMC. A proper citizen charter needs to be drafted on priority.

Accountability of outsourced agencies and contracted employees: To reduce the burden of revenue expenditure on staff salaries, and because of the state’s notification to or no new posts), is filled by contractual employees.

There is no check on the accountability and efficiency of the contracted employees or the agencies that are outsourced for service in RMC. It has been noticed that if the contractual employees are joining RMC, there is a sense of leaving due to work pressure and no responsibility taken by the permanent staff, which already are lacking in numbers. Hence it affects the service delivery.

It has been noted that for the implementation of the 74 CAA , all the functions have been transferred to ULB however , in case of RMC, it does not possess enough capacity to carry out such functions due to above mentioned reasons. Hence mostly the services are outsourced, and projects generally are carried forward with grants from state government.

Urban Service Delivery

Municipal Service Delivery: With respect to the urban infrastructure services in the ULB such as water, sanitation, sewerage and drainage, solid waste management, urban transport, street lighting, environment protection , urban poor settlements, please provide inputs related to

What are the key reasons for poor service levels?

The ULB does not have the capacity to provide for the floating population and the increasing resident population.

There is a rise in the slum population by the year.

The ULB and parastatals are short of staff.



Query

Implementation of projects has been rather slow due to lack of will and lack of manpower.

The present staff of the parastatals lack technical skill in terms of knowledge in preparing DPRs, detailed proposals, etc

Low financial sustenance and capability

Projects are not foreseen as per current and future needs.

The ULB does not have the capacity to carry out O&M functions. Do you have any operational guidelines for O&M of projects? If yes, are they followed and monitored; if no, do you think this should be helpful?

No information on this If your ULB has not been able to meet the O&M cost recovery as per reforms -

o What is the plan of action you have devised? o What according to you are the various areas of curbing expenditure or increasing revenues? o What according to you are the key hindrances in achieving this reform? o Are there tariff policies for charging for service delivery? Are these policies in line with the O&M

cost incurred on services?

O&M for SWM is carried out by the external agency which is hired on PPP basis in Ranchi, water supply is by DWSD (Drinking Water and Sanitation Department) and there is no sewerage system in the city.

RMC is looking forward to increase metered connections to improve the tariffs; however it has not been implemented due to staffing issues.

No steps have been taken to increase collection due to lack of manpower and frequent transfers of key officials

User charges are collected only for Water supply at present.

The ULB does not perform check or regular monitor th quality of service delivered by the SWM agency. There is a very low cost recovery in SWM.

Land for the project Has ULB made reservations for land required for the projects in future?

A land of 2 acres has been purchased by RMC for construction of transfer station of solid waste management in the city.

Have any of your projects stuck due to land issues?

The Land issues due to CNT act persisted in the BSUP project. Its implementation delayed considerably as the individual property owners did not wanted to leave the land, hence single or individual houses were constructed under BSUP.

Issues like encroachment on roads have hampered the execution of road projects; some of which were sorted out by strict action.

What suggestions you would like to make to ease out the process of land acquisition.

RMC must be provided with a ‘land bank’, but only once the ULB builds its capacity in terms of manpower. This will reduce the time taken in acquiring land from the Tehsil office.

Citizens are to be made part of the project planning process so they understand the benefits of the services planned. This makes the process of acquisition easier.

Involvement of CBOs, slum residents and NGOs in the project planning and execution phase.

Service Level Benchmarks (SLB)

Please explain the awareness of the ULB with respect to Service Level Benchmarks (SLB)

Only the PIU and some officers are aware of this. Was any survey being done with respect to SLB?

No such survey has been done in RMC for any sector. What is the institutional mechanism put in place to ensure that the data reliability of SLB indicators is highly reliable?

It was observed that there is no any mechanism followed in SLB data. The data was prepared by the PIU cell’s personnel by collecting database from different department.

Are you aware of “Information Systems Improvement Plan (ISIP)” and Performance Improvement Plan (PIP)? Explain preparation and implementation of a Performance Improvement Plan (PIP) to facilitate improvement of performance levels on select service indicators

No



Query

Water Supply Services –

How do you plan to reduce the non-revenue-water in the system? What measures ULB has taken in past towards this and what has been the success achieved?

This is not an easy task due to lack of staff, and age old water supply infrastructure. How is the water system managed; do you have water districts? How do you rate the accountability of the current system of administration of water supply?

Department of Water Supply and Sanitation (DWSD) is the nodal agency of state government for providing water supply and sanitation in Jharkhand.

The city’s water supply is divided into specific number of water zones.

The current system of administration and water supply sector responsibility is described as follows: o As per the Jharkhand Municipal Act, 2011, RMC works as major governing body for the water

supply services in Ranchi city. The functional responsibility of RMC now includes identification, procurements, and preparation of project DPR; financing DWSD for execution and operation and maintenance and providing connections, billing and collection.

o The financing of the project is either directly done by the state government to RMC or through central and state government schemes in Urban Development Department (UDD), Ranchi. UDD is the state level nodal agency for urban local bodies in Jharkhand

o RMC appoints DWSD as an external agency for execution of the project.RMC transfers the project amount to DWSD as per estimates or as per the sanctioned cost by UDD in the beginning of the project itself or in installments

o DWSD is governed by Jharkhand Public Works Department Code, 2012 and as per the code (section 288), no work as an external agency can be undertaken by DWSD for any corporation before all estimated costs have been paid.

o The operation and maintenance of the projects is carried out by DWSD. RMC has to pay every year a dedicated amount to DWSD for operation and maintenance. However, as of now no payments have been made.

The ad hoc implementation if the act has caused such a system of coordination in water supply in Ranchi. However issues occur at the time of preparation of DPR and estimation of the project. There is a need to streamline the work responsibility in the water supply sector between the parastatals in Ranchi

What are the key challenges you consumer interface i.e. in the area of metering, billing and collection?

No metering system

There is a lack of collection centres and citizen service centres.

There is a general lack of will to pay arrears and timely charges due to low service levels.

In Water board of RMC bills are dispatched quarterly due to lack of manpower and sometimes half yearly, the payment is dependent on the consumers’ will to pay

What is your exposure to technologies in the treatment area? How do keep yourself update with the latest cost effective technologies?

THE DWSD staff keeps updated about the technologies. What key changes you would suggest to improve the service delivery in water supply area in your ULB?

Enhancing staff strength and technical capabilities of the staff. Reducing multiple responsibilities so that each staff can be in charge of particular areas and functions of the water supply system

Involvement of public participation in the planning and execution of projects

Metering of all connections

Curbing leakages and devising a monitoring system for public stand posts

Improvement of services in slums

Coordination between RMC and DWSD is required at the time of preparation of estimates and detailed project reports.

Adequate staffing in water board of RMC is required for posts of tax collectors.

Water supply services in the slums require installation of additional, public stand posts, connections of taps etc. Coordination with RMC for slum database as per RAY should be done by DWSD

Sewerage Services/ SWM What is your exposure to technologies in the treatment area? How do keep yourself update with the latest cost effective technologies?

There is no underground sewerage system in Ranchi. The individual properties are either connected with septic tanks or soak pits.

The waste water or sewage from the overflowing septic tanks or unconnected households flows into



Query

open drains and leads to open nallahs (water channels) or nearby water bodies. The sewage gets accumulated in low lying areas of the city at many places because of the undulating terrain.

SWM: The Health Department of the RMC is responsible for the solid waste management in city.RMC has appointed an external agency for delivering SWM services in city. The agreement has been signed for a period of 30 years (till 2040) on DBOOT contract (design built own operate transfer) basis. The external agency is responsible for door to door garbage collection, transportation, and disposal and re use of the solid waste.

There are no technological advancements in the sewerage sector. However for SWM , as per the DPR, new systems were proposed to be carried out for scientific disposal , segregation and reuse of waste, However there is a huge gap in actual implementation.

What are the key challenges you face in service provisioning in this area?

Same as in water supply JNNURM requires the cities to frame byelaws related to reuse and recycling of waste water, so as to conserve water resources. Is there any byelaw pertaining to reuse of recycled water?

RMC follows the building bye laws as per the Jharkhand Municipal Act JNNURM requires the cities to take sufficient steps towards promoting the use of rain water harvesting systems in cities by making it mandatory for building permission, with a long term objective of promoting conservation of water and ensuring sustainability of water resources? Is there any legislation for making Rainwater Harvesting mandatory in buildings? What is the status on reforms in the area of waste management? What are the key hindrances in implementing these reforms?

The Jharkhand Municipal Act 2011 has included RWH as a mandatory for building permission; however its implementation has not yet taken place. No separate byelaws or legislation regarding RWH in place.

Housing and infrastructure for Urban Poor What are the key challenges in implementing projects for urban poor, especially with respect to provision of housing and infrastructure?

The slum settlements in Ranchi are characterized by disorganized land pockets which are spread across the city. These land pockets are majorly the properties falling under CNT act. As per the act, the land belonging to a tribal can only be traded with tribal .Many of these properties have not been registered as holdings by RMC, for being illegally sold or rented. Hence the major challenge for implementation of BSUP Ranchi was to first get the holdings registered or to create an acceptance to relocate or rehabilitate. Relocation to group housing was largely unaccepted and opposed. Consequently, the BSUP project has been divided into two types: individual dwelling units for self-owned registered properties and group housing for slums on government lands and other private lands.

Lack of dedicated staff in RMC for BSUP project has delayed the overall progress of the project also the delay in tendering process and land acquisition has delayed the project.

There is no separate cell for slums in the RMC and no administrative staff is responsible for slum development. Hence the projects and works related to slums are not taken up on priority. Adequate administrative and technical staff for timely supervision is required.

The land issues for backward communities has been strategically solved, however streamlining the financial inclusion of the beneficiaries is required.

Has the ULB formulated and adopted a comprehensive policy on providing basic services to all urban poor.

No such steps have been taken. To what extent, slums have been rehabilitated in your city?

Out of total identified 8,928 dwelling units, for 60 slum pockets in city (which is 23 % of total slum pockets and 18.5 % of total slum population), project work for 2,648 (which is 5.5% of total slum population) is under construction. Land has been secured for relocation of 920 units by RMC.

920 units are proposed to be relocated at Rugrigraha, Madhukam and Harijan-Tola areas. A contractor has been hired for constructions of group housing. Labor from slums is employed as construction workers.

Do you have a separate department to handle the issues of urban poor?

There is no separate cell for slums in the RMC and no administrative staff is responsible for slum development. Hence the projects and works related to slums are not taken up on priority. Adequate administrative and technical staff for timely supervision is required



Query

Explain the extent of participation by communities of urban poor in the entire range of urban services and poverty alleviation programmes. Explain the nature of involvement (eg. Roads within slum clusters - Community contracting) and community mechanism (Entire material + Labour contract awarded to Slum association.)

As mentioned above, community mobilization efforts for slum development have been a handful and negligible. No NGOs, CBOs or SHGs have been identified or involved to work with towards pro-poor development.

Citizen’s Charter Please provide Citizen’s Charter formulated by the ULB

RMC has not yet drafted a separate citizen charter or prescribed any service delivery mechanism for the consumers. A citizen grievance toll free number (1800) is maintained by RMC.A public Grievance and Redressal System for each department of the corporation is active since 2007-08 on RMC’s website

Whether the Charter lays out service delivery standards to enable consumers to understand what they can expect from service providers?

Only timeline within which the service can be accessed is mentioned in the charter.

No standards are given by RMC for urban services. What is the current mechanism to record citizen’s satisfaction levels and their voice in day to day urban management Please provide details of the grievance redressal mechanisms along with precise timeframe (number of days) within which the service provider / utility are obliged to respond and redress consumer grievances.

The citizens can raise their grievances through the online portal or through telephone or by visiting the office in person. A registration number is generated as soon as the complaint is filed online. The e-governance section then transfers these complaints to the respective department. The consumers can track the status of their registered grievance online. For each department the complaints are addressed as per the time required. For example, if there are no major faults the street lighting issues are covered in one to two days.

Whether there is involvement of consumer organisations, citizen groups, and other stakeholders in the formulation of the Citizens’ Charter and setting service standards.

No such measure has been taken Does ULB involve citizen’s in project planning and obtains feedback on services provided by it? If yes, then how, please narrate with examples

There is very little involvement of the public in the activities of the municipality



3) Municipal Governance

Query

E-governance Please provide the status of various e-governance modules, including inter-connectivity (between departments, zonal offices etc.) of modules at your ULB and how the entire process was managed?

The IT section at RMC was set up in the year 2003-04. The department has been responsible for designing, operating and maintaining the e-governance modules. The department also handles all the other IT related works of RMC including management of website, daily computer related works etc.RMC has not prepared the Municipal E-Governance Design Document and has also not carried out the Business Process Re-engineering exercise.

RMC has currently implemented 5 out of the 11 e-governance modules and 2 are under progress

The Jharkhand government has also prepared a module – E-district through Tata Consultancy Services (TCS) which shall be integrated with all the urban local bodies in the state. Currently, E-district is being rolled out for birth and death registration and licensing. However, there are integration issues due to which the implementation of the same has been delayed.

Has the ULB prepared ‘Municipal E-governance Design Document (MEDD) and Business Process Reengineering (BRP)?

No. Have all the departments being provided training and handholding? Any gaps in the training?

An in house training was conducted by the IT section. Trainings were also conducted at the district training centre for handholding of e governance .The staff of RMC still requires training pertaining to the basic computers.

What are the key challenges you have faced/ facing in implementing e-governance? If the e-governance modules are not implemented; is you ULB aware of complete process of implementing the same. What is the support that ULB require for this? Under what timeframe this could be implemented?

The IT department has 12 computer operators for data entry and processing. There is one software programmer who works as the administrative head and also designs and operates the modules. The department also directly deals with public for day to day issues. The lack of administrative and technical posts for programmer in IT section acts as a constraint on the capability of designing and implementation of other modules.

How is the feedback from the users (ULB department officials and citizens) on e-governance services? To what extent citizens use the e-governance services? For eg. in case of out of total no. of tax payers, how many tax payers pay their bills online? What do you think are the key benefits of implementing e-governance system?

The e-governance system has benefited the RMC in streamlining its working methods. The implementation of biometric attendance tracks down the regularity and has increased the accountability of employees. Computerization of birth and death registration, property tax online, has benefitted the consumers.

Through online bill payments the collections have also got affected.E –governance has created a database of the information and records of RMC, hence arrears in PT tax and water can be now generated

There is no specific record to mark the number of online bill payments etc.

The database to implement online payment system of holding tax, has not been created. Tax is collected by tax collectors from door to door.

Institutional Structure What is the Institutional structure (in terms of planning and development) of the ULB . Explain the Jurisdiction of these agencies – Physically and Functionally.



Query

RMC is the chief agency for urban service provisioning in the city. It is responsible for designing, implementation, operation and maintenance of basic infrastructure services of city. RMC has outsourced works to external consultants and agencies for provisioning of services at different stages .The Jharkhand Municipal Act 2011, has also prescribed appointment of eternal consultants, agencies or departments for execution of core functions.

For provisioning of Solid waste management, street lights and basic services for urban poor private consultants have been hired. For implementation of water supply services and Rajiv AwasYojna (slum surveys), autonomous bodies or government agencies have been appointed.

Following matrix gives a brief on the major service providers in each sector:

Urban Service Providers in RMC

Service Agencies Major Functional Responsibility Area of Jurisdiction

1 Ranchi Municipal Corporation ( RMC)

Solid Waste Management; (outsourced) Roads and Urban Transport; Water supply ,Sewerage; Street lights ( outsourced)

Municipal Area

2 DWSD Water Supply, Sewerage Ranchi division

3 PWD Roads, Street Lights Ranchi state department ( division area)

Source: RMC Are there a multitude of agencies undertaking the same kind of functions? Explain, if there are any Overlapping of policy, regulation and operational roles. Is there an overlap in the responsibilities and activities of public service agencies? Are their objectives and activities complementary or conflicting? What mechanisms exist for interagency coordination?

The roles and responsibilities of the para statls are denied. There are no major issues concerned to the overlapping of functions in the urban service delivery in the city.

Explain the institutional structure at the ULB for Urban Poverty related programmes/schemes/projects

The housing and infrastructure services for urban poor in Ranchi are undertaken by RMC. There are two central government projects undergoing in the city; Basic Services for Urban Poor (BSUP) and Rajiv AwasYojna (RAY).RMC is the implementing agency for both of these projects

There is a no separate cell in RMC assignedfor the urban poor projects. The JnNURM cell which has been established to undertake the projects of central government schemes has a staff of five consultants hired on contract basis for slum projects. Two consultants are working on the RAY and three on BSUP.

RMC has set up ‘RaenBasera’ temporary group shelters for roadside dwellers in 11 areas of the city with provision of free night stay. These shelters are provided with minimum facilities of beddings, table and chair. These structures are connected to tube wells and community toilets .The operation and maintenance is done by external agency

A total of 254 slum pockets have been identified under RAY in the city. Detailed survey of 133 slum pockets has been completed and the rest is in process.

Please provide the details on the Responsibility matrix for Main Urban Service Providers

Urban Infrastructure Service

Planning and Design

Construction/

Implementation

O&M Policy making

Regulation

Water supply DWSD DWSD DWSD GOJ DWSD

Sewerage - - - - -

Storm Water

Drainage

RMC RMC RMC GoJ RMC



Query

Solid Waste

Management

RMC RMC RMC GoJ RMC

Urban Transport RMC

JTD

RMC

JTD

JTD GoJ JTD

Street Lighting RMC RMC RMC GoJ RMC

Environment Protection

JPCB JPCB JPCB GoJ JPCB

Act governing Institutional structure of the ULBs and parastatals

Table 33: Governing agencies

Agency Governing Act/Rules

Ranchi Municipal Corporation Jharkhand Municipal Act 2011

Drinking Water and Sanitation Department Jharkhand Public Works Department Code, 2012

Please provide the governing/organizational structure (such as political/elected and administrative wings) of the ULB. Explain the responsibilities and functions of these wings

RMC is the governing body for the municipal area of approximate 175.57 sq km in the city.

From the formation of RMC, till 2013, only one municipal election has been held. Prior to that, there was no elected body and all the decisions were taken by the Executive Officer

.The first election for municipal corporation took place in 2008 as per the Jharkhand Municipal Act, 2006 (now Jharkhand Municipal Act, 2011). The elections for second term in RMC were held in April-May, 2013 and the council has been formed.

The elected body in the corporation comprises of councilors, ward committees, zonal committees, standing committees and council. Sections 15; 24; 34; and 49 of the Jharkhand Municipal Act, 2011 states the process of formation of the elected body.

As per the act, the Councilors are the elected members from the wards. The ward committees constitute the representatives from area sabhas whereas zonal committees are formed by two or more terrestrial wards.

Standing committee comprises of chair persons of zonal committees; while the council constitutes of Mayor, Commissioner and Standing committee chairperson and councilors from each ward. The Mayor heads the elected body and Commissioner is the administrative head of the corporation.

What is the role of state government vis-a-vis ULB operations?

The Urban Development Department is the nodal department for ensuring proper and planned growth of cities and towns with adequate infrastructure and basic amenities.

Institutional Arrangements Explain the process of Central level schemes by the ULB including urban poverty alleviation

Project planning and initiation: This is looked over by the UDD, GoJ. Proposals or DPRs are prepared at the ULB level and submitted to the UDD for approval and consideration. The proposal is placed before the Finance Committee and the Council for final approval before it is submitted to UDD.

Funds are channeled through the State and then disbursed to the ULBs.

Monitoring of projects: The work at field is monitored by the officials set up at RMC and by the Engineers DWSD, the implementing agencies in case of water supply projects. Quarterly progress reports for all schemes are prepared by the ULB and sent UDD for consideration. This is further sent to the MoUD.

Funds are disbursed on basis of QPRs and performance of projects being implemented. Explain the existing M&E (Monitoring and Evaluation) framework prevalent in the ULB (M&E framework in all phases of project implementation – initiation, implementation, Post implementation)

As mentioned above. There is no stringent M&E framework followed by the ULB or parastatals in Ranchi

Whether MIS reports are generated for the same? If yes, please provide the details



Query

MIS reports are not generated on a regular basis.

Human Resource and Capacity Building

Explain the staffing structure under various departments/functions. What are the gaps in the employee structure? Explain the employee structure wrt capabilities related to

Technical skills

Managerial and Operational

Regulatory

Delegation of Powers

The administrative and engineering together constitutes 25 sections in RMC; some of which include: Engineering, Town Planning, Revenue, Accounts, Water Board, Law section, Health and Sanitation, IT, JnNURM, Establishment, Najarat, Dangerous Trade and Secrecy.

These sections have been further grouped to form 8 wings - Accounts, Town Planning, Water Board, Health, Revenue, Law and Engineering.

The existing posts in these departments, as per the functions performed can be divided into four categories:

o Administrative & Managerial Category: Municipal Commissioner & statutory officers of the departments, Superintending Engineers, Administration officers etc

o Technical & Supervising Category: Assistant Officers, Executive & Assistant Engineers, Revenue Officers, Health officer, Revenue and Sanitary Inspectors

o Subordinates & Office Assistants: Upper and Lower division clerks (UDC, LDC), office assistants, computer operators, stenographers, GIS operator etc.

o Skilled and unskilled: Cleaners, Fitters, Plumbers, Drivers and Sweepers, Helpers, Peons etc.

The number of sanctioned postsin 1979, at the time of establishment as a council, was 1339.On one hand, there has been no increase in the number of sanctioned posts and on the other side the number of vacant posts has increased due to retirements.

At present the total filled posts in RMC stands at 707. The Jharkhand Municipal Act 2011 has prescribed 13 new posts on officers and statutory category, but new recruitments have not been carried out.

Out of the occupied 707 posts in RMC, 93 % employees belong to the of 3rd and 4thclass employees. Furthermore, the Government of Jharkhand has issued a circular (UDD circular no. 1532 dated 10/4/10) that all the fourth grade posts would be surrendered after the end of service term of the employees and would be outsourced on contract basis.

A JnNURM section has been established in RMC with 14 contracted employees to fulfill the reform implementation process. Hence on many posts, employees have been appointed on contract or outsourced.

Issues with the staff

The limited number of Class II (technical heads) and III (subordinates) officershas increased the burden on the existing staff and is the directly affecting the urban service delivery mechanism in the city

.The revenue section has limited personnel for carrying out assessment, distribution, and collection of revenue and is thus unable to raise the full demand for all the properties within RMC.

Of the sanctioned 14 technical posts in revenue section only 2 are filled. There are two assistant revenue officers and 60 tax collectors in the department. (Only ten posts have been sanctioned, whereas 50 tax collectors have been appointed on contract basis)

The staff of RMC of lacks basic computer knowledge which is affecting the generation and maintenance of a proper database of all records.

Lack of staff in accounts department is exerting tremendous pressure on the working and financial management of the department. This has delayed reform implementation

There are many employees who are handling multiple charges; e.g. the DTP of RMC holds additional charge in RRDA; the office superintendent has additional charge of revenue officer.

New employees cannot be recruited by RMC on a permanent basis without the approval of standing committee, many contract based employees have been recruited on posts of computer operators, assistants etc.

The total Class three sanctioned posts are 103, whereas 164 employees are working at present.

The corporation has sent a requisition to the state government for sanctioning additional 87 new posts for the department, which are presently held by either deputed officers or by contracted employees.

How and to what level the ULB hold its employees responsible for their actions?

The services that are contracted have no monitoring framework in the MRC. Hence the accountability issues rise in RMC to keep check on the quality parameters of the woe k performed by the external agency.

The permanent employees of the municipality are accountable to the officers. Due to lack of key



Query

officers, the permanent staff lacks a sense of accountability. What kind of areas need to be strengthened to match the skills and expertise required to carry out functions of the Municipal Authority.

The earlier training sessions in the RMC have not benefitted the staff. The general feedback about the trainings is that these issues discussed in these sessions are either irrelevant or very complex for the employees to comprehend.

The earlier training sessions in the RMC have not benefitted the staff. The general feedback about the trainings is that these issues discussed in these sessions are either irrelevant or very complex for the employees to comprehend.

Most of the staff does not have the basic computer knowledge. The workshops and training regarding GIS and complex software should be first preceded with workshops on computer skills.

Inhouse training facility needs to be strengthened

All the personnel of ULB have to be trained in public – dealing ..

There is an immediate need for creation of urban cadre so that the municipality can recruit as per their requirements and not be dependent on the State for every key post.

Training must further be extended to the existing and potential staff of the corporation to ensure effective delivery of those functions then on.

A training curriculum must further be prepared with the aim of enhancing the skill and technical know-how of existing and new staff.

The key areas of focus should be as follows: o Basic computer knowledge o Daily Business dealings of the municipality o Budget preparation and financial management o Implementation of e-governance reforms o Implementation of DEAS at RMC o Technical knowledge on current and upcoming technologies in the water, sewerage and

sanitation sectors Are there any initiatives to enhance their performance? Or what mechanism does the ULB have in place to support the execution of the specific action plans to enhance their performance

No such measures have been taken. What is the existing practice of awarding performance based incentives to the staff to keep them motivated to efficiently achieve performance targets? Is it satisfactory?

No incentives are awarded and no recommendations are given for promotions. Performance based benefits are not provided to the staff.

Are you ‘planning to adopt’/adopted any new HR incentive system? If yes, what system? Have the employees being explained about the same? What is there response?

No such specific measure. Are there conflicts between members at any level? If yes, what kind of conflicts?

No major conflicts. Training Programmes

What kinds of training programmes have been provided to the staff in the past (under each sector and function)? Has the ULB reaped any benefit from this?

What kind of facilities does the ULB have to undertake these training programmes

What kind of support does the ULB require to carry out these training programmes

It has been discussed earlier the section Information requirement No. of employees according to age group/qualifications/departments Sanctioned and vacant positions in the ULB

The number of sanctioned posts in 1979, at the time of establishment as a council, was 1339. At present the total filled posts in RMC stands at 707. The Jharkhand Municipal Act 2011 has prescribed 13 new posts on officers and statutory category, but new recruitments have not been carried out.

In Ranchi Municipality, 334 posts are vacant out of 724 sanctioned posts. The shortage of staff has adversely impacted the ability of ULBs to perform its routine functions in an efficient manner

Skill sets outsourced

Due due to the absence of adequate technical staff in RMC, the dependency on the external consultants and agency has increased. Also, due to lack of administrative officers in each department, RMC is also lagging in proper monitoring of the service delivery and functioning of the external agency.



Query

Table 34: Outsourcing of urban services in Ranchi

Outsourced Services External Agency and status of work

Solid Waste Management ‘A to Z Service LTD’ on PPP mode for 30 years (DBOOT basis)

Street Lighting ‘Bright Neon Sign Pvt. Ltd’ responsible for operation, maintenance and installation of street lights.

Water Supply Drinking Water And Sanitation Department (DWSD ) working as external agency for execution of water supply

Sewerage and Drainage ‘Maendhart‘ , Prepared DPR for PPP in sewerage and drainage , sanctioning of projects is under process

BSUP ‘IPE Global Limited, Delhi’ is hired by RMC for construction dwelling units under BSUP

RAY HUDCO ,has been proposed to undertake Slum Free City Plan

Source: RMC

HR policy

There is no HR policy to govern the functioning of daily activities of Puri Municipality. Roles and responsibilities of the staff are unclear.

Awareness and Exposure How would you rate the “awareness and exposure” of the ULB officials wrt best practices adopted in the sector.

Awareness levels are very poor How would you rate the “awareness and exposure” of the ULB officials wrt PPP Projects.

There is some knowledge of PPP projects although the shortage of staff in the municipality has hindered such modes of project execution.

Are there any reforms wrt adopting the Voluntary Retirement Scheme (VRS), not filling posts falling vacant due to retirement etc., and achieving specified milestones in this regard? What are the milestones achieve till now?

No such reforms are taken up.

Please provide the status of implementation of each of the e-governance modules.


Accounting Under progress The module has not been fully implemented. The financial transactions are single entry based and recorded with Tally ERP’9 version software. DEAS not implemented.

Property Tax (PT) Completed Implementation includes the MIS generation, preparation of bills, posting of demand generation ,etc

For consumer services, RMC has initiated online payment for PT, calculation of tax online. Payments of PT can be done by SBI (State Bank of India) website for SBI users.( under ‘ Pay your municipal taxes’ head)

SMS alert service has been started, through which the mutation status is sent on mobile SMS to consumers.

Birth and Death Completed Includes registration forms and detailed registration procedure, information of current year on births and deaths.SMS alert service has been started to send the status approval/ rejection to the applicants.

Licenses Not Initiated The tracking and registration of licenses is done manually. The module has not been designed as yet.




Citizens’ Grievance Completed Includes recording of complaints, dispatch to respective departments, redressal status etc.

Procurement and Monitoring of Projects

Not initiated. Only the tender notices of tenders more than 50 Lakhs rupees are displayed n website. Rest all work is manually done in the respective department

Building Plan Approval

Under Progress. Details of completed, pending and rejected applications are uploaded on the website.

Personnel Management System

Completed A complete HRMS system has been designed in RMC thorough, ‘e-karamchaari’ module. Includes automated pay

slips, computerized process of salary structure, leave management etc. Biometric attendance system has been started

SWM Tracking system

Not Initiated SWM services are provided by external consultants .The implementation of module depends upon the coordination with them.

Water Supply and Other Utilities

Implemented Bills are generated and department is connected to a single window cash counter. Online payment available through RMC website and SBI website

Following indicators shall be arrived as part of Rapid Assessment

Indicators Inputs

Transparency/ Disclosure

Forum for community participation Public disclosure

No initiative in RMC has been taken in this regard. The approved budgets are not published online for public viewing. Only updates of meetings regarding sanctioning of buildings are published on website.

Progress reports to the community on municipal projects and program

Systems for dealing with – Procurement, Compliance, Risk Management, Financial Reporting



4) Urban Planning

Qualitative information

Query

Economic Development and Growth and Expansion of the city Explain the key economic drivers of the city and its relation with the hinterland and the other major urban centres. Ranchi City

On 15th November 2000, Jharkhand was carved out as a separate state from Bihar and Ranchi city became the capital of new state. The city is located in the Kanke block of the Ranchi subdivision in Jharkhand on the southern part of the Chotta Nagpur plateau and is as altitude of 600 MSL.

Ranchi is referred to as the "City of Waterfalls", due to the presence of numerous large and small waterfalls. The city is well connected through roads, railways and airways. Birsa Munda Airport of Ranchi has direct flights from major cities.

Economic Drivers

Industries: Ranchi is blessed with rich mineral resources for which it is also known as the “Manchester of the East”. With the presence of six industrial areas, it has become an integral part of the industrial setup of the state of Jharkhand along with Jamshedpur and Bokaro. The city inhabits a large number of small, medium and large scale mining and engineering industries.

Service Sector: Being the capital city of Jharkhand, the city occupies major government departments and offices. Ranchi has some of the most prominent education institutes of India. There are 4 major universities and 26 colleges in the city including IIM Ranchi, BITS Mesra etc. Ranchi is also the centre for healthcare for Jharkhand.

What are the strengths and weaknesses in the city’s development? Need an understanding of what impedes service delivery and management within the existing set-up and what contributes to better service provision. Reasons for growth in Population: What factors underlie the growth – natural increase, in-migration, or jurisdictional change? What implication does population growth have on infrastructure development?

Ranchi which was originally a small town in the 1960’s has now grown into a million plus city in the past two decades.

The city witnessed a multi-fold development which was triggered by the establishment of some of the major private and government industrial units of the country.

The city witnessed considerable population influx during the period of 1961 to 1981primarily because of its tremendous potential for development as an industrial and commercial centre.

Ranchi is strategically located on the Chota-Nagpur plateau of‘ the South East Resource Region’ which is the richest coal - steel belt of India .Because of this, GoI had established the offices of National Coal Development Corporation (NCDC) and Hindustan Steel Ltd. in Ranchi and has also set up the manufacturing plants and townships of Heavy Engineering Corporation (HEC).

The HEC townships only, had added a population of 55,663 people during the decade 1961 to1971.

Implications :

The high density of population concentrated in the city’s centre lay burden on the housing conditions. The fact that approx. 88% of workers of the city are main workers shows that the stable employment opportunities may further lead to population growth. Approximately 24% of city population resides in slums. These slum dwellers constitute of auto rickshaw drivers, construction workers, factory workers, household help etc. The city currently is facing a situation of inadequate infrastructure. Hence, to cater to the horizontal spread of the city, infrastructure needs to be adequately provided and upgraded.

Is there existence of any database pertaining to household level information of urban poor?

There are two central government projects undergoing in the city; Basic Services for Urban Poor (BSUP) and Rajiv AwasYojna (RAY).A total of 254 slum pockets have been identified under RAY in the city. Detailed survey of 133 slum pockets has been completed and the rest is in process.

Urban Planning Functions and Reforms What are the urban planning functions of the ULB? Specify agency / agencies involved in planning of urban development and delivery of infrastructure services. What is the role of ULB in planning in various sectors?

Responsibilities of various agencies in urban service delivery are mentioned in municipal governance section (point 7) of this document.

The first master plan was prepared as per the Jharkhand Regional Development Authorities Act, 2001 by RRDA. The master plan was prepared in 1983 for the period 1983-2011 . The preparation



Query

of master plans for regional level can still be covered by development authorities. (RRDA in Ranchi). However the state government can entrust municipalities for preparation of such schemes as prescribed in 74CAA [Chapter 36, subsection 382, (1)], and provide funds or staff for its implementation.

RMC is the chief agency for urban service provisioning in the city. It is responsible for designing, implementation, operation and maintenance of basic infrastructure services of city.

Under the 74th CA (74th Constitutional Amendment Act (CAA74)) What all functions have been transferred to ULBs from State?

As per the 12th schedule of 74thCAA, all the 18 functions have been transferred to the urban local bodies through the Jharkhand Municipal Act, 2011.

At RMC the actual implementation is still not in place, and many core functions are yet to be initiated. Out of the 18 functions described as core functions in the Act, 9 have not yet been initiated, 4 functions are taken up and others are still under progress.

The major reasons of non-implementation and delay of the function are lack of adequate technical and administrative staff in RMC; debased financial and resource mobilization potential of RMC, as well lack of awareness in officers regarding core functions as per act and reforms. In absence of adequate staff, most of the services have been outsourced. Functions like education, health, and land regularization, fie services, urban forestry etc. have been taken up by parastatals.

What is the status of implementation of the following as per the Act Constitution of MPCs and DPCs.

Under the provision of article 243 ZD and article 243ZE of Constitution of India, the District Planning Committee was constituted in Ranchi district in January 2012.

The members of the DPC are the representatives from Panchayati Raj Institutions (PRI), Block Development officers, councilors from wards and a nominated member from state.

The DPC has not been functionally active and has played very limited role in the implementation of development plans or in the space of urban planning. As on date, only two meetings have been held. It has been acting more as a mediator body which transfers the BRG (Backward Region Grants) funds released by the state government to the corporations and other bodies.

A notification has been issued in RMC for constitution of MPC after the general municipal elections; however the MPC has not yet been constituted.

Master plan preparation Does ULB has internal capacity to prepare master plan/ development plan

No. Due to the lack of adequate staff and technical capacity in RMC it does not bear the capacity to undertake master plan preparation. For fulfillment of the functions transferred to the ULBs, external consultants were hired.

What has been proposed in a master plan and what has happened on the ground?

Following issues in proposed master plan were brought forward in consultations with officers of RMC, RIADA and member of DPC ( District Planning Committee)

The city has grown in unorganized and haphazard manner with huge concentration of population in mostly north eastern side. More than 85% of the city is developed and lack green and open spaces.

The Master Plan proposes an outer ring road circumventing the city, the area in between has been kept as Green belt which instead of inhabiting the urban sprawl would limit city’s outer growth. The city has been facing huge density and concentration of population with limited land resources.

The administrative boundary for the city has been increased from 175.50 sq km to 651.91 sq km, hence an increase of total 476 sq km. The institutional structure for provisioning of urban services would require strengthening of present situation of RMC.

The planning units proposed include existing wards and villages, but the administrative jurisdiction in municipal area is not definite.

An inner ring road has been proposed similar to the master plan in 1983-2001, which was not implemented because of land acquisition problems.

The city constitutes unauthorized and unregistered settlements (which have not been registered in RMC) .Green belts have been proposed in those areas. The RAY survey is under process which would identify the unregistered settlements.

What are the important reasons for poor/slow implementation of master plan?

The Master Plan preparation had been outsourced to a private consultant. Delays have been a result of lack of technical staff at RMC.

What land use changes have occurred in recent years?



Query

The first master plan was proposed for Ranchi in 1972 for years 1972-’83. It covered an area of 65.04sq km of city area. The revised master plan of 1983 – 2001 included 175.05sq km of Ranchi urban areas. The Ranchi urban agglomeration comprised of five urban centers (Ranchi, Doranda, Jagannath nagar, Kanke and Namkum).

The proposed revised master plan for 2037 has been prepared as a Comprehensive Master Plan (CMP) for Ranchi Region. The region has been delineated as Ranchi Planning Area (RPA) and constitutes areas of Ranchi Municipal Corporation constituting 55 wards, Urban Growth of Kanke, Tati Census Towns and 116-revenue villages.

The total area covered under Ranchi Planning Area (RPA) is approximately 652.20 Sq. km, including Greater Ranchi Phase I. The proposed RPA area has been divided into 14 planning units, each unit with existing ward and peripheral village areas.

Do you have sufficient funds /manpower for Master Plan preparation

No. RMC does not have technical staff to prepare the Master Plan and other Plans by themselves.

RMC inhabits a town planning department in charge of a District Town Planner (DTP). The total staff includes one DTP, and one GIS operator.

The DTP has been deputed from RRDA and holds twin charge in RRDA and RMC.

There is no post of senior town planner or chief town planner in the city.

Hence the capacity of RMC to undergo any planning function as per the Act is extraneous. Policies w.r.t. revamping the process of formulation & implementation of land use plans and management mechanism

The Jharkhand Development Authority Act, 2001 (erstwhile, Bihar Improvement Trust Act, 1951) has prescribed detailed procedure of preparation master plans under section 16 to section 25. This procedure involves the necessary steps from the notification of preparation of master plan by UDD to its submission to public

The town planning department in RMC undertakes the functions of Building plan approvals with relevance to building bye laws.

The regulation of land use and construction of buildings function has been transferred to the corporation through Jharkhand Municipal act 2011 Chapter 39(444). However regularization and land conversion from agricultural to non-agricultural purposes is done by UDD.

No agricultural land conversions are done against the land use without the approval of UDD department.

What is the level of public participation and civic engagement in Master Plan preparation?

Stakeholder meetings were held during finalization of the Master Plan.

The inclusion of public representative, nongovernmental organizations or civic bodies has not happened during the process of preparation of the master plan. Hence the result comprises lot of issues which could have been rectified during the suggestions at earlier stage.

What are the key initiatives by ULB (such as introduction of short and medium-term, Integrated Action Planning, Assets inventory for optimum utilization and the increase of the revenue base, new urban land policy, Upgrading technology, Exploring new options and public-private partnership, Networking with international and national urban programmes, Mandatory performance management system and MIS., networking with NGO’s CBO’s and private sector for planning, management and maintenance.)

The ULB has not taken any measures towards improvement of its condition. The lack of initiative from the State Government as well, reflects poor urban services, absence of master plan, haphazard planning, rise in slums, and unforeseen issues in the city.

What are the issues in Urban Planning? (eg. Plan Preparation Techniques, Growth of the City, Spatial Planning vis-à-vis Development Planning, Land Policy and Management…)

Delivery of services in preparing of master plan: The agency that has been outsourced has prepared master plan with some proposals exactly the same as proposed in last master plan.

The implementation was stuck due to the land falling in CNT zone and had various land acquisition issues. This reflects the inexperience of the monitoring committees who have taken part in the earlier stages.

The irrelevance in master plan with current condition of land use is another issue.

Effect on urban service provisioning as per increased municipal boundary: Master plan has immensely increased the jurisdiction of urban local bodies in Ranchi, with amalgamation of



Query

peripheral villages in each ward.

This would call for a proper administrative responsibility, jurisdiction division and some major policy changes at district level. However no suggestions on this part have been proposed.

The city is already facing issues in coordination amongst line departments, this situation if not handled, would lead to haphazard development and chaos of service delivery and further more would affect the social development of city leading to corrupted working process and disorder .

Greater Ranchi’ Development: To shift the centre and to neutralize the development, the Government of Jharkhand has envisaged planning, design and development of a new capital city of about 5 lakh population at location near the existing city of Ranchi. The implementing agency is Greater Ranchi Development Authority.

It would result in horizontal outgrowth of population. However the institutional structure and administrative jurisdiction of the city has to be redefined.

Has the ULB implemented urban planning related reforms

Earmarking land for urban poor

Streamlining building plan approval system

Byelaws on reuse of recycled water

Byelaws for rainwater harvesting system

Yes, status of reforms in the section below. What are issues in implementing the reforms?

Mentioned in earlier sections. ( Municipal governance section ) Urban Poverty Is there a presence of nodal cell for poverty reduction within the state and ULB’s? What are its functions?

The SLNA UDD serves as the nodal cell. What are the poverty reduction measures such as MAPP preparation, poverty profiling of cities

No such information has been prepared What is the status of urban reform wrt Earmarking land for urban poor?

Mentioned below

Others (wrt JNNURM optional reforms) JNNURM requires the cities to frame byelaws related to reuse and recycling of waste water, so as to conserve water resources. Is there any byelaw pertaining to reuse of recycled water?

The town planning department in RMC undertakes the functions of Building plan approvals with relevance to building bye laws as per through Jharkhand Municipal act 2011

take sufficient steps towards promoting the use of rain water harvesting systems in cities by making it mandatory for building permission, with a long term objective of promoting conservation of water and ensuring sustainability of water resources? Is there any legislation for making Rainwater Harvesting mandatory in buildings?

Jharkhand Municipal act 2011 has included the RWH has been made mandatory. The building sanctioning is done as per the plan.

to undertake steps to computerize the process of registration of land and property, so as to deliver efficient, reliable, speedy and transparent services to citizens? Explain in detail the prevailing process of getting a property or land registered? To what extent is the present system computerized?

This reform is under process towards earmarking at least 20-25 % of developed land in all housing projects (both public and private) for low income families in order to meet the housing needs of both EWS and LIG categories of population. Is there any legislation regarding mandatory reservation of certain percentage of land for EWS/LIG in housing projects?

The Jharkhand Municipal Act has made a provision for this, however actual implementation has not initiated as yet.

JNNURM requires cities towards streamlining of the building approval process, with the broad objective of establishing a simple, transparent and lesser time-consuming process that encourages development.



Query

The building plans are approved online and the list is published. Takes 25 to30 days in the process Which legislation governs the formulation of Building Byelaws and implementation of the regulation

Ranchi Planning Standards and building bye laws 2002 were published in 2006 by RRDA as per Jharkhnad Regional Development Authority Act 2001 ( section 81)



8.5 Quantitative questionnaire

8.5.1 General Information

Table 35: ULB Key contacts

Name of the ULB Ranchi Municipal Corporation

Address Kutchery Road Ranchi

Category of ULB Municipal Corporation

Head of the ULB Chief Executive Officer

Telephone No. 0651-2211215

Fax No. 0651-2211777

E-mail address www.ranchimunicipal.com; [email protected]

Table 36: ULB Profile

1981 1991 2001 2011

1 Total Population 489626 599306 846454 1056714

2 Total Households NA NA 147391 NA

3 Total slum population NA NA NA 123718

4 Total area (in sq. km.) NA NA NA 175.12

5 Total no. of administrative zones NA NA 01 01

6 Total no. of municipal wards NA NA 37 55

Table 37: Workers details in ULB

Number of workers in the city (Current) *

Category Persons Males Females

Main workers NA NA NA

Marginal workers NA NA NA

Other workers NA NA NA

Total workers NA NA NA

Non-workers NA NA NA

*Data not available

http://www.ranchimunicipal.com/

mailto:[email protected]



Other Details:

8.5.2 Land use

Table 38: Land use break-up

Land use Area covered (in acres)

Type of land 1991 2001 2011/most

recent

Total Area (acres) 16071.40 43254.64 161093.40

Residential 2360.24 12748.95 32398.35

Commercial 113.18 539.82 1803.52

Industrial 363.56 1279.46 2972.10

Recreational 88.59 623.23 13482.99

Public and semipublic 772.59 1640.38 4733.41

Transportation 888.01 1337.73 7906.42

Vacant 1467.89 6415.68 14359.05

Agricultural land 3351.05 14487.93 84952.74

Army Area 91.99 1656.36 1805.27

Hillocks 281.88 497.90 2074.63

Water bodies 938.72 1078.55 626.96

Miscellaneous 452.84 0.00 0.00

Forest 0.00 149.44 0.00

Reclaimed land/govt land 0.00 799.71 688.07

Total Area (acres) 16071.40 43254.64 161093.40

Table 39: Housing status*

1991 2001 2011/most recent

Type of housing

Kutcha NA NA NA

Pucca NA NA NA



1991 2001 2011/most recent

Type of ownership

Rental NA NA NA

Ownership NA NA NA

Total residential housing units NA NA NA

*Data not available

All previous land use maps (showing change in boundaries over the course of time) Discussion with officials of Town Planning Department on emerging land use pattern and

reasons for the same

8.5.3 Municipal Financial management

Please provide following documents.

1. Detailed Annual Accounts/ Budget Estimate Reports (Budgeted and actual accounts) 2007-08 to 2012-13

2. Income and expenditure statement (overall and for all the departments) 3. Outstanding Loan Statement

Table 40: Financial Status

Accounting and budgeting system Accounting system:-Currently RMC is following cash based accounting system & is also under the process of migration to accrual based double entry accounting system.

All related receipts, payments, ledgers, registers, vouchers, etc. are being followed as prescribed by Jharkhand Municipal (Accounts & Finance) Rules, 2012 & Jharkhand Municipal Account Preparation Guidelines

Budgeting system: - The budgets are being prepared as per the format prescribed by UDD, GoJ.

Other details

Table 41: Financial Status


Revenue Account

Income 18.82 27.55 33.46 0.33

Expenditure 24.17 27.97 27.65 0.07

Surplus/ (Deficit) -5.35 -0.42 5.81 0.04

Capital Account




Receipts 159.32 40.49 80.11 -0.29

Payments 15.69 94.62 47.83 0.75

Surplus/ (Deficit) 154.32 -54.14 32.28 -0.54

Loan Statement

Table 42: Loan Statement

1 2 3 4 5 6 7 8

YEAR Road Water Supply

Public Toilet

Borewell

Drains Nagrik Suvida

Sewerage & Drainage

Jalminar

A. From 1981 to 2000

1381.37 lakhs

2000-01 0.00 7.50 0.00 0.00 0.00 0.00 0.00 0.00

2001-02 87.85 0.00 22.50 0.00 142.44 0.00 175.00 0.00

2002-03 92.94 0.00 231.84 0.00 0.00 0.00 0.00 0.00

2003-04 226.97 0.00 89.56 0.00 69.32 0.00 0.00 0.00

2004-05 104.93 0.00 68.56 30.86 60.00 0.00 0.00 0.00

2005-06 108.69 0.00 91.28 46.65 58.32 0.00 200.00 0.00

2006-07 272.89 0.00 26.77 0.00 178.03 35.26 0.00 0.00

2007-08 304.48 0.00 35.85 28.12 105.90 0.00 0.00 0.00

2008-09 346.24 0.00 89.84 79.00 134.76 0.00 0.00 0.00

2009-10 190.82 12.51 62.57 0.00 50.00 0.00 0.00 22.50

2010-11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2011-12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL 1735.80 20.01 718.78 184.63 798.78 35.26 375.00 22.50

Grand Total (1 to

3890.76



1 2 3 4 5 6 7 8

8)

OTHER Loans

1716.22

TOTAL B 5606.98

UTILZATION

1568.42 10.94 527.59 147.54 676.96 0.00 308.70 23.07

Percent 90.36 54.69 73.40 79.91 84.75 0.00 82.32 102.53

Grand Total A+ B

6988.36

Interest 2614.20

TOTAL LOAN TO BE RAPAYED : 9602.56



Table 43: Outstanding Debt Liability

RANCHI MUNICIPAL CORPORATION

1. LIABILITY - EDUCATION & HEALTH CESS LIABILITY

Sl.no.

Year Health cess collected

Education cess collected

Total Total refunded

Net Liability

Holding Tax liability

1 2000-2001 60.41 46.54 95.31 0.00 95.31 -

2 2001-2002 34.90 27.09 84.00 0.00 84.00 -

3 2002-2003 49.10 39.27 109.63 0.00 109.63 -

4 2003-2004 60.53 48.43 121.06 0.00 121.06 -

5 2004-2005 60.53 49.50 133.06 0.00 133.06 2.57

6 2005-2006 72.53 57.61 157.42 31.97 125.45 3.63

7 2006-2007 84.89 67.39 175.40 30.89 144.52 3.96

8 2007-2008 90.52 72.40 180.92 29.43 151.49 3.95

9 2008-2009 90.40 71.72 171.90 36.17 135.73 3.25

10 2009-2010 81.50 64.66 175.99 68.23 107.76 2.44

11 2010-2011 94.49 76.12 171.03 83.51 87.52 2.85

12 2011-2012 76.54 60.66 932.88 0.00 932.88 2.29

TOTAL 856.34 681.39 2508.61 280.20 2228.41

(A)

24.95

(B)

LIABILITY UNPAID ELECTRICITY DUES

1 PRIOR PERIOD (EXPENSES) 1,070.96

2 CHARGE IN (I/E) (2011-2012) 118.31

UNPAID ELECTRICITY DUE 1,189.26 (C )

TOTAL Out-standing Debt liability



A+B+C = 2228.41+ 24.95 +1189.26 lakhs

=3442.62 lakhs



8.5.4 Property tax Details

Assessment Details

Description 2008-09 2009-10 2010-11 2011-12 2012-13

Total No. of Properties

Slum 25479

(RAY survey conducted for app. 50% of slums)

Non-slum 73989 77477 80342 83472 86372

Total number of assessed properties

111851

Table 44: DCB Statement of Property Tax

Particular 2008-09 2009-10 2010-11 2011-12 2012-13

Demand

Arrears 21.15 26.02 25.63 26.47 25.32

Current 5.72 5.88 6.16 6.52 11.09

Total Demand 26.87 31.9 31.79 32.99 36.41

Collection 6.02 5.53 5.62 7.02 6.40

Collection Ratio % 22.40% 17.34% 17.68% 21.28% 17.58%

8.5.5 Urban Service Delivery

8.5.5.1 Water supply

Table 45: Sources of water supply

Sr No

Source Type of Source

Distance from city (Kms)

Capacity of Dam (MG)

Reservoir Capacity (MLD)

Water drawn from

1 Kanke Dam ( Kanke Water Works)

Reservoir 3 Gonda Village on

2297.25 19.50 Karam Nallah



Sr No

Source Type of Source

Distance from city (Kms)

Capacity of Dam (MG)

Reservoir Capacity (MLD)

Water drawn from

2 Hatia Dam(Hatia Water works)

Reservoir 15 Dhurwa Village

6378 56.80

Suwrnarekha River

3. Rukka Dam(Getalsud water works)

Reservoir 20 Getalsud Village

76247 170.50

TOTAL 246.80

Table 46: Details of Treatment Plant

Sr No

Plant Year of Commissioning

Design Capacity (MLD)

Zone Served Storage

1 Kanke 1956 19.50 Kanke Road, Upper Bazar

Sump capacity of 1.36 ML under pump house.

2 Hatia

1962

(constructed to provide supply to HEC and city)

56.80

HEC and 4 zones namely, Sector II, Hinoo, Doranda, and North Office Pada

Process water sump 2.273ML and 13.638 ML for HEC,

Clear water sump of 4.546ML for city supply.

3 Rukka 1971 170.50 12 zones Clear water sump at WTP capacity 4.545 ML in 2 Nos

TOTAL capacity

246.80 (All fully utilized)

Table 47: Storage reservoirs

Sr No

Name of Reservoir

Underground Sump (ML) Elevated Storage (ML)

1 Hatia 5 underground sumps at each zone – total capacity of 5.55 ML

5 ESR – Total capacity of 2.11 ML

2 Rukka 11 clear water sumps – total capacity of 17.6 ML

7 ESR - Total capacity of 11.33 ML

3 Kanke Sump - total capacity of 1.36 ML 2 ESR (3.64 ML and 3.86 ML)

TOTAL



Table 48: Distribution

Sr No

Unit

1 Length of network Old RMC Area 11 zones 323.5 Kms

Under JnNURM completed network 18 Kms

JnNURM Ongoing network laying 251.7 Kms

Total 593.20 Kms

2 Coverage of total area % 57.8% (Approx.)

3 Total population covered 68 to 70% (Approx.)

4 Public Taps 1200 nos.

Stand Posts 510 nos.

Hand Pumps 2723 nos.

Wells 35 nos.

Tube wells 1718 nos.

Table 49: Connection Details

Sr. No. Connections 2006 2010 2012-13

1 Total metered connection 0 3009 10156

2 Total non-metered connection 14867 22206 19171

3 Total Connections 14867 25215 29327

No metered connections were there prior to 2010.

Table 50: Annual tariff for metered and unmetered connections

Domestic

Based on built up area ( non-metered lump sum)

Area Connection Charge Deposit Water Tariff per month

Up to 100 sq.m. 1000 450 150

101 to 200 1200 750 250

201 to 400 1500 1200 400

Above 400 sqm 2000 1800 600

Metered: Connection fee of Rs. 1500 and Water charge for metered connection Rs. 5 per kL.



Other

Type of Connection Connection Charges in Rs.

Deposit in Rs. Water Charges in Rs. per KL

Single or Multiple floor Buildings

1,500 700 5

Private or Govt. Institution buildings

2,000 2,000 7.50

Commercial buildings 3,000 3,000 10

SSI Unit 3,000 3,000 10

Industries other

than small scale industries

10,000 5,000 10

Table 51: O&M Expenses

Operating expenses lakhs 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

1 Establishment NA NA NA 1486.64 NA NA

2 Chemicals NA NA NA 185.29 NA NA

3 General Repairs NA NA NA 500.59 NA NA

4 Electricity & Energy NA NA NA 1358.27 NA NA

Total operating expenses 998.99 1078.28 1779.51 3526.79 3173.71 3645.76

Table 52: Demand Collection Balance Statement for Water Charges

Head 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Demand 89.71 475.26 398.33 413.88 437.37 458.66

Collection 78.44 55.48 95.35 94.24 121.28 129.56

Collection Efficiency (%) 87.44 11.67 23.94 22.77 27.73 28.25

Table 53: Cost Recovery

Particular 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13



Particular 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Income (Rs. Lakhs) 78.44 55.48 95.35 94.24 121.28 129.56

O&M Expenses (Rs. Lakhs) 998.99 1078.28 1779.51 3526.79 3173.71 3645.76

Cost Recovery (%) 7.85 5.15 5.36 2.67 3.82 3.55

Table 54: Service level benchmarking

Benchmark Present Status

1 Coverage 100% 15

2 Per capita water supply (lpcd) 135 110

3 Metering 100% 34.63%

4 Non-revenue water 20% 47.22%

5 Continuity of supply 24 hours 5 hours

6 Quality 100% 100%

7 Redressal of customer complaints 80% 58.3%

8 Cost recovery 100% 3.55%

9 Collection efficiency 90% 28.25%

Table 55: Capacity Augmentation under JnNURM

Sr No

Augmentation / Projects

Unit Augmented capacity

Total Cost of project

Sanctioned cost

Total utilized

1 Source Augmentation

MLD Intake well 172 MLD

NA NA NA

2 Treatment capacity Augmentation

MLD 114 MLD treatment plant

NA NA NA

3 Storage Capacity Augmentation

ML 19.72 ML ESR NA NA NA

4 New Distribution Network

Km

251.70 kms, transmission and feeder mains

NA NA NA

Total NA 288 crores 132 crores



Table 56: Proposed Projects

Not Applicable

8.5.5.2 Sewerage & Sanitation

No centralized Sewerage system in the city.

Use of septic tanks and soak pits is prevalent

4 MLD STP at Kanke dam at downstream for preventing contamination of dam is present

HEC and MECON industrial areas have separate owned STP of 4 MLD

Total 75,360 onsite disposal units covering 51 % of the total properties. There are 41 community

toilets and 25 public urinals.

The total sewage generated in city is 150 MLD approximately.

Table 57: Current system (Not Available)

r. No. Parameter Unit Details

1 Coverage of sewerage network

No. of sewer zones

2 Total number of sewerage connections

3 Total number of community toilets

4 Total number of septic tanks

5 Total waste water production

6 Total treatment capacity

7 Tariff structure

7a

7b

Table 58: Capacity of STPs (Not Applicable)

Drainage Zone Capacity Total utilization (efficiency in %)

Process



Drainage Zone Capacity Total utilization (efficiency in %)

Process

Total

Table 59: Service Charges (Not Applicable)

Service charges - new connection

Domestic Commercial Others

Table 60: O&M expenses (Not Applicable)

Operating expenses break-up 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Establishment

Supplies

Chemicals

General Repairs

Electricity & Energy

Others

Total operating expenses

Table 61: Demand and Collection Balance Statement (Not Applicable)

1 Demand & Collection break-up 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

1 Demand

i Current

ii Arrears

Total Demand

2 Collection

i Current

ii Arrears

Total Collection

3 Total sewerage charges collection (vi)

4 Others (Service charges, development charges, etc.)



1 Demand & Collection break-up 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

5 Total revenue - Sewerage account (2+3)

Table 62: Cost Recovery (Not Applicable)

Particular 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Income (Re. Lakhs)

O&M Expenses (Re. Lakhs)

Cost Recovery (%)

Table 63: Capacity Augmentation under JnNURM (Not Applicable)

Sr No

Project Component Unit Augmented Capacity

Total Cost of project

Sanctioned cost

Total utilized

1

a

b

C

2

A

b


Sr No

Augmentation / Improvement Area

Unit Total Project

Cost Type/Sources

of funding Other Details

1

2

3

4

Table 65: Service Level Benchmarking (Not Applicable)


1 Network Coverage 100%




2 Coverage of toilets 100%

3 Collection efficiency of sewerage network 90%

4 Adequacy of Waste water treatment capacity

5 Quality of waste water treatment

6 Extent of reuse and recycling of treated water 20%

7 Redressal of customer complaints 100%

8 Extent of Cost recovery 100%

9 Collection efficiency of sewerage and sanitation charges

8.5.5.3 Solid Waste Management

PPP based SWM for which private agency ‘A to Z Limited is appointed: Information provided procured from A to Z Limited’ agency and RMC

Table 66: Current SWM service

Sr. No. Parameter Details

1 Total household served with D2D collection 195000

2 Total waste generation per day 500 MT approx

3 Total waste collected 410 MT approx

4 Total number of dustbins

Small bins ( two types green & blue) 400000




Metallic bin 800

5 Total capacity of dustbins (cu.mt) 100 L per bin

6 Total number of vehicles 411

7 Frequency of collection (trips/day) Once a day

8 Employees/staff

Safai mitra – male 733




Safai Mitra – female 247




Drivers 110




D to D collectors 52




Supervisors 57




Staff technical office 26




Mechanics 7

9 Total waste treated 0

Table 67: Source-wise quantity of waste generation

Sr. No. Source Category Quantity of Waste Generated (tons/day)

1 Domestic Waste

No segregation is done at present 2 Commercial Waste/ Waste from Markets

3 Institutional Waste

4 Hotel/ Restaurant Waste

Total

Table 68: Infrastructure for transportation of waste

S.No Particulars Existing Number

1 Trucks 0

2 Dippers 8

3 Tricycles 354

4 Six bin lorries 26

5 Refuse compactor 15

6 Road Sweepers Mechanical 1

7 Drain De-silter 2

8 Cattle catcher 2

9 Bin Washer 1

10 JCB 2



S.No Particulars Existing Number

Total number of equipment 411

Table 69: Details of Disposal/landfill sites

Type of Disposal

Location Area (sq. m)/

Capacity (tons)

Distance from city

km

Quantity disposed (tons/day)

Dumping Jhiri Area NA 15 kms 410 to 450 Tons per day

Table 70: Tariff structure

S.No Particulars RS / MONTH

RESIDENTIAL

1 BPL 10

2 Residential 30

3 HIG residential 40

4 Apartments/housing society 40x Total number of flats

COMMERCIAL

5 Business/shops 20 sq mt 30

6 Business/shops > 30 sq mt 40

7 Hotels (>1000 sq. mt area) 5000

INSTITUTIONAL

8 Educational institutions, Private coaching

institutions, Nursing homes, Petrol pumps- 500

9

Govt. Offices, Building, Shopping complex(> 20

Shops), Guest house, Auditorium, Hostels, Banks,

Hotel(up to 1000 sq.mt. area), restaurants, Bus stand, Commercial Lawn (up to 100 sq.mt )

1000

10

Marriage/ Banquet hall, Club, cinema, factory,

hospital, university, technical institutions, medical

colleges, commercial lawn

2000



S.No Particulars RS / MONTH

Table 71: Demand and collection Balance statement

RMC pays per month tipping fees of Rs. 585 per ton of waste collected. User charge is collected by A to Z Limited and submitted to RMC

Demand &Collection (lakhs) 2010-11 2011-12 2012-13

1 Demand

i Current NA NA 196.99

ii Arrears NA 320.72 770.26

Total Demand NA 320.72 967.25

2 Collection

i Current NA NA NA

Ii Arrears NA NA NA

Total Collection NA 123.73 309.18

3 Total SWM charges collection NA - -

4 Sale from processing - compost/energy NA - -

5 Royalty NA - -

6 Others (Service charges, development charges, etc.) NA - -

7 Total revenue - SWM account (2 to 5) NA 123.72 309.18

*A2Z collection: demand and arrears, total SWM charges collected zone wise

ZONE Property Total Households

Monthly User Charges

Demand Arrears Upto 2011-'12

Collection 2012-13

Balance Arrears

Zone 1

Commercial 5524 4.02 87.08 14.51 72.57

Residential 36633 11.27 244.09 91.94 152.15

Zone 2 Commercial 4725 5.45 119.92 23.29 96.64



ZONE Property Total Households

Monthly User Charges

Demand Arrears Upto 2011-'12

Collection 2012-13

Balance Arrears

Residential 35584 11.07 243.55 83.56 159.99

Zone 3

Commercial 11103 10.78 236.22 67.56 168.66

Residential 29545 8.85 193.88 57.87 136.01

Zone 4

Commercial 5170 4.60 97.82 17.55 80.27

Residential 38418 11.34 239.09 101.57 137.52

Grand Total 166702 67.38 1461.65 457.85 1003.80

Note: - including BPL, Malin basti and building under 15 sqmt. house holds

Table 72: O&M expenses (lakhs)

Operating expenses 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

1 Establishment NA NA NA NA NA NA

2 Supplies NA NA NA NA NA NA

3 Fuel NA NA NA NA NA NA

4 General Repairs NA NA NA NA NA NA

5 Electricity & Energy NA NA NA NA NA NA

6 Others NA NA NA NA NA NA

Total operating expenses 628.92 729.30 932.43 1121.25 1128.00 1532.31

Table 73: Cost Recovery

Particular 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Income (Re. Lakhs) NA NA NA NA 320.72 770.26

O&M Expenses (Re. Lakhs) NA NA NA NA 1128 1532.31

Cost Recovery (%) NA NA NA NA 28.43 50.26

Table 74: Initiatives taken under JnNURM (lakhs)

Areas of Investment Total cost Sanctioned Installments received

Total utilized



Areas of Investment Total cost Sanctioned Installments received

Total utilized

Development of Integrated Solid Waste Management (ISWM) System for Ranchi Municipal Corporation, on Public Private Partnership(PPP) basis – Work allotted to SPV M/s.A2Z Waste Management(Ranchi) Limited.

6042.93 5139.43 2055.77 1713.20


Sr No Area of investment Total Project Cost

Type/Sources of funding

Other details

1 None

Table 76: Service level benchmarking

Sr. No. Indicator Benchmark Present Status

1 Household coverage 100% NA

2 Collection efficiency of MSW 100% NA

3 Extent of segregation of MSW 80% NA

4 Extent of MSW recovered 100% NA

5 Extent of scientific disposal of MSW 100% 0

6 Efficiency in redressal of customer complaints 100% 50 %

7 Extent of cost recovery in SWM services 80% 50.26 %

8 Efficiency in collection of SWM charges 90% 31.96 %

8.5.5.4 Storm water drains

Table 77: Present system

Sr. No.

Indicator Details

1 Length of drainage network (Kms) Pucca open Katcha Open

Closed drains



Sr. No.

Indicator Details

182.72 258.32 None

2 Total length of network 476.27 kms

3 Aggregate number of incidents of water logging reported in a year

NA

Table 78: Initiatives taken under JnNURM

Areas of Investment Total cost Sanctioned Investment Total utilized

Open Drains

Closed Drains

No on-going projects

TOTAL


DPR has been prepared by external consultant for sewerage & drainage in Ranchi

Sr No

Area of investment proposed Total Project Cost (lakhs)

Type/Sources of funding

1

Sewerage system complete with laterals, collectors, trunk sewers + 9 Nos of Sewage

Pumping Stations with DI rising main and all accessories complete including operation & maintenance for three years + Road Restoration works

Total Sewer length of 783 kms proposed

2774.09 NA

2 STP 3 nos. 2459.26 NA

Total Cost of project including other expenses 7236.91

Under process of approval

8.5.5.5 Street lighting

Description Details

1. High Mast Lamps 36 ( 13 installed by RMC)

2. Halogen Lamps -

3. Mercury Vapour Lamps -

4. Sodium Vapour Lamps 17000



Description Details

5. Tube lights -

6. Poles 28000

7. Total road length (km) 476.27 kms

8. Road length served with street lights (km) NA

9. Installed automatic power on/off switches (no.) On VVIP areas ( Harmuu, Bariatu, MG road, airport road) timers have been

installed

10. Maintenance frequency of street lights Per day, ( consultant Bright Neon Sign

Pvt. Ltd, present a daily report of maintenance)

PLACES

1. Ranchi lake* 19. New market chowk 2. Hinoo chowk* 20. Harmu chowk 3. Rajendra chowk 21. Piska more* 4. Kadru chowk 22. Morabadi ground 5. Sujata chowk* 23. Jail Chowk 6. Sainik market 24. Kokar Chowk 7. Albert Ekka chowk 25. Harmu Bridge* 8. Kanta toil chowk 26. Karbala Chowk* 9. Khadgraha Bus stand 27. Kali Mandir Chowk* 10. Shivaji chowk, Booty 28. Lalpur Chowk* 11. Karam toil chowk 29. Khadgarh Ratu Road* 12. Katchary chowk* 30. Sri Krishana Singh Park* 13. Near Raj bhawan 31. Birsa Chowk* 14. Hotlips chowk* 32. Shahid Chowk* 15. Within Raj bhawan complex 33. Ranchi Hill 16. Within Raj bhawan complex 34. Argora Chowk 17. Within Raj bhawan complex 36. Within Vidhan Sabha Campus

Proposed projects – none

Roads and Urban transport

Table 80: Details of Roads

Sr. No.

Type of Road Length

(km) Percentage

Total 559 ???

Maintained by RMC 470 84.07

1 Major corridors of city (Tarred/Black Topped/Bituminous Topped) maintained by PWD

78.9 15.00

2 Concrete RMC 252 53.62

3 Tarred/Black Topped/Bituminous Topped RMC 62 13.19

4 WBM RMC 32 6.81



Sr. No.

Type of Road Length

(km) Percentage

5 Earthen RMC 124 26.38

6 Total Surfaced Roads ( 2+3+4) under RMC 424.9 90.40

Table 81: Investment in projects including those under JnNURM

S.No

Areas of Investment Identified Investment (Rs. Lakhs)

Percentage utilized and status of completion (%)

1 Road Improvement

None

2 Railway Over Bridges (ROB)

3 Railway Underpass

4 Widening of existing River Bridges

5

6

Small chunks of roads to be improved/new connecting bridges over nallahs/roads to be constructed in colonies - 45 projects - Rs. 1.2 crores approx. are undergoing in various parts of city.

40 such projects have been identified for improvement, total of 2.2 crores sanctioned amount by RMC.

(as per Engineering section reports)

TOTAL

Components under JnNURM

Investment Sanctioned under JNNURM

Percentage realization of identified investment

1 Bridge Construction

TOTAL


Sr No Area of investment Total Project Cost Type/Sources of funding

Other details

1

None

2

8.5.5.6 Services to Urban Poor

Total 254 pockets have been identified, in which slum survey of 133 pockets has been conducted. Following details are for those 133 pockets



Total Slums

Number of Households

BPL Total Slum Population

Total identified

Notified Non-notified and survey completed

254 133 pockets 25479 25199 123718

Table 83: Zone-wise slum population

Not available

Table 84: Status of BSUP projects under JnNURM

Project name

Cost of the project

(Rs. in lakhs)

Total fund received till now (as on 20-

05-2013 (Rs. in lakhs)

Fund Utilized (Rs. in lakhs)

Status

Basic Service To Urban Poor (BSUP) Under Sub-Mission Ii

26358.41 10864.28 2107.62 1. 1792 dwelling units on individual beneficiary land are under different stages of construction.

2. 864 DU(G+3) are being constructed on RMC land at madhukam & rugrigarh.

Table 85: BSUP: existing status of project

Registered Dwelling Units ( DU)

Under construction Dwelling Units (DU)

Phase

Total Sanctioned DU


Relocation as Group Housing DU


Relocation as Group Housing DU

Total Remaining

Phase 1 1616 587 1029 303 632 935 681

Phase 2 2358 1259 1099 581 56 637 1721

Phase 3 1396 612 784 245 0 245 1151



Registered Dwelling Units ( DU)

Under construction Dwelling Units (DU)

Phase 4 856 397 459 143 168 311 545

Phase 5 1080 558 522 230 0 230 850

Phase 6 1622 1419 203 290 0 290 1332

TOTAL 8928 4832 4096 1792 856 2648 6280

Percentage % 54 % 45 % 20% 10% 30 % 70 %

Table 85B: BSUP project financing Structure

BSUP Phases

Total Cost phase wise

In Cr.

Cost Sharing( in cr.) Total Received

Utilized



BSUP Phases

Total Cost phase wise

In Cr.

Cost Sharing( in cr.) Total Received

Utilized

GoI GoJ RMC Beneficiaries

Phase 1 34.13 25.28 8.59 - 0.26 11.92

(DU on govt. land and mass housing) +

10.10

( single DUs on private lands)

Phase 2 67.27 51.90 11.43 - 4.14

Phase 3 38.89 29.63 6.74 - 2.51

Phase 4 27.56 21.00 3.83 1.19 1.55

Phase 5 40.14 30.58 5.70 1.77 2.09

Phase 6 55.40 42.21 7.84 2.19 3.16

Total Cost 263.58 200.60 44.13 5.15 13.70 108.64 22.02

Utilization percentage % 20.28

Table 86: Services to Slum areas

Table 86A Service provisioning in slums : sewerage and sanitation

Toilet Facility Total HH covered

Percent covered %

Own Septic Tank /Flush 5,448 21%

Own Dry Latrine 3,448 14%

Shared Septic Tank/Flush Latrine 443 1.8 %

Common Septic Tank/Flush Latrine 167 0.66

Community Dry Latrine 173 0.68

Open Defecation 15,578 61%

Total Households In Slum 25,479

Table 86B Service provisioning in slums : water supply

Type of water facility/source Inside premises Outside Premises

Total Percent covered %

Individual Tap 2,808 0 2,808 11%



Type of water facility/source Inside premises Outside Premises

Total Percent covered %

Tube well/bore well /hand pump 2,597 2,990 5,587 22%

open well 6,889 5,301 12,190 48%

Public Tap 0 4,836 4,836 19%

Tank/pond 0 40 40 0.16%

Rive canal/lake/spring 0 6 6 0.02%

water tanker 0 131 131 0.51%

Total Households 25,479

Source: RAY survey 2011, RMC

8.5.6 Municipal Governance

Conservancy General Total

Total Sanctioned Posts 883 450 1333

Total filled Pots 426 371 797

Table 87: Training attended in the past one year

Field Details of Training Programme

Personality Development None in last one year

Computer Programming None in last one year

Technical Training None in last one year

Management Training None in last one year

Accounts and Financial Management

None in last one year

Other Urban governance, urban planning , municipal law etc. , details are given below in table 53A



Table 88: Trainings attended by employees in UMC in last four years

Field Details of Training Programme Conducting Agency Year

Computer Basics

Handholding for

e- governance and computer basic

In-house by IT section of RMC

1 hour daily for 2 weeks , in evenings

2007

Urban Governance Good Urban Governance for Safe, Healthy, Green and smart cities


2011

Urban Service delivery

PPP training MoUD

Change Management for Achieving continuous water supply for urban areas

In house training


Slum Development Rajiv Awas Yojna Training RCEUS

2012

Municipal Law

Municipal Bill’2011

ASCI

Transaction Law

Urban Planning

GIS Based land use planning In house trainings

CEPT University , Ahmadabad City Sanitation Plan

Training Programme in Urban Planning& management

Workshop, CEPT University , Ahmadabad

Source: RMC

Table 89: Training requirement

Training Programmes Details

Personality Development

No trainings have been conducted in this regard so far. RMC would benefit from the trainings in personality development specially in coordinating with other agencies and within staff of the various departments

Computer Programming

Urgently required on priority basis, the staff other than contractual employees lacks basic computer knowledge.

Some training has been conducted on GIS and other advanced software which have not been understood



Training Programmes Details

by the staff and has proven to be ineffective.

Technical Training Required in solid waste management and sewerage sector

Management Training

Urgently required: Trainings are required to help the staff in managing the contractual employees and the externally appointed agencies (for solid waste management etc.)

Accounts and Financial Management Required urgently for the accounts department staff to understand the basics of municipal accounts manual, DEAS and budgeting

Other

8.5.7 Status of Reforms under JNNURM

Table 90: Status of mandatory reforms under JNNURM


L1 e-Governance setup Completed

IT department handles the E governance for RMC. 5 out of total 11 prescribed modules have been completed and 2 are under progress.

Implemented modules are : Property Tax, Birth and Death registration, Citizen grievance ,Personal management system and water supply

L2 Shift to accrual-based double-entry accounting

In progress

Cash Based Entry is done in Tally software.

RMC has started to work in DEAS from 2012-13. Assets register was last prepared in 2007-08 which has not been updated.

L3 Property tax (85% coverage)

Under progress

33% coverage has been achieved and only 3.5 % collection efficiency .The collection is done by RMC and O&M of water supply system is done by DWSD.

Property Tax (90% collection efficiency)

L4 100% cost recovery (Water supply)

Under progress

Only 3 to 5 % recovery against O&M, O&M done by a separate agency an no dedicated amount has been transferred

100% cost recovery (Solid waste management)

Under Progress

50.26% cost recovery, SWM done by outsourced external agency

L5 Internal earmarking of funds for services to urban poor

Under progress

No separate P-Budget is prepared. Sanctioned for urban poor is done as per different head of budget. The unutilized sanctioned amount for BSUP is kept in sinking fund for urban poor.( fund under BRGF)




L6 Basic services to urban poor

Under progress

The project is in process, has got delayed.

Table 91: Status of optional reforms under JNNURM


01 Introduction of Property Title Certification System

Not Initiated

02

Revision of building byelaws – Streamlining the approval process

Completed

The building plans are approved online and the list is published. Takes 25 to30 days in the process.

03

Revision of building byelaws - Mandatory rainwater harvesting in all buildings

Completed

RWH has been made mandatory. The building sanctioning is done as per the plan.

04

Earmarking 25% developed land in all housing projects for EWS/LIG

Under progress

The Municipal act has made a provision. .Actual implementation is in progress.

05

Simplification of legal and procedural framework for conversion of agricultural land for non-agricultural purpose

Under Progress The Municipal act has made a provision. Actual implementation is in progress. Still done by Urban Development Department

06

Introduction of computerized process of registration of land and property

Under Progress

07 Byelaws on reuse of recycled water

Completed The provision has been made in Municipal Act 2011, but the implementation has not initiated

08 Administrative reforms

Not Initiated

09 Structural reforms Not initiated

10 Encouraging public-private partnership

Completed Projects in Water supply, SWM and street lighting under PPP are going on.



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