Nanded CDP

Nanded Vision 2025 Nanded Vision 2025 Nanded Vision 2025 Nanded Vision 2025
CITY DEVELOPMENT PLAN

NANDED WAGHALA CITY MUNICIPAL CORPORATION

July 2006

Nanded Waghala City Municipal Corporation City Development Plan
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CONTENTS

I. INTRODUCTION.................................................................................................................... 1
1. Urban India Today............................................................................................................... 1
2. About JNNURM.................................................................................................................. 2
3. City Development Plan for Nanded The Process ............................................................. 4
II. INTRODUCTION TO NANDED CITY................................................................................ 6
1. Regional Setting .................................................................................................................. 6
1.1. Location & Regional Linkages............................................................................................... 7
1.2. Climate and Rainfall............................................................................................................... 7
1.3. Soil and Topology .................................................................................................................. 7
2. Historical and Cultural Background of Nanded.................................................................. 8
2.1. Ancient Period........................................................................................................................ 8
2.2. Medieval Period ..................................................................................................................... 8
2.3. Modern Period........................................................................................................................ 9
2.4. Historical Reconstruction of the Evolution of Nanded City................................................... 9
3. A. Gur ta Gaddi Tercentenary Celebrations in Nanded..................................................... 10
III. CITY ASSESSMENT: ANALYSIS OF THE EXISTING SITUATION.......................... 12
1. Institutional Framework for Urban Management & Service Delivery.............................. 13
1.1. Nanded-Waghala City Municipal Corporation..................................................................... 15
1.1.1. Municipal Functions.................................................................................................. 15
1.1.2. Organizational Structure of NWCMC ....................................................................... 17
1.2. Key Issues & Strategy Options for Institutional Development ............................................ 19
1.2.1. Issues & Observations ............................................................................................... 19
1.2.2. Strategy Options ........................................................................................................ 19
2. Demography and Economic Development........................................................................ 20
2.1. Demography......................................................................................................................... 20
2.1.1. Population ................................................................................................................. 20
2.2. Economic Base..................................................................................................................... 20
2.2.1. Industrial infrastructure in Nanded City ................................................................... 22
2.2.2. Trade and Commerce ................................................................................................ 23
2.2.3. Education Services..................................................................................................... 23
2.2.4. Health Care Services ................................................................................................. 24
2.2.5. Pilgrim / Religious Tourism....................................................................................... 24
2.3. Key Issues & Strategies for Economic Growth.................................................................... 27
3. City Structure and Growth Management........................................................................... 29
3.1. City Sprawl & Structure....................................................................................................... 29
3.2. Growth Management / Development Plan ........................................................................... 30
3.3. Key Issues & Strategy Options for Growth Management .................................................... 35
3.3.1. Key Issues & Observations ........................................................................................ 35
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4. Heritage Restoration and Conservation............................................................................. 36
4.1. Existing Situation ................................................................................................................. 36
4.1.1. Urban Morphology .................................................................................................... 36
4.1.2. Urban Linkages ......................................................................................................... 37
4.1.3. Urban Elements ......................................................................................................... 37
4.1.4. Architectural Style ..................................................................................................... 40
4.1.5. Construction Technology and Building Materials..................................................... 40
4.1.6. Community Structure ................................................................................................. 41
4.1.7. Activity Pattern .......................................................................................................... 41
4.1.8. Walking Down the Historic Area: Visual and Aural Experiences ............................. 41
4.1.9. The River Godavari ................................................................................................... 42
4.2. A Case for Conservation ...................................................................................................... 43
4.2.1. Significance of the Historic Area............................................................................... 43
4.2.2. Cultural Heritage Assets of the Historic Area........................................................... 44
4.3. Management Framework for Heritage Conservation ........................................................... 46
4.3.1. Statutory and Legal Framework ................................................................................ 46
4.3.2. Institutional Set- Up And Management...................................................................... 46
4.3.3. Financial Arrangements ............................................................................................ 47
4.3.4. Stakeholders............................................................................................................... 48
4.3.5. Development Agencies and Developmental Regulations........................................... 48
4.4. Key Issues and Strategy Options for Heritage Conservation ............................................... 49
4.4.1. Key Issues & Observation.......................................................................................... 49
5. Water Supply..................................................................................................................... 54
5.1. Source................................................................................................................................... 54
5.2. Water Treatment Facilities ................................................................................................... 56
5.3. Distribution System.............................................................................................................. 57
5.4. Key Issues & Strategy Options for Water Supply................................................................ 58
6. Sewerage & Sanitation...................................................................................................... 61
6.1. Underground Sewerage System........................................................................................... 61
6.2. Public Conveniences / Community Toilets .......................................................................... 64
6.3. Initiatives under National River Action Plan ....................................................................... 64
6.4. Key Issues & Strategy Options for Sewerage & Sanitation ................................................. 64
6.5. Strategy Options................................................................................................................... 65
7. Storm Water Drainage....................................................................................................... 66
7.1. Key Issues & Strategy Options for Storm Water Drainage.................................................. 66
8. Solid Waste Management.................................................................................................. 67
8.1. Collection & Transportation System.................................................................................... 67
8.2. Waste Disposal ..................................................................................................................... 67
8.3. Bio Medical Waste............................................................................................................... 68
8.4. Key Issues & Strategy Options for Solid Waste Management ............................................. 68
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9. Transportation ................................................................................................................... 69
9.1. Transport Infrastructure........................................................................................................ 69
9.1.1. Roads and Structures................................................................................................. 69
9.2. Urban Public Transportation ................................................................................................ 70
9.3. Other Transportation Infrastructure...................................................................................... 71
9.4. Key Issues & Strategy Options for Transportation............................................................... 71
10. Street Lighting................................................................................................................... 72
10.1. Key Issues & Strategy Options for Street lighting ............................................................... 73
10.1.1. Issues & Observations ............................................................................................. 73
10.1.2. Strategy Options ...................................................................................................... 73
11. Fire services....................................................................................................................... 73
11.1. Key Issues & Strategy Options for Fire Services ................................................................. 74
12. Housing ............................................................................................................................. 74
12.1. Key Issues & Strategy Options for Housing......................................................................... 74
13. Other Services ................................................................................................................... 75
13.1. Health ................................................................................................................................... 75
13.2. Education.............................................................................................................................. 76
13.3. Gardens & Recreation .......................................................................................................... 77
13.4. Other Social Amenities......................................................................................................... 77
14. Urban Basic Services in Slums ......................................................................................... 78
14.1. Key Issues & Strategy Options for Urban Basic Services in Slums..................................... 78
14.1.1. Issues & Observations ............................................................................................. 78
14.1.2. Strategy Options ...................................................................................................... 78
15. Municipal Finances ........................................................................................................... 80
15.1. Summary of the Municipal Fund.......................................................................................... 80
15.2. Review of Municipal Finances ............................................................................................. 83
6.2.1 Revenue Account........................................................................................................ 83
6.2.2 Capital Account ......................................................................................................... 90
6.2.3 Overall Status of the Municipal Fund........................................................................ 90
IV. NANDED VISION 2025 AND CITY DEVELOPMENT STRATEGY ............................ 91
1. Emerging City SWOT....................................................................................................... 91
2. Stakeholder Priorities ........................................................................................................ 93
3. Nanded Vision 2025.......................................................................................................... 94
4. Sectoral Goals and Strategies ............................................................................................ 96
4.1. Economic Growth Strategies................................................................................................ 96
4.1.1. Promoting Health Sector ........................................................................................... 96
4.1.2. Promoting Education Service Sector ......................................................................... 97
4.1.3. Promoting Tourism and Entertainment ..................................................................... 98
4.1.4. Promoting Industrial Development.......................................................................... 100
4.2. City Growth Management Strategies ................................................................................. 101
4.2.1. Directing City Growth ............................................................................................. 102
4.2.2. Urban Renewal and Conservation of Core City Fabric .......................................... 102
4.2.3. Riverfront Development ........................................................................................... 106
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4.3. Infrastructure Development Strategies ............................................................................... 106
4.3.1. Water Supply............................................................................................................ 106
4.3.2. Sewerage & Sanitation ............................................................................................ 108
4.3.3. Storm Water Drainage............................................................................................. 109
4.3.4. Solid Waste Management......................................................................................... 109
4.3.5. Transportation......................................................................................................... 110
4.3.6. Health Services ........................................................................................................ 112
4.3.7. Education Services................................................................................................... 113
4.3.8. Housing.................................................................................................................... 115
4.4. Urban Basic Services to the Poor ....................................................................................... 117
4.4.1. Housing.................................................................................................................... 117
4.4.2. Urban Basic Services............................................................................................... 117
4.5. Institutional Development Strategies ................................................................................. 118
4.5.1. Human Resource (HR) Development....................................................................... 118
4.5.2. E-Governance Applications..................................................................................... 119
4.5.3. Development of a GIS-based System ....................................................................... 120
4.5.4. Tourist-Citizen Facilitation Centers (TCFCs)......................................................... 121
4.5.5. Public Private Partnerships..................................................................................... 121
4.6. Financial Management Strategies....................................................................................... 123
4.6.1. Maintenance and Reporting of Accounts................................................................. 123
4.6.2. Revenue Generation and Realization....................................................................... 123
4.6.3. Application of Funds................................................................................................ 124
V. PROJECT IDENTIFICATION AND CAPITAL INVESTMENT PLAN ..................... 125
1. Demand Supply Gap Assessment and Investment Requirement..................................... 125
1.1. Population Projection ......................................................................................................... 126
1.1.1. Trend-based Projections for Nanded City ............................................................... 126
1.1.2. Population Projection for Service Coverage........................................................... 126
2. Summary of Demand Supply Gap Assessment & Investment Requirements................. 127
2.1. Heritage Development & Conservation ............................................................................. 128
2.2. Water Supply...................................................................................................................... 128
2.3. Sewerage & Sanitation ....................................................................................................... 129
2.4. Storm Water Drainage........................................................................................................ 129
2.5. Solid Waste Management................................................................................................... 131
2.6. Transportation .................................................................................................................... 132
2.7. Street Lighting.................................................................................................................... 133
2.8. Fire Services....................................................................................................................... 133
2.9. Housing for Slum and EWS Settlements............................................................................ 134
3. Summary of Estimated Investment Requirements & Phasing......................................... 135
3.1. Investment Phasing ............................................................................................................ 135
VI. ASSESSMENT OF INVESTMENT SUSTENANCE OF NWCMC............................... 138
1.1. Projection of Municipal Fund Without Proposed Investments........................................... 138
1.2. Projection of Municipal Fund With Proposed Investments................................................ 142
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VII. ONGOING PROJECT DEVELOPMENT INITIATIVES.............................................. 145
1.1. Riverfront Development Project......................................................................................... 145
1.1.1. Project Development Timelines ............................................................................... 150
1.2. Water Supply...................................................................................................................... 150
1.3. Sewerage & Sanitation ....................................................................................................... 151
1.4. Storm Water Drainage........................................................................................................ 152
1.5. Transportation Infrastructure.............................................................................................. 152

LIST OF ANNEXURES

Annexure I Summary of Stakeholder Workshop Outcomes
Annexure II Statement Slums in Nanded City
Annexure III Summary of Municipal Finances
Annexure IV Demand-Supply Gap Assessment & Costing
Annexure V-A Financial Operating Plan - Projection of Municipal Cash Flows
Annexure V-B Working Sheets for Municipal Cash Flow Projections
Annexure V-C Projects Sanctioned by Government of Maharashtra for Gur ta
Gaddi Tercentenary Celebrations
Annexure V-D Investment Phasing and Related Workings

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LIST OF TABLES

Table 1: Demographic Profile of Nanded District..................................................................... 7
Table 2: Institutional Matrix for Urban Service Delivery........................................................ 14
Table 3: Population Trends in Nanded .................................................................................... 20
Table 4: Demographic Data of Nanded City as per Census of India 2001.............................. 20
Table 5: Occupation Pattern in Nanded (1991 Census)........................................................... 21
Table 6: Occupation Pattern in Nanded (2001 Census)........................................................... 22
Table 7: Lodging Infrastructure in Nanded City...................................................................... 27
Table 8: Existing Landuse of North Nanded, 1996 ................................................................. 32
Table 9: Proposed Landuse in North Nanded, 2015................................................................ 33
Table 10: Chronology of Water Supply System Development in Nanded.............................. 54
Table 11: Water Sources for Nanded City............................................................................... 56
Table 12: Water Treatment Facilities in Nanded City............................................................. 57
Table 13: Summary of Water Storage Reservoirs in Nanded.................................................. 57
Table 14: Summary of the Sewage Collection System in Nanded .......................................... 61
Table 15: Summary of Storm Water Drainage Network in Nanded........................................ 66
Table 16: Summary of Street lighting in Nanded.................................................................... 72
Table 17: Summary of Emergency Response Equipment ....................................................... 73
Table 18: Summary of Emergency Response Calls Attended................................................. 73
Table 19: Summary of Health Facilities in Nanded................................................................. 75
Table 20: Summary of Education Facilities in Nanded........................................................... 76
Table 21: Summary of Municipal Fund................................................................................... 81
Table 22: Summary of Assets & Liabilities as of 31
st
March 2005......................................... 82
Table 23: Computation of % Establishment Expenditure to Municipal Income ..................... 88
Table 24: Department-wise Revenue Expenditure of NWCMC ............................................. 89
Table 25: Population Projection ............................................................................................ 127
Table 26: Summary of Sectoral Investment Requirements ................................................... 135
Table 27: NWCMCs Share of Approved Gur ta Gaddi Works vis--vis City requirements 136
Table 28: Proposed Investment Phasing................................................................................ 136
Table 29: Assumptions in Projection of Revenue Income..................................................... 138
Table 30: Assumptions in Projection of Revenue Expenditure............................................. 141
Table 31: Assumptions for Additional O&M expenditure due to Proposed Investments ..... 142
Table 32: Assumptions for Additional Revenues as a result of Proposed Investments......... 142
Table 33: Assumed Sector-wise Funding Pattern.................................................................. 143
Table 34: Sustainable Annual Investment ............................................................................. 144
Table 35Funding Plan for Sustainable Investment ................................................................ 144

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LIST OF FIGURES

Figure 1: Organization Structure of NWCMC Elected Wing............................................... 17
Figure 2: Organization Structure of NWCMC Executive Wing........................................... 18
Figure 3: Map of Nanded City................................................................................................. 31
Figure 4: Proposed Landuse Plan of Nanded, 2015................................................................. 34
Figure 5: Map showing key components of the Water Supply System................................... 60
Figure 6: Map showing key Components of the Sewerage System......................................... 63
Figure 7: Population Trends in Nanded................................................................................. 126
Figure 8: Preliminary Concept Plan for Riverfront Development......................................... 146
Figure 9: Glimpses of Proposed Riverfront Development Components ............................... 147
Figure 10: Priority Roads for the Gur ta Gaddi Tercentenary Celebrations .......................... 153

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I. INTRODUCTION

1. URBAN INDIA TODAY
Urbanization was the driving force for the faster economic growth that India experienced
during the 1990s. Estimates of urban areas contribution to the gross domestic product are
on the order of 50 to 60 percent, well above the level of urbanization itself (28 percent in
2001). Indias overall demographic figures of rural-urban divide do not reveal that a
sizeable part of the country has reached much higher levels of urbanization than the
national average. Economic growth is thus highly dependent on the fortunes of urban
areas and their ability to attract investment and increase productivity. However, rapid
urbanization and under-investment in urban infrastructure have resulted in serious
environmental and health problems in Indias cities. Urban households across India,
particularly the poor and disenfranchised, continue to have limited access to potable
water, sanitation, drainage, and solid waste disposal facilities.
Despite the contribution to economic growth by the urban sector, successive five-year
plans of the Government of India (GOI) stressed rural development in general and
neglected balanced urban development. It was not until the 8
th
Plan (19931997) that the
role and importance of the urban sector was explicitly recognized. Since then, the context
of urban development has changed significantly in India, governed by the countrys focus
on economic liberalization and financial sector reform with a new emphasis on
decentralization. However, despite the governments priority on developing urban
infrastructure and providing essential municipal services to reduce urban poverty and
prevent further environmental degradation, the sector shows large inefficiencies in service
delivery, inadequate investments to expand service coverage, and a lack of asset
maintenance.
Notwithstanding urban Indias problems, new opportunities have emerged. The
momentum for urban sector reform was provided in 1992 with the passage of the 74
th

Constitution Amendment Act (CAA). The 74
th
CAA was intended to create a democratic
governance structure, with local responsibilities being assumed and managed locally. The
amendment addressed the relationship between the state governments and municipal
governments, and laid the foundation for a new approach to urban management and
governance regarding improved municipal service delivery.
Another key instrument governing Indias urban sector reform is the countrys 10
th
Five-
Year Plan (20022007) prepared by the Planning Commission. The 10
th
Plan proposes an
eight percent growth rate for the economy and focuses on four basic themes: high growth,
equitable growth, human development and reforms. With 80 percent of plan allocation
targeting social expenditure, the 10
th
Plan aims to alleviate poverty through access to
education, health care, potable water, and sanitation. The 10
th
Plan also focuses on good
governance as a cross-cutting issue and identifies the declining role of government in the
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provision of services with emphasis on developing private enterprise participation in
public service delivery and providing an improved regulatory environment.
The GOIs Ministry of Urban Development and Poverty Alleviation (MOUDPA) is
expected to achieve the 10
th
Plans vision. MOUDPAs agenda to address growth, urban
service delivery and the infrastructure gap at the municipal level revolves around the
management, governance and creditworthiness of local governments. The Pooled Finance
Development Scheme (PFDS), the City Challenge Fund (CCF), and the Urban Reforms
Initiative Fund (URIF) are examples of innovative central government funding initiatives
to support the GOIs urban agenda.
The Jawaharlal Nehru Nation Urban Renewal Mission (JNNURM) is the latest initiative
of the Government of India, which emphasizes, like never before the Governments
commitment to address the urban sector agenda in the country.
2. ABOUT JNNURM
The National Common Minimum Program of the Government of India attaches the
highest priority to the development and expansion of physical infrastructure as one of the
key inputs to overall economic development. Appreciating the contribution and potential
of urban areas to the countrys economic growth, the Government of India has devised a
comprehensive program of urban renewal and expansion of social housing in towns and
cities, paying attention to the need of slum dwellers the Jawaharlal Nehru National
Urban Renewal Mission (JNNURM). This seven-year program (FY 2005-06 to FY 2011-
12) is also expected to ensure Indias commitment to achieving the Millennium
Development Goal to facilitate investments in the urban sector; and to strengthen the
existing policies in order to achieve these goals.
Launched on December 03, 2005 by the Honorable Prime Minister of India, Dr.
Manmohan Singh, the JNNURM Mission Statement is to encourage reforms and fast
track planned development of identified cities. Focus is to be on efficiency in urban
infrastructure and service delivery mechanisms, community participation and
accountability of ULBs (Urban Local Bodies)/ Parastatal agencies towards citizens.
1

The objectives of JNNURM, as listed in the JNNURM toolkit, are to ensure that the
following are achieved in the urban sector:
a. Focused attention to integrated development of infrastructure services in cities
covered under the Mission;
b. Establishment of linkages between asset-creation and asset-management through a
slew of reforms for long-term project sustainability;.

1
JNNURM Toolkit, Ministry of Urban Employment & Poverty Alleviation and Ministry of Urban Development,
Government of India.
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c. Ensuring adequate funds to meet the deficiencies in urban infrastructure services;.
d. Planned development of identified cities including peri-urban areas, outgrowths and
urban corridors leading to dispersed urbanization;
e. Scale-up delivery of civic amenities and provision of utilities with emphasis on
universal access to the urban poor;
f. Special focus on urban renewal program for the old city areas to reduce congestion;
and
g. Provision of basic services to the urban poor including security of tenure at
affordable prices, improved housing, water supply and sanitation, and ensuring
delivery of other existing universal services of the government for education, health
and social security.
The JNNURM provides both incentive as well as support for undertaking reforms at State
and Cities level while striving to create the right framework for participatory planning
and development and enhancing creditworthiness of urban local bodies so as to help them
leverage substantial grants to attract greater private investments for sustainable urban
development.
Sixty-three cities / urban agglomerations (UA) have been identified for assistance under
the JNNURM. These are classified as:
a. Category A: Cities / UA with population of 4 million and above as per 2001 census
(7 cities)
b. Category B: Cities / UA with population of 1 million and above as per 2001 census
(28 cities)
c. Category C: Other selected cities/ UA, including state capitals and cities/ UA of
religious/ historic and tourist importance (28 cities)
Nanded city, by virtue of its historic and cultural significance is an eligible city
under Category C, entitling it to 80 percent capital grant from the Central Government
and 10 percent grant from the State Government as per JNNURM funding pattern.
Nanded city is home to a living community and has a history that dates back to over 7
centuries. With a population of 4.3 lakh (2001 census) it is the second largest city in the
Marathwada region of Maharashtra state. The city and its immediate region, famed for its
socio-cultural uniqueness and endowed with the river Godavari and several places of
religious monuments / significance, is most popular for the Takhat Sachkhand Shri Hazur
Abchalnagar Sahib Gurudwara (Sachkhand Gurudwara), one of the five Takhats of the
Sikh religion. It is in Nanded that Shri Guru Gobind Singh, the last living Sikh Guru
consecrated the Holy Granth Sahib as the eternal Guru of Sikhism on October 28, 1708,
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before departing for his heavenly abode (parlok gaman)
on October 30, 1708. The event and location where the
consecration took place is referred to as the Gur ta
Gaddi (Throne of the Guru). The city will host Gur ta
Gaddi Tercentenary Celebrations in October 2008, to
commemorate the 300
th
year of the holy events of
Sikhism, which are expected to be attended by millions
of devotees from all over the country and the world.
The city administration Nanded Waghala City Municipal Corporation (NWCMC) the
District Administration, the Sachkhand Gurudwara Board and the citizens of Nanded are
working in tandem to ensure a safe and memorable hosting of event. They are viewing
the event and associated funding assistance from the State & Central Governments and
proposed funding assistance under the JNNURM as an opportunity to be leveraged to
kick start a transformation of the city into a vibrant economic hub conserving and show
casing its inherent socio-cultural strengths, and ensuring sustainable overall development.
As per the JNNURM strategy for achieving its objectives, each eligible city intending to
access assistance under the Mission is expected to formulate a comprehensive City
Development Plan (CDP) indicating policies, programs and strategies and financing
plans, before seeking funding for specific projects. The CDP is expected to be formulated
through a consultative process, articulating the stakeholders perceptions and aspirations
for their city and drawing of strategies aimed at achieving them in a sustainable and
equitable manner.
3. CITY DEVELOPMENT PLAN FOR NANDED THE PROCESS
The City Development Plan for Nanded is formulated on the basis of a shared Vision of
its citizens, articulated through a series of stakeholder consultations.
2
The plan horizon is
for a period of 25 years from 2006 to 2025. The Nanded Waghala City Municipal
Corporation (NWCMC) and the District Administration had commenced consultations on
the city s needs and priorities way back in 2003, initially in the context of the Gur ta
Gaddi Tercentenary celebrations and subsequently with a long-term development
objective. The procedure for formulation of the CDP and identification of specific
strategies and projects / programs is an iterative one involving an incremental
consultation framework, beginning with a state of the city assessment, consensus-
building on city development issues and priorities, articulating the City Vision 2025 and
strategy options to address the citys Vision and identifying specific projects and actions
for implementation.

2
Highlights of the Stakeholder Consultations held in this context are presented in Annexure I
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While the focus of the CDP is on achieving the larger Vision 2025 through a broad
Strategic and Capital Investment Plan, it identifies specific project / interventions /
actions to be undertaken in the short term 2006 to 2011.
The projects / interventions / actions identified for implementation in the short term are
further prioritized and phased in two phases, viz.
a. Projects to be implemented pre-March 2008, in order to service the Gur ta Gaddi
Tercentenary Celebration requirements
b. Projects to be implemented post-March 2008 by 2010-11 addressing other city-wide
requirements and priorities
The CDP culminates in a financial operating plan to assess the investment sustenance
capacity of the Municipal Corporation and test the impacts of the proposed reform
measures for revenue enhancement.
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II. INTRODUCTION TO NANDED CITY
1. REGIONAL SETTING
Nanded city with a jurisdiction
of about 51.76 km, is the
headquarters of Nanded
District in the Marathwada
Region
3
of Maharashtra state.
It is the second largest urban
center in the Marathwada
region (population of 4,30,733
as per 2001 Census), after
Aurangabad.
The district of Nanded lies in
the border of Maharashtra and
shares boundaries with
Yavatmal District in the north,
Parbhani, Latur and
Osmanabad Districts in the
west, Bidar District of
Karnataka in the south and
Nizamabad & Adilabad
Districts of Andhra Pradesh in
the east. With population of
28,68,158 (2001 Census) is
among the most backward
districts of the state of
Maharashtra. It ranks 29
th
in
terms of literacy rate (68.5
percent) in the state of Maharashtra and has a workforce participation rate of about 42.8
percent. About 80 percent of the workforce is engaged in agriculture and allied activities,
4 percent in cottage and household industries and about 5.15 percent in trade and
commerce.

3
Marathawada Region comprises eight districts, viz. Jalna, Aurangabad, Parbhani, Hingoli, Nanded, Latur,
Osmanabad and Beed.
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Table 1: Demographic Profile of Nanded District
1 Total Number of Households 523,539
2 Total Population 28,68,158
Male 14.76 lakh
Female 13.91 lakh
3 %age of Urban Population to Total Population 28.29 %
4 Population density 272
5 Literacy Rate 68.52%
Male Literacy 81.14%
Female Literacy 55.12 %
1.1. Location & Regional Linkages
Nanded city is located at 1830' North latitude and 7710' East longitude at about 489
meters above mean sea level. It is about 260 km each from Aurangabad and Hyderabad
and about 300 km from Nagpur.
Nanded is regionally linked by road to other urban areas by Major State Highway (MSH)
6 to Degloor in the south east towards Hyderabad, MSH 2 to Bhokar in the north east and
Latur in the south east, MSH 3 to Hadgaon in the north, MSH 6 to Madgaon in the north
west, SH 44 to Purna in the west, and SH 223 to Kandhar & SH 224 to Osmannagar in
the south.
In terms of railway connectivity, Nanded is part of the South-Central Railway Division of
the Indian Railway. It lies on the Mumbai-Secunderabad railway line. It is serviced by
direct rail connectivity to Mumbai, Secunderabad and Amritsar (via Delhi).
Nanded city has an airstrip, developed and maintained by Maharashtra Industrial
Development Corporation (MIDC) that is capable of handling only small private aircrafts.
While there is no commercial air traffic, it is currently used for landing of private aircrafts
and senior Government dignitaries visiting Nanded. Government of Maharashtra through
MIDC is presently upgrading the existing infrastructure to facilitate regular commercial
flights between Nanded and other important cities. The closest regular airports are at
Aurangabad and Hyderabad
1.2. Climate and Rainfall
The climate of the city is generally dry except during southwest monsoon season that sets
in the first week of June and lasts about 2.5 to 3 months. The average annual rainfall in
the city is about 901 mm and temperature range is between 46centigrade (maximum) to
18centigrade (minimum).
1.3. Soil and Topology
The city has fertile black cotton soil as in the rest of the Godavari valley. The natural
topography of the city converges towards the river on either side
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2. HISTORICAL AND CULTURAL BACKGROUND OF NANDED
Nanded city has a long history of over 7 centuries. There has been no specific
exploration to establish the prehistoric accounts of Nanded, it finds mention in accounts
of the Vedic period in various literary sources.
2.1. Ancient Period
As no exploration or excavation of any site in Nanded district has yet been undertaken, it
is not possible to give an account of the prehistoric period of the region. Accounts of the
Vedic period are however available in literary sources. It is known through these sources
that when the Aryans penetrated into Deccan, the whole region was covered by a thick
jungle, which extended southward from Central India. As early as the Rig Veda, Indias
seven divine mother-rivers, are mentioned: the Sindhu (Indus), the Saraswati, and the
Five-Rivers of the Punjab. Later on, as the Aryans moved farther south, the Ganges is
mentioned among the great rivers. By the time of the Puranas, the seven sacred rivers are
no longer concentrated in the northwest, but extend throughout India: the ancient Sindhu
and Saraswati, the Ganges and the Yamuna in the north, the Narmada and the Godavari in
Central India, and the Kaveri farther south. Sometimes the seven are called the Seven
Ganges. The elevated sites on the banks of the rivers were chosen for settlement. The
Kashi Khanda tells us, that the sage Agastya wandered the lovely banks of the Godavari
River. Agastya was the first Aryan who crossed the Vindhya and fixed his residence on
the bank of the Godavari. He was followed by several other sages who established their
hermitages in different regions of the south. The cluster of hermitages on the bank of the
Godavari was called jana-sthana to distinguish it from the surrounding forest country. The
sages were constantly harassed by the original inhabitants of the region who are called
Raksasas in the Ramayana.
It is said that during the Puranic days, Pandavas traveled through Nanded district. Nandas
ruled over Nanded through generations. Nanded was also ruled by the Satavahanas, the
Chalukyas, the Kakatiyas followed by the Yadavas who were the last of the Hindu
dynasties to have ruled over this part.
2.2. Medieval Period
During the very first invasion by the Mohammedan this territory subjugated to them and
after a few years it became a part of the fief of Malik Kafur, the general of Alauddin
Khilji. The Yadava rule was finally extinguished in 1318 A.D, after which the region
began to be ruled by the governors appointed by the emperors of Delhi. The district of
Nanded thus for the first time passed under Mohammedan rule. Later on the area came
under the Bahamanis. The famous prime minister of the Bahamanis Mahmud Gavan
resided at Nanded and the Vazirabad part of the city was established by him. With the
disintegration of the Bahamani Empire, Baridsahi, Nizamsahi, Imadsahi and Adilsahi
ruled over parts of this territory until it finally passed on to the Mughals. Many of the
battles between the Mughals and Malik Ambar were fought on this soil as is clearly
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brought, out by Takamil-e-Akabar Nama. The Sahajahan Nama mentions Nanded as the
capital of the district of Telangana. During Aurangzebs time Nanded was one of the
sarkars of the subha of Bidar. In 1708, Bhadur Shah, son of Aurangzeb accompanied by
Guru Govind Singh the tenth spiritual leader of the Sikhs came to Nanded. It was Guru
Gobind Singh that preached amongst the Sikhs that there need not be any spiritual leader
for them and they should adopt the holy Granth Saheb as their leader. A monument has
been constructed at the place where he breathed his last. A Gurudwara has also been
constructed there Sachkhand Shri Hazur Abchalnagar Sahib Gurudwara (Sachkhand
Gurudwara).
The district became the part of the Hyderabad kingdom in 1725 when the Nizam
permanently opted for the Deccan and continued to be so till 1947.
2.3. Modern Period
With India getting freedom and the consequent police action against the Hyderabad State,
the district forming part of the Marathwada region of the Hyderabad State became part of
the bilingual Bombay State and consequent upon the creation of Maharashtra state, the
district of Nanded became part of it.
2.4. Historical Reconstruction of the Evolution of Nanded City
The ancient city of Nanded developed on the north bank of the famed Godavari River
revered as the Ganga of Central India. Literary sources establish that Godavari River had
religious significance since the ancient times and sages settled on its banks. When the
Aryans moved into Deccan, the whole region extending southward from Central India
was covered by thick jungle. The elevated sites on the bank of the river were chosen for
the settlements. It is probable that they would have settled in cluster of hermitages on the
bank of the Godavari (the site of the present city) marking the humble beginnings of
Nanded. The modest hermitages of the sages would have formed the landmarks around
which the settlement subsequently developed. The geographic limitation of the Godavari
forced the settlement to expand outwards moving away from its banks. The movement
paths of the inhabitants over a period of time evolved into streets, lanes and by lanes. The
settlement grew in an organic manner in accordance with the topography of the area.
The copper plate found at Vasim, (known as Vatsagulma in ancient times) indicates that
Nanded was formerly known as Nandi-tat. The inscription clearly mentions
. The myths associated with the name of the city also point
towards its ancient roots. It is believed that the city derived its name from Nandi-tat, the
place on the banks of Godavari where Nandi, the Vahan of Shiva is said to have
performed penance. Some believe that Nine Rishis known as Nand performed penance on
the banks of the river and hence the name Nandi-tat. The present name is a distortion of
the original name.
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The mention of the ancient city of Nanded is found in the Lilacaritra, a treatise written
about 700 years ago by Mhaimbhatta. It gives the description of the idol of Narsimha in
the town, which is still present in the Historic area. This evidence establishes that the
town is at least 700 years old. However detailed studies need to be undertaken to
corroborate the above observations and ascertain the historical growth and evolution of
the city.
3. A. GUR TA GADDI TERCENTENARY CELEBRATIONS IN NANDED
In October 2008 Nanded will be Host to Gur-ta- Gaddi Tercentenary Celebrations
marking the 300th anniversary of Parlok Gaman of Shri Guru Gobind Singhji as well as
consecration of Shri Guru Granth Sahib as the eternal Guru of Sikhs. This event is
planned to be celebrated with lot of fan and fervor, as over 2.5 million pilgrims are likely
to visit Nanded.
The key events as part of the week-long Gur Ta Gaddi celebrations from October 24 to
October 31, 2008 would include:
a. Takhat Snan (Holy Bath) October 24, 2008
b. Diwali ) October 25, 2008
c. Julus (Pre-event Procession) October 26, 2008
d. Gur Ta Gaddi (commemorating consecration of Guru Granth Sahib) October 27,
2008
e. Parlok Gaman (commemorating Guru Gobind Singhs departure for his heavenly
abode) October 30, 2008
f. Julus (Closing Procession) October 31, 2008
Large-scale festivities and celebrations are expected to begin from April-May 2008
onward with the celebration of Holi, followed by Baisakhi, Dussera and Diwali, before
the Gur ta Gaddi tercentenary celebrations. Each of these events, in a normal course
witness daily pilgrim turnovers of 75,000 to 100,000 and the civic infrastructure is
inadequate to service the inflow. It is expected that about 25 lakh pilgrims will visit
Nanded in 2008 the year that marks the tercentenary of the Gur ta Gaddi and other
religious events related to Guru Gobind Singhs last days before he left for his heavenly
abode.
Given the poor state of civic services in Nanded, the city and district administrations will
have to really gear up to meet the demands of the event and will have to ensure adequate
infrastructure and logistics arrangements to address the needs of the large number of
pilgrims expected to visit the city and to manage the event safely and successfully.
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While this poses a major challenge to the Municipal Corporation and District
Administration, the Municipal Corporation are viewing this as an opportunity to revive
the citys slowing economy and deteriorating quality of life through substantial
investments in urban renewal, conservation and infrastructure development.
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III. CITY ASSESSMENT: ANALYSIS OF THE EXISTING SITUATION
This section elucidates the current status, key issues and strategy options pertaining to
various elements of city development, including:
a. Institutional Framework for Urban Management & Service Delivery
b. Demography and Economic Development
c. City Structure and Growth Management
d. City-wide Urban Basic Services
i. Water Supply
ii. Sewerage & Sanitation
iii. Storm Water Drainage
iv. Solid Waste Management
v. Transportation
vi. Fire services
vii. Housing
viii. Other Services (Health, Education, Recreation, other Social amenities)
e. Urban Basis Services in Slums
f. Municipal Finances
g. Gur ta Gaddi Tercentenary Celebrations and the Citys Preparedness for the Event

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1. INSTITUTIONAL FRAMEWORK FOR URBAN MANAGEMENT & SERVICE DELIVERY
The responsibility for local governance and management of the city of Nanded is vested
with the Nanded-Waghala City Municipal Corporation (NWCMC). While NWCMC is
responsible for overall development of the city, including provision and maintenance of
core civic services, there are other agencies responsible for planning, development and
provision of specific services in the city. Such key stakeholders include:
a. District Administration: The District Urban Development Agency domiciled in the
District headquarters is responsible for planning and administration of specific
schemes sponsored by the Government of Maharashtra, including poverty alleviation
and housing for the poor, education and health services, slum development programs,
etc.
b. Town Planning Department, Government of Maharashtra: This department,
represented by an Additional Director of Town Planning based in Nanded, is
responsible for preparation of Development Plan of the City as the provisions of
Maharashtra Regional & Town Planning Act, 1966, while implementation of the
Development Plan is the responsibility of Nanded Waghala City Municipal
Corporation.
c. Maharashtra Jeevan Pradhikaran (MJP): This is a state nodal agency responsible for
planning, design and implementation of public health engineering systems and
infrastructure in urban and rural areas of the state. However, the role of this
department in urban areas has been on the decline, as the local governments are
increasingly preferring to carry out these activities by themselves, through external
technical assistance.
d. Public Works Department (PWD): The Roads 7 Buildings Department of the state
Public Works Department is responsible for development and maintenance of all
non-municipal roads within municipal jurisdictions. These generally include the state
highways, major and other district roads. The Irrigation Department of the PWD is
responsible for the maintenance and upkeep of major drainage channels, rivers and
tributaries.
e. Maharashtra State Electricity Development Company Limited (MSEDC): The
MSEDC is responsible for planning, design and implementation of all power related
infrastructure and services in the city. The existing connected load in the city is 90
MW.
f. Maharashtra State Road Transport Corporation (MSTRC): a State Transport
Undertaking, operates City passenger bus service in few select routes and is also
responsible for all inter-city / regional bus services to and from Nanded city.
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g. Regional Transport Office (RTO): The Regional Transport Office is responsible for
registration of vehicles, issue of permits, for commercial vehicles, regulation,
emission control, issue of driving licenses, etc.
h. Traffic Police Department, Maharashtra Police: The traffic police department is
responsible for traffic regulation and management in the city.
i. Bharat Sanchar Nigam Limited. (BSNL): This is the largest telecom service provider
in both the segments basic and cellular services in Nanded city. In addition, there are
other private stakeholders like Bharti Tele Ventures Limited (Air Tel) Idea Cellular
Limited, Reliance Infocomm Limited and Tata Tele Services Limited.
Table 2: Institutional Matrix for Urban Service Delivery
Sl. Service / Function Planning & Design Implementation Operation &
Maintenance
1 Development Plan
Preparation (Landuse
Zoning & Regulations)
Town Planning
Department, GoM
NWCMC --
2 Water Supply* MJP / NWCMC MJP / NWCMC NWCMC
3 Sewerage &
Sanitation*
MJP / NWCMC MJP / NWCMC NWCMC
4 Storm Water Drainage NWCMC NWCMC NWCMC
5 Solid Waste
Management
NWCMC NWCMC NWCMC
6 Roads & Bridges NWCMC/PWD NWCMC/PWD NWCMC/PWD
7 Street Lighting NWCMC NWCMC NWCMC
8 Urban Transportation MSRTC
9 Traffic Management Traffic Police /
NWCMC
Traffic Police Traffic Police /
NWCMC
10 Transport Registration
& Regulation
RTO
11 Parks & Play fields NWCMC NWCMC NWCMC
12 Health & Education NWCMC / GoM NWCMC / GoM NWCMC / GoM
13 Fire Services NWCMC NWCMC NWCMC
14 Slum Development NWCMC NWCMC NWCMC
15 Poverty Alleviation
Programs
DUDA /
NWCMC
NWCMC NWCMC

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1.1. Nanded-Waghala City Municipal Corporation
Nanded Waghala City Municipal Corporation (NWCMC) was established on 26th March
1997, by merging Nanded Municipal Council and adjoining Waghala Municipal Council.
The Corporation is constituted under the provisions of Bombay Provincial Municipal
Corporations Act, 1949 and is also governed by the provisions of 74th Constitutional
Amendments Act 1992(CAA). In addition to the Waghala Municipal Council, the
following areas were merged with the NWCMC:
a. Vasarni Village
b. Kautha Village
c. Asarjan Village
d. Fatehjangpur Village
e. Asadwan Village and
f. CIDCO and HUDCO colonies
The total area under the NWCMC jurisdiction is 51.76 Sq.km, (5,176.66 Ha). Nanded
City is divided in two parts i.e. Old Nanded (20.62 Sq.km) north of the Godavari river (on
the left bank) and New Nanded (31.14 Sq.km) comprising of Waghala and six other
newly merged villages and CIDCO area, south of the Godavari river (on the right bank).
1.1.1. Municipal Functions
The obligatory and discretionary functions of the municipal corporation are spelt out
under sections 63 and 66 of BPMC Act 1949. The key functions carried out by NWCMC
include:
a. Obligatory Functions
i. Public hospitals and dispensaries, vaccination, epidemic control and
prevention of dangerous diseases, medical relief, family planning and welfare
etc.
ii. Removing dangerous buildings etc.
iii. Solid Waste Management
iv. Drainage and sewerage systems
v. Water supply
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vi. Roads, markets, slaughterhouses, washing places, drinking fountains, tanks,
wells, etc.
vii. Fire Brigade
viii. Parks and leisure paces
ix. Street Lights
x. Disposal of dead bodies
xi. Regulating and preventing offensive and dangerous trades or practices
xii. Removing encroachment on Government properties
xiii. Registering of births and deaths
xiv. Primary Schools
xv. Welfare measures for scheduled castes and tribes, etc.
xvi. Establishing and maintaining relief work in times of scarcity or for destitute
persons residing within Municipal limits
b. Discretionary Functions
i. Public hospitals and homes for destitute and disabled persons
ii. Grants and donations to privately run primary and secondary schools
iii. Treatment of sewerage and waste
iv. Town halls, shops, open air theaters, stadiums, rest houses
v. Transport
vi. Electricity and LPG supply
vii. Ceremonies, fairs, exhibitions etc.
viii. Destroy harmful animals
ix. Welfare of municipal employees
x. Sanitary dwellings for the poor
xi. Educational institutions
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1.1.2. Organizational Structure of NWCMC
The organization structure comprises of an elected wing and an executive wing.
a. Elected Wing: The elected wing is represented by the General Body (GB) constituted
by 73 elected members / Municipal Corporators and 5 co-opted members. The
General Body together with Municipal Administrators and Departmental Heads
formulate the framework for discharge of municipal functions, both obligatory and
discretionary, of the Municipal Corporation. Apart from GB there are 5 Committees
constituted with elected Members including Standing Committee of 16 elected
Members, to address matters related to administration / provision of civic services in
a most appropriate manner.
Figure 1: Organization Structure of NWCMC Elected Wing

GENERAL BODY OF ELECTED
REPRESENTATIVES - 78

Standing
Committee

Committees
Women & Child Welfare
Public Works
Water Supply
Health & Streetlights
Municipal
Commissioner
Municipal
Secretary

b. Executive Wing: The administrative or executive wing is headed by the Municipal
Commissioner, appointed by the State Government. The Municipal Corporation is
organized into five geographical Divisions for effective service delivery and
management. Further, there are 24 multi-member electoral wards drawn for the
purpose of the corporation elections, which also double up as administrative and
management sub-divisions.
The executive wing is organized into 25 functional departments that are responsible
for day-to-day functioning of the Municipal Corporation, including planning,
engineering, operations & maintenance and other service delivery functions.
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Figure 2: Organization Structure of NWCMC Executive Wing

MUNICIPAL COMMISSIONER
DEPUTY MUNICIPAL
COMMISSIONER
CAO & Chief
Audit Officer
Public Health
Officer
City Engineer Executive
Engineer Water
Supply
Assistant
Commissioners
Assistant Director
Town Planning
Deputy
Engineers (6)
Junior
Engineers
Health & Conservancy
Octroi
Taxation
General
Record Keeping
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1.2. Key Issues & Strategy Options for Institutional Development
1.2.1. Issues & Observations
a. Limited institutional capability: NWCMC being a young Municipal Corporation,
upgraded from a municipal council, has limited institutional and technical capacity to
plan and implement projects. The limitations are in terms of inadequacy of number
and appropriately qualified staff (the total manpower strength of NWCMC is about
2,100 against the estimated requirement of around 3,000 personnel for a city with a
population size of about 500,000), and lack of technical capability for
conceptualizing, planning and implementing city developmental works, as also in
managing them.
b. Absence of appropriate Management Information System: Most of the systems and
procedures in the ULB are traditional manual systems, involving maintenance of
registers manually. Inadvertently, over time the record keeping has been inadequate
and critical information required for planning and decision-making is often not
available when required. This may be attributed to shortage of manpower as also the
absence of a system of information maintenance and management.
c. Limited Computerization: Despite the availability of computers, their application is
very limited, primarily due to the lack of customized software systems as also large
levels of computer illiteracy.
1.2.2. Strategy Options
a. Capacity building through training and workshop: NWCMC, as part of its strategy to
build in-house capacity, to train the existing manpower resource through medium of
structured training programs and workshops. Focus to be on various elements
including planning, project development, procurement, implementation,
management, etc. Staff to be rotated inter-department in order to promote in multi-
skilling and team building.
b. Capacity Building through Public Private Partnership: NWCMC to explore the
option of sourcing of services from private sector agencies for design engineering
and project management services including quality supervision and project
monitoring. NWCMC will need to formulate a framework for promoting or
facilitating PPP / PSP in project development using various tools of Concessioning or
models of Build Operate Transfer (BOT) depending upon the project requirement.
c. Decentralization of municipal functions and activities: NWCMC to reorganize in a
time-bound manner, the entire executive wing into zonal and ward level offices, with
central planning and management functions at the central office and all day-to-day
activities delegated to zonal and ward officers.
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d. Development of a Computerized ERP System: NWCMC to develop a computerized
management information system on an ERP (Enterprise Resource Planning)
framework based on a detailed study of systems and procedures. The system to be
capable of generating vital information for a variety of planning, monitoring and
decision making activities.
2. DEMOGRAPHY AND ECONOMIC DEVELOPMENT
2.1. Demography
2.1.1. Population
The population of Nanded city, as per 2001 census was 430,733. The population of the
city has grown from 126,518 in 1971 to the 2001 level of 430,733 at a CAGR of about
4.17 per cent.
Table 3: Population Trends in Nanded
Year Population (Census)
Decadal
Growth
CAGR
CAGR from
1971
1971 126,518 -- -- --
1981 191,269 51% 4.22% 4.22%
1991 309,316 62% 4.92% 4.57%
2001 430,733 39% 3.37% 4.17%
Source: Census of India
It may be noted from the above table that the population growth rate during the last
decade (1991 to 2001) has been substantially lower than the previous decade. This,
despite the fact that the municipal territorial jurisdiction more than doubled in area from
20.62 sq.km. in 1991 to 51.76 sq.km. in 2001.
Table 4 presents some of the key demographic data of Nanded city as per 2001 census.
Table 4: Demographic Data of Nanded City as per Census of India 2001
1 Total Number of Households 72,733
2 Total Population 430,733
Male 224843
Female 205890
3 Population density 183.05 persons/ha
4 Literacy Rate 81.50%
Male Literacy 89%
Female Literacy 73%
5 Average House Hold Size 5.92
Source: Census of India
2.2. Economic Base
Historically Nanded was known for its presence in the Textiles manufacturing sector due
to the presence of Osmaan Shahi Textile Mills (Now known as Nanded Textile Mills
Corporation), Cotton Research Center and Textile Corporation of Nanded. During the
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1980s Nanded Textile Mills used to provide employment to around 10,000 people.
However, the closure of these entities have affected the growth industrial activities in the
city / region.
Currently, the economic base of Nanded city appears to be primarily reliant on the tertiary
sector, more specifically on trade and commerce followed by education, tourism, health
and transportation services. The
workforce participation rate is about 23.66
percent (2001 Census), of which about
95.1 percent is in the tertiary sector. It
may be observed from the following
tables that the workforce participation rate
has declined from 24.16 percent in 1991
to 23.66 percent in 2001. Also, the share
of tertiary sector workforce in the total has
increased from 93.28 percent to 95.1 percent. These are all indicators of declining
employment opportunities.
Table 5: Occupation Pattern in Nanded (1991 Census)
No. of Workers % Of Total
Sl. Occupation Category
Male Female Total
Working
Force
Population
1 Primary Sector 3684 621 1576 6.48 1.56
2
House Hold
Industry
611 509 1120 1.69 0.41
3 Manufacturing 11146 1003 12149 18.29 4.41
4
Electricity, Gas &
Water Supply.

5 Construction 6209 662 6871 10.34 2.5
6
Transport, Storage
& Communication.
6571 92 6663 10.03 2.42
7
Banking &
Insurance

8 Trade & Business 15982 590 16572 24.95 6.02
9 Services 15123 3621 18744 28.22 6.82
TOTAL 59326 7098 63695 100 24.14

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Table 6: Occupation Pattern in Nanded (2001 Census)
No. of Workers % of Total
Sl.
Occupation
Category Male Female Total
Working
Force
Population
1 Primary Sector 2388 814 3302 2.97 0.70
2
House Hold
Industry
1205 1868 3073 2.76 0.65
3 Manufacturing 15023 1669 16692 15.00 3.55
4
Electricity, Gas &
Water Supply.

5 Construction
6
Transport, Storage
& Communication.

7
Banking &
Insurance

8 Trade & Business
9 Services 77907 10411 88318 79.36 95.10
TOTAL 96523 14762 111285 100 23.66
The current key economic drivers in the city are
a. Trade and commerce catering to the local market and the rural hinterland
b. Pilgrim tourism related activities supported by the estimated 1 million pilgrims that
visit the Sachkand Gurudwara and other Gurudwaras in and around Nanded
c. Educational institutions including the SRMT University and engineering, medical
and law colleges that are regional facilities
d. Health facilities represented by the public hospitals and several private clinics and
health care facilities scattered around the city
According to a survey for enumerating population below poverty line (BPL) carried out
in 1997, there were about 6,984 households below poverty line about 10 percent of the
2001 population. The Municipal Corporation is responsible for implementation of the
Government of Indias Swarna Jayanti Shahari Rojgar Yojana, aimed at benefiting BPL
households.
2.2.1. Industrial infrastructure in Nanded City
Presently the city has two Industrial Estates. The Co-operative Industrial Estate is within
the city and the other, MIDC just at the outskirts. MIDC has developed an industrial area
of 271.90 hectors. Out of the 335 plots in this area 326 plots have been allotted to the
various entrepreneurs. There are at present around 15 large-scale units and 900 odd small-
scale units engaged in the manufacturing activities. Some of the prominent ones include
Sipta Coated Steels Limited, Shiva Fertilizers, Kohinoor Feeds and Fats that are
functioning well.
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2.2.2. Trade and Commerce
Nanded being predominantly being an agrarian economy its trade and commerce in the
city is also driven by the prospects in the agro-sector. Nanded has emerged as one of the
important regional centers for trade and commerce because:
a. Of its being surrounded by 6 other districts including Parbhani, Latur and
Osmanabad in the West, Yavatmal in the North, Bidar (Karnataka) in the south and
Nizamabad and Adilabad (A.P) in the East. By virtue of Nanded being the largest
urban center in the region it has emerged has one of the important hubs for trade and
commerce particularly for agro-based products
b. Of its close proximity as well as good connectivity to other large urban centers like
Nagpur, Hyderabad and Aurangabad
c. Historically, the city is known for its strength in trading of Cotton goods, particularly
clothing and readymade goods. Nanded is also one of the big regional trading hub for
Banana, Custard Apple, Lime / Sweet Lime, Soya Bean as they form the significant
part of the agricultural produce apart from having good trade presences in Dals /
Pulses.
2.2.3. Education Services
Nanded has a very vibrant education sector. There are institutions, which cater to students
in various faculties of technical and non-technical sectors. There are institutions, which
offers courses in Engineering, Medicine, Law, Management and Agriculture Sciences etc.
This has resulted in Nanded having a large population of students from nearby cities
studying in these Colleges. Nanded city has a literacy rate of 81.50%, one of the highest
in the state with male literacy as high as 89% and female literacy at 73%.
Nanded is known for its contribution in the field of education. Swami Ramanand Teerth
Marathwada University established in the year 1994, is located on the outskirts of Nanded
City. The colleges from Nanded, Parbhani, Hingoli & Latur Districts are affiliated to this
University. In short period of time the University has emerged as one of the reputed
universities in Maharashtra. Some of the departments of the University include
a. School of Earth Sciences
b. School of Astro physics
c. School of Life Sciences
d. School of Industrial Chemistry
e. School of Mathematics & Computational Sciences
f. School of Social Sciences
g. School of Management Sciences
Other important Institutions in Nanded City include
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a. Shri Guru Gobind Singhji College of Engineering and Technology (SGGS) is one of
the four autonomous Engineering colleges on the lines of VJTI, Mumbai and Pune
Engineering College, Pune. It is one of the most reputed engineering colleges in
Maharashtra. SGGS is one of the institutions which offered modern courses like
textile engineering, water management, sugar technology, instrumentation etc unlike
the traditional courses like civil/ mechanical/ electrical engineering in as early as
1982.
b. Mahatma Gandhi Missions College of Engineering and Management is one of the
leading Education Missions having huge network allover Maharashtra
c. Govt. Medical College
d. Government Ayurvedic college
e. Peoples College Nanded
f. Law College (Graduation & Post-graduation) one of the oldest in Marathwada
region
g. Government Teachers Training College (B.ED & M.ED)
h. Science College Nanded
i. Sharada Bhavan Education Society
j. Pratibha Niketan College
k. Sanskrit Pathshala
l. Government Agriculture School
2.2.4. Health Care Services
Nanded has a reasonable presence of health care centers, however the same is highly
inadequate considering the population size. Specialized medical centers are virtually non-
existent. Most of the health care centers and hospitals are privately owned and are located
in the old Nanded city.
Presently there are about 56 private hospitals & Maternity Homes, 145 dispensaries in the
city apart from seven Hospitals and 12 Municipal dispensaries operated and managed by
the Municipal Corporation. Total no. of beds including the private and public sector
health care centers is estimated to be over 2000 numbers.
2.2.5. Pilgrim / Religious Tourism
Nanded City is conferred a status of Holy City by Government of Maharashtra due to
the presence of the Sachkhand Gurudwara one of the five Takhats of Sikh religion -
housing the Guru Granth Sahib and last resting place of last Sikh guru Shri Guru Gobind
Singhji. By virtue of the presence of Sachkand Gurudwara, Nanded has emerged as an
important tourism destination center of national and international significance with over
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1.5 million tourists, mainly Sikhs, from all over the world visiting Nanded every year
during Holi, Baisakhi, Dussera, Diwali and Parlok Gaman of Guru. Other tourist
attractions of in and around Nanded include:
a. Mahur Renuka Mata Temple and Datta Shikar Temple
b. Aundha Nagnath Temple One of the 10 jyothir lingas, situated in adjoining Hingoli
District
c. 8 Gurudwaras linked to life and history of Shri Guru Gobind Singhji
d. 330 year old Masjid of Biloli
e. Unkeshwar Waterfalls in Kinvat Taluka
f. Kandhar Fort, Kandhar Taluka
g. Khandobha Temple in Malegaon- Known for its yatra (annual fair) where almost a
million visitors come during the ten day long celebration during the month of
December. This fair is famous for the huge turnover in trading of livestock (specially
horses, donkeys, mules and camels), second only Pushkar in terms of the volume of
trading
h. Vishnupuri Barrage and Kaleshwar Temple
i. Art of Hottal in Degloor Taluka A beautiful Siddeshwar Temple known for
Chalukyan era architecture
j. Nanded Fort in Nanded City
It is estimated that over 3 million tourist visit Nanded due to the presence of above
mentioned attractions
A Brief on Key Tourist Attractions in Nanded
a. Sachkand and Other Gurudwaras
The Sachkand Gurudwara situated in Nanded City is one of the five Takhats of Sikhs
is built in memory of Shri Guru Gobind Singhji, the 10
th
and last living Guru of the
Sikhs before consecration of Guru Granth Sahib. Sachkhand Gurudwara is one of the
most sacred religious places for Sikhs as it was here that Shri Guru Gobind Singhji,
declared the consecration of the
Shri Guru Granth Sahib (Guru Ta
Gaddi) as the eternal Guru of
Sikh Religion and left for his
heavenly abode in the year 1708.
Sachkhand Gurudwara and eight
other historic Gurudwaras
connected with events in the life
of Shri Guru Gobind Singhji
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attracts every year over 1 million pilgrims / tourists to Nanded. Most of these
Gurudwaras are situated in the close vicinity of the City along the riverside except for
couple of them that is situated at about 8-10 kms from the city. Most of the pilgrims
visiting the Sachkhand Gurudwara also visit these Gurudwaras. Therefore Nanded
holds tremendous significance to Sikhs as one of their foremost religious destination.
It is part of their spiritual salvation circuit.
b. Shrikshetra Mahurgadh
A pilgrim Center of great significance. It is considered to be one of the Shaktipeeths
of Maharashtra. The temple of Goddess Renuka Devi is situated on a hillock
abounding in natural beauty at a distance of about 2.415 km. from the village of
Mahur. The temple is said to have been constructed by a Yadava king of Devgiri
about eight to nine hundred years ago. Around 5 6 lakh pilgrims visit Mahur during
the Navaratri Festival Dussera period.
c. Masjid of Biloli
The Masjid known as the Hazrat Nawab Sarfaraz Khan Sahid Masjid is said to have
been constructed about 330 years back. Sarfaraz Khan was an officer in the army of
Aurangzeb. The Masjid is constructed in stone has four minarets on the southern side,
which collapsed when it was hit by a lightening in 1960. The one on the north has
eight chains. Below the chains is a figure in the shape of a bell. To the northwest
corner of the Masjid is a barrow (a well square in shape).
d. Unkeshvar
Unkeshvar is situated on the bank of river
Penganga. The village is famous for its hot
water springs. It is situated at a distance of
19 km from Ambadi, a railway station on
Mudkhed Adilabad railway route. At
Unakdeva, there is a temple dedicated to
the Lord Shiva. Near the temple is a holy
tank. It was said to be the abode of the Sage
Sarabhanga.
Two hot water tanks are located close by the temple. The tank water is said to cure
skin diseases.
e. Kandhar Fort
Kandhar fort is situated in the heart of
Kandhar Town. Encircling the fort, is a
ditch filled with water. Its construction
is attributed to the Rashtrakuta King
Krishna III of Malkhed who styled
himself as Kandharpuradhi Swar.
Outside the Kandhar fort at some
distance is a hillock on which is
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situated an old Idgah held in reverence by the Muslims. It is of Nizamsahi period
with two domes in characteristic Ahmednagar style.
Tourism Infrastructure in Nanded City
Despite it potential in the tourism sector the hospitality infrastructure in Nanded is grossly
underdeveloped. The city does not have good quality lodging facilities. Most of the hotels
in the city have room capacities in the range of 15 to 45 catering to lower and middle end
customers.
Other than the private hotels, Gurudwaras in Nanded are the largest providers of
accommodation facilities offering over 2,000 rooms in the form of family rooms and
dormitories to pilgrims. There are about 640 restaurants / eateries in Nanded, including
small and medium facilities. The following table provides a summary of the
accommodation facilities in Nanded.
Table 7: Lodging Infrastructure in Nanded City
Sl. Names of the Hotel / Lodging Service Provider No. of Rooms Available
1 Godavari 18
2 Anuradha Palace 43
3 Ashiyana 25
4 Chandralok 21
5 Ramkrishna International 15
6 Taj Patil 35
7 Nirmal Palace 30
8 Guru 38
9 Bhaiji 21
10 Rohit 14
11 Nagarjun 18
12 Sachkhand Gurudwara Yatri Nivas 800
13 Langar Sahib Gurudwara 1200

2.3. Key Issues & Strategies for Economic Growth
a. Industrial base in the city has almost died out with the closure of the textile mills and
lackluster entrepreneurial response to the industrial estates in and around Nanded.
b. Education which was a key economic driver seems to have lost its primacy despite
having established institutions of higher learning there is a tremendous potential for
revival of the sector around the already well established institutions in the city,
including the SRTM University.
c. The cluster of Gurudwaras in the region is already attracting over 1 million pilgrim
tourists per annum however, their activities are confined to pilgrim related activities
and do not contribute significantly to the economy of the city, probably due to lack of
other tourist & leisure facilities that may be of interest to tourists.
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d. The city has a rich natural heritage in the River Godavari. The river has been an
integral functional element of the city for generations, but has lost its grace and utility
over the years due to gross neglect on part of the city administration and citizens.
The river offers substantial tourism potential, which is further enhanced by the
presence of the Vishnupuri Barrage on the edge of the city. This dam holds large
quantity of water all the year round and could be used as a major source for river
rejuvenation and tourism attraction.
Nanded has unique inherent economic drivers that could be nurtured and promoted in a
systematic manner to generate high overall economic growth. The key inherent economic
drivers for the city lie in the services sector, including tourism, education, health and
trade & commerce. There is potential for industrial development in the region, as well,
given the availability of water, land and a strategic regional setting by way of proximity
to Aurangabad and Hyderabad.
Some of the strategy options include:
a. Promote industrial and overall economic development by capitalizing on inherent
strengths like abundance of water and proximity to regional centers like Aurangabad,
Nagpur and Hyderabad, - textile, agro processing units, etc.
b. Improving and strengthening regional connectivity
c. Developing infrastructure and leisure facilities in Nanded, aimed at providing a good
quality of life - to attract and retain good quality manpower in the areas of
hospitality, education, health care services industry managers and skilled workforce.
NWCMC could consider the following strategies for tourism development:
d. Develop leisure/entertainment facilities in the immediate short term
e. Branding and marketing of Nanded in national, international context
f. Develop tourism supporting activities such as tourism circuits, kiosks, help line,
travel/booking etc., shopping areas, hotels/yatri niwas
g. Develop riverfront including heritage walkway, bathing ghats and sanitation facilities
h. Develop heritage concepts such as Gurudwara Parikrama, heritage walk tracing
history of Shri Guru Gobind Singh, experiencing events, historical model showcasing
evolution and spread of Sikhism, souvenir marketing thru special religious
handicrafts etc.
i. Positioning Nanded as a regional hub for education. The city already houses
institutions for higher education such as the university, medical college, law college,
engineering college, management, agri sciences and others, which attracts students
from the region all around Nanded. This institutional set-up positions the city to
develop strategies around the existing strengths and provide further opportunities in a
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dedicated manner for education purposes. This will provide supply of educated staff/
workforce, which would be required to support economic development of the city.
j. Capitalizing on the health facilities headway that Nanded enjoys in the region by
virtue of the Government Medical College & Hospital, Ayurvedic College &
Hospital and several private healthcare facilities. Nanded should explore the demand
and possibility for promoting a dedicated health care center aimed at servicing the
region.
3. CITY STRUCTURE AND GROWTH MANAGEMENT
3.1. City Sprawl & Structure
The total area of Nanded city (NWCMC) is 51.76 sq.km. The city is divided in two parts
i.e. Old Nanded Town (20.62) Sq Kms) located North of the Godavari and Waghala area
along with newly merged 6 villages (31.14 Sq. Kms) in the South.
However, the provision of infrastructure services predominantly covers only the old
Nanded as close to 89% (4,50,000) of the estimated current population (about 5,00,000) is
located in this area and hardly 11% (54,000) of the population lives in Waghala and other
areas predominantly located at CIDCO area admeasuring 191 Ha - the only planned
development in the area. Out of the total property of 72,733 in the NWCMC limits, only
11,000 properties are located in the newly merged Waghala Area and other villages. In
addition there are urban fringe areas with a population of about 80,000 around the city
that rely on the municipal infrastructure systems. These areas include:
a. Taroda (50,000)
b. Wajegaon (8,000)
c. Tuppa, Dhanegaon, Gopalchawdi (7,000)
d. Vishnupuri (4,000)
e. Wadi (4,000) and
f. Nasratpur-Hassapur-Waghi (7,000)
g. Other smaller villages like Kamtha and Gadegaon
The Manmad-Secunderabad railway line further divides old Nanded City into two parts.
The area south of the railway line is the old city area and all the important government
offices are located in this area. This area is thickly populated and heavily congested due
to the presence of Railway Station, Govt. Hospital, Nanded Textile Mills, Government
offices and Institutions, Old Mondha, Sachkand Gurudwara and large scale commercial
and residential buildings. Godavari River flows through this area and hence the ground
dips from North to south i.e. towards the riverbank. Due to inadequate connectivity and
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the barrier posed by the railway line development in the city is largely sandwiched
between the river Godavari and the railway line. Further a large piece of land south of the
railway line is locked in the Cotton Research Center located on the northeastern side of
the city.
Figure 3 presents a map of the city of Nanded.
The current population of North Nanded is estimated to be about 450,000, resulting in a
gross population density of over 210 persons per Ha (pph) against the general norm of
150 pph. The density across north Nanded is also varied, with the core / old city areas
having densities of over 300 pph. North Nanded, thus appears to have reached a
saturation level in terms of population accommodation, with some scope for re-
densification in the northern fringe areas
Development of new housing stock is going on in all sectors of the city except sector C
the Gaothan area which does not have sufficient amenities and good road circulation
pattern.
The erstwhile Waghala Municipal council area and newly merged villages, now
constituting South Nanded is mostly undeveloped, housing a population of about 54,000
over 31.4 sq.km. Most of this population is housed in the CIDCO Township. There is a
scope and need for a planned development of this part of the city through appropriate and
adequate connectivity and service provision, so as to ease the development of pressure in
North Nanded and guide development in South Nanded in a phased manner.
The Development Plan for this area is under preparation, which when completed and
approved will be critical to the development of this area.
3.2. Growth Management / Development Plan
The Development Plan (DP) is the primary growth management tool available to the
Local Authorities to guide development of the city in a planned manner. It is mandatory
for the local authorities, under Section 23, read with Section 38 of the Maharashtra
Regional and Town planning Act, 1966, to prepare a Development Plan. NWCMC is in
the process of preparation of its revised DP for the period 2004-15 with assistance from
the Town Planning Department of GoM. The revised DP for North Nanded is already
approved, while that for South Nanded is under preparation.
The existing landuse in North Nanded (1996) and proposed landuse as per the revised DP
for 2004-15 are presented in Table 8 and Table 9respectively, while Figure 4 presents the
proposed landuse map for North Nanded by 2015
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Figure 3: Map of Nanded City

Densely populated North Nanded
Sparsely populated South Nanded
Godavari river
Proposed
Medical College
Railway Station
Proposed Airport
Sachkhand
CIDCO &
HUDCO Colonies
Densely populated North Nanded
Sparsely populated South Nanded
Godavari river
SRTM University
Proposed Medical
College
Railway Station
Proposed Airport
Sachkhand Gurudwara

CIDCO & HUDCO
Colony
Vishnupuri Dam
Old City Core
SGGS Engineering College
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Table 8: Existing Landuse of North Nanded, 1996
SECTOR WISE AREA IN Ha
Sl.
CATEGORY OF
USE
A B C D E F G
%
DEVELOPED
AREA (1996)
% TO
THE
TOTAL
AREA
TOTAL
AREA (Ha)
1 Residential 75.16 107.22 45.43 27.96 67.49 62.14 30.11 42.14 20.14 415.51
2 Commercial 1.78 12.02 1.41 0.79 4.08 10.42 3.06 3.40 1.63 33.56
3 Industrial 6.09 19.35 0.46 1.74 NIL 11.84 19.26 5.96 2.85 58.74
4 Public-Semi Public 51.78 56.99 0.22 2.82 14.57 27.11 22.73 17.87 8.54 176.22
5
Recreational/Public
Utility
1.02 3.49 NIL 3.32 0.87 0.36 0.17 0.93 0.45 9.23
6
Transportation &
Communication
37.03 125.95 21.34 10.55 12.43 27.65 18.64 25.72 12.30 253.59
7 Open Space 11.31 19.05 4.43 0.48 2.13 0.80 1.07 3.98 1.90 39.27

TOTAL
DEVELOPED
184.17 344.07 73.29 47.66 101.57 140.32 95.04 100.00 47.81 986.12
8 Water Bodies 0.7 1.34 0.5 NIL NIL NIL 6.58 0.44 9.12
9 Agricultural 38.08 15.13 166.88 140.58 21.81 38.69 48.9 22.79 470.07
10
Vacant & Barren
Land
94.38 168.58 52.05 105.41 38.42 47.81 90.58 28.96 597.17

TOTAL UN-
DEVELOPED
133.16 185.05 219.43 245.99 60.23 86.5 146.06 52.19 1076.56
TOTAL 317.33 529.12 292.72 293.65 161.8 226.82 241.1 100.00 2062.48

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Table 9: Proposed Landuse in North Nanded, 2015
SECTOR WISE AREA IN Ha
Sl. CATEGORY OF USE
A B C D E F G
% TO THE
TOTAL
AREA
TOTAL
AREA (Ha)
1 Residential 162.75 181.85 165.82 173.55 89.33 120.4 69.91 46.71 963.61
2 Commercial 3.21 12.96 11.62 5.83 4.47 12.31 3.82 2.63 54.22
3 Industrial 5.69 18.34 NIL 1.74 2.68 NIL 12.96 2.02 41.41
4 Public-Semi Public 58.12 121.1 11.82 12.67 10.66 27.91 29.99 13.20 272.27
5 Recreational/Public Utility 2.39 6.58 2.35 2.96 2.13 0.61 3.49 0.99 20.51
6
Transportation &
Communication
45.28 136.73 66.32 35.17 14.39 32.66 29.60 17.46 360.15
7 Open Space 39.13 40.56 26.69 21.22 10.04 17.71 27.31 8.87 182.66
TOTAL DEVELOPED 316.57 518.12 284.62 253.14 133.70 211.60 177.08 91.87 1894.83
8 Water Bodies 0.70 NIL NIL NIL NIL NIL 6.56 0.35 7.26
9 Agricultural NIL 11.00 8.10 40.51 28.10 15.22 57.46 7.77 160.39
TOTAL UN-DEVELOPED 0.70 11.00 8.10 40.51 28.10 15.22 64.02 8.12 167.65
TOTAL 317.27 529.12 292.72 293.65 161.8 226.82 241.1 100.00 2062.48

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Figure 4: Proposed Landuse Plan of Nanded, 2015

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3.3. Key Issues & Strategy Options for Growth Management
3.3.1. Key Issues & Observations
a. The current population is largely concentrated in the core city area, resulting in
enormous stress on the infrastructure concentration in core city area and deteriorating
quality of life, apart from increasing disaster vulnerability.
b. The primary barriers to the urban sprawl are the inadequate coverage of infrastructure
throughout the city and the barriers in the form of river, railway line that pose
connectivity and transit inconvenience.
c. Large tracts of undeveloped land in South Nanded, where NA permissions have been
procured, but development hasnt kick started primarily due to inadequate
connectivity between north and south Nanded, absence of public transport facilities
and lack of other basic infrastructure facilities.
d. There is a pressure on citys infrastructure systems from fringe areas that rely on the
city for economic as well as other services. These areas need to be considered while
planning for infrastructure development in Nanded, as they would eventually
constitute part of the larger urban agglomeration.
NWCMC should make a conscious effort at controlling the city sprawl in a phased and
planned manner, adopting best practices in urban development and planning norms.
There is an opportunity in the form of availability of large undeveloped tracts of land in
south Nanded, where development can be planned and regulated in a phased manner. The
growth management strategy should thus focus on:
a. Controlling and guiding urban sprawl in a phased manner applying modern principles
of physical planning and growth management
b. Planning and providing for infrastructure, including connectivity in line with the
intended growth plan, rather than attempting to only service already congested areas
the focus should be on dispersing growth more evenly across the city.
c. Applying innovative methods of using land as a resource to finance development,
like TDR, FSI banks and land pooling mechanisms like the TP Scheme, etc.
d. Formation of a Special Planning Authority covering NWCMC and urban fringe
areas, under provisions of the MRTP Act, 1966 to arrest indiscriminate sprawl and
ensure equitable and sustainable urban development
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4. HERITAGE RESTORATION AND CONSERVATION
4.1. Existing Situation
Nanded city had its origin in ancient times. The famed Godavari River revered as the
Ganga of Central India flows through the central part of the city from west to east
virtually dividing the city in two parts. The historic core of the city lies on the north bank
of the Godavari River. The town at present is famous for Sikh Gurudwaras and temples.
The Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib is the most famous one out of
the eight existing in the city. The city is the second most sacred pilgrimage center for
Sikhs after Amritsar It is also the place of birth of Saint poets like Vishnupant Sesa and
Raguhunath Sesa and Vaman Pandit besides being a Center for learning Sanskrit. There
numerous ghats like Nagina Ghat, Banda Ghat, Govardhan Ghat, Bhim Ghat, Shikar
Ghat, Nav Ghat, etc. along the northern bank of the river.
The physical evidences of the citys past can be found scattered in the narrow lanes of the
historic core. In the absence of conservation initiatives and legalisations regarding
heritage rapid urban development is threatening the historic core. Modern construction is
replacing the traditional fabric. There is loss of continuity of traditional spaces,
architectural form, style and activities. As a result the historic core is slowly but steadily
losing its identity.
4.1.1. Urban Morphology
The historic core area of the city has an organic structure. The network of main linkages
has created urban blocks. These urban blocks house a variety of building types or Urban
elements serviced by an intricate network of lanes known as galies. The network of
galies along with different types of structures and open spaces creates a socio-spatial
entity known as Mohalla (neighborhood), which is unique to the morphology of the
historic area. Mohallas often have a defined entrance
gateway with regulated entry. The entrance gateway
ushers into a common open space in which entrances
of individual dwelling units open. A Mohalla has a
distinct social structure and therefore acts as an
organizational base for local community identity and
cultural activities. Mohallas are known by the name
of the founder or an eminent person, e.g. Vazirabad,
etc; location of a landmark such as a house, temple,
mosque, math, ghats, e.g. Sidhnathpuri (Temple), etc;
Nagina Ghat (Ghat); presence of a mound or hillock, e.g. Kumbhar Tekdi, etc; province
or language of origin, caste, religion of residents e.g. Brahmpuri, etc; occupation of
residents Sarafa (Jewelers Market), etc.
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A residential Gali leading to
a Wada
The historic area has a dense grained structure. The
structures sitting on individual land parcels are built to
edge in nature with open spaces incorporated within them.
Thus urban space in the historic area follows a hierarchy
moving from the public to the private realm. The streets,
chowks and open spaces have a public character; the
galies and open spaces within the Mohallas are semi-
public in nature while space within the structures is strictly
private in nature.
4.1.2. Urban Linkages
The historic core is an organic mesh of streets and lanes
locally known as galies punctuated with squares and open
spaces. The streets developed on pedestrian scale with narrow widths sufficient to allow
movement of palanquins, hand carts and other slow moving means of transport. They
curve and turn gently opening and closing mysterious views adding suspense to the
movement. These linkages can be divided into:
a. Primary Streets: The width of these streets is the maximum. There is specialization of
commercial activities and tremendous social interaction on these streets.
Architectural features are richer and more frequent. Example: Killa road, etc.
b. Secondary Streets: These streets run perpendicular to the primary streets and end up
in a tertiary street or a cul-de-sac. Their width is less than the primary streets. Some
commercial activity flows into them. Example: Manyar Gali, Rangar Gali, etc.
c. Tertiary Streets: The tertiary streets are purely residential with few small shops. The
height-width ratio is such that they remain shaded for most part of the day. Example:
Narsingh Gali, etc.
4.1.3. Urban Elements
Diverse activity pattern in the historic area has given rise to
different types of Urban Elements. The types have typologies
that have evolved over several generations. The various
urban elements existing in the historic area are:
a. Wada: A Wada is a large dwelling unit. It is a typical
living unit with a well-defined entrance gateway,
Dhalaja (semi-public meeting space) near the main
entrance. The main entrance opens into a courtyard, and
across it is the main building, which consists of an open
osri or verandah extending the width of the court, and
supported on wooden posts. This verandah is sometimes double, the inner portion
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An Entrance Gateway within
a Mohalla
Ancient interiors of Kaleshwar Temple
being raised a step above the outer; and several doors in the back wall, open into
second court, or into small rooms, which are used as
sleeping chambers, stores, puja room and cooking
apartments. A staircase is provided for access to the
first floor. On the terrace there is another small
staircase like a watchtower with a small platform
sufficient for 2-3 people to stand. This is the highest
point in the house. Some houses also have
subterranean rooms. There is provision for storing
water inside the house either in small tanks or pots
fixed in a platform.
b. Bazaars: A bazaar is a commercial Street specializing
in a particular commodity e.g. Sarafa gali specializing
in gold work, Rangar gali specializing in cloth, etc.
c. Temples: Temples are places of Hindu worship. Temples in Nanded are sometimes
part of individual houses also. They possess religious importance and sanctity and are
places of social get together. The deities of the standard Hindu pantheon who have
temples dedicated to them are Balaji, Datta, Ganapati, Krishna, Narsimha, Rama,
Visnu or Laksminarayan and Vitthal or Vitthal-Rukmini. Siva temples are also found
under the various names such as Mahadev, Kaleshwar, Siddhesvar, Nageshvar, etc.
Example: Narsimha Mandir, Balaji Mandir, Nagesvar Temple, Rama Temple,
Hanuman Mandir, Ganesh Mandir, Ganpati Mandir, Renuka Mata Mandir, Ganga
Mandir, etc. Deepmala a unique feature for lighting oil lamps resembling a multi-
faceted pillar is associated with some temples.
d. Maths: These evidently commemorate
memory of a holy person or enshrine the
smadhi of a swami (head of a religious
order or establishment). Example: Balgir
Maharaj Ka Math, Shankracharya Math,
Shri Narain Swami Math, etc.
e. Dargah: Religious place of the Muslims in
which some Pir (Muslim saint) or saint-like
persons have found deifications. Example:
Badi Dargah,
f. Mosque: A mosque is a religious place of worship of the Muslim community. There
are several mosques in Nanded. Example: Jama Masjid, Sarah Masjid, etc.
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View of a Baoli
External view and interior of Sachkhand Gurudwara
g. Gurudwara: Gurudwara is the religious place of worship of the Sikh community.
There are several Gurudwaras in Nanded, which commemorate different events in
Guru Govind Singhjis life when he stayed in the city. Example: Gurudwara
Sachkhand Shri Hazur Abchalnagar Sahib, Gurudwara Hira Ghat, Gurudwara Mata
Sahib, Gurudwara Shikar Ghat, Gurudwara Banda Ghat, Gurudwara Mal Tekdi
Sahib, Gurudwara Sangath Sahib, etc.
The Sachkhand Gurudwara is among the most prominent religious / cultural element
of the city, by virtue of which Nanded has been conferred a Holy City status by
Government of Maharashtra. This Gurudwara represents one of the five Takhats of
the Sikh religion the other four being Akal Takhat Sahib at Amritsar, Takhat Patna
Sahib at Patna, Takhat Kesgarh Sahib at Anandpur and Takhat Damdama Sahib,
district Bhatinda.
h. Fort: The fort was built by the Mughals and is surrounded by the Godavari on three
sides. Its bastions stand at a height of about 18.288 m to 19.812 m. it is located on the
highest point along the bank of the river.
i. Mondha: Mondha is a very unique feature of the historic area. It is a large square
defined by built structures that house the godown. This was the traditional trading
place for the agricultural produce.
j. Ghat: Ghat is a structure that provides access to the river
for various purposes like, religious worship, washing,
recreation, cremation, etc. They are usually named after
an important person, activity focused in the vicinity, or
commemorate an important event, etc. Example: Nagina
Ghat, Banda Ghat, Heera Ghat, Mondha Ghat, etc.
k. Baoli: Baoli is a structure for accessing water. It is
always associated with a well. It comprises of a flight of
steps that lead to the water level. There are shaded
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Detail of traditional wall
construction and fenestration
A Traditional house incorporating late
Mughal and Colonial architectural
feature
spaces in the baoli that act as resting places. Example: Baoli near Mafco.
l. Wells: There are a few traditional community wells at the neighborhood level as well
as sometimes within the structures.
4.1.4. Architectural Style
The built form has developed a built to edge character, responding to the street in the
form of chabutras, balconies and verandahs, fostering close interaction between the
occupants and the passers by on the streets. The historic structures are vernacular in
character with Late Mughals and Colonial architectural features, materials and building
technology adapted into local traditions. Mostly the traditional residential buildings are
medieval ones from the 18th and 19th centuries with few temples, mosques and dargahs
before the 18th century. Late Mughal features like the cusped arches, niches, pillars, etc.
can be widely seen. Wooden element like door and window frames, shutters, and brackets
are beautifully carved with motifs of flowers, birds, gods and goddesses, etc. Colonial
features like vaults, segmental arches, jack arch roof, etc. have been incorporated in the
buildings of the later period.

4.1.5. Construction Technology and Building Materials
The walls are constructed of locally available fine dressed black stone masonry in lime
mortar till the dado level and beyond it with fine finished thin burnt bricks (size
21cmx11cmx4cm). The external surfaces of the stone and brick masonry are finished
with pointing while the interior of the wall is plastered with lime and generally white or
color washed. The flooring is generally of lime or stone slabs. Steps have been made in
fine dressed stone blocks. The roof generally either consists of timber rafters with country
or Mangalore tiles or is of bricks laid on edge, resting on strong wooden beams which run
from wall to wall. Bricks are specially moulded in different shapes to make arches,
pillars, etc. Wooden brackets supporting the roof are beautifully carved. Lintels and door
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and window frames and shutters are also of wood. The wood frequently used is teak. This
construction technology is followed in traditional structures with few exceptions such as
in the Badi Dargah the Ladao roofing of brick on edge has been done. Depending upon
the period of construction vaults, segmental arches and jack arch roofing have also been
used.
4.1.6. Community Structure
Strong community structure, close knit and vital social life is a unique feature of the
historic area. The communities that inhabit the area are mainly Hindus (Marathis),
Muslims, Sikhs, Marwaris, etc. People from the same community live together. For
example certain pockets in the Historic Area are dominated by a particular Muslim
community, the Marathis, the Marwaris, etc.
4.1.7. Activity Pattern
There is multiple usage of urban space in the Historic area. The work place and residence
of the people are close by and often coincide. Within the streets there is specialisation of
commercial activity for example Sarafa gali specialises in gold jewellery work, Rangar
Gali deals in cloths, etc. The inter-connecting network of primary, secondary and tertiary
streets fosters close community living. Rather than being mere means of commutation
they reflect a variety of everyday human activities of work, recreation, commerce and
informal interactions making them public places. They also function as spaces for
organisation of festivals and social gatherings.
4.1.8. Walking Down the Historic Area: Visual and Aural Experiences
The urban fabric of the historic area is very tightly knit so that the street feels like an
elongated courtyard carved out of a dense building mass. This creates a sense of place and
fosters close social and cultural interactions amongst the residents creating a binding with
the place. Due to slight meanderings in the streets there are changing views that create a
sense of mystery. There is a clear hierarchy of spaces that encourages different levels of
social participation. Even visitors casually walking down the galies are offered welcome
glances.
The sight of the temples, gurudwaras,
mosques, dargahs all provide orientation as
one moves down the narrow galies. The
smell of flowers, the gold shops, the ringing
of the temple bells, the call of the azaan, the
fresh burning incense, the rhythmic singing
of the mendicant, the sound of the Godavari
River flowing close by all stimulate the
senses as one moves through the historic
area.
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View of Nagina Ghat on the banks of Godavari, and
Nagina Ghat Gurudwara in the background
The historic area is transparent and informative. The aesthetically built traditional houses
and other landmarks are appealing to the eyes and engage an individual in silent
conversation. They are like an old person full of knowledge and wisdom accumulated
over centuries, just waiting to be heard.
4.1.9. The River Godavari
The River Godavari, referred to as the Dakshin Ganga is the largest river n south India.
The river originates in Nasik/ Tryambakeshwar and meanders through a 500 km path
before entering Nanded District. It snakes through about 150 km in Nanded District
before leaving the state of Maharashtra into Andhra Pradesh. The span of the river within
the city of Nanded and its immediate region has the largest trough. Nanded city has about
8 km of riverfront, as the river almost bisects the city.
The River Godavari has a very strong historic, cultural and religious significance. The
origin of Nanded city is believed to have commenced on the banks of the Godavari River
(as is the case in many Indian cities). The river used to be a core functional and cultural
element of the city but has been neglected over the years and is in a sad state today.
The cultural / religious significance of the River Godavari is briefly illustrated by the
following facts:
a. The Sikh religion has the greatest place for River Godavari in their worship
(Mahanata). A dip in the Godavari is a must before visiting Sachkhand Gurudwara.
Takhat Snan (Holy Bath) is an annual event celebrated at the Godavari River. The
Sikh Head Priest (Jathedar) undertakes a ritualistic procession to the River banks
everyday at 2:30 a.m.
b. There are seven Gurudwaras on
the northern bank, each associated
in some way to the life and daily
rituals of Shri Guru Gobind Singh
c. River Godavari is the southern
equivalent of the Kumbh Mela
for a holy bath on a PARVA is
undertaken at the River Godavari
d. Nanded is the Nabhisthan (center
point) of Godavari
e. The Vishnupuri Barrage on the edge of the city holds about 40 km of water column
upstream, which, apart from its irrigation and drinking water functionalities offer a
tremendous potential for recreation and inland water transport
f. There are a number of major historical temples, mosques and dargas on its bank
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Historic Baradari in the Grurudwara
Complex
Interior of the Baradari
Complex
4.2. A Case for Conservation
4.2.1. Significance of the Historic Area
A. Assessment of Conservation Value
This section sets out the cultural significance of the city through an assessment of the
conservation values of local, regional, national and international importance.
Understanding the full significance of cultural base of Nanded is the basis for making
informed and effective management decisions and is therefore fundamental. It will assist
in ensuring that the heritage values are protected for future generations and managed
properly in the context of the wider city.
B. Religious Value
The built and un-built spaces are a symbol of the spiritual belief of the people not only
from the local community and region but also as a whole from all over India especially
the Sikhs.
C. Historic Value

The associations with numerous notable people from art, literature, the aristocracy and
royalty, and politics have enriched the history and development of the city. Example:
place of birth of Saint poets like Vishnupant Sesa and Raguhunath Sesa and Vaman
Pandit, association with freedom fighter Shyamraj Bodhankar, etc.
D. Architectural Value
The Historic area has high quality spaces that provide a unique visitor experience. The
area is largely vernacular in character with Late Mughal and Colonial architectural
features, materials and building technology adapted into it. Mostly the residential
buildings are medieval ones from the 18th and 19th centuries with few temples, mosques
and dargahs before the 18th century. In addition to the structural fabric of the buildings,
there are many historic interiors from different eras.
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Remains of stone
pillars near Narsingh
Temple

E. Archeological Value
There are idols, sculptures, pillars and inscriptions surviving
across the historic area from different time periods that are of
archaeological significance. Example: Idol of Narsimha,
inscription stone near Kaleshwar temple, etc.
F. Educational Value
The historic area is a great learning resource. It provides a
wealth of opportunity for research, education and lifelong
learning on a wide variety of cultural, historical and social
subjects. The area has Centers for learning Sanskrit and study of
Vedas.
G. Economic value
The immense potential of adaptive reuse of high quality spaces in the Historic area
remains untapped. In the light of the charisma of its context, which over the centuries has
attracted a wide range of people especially pilgrims, the tourism potential of the historic
area is undisputed. This potential is presently being translated into the employment and
livelihood being generated by pilgrim magnates like the Gurudwaras and the temples.
4.2.2. Cultural Heritage Assets of the Historic Area
The historic area morphology and building typologies stand testimony of a generation
over centuries old. The area has a unique settlement fabric and housing typology that
could yield insights into the ways of life and construction technology/methods and
materials used centuries ago. The organic and narrow street patterns are a reflection of
traditional lifestyles. The area has great diversity in terms of activities, spaces, built
forms, communities, ideologies and time periods. It is dotted with innumerable temples,
maths, gurudwaras, mosques, dargahs and other religious landmarks that are evidences of
its ancient historical background. The cultural assets contribute to the character of the
historic area and provide important evidence for its historical evolution and the
significance of the city to this generation. In the countryside surrounding the city also,
particularly on historic approach roads, there are Gurudwara that commemorate events in
Guru Gobind Singhjis life during his stay in Nanded.
The cultural assets of Nanded City identified on the basis of their inherent Conservation
Values loosely fall into two categories Tangible and Intangible that are part of the rich
tapestry of at least 700 years of change and development. A summary description of these
assets follows.
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A. Tangible Assets
a. Built Heritage: The built heritage of Nanded is extensive and spread across the
historic core of the city and even beyond the municipal limits. The surviving heritage
assets comprise of the following:
i. Buildings: Wadas (individual dwelling units), Temples, Maths, Dargah,
Mosque, Gurudwara, Fort, Mondha, Ghat.
ii. Building Components: Deepmalas, Baolis, Wells.
iii. Areas: Mohalla or neighborhood, Chowk or square, group of buildings,
bazaars, streets, galies, open spaces, etc.
iv. Archaeological Evidences: There are idols, sculptures, pillars and inscriptions
surviving across the historic area from different time periods that have
archaeological significance.
The qualities in the built heritage assets that need to be preserved include:
i. Urban pattern as defined by plots and streets.
ii. Relationships between buildings and green and open spaces.
iii. The formal appearance, interior, exterior of buildings as defined by scale, size,
style, construction materials, color and ornamentation.
iv. The relationship between the town or urban area and its surrounding setting
both natural and man made.
v. The various functions that the town or urban area has acquired over time.
b. Natural Heritage
The natural environment is of great importance to the historic area. The topography of the
area, the Godavari River, small hillocks and mounds have influenced and inspired the
architecture and growth of the city. The citys origins and development are intimately
bound up with the presence of the river. It is also an important landscape element and
plays a crucial role in conveying floodwaters.
B. Intangible Assets
The importance of Nandeds local communities and their diverse culture is essential for
its future and must be understood fully to appreciate the character of the city. The success
as a modern city relies on combining the protection of not only its tangible assets but also
intangible assets. The combination of history and modern living is highly valued.
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While the physical remains of Nanded form a unique ensemble, there are also the
intangible associations and traditions which form an important part of its significance.
The culture of worship and bathing associated with the River is several thousand years
old and continues today. This culture has been at the heart of forming the outstanding
physical elements of the city. The city also has rich associations with prominent people
from different eras. Festival, celebrations, and events an integral part of living in the
historic area is part of its assets. The skills and techniques of old times like traditional
jewellery making, cotton weaving, etc. are also its assets.
The various traditional built forms, functions and activity patterns, lifestyles,
cultural events, festivals of the people from various religions constitute the unique
Living Cultural Heritage of Nanded.
4.3. Management Framework for Heritage Conservation
4.3.1. Statutory and Legal Framework
Nanded city does not have an overarching statutory or legal framework for heritage
conservation. Conservation of acknowledged Heritage buildings in cities, towns and
villages of India falls variously under the purview of Archaeological Survey of India,
Department of Archaeology, Government of Maharashtra and Public Religious Charitable
Trusts.
The Sachkhand Gurudwara is a registered Public Religious Charitable Trust and is
administered by the Nanded Sikh Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib
Act, 1956. Guidelines for management of daily affairs of the Gurudwara are laid out
under the bye-laws that are called as the Takhat Shri Hazur Sahib Bye Laws, 1975 framed
under authority laid out under Nanded Sikh Gurudwara Sachkhand Shri Hazur
Apchalnagar Sahib Act, 1956. Income from the Gurudwara is exempt from Income Tax
under section 10(23)CV. Similar Trusts exists for other religious places of repute in the
town.
4.3.2. Institutional Set- Up And Management
In the absence of an enabling or guiding framework for heritage conservation in the city,
the responsibility for management of heritage (institutional set up) rests with the district
and local administration. Presently, the local administration does not have any direct or
indirect role in specific programs or initiatives related to heritage conservation. There is
no heritage-linked infrastructure existing in the city. For buildings owned by Trusts, there
exist institutional mechanisms for their management and upkeep. These institutions are
mandated to safeguard the preservation of assets owned but no express intent for
conservation is reflected. They are also responsible for the maintenance and upkeep of the
records of accounts and numbers.
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In the case of Sachkhand Gurudwara, the management rests with a Board, named Nanded
Sikh Gurudwara Sachkhand Shri Hazur Apchalnagar Sahib Board. A Management
Committee of the Board executes the decisions of the Board. The Board is constituted by
the following:
a. Two members nominated by the state government
b. Three members nominated by the state government from the Sikhs of the state
c. One member nominated by the state government from the cities of Hyderabad &
Secunderabad
d. One member nominated by the Sikh Gurudwara Prabandhak Committee from Sikhs
of MP
e. Three members nominated by Sikh Gurudwara Prabandhak Committee
f. Two members elected by & from amongst the Sikh members of Parliament
g. One member nominated by the Chief Khalsa Diwan of Amritsar
h. Four members nominated by the Sachkhand Hazuri Khalsa Diwan, Nanded
The Board is required to have a President, Vice President and a Secretary
Similarly, the Management Committee has the following composition:
a. The Collector of Nanded or any other officer appointed by the State Government
b. The Superintendent of the Gurudwara as ex-officio member
c. Three members nominated by the Board from amongst Sikhs of Nanded
4.3.3. Financial Arrangements
There are no especially allocated resources for heritage conservation in the city. No entry
charges to the heritage buildings are levied. The local taxes and levies are not applicable
to these buildings.
Salient features of financial arrangements of the Gurudwaras in Nanded are:
a. No budgetary support is available from the Government for day to day management
b. Donation and rentals from shops form the source of revenue
c. One time capital grant for undertaking upgradation of infrastructure in the wake of
the tercentenary celebrations of the establishment of the Gurudwara has been
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approved and more is under consideration at various levels in State and Union
Government
Other religious buildings in the city also have similar financial arrangements. Their
sources of revenue are limited. Traditional residential quarters are owned by private
individuals or families. They are neither exempt from taxes nor budget supported. They
rely exclusively on individual incomes from occupations/ business not linked to heritage.
4.3.4. Stakeholders
Governments (Local and State) are the primary stakeholders in heritage conservation. In
addition to being the owner of some heritage assets, they are responsible for initiatives
that impact heritage conservation.
Religious communities have a predominant stake in respective religious structures,
though in view of the significance it may have non-sectarian general community stake
also. The Sachkhand Gurudwara is a case in point.
Non-religious community structures have the local community as its stakeholders. In case
of residential structures owned by occupants the primary stakeholder remains the owner,
though the responsibility of facilitating the preservation of heritage should rest with the
community. For residential structures not owned by the occupants, the owner may be the
primary stakeholder but by the virtue of being occupants of heritage buildings the tenants
also have direct responsibility of its upkeep and preservation.
4.3.5. Development Agencies and Developmental Regulations
Nanded Waghala City Municipal Corporation (NWCMC) is the key stakeholder agency
in the city. In addition there are the following agencies responsible for planning,
development and provision of specific services in the city:
a. District Urban Development Agency
b. Town Planning Department, Government of Maharashtra
Primary mandate of the NWCMC in relation to development and heritage conservation
focuses on:
a. Ensuring building safety
b. Maintenance of Markets, Roads
c. Provision of Parks and Leisure spaces
d. Organizing Ceremonies, fairs and exhibitions
There are no developmental controls that define heritage or its conservation.
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4.4. Key Issues and Strategy Options for Heritage Conservation
4.4.1. Key Issues & Observation
a. Documentation: Historically there has been no tradition of cultural / historic
documentation in Nanded and the region, unlike in British India, where there were
specific institutions for documentation, like the Archaeological Survey of India, etc.
As a result, there is very little documentation on the rich cultural heritage of the
region.
b. River Godavari: The river Godavari in Nanded city is a prime heritage element
over the years, it has lost its functional relevance and scenic beauty due to neglect
and lack of appreciation of its functional and heritage value.
c. Changes in life style: Introduction of new functions and expansion of the old ones
demanding adequate planning and larger areas that the old structures cannot
accommodate have resulted in insensitive reuse of spaces, improper additions and
alterations and even demolition of historic structures/elements.
d. Modern Infrastructure: Traditional infrastructure has been replaced by insensitive
modern services of water supply, electricity, sewerage and rainwater disposal.
e. Subdivision of properties: Subdivision of properties and increasing household sizes
has lead to deteriorating quality of life and destruction of the living heritage in the
historic area.
f. Developmental regulations: The development control regulations and bylaws contain
little to address the special needs of the heritage assets.
g. Maintenance Practice: In the absence of regular maintenance practices natural
process of aging of the building materials has been aggravated and as lead to
weathering and decay.
h. Traditional, Skills, technology and Materials: There appears to be no technical know
how among local artisans in the areas of conservation and traditional construction
methods and materials. As a result of which the built form is undergoing rapid
modernization and the living heritage is being lost at a rapid pace.
i. Conservation Techniques: There is lack of adequate knowledge of conservation
techniques and practices leading to inappropriate interventions. Concept of
preventive maintenance does not exist.
j. Peoples Perception of the Historic Area: Residents who have been living for
generations have lot of information regarding the cultural history and oral traditions
of the historic area, activity pattern and significance of spaces. While planning
interventions peoples perception of their Cultural Assets is not taken into account.
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k. Heritage Awareness: New residents have moved into the historic area and they do not
have associations with the place, therefore there is ignorance about the cultural
assets. They have not acknowledged cultural significance, which has resulted in a
substantial decline in the living heritage.
l. Research and Documentation: There has been no systematic research and
documentation of the Cultural Assets, as a result of which there is lack of authentic
information regarding the heritage components in the city.
According to UNESCO Recommendations concerning the Safeguarding and
Contemporary Role of Historic Areas (Warsaw-Nairobi 1976)
The Conservation of historic towns and urban areas is understood to mean those steps
necessary for the protection, conservation and restoration of such towns and areas as well
as their development and harmonious adaptation to contemporary life.
The principles guiding the strategy options are:
a. Revitalize and conserve key heritage elements, including the river Godavari in
Nanded. NWCMC to develop a master plan for the development of the riverfront in
Nanded city so as to restore its functional relevance and scenic beauty
b. Promote sustainable management of the Historic Area
c. Ensure that the unique qualities and Conservation Values are understood and are
sustained in the future whilst maintaining and promoting Nanded as a living and
working city which benefits from Heritage Conservation and Management
d. Improve physical access and interpretation, encouraging all people to enjoy and
understand the Historic area
e. Improve public awareness of and interest and involvement in the religious/cultural
heritage of Nanded, achieving a common local, national and international ownership
of Cultural Assets
f. Devise an institutional and management framework for heritage identification,
development and conservation
A. Understanding peoples perception of the historic area
Understanding the peoples perception of their Cultural Assets is very crucial before
planning any Conservation program. Very often it is seen that such programs are planned
by Government organizations and Conservation Specialists who have a limited view of
the scenario. Cultural Assets are eventually owned by the local residents therefore
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incorporating their ideas, views, knowledge and memories of the place, how they relate
and interact with their heritage assets would be crucial for planning any conservation
activity in the area. This approach would also ensure ownership of the Conservation
Initiatives.
B. Delineating the cultural heritage study area
Initially it is essential to delineate a Cultural heritage study area in the larger context of
the city through field reconnaissance for undertaking detailed research and documentation
activities. The boundaries of the study area in the beginning would be flexible so as to
incorporate all the cultural assets. This study area after a Heritage Conservation and
Management Plan has been adopted would translate into a Cultural Heritage Zone with
legal sanctity.
C. Research and documentation of cultural heritage assets
Intensive research activity and a detailed study of the historic area need to be undertaken
before planning any interventions in the Historic area. The study needs to:
a. Document and establish the cultural significance of the historic area
b. Prepare an inventory of Heritage structures and spaces having Conservation values
c. Carry out a detailed listing and grading of all potential heritage structures and spaces
d. Document the existing condition of the cultural assets and the issues concerning them
e. Document the intangible cultural assets like traditional functions, lifestyles, religious
beliefs, fairs and festivals, etc.
This activity would bring to light the exact nature of the Cultural Heritage Assets, type
and typologies existing, their geographical spread, numbers and concentration. It would
also highlight the urgent issues that need to be addressed on an emergency basis to
undertake first aid measures for protecting the Heritage Assets under the guidance of
Conservation specialists.
D. Integrating conservation with developmental initiatives
Till such time that a legal and institutional framework for conservation and
redevelopment is put in place a Heritage Committee needs to be formed having equal
representation of all the stakeholders and specialists in Urban Conservation, historians,
artists, sociologists, environmental specialists, planners, architects, local craftsmen,
artisans, local NGOs, etc for monitoring conservation and developmental activities in the
historic area.
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Until a Heritage Conservation and Management Plan has been prepared and adopted, all
developmental activities in the historic area need to be scrutinized by the Heritage
Committee to ensure that there is no threat to the Cultural Assets of the Historic area.
E. Community participation: integrating conservation with peoples life
The participation and the involvement of all the stakeholders especially the residents is
essential to the success of the Conservation activity and should be encouraged. Strategic
partnerships need to be built through awareness promotion campaigns, workshops and
exhibitions educating stakeholders on the history, traditional lifestyles and cultural
significance of the heritage assets needs to be organized. Heritage Walks can be an
effective means for familiarizing the residents with their cultural assets. A sensitive
Heritage Signage system for the historic area can be another way of highlighting the
Cultural Assets of the historic area.
Clean and green city campaigns can also be undertaken by the Municipal Corporation to
ensure sanitation and hygiene in the Historic area. Local NGOs can be roped in these
activities.
These activities would instill a sense of pride in the residents of the Historic area, make
them aware of the fact that the Cultural Heritage Assets are substantial investments made
by our previous generations and should not be allowed to waste. Such measures will also
sensitize them to the environmental value of these resources.
F. Reviving traditional materials, technology and skills
There is need to create a database of traditional construction methods, materials and skills
that would be of use for undertaking specific Conservation interventions. Capacity
building and training of local artisans in use of traditional construction technology, skills
and materials needs to be undertaken.
G. Incentives and concessions for heritage conservation
Fiscal incentives need to be provided to owners/occupants of heritage assets to encourage
maintenance and conservation activities. Actual interventions need to be undertaken
under the guidance of conservation specialists.
F. Managing heritage / religious tourism
Religious tourism based on the Sikh Cultural Heritage is a very important phenomenon in
Nanded. The Sachkhand Gurudwara and seven other Gurudwaras associated with the life
of Shri Guru Gobind Singh (including Naginaghat Sahib, Bandaghat Sahib, Maltekdi
Sahib, Hiraghat Sahib, Shikharghat Sahib, Sangath Sahib and Mata Sahib Gurudwaras)
constitute the major attraction of pilgrims to Nanded city. There exists a well established
Sikh pilgrim circuit focused around these eight Gurudwaras, having the nucleus of its
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activities around the most important Gurudwara of Sachkhand Shri Hazur Abchalnagar
Sahib. Five out of eight of these Gurudwaras are within the Municipal limits while three
of them are beyond it in the countryside. In the wake of the Gur-ta-Gaddi Tercentenary
celebrations of Shri Guru Granth Sahib and Parlok Gaman of Shri Guru Govind Singhji a
number of interventions like upgradation of infrastructure, provision of tourist facilities,
rehabilitation works, road widening, provision of new access points to the main
Gurudwara in the city through the historic area by the construction of new bridges, etc is
being planned. A number of activities and interventions on the Godavari riverfront are
also being planned by the Government as well as the Gurudwara Committee. Some of
these interventions have been approved while others are under consideration at various
levels in the State and the Central Government.
The Sachkhand Gurudwara Board has also undertaken the preparation of a Master Plan
for Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib. The proposal involves a
number of developmental activities both within and around the Gurudwara and
development of the river front at the Nagina Ghat. Since few heritage assets like the old
Baradari, Taksala, Modi Khana, etc. are present inside the Gurudwara, therefore the
proposals planned as per their Master Plan need to be scrutinized to ensure the integrity of
the Cultural Heritage Assets. At the Government level also River Front Development is
being undertaken. As regards the proposed River Front Development works at the Nagina
Ghat it should be ensured that all the River Front Development works should be as per a
common Master Plan and repetition of similar planning activities by different
organizations should not be allowed.
G. Formulating a comprehensive heritage conservation and management plan
Conservation of the Historic Area is an ongoing activity and is closely linked with urban
and regional planning initiatives. For the successful conservation of the historic area the
Heritage Conservation and Management Plan with a long term perspective needs to be
formulated.
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5. WATER SUPPLY
5.1. Source
The water supply schemes in Nanded are
functioning since 1936, which was further
augmented with supplementary scheme in 1969.
The scheme was designed for the population of
2.7 lakh by 1991. Further improvement to
Nanded Water Supply Scheme was executed
and commissioned in 1997 for additional
capacity of 60 MLD. Presently the water is
lifted from Godavari river and supplied through
ten various reservoirs.
Table 10: Chronology of Water Supply System Development in Nanded
Year Particulars
1936 First Water Supply Scheme was prepared and completed by the
Hyderabad State. The scheme was designed for a projected population
of 50,000 souls in the year 1966.
The head work was located @ Old Dankin near Govardhan Ghat on
the bank of river Godavari and Water Treatment Plant with a capacity
of 9 MLD was located at Fort with a rising main of 450 and 375 mm
diameters running a length of 3.32. km

1969 2
nd
scheme was designed and commissioned for a population of 1 lakh
soul. The scheme included Head work at old Dunkin ( Now known as
new Dunkin)
Rising main from New Dankin to ESR at Work Shop total length
4.5km
Branching main to ESR at Gandhi Statue and two ESR at Railway
Station

1976
1977
1979

Construction of Bandhara on River Godavari at Govardhan Ghat
Completion of additional distribution system for Nanded Town
Construction of ESR at Chouphala -2.27 ml liters

1983-85

Improvement to Nanded Water supply Scheme:
Part A:
The Scheme included construction of Pumping Machinery (250 BHP
VT Pumps- 2Sets)
WTP with a capacity of 27 mld at new Dunkin
Pump House
ESR at Gandhi Putla -18.20 liters, Railway Station 6.8 liters, Work
Shop 22.70 liters
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1997
Distribution system of 4.00 kms

Part B:
Commissioning of Vishnupuri Project on Godavari River including:
Pump house at Kotithirth
Pumping Machinery
Raw water Rising main of 9 kms till Kabra Nagar
WTP with a capacity of 60 MLD at Kabra Nagar
Pure water rising main of 2.08 kms

1998
(ongoing)
Stage I &
II
completed
Nanded Distribution System and 6 Villages Water Supply Scheme
at an estimated cost of Rs.58.40 crores was sanctioned by the
Government to be implemented in 4 stages. The 6 villages included
some of the peri urban areas of Nanded not forming part of NWCMC.
The project component included
-Construction of 13 RCC ESRs
-Construction of 2 MBRs
-Rising Main of 4.2kms, Gravity Main of 14.25kms, and distribution
system of 164.10 kms .The scheme was designed for water supply at
the 135ltrs /pcd for urban population and 100ltrs /pcd for rural
population. Status of the scheme is as under:
Stage I (Rs8.62 cr) proposed to cover three villages Taroda (Bk),
Taroda(Kd) and Jangamwadi (NWCMC) areas. It included
establishing a transmission line of 3.75 kms (Main and Gravity lines)
from Kabra nagar WTP to Taroda Naka, MBR at Taroda naka and
distribution system of 30.57 kms, Pump House including pumping
machineries at Kabra Nagar.
Stage II (Rs.12.64 cr) covered the Nanded City area. This include
establishing Rising main of 1.4 kms . Construction of ESR at Sundar
Nagar, Degaon Chawl and Fort, distribution system of 37.33 kms and
repairs and replacement of Pumping machineries. Status of work:
The project is partly completed as distribution network of 18.33 kms
is yet to be finished and ESR work at Degaon and Fort is still in
progress.
Stage III ( Rs. 17.51 cr) : This proposed to establish Transmission
lines of 6.25 kms, MBR of 20 lakh liters, ESR of 15 lakh and 20 lakh
liters at Nandigram and Sneh Nagar and distribution system of 24
kms. This stage yet to commence
Stage IV : (Rs.19.63 Cr)- The project component include additional
distribution system for Taroda (Bk) and Taroda(Kd). This part of the
scheme is recently sanctioned by the Govt and the implementation is
pending.

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Godavari river is the major water supply to the Nanded City. NWCMC currently draws
majority of its water from the
Vishnupuri Dam located in the
periphery of the city limits and about 9
km from the city center. Apart from
this, it pumps water from the Godavari
river in the city through Jack wells dug
on the banks of the river Godavari at
the New Pump House. The Corporation has about 91 bore wells at different locations in
the city to service local populace in specific pockets.
The Vishnupuri Dam is essentially an irrigation facility, which services a vast rural area
through a lift irrigation scheme, apart from supplying water for drinking purposes to
NWCMC and other rural and urban settlements.
The following table presents a summary of the sources of water and the quantities
currently being drawn from them.
Table 11: Water Sources for Nanded City
Sl. Source
Distance
from City
(km)
Allocated
Quantity
(MLD)
Installed Drawl
Capacity (MLD)
Current Water
Drawl (MLD)
1 Vishnupuri Dam 10 35.00 27.50
2
New Pump House /
Dankin Head Works -
on Godavari Banks
0
60.00
27.00 27.00
4 Bore Wells (91 Nos) 0 -- -- Negligible
Total 60.00 62.00 54.50

While the total quantity allocated to NWCMC from the Vishnupuri dam and the river
Godavari is about 60 MLD, the total quantity of water drawn from various sources is
about 54.50 MLD, resulting in a gross supply level of about 108 lpcd for the estimated
current population of 5,03,897. This indicates a substantial shortage compared to the
gross demand level of 165 lpcd in the city.
5.2. Water Treatment Facilities
There are three treatment plants in the city, with a total installed capacity of 99 MLD.
The current utilized capacity is about 54.50 MLD, adequate to treat the total quantity of
water drawn from various sources.
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Table 12: Water Treatment Facilities in Nanded City
Capacity (MLD)
Sl.
Name of
Treatment
Plant
Dist.
from City
(km)
Year of
Commissi
oning
Type of
Treatment
Source
of Water Installed Utilized
1
Kabranagar
WTP
9 1997
Sand Filter &
Chlorination
Vishnup
uri Dam
60.00 24.00
2 CIDCO WTP 5
Sand Filter &
Chlorination
Vishnup
uri Dam
12.00 10.00
3
Dankin WTP
(old & new)
0
1936 &
1976
Sand Filter &
Chlorination
Dankin
Head
Works
27.00 20.00
Total 99.00 54.00
5.3. Distribution System
The water distribution system in Nanded is organized into two zones and serviced
through 10 elevated storage reservoirs. The total capacity of the reservoirs is 15.35 ML,
equivalent to about 42 percent of the total water drawn from various sources, which is
adequate as per the norm of about 33 per cent. Table 13 presents a summary of the water
storage reservoirs in the city.
Table 13: Summary of Water Storage Reservoirs in Nanded
Sl. Location of Reservoir
Capacity
(ML)
Source of Water
1 Killa (OT1) 0.70 Dankin Pumping Station
2 Eye Hospital / Railway Station (OT2) 0.70 Dankin Pumping Station
3 Eye Hospital / Railway Station (OT3) 0.90 Dankin Pumping Station
4 MG Statue (OT4) 1.80 Dankin Pumping Station
5 Regional Workshop (OT5) 2.25 Vishnupuri Dam
6 Regional Workshop (OT6) 2.25 Vishnupuri Dam
7 Chouphal (OT7) 2.25 Dankin Pumping Station
8 Kuudvai Nagar (OT8) 2.00 Dankin Pumping Station
9 Nayee Abadi (OT9) 1.50 Vishnupuri Dam
10 Ranjit Singh Yatri Niwas (OT10) 1.50 Dankin Pumping Station
11 CIDCO Township 1.20 Vishnupuri Dam
12 HUDCO Township 1.30 Vishnupuri Dam
Total Capacity 18.35

The distribution network totals to about 526 km laid out at different times since the first
water supply scheme in 1936, as presented in the following table.
Sl Year of Laying Length of Distribution Lines (km)
1 1936 30
2 1966 to 1975 300
3 1980 to 1996 30
4 1997 to 2004 166
Total Length of Distribution Lines 526

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The reach of the distribution system appears to be substantial given that the total length of
distribution lines is about 125 percent of the total road length of about 415 km in the city.
In terms of coverage, however, there are only about 29,850 water connections (house
service connections), including 29,205 residential connections and 645 non-residential
connections as against 62,619 property tax assessments. This indicates a coverage of
about 48 percent in terms of properties covered. In addition to the house service
connections there are 1,472 public stand posts installed at various locations in the city,
primarily in slum and low income settlements. These public stand posts are estimated to
service about 21,744 households. All, except 77 non-residential connection are un-
metered.
While the reach of the water supply distribution network appears substantial, its quality
and condition are very poor, with over 60 percent of the pipelines being over 30 years old.
As a result, the system is prone to substantial leakage. Several pipelines have now been
built over and are not accessible due to the structures over them. Moreover, the zoning
system organized for distribution as part of the old schemes are no longer relevant and are
resulting in very inefficient supply system.
5.4. Key Issues & Strategy Options for Water Supply
a. The water supply system in Nanded has evolved since 1936 when the first water
supply scheme was implemented. While source of water is not a primary issue, its
distribution is very inefficient - today over 60 per cent of the pipeline is over 30 years
old, and given that most of the sub-soil in Nanded is black cotton soil, the pipeline is
prone to frequent cracking and damage.
b. There is no proper zoning system practiced, as the originally planned two zones are
no more relevant and have been tampered wit by way of indiscriminate connections
and cross-connections. This has resulted in a very inefficient distribution system in
terms of leakage, head loss, contamination and power consumption.
c. The reach of the water supply system is largely confined to all of north Nanded, but
its coverage in terms number of house service connections is less than 50 percent of
the property tax assessments and less than 40 percent of the total residential units in
the city.
a. NWCMC needs to carryout a comprehensive water supply study, including a
thorough diagnosis of the current water supply system (mapping of the existing
system, leak detection and energy audits) to identify rehabilitation and refurbishment
measures before embarking on a long-term source augmentation and distribution
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network plan. A scientific zoning system needs to be worked out the revised scheme
should attempt to salvage as much as possible of the existing network of over 500 km
in an integrated manner. The plan for water supply should include the urban fringe
areas in order to ensure economies of scale and sustainability of the system in a long-
term.
b. A comprehensive operations manual needs to be prepared and the municipal staff to
be trained in operating the system in a scientific manner.
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Figure 5: Map showing key components of the Water Supply System
c.
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6. SEWERAGE & SANITATION
6.1. Underground Sewerage System
Nanded city has an underground sewerage system that was designed and developed by
MJP in 1969-71. The sewerage system was
handed over to the then Nanded Municipal
Council in 1974 for routine operation and
maintenance. The sewerage system was
designed for a peak load of 10 MLD. The
sewerage system has been mal-functioning
for several years, with the 9 MLD treatment
plant at Bondar virtually non-functional.
There is another sewage treatment plant
near CIDCO township in south Nanded,
with a treating capacity of 6 MLD.
The total length of the sewerage system is about 425 km, comprising about 25 km of
main sewers and about 400 km of laterals. While this may indicate adequate reach of the
system compared to the total road length of about 425 km in the city, the fact is that only
the core city area between the railway line and the river Godavari is adequately covered,
while the rest of the area in North Nanded is inadequately covered.
There are two pumping stations one at Old Mondha, near Gayatri Mandir (4 MLD) and
another at Choufala Sul Tekdi (9 MLD).
Table 14 presents a summary of the sewage collection system in Nanded.
Table 14: Summary of the Sewage Collection System in Nanded
Diameter
(Inches)
Sewer Line / Hierarchy Length
(Km)
9 to 36 A type Sewer Trunk Line 007.00
9 to 42 B type Sewer Trunk Line 010.00
9 to 24 C type Sewer Trunk Line 004.00
6 to 24 D type Sewer Trunk Line 002.00
6 to 24 E type Sewer Trunk Line 002.00
6 to 24 Brach Lines / Laterals 400.00
Total Length 425.00

There are four trunk sewers serving the city which are designated as A, B, C, D and E,
besides smaller branch sewers. Major issues related to sewerage system relate to A, B &
C sewer and there is a major bottleneck point near Vidyut Bhavan where three sewers
meet and lead to the B sewer enroute.
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a. B Sewer: This is the largest sewer (42 dia) for the town and it serves the most
thickly populated area of Nanded. Majority of sewage generated flows through this
sewer. The chronic stretch of this sewer is
from Bafna Junction up to the Chand Masjid
area. Most of this stretch is built upon by
slums encroached upon it. Thus the stretch of
almost 1.4 Km is rendered inaccessible even
for routine maintenance. This has led to severe
silting inside the barrel of the sewer and the
manholes blocking it completely in larger part
of this stretch. The staff of NWMC has
informed many collapses in this stretch in recent past. Complete blocking has
resulted in the STP getting scanty sewage and it appears that the sewage from the line
is percolating the ground - which is black cotton for a depth exceeding 8 to 10 m
below GL and thus polluting the ground and ground water, which is available at
substantially higher depths.
b. C Sewer: This 36 dia sewer passes through the Veterinary college area in front of
MAFCO compound. By the time the sewer enters the veterinary college it is heavily
encroached upon by slums. Many crown collapses have been reported in this area by
the NWMC staff. Fortunately, the collapses have not been below the hutments else it
could have been disastrous. It is also noted that the fine grained soil black cotton is
eroding and entering in to the pipeline through openings thereby resulting in loss of
ground support to the pipeline and this in turn is causing joint settlement and severe
misalignment.
c. A Sewer: This is a smaller sewer, which is showing blockages and resulting in
inefficient functioning.
The overall sewerage network is over 35 years old and is in a very bad condition. The
foundation of the pipeline is highly dilapidated, resulting in cracks ion the RCC sewer
mains. Due to the predominantly black cotton soil in Nanded and ageing of the sewerage
system components, the chambers and the manholes have also developed cracks. In
addition, due to inadequate capacity, choking and substantial breaches in the system, the
sewage discharged into the system does not flow as per plan. Most of the sewerage and
storm water drainage system are now intermingled and they ultimately discharge
untreated sewage mixed with sullage and storm water into the river Godavari.
There are about 23,120 sewer connections (toilet seats connected to the sewerage system),
constituting only about 36 per cent of the total number of property tax assessments.
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Figure 6: Map showing key Components of the Sewerage System

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6.2. Public Conveniences / Community Toilets
NWCMC has set up 41 public convenience units at strategic public locations and in slum
areas to provide safe and hygienic sanitation facilities to the floating population as well as
to slum dwellers. Such public conveniences are located at 33 different locations, offering
about 323sets.
6.3. Initiatives under National River Action Plan
NWCMC had received assistance of about Rs. 13 crore
under the National River Action Plan from the
Government of India, to undertake works to prevent
pollution of Godavari river. The project components
include:
a. Interception & diversion of sewage (Rs. 9.95 crore)
i. Extension of Osmanshahi Nallah and construction of a 30 m long weir
ii. Construction of interception weirs across 19 drains
iii. Improvements to connecting and branch sewers
iv. Construction of interceptor sewer from MH to pumping station (4 km and 52
manhole chambers)
v. Construction of pumping station with transformer yard generator room
vi. Construction of 1.75 km of pumping main
vii. Construction of approach bridge
viii. Installation of pumping machinery and transmission main
ix. Miscellaneous works (fencing, electrification, etc.)
b. Sewage Treatment Plant (Rs. 2.77 crore)
6.4. Key Issues & Strategy Options for Sewerage & Sanitation
a. The sewerage system in Nanded comprises about 425 km of sewer network confined
to north Nanded. However the system is virtually non-functional due to choking and
breaches throughout the system.
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b. The treatment plant designed for a peak load of 10 MLD is far below the estimated
40 MLD of sewage generated it is
non-functional though.
c. Over time, in order to ensure
discharge of sewage, the sewerage
system has been intermingled with the
storm water drainage network and all
the sewage, sullage and storm water
are discharged into the Godavari
river.
d. Slum sanitation has not been a
conscious priority and public conveniences have not been strategically provided.
e. NWCMC is currently carrying out a detailed engineering study to improve the
sewerage system in the city. This study seems to be ignoring the existing system of
about 425 km of sewer network, and is proposing a new system, while an effort needs
to be made to integrate as much of the existing system as possible.
6.5. Strategy Options
a. NWCMC should carry out a diagnosis of the sewerage existing system and propose a
new system integrating as much of the existing system as possible. The sewerage
plan should focus on the densely populated areas and potential development areas,
while the fringe and under-developed areas need to be serviced through decentralized
low cost sanitation methods in a manner that they can be incorporated in the
mainstream system as and when the achieve threshold sewage flows required for
efficient functioning of the sewerage system.
b. A detailed slum sanitation program needs to developed and implemented.
c. A comprehensive operations manual needs to be prepared and the municipal staff to
be trained in operating the system in a scientific manner.
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7. STORM WATER DRAINAGE
The storm water drainage system (SWD) in
Nanded comprises of about 261 km of roadside
drainage network of different hierarchies and
types, as presented in the following table. In
addition, there are about 12.5 km of nallahs that
drain into the river Godavari. The SWD system is
intermingled with the sewerage system and
comprises the natural drainage system and the
road side man-made drainage network.
Table 15 presents a summary of the storm water drainage network in Nanded.
Table 15: Summary of Storm Water Drainage Network in Nanded
Sl. Type of Drains Length (Km)
1 RCC Drains 38.29
2 CRS Drains 106.13
3 PCC Drains 37.34
4 Kaccha Drains 51.68
5 Brick Drains 0.32
6 Others 27.00
Total Length 260.75

The city, specifically the core old city area is prone to frequent floods, as the low and
high flood lines extend into the heart of the area. There are other areas in North Nanded
beyond the railway line and in South Nanded on the banks of the river Godavari, that are
prone to flooding during the monsoons due to an inadequate storm water drainage
network.
7.1. Key Issues & Strategy Options for Storm Water Drainage
The storm water drainage network is unplanned and mainly comprises roadside drains
primarily intended to drain the road surface. Substantial portions of the city along the
riverbank on both sides and areas north of the railway line are prone to flooding and water
stagnation in monsoons, resulting in loss to economy and health hazards.
NWCMC needs to develop an adequate storm water drainage network in a scientific
manner, taking into consideration key parameters of precipitation intensity, catchments
delineation, percolation characteristics and surface runoff. The possibility of rainwater
harvesting at the micro and macro levels needs to be explored and implemented.
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Sourse-wise Solid Waste Composition
Domestic
74%
Commercial
13%
Industrial
3%
Market Area
7%
Hotels &
Restaurants
3%

8. SOLID WASTE MANAGEMENT
The total amount of solid waste generated in Nanded is to the tune of about 149 tonnes
per day, at an average of about 300 gpcd.
While there has been no initiative
to establish the waste
characteristics, source-wise, about
73 percent of the quantity of waste
is estimated to be generated from
domestic sources, followed by
about 23 percent from commercial
establishments and markets and the
rest from industries.
8.1. Collection & Transportation System
The city is divided into five zones for the purpose of conservancy operations street
sweeping and collection. There are 530 uncovered dustbins and 10 containers placed all
over the city for collection of municipal solid waste. The corporation has about 20
vehicles of different types, for conservancy purposes, but most of these are non-functional
and prone to frequent breakdown. These vehicles are primarily used to service far-flung
areas like the CIDCO Township and other fringe areas.
Most of the collection and transportation activities are outsourced to a private contractor
who is paid at the rate of Rs. 60,000 per day for collection and transportation of solid
waste from all the zones. The Municipal Corporations role is now largely confined to
street sweeping and monitoring collection and transportation activities of the private
Contractor.
The private contractor has deployed 20 hydraulic tractors, 2 covered waste collection
vans, 1 dumper placer, and 150 Cycle rickshaws for door to door collection of dry and
wet waste in separate containers.
There has been no attempt to measure / audit the waste collection system, but crude
estimates are that the collection efficiency is to the tune of about 75 percent of the waste
generated.
8.2. Waste Disposal
Presently the Municipal Solid Waste is disposed in a dumping ground at Valmiki Nagar,
near Maltekdi in an area of 3.32 Ha. There is no treatment facility, and the garbage
collected from the city is merely dumped at this site. This site has been in use since
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around 1975 and may need to be assessed for its capacity to handle more dumping, as
well as to assess its suitability for installing scientific treatment and disposal methods.
The Municipal Corporation has sought to acquire a piece of land measuring about 7.20
Ha at Puvani, for development of a scientific engineered landfill facility.
8.3. Bio Medical Waste
There are no estimates of the quantum of bio medical waste generated in Nanded.
NWCMC has engaged a private agency for the collection of biomedical waste from all
the medical facilities in the city. This agency collects biomedical waste from all the
private facilities for a monthly fee of Rs. 300 per private clinic, and transports it to the
Incinerator facility at the General Hospital for disposal. The private agency pays a fee per
unit weight of waste to be disposed at the Incinerator. It is estimated that about 300 kg of
bio medical waste is generated per day.
8.4. Key Issues & Strategy Options for Solid Waste Management
The waste collection efficiency is to the tune of only about 75 percent of the daily waste
generated. The Corporation does not employ any scientific method for treatment and
disposal of solid waste. The current disposal site was intended to be developed as a
recycling-cum-disposal facility with a compost plant, but it didnt work out due to
heterogeneous characteristics of the waste, with substantial quantities of plastic and
construction debris.
There is a need to develop a comprehensive solid waste management system in the city
based on adequate investigations and estimation of quality and quantity of waste
generated. The proposed system should aim at applying best practices solid waste
management, including in waste segregation at source, community-based collection
systems, efficient transportation and scientific treatment and disposal of waste. There are
several models of privatization being practices in the country today NWCMC could
consider adopting most appropriate frameworks, methods and technologies for managing
its waste.
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Composition of NWCMC Roads by Surface Type
Kachha Roads
20%
WBM Roads
23%
BTM Roads
30%
Cement Road
27%

9. TRANSPORTATION
9.1. Transport Infrastructure
9.1.1. Roads and Structures
The total road length in Nanded city limits is about 415 km, including roads maintained
by NWCMC (400 km) and PWD roads
(15 km). About 43 per cent of the roads
are un-surfaced, causing inconvenience
to road users. The riding quality of most
of the surfaced roads are not up to the
mark, due to inadequate routine and
periodic maintenance.
The road capacities, especially in the core city area are grossly inadequate compared to
the traffic plying on them, and there are no pedestrian facilities and signages. The
Development plan has laid out a clear hierarchy of roads with appropriate widths, but on
the ground, the desired carriageway widths are not available, due to encroachments and
non-availability of right of way.
Overtime, due to permanent encroachments and hawkers, the road capacities have been
reduced and geometries have been altered resulting in unsafe traffic operations.
The intersections need substantial improvements in terms of geometries and other
functional elements.
NWCMC has embarked upon an Integrated Road Development Program (IRDP) with
technical and financial assistance from Maharashtra State Road Development Corporation
(MSRDC). The program covers strengthening, widening and improvement of about 35
km of important city roads (including a new western bypass) at an estimated cost of about
Rs. 112 crore. Work under this program is underway and is expected to be completed
before the mega Gur-ta-Gaddi event in October 2008, though it has been albeit slow in
progress.
Some of the important roads under the IRDP include:
a. Deglur Road: This road connects Nanded with Deglur and further to Hyderabad. The
traffic on this road is very high and the road is damaged at many locations. The road
is narrow and the traffic lanes are not well defined. The junctions and the roads
crossings are not properly laid and which results in the traffic jams and slows traffic
movement. The junction at the Hingoli road and Muhammedali road is extremely
important for the access to the Gurudwara but is not properly managed. The entire
road in the city area requires restructuring and re-planning the existing Hingoli road
to facilitate proper traffic planning and smooth traffic flow. This road will act as the
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access road to Gurudwara from the largest transit camps planned at Shikhar Ghat and
Matasaheb for the tercentenary events and hence the improvement of the road takes
priority in the development process.
b. Hingoli Road: This road connects Hingoli and Nagpur with Nanded. The airstrip is
along this road and hence this road requires more attention for improvement. It
already has a lane system and but the drainage along this road is poor and hence
affecting the traffic.
c. Malegaon Road: This road connects Aurangabad to Nanded and is important from an
commercial/economic view, which will have to be planned as a priority Ring Road:
This road is under construction due to expansion of the airstrip area, part of the
Hingoli road will be covered under the acquired land and the ring road is being
planned as a by pass road joining the Hingoli road to Deglur road. The road
encircling the airstrip area will be important for normal as well as the tercentenary
event for transport of pilgrims to the Gurudwara region as a major camp will have to
be planned near the Maltekadi Gurudwara. This will also be the access road from the
proposed new railway station to the city area.
The connectivity within the city is quite poor, with limited connectivity across the river
between north and south Nanded and across the railway line in North Nanded, as a result
of which development has primarily restricted to the core city area between the railway
line and the river Godavari in North Nanded. There are 2 existing bridges, 2 existing
RoBs and 1 RuBs in the city, which need to be widened and also complemented with
additional facilities. An new bridge is being constructed under the Holy City Program of
Government of Maharashtra.
9.2. Urban Public Transportation
Presently the Urban transportation system in Nanded is mainly dependent on Intermediate
Public Transport system including Auto and Cycle rickshaws, Jeeps and Private Cars
operating as public carrier and to a small extent by City Bus Services.
Bus-based urban transport services in Nanded City was started in the year 1957 by
MSRTC by converting one Moffusil Bus operated between Govt Ayurvedic College and
Habib Talkies.
During the year 1998 MSTRC operated 40 city buses with manpower strength of about
over 250, managing the same. Total of 49 routes were covered including 368 trips and
7,876 km every day. However due to heavy losses most of the operations were curtailed
and today only 4 buses are being operated. One of the causes of failure bus service were
inadequate road infrastructure and traffic management system leading loss of time and
inefficiency in operations.
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Presently the efforts are underway to re introduce the Public Transport system by
involving private sector participation.
9.3. Other Transportation Infrastructure
The other transportation infrastructure includes a railway station and a bus terminal in the
city. There is also an airstrip, which is being upgraded into a minor airport with
assistance from Government of India the work for which is under implementation
through Maharashtra Industrial Development Corporation (MIDC). A new additional
railway station is also being planned.
There are no designated or designed parking facilities in the city there is a need to
evolve a parking policy and facilitate provision of adequate parking facilities at strategic
locations in the city.
9.4. Key Issues & Strategy Options for Transportation
a. The roads, especially in the core city area between the river Godavari and the railway
line are proving to be inadequate to service the volume of traffic. The Development
Plan proposals have largely remained unachieved, and the riding surface of the roads
is poor due to inadequate maintenance. The proposed right of way as per the DP for
most of the roads is either not available or has been encroached upon. Even the
available right of way in most roads, especially in core city areas are encroached
upon by hawkers and on-street parking, thereby reducing their capacity.
b. There are two RoBs and one RuB in the city connecting both sides of the railway line
in north Nanded, but these need to be widened as they are proving to be a bottleneck
in the increased traffic scenario in the city.
c. Most of the roads are in a bad condition in terms of geometry, signage and other
functional elements such as pedestrian pathways, lighting, arboriculture, road
markings, etc.
d. Public Transport system is almost non-existent there are only 4 public buses plying
on select routes, operated by MSRTC. IPT modes line auto rickshaw and cycle
rickshaws are the predominant mode of public transport.
NWCMC is undertaking initiatives at implementing Development Plan proposals by
widening key roads in the city, which is involving substantial encroachment removal and
land acquisition. While some of the important DP proposals can be implemented on a
priority basis, there is a need to carry out a comprehensive traffic and transportation study
to establish the traffic characteristics in the city and identify all traffic bottlenecks before
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embarking on a large scale road widening and improvement program. This would ensure
appropriate planned interventions and better application of scarce financial resources.
Such a study should address all elements of traffic and transportation infrastructure and
management including:
a. Road capacity augmentation
b. Upgradation of road surface
c. Bottleneck removal
d. Construction of missing links
e. Safety
f. Traffic management
g. Public transport
h. Parking
i. Bypasses, etc.
10. STREET LIGHTING
There are a total of 10,720 streetlight poles with fixtures in Nanded, of which about 30
percent are high powered fixtures comprising sodium and mercury vapor lamps, while the
rest 70 per cent are tube light fixtures. Considering the total NWCMC road length of 400
km in the city, the average spacing of functional street lights works out about 37 meters,
which is low, compared to a general norm of 25 meters.
Table 16: Summary of Street lighting in Nanded
Sl. Type of Fixture Number of Fixtures
1 Sodium Vapor (70 watt) 802
2 Sodium Vapor (150 watt) 1,409
3 Mercury Vapor (125 Watt) 714
4 Mercury Vapor (250 Watt) 259
Total High Powered Fixtures 3,184
5 Tube Lights 7,536
Total Poles with Fixtures 10,720
Poles without Fixtures 540

NWCMC has outsourced the operation and maintenance of street lighting in the city. It
has appointed a private contractor for the purpose on a fixed fee per fixture basis,
including repairs and replacement of fixtures, switching on & off operations and
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complaint receipt and redressal within 24 hours. NWCMC officials feel that the service
efficiency has gone up from around 80 per cent to 100 per cent upon outsourcing the
street plighting operations.
10.1. Key Issues & Strategy Options for Street lighting
Street Lighting is inadequate and poor in most of the roads. The average streetlight
spacing is about 37 meters, as against the norm of 25 meters. Majority of the fixtures are
tube lights, which are inadequate in todays traffic scenario.
NWCMC should consider replacement in a phased manner of the existing power-
intensive tube light fixtures with modern power-saving high power fixtures.
11. FIRE SERVICES
The Municipal Corporation provides fire and emergency services to the city and the
surrounding settlements. There is one fire station in the city which has 3 fire tenders, all
of which are over 15 years old. The fire services department is manned by 34 staff,
including 1 fire station officer, 1 sub officer, 3 leading firemen, 13 firemen and 6 assistant
firemen and the rest as support staff.
Table 17: Summary of Emergency Response Equipment
Sl. Vehicle / Equipment description Number Average Age (years)
1 Fire Tender 950 B type 1 18
2 Fire Tender 950 B type 1 17
3 Mini Fire Tender 950 B type 1 18
4 Portable Pump 1 --

Table 18: Summary of Emergency Response Calls Attended
Sl. Year Major Medium Minor Rescue Total
1 2003 8 54 44 5 111
2 2004 9 66 56 3 134
3 2005 17 77 54 8 156

The level of facilities in the fire services department is very nominal, with just three old
fire tenders. There is not even a permanent structure for housing these tenders they are
currently housed in temporary tin-shed garages. The exposure levels of skilled staff are
low in terms of modern equipments and emergency response methods.
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11.1. Key Issues & Strategy Options for Fire Services
The Fire Services Department requires a major upliftment in all areas, including infusion
of modern and reliable equipment and machinery, as also appropriate facilities for their
upkeep and maintenance.
The staff needs to be trained in application of modern equipment and methods of
emergency response and rescue.

12. HOUSING
There are a total of about 73,000 residential houses in Nanded as per 2001 Census
(including 21,000 slum units). The housing supply market in Nanded is predominantly
constituted by the private sector, with limited public initiatives. The last housing supply
initiative by the public sector was by CIDCO between 1980 and 1985, when they
developed a township in south Nanded comprising about 11,000 LIG houses and plots.
Prior to that, MHADA had constructed about 1,000 dwelling units for different income
categories between 1972 and 1982.
12.1. Key Issues & Strategy Options for Housing
As mentioned earlier, most of the development is concentrated in north Nanded, with
only an isolated pocket of about 191 Ha of the CIDCO township in south Nanded, about 5
km from the city center. The average FSI in the core city area is in the range of 1.5 to 2
as against permissible FSI of 1.5; while in the outer areas, the compliance is better with
an average FSI of 0.8 to 1.0 as against a permissible 1.0. This is primarily a
manifestation of the level of infrastructure services and connectivity. The housing units
in the core city are generally a very old stock, with little or no renewal over the last
several years. This compounded with narrow / encroached roads and poor drainage and
lighting can pose serious health and disaster hazards.
NWCMC as part of its growth management strategy needs to encourage a more rational
dispersal of the urban sprawl by systematically guiding development into the newer
undeveloped area through infrastructure provisioning adopting innovative land
development mechanisms.

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13. OTHER SERVICES
13.1. Health
City has a reasonable presence of Health infrastructure, however the same is highly
inadequate considering the population size. Specialized medical centers are virtually non-
existent. Most of the health care centers and hospitals are privately owned and are located
in the old Nanded city.
Presently there are 125 private hospitals & maternity homes and 1 private blood bank,145
dispensaries in the city apart from two hospitals and 8 healthcare centers operated and
managed by the Municipal corporation. Also city has 1 general hospital, 1 Ayurvedic
hospital & 1 blood bank operated & maintained by the State Government.
The Government Medical College has a diagnostic center, which has X-ray, CT scan,
Sonography, and microscopy equipment. (Health, Education, Recreation, other Social
amenities)
Table 19: Summary of Health Facilities in Nanded
Sl. Description
Government
Medical
College
Government
Ayurvedic
Hospital
NWCMC Private
1
Total no. of Beds
available
450 100 20 1,150
2
Primary Health Care
Centers
-- -- 9 250
3
Secondary Health Care
Centers
1 1 3 125
4
Tertiary Health Care
Centers
1 -- 1
2 (Ashwani &
Yashoda
Hospitals)
5 Diagnostic centers 1 -- -- --

Apart from servicing the local citizens, especially the poor, the government and municipal
corporation health facilities are involved in implementing state government programs
like:
a. MCH and Family Welfare Program
b. Malaria Enumeration and Eradication Program
c. RNTCP
d. Leprosy Control
e. Blindness Control
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f. Epidemics Control, etc.
While the above facilities are moderately adequate in a normal scenario, the city lacks in
trauma and healthcare facilities to meet the requirements of a mega event such as the
forthcoming Gur-ta-Gaddi celebrations in 2008. Such facilities created in Nanded would
also continue to serve as a regional facility even after the event.
13.2. Education
Nanded has some very good educational institutions and is one of the important regional
education centers in Marathwada region. There are institutions, which cater to students in
various disciplines, including Engineering, Medicine, Law, Management and Agriculture
Sciences etc. This has resulted in Nanded having a large population of students from
nearby cities studying in these Colleges.
Swami Ramanand Teerth Marathwada (SRTM) University established in the year 1994, is
located on the outskirts of Nanded City. Some of the other important technical
educational institutions in the city include:
a. Shri Guru Gobind Singhji College of Engineering and Technology
b. Mahatma Gandhi Missions College of Engineering
c. Government Medical College
d. Government Ayurvedic college -Other Colleges include
e. Peoples College Nanded
f. Science College Nanded
g. Sharada Bhavan Education Society
h. Pratibha Niketan College
Table 20: Summary of Education Facilities in Nanded
Sl. Hierarchy
Zilla
Parishad
NWCMC
Private
(aided)
Private
(unaided)
Total
1 Primary Schools 14 2 73 19 108
2 Upper Primary Schools 12 8 61 8 89
3
Secondary Schools (V-
X)
3 0 29 5 37
4
Secondary Schools
(VIII-X)
1 0 10 5 16
5
Higher Secondary
Schools (V-XII)
0 0 12 0 12
Total 30 10 185 37 262

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13.3. Gardens & Recreation
Entertainment facilities in Nanded is limited to the following:
a. Gardens: Mata Gujriji Visava Udyan is the only well maintained garden in Nanded
city, which is landscaped and has small-scale amusement facilities.
b. Recreation Halls: There are seven major recreation and auditoriums in the city. They
are:
i. Shankarrao Chavan Auditorium, near Guru Gobind Singh Stadium
ii. Kusum Multi Purpose Auditorium at VIP Road
iii. Deshbhakta Digambarrao Bindu Mangal Karyalaya, Old Mondha.
iv. Multipurpose Auditorium, Tarodekar Market, Vazirabad.
v. Multipurpose Auditorium, Mahatma Phule Market, Near ITI.
vi. Sanskritik Sabhagraha, CIDCO, New Nanded.
vii. Sai Mangal Karyalaya, HUDCO, New Nanded.
c. Cinema Halls: There are seven cinema halls in the city out of which four are A class,
two B class and one C class.
13.4. Other Social Amenities
The other NWCMC maintained social amenities / facilities in the city are:
a. Community halls (3 nos)
b. Slaughter houses (3 nos)
c. Libraries (2 nos) and reading rooms (4 nos)
d. Burial grounds (5 nos)
e. Cremation grounds (5 nos)
f. Markets (14 nos 408 shops)
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14. URBAN BASIC SERVICES IN SLUMS
There are about 58 slums / BPL settlements in Nanded city 25 that have been notified or
declared and 33 that have been identified and proposed to be notified / declared. A
detailed list of declared and undeclared slums & BPL settlements in Nanded city is
presented in Annexure II, along with the population, number of households, and
population coverage in terms
The total population of slums is about 1,56,241 as per recent estimates 1,07,365 in
declared settlements and 48,876 in yet-to-be declared settlements. This amounts to about
31 percent of the current population in Nanded. The total slum population in 1996 was
about 24 percent of the citys population, which has now gone up. The total area under
slums is about 342.73 Ha (in whole of Nanded city) as against 92.96 Ha in 1996 (in North
Nanded alone). This constitutes about 6.6 percent of the total citys area of about 5176
Ha currently.
In terms of level of services in slums, about 90 percent of the population in the declared
slums and BPL areas is covered by water supply through public stand posts, and
sanitation services through public conveniences. In case of the yet-to-be declared slums
and BPL settlements, the water supply coverage ranges between 25 percent to 60 percent
in different slums, while the sanitation coverage ranges from 0percent in about 17
settlements to 25 to 60 percent in the rest.
In terms of roads and street lighting, about 37 percent of the total road length of 157 km is
surfaced and about 63 percent have streetlights mostly in the form of tube light fixtures.
14.1. Key Issues & Strategy Options for Urban Basic Services in Slums
a. While NWCMC has strived to provide urban basic services to the urban poor in
slums and BPL settlements, and has achieved a fair level of coverage in the declared
areas. The services in un-declared areas not upto the mark in terms of quality as well
as coverage.
b. NWCMC has restricted its role in slums to providing basic services under various
small state and central government schemes there has been no effort to undertake
an integrated planning and development of slums and economically weaker sections.
a. NWCMC should ensure appropriate inclusion of slums and economically weaker
section settlements in their infrastructure development plans adopt effective strategies
facilitation their participation in planning, implementing and operations and
management of community services.
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b. NWCMC needs to carry out a comprehensive study of slum and economically
weaker section settlements to identify specific needs and priorities. This should form
the basis for planning and implementation of a city-wide integrated slum
improvement and redevelopment program covering housing, economic development
core civic services, health and education and other social amenities.
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15. MUNICIPAL FINANCES
NWCMC follows a cash based system of accounting, wherein the revenue realizations to
the fund and expenditures are recorded on the basis of actual realizations and
expenditures. The assessment of the municipal fund is based on the annual accounts for
the financial years 2000-01 to 2004-05. A summary of the actual income and
expenditures of the municipal fund is presented in Annexure III Summary of Municipal
Finances, which presents the actual figures, sectoral contribution and growth rates of key
items of income and expenditure.
15.1. Summary of the Municipal Fund
The municipal fund of NWCMC as per the annual accounts demonstrates a substantial
operating surplus during the period of review. The average operating ratio during the
review period is 0.74. As evident from the following table, substantial sums from the
revenue account (operating) surplus have been utilized for capital works, which is
demonstrated by the negative status of the capital account.
The total income of the corporation has increased at a modest CAGR of about 3.6 per
cent, as against a 6.4 per cent CAGR in total expenditure.
Over 93 per cent of the operating income (revenue account income) is from own sources,
including octroi, taxes and other charges and fees levied by the Corporation, with
minimal reliance on revenue grants. The share of revenue grants in the total revenue
income of the Corporation is likely to reduce further, since substantial revenue grants
from the State Government, like DA grant have been discontinued since 2003-04 5
years after upgradation of the local body from a Municipal Council to a Municipal
Corporation. This would call for substantial efforts from NWCMC to enhance the
revenue base and improve collection efficiencies on taxes and user charges.
The collection efficiency of property tax is about 34 per cent and that of user charges for
water supply and sewerage are as low as 54 per cent and 42 per cent respectively. There
is a felt need and scope for enhancing the property tax base by correcting the low ratable
values to reflect market rates; enhancing the water charges (special water tax) base by
auditing and covering the several unauthorized / illegal connections; and increasing
sewerage charges and number of assessments through proper enforcement and ensuring
efficient functioning of the sewerage system.
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All amounts are in Rs. Lakh
Sl Description FY ending --> 2001 2002 2003 2004 2005 Avg. Share CAGR
Opening Balance 599.11 690.59 982.34 1,498.08 1,802.96 (%) (% p.a)
Income
A Revenue Income
1 Own Sources 2,291.66 2,918.50 3,016.89 3,253.75 3,334.83 93.28 9.83
Octroi & Transit Fee 1,550.97 1,911.56 2,078.36 2,159.21 2,159.16 62.07 8.62
Municipal Taxes 252.92 302.83 323.11 343.71 434.89 10.44 14.51
User Charges & Fees 487.77 704.11 615.42 750.83 740.78 20.77 11.01
2 Revenue Grants 523.36 188.77 235.28 51.58 68.98 6.72 (39.75)
Total Revenue Income 2,815.03 3,107.26 3,252.17 3,305.34 3,403.81 100.00 4.86
B Capital income
1 Loans - - - - - - --
2 Capital Grants 451.56 337.50 302.12 703.26 375.89 100.00 (4.48)
Total Capital Income 451.56 337.50 302.12 703.26 375.89 100.00 (4.48)
C Extra-ordinary Income
Total EO Income 154.59 175.05 169.08 188.97 161.29 1.07
Grand Total Income 3,421.17 3,619.82 3,723.37 4,197.56 3,940.99 3.60
Expenditure
A Revenue Expenditure
1 Establishment Expenditure 1,081.21 1,491.74 1,377.36 1,453.72 1,595.90 59.32 10.22
Regular 998.35 1,384.37 1,229.88 1,297.15 1,414.88 53.60 9.11
Temporary 50.67 47.34 60.63 74.95 52.57 2.43 0.92
Contrinbution to Pension Fund 32.19 60.03 86.86 81.61 128.44 3.30 41.33
2 O&M / Contingencies 818.80 740.84 916.78 993.20 1,055.34 38.35 6.55
3 Debt Servicing 158.27 32.31 43.83 40.18 - 2.33 (100.00)
Total Revenue Expenditure 2,058.29 2,264.89 2,337.98 2,487.09 2,651.24 100.00 6.53
B Capital Expenditure
Total Capital Expenditure 1,132.99 936.79 689.83 1,293.32 1,484.69 6.99
C Extra-ordinary Expendiuture
Total EO Expendiuture 138.41 126.39 179.82 112.28 130.40 (1.48)
Grand Total Expenditure 3,329.69 3,328.07 3,207.63 3,892.69 4,266.33 6.39
Status of Revenue Account 756.74 842.38 914.18 818.24 752.57 816.82
Operating Surplus (Rev. A/C Status before DS) 915.01 874.68 958.02 858.42 752.57 871.74
Status of Capital Account (681.43) (599.29) (387.71) (590.06) (1,108.80) (673.46)
Status of EO Account 16.18 48.66 (10.74) 76.69 30.88 32.33
Overall Status of Municipal Fund 91.48 291.75 515.74 304.88 (325.35) 175.70
Closing Balance 690.59 982.34 1,498.08 1,802.96 1,477.61
Operating Ratio 0.73 0.73 0.72 0.75 0.78 0.74
Table 21: Summary of Municipal Fund
With regards revenue expenditure, about 60 per cent of the expenditure is on
establishment related items, including salaries of regular and temporary employees and
pensions & terminal benefits of retired/retiring employees. The remaining 40 per cent is
constituted by operation and maintenance & contingency expenses (38 per cent) and debt
servicing (2 per cent).
While the operating status (on a cash-basis) reflect a sound performance of the municipal
fund, and the municipal fund represents a comfortable closing balance of Rs. 14.78 crore,
there are substantial sums of outstanding liabilities in the form of electricity dues, salary
arrears, overdue loans and transfers to State Government, of Education Cess and
Employment Guarantee Cess, that the Corporation needs to service.
The following table presents a summary of the assets and liability statement of NWCMC
as on 31
st
March 2006.
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Table 22: Summary of Assets & Liabilities as of 31
st
March 2005
Description Amount (Rs. Lakh)
Liabilities
A Non-Debt Liabilities
1 Deposits payable 16.50
2 Outstanding power charges 695.11
3 Unspent grants 1,177.73
4 Unspent government loans 231.23
5 V Pay Commission Arrears 719.00
6 Government Education Cess to be paid 152.31
7 EGC to be paid 2.46
Total Non-debt Liability 2,994.34
B Debt Liability 4,867.46
Grand Total Liability 7,861.80
Current Assets
1 Closing cash / bank balance 1,477.61
2 Outstanding tax dues 1,390.55
3 Recoveries from staff 44.77
4 Out standing rents 70.08
5 Octroi receivable 361.55
6 Others 125.50
Grand Total Current Assets 3,470.06

It may be noted that the closing balance of Rs. 14.77 crore is largely constituted by
unspent government loans and grants amounting to Rs. 14.08 crore that are meant for
specific capital works and cannot be applied for other uses. The outstanding electricity
dues of Rs. 6.95 crore are disputed and the Corporation is negotiating with the MSEB in
squaring it off against Octroi and receivables from MSEB and paying the balance amount.
The other outstanding amounts need to be addressed at the earliest from revenue accruals.
NWCMC has recently paid off the outstanding loan amount of Rs. 50.81 crore (all of
which is through the State Government from public financial institutions like HUDCO
and LIC) as of December 2005 through a short term borrowing from a private financial
institution in order to avail of a discount of 70 per cent on the penal interest under the
Nirbhay Yojana of the Government of Maharashtra. Under this scheme, NWCMC got a
rebate to the tune of Rs. 14.66 crore (70 per cent of the penal interest of Rs. 20.95 crore).
The Corporation is keen on cleaning up its balance sheet and making it a more robust one
with improved revenue realization and financial management. This is demonstrated by its
action to avail of the benefits under the Nirbhay Yojana (which only about 5 ULBs in the
state have availed of), and other measures for revenue enhancement like, increasing the
property tax base in terms of number of assessments and revising the ratable values (by
about 60 per cent) to reflect market rates, setting up of zonal tax collection centers,
increasing Octroi rates (by an average of about 30 per cent), transit fees (by 42 per cent),
water charges by 10 per cent) and sewerage charges (by 100 per cent). All these
measures are likely to see a 40 per cent jump in the total revenue income in the FY 2006-
07 and a sustainable 8 per cent CAGR thereafter for the next 25 years. The Municipal
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Composition of Revenue Income
(5 yr average)
Municipal Taxes
10%
User Charges &
Fees
21%
Revenue Grants
7%
Octroi & Transit
Fee
62%
Corporation also has other plans for additional revenue realization, including promoting a
scheme for regularization of plots unauthorizedly sub-divided and sold under the
Gunthevaari scheme by private developers and land owners.
In addition, the proposed investments under the Guru-ta-Gadddi event and the JNNURM
scheme are likely enhance the revenue base and realizations of the Corporation
substantially.
15.2. Review of Municipal Finances
6.2.1 Revenue Account
The revenue account of the municipal corporation, constituted by recurring / operating
income and expenditures, has maintained a substantial surplus to the tune of Rs. 8.16
crore on an average during the last five years. A substantial portion of this revenue
surplus has been utilized for capital works in the city.
A. Revenue Income
The total revenue income of
NWCMC has grown from Rs. 28
crore in 2000-01 to about Rs. 34
crore in 2004-05 a CAGR of
just about 5 per cent. This low
growth is primarily due to a
stagnation in realizations at
about Rs. 19 crore from Octroi
during the last four years.
a. Income from Own Sources: The composition of revenue income includes revenues
primarily from own sources, which account for about 93 per cent of the total revenue
income, with the rest coming in the form of revenue grants. The key revenue income
sources of the Corporation are:
i. Octroi & Transit Fee (62 per cent): NWCMC levies Octroi on goods an
commodities brought into the city for commercial transactions as per a
schedule of rates fixed by it for different items. In addition a transit fee is
levied by it on commercial goods vehicles passing through the city at the rate
of Rs. 35 per vehicle. NWCMC has recently revised its Octroi rates
substantially (by a weighted average of about 30 per cent) and the transit fee
from Rs. 35 per vehicle to Rs. 50 per vehicle. These rates will be effective
from FY 2006-07 onward.
ii. Consolidated Property Tax (7.7 per cent): NWCMC levies a property tax of 29
per cent of the annual ratable value (ARV) of properties. There are a total of
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about 62,619 property tax assessments in NWCMC limits which together
account for a total ARV of Rs. 11.18 crore. The average ARV per assessment
is 1,785, which is very low and indicates substantial under-assessment. The
ARV was last revised in FY 1996-98. NWCMC is carrying out a fresh
assessment of all properties in the city and estimates that the number of
assessments would increase to about 65,750 for FY 2005-06. The ARV is
proposed to be revised to increase by about 60 per cent in the current financial
year, which would result in a total ARV of 18.78 crore (an increase of about 68
per cent).
The collection efficiency of property tax is on the lower side at about 34 per
cent (56 per cent on the current demand and 24 per cent on arrear demand).
iii. Other Property-based taxes (2.5 per cent): These include
Special Education Tax (2% of ARV for residential assessments and 4 %
of ARV for non-residential assessments)
Road Tax (2% of ARV)
Water Benefit Tax (3% of ARV)
Sewerage Benefit Tax (3% of ARV)
Fire Services Tax (3% of ARV)
Tree Cess (1% of ARV)
iv. Other taxes (0.5 per cent), including advertisement tax and miscellaneous
taxes. The realization from advertisement tax is in the range of Rs. 7 to 8 lakh
per annum, which the corporation proposes to enhance upto Rs. 25 lakh from
2007-08 onward through revision of tax rates.
v. Income from water supply (8.56 per cent): NWCMC realizes water charge by
way of a Special Water Tax at the rate of Rs. 1,500 per annum per domestic
connection (with built-up area of upto 2,000 sq.ft), Rs. 3,000 per annum per
domestic connection (with built-up area of over 2,000 sq.ft), and Rs. 6,600 per
annum per commercial connection. These rates were revised with effect from
FY 2005-06 onward, prior to which they were Rs. 1,320, Rs. 2,640 and Rs.
5,370 respectively. The total number of connections for FY 2004-05 were
18,524 (18,205 domestic connections and 319 commercial connections). The
number of assessments in the prior two years was 17,513, including 17,257
domestic and 256 commercial connections. The number of water connections
in NWCMCs purview is expected to increase by an additional 11,000
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connections, with the CIDCO colony in South Nanded being transferred to
NWCMC for maintenance.
The collection performance on the special water tax is 54 per cent (68 per cent
on the current demand and 47 per cent on the arrear demand).
In addition to special water tax, NWCMC realizes income from sale of water
through tankers, as well. It also levies and collects a water supply connection
fee at the rate of Rs. 2,000 per connection. There are about 100 connections
serviced through bore-wells installed at different fringe areas in the city.
NWCMC levies a flat Rs. 300 per annum from such assessments.
vi. Income from sewerage services (0.83 per cent): NWCMC levies a special
sanitation tax as sewerage charge on the properties that have a sewerage
connection. The rate of special sanitation tax is a flat Rs. 200 per annum per
toilet seat for domestic connections and Rs. 200 per annum per seat for non-
domestic connections. These rates have been doubled w.e.f FY 2005-06. The
Special Sanitation tax levied by NWCMC is very low and the administration
and collection of this charge is also very poor. This is attributed to the non-
functional sewerage system. NWCMC intends to bring in substantial
improvements in the existing sewerage system and to cover a large uncovered
area through fresh capital investments, following which it proposes to levy
higher user charges aimed at recovering full O&M costs. There are currently
about 23,120 toilet seats (21,490 domestic and 1,630 non-domestic) connected
to the sewerage system. The number of assessments has remained around this
range for the last three years (22,977 assessments in 2002-03 and 22,949
assessments in 2003-04).
The collection performance of special sanitation tax is about 42 per cent (61
per cent on the current demand and 26 per cent on the arrear demand)
vii. Income from other own sources (11.10 per cent): The other own income
sources of the corporation include:
Rent on municipal lands, markets, commercial buildings and marriage hall
Income from gardens, medical institutions and other health related income
Road restoration charges
Development charges and building permission fees
Other fees and charges including D&O trade license fee, birth & death
registration fee, etc.
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Composition of Revenue Expenditure
(5 yr average)
Establishment
Expenditure
60%
Debt Servicing
2%
O&M /
Contingencies
38%
Interest on investments (it may be noted that substantial amounts of upto
Rs. 12 crore of government grants are un-utilized, all of which are parked
in different bank accounts, which constitute for most of the interest
income)
b. Revenue Grants: About 6 to 7 per cent of the revenue income comes in the form of
grants from the State Government. The major items of revenue grant during the last
five years are:
i. Per Capita Road Grant (about Rs. 75 lakh per annum)
ii. Dearness Allowance Grant (discontinued since 2003-04, as it is not applicable
to Municipal Corporations - NWCMC was given a DA grant for five years
from the date of its being upgraded from a municipal council to a municipal
corporation in 1997-98)
iii. Teachers Salary Grant (50% of the actual salary payable to teachers in
municipal schools)
iv. Library Grant at a flat rate of Rs. 4.75 lakh per annum
v. Other revenue grants as may be decided by the state government for specific
purposes, including the likes of census grant, professional tax grant, vehicle
grant, etc.
The revenue grants of NWCMC have fallen from Rs. 5.23 crore in 2000-01 to Rs. 68
lakh in 2004-05.
B. Revenue Expenditure
The revenue expenditure of
NWCMC has grown from Rs. 20.5
crore in 2000-01 to Rs. 26.5 crore in
2004-05. The revenue expenditure
is constituted primarily by three
broad categories of expenditure, viz.
a. Establishment Expenditure (59.3 per cent)
i. Salaries of regular employees, including honorarium of elected representatives
(53.6 per cent)
ii. Salaries of temporary staff (2.43 per cent)
iii. Terminal benefits and pensions (3.3 per cent)
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The Municipal Corporation employs about 2,200 regular staff. It also pays terminal
benefits and pensions from its revenue account, out of the municipal fund, rather than
building up a pension fund. The Corporation proposes to establish a contributory
pension/provident fund for all new employees that join from FY 2006-07 onward.
While the establishment expenditure at 59 percent may appear to be on the higher
side, it may be noted that this is primarily due to the manpower intensive service-
oriented nature of select municipal functions such as conservancy, water supply,
sewerage, education, etc. The Maharashtra Municipal Accounts Code, 1971 has
prescribed a formula to ascertain the actual extent of expenditure on administration
and management and has recommended a ceiling of 42 percent of the total municipal
income for establishment.
As per Form XXV of the Maharashtra Municipal Accounts Code, 1971, the
computation of percentage of establishment expenditure to total municipal income is
as follows:
% Establishment Expenditure to
Municipal Income
= [(C-D)/(A-B)] X 100, where
A is total municipal income
B is total income from special sanitary cess,
special water rate, drainage tax, urban family
planning center grants, primary education
grants, secondary education grants, fair price
shops, bus service and municipal theaters
C is the total municipal establishment
expenditure (on salaries)
D is salary/ establishment expenditure on
special conservancy, water supply, drainage,
family planning center, primary education,
secondary education, fair price shops, bus
service and municipal theaters

According to the above formula, the average percentage of establishment expenditure
to the municipal income during the last five years is about 23 per cent well within
the recommended 42 percent ceiling. Table 23 presents the computation of the
percentage of establishment expenditure to the municipal income as per the formula
prescribed by the Maharashtra Municipal Accounts code, 1971.
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All Amounts are in Rs. Lakh
Sl. Description 2001 2002 2003 2004 2005
A Total Municipal Income 3,266.59 3,444.77 3,554.29 4,008.60 3,779.70
B Income from
Special Sanitary Cess 24.65 26.98 25.36 26.92 27.80
Special Water Charges 204.66 247.47 231.30 301.38 330.88
Drainage Tax 4.29 7.12 7.59 8.17 9.08
Urban Family Planning center (Grants) (4.00) (3.00) (2.00) (1.00) -
Primary Education (Grants) 130.00 111.59 28.50 32.26 47.27
Secondary Education (Grants) - - - - -
Fair Price Shops - - - - -
Bus Service - - - - -
Municipal Theater - - - - -
Sub-Total (B) 359.59 390.16 290.75 367.73 415.03
C Total Municipal Establishment Expenditure 998.35 1,384.37 1,229.88 1,297.15 1,414.88
D Establishment Expenditure on
Special Conservancy Staff 281.68 364.47 362.49 383.31 425.05
Special Water 44.69 57.99 57.43 60.38 80.62
Drainage 21.28 28.15 28.25 29.13 32.89
Urban Family Planning center - - - - -
Primary Education 84.11 169.07 36.59 43.05 42.74
Secondary Education - - - - -
Fair Price Shops - - - - -
Bus Service - - - - -
Municipal Theater - - - - -
Sub-Total (D) 431.76 619.68 484.77 515.88 581.31
% Expenditure on Establishment {(C-D)/(A-B)} 19.49% 25.03% 22.83% 21.46% 24.77%
Composition of Revenue Expenditure - By Use (5-yr average)
General
Administration
9%
Revenue
Administration &
Collection
9%
Water Supply
25%
Sewerage &
Sanitation
2%
Conservancy
20%
Public Works &
Roads
6%
Medical & Health
Facilities
10%
Education
6%
Others
5%
Fire Services &
Street Lighting
6%
Debt Servicing
2%
Table 23: Computation of % Establishment Expenditure to Municipal Income
b. Operation & Maintenance Expenditure and Contingencies (38.35 per cent),
comprising expenditure on
operation and maintenance
of services and other
expenses, like stationery
and printing expenses, fuel
and routine maintenance
expenses for vehicles and
equipment, power charges,
etc.
c. Debt Servicing Expenditure (2.33 per cent): NWCMC has an outstanding debt of
about Rs. 50 crore as on year ending 2005. This includes about Rs. 48.6 crore of old
loans from HUDCO and LIC for its water supply and sewerage works executed by
MJP and about Rs. 2.3 crore of loans under IDSMT Scheme. NWCMC has been
servicing only the latter loan to the tune of Rs. 40 lakh per annum from 2000-01 to
2003-04. NWCMC has recently (February 2006) borrowed a sum of Rs. 50 crore to
settle the outstanding old loans including overdue and penal interest so as to avail a
rebate to the tune of Rs. 14.66 crore (70 per cent of the penal interest of Rs. 20.95
crore) under the Nirbhay Yojana (Scheme) floated by the Government of
Maharashtra.
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All amounts are in Rs. Lakh
Sl Description FY ending --> 2001 2002 2003 2004 2005
Avg. Share
(%)
CAGR
(%)
1 General Administration 170.72 203.35 196.23 263.05 210.44 8.85 5.37
Establishment 134.59 163.23 151.98 184.97 155.62 75.72 3.70
O&M/Contingencies 36.13 40.12 44.25 78.08 54.83 24.28 10.99
2 Revenue Administration & Collection 166.06 219.56 223.51 218.66 245.98 9.10 10.32
Establishment 158.51 206.52 212.55 203.02 229.33 94.06 9.67
3 Fire Services & Street Lighting 102.04 97.81 143.79 139.19 171.17 5.54 13.81
Establishment 23.25 33.23 33.58 31.24 36.60 24.14 12.01
4 Water Supply 517.80 489.45 529.19 613.97 706.51 24.21 8.08
Establishment 74.79 95.24 101.36 113.08 114.27 17.46 11.18
5 Sewerage & Sanitation 59.21 63.78 65.40 55.34 50.34 2.49 (3.98)
Establishment 32.88 38.49 41.14 38.58 43.57 66.19 7.30
O&M/Contingencies 26.34 25.29 24.27 16.76 6.76 33.81 (28.81)
6 Conservancy 365.57 459.16 464.62 497.66 527.94 19.62 9.62
Establishment 295.34 385.22 391.36 415.81 473.08 84.70 12.50
7 Public Works & Roads 168.61 151.46 130.83 144.82 138.81 6.23 (4.75)
Establishment 62.06 96.08 98.44 102.99 119.25 65.19 17.74
8 Medical & Health Facilities 171.75 237.30 247.21 274.65 307.25 10.49 15.65
Establishment 161.54 225.06 232.92 241.51 284.58 92.53 15.21
9 Education 92.18 185.89 124.17 139.40 159.04 5.94 14.61
Establishment 84.83 169.63 37.61 45.66 48.46 55.12 (13.06)
10 Others 86.07 124.83 169.19 100.17 133.78 5.20 11.66
Establishment 53.43 79.03 76.41 76.85 91.14 61.38 14.28
11 Debt Servicing 158.27 32.31 43.83 40.18 - 2.33 (100.00)
Total 2,058.29 2,264.89 2,337.98 2,487.09 2,651.24 100.00 6.53
Total Establishment 1,081.21 1,491.74 1,377.36 1,453.72 1,595.90 59.32 10.22
Total O&M / Contingency 818.80 740.84 916.78 993.20 1,055.34 38.35 6.55
Department-wise, water supply (25 per cent) and conservancy (20 per cent) account for
bulk of the revenue expenditure, followed by medical and health (10 per cent), general
administration and revenue collection (9 per cent each), education, public works and
street lighting (6 per cent each), sanitation (2 per cent) and others/miscellaneous 5 per
cent). Table 24 presents the sector-wise establishment and O&M expenditure of
NWCMC for the last five years.
C. Status of Revenue Account
The revenue account has maintained a healthy surplus to the tune of an average Rs. 8.15
crore during the last five years. The operating ratio during this period has been in the
range of 0.72 to 0.78, with an average of 0.74. Almost all of the revenue surplus has been
applied to capital works.
Table 24: Department-wise Revenue Expenditure of NWCMC

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6.2.2 Capital Account
A. Capital Income
The capital income of NWCMC during the review period has been solely in the form of
grants for specific schemes, including the Central Finance Commission Grant, Special
State Government Grant for infrastructure development, small & medium city
development grant, MLA / MP development grants, backward area development grant,
slum development grant, etc. A detailed list of capital grant receipts during the last five
years is presented in Annexure III Summary of Municipal Finances. The total capital
income during the last five years was Rs. 21.7 crore, at an average of Rs. 4.34 crore per
annum.
B. Capital Expenditure
The total capital expenditure during the last five years was to the tune of Rs. 55 crore at
an average of Rs. 11 crore per annum. Bulk of this expenditure has been on small
assorted works in the city, with the bulk of the expenditure having been on public works
(including city beautification) at 44 per cent, roads (24 per cent) and water supply &
sanitation (6 per cent each). About 11 per cent of the capital expenditure was against
specific scheme-based grants.
C. Status of Capital Account
The capital account has maintained an accumulated negative status to the tune of Rs. 33
crore during the last five years, at an average of Rs. 6.73 crore per annum, which is
essentially funded from revenue surpluses.
6.2.3 Overall Status of the Municipal Fund
The overall status of the municipal fund has been between Rs.90 lakh and Rs. 5.15 crore
during the last five years, except for 2004-05, when it was a negative Rs. 3.25 crore. This
is primarily due to a substantial capital investment in 2004-05, which was essentially
funded out of cash reserves. The closing balance of the municipal fund at the close of FY
2004-05 was Rs. 14.78 crore, most of which was unspent capital grants (Rs. 11.78 crore)
and loans (Rs. 2.31 crore).
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IV. NANDED VISION 2025 AND CITY DEVELOPMENT STRATEGY

1. EMERGING CITY SWOT

Nanded is a city with a strong religious and socio-cultural base and a historical origin
dating back over four centuries. It evolved as a trading center and due to its religious
character continued to remain as a center of religious tourism. It is generally evidenced,
however, that the economy and quality of living have stagnated over the last decade. The
most acute symptoms of the stagnation include closure of industries and the textile mills,
slow job growth, slum proliferation believed to house a sizeable proportion of the citys
total population and high cost of land and housing.
These have been accentuated in case of Nanded due to demise of its mainstay textile
industry and the relative lack of infrastructure investments that failed to keep up with
increasing population or to allow the necessary expansion of the urban economy into
surrounding areas. These issues have been exacerbated by the lack of integrated planning,
fragmented governance and weak fiscal systems.
The SWOT analysis performed for Nanded is summarized below. While its key strengths
remain due to its being a regional center, availability of adequate water, presence of an
airport and proximity to international airports, which could be leveraged to attract
investments in the industrial sector and boost trade and commerce. The new industrial
policy formulated by the Government of Maharashtra with a special package for
Marathwada region is expected to give a fillip to the development of Nanded.
Strengths

An important pilgrim destination with
annual tourist flow of over 1 million
Regional Education and Health Care
Center
Conferred a Holy city Status due to the
presence of Sachkand Gurudwara
Second largest urban centers in
Marathwada region of Maharashtra
Proximity to International Airports: viz
Hyderabad and Nagpur
Economy driven by trade, commerce and
services
Adequate water supply source in close
proximity of the city due to river Godavari
flowing across the city
New airport is under development stage
likely to improve the connectivity to the
city
Weaknesses

Inadequate and poor quality Infrastructure
Lack of financial resources due to low User
Charges as well as recovery
Imbalanced land use due to poor
infrastructure network leading to
congestion in the old city
No public transport system contributing to
the environment pollution due to large no.
of 2/3 wheelers
Inadequate Institutional capabilities
Declining industrial activity
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Its religious and cultural potential has presented Nanded with opportunities for exploiting
tourism for as an economic activity. Several tourism hotspots of religious and historical
significance the city are popular attraction centers. With proper marketing and branding,
tourism can be the major economic activity for the city.

The Gur-ta-Gaddi tercentenary celebrations as well as the citys nomination under the
JNNURM as the eligible city for grant assistance in the religious/heritage category
presents the city with a tremendous opportunity to develop city infrastructure to cater to
its citizens as well as pilgrims. Substantial assistance is expected which could be utilized
and leveraged to meet the citys long term requirements and meet its objectives/vision.

Possible threats to the developmental process and citys emergence as a regional center
are felt in the form of growing neighbouring economic centers and negative investor
perception. These may be overcome with strategic policy level interventions, some of
which are already being implemented by the State Government, under its initiative for
development backward regions, while marketing, branding and infrastructure
development are expected to overcome the investor perception. These are summarized
below

Opportunities

Infrastructure Development in all sectors
could be the key economic driver in the
medium term
Proximity to three large cities with
international connectivity can transform
Nanded into a strong regional economic
hub
Strong potential to emerge as vibrant
Tourism, Educational and Health Care
Destination in the region as well as
generate better employment and
entrepreneurial opportunities
Large tracts of undeveloped land in the
newly merged region offers potential for
development of Housing, Business
Districts and other facilities.
Access to Assistance under JNNURM
Access to special assistance for Gur-ta-
Gaddi Tercenennary celebrations

Threats

Inter-Regional Competitions for Economic
Space
Possible Degeneration in Socio Economic
Status Due to lack of infrastructure
facilities and promotion of economic
drivers
Prospective degradation of environment
due to Water and Air pollution
Negative investor perception (Private
Sector) due to lack of developmental
approach

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2. STAKEHOLDER PRIORITIES

The stakeholder meetings and planning for development of citys infrastructure to meet
the immediate requirement of the tercentenary celebrations in Nanded have led to setting
out a conscious effort of the Government and the citizens in planning and defining
priorities. The ensuing discussions and consultative approach have led to the general
consensus among all on the emerging priorities. These are summarized below
Development of Gurudwara and its surroundings
Development of approach roads to the Gurudwara and leading to the ghats
Development of riverfront area and walkways connecting all religious sites along it
Development/Beautification of city roads, link roads and improvement of roads and
transport infrastructure and traffic management
Improvement to water supply and drainage and implementing underground drainage
system in city
Development of industries
Development of hotels, satsang hall, yatri niwas, camping facilities, temporary
arrangements for pilgrims
Improvement of slum areas
Public transportation
Development of speciality hospital and Upgradation of government medical college
and hospital
Development of water reservoirs for ritual bathing, ghats with bathing and sanitation
areas
Development of support systems/facilities for law and order, traffic management, fire
services and trauma care/accident management
Development of power supply facilities and underground cabling network
The vision focuses on the above and sets out priorities for meeting the short term and long
term vision of the city and its infrastructure development programme.
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3. NANDED VISION 2025
To transform Nanded into a vibrant regional economic hub, through
urban renewal and infrastructure development
The goals to achieve the vision are:
a. Sustainable economic development on the basis of inherent strengths of the city
through promotion of health, education, tourism and industrial sectors focus on
local employment opportunities
b. Planned city growth, conservation of the core city area, its cultural heritage and
revitalizing the River Godavari as the core functional element of the city
c. Integrated infrastructure development with a focus on strengthening existing systems,
augmentation, equitable coverage and sustainability
d. Access to housing and urban basic services to the urban poor
e. Efficient institution that is responsive to citizen needs. Improved capacities for day-
to-day functioning, planning, service delivery and maintenance
f. Improved financial management improved budgeting, financial accounting &
reporting systems and revenue enhancement to ensure financial sustainability
Nanded Vision 2025 A few Glimpses

Riverfront in Nanded Typical Main Street
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Typical Road Intersection Typical Courtyard in Inner City Area

Inner Street (Low Income Area) Weekly Market
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4. SECTORAL GOALS AND STRATEGIES
4.1. Economic Growth Strategies
Goal: Sustainable economic development on the basis of inherent strengths of the city
through promotion of health, education, tourism and industrial sectors focus on local
employment opportunities

Due to its strategic location as a regional center over a radial distance of about 250-300
km and availability of water, the key drivers supporting the economic development of
Nanded are identified as:
a. Health Sector
b. Tourism and Entertainment sector
c. Industrial Development agro-economic zones
4.1.1. Promoting Health Sector
Health services are an integral part of the essential social services required to support
economic development. On one hand the region has historically lacked attention, due to
which there has been limited investments and development in the sector. As a result,
limited development has been witnessed in health sector through public resources.
Privately run small hospitals have mushroomed in Nanded, which provide little comfort
to the backward and economically weaker sections. To meet the growing needs of the
region of over 10,000 sq. km., there is a felt need to evolve Nanded as a regional center
for advanced secondary and tertiary healthcare services. The sectoral development could
be supported by the present medical college, which could also be upgraded to a research
center for advanced studies in medical research.
While the city is poised to grow, this calls for emergence of health services and hospitals
to cater to the increasing requirements. Owing to easy availability of medical
professionals due to the presence of a medical college, good connectivity by air and
road/rail, and relative inexpensiveness of treatment in comparison to Mumbai or Nagpur,
Nanded has the potential to be a preferred regional destination for accessing secondary
and tertiary health services. It could build upon its professional strengths and connectivity
to national destinations for this purpose.
The demand for such services needs to be strategically tapped. It is a well established fact
that investments in the sector would depend upon economics, affordability, availability of
professional resources, access/connectivity linkages and accommodation facilities for
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post-operative care. The concept of a dedicated healthcare center could be explored
within the existing framework.
The idea of promoting a regional healthcare center in Nanded needs to be explored on
priority. The concept could focus on provision of healthcare facilities, post-operative care
and all other relevant infrastructure in a clearly delineated geographical area. The
healthcare center could also promote related support facilities such as clinical research
centers and medical college. A demand analysis study should be undertaken including
scoping and sizing of facilities to delineate potential for development in the short and
medium term. The availability of land for this purpose needs to be explored immediately.
The healthcare center may be developed through an SPV route with or without
participation by the Corporation or the State Government. The Corporations exposure
could be to the extent of provision of land for proposed development and sanction of all
such local permissions.
The development of health sector facilities is urgent keeping in mind the Gur-ta-Gaddi
Tercentenary celebrations as well as the gap in provisioning with special focus on making
it affordable and accessible to the poor and economically backward sections of the
society.
4.1.2. Promoting Education Service Sector
The medium term strategy for education sector includes positioning Nanded as a
Regional Hub for Education. The city already houses institutions for higher education
such as the university, medical college, law college, engineering college, management,
agri sciences and others which attracts students from the region all around Nanded. This
institutional set-up positions the city to develop strategies around the existing strengths
and provide further opportunities in a dedicated manner for education purposes. This will
provide supply of educated staff/ workforce which would be required to support the
economic development of the city.
Area in South Nanded which already houses the University, engineering college and the
proposed Government Medical college, has the potential to evolve into the educational
zone/sector of the city. Greater thrust and identification of Education Zone in the
Development Plan will help in developing the required facilities to support educational
services. This also needs to be backed up with hostel accommodation, which will help
students from the captive region.
In line with the citys vision and future developmental strategies, thrust on education to
support hotel management, hospitality & catering industry, tourism, etc. has been
proposed. There would also be greater need to support manufacturing activities and
promote local skill sets in technological support.
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4.1.3. Promoting Tourism and Entertainment
Tourism and entertainment constitute another key ingredient of Nandeds development
strategy. Nanded has the essential features of a potential heritage and pilgrim tourism
destination, which could be exploited. One of the key strategies is to designate in the
Development Plan for South Nanded a Special Tourism Zone and undertake necessary
concept building and strategy for attracting investments into it.
The Gur-ta-Gaddi tercentenary celebrations are expected to be launched globally which
would attract substantial number of national and international tourists and Sikh devotees.
This event is expected to catapult Nanded on the international front. This opportunity
could be explored to position Nanded and market its potential which would further
enhance/support its development. Branding and marketing are key to boost Nandeds
tourism potential.
There is a huge number of domestic tourists traveling to Nanded either for tourism or
commercial reasons. However their stay in Nanded is limited to a short duration focused
around the existing pilgrim attractions. One of the reasons cited is limited
entertainment/tourism hotspots that could facilitate family entertainment or leisure
tourism. This calls for concerted efforts for promotion of entertainment areas/activities
which could also boost tourism.
One of the strategies for tourism related economic development is to evolve strategies to
extend the duration of stay of tourists by creating leisure areas/activities, developing
tourism circuits linking all places of religious/commercial interest around Nanded, which
will serve to evolve Nanded as the center for enhancing stay and experience.
Nanded has been recognized as a cultural center and has been host to many socio-cultural
events such as the Natya Sammelan. This potential also needs to be showcased.
Certain locational features facilitate adding leisure/heritage facets to the city such as:
a. River-based leisure activities
b. Water sports
c. Designated Heritage walk tracing the history of late Guru Gobind Singh
d. Sound & light show, musical events showcasing heritage
e. Heritage Garden showcasing physical model, historical development and spread of
Sikhism
f. Renewal and conservation of old city area
A. Riverfront Development
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The city has about 5 km stretch of riverfront which has significant potential to be
developed into an attractive landscaped leisure area.
The riverfront area on the left bank of the Godavari river is interspersed with bathing
ghats and Gurudwaras. The concept of riverfront development on the left bank could
therefore feature on a riverfront heritage walkway, improvement to bathing ghats for
ritual bathing, developing sanitation facilities, public conveniences and relocation of
burial facilities, embankment wall and landscaping. The project could be structured with
grant assistance for developing the heritage walk connecting the Gurudwaras, landscaping
and improvement to bathing ghat as a heritage project.
The riverfront on the right bank in south Nanded could be developed with landscaped
garden and walkway as it has substantial amount of relatively undeveloped land alongside
the riverbank. The implementation of this component could be phased out along with land
development component in South Nanded.
Demand analysis of this unique project should be undertaken featuring on willingness to
pay for pay-n-use facilities for parking, leisure walk or garden to the extent feasible.
Parking facilities could be provided which could provide some revenue for meeting the
operating costs. Advertising and limited commercial activities could also be considered to
the extent feasible for meeting the operating costs. Implementation road map needs to be
prepared which would phase out the components and costs to the extent sustainable for
the Corporation. Innovative revenue mobilization strategies and packaging shall be
reviewed for structuring on a cost recovery format to meet the recurring/operation and
maintenance costs to the extent feasible.
B. Other Tourism Activities
The important heritage locations/precincts in Nanded should be renovated and dovetailed
into the itinerary Tourist routes. This should include heritage/pilgrim tourism in and
around Nanded.
Based on the inherent strength of the rich and cultural heritage, Nanded has its own charm
and attraction which needs to be explored among tourists whether domestic or
international. The Event based or Experiencing activities need to form part of the concept
and facilities, programs and experiencing to be developed so as to provide a memorable
experience and a snapshot of the glorious past and the religious significance attached to
its various properties. The old city area around the Sachkhand Gurudwara should be
developed to provide experiencing events such as the Heritage Walk Tracing the life of
late Guru Gobind Singh. A proper study is however required to fully exploit the potential
of heritage tourism.
Besides the Gurudwaras, Nanded also has other religious sites, such as the famous
Renukadevi temple at Mahur, Kaleshwar temple, Parli Vaijnath temple and Nagnath
temple which could form part of the tourism circuit in and around Nanded.
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With retention of water in Godavari due to proposed water reservoirs, water sports could
be explored. An inland waterway project has been sanctioned for Nanded of which
terminal facilities could also be used for this purpose. This is expected to attract local and
domestic tourists.
Amusement park at Nanded for children will provide the much needed outlet for the
younger population. Likewise, the new facilities for entertainment such as the multiplex,
as well as retail marketing could be explored which will give a different experience. Such
facilities are typically lacking in the city and will definitely add to the quality of life.
Although the aforesaid measures constitute a few projects to start with, this effort needs
to be backed with a tourism strategy that is focused/attracts the key players to invest and
enhance Citys tourism and entertainment potential.
4.1.4. Promoting Industrial Development
The increase in production from agriculture and allied activities has undoubtedly a very
prominent role in the process of economic development. But in a predominantly agrarian
economy like that of Nanded district, where the pressure of population on land is already
very high and is constantly increasing, the solution to the slow progress of economic
growth and living standard lies in the diversification or major economic activity, a
process which largely depends on the rapidity of industrial development.
Nanded district, although rich in agricultural resources, manpower and bovine population,
is industrially backward. Seventy-six per cent of its population is directly dependent on
agriculture. There is however sufficient scope for the development of the industries in the
district. Lack of the facilities for quick and easy transport, inadequacy of entrepreneurship
and promotional capital, and the apathy of the government in the past Nizam State regime
towards this part of the region were the factors responsible for the backwardness of
Nanded district. Besides the economic reasons" some non-economic causes, which held
up the industrial development of this region, were the educational backwardness resulting
in the lack of technical knowledge, political insecurity, and shyness of promotional
capital.
Nanded district, as stated previously is essentially an agricultural area producing
important, cash crops, like cotton, oilseeds and food grains, such as, pulses, wheat and
jowar. This explains the predominance of industries, such as, ginning and pressing.
extracting vegetable oils, decorticating and dal milling, etc. Production of groundnut and
cotton seeds has helped the establishment of the agro-industry of oil-seeds crushing.
The emergence of industrial estate at Nanded has made a beginning in the field of light
engineering works. Gur manufacturing is also an important industry in the district which
is purely seasonal in character. The important cottage industries in the district are
weaving, tanning, carpentry, metal works, (utensils), smithy and brick making
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The city has potential for industrial development primarily due to its proximity to water
source such as Godavari, an airstrip and good road connectivity. With the proposed
strategy for economic development, development of good airport and widening of
highways, educational development, the district is poised towards industrial development.
The Industries department of the Government of Maharashtra has been in the process of
finalizing the Industrial Location Policy, which would define scope for industrial
development. From an economic perspective, Nanded is excellently positioned to develop
an agro-processing zone and agri-export zone. With water not being a constraint,
availability of quality power for development, Nanded is proposed to be marketed as an
attractive destination for agro-based industrial development. Banana and citrus fruits
cultivation being prominent in the region, the local produce marketing, branding and
packaging/processing industry could be explored.
Having its key strengths in the cotton textile and handloom industry, this also could be
exploited in the form of a Textile park (non-polluting manufacturing base).
The MIDC within Nanded should formulate a new strategy for tapping industrial
development in and around Nanded. The following action points are summarized for
industrial and commercial development which would boost economic trade and
investment potential in Nanded:
a. Delineate strategy for agro-based industrial development
b. Identify/carve out designated area for floriculture park, SEZ/agro-economic zone
(AEZ) for promoting exports
c. Firm up industrial location policy for Nanded
d. Identify support facilities required from commercial/economic perspective which
would strengthen trade and commerce from Nanded e.g. banking sector development,
truck terminal, trading markets etc.
e. Small industries area use should be changed to mixed use that will permit exploiting
commercial potential along with non-polluting industries base to be set up in Nanded.

4.2. City Growth Management Strategies
Goal: Goal: Goal: Goal: Planned city growth, conservation of the core city area and revitalizing the river
Godavari as the core functional element of the city
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4.2.1. Directing City Growth
NWCMC should make a conscious effort at controlling the city sprawl in a phased and
planned manner, adopting best practices in urban development and planning norms.
There is an opportunity in the form of availability of large undeveloped tracts of land in
south Nanded, where development can be planned and regulated in a phased manner. The
growth management strategy should thus focus on:
a. Controlling and guiding urban sprawl in a phased manner applying modern principles
of physical planning and growth management
b. Planning and providing for infrastructure, including connectivity in line with the
intended growth plan, rather than attempting to only service already congested areas
the focus should be on dispersing growth more evenly across the city.
c. Applying innovative methods of using land as a resource to finance development,
like TDR, FSI banks and land pooling mechanisms like the TP Scheme, etc.
d. Formation of a Special Planning Authority covering NWCMC and urban fringe
areas, under provisions of the MRTP Act, 1966 to arrest indiscriminate sprawl and
ensure equitable and sustainable urban development
4.2.2. Urban Renewal and Conservation of Core City Fabric
The historic core of the city is unique and presents evidence of traditional living
functional elements, building typologies and construction methods and architecture. Over
the years, most of the traditional city fabric has been lost to rampant construction that is
not in sync with the organic built form and fabric. This has led to degeneration of the
area, imposing tremendous pressure on the infrastructure systems in the area and
deteriorating quality of life. The focus should be on reviving and conserving the original
character of the area and reviving the functional relationship of the area with the river.
The principles for urban renewal and conservation should focus on:
a. Revitalizing and conserving key heritage elements, including the river Godavari in
Nannded
b. Promotion sustainable management of the Historic Area
c. Ensuring that the unique qualities and Conservation Values are understood and are
sustained in the future whilst maintaining and promoting Nanded as a living and
working city which benefits from Heritage Conservation and Management
d. Improve physical access and interpretation, encouraging all people to enjoy and
understand the Historic area
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e. Improve public awareness of and interest and involvement in the Cultural heritage of
Nanded, achieving a common local, national and international ownership of Cultural
Assets
f. Devise an institutional and management framework for heritage identification,
development and conservation
A. Understanding peoples perception of the historic area
Understanding the peoples perception of their Cultural Assets is very crucial before
planning any Conservation program. Very often it is seen that such programs are planned
by Government organizations and Conservation Specialists who have a limited view of
the scenario. Cultural Assets are eventually owned by the local residents therefore
incorporating their ideas, views, knowledge and memories of the place, how they relate
and interact with their heritage assets would be crucial for planning any conservation
activity in the area. This approach would also ensure ownership of the Conservation
Initiatives.
B. Delineating the cultural heritage study area
Initially it is essential to delineate a Cultural heritage study area in the larger context of
the city through field reconnaissance for undertaking detailed research and documentation
activities. The boundaries of the study area in the beginning would be flexible so as to
incorporate all the cultural assets. This study area after a Comprehensive Heritage
Conservation and Management Plan has been adopted would translate into a Cultural
Heritage Zone with legal sanctity.
C. Research and documentation of cultural heritage assets
Intensive research activity and a detailed study of the historic area need to be undertaken
before planning any interventions in the Historic area. The study needs to:
a. Document and establish the cultural significance of the historic area
b. Prepare an inventory of Heritage structures and spaces having Conservation values
c. Carry out a detailed listing and grading of all potential heritage structures and spaces
d. Document the existing condition of the Cultural assets and the issues concerning
them
e. Document the intangible Cultural assets like traditional functions, lifestyles, religious
beliefs, fairs and festivals, etc.
This activity would bring to light the exact nature of the Cultural Heritage Assets, type
and typologies existing, their geographical spread, numbers and concentration. It would
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also highlight the urgent issues that need to be addressed on an emergency basis to
undertake first aid measures for protecting the Heritage Assets under the guidance of
Conservation specialists.
D. Integrating conservation with developmental initiatives
Till such time that a legal and institutional framework for conservation and
redevelopment is put in place a Heritage Committee needs to be formed having equal
representation of all the stakeholders and specialists in Urban Conservation, historians,
artists, sociologists, environmental specialists, planners, architects, local craftsmen,
artisans, local NGOs, etc for monitoring conservation and developmental activities in the
historic area.
Until a Comprehensive Heritage Conservation and Management Plan has been prepared
and adopted, all developmental activities in the historic area need to be scrutinized by the
Heritage Committee to ensure that there is no threat to the Cultural Assets of the Historic
area.
E. Community participation: integrating conservation with peoples life
The participation and the involvement of all the stakeholders especially the residents is
essential to the success of the Conservation activity and should be encouraged. Strategic
partnerships need to be built through awareness promotion campaigns, workshops and
exhibitions educating stakeholders on the history, traditional lifestyles and cultural
significance of the heritage assets needs to be organized. Heritage Walks can be an
effective means for familiarizing the residents with their Cultural Assets. A sensitive
Heritage Signage system for the historic area can be another way of highlighting the
Cultural Assets of the historic area.
Clean and green city campaigns can also be undertaken by the Municipal Corporation to
ensure sanitation and hygiene in the Historic area. Local NGOs can be roped in these
activities.
These activities would instill a sense of pride in the residents of the Historic area, make
them aware of the fact that the Cultural Heritage Assets are substantial investments made
by our previous generations and should not be allowed to waste. Such measures will also
sensitize them to the environmental value of these resources.
F. Reviving traditional materials, technology and skills
There is need to create a database of traditional construction methods, materials and skills
that would be of use for undertaking specific Conservation interventions. Capacity
building and training of local artisans in use of traditional construction technology, skills
and materials needs to be undertaken.
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G. Incentives and concessions for heritage conservation
Fiscal incentives need to be provided to owners/occupants of heritage assets to encourage
maintenance and conservation activities. Actual interventions need to be undertaken
under the guidance of Conservation specialists.
F. Managing heritage / religious tourism
Religious tourism based on the Sikh Cultural Heritage is a very important phenomenon in
Nanded. The Sachkhand Gurudwara and seven other Gurudwaras associated with the life
of Shri Guru Gobind Singh (including Naginaghat Sahib, Bandaghat Sahib, Maltekdi
Sahib, Hiraghat Sahib, Shikharghat Sahib, Sangat Sahib and Mata Sahib Gurudwaras)
constitute the major attraction of pilgrims to Nanded city. There exists a well established
Sikh pilgrim circuit focused around these eight Gurudwaras, having the nucleus of its
activities around the most important Gurudwara of Sachkhand Shri Hazur Abchalnagar
Sahib. Five out of eight of these Gurudwaras are within the Municipal limits while three
of them are beyond it in the countryside. In the wake of the Gur-ta-Gaddi Tercentenary
celebrations of Shri Guru Granth Sahib and Parlok Gaman of Shri Guru Govind Singhji a
number of interventions like upgradation of infrastructure, provision of tourist facilities,
rehabilitation works, road widening, provision of new access points to the main
Gurudwara in the city through the historic area by the construction of new bridges, etc is
being planned. A number of activities and interventions on the Godavari riverfront are
also being planned by the Government as well as the Gurudwara Committee. Some of
these interventions have been approved while others are under consideration at various
levels in the State and the Central Government.
The Sachkhand Gurudwara Board has also undertaken the preparation of a Master Plan
for Gurudwara Sachkhand Shri Hazur Abchalnagar Sahib. The proposal involves a
number of developmental activities both within and around the Gurudwara and
development of the river front at the Nagina Ghat. Since few heritage assets like the old
Baradari, Taksala, Modi Khana, etc. are present inside the Gurudwara, therefore the
proposals planned as per their Master Plan need to be scrutinized to ensure the integrity of
the Cultural Heritage Assets. At the Government level also River Front Development is
being undertaken. As regards the proposed River Front Development works at the Nagina
Ghat it should be ensured that all the River Front Development works should be as per a
common Master Plan and repetition of similar planning activities by different
organizations should not be allowed.
In addition, to the Gurudwaras, other places of religious significance in and around
Nanded need to be developed and packaged as a religious tourism offering such places
include Ardhapur, Maralak, Shankh Tirth, Shikhar ghat, Mata Sahib, Trikut / Hira Ghat,
Kaleshwar, Markand and Bawri Nagar.
G. Formulating a comprehensive heritage conservation and management plan
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Conservation of the Historic Area is an ongoing activity and is closely linked with urban
and regional planning initiatives. For the successful conservation of the historic area
Comprehensive Heritage Conservation and Management Plan with a long term
perspective needs to be formulated.
4.2.3. Riverfront Development
NWCMC to develop a master plan for the development of the riverfront in Nanded city
so as to restore its functional relevance and scenic beauty. The river traverses across the
city from the barren tracts of land in the east, as it enters the city limits to the Goverdhan,
Nagina Ghat Gayatri Mandir in the city center to the core inner city area in the western
edge. The northern bank of the river is substantially developed, while the southern bank
is barren land. The riverfront development plan needs to address the sensitivities of the
varying character along the river banks and provide appropriate development treatments
for instance, there could be more intense development and access to the river at places
associated with religious activities to redevelopment and conservation activities in the
core city area to sparse built development along the southern bank.
4.3. Infrastructure Development Strategies
Goal: Integrated infrastructure development with a focus on strengthening existing
systems, augmentation, equitable coverage and sustainability

The strategy for infrastructure development focuses on integrated development of
infrastructure with specific attention on rehabilitation and refurbishment of existing
systems, augmentation, better operation and maintenance, institutional development and
capacity building for better O&M and sustainability.
Detailed sectoral master plans to be prepared to address the key focus areas listed above
and project identification and phasing.
4.3.1. Water Supply
The strategy for water sector focuses on the urgent need to meet immediate requirements
and long term needs for efficient management. The broad strategies emerging based on
existing situation assessment include:
a. Benchmark and strengthen the existing system
b. Bring in efficiencies in system and operational performance
c. Develop core strengths in O&M for better management of the service
d. Enhance revenue management system
e. Undertake training and capacity building of core team
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f. Augment the existing system to cater to entire population
A. Existing System Benchmarking and Strengthening
The NWCMC needs to carryout a comprehensive assessment for benchmarking the
existing system including condition assessment, mapping, auditing for system
performance in terms of water and energy audits, operational performance in terms of
management. The rehabilitation and refurbishment measures should be taken up before
embarking on a long-term source augmentation and distribution network plan. A
scientific zoning system needs to be worked out. The existing system refurbishment
should attempt to salvage as much as possible of the existing network of over 500 km in
an integrated manner.
The underlying need is to ensure equitable distribution of water supply based on designed
supply level such as 140 lpcd (at the consumer end) for domestic supply and so forth for
each consumer category on a continuous basis. Strengthening of the existing system shall
be necessary to ensure efficient supply with minimum losses.
B. Bring in efficiencies in system and operational performance
The existing system suffers from inefficiencies in the management of the entire
operations. The organization does not have adequate qualified and skilled staff to operate
and manage supply service. Lack of resources has resulted in inefficient management and
limited expansion to enhance coverage.
Efficiencies in existing system are therefore twofold: (i) due to systemic deficiencies and
(ii) due to limited organizational capabilities. Investment in existing system, its
augmentation and organizational strengthening will considerably enhance system
management. Availability of resources has been also a function of realization of revenues,
which have been affected due to inefficient supply or not achieving desired supply to the
satisfaction of the people. The immediate short term and long term strategy is therefore to
bring in efficiencies in management.
A strategy needs to be evolved for enhancing system performance by adopting simple
measurable achievable realizable targets SMART. Based on the benchmarking study,
performance targets could be set on the timescale and implemented in a phased manner to
achieve efficiencies. The targets could be applied to enhance coverage, system losses,
O&M costs etc. Bulk metering of the system (existing and proposed) shall be undertaken.
C. Develop core strengths in O&M for better management of the service
The organizational capabilities need to be enhanced towards better O&M management.
There is a felt need to evolve capacities in efficient O&M practices and a comprehensive
operations manual needs to be prepared and the municipal staff have to be trained in
operating the system in a scientific manner. While on one hand the entire capacity need
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not be created in the corporation and could be outsourced, on the other hand, the
knowledge and skill base needs to be developed so as to be able to supervise and ensure
service delivery as per the performance requirements.
F. Augment the existing system to cater to entire population
It is anticipated that water supply may be tripled in the long term. The existing system
coverage needs to be expanded. The system also needs augmentation for ensuring
extension to urban fringe areas in order to ensure economies of scale and sustainability of
the system in a long-term.
A new system needs to be designed for South Nanded for which purpose there will be
need to enhance in-house capacity for management. A master plan needs to be prepared
for South Nanded to meet long term requirements. In case of North Nanded the Master
Plan needs to be prepared duly considering the need to strengthen existing system as well
as the long term demand of the region.
4.3.2. Sewerage & Sanitation
The strategy for the sewerage sector primarily focuses on addressing key issues that have
been identified:
a. Assessment of existing system for integration. NWCMC should carry out a diagnosis
of the sewerage existing system and propose a new system integrating as much of the
existing system as possible.
b. Preparing a Sewerage Master Plan (including a slum sanitation plan) for full
coverage of North Nanded and South Nanded. The sewerage plan should focus on the
densely populated areas and potential development areas.
c. Sanitation provisioning for the fringe and under-developed areas and slum areas.
Such areas need to be serviced through decentralized low cost sanitation methods in a
manner that they can be incorporated in the mainstream system as and when the
achieve threshold sewage flows required for efficient functioning of the sewerage
system.
d. A comprehensive operations manual needs to be prepared and the municipal staff to
be trained in operating the system in a scientific manner. As operations of sewerage
system requires substantial skill sets, the function of management may be outsourced.
The choice of outsourcing however needs to be studied.
e. Implementation strategies for O&M- Organizational capacity for management of
sewerage system is limited and shall have to be strengthened. As a part of the
implementation program, the strategy would need to examine the option to build up
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in-house capacity and outsource specific services to the extent possible such as the
O&M of treatment plants, billing and collection etc.
f. Sewerage sector is presently non-revenue generating and needs to be turned into a
revenue generating service in the long term. After the construction of new sewerage
system it may be proposed to revise the sewerage charges so that cost recovery is
achieved.
4.3.3. Storm Water Drainage
NWCMC needs to develop an adequate storm water drainage network in a scientific
manner, taking into consideration key parameters of precipitation intensity, catchments
delineation, percolation characteristics and surface runoff.
The city has historically known to witness flooding. The primary reasons being
inundation due to heavy flows in the river, obstructions in the riverine region near
Nanded, unorganized development in predominantly low lying areas, obstructions in
natural drains etc. About a lakh population living along the left bank of River Godavari
are prone to high flood level and about its half are prone to low flood level. Besides, there
is also localized flooding witnessed in the city every year during monsoon period. Slums
are located in critical areas close to natural drains and low lying areas, which require
immediate attention.
The Master Plan for drainage needs to be prepared which will examine the options for
maximizing drainage. The existing system would also require correction and integration
with the proposed system. While this would address localized flooding, the high flood
prone areas along the bank of Godavari and near Asna river need to be examined
critically and different options need to be assessed to minimize flooding in these areas.
Indiscriminate development needs to be curbed.
Despite efforts of relocating the affected population, the area close to the river banks has
witnessed development. Strategic measures for minimizing impact of floods therefore
need to be examined in greater detail. While training of natural drains draining into the
river, would only ensure minimizing flooding in city, this would however, not have any
impact due to high flows in river itself. Measures such as training of river to remove
obstructions in river would be necessary, as well as importantly, upstream flow
management needs to be considered. Any obstructions downstream of Nanded also need
to be reviewed.
4.3.4. Solid Waste Management
Solid waste handling and management needs to be considerably strengthened to ensure
environmentally sound development and in compliance with the statutory requirements.
The key issues highlighted include those associated with collection, transportation and
disposal of wastes generated in the city.
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The strategy for solid waste management therefore focuses on the following:
a. Comprehensive study for solid waste management Presently there is no scientific
basis and assessment of type and quantum of wastes generated. Likewise for disposal
of wastes appropriate site needs to be selected. A basket of suitable/appropriate cost-
effective options need to be identified for solid waste management over the long
term.
b. Household waste collection- Waste collection should ensure segregation at source
and separate management of segregated waste.
c. Waste minimization- From long term perspective waste minimization may be
explored and implemented wherever feasible. As the city has areas where this could
be feasible, it is proposed to consider decentralized options for waste management at
source/locality. ALM is also proposed which will ensure effective waste
minimization and its management at source.
d. Market waste management- Vegetable and market wastes could be separately
transported to a common facility for disposal.
e. Slaughter house waste/meat and poultry shops- This component of solid waste being
highly bio-degradable needs to be managed in an environmental friendly manner.
There is a need to assess the disposal requirements. PPP based disposal of these
wastes may be explored for this purpose.
f. Bio-medical waste management- Present collection is about 30 % of the approximate
generated quantity, which gets mixed with the waste collected from the city. As per
the statutory requirements, the collection and management needs to be enhanced to
ensure proper segregated management of this category of waste. The capacity of the
existing incinerator facility needs to be reviewed and augmented if required to
dispose all such waste generated in the city.
4.3.5. Transportation
A. Road Infrastructure
NWCMC has embarked on a major plan to widen, improve and strengthen the existing
roads in the city to meet the Development Plan proposals. This involves substantial land
acquisition and encroachment removal. NWCMC has commenced the process of
acquiring the required right of way, through extensive consultation, and educating the
project affected persons about the benefits of the initiatives of the city corporation.
NWCMCs road improvement propositions, including road widening, bridges and Rail
over bridges, need to be consciously prioritized and phased in a manner that ensures
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desired urban sprawls and densities in the city. The improved roads should be developed
applying best geometric, functional, drainage, safety and urban design parameters.
B. Other Transportation infrastructure
In addition to the road and associated infrastructure, NWCMC needs to identify
specific bottlenecks and trip generators that cause congestion in the city and develop
projects to address them. Such projects would include regulation / re-planning /
relocating / of existing services and planning for new facilities bus terminals, truck
terminal, markets, etc.
C. Parking Infrastructure
Provision of facilities for parking is being looked into by the NWCMC. The strategy for
developing parking facilities is as follows:
a. To develop reserved areas for the public through TDR
b. To explore the framework of Accommodation Reservation for getting such parking
facilities developed through private sector involvement.
c. To explore ground-level and underground parking as an integrated concept
Requirements for parking are expected to rise and there would be a greater need to
upscale parking requirements as a part of the building permission. Presently, lack of
integrated parking has led to indiscriminate parking along streets and arterial roads.
A cohesive strategy is required to address the parking needs which will facilitate
management off traffic movement as well as parking. In this backdrop, there is a felt need
to review DCR to facilitate integrated parking. Policy level strategic measure would be
required and building permission bye-laws will require a modification to insist on
provision of parking as a part of any developmental proposal.
Additionally, in the vicinity of commercial areas, parking facilities need to be provided
for in the DP and which could be appropriately explored through suitable a PPP
framework. Such projects could be taken up which would meet the short term
requirements.
Similarly, parking for commercial vehicles needs to be provided for. Nanded being host
to sizeable number of trucks and commercial vehicles due to trading aspects, requires a
truck-terminal. The project could be appropriately structured on PPP basis. While the DP
provides for reservation of land for this purpose, the appropriate location needs to be
selected which will provide proximity to commercial markets, shall be sufficiently away
from residential areas and preferably located along the bypasses/highways.
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4.3.6. Health Services
With Nanded aiming to develop into a regional health care center, there is un urgent need
to lay greater emphasis on management of health care and preventive care to safeguard
the citizens from harmful epidemics and spreading of disease. To start with there is a need
to address the key concerns emerging from the existing situation analysis including:
a. Strengthening facilities for primary and secondary health care
b. Extension of health care coverage access to poor and economically weaker sections.
An immediate short-term plan is required to be prepared by NWCMC to enhance its
preventive care program with wider outreach. This will take care of the immediate
requirements. A detailed proposal needs to be prepared to cater to this requirement.
From a long-term perspective, however, a concerted effort needs to be undertaken to draw
upon the health sector needs of the city and how these could be addressed. The approach
so far has been to undertake limited expansion, given the resources and the space for
management. Without a proper strategy, it would be difficult to address the requirements
in the years to come.
The private sector driven efforts are mostly in the tertiary health care where affordability
is a big issue. Private sector players are expected to cater to only those sections of
population which can afford such costs either directly or indirectly to the extent covered
through insurance. Access to such services for the poor and economically weaker sections
is constrained and the entire burden falls on the municipal hospitals. The outreach of the
municipal hospitals needs to be therefore expanded and the existing capacities also need
to be increased to enhance access.
In order to facilitate access to the underprivileged and weaker sections, appropriate
incentives need to be factored into service provision through private sector driven
hospitals. A suitable framework needs to be evolved which will address equitable access
to all.
The management of existing municipal hospitals and health care services is another
aspect, which needs attention. The general experience has been that service level and
management of the municipal hospitals need to be enhanced. As the services are
constrained by budgetary provisioning, this results in delays in expansion and
replacement/maintenance of equipments. A management review to benchmark services
and standards of such services is also felt necessary.
Based on the above, a medium term action plan for the health sector development is
proposed for Nanded with thrust on the following:
a. Benchmarking of existing services and standards and enhancement needed to
upgrade to efficient and sound service level.
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b. Identifying gaps and issues related to referral system and developing an action plan
based on these gaps
c. Formulating a health strategy for addressing the health sector needs keeping in mind
affordability and access for all
d. Identifying potential health risk prone areas within the city and defining and
implementing a preventive health care system for such areas.
e. This could include integration of the existing programs of the State/Central
Government for preventive care such as vaccination. However, it would be very
important to know which areas are reporting endemic diseases, which pose constant
threat and if feasible can be segregated and eradicated.
f. Enforcement of activities based on prevailing environmental characteristics, which
could have an impact on health. While no major health outbreaks are reported in the
city, mapping of sensitive/risk-prone areas & locations and evolving appropriate
management measures needs to be considered as a part of the environmental action
plan.
Likewise effective management of wastes is also of prime importance to mitigate
catastrophic incidents. Management of bio-medical waste, enforcement of measures for
ensuring compliance with the standards and guidelines regarding disposal and evolving a
framework for tracking and management would be considered by NWCMC to minimize
health risks.
In the short term, key projects identified to be taken up include hospital
Upgradation/modernization and strengthening of Public Health Centers. A study needs to
be undertaken to formulate a health sector demand assessment.
4.3.7. Education Services
The key concerns emerging from the situation analysis include:
a. Poor maintenance of schools
b. Rationalizing provision of schools and enhancing coverage/capacity in uncovered
areas
c. Enhancing the Standard of Education
The Strategic Plan for education sector is based on assessment and requirements of the
NWCMC. While it may be difficult to predict long term needs in the sector, the key
objective of the Corporation in line with its primary duty function has been to enhance
access to primary education over the short term. More particularly, as secondary and
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higher education is managed through aided institutions and private sector, NWCMCs
efforts need to be channelized more towards primary education.
The short term action plan thus includes:
a. Restoration and Modernization of Schools: There is a need to repair the school
buildings and improve the existing facilities.
b. Provisioning of schools: In the old city area, the number of schools is just about
adequate. However in new Nanded south of Godavari (or South Nanded area), the
provisioning needs to be reviewed. As the DP for this area is under preparation the
same needs to be reviewed for further development and provisioning for this purpose
will have to be made by the NWCMC. Likewise urban renewal schemes need to
include provision for educational infrastructure wherever existing capacity is found
to be deficient.
With the thrust on developing Nanded into an educational center, the strategy is to
support a sound base of educational facilities. Development in the sector is envisaged
from mixed sources including public and private. While private resources could be
explored for higher education, this could be feasible through accommodation reservation
route and designated areas for educational purposes.
To ensure access to weaker sections, NWCMC may be required to enhance its capacity in
provisioning for secondary and higher education also.
As a part of this action plan, activities like training classes, expert teachers lectures from
reputed private schools for S.S.C. students, sports activities at district and state level,
scouting and R.S.P. camps, physical training, computer training, exhibitions, workshops
and seminars will have to be arranged every year to explore and improve the potential
abilities and hidden talents among students, teachers and staff members of the Education
Department.
Enhancing the standard of education: There is a need to review the performance of
municipal schools to define/upgrade the standards of imparting education. There is also a
need to enhance the capabilities of teachers. With advancement of technologies in
imparting education, multimedia based classes could be run to enhance the interest
quotient of students as well as teachers. The following action points emerge in this
regard-
a. Training & capacity building of staff and teachers
b. Use of technological tools to enhance quality and gain interest
c. Introduction of reading clubs, provision of books and media based learning to
enhance interest and focus towards learning
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d. Review impact of actions and feedback on the above
4.3.8. Housing
Real estate development and market are the key to urban efficiency as they augment and
allocate the critical asset of service-oriented urban areas land. The real estate has been
consistently on the high and constrained in old Nanded and distorted by gunthevaari and
encroachments. The addition of new area south of Godavari river has minimized this
land constraint, however, albeit partially.
Illegal plotting diminishes the potential of land development as well as its organized
development and provisioning of infrastructure & services. Nanded has acute problem of
this nature, which if not addressed could constrain the supply of land and restrict
infrastructure provisioning. There is an urgent need to bring about the trend shift to
organized development and strategize land development in yet undeveloped areas using
the T.P scheme tool.
The State Government has been consistently trying to correct regulatory problems by
adding or revising regulations and programs. These include programs to improve or
redevelop slums and ensure housing for weaker sections. A most recent innovation, the
transferable development right (TDR), has given a welcome injection of energy to
property development as well as better housing for a small number of slum residents.
The housing sector needs to be opened up to assure access to housing to meet incremental
demand as well as to accommodate all slum population. The strategic actions/directions
required are summarized below.
A. Actions for housing access to Slum Dwellers and Economically Weaker Sections
a. Redevelopment of slum areas should focus on participatory development.
Communities should be given preference to opt for greater spaces over and above the
permissible area specified as tenure grant for a price. Since the main purpose of
tenure grant is to allow the owners choice and thereby unlock the market value of the
assets, suitability and need for redevelopment should be left for the residents and the
market to decide. The beneficiary association could be evolved on the lines similar to
condominium associations in the US and UK.
b. Cross-subsidization with commercial development should be explored so as to
minimize the burden on the government budgets. Budgetary support could thus be
restricted to viability gap support, sufficient for making the schemes viable for
attracting private sector interest. At the same time, the State Government should also
consider innovative means such as use of TDR and incremental FSI as incentives to
facilitate greater leveraging. Incentive FSI for increasing housing stock should
however be mapped based on the local parameters and environmental and
infrastructure conditions.
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c. Temporary housing requirements may be met through housing assistance provided in
the form of public rental housing and temporary shelter. The proposed designation of
certain areas for low-income housing would create another regulatory expedient that
could counter fundamental concerns.
At the same time, measures should be established to ensure prevention of further
encroachment.
B. Actions for Increasing Housing Stock
a. Variable/Higher FSI: Fixed FSI norm for development of real estate and housing may
be replaced with one that varies according to infrastructure need and environmental
limits. The present FSI is limited to 1, which in the years to some will limit land
supply. Variable FSI may be considered for areas accessible by rail and metro. The
region wise norms for development should be evaluated based on strategic options
analysis for development of each zone/locality under the urban renewal program.
This should therefore be supported through a study prior to deciding on the variable
FSI norm as a policy measure and incentive for development.
Variable FSI norm would however need to be examined critically as it would
constrain existing infrastructure and could be explored wherever new development is
proposed. For example, in South Nanded, land development could be strategized
from a long term perspective with application of variable FSI for variable uses.
b. Redevelopment of Unused Government Lands/Old Mill Area: There is considerable
amount of land owned and used by government organizations. The central and state
governments may permit the use of the land for higher value use. One such measure
would be a combination of internal pricing of land and permission to keep part of the
land transfer or redevelopment proceeds or a share of the profits.
C. Policy Level Measures
Procedures for building permits should be streamlined, with devolution of much of the
powers of review and approval. This will require planning and environmental review
capabilities at the municipal level. Easy Plan based approach for simplifying
procedures for grant of building permissions will help in streamlining the existing system
of management and compliance with development control rules.
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4.4. Urban Basic Services to the Poor
Goal: Access to housing and urban basic services to the urban poor

4.4.1. Housing
It is necessary to create about 26,000 low-cost houses for slum dwellers by redesigning
the Slum Redevelopment Scheme and offering residents a range of options, customized to
their location and to the quality of their dwelling, Broadly, slums fall into three
categories:
a. Re-developed slum areas with more than 275 sq.ft. of floor space per housing unit:
These slums may be converted into homes simply by granting tenure to the residents,
in exchange for adherence to building norms and a nominal sum (Rs. 100 per sq.ft.).
The Municipal Corporation can use the incremental revenues to fund improvements
in water, sanitation and other infrastructure. The newly approved Gunthevari
legislation can be adopted for such areas.
b. Slums dwellers needing rehabilitation but living in an acceptable area: These slums
can be developed in situ. It may be considered to grant tenure rights to the residents
on the condition of joining a slum-wide improvement scheme. The NWCMC could
develop the project and solicit transparent bids from pre-selected developers. The
contract could be bid out for highest payment for an FSI or go to the lowest FSI
required to implement the projects with cross-subsidy.
c. Slums dwellers who require rehabilitation and live in sensitive areas: In the case of
slums located in sensitive areas such as flood prone areas, it is proposed that residents
be relocated. They can be moved to unused government lands or private lands in the
vicinity. The slum households could form their own societies and develop their part
without any limitations on the size of dwelling, but subject to limitations of FSI
admissible under Slum Redevelopment Scheme (SRS).
4.4.2. Urban Basic Services
a. NWCMC should focus on increasing the water supply system coverage of slum
households under the proposed Group Connection Scheme or Own Your Own
Connection scheme.
b. NWCMC should implement the Slum Sanitation Program for achieving full
coverage. The program is proposed to be designed to provide safe sanitation facilities
to 100 per cent of slum population over the next five years. This will include
construction of public toilet facilities, sewerage systems, conservancy infrastructure,
storm water drains, etc. in slum areas.
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c. NWCMC should scale up the Slum Adoption Scheme for Solid Waste Management,
involving the slum community in conservancy operations and management
d. NWCMC should provide proper roads lined with storm water drains in the slum
settlements so as to avoid water logging and associated nuisance
NWCMC should audit the coverage, effectiveness and patronage of municipal health and
education facilities and devise programs so as to enhance access through PHCs and
primary schools.
4.5. Institutional Development Strategies
Goal: Efficient institution that is responsive to citizen needs. Improved capacities for
day-to-day functioning, planning, service delivery and maintenance

NWCMC is a municipal corporation in a nascent stage upgraded from a municipal
council in 1997. The human resource capacity and exposure for planning and
development is limited and needs to be strengthened.
There is also a need to streamline systems and procedures for day-to-day functioning and
instill a robust management information system that facilitates efficient planning,
monitoring and decision-making.
4.5.1. Human Resource (HR) Development
A. Formulation of a HR Policy
NWCMC should draft and adopt a comprehensive HR policy that addressed key human
resource development elements like HR maintenance, rewards and incentives, training
and development, recruitment systems, career planning, etc.
a. HR Maintenance: Rationalization of recruitment systems, policy and plan for
addressing the daily-wage workforce, including mechanisms for
regularizing/terminating their services, cohesive functional structures with detailed
staffing patterns and job descriptions, prompt filling up gaps arising out of
retirements / resignations, continuous manpower planning to ensure availability of
desired quantity and quality of manpower for various functional departments, etc.
b. HR Productivity: Preparing and implementing a mechanism for performance
assessment and performance-based rewards and incentives. The policy for rewards
and incentives could consider factors of performance, initiatives, commitment,
training/capacity building initiatives and target achievements, etc. The focus of such
a mechanism/policy could ensure employee satisfaction and enhance productivity.
c. Right-Sizing: Adopting multi-skilling technique to ensure most effective utilization of
municipal staff and to achieve the objective of right sizing. A key parameter for right
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sizing is the option of appropriate hiring and firing, which would not be possible at
NWCMC due to limitations posed by relevant legislation and rules. However, a
multi-skilling technique through appropriate training of existing staff for different
complementary functions would help in better utilization of municipal staff and
achieving the objective of right sizing.
B. Training/Capacity Building
This is a very critical element of human resource development. The municipal staff and
elected members alike need to be exposed on a continuous basis to modern / alternate
methods of planning and development. The strategy for training and capacity building
should cover:
a. Carrying out a detailed training needs assessment to address reorganization and
restructuring based on NWCMCs functional requirements, considering current staff
qualifications, skills and exposure at all levels;
b. Structuring and implementing a change management orientation program for all
levels of municipal staff and convincing them of the need for change and hence
need for relevant training and capacity building. The program could highlight
challenges that the Corporation is likely to face in the near term in terms of
knowledge and skill gaps at different levels, demands of the reforms process,
functional devolutions, etc.; and
c. Developing comprehensive training programs for different levels of municipal staff
and elected councilors, strategically addressing skills/knowledge enhancement needs
of the Corporation.
d. Creating a facilitative environment for application of new skills gained through the
training and capacity building initiatives thereby gaining from the training &
capacity building efforts and instilling among employees, a demand for continuous
and higher levels training
4.5.2. E-Governance Applications
a. Streamlining systems and procedures: The Corporations operations are presently
manual and at each step human intervention is involved which is time consuming and
depends on availability and capacity of the key staff.
Maintaining records on a easily retrievable form and developing an integrated
database is necessary for efficient management. There is also a felt need to streamline
procedures in order to cut down response times and for efficient service delivery.
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Development of an integrated database would provide a good tool for monitoring
consumer base, licensing, taxation, service delivery and also ensure integrated billing
and collection, and strengthen municipal revenue collection function.
b. Development of an integrated ERP system: The Corporation has proposed to
implement an integrated ERP package. Following applications have been proposed to
be taken up: Finance/accounting modules, Citizen Facilitation Centers in Wards and
important places, Human Resource Management, Material Management, Estate
Management, Fleet Management and property tax assessment. Importantly, the ERP
package would be bilingual and it is envisaged that the Total Solution Provider (TSP)
would maintain the software for an initial period. The process of selection of the TSP
is expected to be completed by March 2007 and the system is expected to be
commissioned in 2008.
The status of some of the applications of NWCMC is given below.
Type of Service Remarks
Registration of Births and Deaths Computerized with the help of private sector
Public Grievance Redressal Part of the Computerized Citizen Facilitation
Center
Property Tax management, including
records management
Assessment and issue of Demand Notices is
computerized
Municipal Accounting System Tendering process for appointment of
Agency is in process
Works Management System Presently all works are awarded through
competitive bidding system
E-Tendering Will be implemented within 2 years time
Personnel Management Computerization of Pay roll and service book
is complete

c. Customized software application for simplifying building construction approval
procedures: NWCMC has proposed to put in place a customized software package as
a tool to simplify procedure for approval of building and sites for construction.
NWCMC plans to make obtaining of construction permissions a citizen-friendly
exercise, which will encourage property owners to seek legal permissions for their
intended developments. Use of GIS and IT tools will be integrated. NWCMC
proposes to outsource the creation of the Planning and Construction Dept. The
existing Easy-Plan methodology used in Bangalore regarding residential
constructions is proposed to be implemented in the first instance.
4.5.3. Development of a GIS-based System
GIS based application has bene proposed for land use managemenbt and property tax
assessment. GIS has been proposed as a decision support tool for planning, managing and
maintaining local body or municipality. It includes both spatial and aspatial information
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required for facility/assets management, tax assessment and collection, solid waste
disposal and management of grant of plan approvals/permissions with customized tools.
a. Assessment of land use patterns
b. Assessment of property tax
c. Assessment of land use / floor space index violation
d. Assessment of ownership change / sales transaction
e. Analyze a property for grant of approval / permission
4.5.4. Tourist-Citizen Facilitation Centers (TCFCs)
As a part of its citizen centric development strategy, facilitation centers have been
proposed to be developed by the NWCMC which would enhance access and help in
providing services without human interface.
The integrated database would form the important part of this component. A host of
citizen services are proposed to be provided through these centers. The concept
essentially would replicate service provision, bill payments, receiving applications etc.
which have been already initiated in Bangalore, Kalyan-Dombivili.
Importantly, the TCFCs would provide web based access and tourism based information
to tourists. Presently, as the Nanded town lacks a tourism office, the TCFCs are viewed
more significantly for facilitating tourism. The TCFCs are proposed to be located at prime
locations such as bus stand, railway station, airport, important areas in town.
The initial 5 TCFCs are proposed to be set up by the Corporation. The roll out for full city
coverage with about 25 TCFCs is expected to be done in a systematic manner based on
response and modifications that may be necessary based on initial feedback and
operations.
4.5.5. Public Private Partnerships

While Nanded is engaging on an ambitious path of reforms and enhancing its
creditworthiness, it has recognised the need to evolve and strengthen its capacity to
deliver services as well as bring in efficiencies in its management functions. NWCMC
has strategically proposed to embark on Public Private Partnership mode in two key
areas: (i) for infrastructure development and maintenance, and (ii) has been key strategic
option considered for municipal functions and services.

As a demonstration of PPP, for planning, implementation and roll out, NWCMC has
appointed IL&FS as its strategic partner and Program Manager to strengthen and
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complement its efforts. IL&FS brings together its vast experience and strengths to support
NWCMC in timely implementation and ensure development that would be sustainable
and meet the vision objectives. Apart from this, with advice and support from IL&FS,
NWCMC has also proposed to consciously undertake reform oriented development which
would enhance creditworthiness and debt sustenance capacity necessary to strengthen
municipal revenue base and capacity to implement the much-needed large scale
infrastructure development for the city.

A. For infrastructure development & maintenance
PPPs are envisaged for infrastructure development and maintenance. The extent of
involvement may be limited to construction and/or operation and maintenance to start
with in water supply, sanitation, roads & bridges, but high in case of those with
commercial potential such as truck terminus, hotels/hospitality management, amusement
parks, entertainment infrastructure etc.
Slum area development could be taken up on PPP basis in case of slums on prime lands in
the city with good commercial potential.
In the present context and the urgent need to construct infrastructure facilities in time for
the city to be in readiness for the tercentenary celebrations, the construction would be
driven with implementation strategies that facilitate ease and expeditious construction.
While the O&M of the facilities is required to be managed on a sustainable format, this
needs to be addressed such that the EPC Contract dovetails responsibility for O&M and
ensures training and capacity building as well as overcoming rectification of defects that
would typically surface after start of operations. The extended O&M responsibility
allocation to the EPC contractor would support the objective.
Usually, short term contracts limit interest of the private sector and could turn out to be
expensive, in a limited market situation. Subsequently, managing smooth operations and
maintenance, the long term O&M contracts could therefore be bid out by the Corporation,
which will ensure commitment and optimize O&M costs.
In health and education sector, development of new facilities could be with private sector
participation and exploring cross-subsidisation. NWCMC will explore provision of
services in slum areas through slum adoption scheme and private sector involvement
wherever feasible. A strategy may be evolved so as to make such services affordable, and
on an inclusive format.
B. For other municipal functions & services
Municipal functions and services such as billing and collection, developing and
maintaining a computerized database, generation of property tax bills, octroi collection,
meter reading and spot billing, town planning and land use management, computerized
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accounts and cash management are the key municipal functions proposed to be
outsourced on contractual basis. Some of these initiatives form part of the reform action
plan proposed by NWCMC and the Memorandum of Agreement proposed to be executed
under the JNNURM.

Facilitation to citizens is proposed to be met through the tourist and citizen facilitation
centers, which would also be taken up on PPP basis.

4.6. Financial Management Strategies
Goal: Improved management improved budgeting, financial accounting & reporting
systems and revenue enhancement to ensure financial sustainability

4.6.1. Maintenance and Reporting of Accounts
The key to good financial management is a good system of maintenance and reporting of
accounts a system that provides a clear picture of assets and liabilities at all times; and
other relevant information whenever required for planning and decision-making.
NWCMC follows the traditional single entry cash-based accounting system as per
Maharashtra Municipal Accounts Code, 1971, which is inadequate in terms of the MIS
requirements of today. The strategy requirement in order to address this include:
a. Establishing a modified accrual-based accounting system in NWCMC so as to enable
preparation of a clear balance sheet depicting status of current assets (receivables)
and liabilities (payments due);
b. Computerizing the municipal accounting system so as to ensure accurate transaction,
recording, and reporting.
4.6.2. Revenue Generation and Realization
a. Implementation of self-assessment declaration system of property tax and re-building
up of tax demand registers
b. Reconciling the number of tax, water and sewerage assessments and updating their
respective demand registers
c. Formulating and implementing a scheme for regularization of Gunthevaari lands
(unauthorized layouts) through levy of a regularization charge thereby ensuring
substantial revenue realizations as also opening up a large area to the
formal/legitimate development process
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d. Carrying out detailed audits to arrive at appropriate user charges and tariffs that
ensure cost-recovery in key service areas such as water supply, sewerage, solid waste
management, etc.
e. Improving tax and user charge administration through GIS-based systems
f. Enhancing tax and user charge collection through effective measures and systems of
facilitation (like collection through designated banks, discounts for timely payments,
etc.) and penalties (penalize defaulters by imposing a surcharge on delayed payments,
temporary disconnection of services, etc.)
g. Designing and implementing a comprehensive computerized tax management
system, including effective assessment numbering, cross-referencing procedures, and
billing and collection systems. The system should be designed so as to facilitate
uplinking to the envisaged ERP system for NWCMC.
4.6.3. Application of Funds
a. Ensuring appropriate application of resources from the municipal fund with a
priority for debt servicing and clearing creditor dues
b. Reducing the establishment expenditure to revenue income ratio through measures of
expenditure control and revenue enhancement ensuring adequate availability of
resources for operation and maintenance of utilities, and for capital investments
c. Exploring the possibility of implementing an appropriately designed contribution-
based pension system currently pension liabilities are met from the general
municipal fund
d. Ascertaining the exact status of liabilities (MSEB, V Pay Commission Arrears, GoM,
MJP, Debt, etc.) and devising a time-bound plan to clear the liabilities a key
measure to enhance credit-worthiness of the ULB
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V. PROJECT IDENTIFICATION AND CAPITAL INVESTMENT PLAN
This section includes the project identification and estimation of investment requirements
to achieve the city development and infrastructure goals. The estimation of investment
requirements is based on a broad demand-supply gap assessment and on unit costs to
arrive at a capital investment plan. Specific projects, however will emerge out of detailed
sectoral master plans and detailed project reports that are under preparation on the basis
of the city development strategies.
The key areas of intervention / investment are:
a. Heritage development and conservation (including
inner city redevelopment, development of religious
places, and riverfront development)
b. Water Supply (including refurbishment,
augmentation and expansion)
c. Sewerage & Sanitation (including refurbishment,
d. Storm Water Drainage (including refurbishment,
e. Solid Waste Management (including refurbishment, augmentation and expansion)
f. Transportation Infrastructure (including road upgradation, widening, beautification,
bridges, new roads, etc.)
g. Fire Services
h. Other Infrastructure (including health, education, other social amenities)
1. DEMAND SUPPLY GAP ASSESSMENT AND INVESTMENT REQUIREMENT
While preparation of sectoral master plans and detailed projects are underway, a broad
demand-supply gap assessment has been carried out in order to assess the extent of
investment requirement and to arrive at a preliminary investment phasing and funding
plan.
The demand-supply gap assessment is carried out based on a comparison of the existing
service levels with sectoral norms adopted in consultation with statutory norms set by
utility agencies and with key stakeholders.
The demand supply gap is assessed for the current population and for 5-yearly periods for
the period from 2006 to 2025.
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1.1. Population Projection
1.1.1. Trend-based Projections for Nanded City
The trend-based population projections are based the second-degree polynomial curve
derived from the past trends in population (see
Figure 7 and Table 25) The population is projected to grow at a declining annual rate
commencing at 4 percent in 2002 to 2.52 percent by 2025. The 2025 population as per
this method is projected to be about 8.65 lakh. This population projection is based on the
current area under the municipal jurisdiction.
Figure 7: Population Trends in Nanded

Population Trends in Nanded
y = 14167x
2
+ 32237x + 77619
R
2
= 0.9977
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
1971 1981 1991 2001
Year
P
o
p
u
l
a
t
i
o
n

1.1.2. Population Projection for Service Coverage
NWCMC, apart from its own jurisdiction, extends core services to an additional
population of about 80,000 residing its peri-urban area. These areas are experiencing a
rapid growth of about 4 percent per annum and are increasingly dependent on the
NWCMC for their urban basic services and other infrastructure requirements.
Considering this, and the fact that Nanded is poised for a high growth path as a fall out of
specific measures being contemplated for overall city development, the population
projection for ascertaining the infrastructure requirements is based on a high-growth
scenario assuming a modest 4 percent annual growth in population for the plan period.
The projected population thus would be to the tune of about 11 lakh by 2025. This
projected population is used as a basis for future planning.
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The results of the projections under the above two scenarios is presented in Table 25.
Table 25: Population Projection
Projected Population (Trend
Based)
Projected Population (Assumed
Growth Rate)
Year
Actual
Population
Population
Decadal
Growth
Derived
Annual
Growth Rate
Assumed
Annual Growth
Rate
Population
1971 126,518
1981 191,269 51% 4.22%
1991 309,316 62% 4.92%
2001 430,733 39% 3.37%
2005 493,735 3.25% 4.00% 503,897
2010 575,730 3.04% 4.00% 613,067
2011 592,979 38% 3.00% 4.00% 637,590
2015 664,809 2.84% 4.00% 745,890
2020 760,971 2.67% 4.00% 907,489
2021 781,053 32% 2.64% 4.00% 943,789
2025 864,216 2.52% 4.00% 1,104,100

2. SUMMARY OF DEMAND SUPPLY GAP ASSESSMENT & INVESTMENT REQUIREMENTS
A broad demand supply gap assessment has been carried out based on the existing service
levels and normative demands, in order to assess the extent of infrastructure interventions
required for Nanded during the period 2006 to 2025. Annexure IV presents the demand-
supply gap assessment and costing workings. It may be noted that broad unit costs,
wherever applicable have been adopted for the estimation of investment requirement to
address the gaps. In other cases, a lump sum estimate / provision has been made based on
ongoing project development works and in consultation with NWCMC. The following
sections present a summary of results of the demand-supply gap assessment and costing.
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2.1. Heritage Development & Conservation
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
1 5,000.00 5,000.00 5,000.00
2 2,500.00 2,500.00 2,500.00
3 5,800.00 5,800.00 5,800.00
13,300.00 13,300.00 13,300.00 Grand Total Heritage Development & Conservation
Sl. Description
Lumpsum Estimates
Lumpsum Estimates
Basis for Demand-Supply Gap Assessment
Additional Demand / Gap (Cumulative from
2006)
Investment Requirement to address
Gap (Cumulative (in Rs. Lakh @
2006-07 prices)
Lumpsum Estimates
Inner City Renewal
Religious Places Development
Riverfront Development (NWCMC Components)

2.2. Water Supply
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
A
1
Source development &
R.W transmission
Per capita Water Supply lpcd 104.00 165.00 MLD 32.00 51.00 128.00 1,120.00 1,785.00 4,480.00
2 Treatment facility % Treatment Capacity % 181.65 100.00 MLD - 6.00 83.00 - 60.00 830.00
3 Clear water transmission Per capita Water Supply lpcd 90.43 140.00 MLD 32.00 58.00 135.00 1,440.00 2,610.00 6,075.00
4 Storage facility
% Total Storage Capacity to
Water Supplied
% 38.72 35.00 ML 12.00 19.00 46.00 660.00 1,045.00 2,530.00
5 Distribution network I.D as % of Road Length % 125.00 125.00 Kms 125.00 260.00 816.00 3,125.00 6,500.00 20,400.00
6 Public Stand Posts Slum Population per PSP Nos 106.00 100.00 Taps 90.00 122.00 1,288.00 6.75 9.15 96.60
6,351.75 12,009.15 34,411.60
B
1
RW transmission mains 1,000.00 1,000.00 1,000.00
Internal Distribution
system
Distribution Network
Length
km 500.00 - km 5,000.00 5,000.00 5,000.00
2 Repairs to WTPs 500.00 500.00 500.00
3 500.00 500.00 500.00
7,000.00 7,000.00 7,000.00
13,351.75 19,009.15 41,411.60
Sub-Total A
Lumpsum Estimate
Lumpsum Estimate
Sub-Total B
Drive for regularisation of Illegal Conn. and conversion
of PSPs to Community taps, etc.
Lumpsum Estimate
Grand Total Water Supply
Sl. Description
2006)
2006-07 prices)
Leakage detection and reduction program
System Refurbishment
System Augmentation

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2.3. Sewerage & Sanitation
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
1
i Zones II & III 12,200.00 13,470.00 18,129.00
ii
Zone I, STP & South
Nanded
9,000.00 9,937.00 13,374.00
21,200.00 23,407.00 31,503.00
Based on MJP's estimate
Sl. Description
UGD Project- as per Master Plan
Based on MJP's estimate
Total Sewerage & Sanitation
2006)
2006-07 prices)

2.4. Storm Water Drainage
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
1
Storm Water Drainage
System
4,500.00 6,022.02 14,432.11
4,500.00 6,022.02 14,432.11
Sl. Description
Lumpsum Estimate
Total Storm Water Drainage
2006)
2006-07 prices)

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2.5. Solid Waste Management
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
A Total Waste Generated
Per Capita Waste
Generation
gpcd 284.32 300.00 MT 149.00 191.00 331.00
B Vehicle & Infrastructure Requirement
1 Containerized Handcarts Number per ton Nos - 3.75 Nos 559 716 1,241 33.62 43.06 74.64
2 Containerized tricycles Number per ton Nos - 0.25 Nos 37 48 83 3.89 5.05 8.74
3
Community Bins for
Slums
Number per ton Nos 0.34 3.75 Nos 509 666 1,191 7.65 10.01 17.91
4
Seamless handcarts for silt
removal
Number per ton Nos - 0.50 Nos 75 96 166 3.38 4.33 7.49
5
Small vehicles for direct
collection of waste
Number per ton Nos 0.02 0.02 Nos - 1 4 - 2.12 8.48
6
Closed dumper placer
type containers 4.5 cu.m
volume
Number per ton Nos 0.07 0.50 Nos 65 86 156 28.34 37.50 68.02
7
Closed dumper placer
containers of 7 cu.m.
Volume
8
Containers for domestic
hazardous waste
9
Dumper placer machine
for 4.5 + 7 cu.m.
Containers
10
4.5 cu.m. skips for
construction waste
11 Skip lifters Number per ton Nos - 0.01 Nos 1 1 2 12.68 12.68 25.35
12
Small vans for hospital
waste collection
13 Incineration plants Number per ton Nos - 0.01 Nos 1 1 2 33.80 33.80 67.60
14 Bulldozers/ Wheel-dozers Number per ton Nos - 0.00 Nos - - 1 - - 67.59
15
Asphalt / concrete of
flooring at the waste
storage depots
289.33 370.49 746.52
C
Composting & Landfilling
of Waste
% Waste Composted % - 100.00 MT 149 191 331 1,490.00 1,910.00 3,310.00
D
Improvement to
Workshop
25.00 32.00 66.00
E
Community Awareness &
Training
25.00 32.00 66.00
Grand Total Solid Waste Management 1,829.33 2,344.49 4,188.52
Sub-Total Vehicles & Infrastructure
Lumpsum Estimate
Lumpsum Estimate
Sl. Description
Based on CPHEEO Norms for Modernization of Solid Waste Management in Urban Areas, 1999
2006)
2006-07 prices)

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2.6. Transportation
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
A
Total Road Length
(Municipal)
Per Capita Road length Metres 0.76 0.95 Kms 100.00 208.00 653.00
B
1 Concrete
% Share in Total Road
Length
% 27.37 25.00 Kms 16.00 43.00 154.00
2 Black Topped
Length
% 29.72 75.00 Kms 256.00 337.00 671.00
3 Water Bound Macadam
Length
% 23.01 - Kms - - -
4 Earthen/ Others
Length
% 19.84 - Kms - - -
C
1 Kms 16.00 43.00 154.00 800.00 2,150.00 7,700.00
2 Kms 92.02 - - 3,450.79 3,450.79 3,450.79
3 Kms 79.38 - - 11,906.55 11,906.55 11,906.55
16,157.34 17,507.34 23,057.34
D
1 Kms - - - - - -
2 Kms 100.60 208.00 653.00 15,090.30 31,200.00 97,950.00
3 Kms - - - - - -
15,090.30 31,200.00 97,950.00
31,247.64 48,707.34 121,007.34
E
1 20,000.00 20,000.00 20,000.00
2 10,000.00 10,000.00 10,000.00
30,000.00 30,000.00 30,000.00
F
1 7,500.00 7,500.00 7,500.00
2 2,500.00 2,500.00 2,500.00
10,000.00 10,000.00 10,000.00
71,247.64 88,707.34 161,007.34
Sub- Total Roads
Lumpsum Estimates
Lumpsum Estimates
Lumpsum Estimates
Lumpsum Estimates
Sub-Total D
Black Topped to Concrete
WBM to Black Topped
Earthen to Black Topped
Sub-Total C
Based on above assumptions
Concrete
Grand Total Transportation Infastructure
Sub-Total E
Black Topped
WBM
Road Widening & Strengthening (short-term)
1 Bridge & 3 RoBs (short -term)
Sub-Total E
Public Transport & Parking Infrastructure (short-term)
Truck Terminus (short-term)
Road Widening, Bridges & Structures
Other Transportation Infrastructure
Roads by SurfaceType
Road Upgradation Requirement
New Formation Requirement
Sl. Description
2006)
2006-07 prices)

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2.7. Street Lighting
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
A
Total No. of Streetlight
Fixtures
Average Street Light
Spacing
Metres 37.31 25.00 Nos. 9,280 13,600 31,400
B
1 High Powered Fixtures % Share to Total % 29.70 30.00 Nos. 2,816 4,112 9,452 422.40 616.80 1,417.80
2 Tube Lights % Share to Total % 70.30 70.00 Nos. 6,464 9,488 21,948 646.40 948.80 2,194.80
3 Others % Share to Total % - - Nos. - - - - - -
1,068.80 1,565.60 3,612.60 Grand Total Streetlighting
Streetlight Fixtures by Type
Sl. Description
2006)
2006-07 prices)

2.8. Fire Services
Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
A
1 Nos. 2.00 2.00 6.00 134.00 134.00 402.00
2 Nos. 2.00 2.00 6.00 94.00 94.00 282.00
3 Nos. 2.00 2.00 6.00 54.00 54.00 162.00
4 Nos. 2.00 2.00 6.00 402.00 402.00 1,206.00
5 Nos. 2.00 2.00 6.00 11.00 11.00 33.00
6 Nos. 10.00 10.00 30.00 205.00 205.00 615.00
7 Nos. 10.00 10.00 30.00 3.00 3.00 9.00
8 Nos. 6.00 6.00 18.00 0.90 0.90 2.70
9 Nos. 6.00 6.00 18.00 0.90 0.90 2.70
10 200.00 255.00 530.00
1,104.80 1,159.80 3,244.40
B
11 6.00 8.00 17.00
12 150.00 191.00 397.00
156.00 199.00 414.00
1,260.80 1,358.80 3,658.40
Lumpsum Estimates
Lumpsum Estimates
Lumpsum Estimates
Establishment/ Improvement of Sub-Fire Stations
Others
As per NWCMC's estimate Purchase of Vehicles & Equipment
Sub-Total B
Sub-Total A
Respirators
Advanced Fire-fire Equipment (Hose Pipes, Search Lights, Gas Cutters, Generators,
Fire Hydrants at different locations
Mortuary Van
Fire Water Tenders
Breathing Apparatus (B.A) Set
Smoke Extinguishers
Fire Tender with Hydraulic Platform
Air-base Foam Tender
Fire Trailer
Rescue Van
Grand Total Fire Services
Sl. Description
2006)
2006-07 prices)

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2.9. Housing for Slum and EWS Settlements

Indicator Unit
Current
Level
Norm Unit 2006 2011 2025 2006 2011 2025
1 Slum Population % of Total Population % 29.81 25.00 persons 156,241 159,398 276,025
2 No. of housing Units Nos. 26,040 26,566 46,004 41,664.00 42,505.60 73,606.40
41,664.00 42,505.60 73,606.40 Grand Total Slum/EWS Housing
Sl. Description
2006)
2006-07 prices)

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3. SUMMARY OF ESTIMATED INVESTMENT REQUIREMENTS & PHASING
Based on the above assessment the total investment requirement to meet the current gaps
in the core infrastructure services is about Rs. 1,779 crore at 2006-07 prices. Table 26
presents the cumulative investment requirements for 5-year periods upto 2025. See
Annexure IV for detailed workings.
Table 26: Summary of Sectoral Investment Requirements
Cumulative - in Rs. Lakh, at 2006-07 prices
Sl. Description 2006 2011 2016 2021 2025
1 Heritage Development & Conservation 7,500.00 7,500.00 7,500.00 7,500.00 7,500.00
2 Riverfront Development Project 5,800.00 5,800.00 5,800.00 5,800.00 5,800.00
3 Water Supply - New 6,351.75 12,009.15 18,670.03 26,771.53 34,411.60
4 Water Supply - System Rehabilitation 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00
5 Sewerage & Sanitation 21,200.00 23,407.00 25,843.00 28,533.00 31,503.00
6 Storm Water Drainage 4,500.00 6,022.02 8,058.81 10,784.51 14,432.11
7 Solid Waste Management 1,829.33 2,344.49 2,947.02 3,560.17 4,188.52
8 Roads & Street Lighting - New 32,316.44 50,272.94 72,330.14 99,066.14 124,619.94
9 Road Widening & structures 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00
10
Public/ Commercial Transportation
Infrastructure
10,000.00 10,000.00 10,000.00 10,000.00 10,000.00
11 Fire Services 1,260.80 1,358.80 2,388.60 2,548.60 3,658.40
12 Slum & EWS Housing 41,664.00 42,505.60 51,715.20 62,920.00 73,606.40
13 Other Projects 8,471.12 9,911.00 12,112.64 14,724.20 17,336.00
Total 177,893.43 208,131.00 254,365.44 309,208.14 364,055.97

3.1. Investment Phasing
Given the huge investment requirements, NWCMC has decided to address the current
gaps and the short-term requirements (2011) on a priority basis. This would mean
undertaking an investment of about Rs. 2,081 crore over the five-year period from 2006-
07 to 2010-11. The investment phasing is carried out in a manner that ensures completion
of priority works pertaining to the Gur ta Gaddi events in the first two years (i.e. by
March 2008), in addition to other city-wide infrastructure requirements.
The State Government, in consultation with NWCMC, the Sachkhand Gurudwara Board
and city-wide stakeholders has approved an infrastructure development plan specific to
the Gur ta Gaddi event to be implemented by various agencies.
4
NWCMCs share in
these projects works out to Rs. 340 crore from a total approved cost of Rs. 817 crore.

4
Refer Annexure V-C for the Projects approved by Government of Maharashtra under the Gur ta Gaddi
Infrastructure Development Plan.
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Table 27: NWCMCs Share of Approved Gur ta Gaddi Works vis--vis City requirements
Cumulative - in Rs. Lakh, at 2006-07 prices
Sl. Description 2006 2011
Gur ta Gaddi
Sanctions
% to 2011
Requirements
1 Heritage Development & Conservation 7,500.00 7,500.00 -
2 Riverfront Development Project 5,800.00 5,800.00 1,400 24.14
3 Water Supply - New 6,351.75 12,009.15 -
4 Water Supply - System Rehabilitation 7,000.00 7,000.00 7,000 100.00
5 Sewerage & Sanitation 21,200.00 23,407.00 8,000 34.18
6 Storm Water Drainage 4,500.00 6,022.02 -
7 Solid Waste Management 1,829.33 2,344.49 -
8 Roads & Street Lighting - New 32,316.44 50,272.94 -
9 Road Widening & structures 30,000.00 30,000.00 13,100 43.67
10
Infrastructure
10,000.00 10,000.00 -
11 Fire Services 1,260.80 1,358.80 -
12 Slum & EWS Housing 41,664.00 42,505.60 -
13 Other Projects 8,471.12 9,911.00 4,500 45.40
Total 177,893.43 208,131.00 34,000.00 16.34

Table 28: Proposed Investment Phasing
Amount in Rs. Lakh, at 2006-07 prices
2007 2008 2009 2010 2011 Total
1 Heritage Development & Conservation - 1,875.00 1,875.00 1,875.00 1,875.00 7,500.00
2 Riverfront Development Project 560.00 840.00 1,466.67 1,466.67 1,466.67 5,800.00
3 Water Supply - New - - 4,003.05 4,003.05 4,003.05 12,009.15
4 Water Supply - System Rehabilitation 2,800.00 4,200.00 - - - 7,000.00
5 Sewerage & Sanitation 3,200.00 4,800.00 5,135.67 5,135.67 5,135.67 23,407.00
6 Storm Water Drainage - 3,011.01 1,003.67 1,003.67 1,003.67 6,022.02
7 Solid Waste Management 586.12 586.12 390.75 390.75 390.75 2,344.49
8 Roads & Street Lighting - New - - 16,757.65 16,757.65 16,757.65 50,272.94
9 Road Widening & structures 15,000.00 15,000.00 - - - 30,000.00
10
Infrastructure
- 5,000.00 2,500.00 2,500.00 - 10,000.00
11 Fire Services - 679.40 226.47 226.47 226.47 1,358.80
12 Slum & EWS Housing - 4,250.56 12,751.68 12,751.68 12,751.68 42,505.60
13 Other Projects 1,800.00 2,700.00 1,803.67 1,803.67 1,803.67 9,911.00
Total 23,946.12 42,942.09 47,914.26 47,914.26 45,414.26 208,131.00
12% 21% 23% 23% 22% 100%

Note: The above phasing is carried out to ensure that NWCMCs share of Gur ta Gaddi Projects are covered in
the first two years (40% in 2006-07 and 60% in 2007-08)
Amount in Rs. Lakh, at current prices
2007 2008 2009 2010 2011 Total
1 Heritage Development & Conservation - 1,968.75 2,067.19 2,170.55 2,279.07 8,485.56
2 Riverfront Development Project 560.00 882.00 1,617.00 1,697.85 1,782.74 6,539.59
3 Water Supply - New - - 4,413.36 4,634.03 4,865.73 13,913.13
6 Storm Water Drainage - 3,161.56 1,106.55 1,161.87 1,219.97 6,649.94
8 Roads & Street Lighting - New - - 18,475.30 19,399.07 20,369.02 58,243.40
10 Public/ Commercial Transportation Infrastructure - 5,250.00 2,756.25 2,894.06 - 10,900.31
11 Fire Services - 713.37 249.68 262.16 275.27 1,500.48
12 Slum & EWS Housing - 4,463.09 14,058.73 14,761.66 15,499.75 48,783.23
13 Other Projects 1,800.00 2,835.00 1,988.54 2,087.97 2,192.37 10,903.88
Total 23,946.12 45,089.20 52,825.47 55,466.75 55,201.32 232,528.86
10% 19% 23% 24% 24% 100%

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Based on the above phasing, the total investment requirement at current prices (assuming
an escalation rate of 5 percent per annum), during 2006-07 to 2010-11 works out to Rs.
2,325 crore.

2006-25

138
VI. ASSESSMENT OF INVESTMENT SUSTENANCE OF NWCMC
The investment sustenance capacity of NWCMC is assessed based on projection of
operating / revenue surplus of the municipal fund prior to investments. The projection of
the revenue account of the municipal fund is carried out based on certain assumptions of
revenue realization and expenditures. These assumptions are generally trend based or on
revenue base and basis, collection efficiencies and revenue enhancement plans of the
Municipal Corporation.
The investment sustenance is ascertained considering projected revenue surplus available
to service additional debt for capital investment, operate and maintain new assets created
and revenue realizations from the new investments.
1.1. Projection of Municipal Fund Without Proposed Investments
The projected municipal fund (2005-06 to 2029-30) and the underlying assumptions are
presented in Annexure V-A Financial Operating Plan. Some of the key assumptions
with regards items of income and expenditure under the revenue account, and their basis
are elucidated in the following tables.
In case of capital account, it is assumed that the Central Finance Commission Grant and
other scheme-based capital grants will grow at 5 per cent per annum, and that these grants
would be utilized as part of the larger / city-wide capital investment plan, rather than on
ad hoc small projects in isolation.
Table 29: Assumptions in Projection of Revenue Income
Sl. Description Assumption Remark / Basis
1 Octroi and Transit
Fee
Octroi: 30% increase in
2006-07 and a 8% annual
increase thereafter

Transit Fee: 35% increase
in 2006-07 and a 8%
annual increase thereafter
NWCMC has increase its
Octroi rates on several
commodities w.e.f March
07, 2006

NWCMC has increased
the transit fee from Rs. 35
per vehicle to Rs. 50 per
vehicle, w.e.f March 07,
2006
2 Property Tax 5% annual increase in
assessments from 2005-
06 to 2009-10 and a 3 per
cent annual thereafter

NWCMC has carried out
a fresh assessment of all
properties, and has
estimated a 5% increase
for 2005-06. This growth
is expected to be sustained
for at least five years due
to special drives proposed
by NWCMC to broaden
the tax base and
compliance to building
permission rules
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Periodic revision in ARV
once in 4 years 100% in
20050-06; 50% increase
in 2009-10 and 20%
increase every 4 years
thereafter

3% increase in ARV of
new assessments every
year
Gradual increase in
collection efficiency from
current 34 per cent to
85% by 2009-10
Tax rate at current levels
NWCMC has proposed to
revise the ARV by over
100%, but expects to
settle for a 60% increase;
and have committed to
increase the ARV by at
least 50% again in 2009-
10 in order to bring them
to near-market rates
Nominal increase linked
to market trends in rental
increase
Based on NWCMCs
revenue enhancement
plan, including enforcing
compliance and
facilitating remittance
through specific drives
and setting up of zonal
collection centers
3 Other ARV-based
taxes / cess
Same as Property Tax
Tax rates at current levels
Same as Property Tax
4 Water Charges /
Special Water Tax
70% increase in water
assessments in 2005-06,
and an increase of 1000
connections per annum
till 2009-10, after which
it stagnates at 35,365
assessments
Levy of Rs. 1,500 on new
connections as
connection fee

10% increase in water
charges in 2005-06 and a
15% increase every third
year thereafter
Increase in collection
efficiency from the
current 54% to 80% by
2013-14
About 11,000 water
assessments from the
CIDCO/HUDCO layouts
in South Nanded are being
transferred to NWCMC in
2005-06. Also, NWCMC
would be regularizing
unauthorized connections
and issuing connections to
new properties. The
ceiling of 35,365
connections is based on
the capacity of the current
system to supply water at
110 lpcd, after allowing
for 25%system losses and
about 4,000 public stand
posts
Nominal increase linked
to inflation

Based on NWCMCs
revenue enhancement plan
and commitment as part
of JNNURM requirement.
Fresh investments in the
sector are expected to
result in improved service
levels and hence better
compliance by consumers
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140
5 Sewerage Charges /
Special Sanitation
Tax
Stagnation in the number
of assessments at current
level of 23,120 seats

100% increase in
sewerage charges in
2005-06 and a 15%
increase every third year
thereafter
Increase in collection
efficiency from the
current 42% to 80% by
2013-14
The capacity of the
existing sewerage system
is constrained; and most
parts are not functional,
hence no new connections
are assumed for the
projections
NWCMC has doubled the
sewerage charge w.e.f
2005-06

Based on NWCMCs
revenue enhancement plan
and commitment as part
of JNNURM requirement.
Fresh investments in the
sector are expected to
result in improved service
levels and hence better
compliance by consumers
6 Other income from
municipal property
and services
Based on past trends,
subject to a minimum of
2% to a maximum of
12% per annum
Past trends and in
consultation with
municipal officials
7 Additional Revenue
Sources
About Rs. 50 crore to be
raised in the next three
years through
regularization of
unauthorized
Gunthewaari Layouts
20% in 2006-07, 30% in
2007-08 and 50% in
2008-09
It is estimated that there
are at least about 700 ha
of unauthorized in the
city. NWCMC plans to
devise and implement a
scheme for regularization
of these layouts it has
already commenced a
survey of such layouts. It
is expected that atleast
500 ha would be
regularized in the next
three years the fee for
regularization as per
NWCMC rules is Rs. 250
per sq.m
8 Revenue Grants Per Capita Road Grant: at
Rs. 75.68 lakh per annum
Teachers Salary Grant:
50% of salary
expenditure of regular
education staff
Library Grant: Rs. 4.75
lakh per annum
Other Grants: 5%
increase per annum
Based on per capita
formula

As per GoM rules

As per GoM rules

Nominal increase
assumed
9 Growth in Total
Revenue Income
9.55 per cent per annum Derived based on above
assumptions
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141

Table 30: Assumptions in Projection of Revenue Expenditure
1 Establishment
Expenditure
9% annual increase in
establishment expenses
pertaining to regular staff
2% annual increase in
establishment expenses
pertaining to temporary staff
Based on past trends
(9.11%)

Nominal growth
assumed (past trend is
< 1%)
2 O&M Expenditure Nominal growth rates based
on past trends, subject to a
minimum of 5% per annum
to a maximum of 10% per
annum
Based on past trends
and in consultation
with municipal
officials
3 Clearing of non-debt
liability
Rs. 1.54 crore of dues to
GoM to be cleared out of
cash reserves in 2006-07
Rs. 7.19 crore of V Pay
Commission Arrears to be
cleared out of proposed
borrowings at 12% interest
for 10 years 7 years
interest payment and 3 year
bullet repayment in the end
Based on discussion
with municipal
officials
4 Debt Servicing
Expenditure
Outstanding debt of Rs.
50.81 crore to be cleared
under the Nirbhay Yojana of
GoM which allows for a
waiver of 70% of penal
interest amounting to a
rebate of Rs. 14.66 crore;
balance amount of Rs. 36.15
crore to be settled through
proposed borrowings at
same terms as above
Based on discussion
with municipal
officials (already
implemented)
5 Growth in Total
Revenue
Expenditure
8.88 per cent per annum Derived based on
above assumptions

Based on the above assumptions, the operating surplus of NWCMC without any
additional investment, is expected to increase from Rs. 7.5 crore realized in 2004-05 to
Rs. 10.5 crore in 2005-06 and to 110.5 crore by 2029-30. The average annual revenue
surplus works out to Rs. 54.70 crore at current prices. The NPV of the future net cash
flows (surplus) works out to Rs. 460 crore at a discounting rate of 8percent.
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142

1.2. Projection of Municipal Fund With Proposed Investments
The phased investment requirements Rs. 2,325 crore (see Table 28) and the resultant
cash flows (additional revenues, O&M expenses and debt servicing expenses) are loaded
onto the projected municipal cash flow without the proposed investments, to ascertain the
impact of the investments on the municipal fund.
The assumptions pertaining to funding sources, additional revenues, O&M expenses and
debt servicing are presented in the following tables. While projecting the municipal cash
flows, the mandatory contribution (as per JNNURM guidelines) to a State level
Revolving Fund (equivalent to 25 percent of the GoI grants received) has also been
factored.
Table 31: Assumptions for Additional O&M expenditure due to Proposed Investments
Sl. Sector / Project
O&M Cost as % of Capital
Investment
1 Heritage Development & Conservation 2.50%
2 Riverfront Development Project 2.50%
3 Water Supply - New 2.50%
4 Water Supply - System Rehabilitation 1.00%
5 Sewerage & Sanitation 3.00%
6 Storm Water Drainage 1.00%
7 Solid Waste Management 10.00%
8 Roads & Street Lighting - New 2.00%
9 Road Widening & structures 2.00%
10 Public/ Commercial Transportation Infrastructure 5.00%
11 Fire Services 5.00%
12 Slum & EWS Housing 0.00%
13 Other Projects 2.00%

Table 32: Assumptions for Additional Revenues as a result of Proposed Investments
% of O&M Expense
Recovered
1 Heritage Development & Conservation 0.00%
2 Riverfront Development Project 50.00%
3 Water Supply - New 100.00%
4 Water Supply - System Rehabilitation 75.00%
5 Sewerage & Sanitation 100.00%
6 Storm Water Drainage 0.00%
7 Solid Waste Management 0.00%
8 Roads & Street Lighting - New 10.00%
9 Road Widening & structures 10.00%
10 Public/ Commercial Transportation Infrastructure 100.00%
11 Fire Services 0.00%
12 Slum & EWS Housing 2.00% of Project Cost
13 Other Projects 100.00%
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143

Table 33: Assumed Sector-wise Funding Pattern

GoI-
JNNURM
Grant
GoM-
JNNURM
Loan
NWCMC-
Contributi
on
NWCMC
Borrowin
gs
GoI
JNNURM-
UBSP
Donations /
Contributions
/ PPP
Total
1
Heritage Development &
Conservation
80% 10% 2% 8% 0% 0% 100%
2 Riverfront Development Project 80% 10% 2% 8% 0% 0% 100%
3 Water Supply - New 80% 10% 2% 8% 0% 0% 100%
4
Water Supply - System
Rehabilitation
80% 10% 2% 8% 0% 0% 100%
5 Sewerage & Sanitation 80% 10% 2% 8% 0% 0% 100%
6 Storm Water Drainage 80% 10% 2% 8% 0% 0% 100%
7 Solid Waste Management 80% 10% 2% 8% 0% 0% 100%
8 Roads & Street Lighting - New 80% 10% 2% 8% 0% 0% 100%
9 Road Widening & structures 80% 10% 2% 8% 0% 0% 100%
10
Public/ Commercial
Transportation Infrastructure
0% 0% 0% 25% 0% 75% 100%
11 Fire Services 0% 0% 50% 50% 0% 0% 100%
12 Slum & EWS Housing 0% 0% 0% 0% 50% 50% 100%
13 Other Projects 0% 0% 25% 0% 0% 75% 100%

It is observed that NWCMC, despite all its revenue enhancement measures and grant
funding can sustain to the tune of about Rs. 1,306 crore (56 percent of the estimated
investment requirements) of investment in the next five years. This includes about Rs.
340 crore of investments preliminarily identified as directly relevant to the Gur ta Gaddi
Tercentenary Celebrations. Out of the Rs. 1,306 crore sustainable investments, Rs. 818
crore pertains to investments in city-wide civic & core infrastructures, while about Rs.
488 crore is towards EWS and Slum housing.
The parameters for ascertaining investment sustenance are:
a. Positive year-on-year closing balance of the municipal fund
b. Average DSCR of not less than 1.75; and
c. Minimum Cash DSCR of not less than 1.5
It however needs mention, that NWCMC would be in a position to undertake fresh large
scale investments under the same cash flow scenario from 2016 onward, when its position
is expected to improve due to ongoing reform initiatives and termination of the Rs. 43
crore loan borrowed on account of debt restructuring in 2005-06.
The following tables present the sustainable annual investment and the proposed funding
plan for the same.
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144
Table 34: Sustainable Annual Investment
Amounts in Rs. Lakh, at Current Prices
2007 2008 2009 2010 2011 Total
1 Heritage Development & Conservation - 1,968.75 - - - 1,968.75
2 Riverfront Development Project 560.00 882.00 - - - 1,442.00
3 Water Supply - New - - - - - -
6 Storm Water Drainage - 3,161.56 1,106.55 - - 4,268.10
8 Roads & Street Lighting - New - - - - - -
10 Public/ Commercial Transportation Infrastructure - 5,250.00 2,756.25 - - 8,006.25
11 Fire Services - 713.37 249.68 262.16 275.27 1,500.48
12 Slum & EWS Housing - 4,463.09 14,058.73 14,761.66 15,499.75 48,783.23
13 Other Projects 1,800.00 2,835.00 1,988.54 2,087.97 2,192.37 10,903.88
Total 20,196.12 45,089.20 26,252.62 19,050.43 20,002.95 130,591.32
15% 35% 20% 15% 15% 100%

Table 35Funding Plan for Sustainable Investment

Amounts in Rs. Lakh, at Current prices
2007 2008 2009 2010 2011 Total
Funding
Pattern
1 GoI- JNNURM Grant 14,268.90 24,756.59 5,759.53 1,550.91 1,628.45 47,964.39 37%
2 GoM- JNNURM Loan 1,783.61 3,094.57 719.94 193.86 203.56 5,995.55 5%
3 NWCMC- Contribution 356.72 975.60 765.96 691.85 726.44 3,516.57 3%
4 NWCMC Borrowings 1,426.89 4,144.84 1,389.86 286.17 300.48 7,548.24 6%
5 GTG Grants 2,360.00 3,717.00 6,077.00 5%
6 GoI JNNURM- UBSP - 2,231.54 7,029.36 7,380.83 7,749.87 24,391.61 19%
7 Donations / Individual Contributions - 6,169.04 10,587.96 8,946.81 9,394.15 35,097.96 27%
Total 20,196.12 45,089.20 26,252.62 19,050.43 20,002.95 130,591.32 100%
15% 35% 20% 15% 15% 100%
2006-25

145

VII. ONGOING PROJECT DEVELOPMENT INITIATIVES
NWCMC has already initiated preparation of sectoral master plans and detailed project
reports across most sectors. NWCMC does not have the required institutional capabilities
for project planning and development they have engaged Infrastructure Leasing &
Financial Services Limited (IL&FS) as their Program Manager, considering the scale and
complexities involved in the proposed developments. IL&FS is mandated to develop
projects and manage their implementation upto commissioning. IL&FS has also
committed in principle to fund NWCMC for its external borrowing requirements.
Some of the key project development initiatives underway under this engagement are
briefly described hereunder.
1.1. Riverfront Development Project
NWCMC is carrying out a detailed master planning for the entire riverfront on either
banks of the River Godavari on either banks, within the city limits. The focus of the
master plan is to revive the River Godavari in Nanded through water retention and
interventions aimed at enhancing the functional and scenic heritage of the river. Special
attention is being laid on the zoning plan, so as to ensure reviving and conservation of the
inner city fabric in the core city area along the river banks. Other interventions include
development of ghats, public spaces, gardens, eco parks, botanical garden, mela ground,
stadium, etc. on either bank. Figure 8 presents a preliminary concept option for the
riverfront development.
2006-25

146
Figure 8: Preliminary Concept Plan for Riverfront Development

2006-25

147

Figure 9: Glimpses of Proposed Riverfront Development Components

Riverfront Plaza
2006-25

148

Proposed Riverfront at Goverdhan Ghat
2006-25

149

Proposed Interface across Banks at Fort
2006-25

150
1.1.1. Project Development Timelines
Sl. Milestone Date Remark
1 Field Surveys 18.06.2006 Completed
2 Concept Plan Options 15.06.2006 Completed
3 Detailed Master Plan 31.07.2006 Underway
4 Detailed Engineering Report for selected
components
15.10.2006 underway

1.2. Water Supply
The scope of work entails improvements to the water supply system in Nanded. Specific
sub-project components being addressed include:
a. For South Nanded
i. Source creation and water treatment plant
ii. Pumping machinery at source and at WTP
iii. Transmission main
iv. New service reservoirs within town
v. Distribution system
vi. Additional infrastructure for point loads
b. For North Nanded
i. Improvement & augmentation of source
ii. Improvement & augmentation of WTP
iii. Improvement & augmentation of pump sets at source (WTP)
iv. Transmission main
v. Additional service reservoirs (ELSR and/or GLSR)
vi. Capacity addition of distribution system
vii. Rehabilitation of distribution system (pipes & valves)
viii. Rehabilitation of house service connections

2006-25

151
1 Master Plan for Water Supply 30.06.2006 Underway
2 Detailed Engineering Report for South Nanded
Source creation and Water Treatment Plant;
Pumping Machinery at source and at WTP; and
Transmission main
15.08.06 Underway
New Service Reservoirs within Town; and
Distribution System
31.07.06 Underway
Additional infrastructure for point loads 15.08.06 Underway
3 Detailed Engineering Report for North Nanded Underway
Improvement & Augmentation of Source; and
Additional service reservoirs (ELSR and/or
GLSR)
15.07.06 Underway
Improvement & Augmentation of WTP; and
Improvement & Augmentation of Pump sets
at source (WTP)
31.07.06 Underway
Transmission main; and Capacity addition of
Distribution System
15.08.06 Underway
Rehabilitation of Distribution System (Pipes
& Valves); and Rehabilitation of House
Service Connections
15.09.06 Underway

1.3. Sewerage & Sanitation
The scope of work entails improvements to the sewerage system in Nanded. Specific
sub-project components being addressed include:
a. For South Nanded
i. Collection System
ii. Sewage Pumping Stations
iii. Sewage Treatment Plant
b. For North Nanded
i. Improvement & Augmentation of the existing system collection, pumping
and treatment systems
ii. Extension of the collection system to uncovered areas

2006-25

152

1 Master Plan for Sewerage System 30.06.2006 Underway
2 Detailed Engineering Report for South Nanded
Collection system for Priority Zone 31.07.06 Underway
Collection system for Other Zones 31.08.06 Underway
Sewage Pumping Station; and Sewage
Treatment plant
15.09.06 Underway
3 Detailed Engineering Report for North Nanded Underway
Condition assessment of existing system 15.07.06 Underway
Collection system 15.08.06 Underway
Improvement & Augmentation of pumping
stations; and Improvement & Augmentation
of Sewage Treatment Plant
15.09.06 Underway
1.4. Storm Water Drainage
The project entails design and development of a storm water management and drainage
system Nanded. There are about 26 major nallahs that drain the citys storm water into
the river. The plan is to assess the capacity of these nallahs and the tertiary storm water
network to effectively drain out all surface runoff, and to ensure minimal flooding.
1 Master Plan for Storm Water Drainage 30.06.2006
2 Detailed Engineering Report for Storm Water
Drainage
15.10.2006

1.5. Transportation Infrastructure
The scope of work for project preparation for transport infrastructure is focused on
strengthening, widening and
beautification of existing
arterial roads. The widening
proposal is based on the
proposed Development Plan
widths. There are about 40
such priority roads measuring
about 60 km. In addition
detailed project reports are
being prepared for three RoBs and one major bridge across the River Godavari. These
proposed interventions are critical from the point of view of the Gur ta Gaddi
Tercentenary celebrations circulation requirements as also in the context of city-wide
transportation network. The detailed project reports for these components will be
finalized by August 31, 2006.
2006-25

153

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

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CITY DEVELOPMENT PLAN

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