Sattur

City Corporate cum Business Plan for Sattur
Final Report
-1-
Virudhunagar District, Tamil Nadu
1
PROJECT OVERVIEW
1.1
ASSIGNMENT BACKGROUND
The World Bank has been a partner in urban reform program of Government of Tamil Nadu
(GoTN) with engagement through Tamil Nadu Urban Development Project (TNUDP) TNUDP-I, TNUDP-II and TNUDP-III (in progress). Towards taking forward the urban reform
agenda, the GoTN is now implementing the TNUDP-III with focus on furthering the reforms
initiated under TNUDP-II.
The Tamil Nadu Urban Infrastructure Financial Services Limited (TNUIFSL), as a financial
intermediary, intends to assist the Commissioner of Municipal Administration (CMA) in
strengthening and improving the financial position of its Municipalities for effective capital
investment management and urban service delivery. These towns possess a good potential
for implementation of such financial reforms for which it is essential to formulate a City
Corporate Cum Business Plan. The CMA has started the process of capacity building in
Municipalities through this process to enhance the vision of the ULBs in growth of their
towns.
The TNUIFSL has appointed M/s.Community Consulting India Private Limited (CCI) to
prepare City Corporate Cum Business Plan (CCBP) for Sattur Municipality.
1.1.1 CITY CORPORATE PLAN

A City Corporate Plan (CCP) is the ULBs corporate strategy that presents both a vision of a
desired future perspective for the city and the ULBs organization, and mission statements
on how the ULB, together with other stakeholders, intends to work towards achieving their
long-term vision in the next ten years. A CCP translates mission into actions and actions into
outcomes. When a CCP is developed in close consultation with, and endorsed by all
relevant local stakeholders, a ULB and others who commit themselves to action can be held
accountable for their mission statements, actions and expected outcomes. The CCP will
make economic development and improved quality of life the long-term objective for all of
the actions defined in the plan. The full set of proposed regulations, tax policies,
infrastructure and other local government program expenditures will be framed with longterm economic development and improved quality of life, especially for the poor, firmly in
mind.
City Corporate Plan
A City Corporate Plan (CCP) helps a city take stock of its opportunities and endowments,
gauge its place in relation to its hopes for the future, and to link these objectives to choices
for improving its competitive position, for instance in producing tradable, identifying critical
investments, mobilizing private sector partnerships, and to reduce poverty. A CCP is
visualized as a document that would provide a perspective and a vision for the future
development of a city. It should present the current status of citys development; set out the
directions of change; identify the thrust areas; and suggest alternative routes, strategies and
interventions for bringing about the change. It should establish a logical and consistent
framework for evaluation of investment decisions. A CCP will specifically comprise of the
following:
Community Consulting India Private Limited
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Situation analysis, with regard to the context i.e., demographic and economic trends, city
governance, service provision & delivery including systems & structures, financial status
of the city government and agencies concerned with service provision including an
analysis of their creditworthiness; and effectiveness and efficiency of the institutional
frameworks;
Perspective and a vision for the city;
Strategy identifying key strategic issues, risks and opportunities facing the city, with
focus on reform and reform priorities; and
City Investment Plan, referring to order of investment needed to implement the
perspective and alternative financing strategies.
A CCP clearly defines how a ULB will a) serve its customers (businesses and citizens), e.g.
how it intends to guarantee basic level of urban services to all citizens, make urban planning
responsive to emerging needs, become responsive to the needs of, and improve its
services, to local businesses; b) run its business, e.g. how it intends to manage public
finance in a modern and transparent way, execute urban planning and governance in line
with an established framework, become more responsive, cost and time efficient through
integrating technology in their governance and service delivery processes; and c) manage
its resources, e.g. how it intends to increase revenues and expand its tax base to allow for
self-sustaining urban service delivery, improve its creditworthiness, but also how it intends to
recruit and retain a skilled workforce.
Context of a City Corporate Plan
Past efforts to produce this kind of broad, integrated approach have been fraught with
coordination problems and multiple implementation agencies, which have lead to confusion
and wasted resources. Moreover, past planning, like city master plans, have been
excessively technical and unresponsive to citizen input and demand. The CCP is different
from master planning as cities are now more open to outside influences in a globalized
economy, and more able to act on opportunities for growth. At the same time,
decentralization is giving cities more scope for action, and democratization is opening the
planning and political process to much greater participation and accountability. A CCP is
geared to respond to these new circumstances.
1.1.2 OBJECTIVES OF THE ASSIGNMENT

The aim of the assignment is to prepare consensus-based city corporate plan for a period of
10 years (2007-2017 with 5 yearly updates and if desired, the annual plans) indicating
policies, programmes, strategies and funding mechanisms to meet the development
requirements. The corporate plan would be formed as shared vision for the city involving
various stakeholders with a long-term development perspective. The coverage of the CCP
should focus on the following:
What does the analysis of towns profile show? Where are the opportunities and where
are the key constraints?
Given the opportunities and constraints, where does the town wishes to move in a
medium-term perspective? While the vision is forward-looking, it is also a realistic
vision, achievable with a given time frame.
What strategic options are available to achieve the vision? What are the costs and
benefits of alternative strategic options? Which of the strategies will help the town
achieve the vision at least cost or maximum impact?
What would be the aggregate investment needed to implement the vision? What are the
options for mobilizing resources for implementing the City Corporate Plan (CCP)?
What reforms other than those embodied in the JNNURM, UIDSSMT & IHSDP are
necessary for effectively implementing the City Corporate Plan (CCP)?
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The specific objective of this exercise is to visualize the town in the next 10 years and to
Define the growth directions and service up-gradations in relation to the activity mix /
growth;
Look at the demand for the projects specified by the ULBs, and come out with gap in
services with respect to the vision;
Broadly outline the infrastructure needs;
Define specific rehabilitation and capital improvement needs with regard to priority city
infrastructure in both slums and other areas;
Define revenue enhancement and revenue management improvements required to
sustain the rehabilitation proposed;
Reforms required in local administration and service delivery;
Management changes required at the local level to improve O&M of assets, and
Measures to address common growth and infrastructure issues.
1.1.3 SCOPE OF WORK OF THE ASSIGNMENT

The general scope of work for the assignment covers following three key stages:
City Assessment & Optional Strategy Formulation Stage: This stage of the
assignment will focus on fact finding and analysis with regards key development
elements of the city and will be based on secondary data and extensive consultation
with relevant stakeholders at the disaggregate level. Following are the components:
Demography, Economic Development & Growth Assessment;
Institutional Arrangements;
Infrastructure - Housing and Urban Basic Services ;
Physical and Environmental Aspects; and
Financial Assessment covering a detailed financial assessment of key stakeholder
agencies and a preliminary Financial Operating Plan and Project Cash Flows
Stakeholder Consultation: A City-level Stakeholder Consultation Workshop to discuss

the State of the City Report covering elements of growth and economic development;
institutional framework for service delivery; current service levels, gaps and future
requirements in terms of services and investments; and key financial issues; optional
strategy elements for service delivery enhancement and financial sustainability. This
stage would articulate stakeholders expectations and formulate citys development
vision, prioritize city development issues, strategy / action consensus and choice of
strategy options
Finalization of City Corporate Plan: This stage would finalize and recommend
strategies to achieve the citys development vision, in consultation with the concerned
stakeholder agencies. The strategies will be supported with specific projects and action
points as relevant, phased over a 10-year horizon, with specific annual action plans for
the first five years, indicating stakeholder roles and responsibilities.
The scope of work specifically covers but not limited to the following:
1. Assess the demand for the projects listed out by these Municipalities and analyze
demand for the next 10 years
2. Financial assessment of the ULBs- an assessment of local finances (past 5 years) in
terms of sources and uses of funds, base and basis of levy, revision history and impacts,
State assignments and transfers- base and basis of transfer and its predictability; uses
of funds outstanding liabilities (loans, power dues, pension etc) and, a review of revenue
and service management arrangements. Levels of service, coverage and quality of
municipal services in both poor and non-poor localities. Staffing and management
arrangements in delivery of services

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3. Outline issues in revenue realizations, quality of existing assets in relation to service

levels and coverage, and institutional constraints. Develop quick indicators of
performance, based on current coverage and additional population in the medium term (10 years) and unit
costs, indicate city level investment requirement for upgradation of city wide
infrastructure.
to improve service coverage and asset quality:
prepare a comprehensive Asset Management Plan and use fiscal notes and
policy analysis to assist in making informed investment choices to achieve
sector/ city goals
define priority assets and indicative costs of rehabilitation
conduct fiscal impact analysis of investments: lifecycle O&M costs, revenues
from project, and costs/ impacts on finances and of not doing the project
explore funding options for rehabilitation of facilities
4. Prepare a financial and operating plan (FOP). The FOP is a medium term framework of
the ULBs, and shall present the following
A. Additional data to be collected
Break up of energy cost on UG, WS etc.
Salary for all the departments including staff and payments to private operators
Finding out the benchmark cost i.e. at ideal condition what will be the cost of
the identified investments, a table indicating the investment plan for next 5
years with identified source of finance.
B. Areas of reduction in expenditure
Energy audit resulting in savings in energy.
Leak detection resulting either in connections or in the tariff (or) maintaining
the same supply and achieving a reduction in energy cost.
Privatizing the MSW collection and identifying a BoT operator for elim9inating,
composting etc, items of revenue can be identified.
Laying of Cement concrete road / Fly ash and savings on maintenance cost
resulting in increasing operating surplus.
Water recycling / reuse
Rejuvenation of tanks and reduction of cost / liters of water produced
Privatization & option for revenue rising.
C. Options for increasing the revenues through non-traditional methods
Land development for raising revenue (not the traditional commercial
complexes)
Suggestion for improvement of revenues
5. Prepare a draft Memorandum of Association between ULB and TNUIFSL. The MoA will
outline the base line (based on the Situation Analysis) and the Performance
Benchmarks to be monitored, apart from other financial and loan covenants. The targets
will be based on service development targets and outputs of the financial and operating
plan.
6. Initiate consultations with council and local stakeholders on the priorities; redefine
priorities (rerun FOP if required) and work with the Council to resolve on adoption of the
Citys FOP and CCP actions.
7. Finalize Action Plan for the City, with a resolution from the council on the priorities and
commitment to implement revenue and management improvement measures.
1.2
OUTLINE APPROACH AND METHODOLOGY

The whole approach for this assignment would be both a process and a product and the
focus would be to identify ways of creating the conditions for improved service delivery with
appropriate and suitable management action plan for the service provision and delivery
including operation and maintenance of existing services on a sustainable manner. The
proposed approach is expected to involve four broad phases.
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1. Framing the Process will provide the essential assessment of the readiness of the ULB
to take forward this process and would identify stakeholders and come to consensus on
how the CCBP preparation process will be managed, agreeing a structured programme
to take forward the process. This phase of the assignment will also draw out initial
conclusions as to the chief concerns of the various stakeholders. This phase of the
assignment would also provide basic inputs for preparing the draft template of the CCBP
addressing key issues on the ULB, governance, service provision & delivery and
finances;
2. CCBP Preparatory Phase would include preparing the CCBP for the select ULB based
on the template and integrate the findings of the phase with a more in-depth participative
analysis of the situation. This will identify the structure and trends in the local economy,
the dimensions of poverty in the city, gaps in infrastructure, the constraints and
obstacles to progress-institutional, financial, environmental and social. This will require
the collation and analysis of previous study findings, and may require some particular
primary research. This phase will focus on coming to a consensus on the strategic
options derived using the CCBP;
3. Strategic Consensus Phase would focus on preparing the CCBP and building capacity
among the officials of the ULBs to prepare CCBPs for their administrative jurisdictions
and deriving strategic options. This phase will also provide inputs for refining the outputs
of the CCBP if required along with identifying the sources of assistance. This will also
address how the local and other national international partners can help the ULB to
achieve its goals;
4. Initiating Implementation Phase would involve providing both onsite and back-office
support to the ULBs for preparing the CCBP and advising these ULBs to generate all
necessary strategic outputs and make use of such outputs in implementation.
1.3
TASKS INVOLVED
The aim of the assignment is to prepare consensus-based city corporate plan indicating
policies, programmes, strategies and funding mechanisms to meet the development
requirements. The corporate plan would be formed as shared vision for the city involving
various stakeholders with a long-term development perspective. The assignment is split into
a number of following defined tasks:
1.
2.
3.
4.
5.
6.
7.
8.
Project Commissioning, Start-up and Mobilization

Framing the Process for Developing the CCBP
Rapid Assessment Report
Analytical Framework for Preparing CCBP for the ULBs
Development Options and Suggestions
Implementation, Monitoring, Evaluation and Review Arrangements
Report on CCBP for the ULBs
Project Costing and Determination of Funding Sources
1.3.1 DELIVERABLES COMPLETED
Rapid Urban Assessment (RUA) Report, including demand assessment of Identified

Projects and Strategies towards preparation of the CCBP for Sattur Municipality was
submitted. The report comprised of a review of towns economic development, physical
planning and growth management issues, physical and social infrastructure status and
municipal fiscal status.

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The aforementioned deliverable was reviewed by the Technical Review Committee

comprising the officials of TNUIFSL, Commissionerate of Municipal Administration
(CMA) and Executive and Elected Representatives from the study town and approved
for proceeding to the subsequent stages of the assignment.
In continuation, the study team formulated a vision statement through stake holders
consultations, strategies to achieve the vision, Capital Investment Plan (CIP) and the
same were submitted as part of the revised deliverable schedule in the form of Strategic
Plan and Interim Report.
Draft Final Report was prepared covering all the project tasks and consultation with
Stakeholders were also performed for finalizing the priorities and investment sizing and
funding options.
The Draft Final Report was reviewed by the above mentioned Technical Review
Committee and accorded the approval for submission of Final CCBP Report with Draft
MoA and Council Resolution.
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2
PROFILE OF SATTUR
2.1. REGIONAL SETTING
Sattur, a Grade II Municipal town and a taluk head
quarters town falls under the administrative jurisdiction of
Virudhunagari District. The District Head quarters,
Virudhunagar is 22 km north of Sattur. Sivakasi town,
famous for its Crackers, Matches and Printing industry, is
located at a distance 20 km in north western side of the
town. Rajapalyam town is located on the western side of
the town at a distance 52 kms from the town. Kovilpatti is
located at a distance of 21 kms in the southern side of the
town. The famous "Satturappan Kovil" is located at the
heart of the town and is a well known landmark of this town.
Sattur
Source: TamilNadu Route Guide
Sattur was once famous as a Fountain Nib manufacturing

center. Currently large amount of population in the town are
engaged in matches manufacturing industry. Sattur is a
place which is famous for a type of Chilies called as Sattur
Sannam s4, is grown in maximum here. This particular
variety Chillies are exported to all parts of the country.
Sattur town spreads across an area of 3.83 sq.km

and it is divided into 24 wards. Sattur town is
situated at 9* 27 North latitude and 77* 46 East
Longitude. This town is well connected by
National Highway No 7 and linked by Broad
Gauge Railway line and it is located at 75 K.M.
from Madurai Corporation
Sattur
Table 2.1 Salient Features of the Town

TOWN
SATTUR
District
Virudhunagar
Area
3. 83 sq. km.
Geographic
927N 7746E;
Location
Elevation : 55 m above MSL
Census
31,443 (year 2001)
population
Road: Frequent bus services
connect
the
town
with
Virudhunagar
Aruppukottai,
Paramakudi, and Rameswaram
and other urban centres in the
Connectivity
region
Rail: It has a Railway Junction
with a Broad Gauge line
connecting
Virudhunagar,
Madurai and all other parts of
the state.
Tropical - Max. 37C, Min. 28C;
Climate
Winter- Max. 34C, Min. 25C;
A
l P i it ti 250
This town is surrounded in the north by Venkatachalpuram Village Panchayat and in the
south by the Vaypur River and Chathrapatti Village Panchayat. Vaypur River and
Padanthangal Village Panchayat form the physical boundary of Sattur in western direction
and VentankuIam Kanamai boundary along eastern side of the town.
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2.2. LOCATION AND LINKAGES

Sattur town in Virudhunagar district lies, 75 km south of Madurai city and 22 km South of
Virudhunagar town on the Kashmir Kanyakumari National Highway No.7, and is well
connected by roads and Broad gauge line to all parts of the state. Being the Taluk head
quarters, the town acts as the urban node for the neighboring villages, besides the town also
has a large number of matches industries, timber depots and raw-material suppliers
exclusively for the safety match and firework sectors.
Sattur
Source: msn Encarta
The National highway (NH:7) connects the town with Thiruchendur, Tuticorin and Madurai
city and the other district roads connect the town with Aruppukottai, Sivakasi, Kovilpatti
Rameshwaran and Paramakudi. The railway line connecting Madurai Kanyakumari
connects the town with all the parts of the state.
2.3
PHYSICAL CHARACTERISTICS
2.3.1 GEOGRAPHY
Sattur, match industry based town is located on the banks on Vaypur river and forms part of
Virudhunagar District. Sattur lies in the coordinates of 927 N 7746 E and the topography
of the town is almost flat with a mild slope towards the river in the eastern part of the town. It
has an average elevation of 55 mts (183 ft) above MSL. The town is surrounded by large
number of villages based on the Matches making, household industry. Agriculture is done
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only at a very small scale in the town. Odai, which runs from the north western part of the
town and drains into the river in the southern side of the town acts as the flood moderator of
the town. The other water bodies such as Mariyan Oorani and Ventakulam tank serve as the
major irrigation requirements of the town.
2.3.2 CLIMATE
Temperature
Precipitation
in inches
The climate prevailing in the town is hot & dry and there is no significant variation between
maximum and minimum temperatures. The temperature is about 340C for most of the
months. The temperature is little above 30 0C during September. Sattur is benefited from
both the North East Monsoon and the South West Monsoon. Sattur receives an annual
rainfall of 250 mm from both North east and south west monsoon.
2.3.3 GEOLOGY
Soil condition in the town is primarily black cotton (Karisal). Cholam and Cotton are grown
where tank or well irrigation is available in the town. Chillies (Sattur sannam s4) and
Cucumber that are grown in this region are very famous and are of export quality.
2.4
AREA AND POPULATION

The ULB spreads over an extent of 3.83 sq. km. and has 2001 census population of 31,443
persons and about 6000 number of households. Of the total population in the town, are
15,439 (49.10% to the total population) are males and 16,004 (50.90% to the total
population) females. There are 24 wards in the town. Ward wise population details of the
town is given in the Table 2.2.
Ward
1
2
3
4
5
6
7
8
9
10
11
12
Table 2.2: Ward wise Population in Sattur 2001 Census

Total Households
Total Population
Male Population
Female Population
882
3508
1714
1794
189
729
368
361
466
1938
939
999
346
1344
671
673
370
1429
692
737
263
1012
475
537
498
2004
982
1022
857
3360
1702
1658
316
1171
579
592
293
1084
546
538
214
814
384
430
278
1193
571
622
Gender Ratio
1047
981
1064
1003
1065
1131
1041
974
1022
985
1120
1089
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Ward
Total Households
13
267
14
239
15
203
16
260
17
202
18
209
19
190
20
252
21
317
22
270
23
325
24
175
Total
7881
Source: Census of India 2001
Male Population
578
458
425
511
403
462
373
463
580
535
700
328
15439
Female Population
603
653
450
527
400
443
350
473
571
545
664
362
16004
Table 2.3: Population and Growth Trend in Sattur

Population
Year
1941
1951
1961
1971
Total Population
1181
1111
875
1038
803
905
723
936
1151
1080
1364
690
31443
Total Population
9,381
13,565
15,759
22,222
1981
27,143
1991
29,216
2001
31,443
Source: Census of India 1961, 71, 81, 91 and 2001
Gender Ratio
1043
1426
1059
1031
993
959
938
1022
984
1019
949
1104
25049
Growth rate in %
Variation
-4,184
2,194
Decadal
-44.601
16.174
Annual
-4.4601
1.6174
6,463
4,921
2,073
2,227
41.011
22.145
7.637
7.623
4.1011
2.2145
0.7637
0.7623
Past census data of the ULB has been obtained from census of India and the ULBs Master
Plan and population growth of the ULB is furnished in Table 2.3.Over the past decades, ULB
has exhibited a increasing growth trend in population. It can be observed that the population
growth rate has been significantly low during the last two decades.
2.4.1 GENDER RATIO

Sattur has an average gender ratio of 1,037 females to 1000 males. Of the total 24 wards,
highest is in the sixth (6) ward and lowest is in nineteenth (19) ward, which are about
1,131and 938 respectively.
Year
Total Population
1951
13,565
1961
15,759
1971
22,222
1981
27,143
1991
29,216
2001
31,443
Source: Census of India 1991 and 2001
Table 2.4 Gender Ratio Sattur

Male
Female
6,630
6,935
8,060
7,699
11,114
11,108
13,838
13,305
14,945
14,271
15439
16004
Females per Thousand Males

1046
955
999
961
954
1037
2.4.2 LITERACY RATE

Sattur has as a literacy rate of 73.91%, much higher than the national average of 59.5%.
Male literacy rate of the town is 80.37% of the total male population and the female literacy
rate is 67.68%
Year
1991
Table 2.5: Literacy rate: Sattur

Parameters
Male
Population
14,595
Literate
10,675
% of Literate
57.
Female
14,271
8165
42.07
Total
29,216
18,840
64.85
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2001
Population
Literate
% of Literate
Source: Census of India 1991 and 2001.
2.5
15,439
12,410
80.38
16,004
10,831
67.68
31,443
23,241
73.91
TOWN MANAGEMENT AND GOVERNANCE

Sattur was a Panchayat board up to the year 1964 and
was upgraded from Town Panchayat to III Grade
Municipality, as per G.O.56 Rural Development and local
Administration dated. 16-1-1970 with effect from 17-11970. On 9-5-83 as per G.O.No.651 date 9-5-83 this
Municipality was up -graded as the Second Grade
Municipality and continues its function in good condition.
As per G.O.Ms.No.135. dated. 11-6-1996 (MAWS Dept)
Sattur Municipality was divided in to 24 wards one ward is
reserved for S.C. & S.T. (Female) and 7 Wards reserved
for Female (General) and the rest of 16 wards are General. There is no extension of area
during this current year and the total area of the Municipality is 3.83 k.m.
POLITICAL WING
In Municipal council, the Political arm of the Town consists of 24 elected councilors each
representing a ward. The Chairperson heads Municipal council which performs its duties as
per the provisions of the District Municipalities Act 1920. The Political wing provides
direction to the Municipality and performs its functions through a set of committees
constituted for different purposes.
EXECUTIVE WING
The Executive wing is responsible for day to day operations of the Municipality and is
headed by the Municipal Commissioner. The Commissioner is the Administrative head of
the Municipality and is supported by different departments in the operations.
FUNCTIONAL DEPARTMENTS
Sattur Municipality consists of Six functional departments. Each department consists of
Head who reports to the Municipal Commissioner and functions as per the responsibilities
prescribed in the Act and as delegated by the Commissioner. Departmental profile and
responsibilities of the various functional departments are explained in brief in the following
Table.
Department
General
Administration/
Personnel
Revenue
Accounts
Planning
Functions/ Duties/
Responsibilities
Establishment, Accounts,
Records, Correspondence,
Treasury
Billing and collection of taxes,
charges and fees
Control of financial matters,
preparation of budgets and
maintenance and management of
accrual based accounting system
of ULB
Preparation of master plan,
maintenance of land-use areas,
licensing of plan approval,
booking of unauthorized
constructions, approval of lay out
in the town limit, controlling and
encroachment removal within
municipal limits.
Headed by
Manager General
Administration
Revenue Inspectors (2 nos.)
Assisted By
(In the Order indicated)
Accountant, Assistant Programmer,
Junior Assistants, Record Clerk and
Office Assistants
Revenue Assistants/ Bill Collectors
(10 nos.) and Office Assistants
Accountant
Town Planning Officer
Town Planning Inspector (1 no.),

Junior Assistants (1 no.)
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Department
Engineering
Functions/ Duties/
Responsibilities
Planning, Implementation,
Operation and Maintenance of
Urban Infrastructure.
Sectors - Street lights, Roads,
Buildings, Drainage, Parks, Water
Supply and Municipal vehicles.
Public Health
Prevention of Food Adulteration,

Conservancy Work, Sweeping
Streets, Maintenance of drainage,
Control of epidemic diseases,
License to D&O trades, Birth &
Death Registration, Birth and
Death Registration and Solid
Waste Management
Source: Official Website of ULB & Administrative Report
Headed by
Municipal Engineer
Municipal Health Officer
Assisted By
(In the Order indicated)
Junior Engineer, D-man, Work
Inspector, Elec. Supdt., Electrician,
Helpers, Office Assistants, Drivers,
Meter, and Fitter
Sanitary Inspectors (5) - Sanitary

Supervisors (7) - Drivers (4) &
Conservancy Staff
Medical Officer (Siddha) & Woman
Medical Officer - Maternity
Assistants (3)
The Organizational structure comprises of six functional departments and is explained in the
following chart
SATTUR
Chairman of Council
GRADE II - MUNICIPALITY
Vice Chairman
Commissioner
Ward
Councilor
Manager
Assistant (1)
Assistant cum
Accountant (1)
Junior
Assistant (4)
Asst.
Programmer
Typist (1)
Revenue
Inspector (1)
Revenue
Assistant (8)
Sanitary
Officer
Sanitary
Inspector (1)
Sanitary
Supervisor
(2)
Sanitary
workers (57)
Town Planning
Inspector
Chainman (1)
Municipal
Engineer
Overseer (1)
Electrician
Work
Inspector (1)
Helper (1)
Junior Asst.
(1)
Fitter (1)
Driver (2)
Mini Lorry
Driver (2)
Record
Clerk (2)
Field Ass.
Office Asst.
(3)
Maternity
Ayah (3)
Watchman
Maternity
Asst. (3)
Meter
Reader (1)
Park
Watchman
Reservoir
Watchman (2)
Helper
(1)

Final Report
- 13 -
3
PROJECTION OF FUTURE POPULATION
3.1
BASIS AND METHODS

A critical factor in estimating the requirement of the urban infrastructure for future planning,
project formulation and capital investment estimation and outlay is the projection of
population. Projection of the future population for the Sattur is based on the following
factors:
Past census population and relevant details;

Decadal growth and growth rates of the country, state (TN) and the ULB;
Population density pattern and availability of land for the future development;
Socio-economic characteristics and economic base along with employment generating
potential;
Development (Master) Plan for the region considering the contextual issues stated and
growth pattern in terms of land use and land availability for growth including proposed
plans and potential for significant change in land use (within project period/ design life);
Positioning of the hinterland, linkages with core of region and connectivity, importance
and contribution as an economic base for the region;
Availability of resources to facilitate provision and delivery of services and facilities;
Implications of the ongoing and proposed projects towards improving the provision and
delivery of services;
Other external and internal growth dynamics responsible for migration; and
Other factors - tourism, natural disasters and related.
The impact of the above factors was considered while performing the projection. Population
projection has been performed based on CPHEEO guidelines that are generally acceptable
for urban planning and infrastructure development related projects. The base criteria
adopted for the projection of future population are listed below:
Year of Study - 2008

Census Years 2011 to 2061
Design Stages - 2010 (Commissioning/Present
Stage), 2025 (Intermediate Stage) and 2040
(Ultimate Stage)
Per CPHEEO guidelines and general construction

practices, civil works/structures in the case of urban
infrastructure projects such as water supply and
sewerage are designed for a service life of 30 years
and mechanical/electrical equipment for 15 years.
Population Projection Methods

Numerical Methods
Arithmetic Increase
Incremental Increase
Geometric Increase
Graphical Methods
Exponential Series
Polynomial 2nd Order Series
Power Series
Logarithmic Series
Linear Series
Therefore, design stages essentially reflect the period/duration for which projection is
required to design the replacements, renewals and reconstruction activities. Projection of
future population has been performed for the vision period exceeding 50 years (2008 2061).
Final Report
- 14 -
3.2
METHODOLOGY AND EVALUATION OF PROJECTION METHODS

The methodology used to project growth of population for the Sattur is outlined below:
A pilot projection was performed to evaluate the past trend of decadal growth, i.e. the
population of 2001 was projected by utilizing available census data from 1961 to 1991.
The projected value (by numerical and graphical methods) was then compared with the
actual census population to identify the method that resulted in the minimum variation
(nominal - +/- 10%);
Projection of future population (2008 - 2061) was then performed by utilizing the
method(s) that resulted in the minimum variation (< 10 percent). In cases where the
variation was found to be significant (> 10 percent), the applicable methods were utilized
for comparison;
Results from the aforementioned methods were compared, average decadal growth
rates estimated and submitted for review and approval by the Review Committee.
Details of the past and present census population as provided by the ULB and verified with
the Department of Census are furnished in Table 3.1.
Year
1961
1971
1981
1991
2001
Table 3.1: Census Population (1961 - 2001) of Sattur

Area
Census population
Decadal growth rate
sq.km.
3.83
3.83
3.83
3.83
3.83
pers.
15,759
22,222
27,143
29,216
31,443
%
-41.01%
22.14%
7.64%
7.62%
Density
pers./sq.km.
4,115
5,802
7,087
7,628
8,210
Source: Analysis based on the Data provided by Sattur; 2008
3.3
PROJECTION OF FUTURE POPULATION

Based on the aforementioned methodology and evaluation performed, population has been
projected for the Sattur for the specified stages based on numerical and graphical methods.
Details of the comparison of population projection by the aforementioned methods for the
Sattur and the evaluation of projection methods (pilot projection) are enclosed as Annexure
1. A comparison of results of population projection for Sattur is shown below in Table 3.2.
Year
1961
1971
1981
1991
2001
2008
2010
2011
2021
2025
2031
2040
2041
2051
2057
2061
Table 3.2: Population Projection for Sattur Comparison

Census
Arithmetic
Geometric
Incremental
Information
Increase
Increase
Increase
15,759
22,222
27,143
29,216
31,443
34,188
34,709
34,519
34,972
35,703
35,448
35,364
36,211
35,921
39,285
41,702
40,955
40,853
44,125
43,125
43,206
48,025
46,547
46,735
54,532
52,055
47,127
55,308
52,695
51,048
63,694
59,399
53,401
69,325
63,689
54,969
73,353
66,661
Linear
32,860
33,199
33,365
34,881
35,428
36,195
37,244
37,354
38,390
38,963
39,328
Final Report
- 15 -
3.4
APPROVED POPULATION
The projection of future population has been
performed for the Sattur based on the pertinent
factors, potential impacts, related aspects and the
applicable methods.
It can be observed that the projection of future
population by Incremental Increase Method and
Logarithmic Method is optimal projections for the
purposes of planning for urban infrastructure
projects. Since the projections in the logarithmic
method is in negative trend, its recommended to
select the higher projected value of the
aforementioned
methods,
i.e.
Incremental
Increase Method as the design population for the
respective project design stages and vision period.
The recommended projected population is given in
the table:
3.5
Year /
Stage
1961
1971
1981
1991
2001
2008
2010
2011
2021
2025
2031
2040
2041
2051
2057
2061
Table 3.3: Approved Population

Census
Recommended
Population Projected Population
15,759
22,222
27,143
29,216
31,443
34,519
35,448
35,921
40,955
43,125
46,547
52,055
52,695
59,399
63,689
66,661
PROJECTION FOR PROJECT FORMULATION/DETAILED DESIGN

The aforementioned projection has been performed only for the purpose of assessment of
the demand versus the supply gap in urban infrastructure provision and delivery. It is
recommended to conduct a detailed projection during the Detailed Project Report
preparation stage by considering the below listed factors:
Project-specific requirements and characteristics;

Present and past population, area and density of each ward in the Corporation;
Classification of wards as high, medium and low-density zones (relative grading) to
assess the localized development and growth pattern of population;
Potential for future development in each ward based on proximity to city/town center, its
position/location in the District, established road network and access to related
infrastructure and transport facilities; and
Present land use pattern and possible significant change in land use over the project
period (generally 30 years); and
Growth rates published by the Department of Census, GoI, and are
characteristic/specific to similar cities.
Final Report
- 16 -
4
AREAS OF DEVELOPMENT NEEDS
4.1
ASSESSMENT OF NEEDS
The earlier submitted RUA Report had dealt with sector-wise description of the existing
situation, analysis/assessment and key issues/problems that the system is confronted with.
The assessment was performed to essentially gain a clear understanding of the town and its
present scenario. The report was reviewed by the Technical Review Committee comprising
pertinent authorities and approved.
The existing system/situation is observed to be far from desirable and the town is in need of
improvement across the identified mission areas and sectors. The need was not only
revealed during the analyses, but was also brought out, by the stakeholders and
beneficiaries during field visits, discussions and consultations conducted by the study team.
Therefore, it is imperative to assess the potential for future development and evolve
strategies to set the ULB on the road to well planned development.
The objective of the Strategic Plan for Sattur is to develop a long term vision and short term
strategic plan covering the priority sectors over the next five years. A City Corporate Plan
(CCP) is the corporate strategy of the ULB that presents both a vision of a desired future
perspective for the town and the ULBs organization, and mission statements on how the
ULB, together with other stakeholders, intends to work towards achieving their long-term
vision in the next five years. Thus, a CCP preparation process is essentially a consultative
process and therefore identification of stakeholders to be involved in the process is of crucial
importance. The Strategic Plan has been developed in partnership with various stakeholders
and interest group dedicated to the towns well being. Areas considered for development in
the future are given below:
Physical Development
Social Development
Slum Improvement
Economic Development
Urban Governance
Finance Improvement
Accordingly, an assessment on the problems, performance and potentials of the areas of

development was carried out which served as the critical input for evolving the desired
framework for the Strategic Plan. The sectors covered under this assessment and an
overview of the sectors including the prevailing issues is illustrated in the following sections.
4.2
PHYSICAL DEVELOPMENT
The sectors covered under physical development are listed below:
Land Use;
Water Supply;
Sewerage and Sanitation;
Storm Water Drainage;
Solid Waste Management;

Traffic and Transportation;
Street Lighting; and
Other Amenities
Final Report
- 17 -
4.2.1 LAND USE MANAGEMENT

OUTLINE OF MASTER PLAN
Under the provisions of Town and Country Planning Act, 1971, Sattur Local Planning Area
was declared under the section 10 (1) in G.O.Ms.No.2003, R.D. & L.A. dated 20.9.73.and
was confirmed under the section 10(a) of the act in the G.O.Ms.No.628, R.D. & L.A. dated
16.3.74. extension to prepare and adopt the existing land and building use map was granted
up to 31.3.1985 to the Local Planning Authority, by the directorate of town and Country
Planning Madras. Sattur Local planning area is conterminous with the Municipal Limits and
comprises of only Sattur village. In the G.O Ms, No.411 dated 20.4.1985 orders were issued
to for the preparation of Master plan for the local planning authority and the master plan
comprising of the Land use Maps was approved as per the Go.No.1168dated 19.12.1989.
and also the local planning authority was asked to prepare five detailed development plans
for the town. Department of town and country planning have issued orders for the revision of
the Master plan in 1996.
22%
EXISTING LAND USE PATTERN:
4%
In order to assess the land use breakup of the town a land use survey was
conducted in 1985 and the land use
map was prepared. Review of the land
use break up of the town shows that of
the total area of 384.39 hectares of
land, only 180.05 hectares of land
constitutes the developed area, which
works out to be 47% of the total area.
The undeveloped area accounts to
204.34 hectares which works out to be
53 % of the total area.
SL.NO.
1
2
3
4
5
53%
3%
3%
15%
Residential use
Commercial use
Industrial use
Educational use
Public and Semi Public use
Agriculture use (Wet and Dry) including water bodies
Table No. 4.1: Existing Land use Pattern in Sattur LPA (Year 1995)
LAND USE
AREA IN
% TO THE
HECTARES
DEVELOPED AREA
Residential
Commercial
Industrial
Educational
Public and Semi Public
Total
Undeveloped Area
6
Agriculture use (Wet and Dry) including
water bodies
Total
Source: Master Plan for Sattur, 1995.
% TO THE TOTAL
AREA
83.04
15.88
10.56
12.30
58.27
180.05
46.12
8.32
5.87
6.83
32.36
21.60
4.23
2.57
3.29
15.15
204.34
--
53.16
384.39
100
100
Major part of the LPA is undeveloped and covered by agricultural fields, but scattered
residential developments have occurred in all parts of the Local Planning Area. At present
more than 46 % of the developed area is under the residential use. Recent incidence of
residential developments is found along the Vemmbakottai Road and Bye pass road. New
colonies such as Anna Nagar and Periyar Nagar are found in this are of the town. Details of
existing land-use pattern are shown in Table 6.1 and refer Dwg. No. 6.1 for existing land use
plan for Sattur LPA.
Final Report
- 18 -
PROPOSED LAND USE PATTERN:

25%
35%
16%
9%
3%
12%
Residential use
Commercial use
Industrial use
Educational use
Public and Semi Public use
Agriculture use (Wet and Dry) including water bodies
On considering the trend of the growth

in the town then, and its potentialities,
land utilizations and functions were
identified in the proposal of the master
plan. Further the master plan was
formulated based on the planning
objectives that Sattur town will retain its
multifunctional character and area
would be highly influenced by the
industrial activities. The proposed land
uses is given in Map 6.2 and proposed
land use breakup is given Table 6.2.The
over all proposed land use pattern for
the Sattur for the year 2011 is given in
table 6.3
Table No. 4.2: Proposed Land use Pattern in Sattur LPA (Year 2011)
LAND USE
AREA IN HECTARES
% TO THE TOTAL MASTER
PLAN AREA
Residential
Commercial
Industrial
Educational
Public and Semi Public
Agriculture use (Wet and Dry) including Water Bodies
Total
Source: Master Plan for Sattur, 2011.
136.40
32.88
44.56
12.30
60.27
97.98
384.39
35.48
8.55
11.59
3.20
15.68
25.50
100
DEVELOPMENT PATTERN: GROWTH AREAS AND DIRECTIONS

Sattur holds a multifunctional facet. Sattur, the taluk head quarters
administrative activities of the Taluk and has governmental offices also
limits. Historical evidences reveal the existence of the town since time
has large industries in unison with its environs. In par with the region,
number of matches making, printing press and nib manufacturing units.
town holds all the

within its municipal
immemorial. Sattur
the town has large
Sattur town showcases the affluent

blend of the industrial units, rich trade
and commerce and the recent urban
developments in the town. Physical
form of the town has been guided by
the road network in the town. The
National highway connecting Kashmir
Kanyakumari runs almost in the
middle bisecting the town into two
equal halves. The other major roads which connect the town with the neighboring areas
radiates from the centre of the town. The town has been developed in a radial manner,
wherein the roads, namely, Madurai Road, Vemmbakottai, Nenmeni Road, Mannarkottai
Road and the Byepass Road act as the radial arms guiding growth in the town.
The older settlements of the town are found in the central core area of the town, mainly in
the enclosing market streets of the town and Sattur main road. Central core areas of the
town have much higher density and the residences are closely positioned within these
streets. The bazaar area of the town has a large number of wholesale shops. These shops
cater their services to the adjoining villages. All the agricultural products in the surrounding
agricultural villages are brought into the town for further trade. Thus the central core are of
the town is highly congested and shows the ancient cultural traits of the town.
Final Report
- 19 -
Railway line runs in the eastern part of the town and also the location of Kanmai on the
eastern part of the town reduces the rate of urban developments in the town. There are
agricultural lands abutting the kanmai and agriculture is done seasonal way. Agriculture is
carried on only during the rainy season of the town. Newer developments are found along
the Vemmbakottai road and Vellakarai road. River Vaippar on the southern part of the town
also inhibits growth along that direction.
GROWTH CONSTRAINTS AND DEVELOPMENT POTENTIALS

GROWTH CONSTRAINTS: Location of the River, Kanmai and agricultural lands on the
southern and eastern side of the town is major factor limiting growth of the town along those
directions. The railway line on the north eastern side of the town also stops growth of the
town along that direction. Uncontrolled fringe developments along the South eastern and
north western periphery of the town is a common threat for planned development and this
phenomenon results in pressure on provision of infrastructure.
High residential density pattern is observed in the town due to the presence of large number
of industrial units and its related floating population and the commercial establishments
located in and around the core town area and this situation is aggravated due to traffic
congestion since most of the roads in the temple and market areas are with a minimal scope
for widening. Rapid mushrooming of the industries and conversion of residential uses into
mixed commercial use and lack of open spaces, adversely affects the sustainable
development of Sattur.
POTENTIAL FOR DEVELOPMENT: The matches making and printing press which are unique
to the region is the major economic base of the town. Formation of the industrial estates and
promoting the industries supporting the growth of these industries has to be planned to
support and supplement the economic drive of the town. Also it has better linkages with rest
of the towns through SH and Railway network. Development potential of the region is linked
to its economic and industrial base of the town.
As per Master Plan 1989, nearly 53% of lands are under agriculture (both Wet & Dry) use.
Considering the demand of land for housing, commercial and industrial activities in the
future the vacant lands other than wet agricultural and water bodies can be utilized in
planned manner. DDPs prepared by the Sattur LPA need to be implemented with a view to
attract economic activities in this town.
There is an imminent need to capitalize on the industrial growth potential nodes in the LPA,
through transportation linkages especially to the nearby places of tourist interests and by
preserving heritage monuments of Sattur would increase the spatial growth potential of the
town.
4.2.2 WATER SUPPLY EXISTING STATUS

Sattur is supplied with water by two protected water supply
schemes implemented by TamilNadu Water Supply and Drainage Table No 4.3: Source and their
yield
Board. The first water supply scheme was commissioned during
Water
1961, wherein River Vaippar is the major source of water.
Type of Source
Supplied
Thamirabharani CWSS with Thamirabharani River as the source Thamirabharani
37.00 LL
was implemented during 2003 at a cost of 11.18 crores, and it Hand Pumps
3.32LL
serves as the major source of water supply to the town. The town Power Pumps
1.45LL
receives a total of 3.78 MLD of water daily from the town under
Total
41.77LL
this scheme.
Source: ULB, 2008.
Final Report
- 20 -
Vaippar River Scheme: A separate scheme with Vaippar River

as the main source was started during the year 1961 in the
town. After construction of the dam at Vembakottai on the river
during the year 1987 by PWD, the flow in the river become very
minimal and also the yield reduced. There were 8 infiltration
galleries installed under this scheme. Of them only one well is
functioning. Water is pumped from the well through 2 nos of 25
hp motors, to the OHTs at Sembalingampuram and By Pass
Road tank through a pumping main for 1 km. Water is pumped
only during the rainy season.
Thamirabharani CWSS: The CWSS was installed in the year
2003 to serve the towns namely, Ettayapuram, Kalagumalai,
Kayatharu Town Panchayats and Sattur Municipality. Water is
pumped from a place called as Seevalaperi at a distance of
75kms from the town. There are 10 infiltration galleries
constructed and 125 LL of water is pumped daily. Water from
the source is pumped to the booster station at Kayatharu and
from there its pumped to the booster station (2) at Savalperi Natalingapuram.
Water from 10 LL OHTs at Natalingpuram is brought in gravity
to the town. There are 2 OHTs constructed under this scheme.
Other than the above mentioned sources, the town also has
169 nos of Hand Pumps, and 32 nos of Mini Power as alternate
water supply to the town. Water is got at a depth of 200-220 ft
in the town.
RSERVICE RESERVOIRS: There are about 4 OHTs in the
town with a total capacity of 17 LL. Location, capacity and ward
coverage of the OHTs in the town are given in the Table no: 4.4.
DISTRIBUTION SYSTEM: The existing distribution system comprises of distribution network
from the service reservoirs to the individual house service connections and public
fountains/stand posts, which covers a distance of 31.00 kms in the town, i.e., 41% of the
total road length of the town.
The distribution network comprises of the P.V.C.
lines has laid under all the schemes. At present Table No 4.4: Service reservoirs and their Capacity
Wards
ULB, is provided with 3435 nos of Water Supply Location of the OHT Capacity
in
LL
Covered
Assessments, of them 3320 assessments are
6
domestic. There are about 115 non domestic Semabalingam Tank
6
connections in the town. 78 lpcd of water is By pass Road
Vellakarai Road
3
18,19,20,21,22
supplied on alternate days to the town. There are
Valvanthanpuram
2
14,15,16
69 public fountains to provide water to the town.
Source: ULB, 2008.
ULB also supplies water by Lorries to the place
which are not provided with distribution lines.
WATER TARIFF: For the unmetered connections Table No 4.5: Water Tariff and Connection Details
a flat rate of Rs. 80 is collected for the residential
Type of
Deposit
Flat Rate
connections and Rs.160 for Commercial
Connections
(Rs)
(Rs.month)
7,000
80
connections per month respectively. The deposit Residential
16,000
160
amount collected for each of the service Commercial
connections and connection charges on flat rate Source: ULB, 2008.
basis are provided in the Table. No: 4.5.It can be
seen here that the water tariff at Sattur is higher compared to the other municipalities, in the
region.
Final Report
- 21 -
ADEQUACY OF SERVICES
Table 4.6 shows key service indicators of the existing water supply system
Table No. 4.6: Performance Indicators - Existing Water Supply System
Sl.
Service Indicator
Unit
Current Status
No.
1.
Daily per capita supply (2006/2007)
Litres
78
2.
Roads covered with distribution network
Percent
78.63
3.
Storage capacity with respect to supply
Percent
41
4.
Treatment capacity available with respect to supply
Percent
NA
5.
Property tax assessments covered by service connections
Percent
31
6.
Proportion of non-domestic service connections
percent
3
7.
Slum population per public stand post
persons
20
Source: Sattur; 2008 and Analysis
Normative
Standard
90
> 100
33
100
85
> 5.00
150
KEY ISSUES
Discussions were held with officials and stakeholders of Sattur to assess key issues in the
present water supply system and its scope for improvement and issues identified through
discussions, field visits and service analysis are outlined below:
Rehabilitation of Old system: Old scheme which was commenced during the year 1961
requires immense rehabilitation works (both structural and mechanical) to improve the
source sustainability and to meet growing future demand as the burst in the pumping
mains has become a major problem affecting the distribution of the system; The OHTs
and the distribution lines laid then are old and they are required to be rehabilitated for
better usage.
Low Supply Levels: Even though ULB supplies 78 lpcd some places in the north eastern
fringe experiences low supply levels, because they are extended areas of the town and
do not have a service reservoir in nearby location;
Source Augmentation: The town is provided with Thamirabharani CWSS, water is
pumped for a distance of 75 kms, a reliable source; much closer to the town would
reduce O&M costs for the town.
Inequitable Distribution: While the average rate of water supply in the town appears
satisfactory, the distribution is not equitable at present water is supplied once in two
days which need to be regularized to daily supply;
Lack of a sustainable cost recovery approach to ensure sustainability of the system. At
present service charges for water supply is levied at flat rate basis which need to be
metered;
Non-Revenue Water: The distribution network in the town is old and characterized by
leaks through pipelines, faulty service connections and uncontrolled drawal from public
stand posts.
Treatment Capacity: Sattur town does not have any treatment facility except
chlorination. In view of increasing demand in the future and alternate sources such as
surface water, treatment facilities will have to be implemented;
Inadequate Service Coverage: Only about 31 % of the PTAs are provided with water
supply service connections. Existing demand for water supply has not taken into account
the requirement of water supply to the expansion areas;
Inadequate Summer Storage: Even though town receives moderate rainfall, as most of
the water bodies like Venkatakulam Kanmai are encroached, silted and used as sewage
outfalls; the summer storage capacity has been reduced.
Insufficient D-System: Part of the d-system was laid during 1964 and the lines are of CI
and AC pipes which are to be replaced and also d-system coverage has to be expanded
to the rest of uncovered areas. Although intermittent rehabilitation works have been
carried out based on complaints received, the system needs a comprehensive
rehabilitation measure based on detailed assessment.
Final Report
- 22 -
Heavy O&M Cost: Since the water supply scheme established in the town runs through
pumping from the source to service reservoir. ULB has to bear high electricity charges.
and
Need for Asset Management Action Plan: It is required to maintain an effective O&M
Schedule, for water supply assets, for regular maintenance and energy optimization.
POTENTIAL FOR DEVELOPMENT

In order to appreciate and articulate the current situation and present, future possibilities, the
water supply system was analyzed from all perspectives. The objective of this analysis is to
essentially demarcate potentials and drawbacks of the existing system, weigh the
possibilities and prepare the roadmap for an improved, effectively planned, designed,
operated and maintained system:
Current Water supply rate is around 78 lpcd which is less than the normative standard of
90 lpcd but additional OHTs are under construction to supply more water to satisfy the
per capita demand
Assured source Thamirabarani CWSS and Vaippar scheme ensures water supply to
Sattur for a year.
Additional source Irunkkangudi plan is under discussion and a separate wing is there in
PWD
4.2.3 SEWERAGE AND SANITATION

Underground Sewerage System: Sattur is partially
Table No. 4.7: Existing Sewerage System
provided with Underground Sewerage System. An
LENGTH OF SEWER
11.386 KM
Under Ground Sewerage Scheme was implemented
No of Connections
2120
during
1964
covering
the
following
wards
No of Pumping Station
1
4,5,9,10,11,12,13,15,16,17,18,19,20,23,24 the older
Disposal Site near 8 ( Acres)
settlements of the existing town. Under this scheme,
Irukkankudi Road
Source: ULB, 2008.
sewage is collected form the households and
conveyed to the main sewer line. The total length of
the sewer lines in the town is 11.386 kms. The sewage collected from the households are
pumped to the sewage farm of 8 acres on the banks of the Ventan Kulam Kanmai.
Area covered by the Existing

Scheme
Municpal Sewage
Farm
There are about 2120 connections in the existing system and rest of the households in the
town uses septic tank with soak pits for treatment and disposal of sewage. In Sattur, there
are 4877 households with septic tank facility. However, the sullage from kitchen and bathing
are disposed into the road side open drains and conveyed to odai leading to Vaippar River
which is the major primary drain in the town running across southern part of town from west
Final Report
- 23 -
to east. The existing system is not properly functioning due to ageing and the blockages in
the system have resulted in the improper functioning of the system. However, it can be seen
that Sattur Municipality was one of the pioneers to get UGSS even four decades before.As
per the stakeholders discussion the extension areas of the town such as Anna Nagar,
Kamarajnagar, Madura coats, New colony i.e. the wards nos 1,3,14,8,6,7 are to be provided
with under ground sewerage scheme.
Sanitation Facilities: ULB has constructed 20 public toilets each with 8 seats in Sattur.
Also 2 pay and use type toilets with 8 seats each have been constructed within the town
limits. Of these toilets, 9 toilets are connected to the under ground sewerage scheme and
the rest has septic tank facilities. There are about 1400 slum dwellers in Sattur spread
across 6 slums. The present toilet facilities mentioned above will cover partially and rest of
them have no such arrangements.
Table No. 4.8: Key Performance Indicators
Sl. No.
Service Indicator
Unit
Current
Status
Normative
Standard
1.
2.
3.
4.
5.
6.
7.
Roads covered by UGD network

Sewage treatment capacity with respect to water supplied
Water supply connection having access to UGD
Assessment having access to UGD facility
Assessment covered with septic tanks
Assessment covered with safe disposal facility - Total
Slum population per seat of public convenience
percent
percent
percent
percent
percent
percent
persons
28.88
NA
64
22
44.56
22
9
85
80
85
70
----
8.
Seats under pay & use category
percent
4.45
--
KEY ISSUES
Discussions were held with principal stakeholders of Sattur to assess the key issues that
surround the present sewerage system. The issues identified through discussions, field
visits and service analysis are outlined below:
At present there is a partial drainage scheme covering a very limited area of the town.
But it is not functioning efficiently due to aging. Letting the sullage water from houses
into the near by tanks and River cause water pollution. Letting the effluent of flush out
latrines through septic tanks in the nearby ground will ultimately cause contamination of
ground water. Because of the above facts there will be health hazards to the public. The
problem of odour and mosquito breeding is also there. Hence there is paramount
necessity to provide an under ground sewerage scheme to this town. Discharge of
untreated sewage to the river via storm water drains and to other low-lying areas and the
resultant degradation of the environment and health risk was highlighted as a major
hazard.
Inadequate and Ill-Maintained Public Sanitation: There is a high dependency by slum
population on public conveniences, the seat per person is limited and most slum
dwellers resort to open defecation;
Public awareness regarding safe sanitation is very poor.

In order to appreciate and articulate the current situation and present future possibilities, the
Sewerage and Sanitation sector was analyzed from all perspectives. The objective of this
analysis is to essentially demarcate potentials and drawbacks of the existing system, weigh
the possibilities and prepare the roadmap for an improved, effectively planned, designed,
Sattur town has been provided with partial UGD system which is constructed on 1964.
But is it has to be reconstructed due to damaged condition of the existing line. so it has
to reconstruct in the provided area
For the additional construction to cover the town funds has been allotted
Final Report
- 24 -
4.2.4 STORM WATER DRAIN

Town has a natural slope from North Western to Southern
side of the town. The natural drain, Odai runs along the
western part of the town to the river in the southern
boundary of the town. The odai which acts as the flood
moderator the town is under threat due to the human
interventions and man made activities in the town. The
present condition of storm water drains in the areas which
are not covered by sewerage scheme is such that it carries
the sullage and sewage water, which drains into the odai
and ultimately into the river. This pose a serious health and
environmental hazard to the natural water system and
needs to be addressed through a proper treatment facility
for the sewage water let into river.
Drains: Sattur is provided with network of storm water
drains up to a length of 27.89 kms, which is only 70.74% of
the total road network of the town. Table 4.9 provides
details regarding the types of storm water drains in the
town. It is clearly indicated that nearly 70.74% of the roads
are provided with storm water drainage facilities and the
rest of 29.26% roads are not provided with drains,
Table No. 4.9: Existing Storm Water Drains
which are drained through available natural terrain
Length
% of
Description
condition. Storm water drainage facility in the town is
(km)
total
inadequate and requires proper planning and Open Drains (Pucca)
27.89
70.74
designing, as majority of the drains are provided in Open Drains (Kutcha)
--bits and pieces without any integration between the Total
27.89
70.74
drains, this is due to the presence of scattered Source: Sattur; 2008
development and undulated terrain condition in Sattur
town.
Table No.4.10: Key Performance Indicators - Storm Water Drains
Sl.
Service Indicator
Unit
Current Status
No.
1.
Road length covered with storm water drainage
percent
70.74
2.
Pucca Drains (Open & Closed)
percent
27.89
3.
Road length covered with Pucca drains
percent
70.74
Normative
Standard
130
100
130
KEY ISSUES
Discussions were held with principal stakeholders of the Sattur to assess the key issues that
surround the present storm water drainage system and its scope for improvement. The
issues identified through discussions, field visits and service analysis are outlined below:
Inadequate Coverage: Drains cover only 70.74 % of the road length. Besides, the
existing drains are not well defined, thus reducing the meaningful coverage of built up
drains;
Problem Areas: Brick work, Random Rubble Masonry, Plain cement concrete drains
Damaged at many places are common within the town and drains are not properly
networked causing Missing links in many places, Lack of proper disposal system;
Due to faster growth of population and rapid increase in the land prices, habitation has
extended to the low lying areas which do not have proper drainage outlets.
Final Report
- 25 -
Roads in the town have been badly affected and damaged at several locations during
monsoons due to the inadequacy of storm water drainage networks. The monsoons
have been witnessing, year after year, overflow of several secondary and primary drains
as most stretches of these drains are silted and have not undergone desilting operations
for years.
Future population addition is expected to increase the pressure on the drainage system
of the town thereby requiring the ULB to concentrate on the development of road
networks along with that of storm water drains.
Silting and Solid Waste Accumulation: Silting and uncontrolled garbage dumping cause
blockage and stagnate water channels/wastewater runoff. Consequently, drains choke
and overflow into neighboring areas. Tanks around the town, which acted as flood
moderators, have also witnessed silting; and
Underutilized Water Bodies: Area under water bodies within the town limit is not being
put to productive use as summer storage tanks. Presently, the tanks are in dilapidated
condition. Misuse of water bodies is also noticed in terms of uncontrolled solid waste
dumping.

Storm Water facility was analyzed from all perspectives. The objective of this analysis is to
Town has a natural slope from North Western to Southern side of the town. The natural
drain, Odai runs along the western part of the town to the river in the southern boundary
of the town
4.2.5 SOLID WASTE MANAGEMENT

The collection, transportation, treatment and disposal of municipal solid waste is an
obligatory function of the ULB. The municipal solid waste mainly comprises waste from
households, markets, commercial establishments, hotels, hospitals and to some extent,
small-scale industries. All the 24 wards are governed under two sanitary divisions.
Table.No:4.11: Composition of Waste
Collected - Sattur
Quantity
% to the
Waste Composition
(MT)
Total Waste
Households, petty Shops
4.14
46
and establishments
Vegetable, Fruit, Flower
3.14
36
Market
Meat, Fish and Slaughter
0.54
6
House
Construction
0.90
10
TOTAL
9.00
100
Source: Sattur, 2008.
Table No.4.12. Vehicles used for Waste Collection
Type of Vehicles
Lorries
Tractors
Auto
Push carts
Total
Source: Sattur; 2008
Number
1
1
11
59
72
WASTE GENERATED: Per discussions with

officials of the ULB, the town generates about
9.00 MT of waste every day at the rate of 267
grams per capita. The details of the waste
generated in the town are given in the Table. No:
4.11.
COLLECTION SYSTEM: The ULB is able to
collect 100% of the total waste generated. Waste
collection in the town is done by dividing the
town into two Sanitary Divisions. The ward wise
generation and collection of solid waste in the
town is given in the Table.No.4.13.Door to door
collection of the wastes in 24 wards. of the town
is done by sanitary workers, using Pushcarts,
Autos and Tractors. The ULB also carries out
weekly mass waste cleaning programme to clear
the left out wastes by utilizing extra vehicles trips
in the town. The list of vehicles used for waste
collection is given in the Table.4.12. Bus stand
and Main road areas of the town are swept daily
which falls in the division III, 100 % waste
collection is done.
Final Report
- 26 -
Table.No:4.13: Ward wise of Waste Collection Sattur

Wards Covered
Population
Generation
Covered
3,4,5,9,10,11,12,13,14,15,16,17
13918
4.535
1,2,6,7,8,18,19,20,21,22,23,24
17656
4.590
31,574
9.125
Source: Sattur, 2008.
Sanitary
Division
I
II
Collection
4.535
4.590
9.125
% Of
Collection
100%
100%
100%
DISPOSAL METHOD: At present the total waste collected form the town is transported in
Lorries and Tractors dumped in the land fill site of 4.49 acres along the in Irrukankudi Road
which is located 3 Kms away from the town. The land fill is only an open site where there is
no systematic dumping (or) scientific method of waste disposal. The existing compost yard is
not provided with adequate infrastructure facilities such as road, Waste Segregation platform
and requires improvement.
Table No. 4.14: Key Performance Indicators - Solid Waste Management
Current
Sl.
Service Indicator
Unit
Status
No.
1.
Estimated waste generation per capita per day
grams
267
2.
Waste collected as estimated by ULB (w.r.t. waste generation)
percent
100
3.
Road length per conservancy staff
metres
646
Normative
Standard
300
100
500
KEY ISSUES
Discussions were held with principal stakeholders of the solid waste management and
officials of the ULB to assess the key issues that surround the present solid waste
management system and its scope for improvement. The issues identified through
Absence of Effective Primary Collection Mechanism: The absence of the full fledged
door-to-door solid waste collection system in the town is basically leading to unhealthy
conditions in the town. The practice of throwing of the waste onto the streets is
exaggerating the problem. Segregation of waste at source is not being practiced in the
town. Source segregation and primary collection of waste through private participation,
is under active consideration by the ULB;
Inadequate Collection Vehicles & Dumper Bins: Inadequate fleet size of the collection
vehicles, mainly pushcarts and tricycles, is hampering the collection efficiency. Also,
additional dumper bins needs to be located at various locations in the town;
Lack of Scientific Waste Disposal: As the scientific disposal of waste is not followed, the
waste is being disposed through open dumping. The waste is disposed improperly
forming heaps of waste at the site, posing problem to environment and health of the
local people. Though the data pertaining to the ground water quality around the site is
not available, there is a probability of ground water contamination due to open dumping;
and
Occupation Health Hazards: The waste collection, loading and unloading operations
have been done manually. The sanitary workers have not been provided with any
protective equipment posing heath hazards.
Final Report
- 27 -

Solid Waste Management was analyzed from all perspectives. The objective of this analysis
is to essentially demarcate potentials and drawbacks of the existing system, weigh the
This town has a 100 % solid waste management efficiency

There is 267 grams Generating per capita which is also less than the norms of 300
grams
4.2.6 ROADS, TRAFFIC AND TRANSPORTATION

OVERVIEW: The role of ULB regarding roads comprises construction of major roads and
maintenance of all roads in its jurisdiction, except roads belonging to the National and State
Highway Departments. The ULB is also responsible for implementing proposals from Master
Plan with regards new major roads and road widening activities.
Sattur abuts the national highway NH-7, connecting Kashmir and Kanyakumari and has
enhanced connectivity with Madurai, Virudhunagar, Kanyakumari, Sivakasi, Kovilpatti,
Rajapalayam, Srivilliputhur and many other urban centers of the region. It is estimated that
in a day approximately 8,000 -10,000 floating population is expected in Sattur.
ULB is maintaining 38.217 km length of roads and remaining
5.40 km and 5.20 km length of roads falls under the category of
State Highways and other major district roads respectively.
With regards to the surface condition of municipal roads, about
90% of the total road length has surfaced roads (comprising
BT, CC and WBM surfaces). Non-surface roads comprises of
10% of total road length in the town. Table 4.15 indicates
typology and distribution of different types of roads within the
town limits.
Table No. 4.15: Typology and Distribution of Roads in Sattur Town
Sl.
No.
A.
1.
2.
B.
1
2.
2
Road Typology
Municipal Roads
Surfaced Roads
- Cement Concrete
- Blacktop/Asphalted
- WBM
Sub Total (Surfaced Roads)
Non-Surfaced Roads
- Earthen
Sub Total (Non-Surfaced Roads)
Sub Total (Municipal Roads)
Roads Maintained by Other Departments
National Highways
State Highways
Other Major Roads
Total (All Roads)
Length (in km)
Distribution (Percentage)
9.179
22.20
0.43
26.607
24.02
49.71
1.13
2.91
2.91
31.617
7.61
2..00
2.70
2.00
38.217
5.23
7.06
5.23
100.00
Road Network / Traffic Pattern: The travel pattern in the town is guided by the road network
and land use pattern in the town. The national Highway connecting Madurai- Kanyakumari is
the major road, which runs almost in the middle of the town, bisecting the town into two
Final Report
- 28 -
equal halves. Apart from these State highways, various Major District Roads (MDR) & Other
District Roads (ODR) and other local roads maintained by state govt. connect Sattur with
surrounding rural habitations and other parts of the region.
Total road length is approximately 31.617 km within the town
limits. These roads provide the forward and backward linkages
for the transport of the matches making and its allied industries
to the marketing centers within and outside the town. The roads
provide linkages for the industrialists and people from the
neighboring villages and other parts of the State. Almost all the
roads in the core areas of the town are having inadequate
carriage way width. The main roads such as Sattur main road
have to be widened and the traffic has to be streamlined to
improve the road conditions in the town:
Madurai Bus Stand Junction

Police Roundana Junction (Junction of SH and VellaiKarai
Road)
Apart from the aforementioned junctions the town experiences traffic congestion in the
market areas, the bus stand area. There is a no designated parking space in the town. Taxi
and autos parked along the main road in front of the Taluk office also causes traffic
congestion. Some of the major limitations noticed in the existing system of roads are
inadequate road width, inadequacy of pedestrian sidewalks, absence of two-wheeler
tracks/service lanes, and absence of parking spaces and bus lay-by.
Sattur Bus stand is situated in the enroute of Madurai Sattur Kanyakumari. The bus
stand was constructed in the year 1975 and upgraded as C class bus stand in 1988. The
bus stand is C class bus stand with 10 bus bays. Nearly 250 Buses are plying from here not
only to local villages in Sattur Taluk, but also to the various urban centers of Tamil Nadu.
Table No. 4.16: Performance of Key Road related Service Indicators in Sattur
Sl.
Service Indicator
Unit
No.
1.
Road density
km/sq. km
2.
Per capita road length
metres
3.
Proportion of surfaced municipal roads
percent
Current
Status
10.81
0.19
90
The density of roads in the town is 4.33 km/sq. km. The per-capita road length maintained
by the ULB is 0.19 m, which is less than the standard of 1.75 m. The conditions of major
roads are good. However, minor roads and roads within individual residential colonies are in
bad condition. Footpaths and parking facilities were found lacking along the streets within
town limits.
KEY ISSUES
Discussions were held with principal stakeholders of the roads, traffic and transportation and
officials of the ULB to assess the key issues that surround the present road, traffic and
transportation system and its scope for improvement. The issues identified through
Except the highways roads in the town all the other roads in the interiors of the town are
narrow. Due to this, there is tremendous traffic congestion on important roads of the
town, primarily in Sattur Main Road.
Final Report
- 29 -
Heterogeneous traffic Animal carts are commonly used for carrying goods within the
town. This obstructs the traffic flow and causes congestion on major traffic corridors.
The junctions of the town namely the Police Roundana junction, Bus stand Junction, By
pass junction are to be provided with proper road geometrics and improved to reduce
the existing chaos in the town.
Absence of road hierarchy and traffic carrying corridors. Most of the internal town roads
are single lane. Rapid growth in vehicles and population (both permanent as well as
floating) has far exceeded the carrying capacity on the road network.
Presence of blind curves along the major road leads to frequent accidents.
High Density and Congested Lanes: Roads in the central areas and surroundings of bus
stand, markets and the court are narrow and surrounded by heavily built-up areas.
These roads also carry large volumes of traffic that cater to visitors and commercial
trading in the area. These factors make the lanes highly susceptible to air pollution and
delayed travel times;
Except for a few major intersections in the town, the rest lack cohesion with road
geometry, necessitating an integrated traffic and transport system. Lack of lane
separators and unabated parking on the main roads and intersections exacerbate the
problem.
The capacity of many intersections has been saturated. Many areas mainly the core
areas (around temple) of the town are experiencing parking problems, low-speed travel,
and increased congestion.
Encroachment: The margins of roads are encroached upon in several sections of major
roads of the town by small time street vendors, illegal parking and other informal
activities. With no margins left on the roads, the effective carriageway of the road is
reduced drastically leading to congestion and accidents; and
Absence of Street Furniture/Signage: The roads/junctions lack signals, signage, and
footpaths. Improper road sweeping results in most roads being covered with top-soil,
mud and granular particles which further reduces the driving safety.

Roads, Traffic and Transportation sector was analyzed from all perspectives. The objective
of this analysis is to essentially demarcate potentials and drawbacks of the existing system,
weigh the possibilities and prepare the roadmap for an improved, effectively planned,
designed, operated and maintained system:
Sattur has good road connectivity from NH 7 which is cut across the town and a by pass
road is under construction with 4 lane to decongest the municipal town
Some State Highway road projects are proposed and ready to construct in and around
the town
4.2.7 STREET LIGHTING

Street lighting: There are about 1466 street lights installed in the town. In this, 1059 are 40W
tube lights, 105 are 250 W Sodium Vapor Lamps and 25 are Mercury Lamps. In an average
lighting fixtures are placed at a distance of 33 m interval approximately. Almost all the lights
are in working condition. The compositions of street lights are given in the adjacent table:
Table No. 4.17: Performance of Key Street Lighting Service Indicators in Sattur
SERVICE INDICATOR
UNIT
CURRENT
STATUS
1.
Spacing between lamp posts
metres
33
2.
Proportion of fluorescent lamps (tube lights) w.r.t. total fixtures
percent
89
3.
Proportion of high power fixtures w.r.t. total fixtures
percent
11
SL. NO.
NORMATIVE
STANDARDS
30
60
40
Final Report
- 30 -
KEY ISSUES
Key issues in street lighting are shifting of poles along the kerb-side of the road and
inadequate street lighting. Spacing of street lights in this town is maintained as 37 m which
is far more than the standard spacing of 30 m. One of major issues in this sector is absence
high power fixtures (High Mast Light) in major road junction. Hence new street lights in the
newly formed extension areas and major junctions are required.

Street Lighting facility was analyzed from all perspectives. The objective of this analysis is to
4.3
This town has better street lighting facility which covers 33 m of individual Spacing
between the lamp posts which is more than 3 m than the standards.
Proportion of fluorescent lamps (tube lights) with respect to total fixtures is 89 percent
which is more than the standards of 60 %
SOCIAL DEVELOPMENT
4.3.1 SOCIAL FACILITIES
The town has the following Educations Institutions:

Govt. Middle School
:
1
Govt. Primary School
:
1
Panchayat Union Schools
:
2
Private Schools
:
11
There is an engineering college in Sivakasi Road and
there is an Arts and science college called as SR Naidu
Arts and Science college.
The Government Head quarters hospital with 84 beds

is located in the town. There are 2 maternity centres
operated by the Municipality. There are 13 private
hospitals located in this town.
Sattur Municipality has a Market located near the

Municipal office. There are about 60 -70 nos of shops
in the Market. Vegetables and provisions are sold in the
market; the vegetables and other agricultural produce
of the neighboring villages are brought to the town for
trade. There is a separate Non - Veg market in the
town. There is also separate Goat shandy, which
congregates on every Wednesday in the town.
There are 3 nos of burial grounds in the town. They are

community based and private. There is no burial
ground owned by the Municipality in this town.
Final Report
- 31 -
Perumal koil Land abutting the Highway is to be improved as a separate park in the
town. There is also another park near the bypass road water tank, which is to be
improved. Other than the above mentioned there are 2 parks functioning in Vellakarai
road and Periyar Nagar.
Sattur has a slaughter house adjacent to the By pass road, which requires to be
modernized.
KEY ISSUES
The key issues identified through discussions, field visits and service analysis are outlined
below:
Education: In the school within the town, Teacher: student ratio is very high which affects the
quality of education. The basic infrastructure facilities in the schools are very poor and in a
dilapidated condition. Most of the schools lack of sanitation and water supply facilities was
highlighted by the stakeholders. Existing schools are operated in tiled/thatched roof which
requires Upgradation to RCC roof. There is no playground facility available within the town.
There are no adequate higher educational and professional institutions in this region.
Health: Sattur Government Hospital lacks basic infrastructure facilities and number of
doctors available is not sufficient to meet the growing demand. Present facilities are not
even sufficient to handle out patients. Even though sufficient land is available in the hospital
premises number of beds in the hospital is not been increased.
Daily Market: Though the town has a market facility in Ward no:1, the market lacks basic
infrastructural facilities and there is a increased demand for separate Meat and fish market
in the town. The existing market has very narrow roads and also the number of shops is not
adequate, resulting in encroachments along the roads and eventually causes congestion
and other traffic problems in the town.
Burial Ground: There is no burial ground under the municipality control.
4.4
BASIC SERVICES FOR THE URBAN POOR

AN OVERVIEW
Owing to rapid urbanization in and around the town, large influx of the migrants from
economically weaker sections has been observed, which has resulted in formation of slums.
The town presents a wide range of activities in various household industrial, commercial and
tourism sectors. Growth in such activities, possibilities of absorption in various service
sectors, scope of employment in trade and business activities, hawking, retailing etc. could
have attracted rural poor to the town. The ULB is the agency responsible for provision of
services to urban poor settlements within town limits.
As per the Census 2001 and data available from the ULB, Sattur town has 6 notified slums
in which there are approximately 201 houses with a population of 1,400 (approx.). Most of
these slums are located in the rural habitation encroaching both private and municipal land.
Discussions with officials indicated that most of the notified slums are not provided with
basic services and amenities. Discussions have also indicated that the major problem area
in slums is inadequate provision of drains and sanitation facilities.
Final Report
- 32 -
SERVICE PROVISION IN SLUMS

Housing: Housing condition in slums is observed to be significantly deficient. Large
proportions of households were found staying in rudimentary households and remaining in
pucca houses, where percentage of households staying in RCC is very less. Majority of
households reside in houses with built area less than 100 sq. ft. It was noticed that
residential status of most of the unapproved slum households was temporary, where
settlement have developed within the last 10 years due to growing migration in the town as
increasing demand for agricultural workers.
Infrastructure Services: As per the discussion with the officials of the ULB, the overall view
about the existing infrastructure in the slums is understood and presented below. To
improve the condition of slums and to make slum dwellers self-dependent, government is
initiating various programs, which has been described in the following section:
Water Supply: The main source of water supply in slums is met through open wells,
hand pumps and public stand posts (PSPs). The ULB has provided 69 units of water
taps covering all the slums. Dependency on the PSPs is nominal, in an average
approximately 20, persons per PSP. In addition to the PSPs the ULB also serves the
slum people with water through Lorries.
Sanitation: Most of the slums do not have access to sanitation facility. Safe sanitation
facilities comprise of public conveniences and ISPs. Public toilets are provided at 20
locations with total seats of 144 nos. Even some people in the slums resort to open
defecation on river banks, which is a cause of serious health concern. Dependency on
public convenience seat and urinals are significant, on an average each public
convenience seat serves approximately 9 persons.
Solid Waste Management: Per discussions held with ULB officials, it was indicated that
there are no designated solid waste collection points or waste bins provided in slums.
Also wastes from this place are collected once in a week. As a result, in most of the
slums, waste is disposed in nearby vacant areas and in open drains creating unhygienic
conditions.
Roads: The ULB has provided about 10.620 km length of surfaced roads within the
slums. The per capita road maintained by the ULB in slums works out to be 0.12 m that
is less than the total roads maintained by the ULB on town level.
Storm Water Drains: Slum settlements in the town are not provided with a proper storm
water drain network. Earthen drains were mostly damaged or clogged due to solid waste
dumping and silting. New formation of drains along existing roads and new roads is
essential.
Streetlights: Overall, streetlight spacing in the town is about 33 m, and in slums is
noticed to be far higher. It is noticed that several road junctions and street stretches are
poorly lit, and some of the slums are devoid of any facilities of street lighting.
Key Indicators and Issues: Following are a set of indicators, for which the current situation
and the desired values are presented. The desired values can be used as benchmarks by
the ULB to check its performance annually/ periodically and set targets for itself to be
achieved in the next financial year. The details of performance indicators are furnished in the
table below.
Table No. 4.18: Performance Indicators for Slums in the Sattur
Sl.
Service Indicators
Unit
Current
No.
Situation
1. Proportion of slum population to total city population (2005/2006)
percent
4.45
2. Household size in slums (per HH)
persons
2.98
3. Distribution network reach (against road length in slums) in slums
percent
30.36
4. Slum population per public stand post
persons
20
5. Slum population per seat of public convenience/ ISP Complex
persons
9
6. Road length (per capita road length)
metres
0.12
Benchmark/
Standards
< 10
-> 100
75
60
0.25 - 0.51
Final Report
- 33 -
KEY ISSUES
Following are some of the key issues pertaining to provision and delivery of services to
urban poor in Sattur Town:
Slums are densely populated and not provided with adequate infrastructure;
Poor water supply and sanitation is a major concern. The slums are not provided with
adequate number of public convenience seats and existing facilities are in dilapidated
conditions. Hence, the slum population resorts to open defecation at a number of
locations; and
Slums are provided with inadequate waste collection bins, thus resulting in dumping of
garbage on road-side and in the drains;

In order to appreciate and articulate the current situation and present future possibilities,
infrastructure facilities in the slums was analyzed from all perspectives. The objective of this
analysis is to essentially demarcate potentials and drawbacks of the existing system, weigh
the possibilities and prepare the roadmap for an improved, effectively planned, designed,
4.5
Slum dwellers and ULB interested in the inclusive development of the town.
Currently slums are not provided with good infrastructures but TamilNadu government
has announced several schemes to develop slum areas.
ECONOMIC DEVELOPMENT
4.5.1 ECONOMIC BASE

The town has evolved as the industrial hub of the region,
with major economy of the town dependent on the matches
and printing press industries. The town was once the
manufacturing centre for fountain pen Nibs, which is
another major cottage industry of the town. Location and
enhanced connectivity of the town has supported the
growth of the economic activity in the town. Agricultural
activities are at a very minimal scale in the town. Sattur
town and its environs are highly influenced by the industrial
activities such as, Litho press, Offset printing, Master work
sets, etc. These industries have been in existence from the
early 70s and have been modernized during the recent times.
Matches Making and its allied industries: The predominant
occupation of the people is matches making and its
supporting industries. There are large numbers of small
units distributed in all parts of the town. This particular
industry has been flourishing during the last decade and
currently, modernization of these industrial units has
improvised the process and reduced the number of
employees involved in the process. There are also large
timber depots and units, which supply raw material for
matches industry in the town.
Final Report
- 34 -
Sattur town was once very famous for fountain pen Nib manufacturing industries. More than
2000 families were involved in this industry. But during the recent times, usage of fountain
pen has come down to larger extent and hence the industry is in declining trend. This
industry, which was once the bread winning industry of the town have almost, vanished now.
Due to the Proximity to Sivakasi, large number of litho
printing press, offset printing and other allied industries are
also found in the town. Calendars and poster printing is
done at a greater scale in the town. These industries are
scattered all through the town. In spite of the ups and
downs in the industry, Sattur still retains its multifunctional
character with, industrial, commercial and administrative
activities.
4.5.2 OCCUPATIONAL PATTERN

The total workers in the town as per 2001 census are 14922. The total workforce constitutes
about 47% of the total population with a gender based distribution of Male 61% and
Female 39%.
Year
Total
Population
Table 4.19: Occupation Pattern: Sattur- 1991 & 2001

Total Workers
Primary Sector
Secondary Sector
No. of
Worker
% of
Workers
No. of
Workers
% of
Workers
Tertiary Sector
No. of
Workers
% of
Workers
No. of
Workers
% of
Workers
5395
381
49
3
6332
14436
57
97
1991
10992
37
290
2
2001
31443
14922
47
105
1
Source: Census of India 2001 & ULB Master Plan Census Data of 1991
It can be observed that although the ratio of workers to the total population has steadily
increased from nearly 37% in 1991 to 47% in 2001, there has been a palpable shift in the
sector concentration. Essentially, primary sector such as agriculture, livestock, has witnessed
decrease pointing to urbanization. Secondary sector such as Nib manufacturing was in peak
during the last decade and is only 3% in the town due to closing of most of the industries.
The tertiary sector has grown strong in the ULB with the workforce concentration growing to
97% (+40% over 1991). Tertiary sector includes sub-sectors such as Matches making,
Printing press, trade and commerce, transport, storage and communication and related
services which support the spurt in growth trend in the respective sectors in the ULB during
recent years.
4.5.3 TOURISM IMPORTANCE

As far as the tourist attraction is concerned this town has
a famous historic and renowned temple of the region.
Satturappan permual temple: The town was named
after this God and the temple is the main focal point
growth in the town. It is a very ancient and magnificent
temple. The temple building is constructed in such a way
so as to maximize the concentration of positive, sacred
and peaceful energies. The distinct feature of this temple
is that Lord Venkateshwara in a standing posture, facing
East, governs and protects the entire society of Sattur
Town. The temple was constructed by the zamindhar of
Sethul, which is located at a distance of 50kms from the
town. Historic evidences quote that the lord appeared in
his dream and asked him to build the temple, its is also
believed that zamindhar, who was blind got his vision on
finding the idol of God under the peepal tree, and then he
Final Report
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constructed the temple in guidance of the priest of sastha temple. To the south of the temple
is the shrine of Goddess Alamelmanga, in a sitting posture. In the Northern side, is the
shrine of Goddess Andal, in a standing posture. In addition, to the north side of the temple is
located the shrine of twelve Azhwars, nearer to which the Paramapatha Entrance and the
Yagasala are located. The traditional pipal tree, under which the main idols were unearthed
is also present in the temple. There are also large number of temples in close proximity to
the town. Some of the places of interest are listed below.
Vembakottai Dam: Vembakottai Dam is located 20 km north east direction It is built

across the River Vaippar.
Mariamman Kovil: Irukkankudi Mariamman Kovil at

Irukkankudi is located 8 km from Sattur town. This
temple attracts pilgrims from allover TamilNadu.
Andal Temple: Andal Temple at Srivilliputhur is

located 40 km from sattur town. This temple tower is
the emblem of TamilNadu. This is one of the very
famous Vaishnavite temples in south India.
Sankarankovil temple: The main deity of the temple, Lord Sankaranaryanaswamy is

the combined manifestation of Lord Siva and Lord Vishnu. The famous Adi Thapasu
festival is celebrated during the month of July for 12 days with gaiety. The festival
attracts large number of devotees from all the parts of the country.
Kalugumalai one among the interesting tourist places in Tamil Nadu is located at a
distance of 20kms from the town. This place is famous for the Jain cave temple and jain
architecture. There is also a Murugan Temple called Kalugasalamoorthy Kovil which
belongs to the 18th century. Our Lady of Lourdes, (1906) is very famous church and
popular in Palayamkottai Diocese.
Based on the assessment of the existing situation, the key issues/problems in the existing
system and potential for development, Chapter 7 outlines the sector-specific demand gap
analysis, priority actions, proposals for improvement and augmentation of the sector
including estimated capital investment and the strategy for implementation along with
suggestive timelines.

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5
STAKEHOLDER CONSULTATIONS
5.1
IDENTIFICATION OF STAKEHOLDERS
Preparation of a City Corporate cum Business Plan (CCBP) is essentially a consultative
process and therefore identification of stakeholders to be involved in the process is of crucial
importance. The identified stakeholders may be broadly categorized as under:
Elected Representatives;
Service Providers/ GoTN Departments; and
NGOs/ CBOs and Resource Persons
The identified stakeholders are involved in a proactive manner through all stages of the
consultative process.
5.2
CONSULTATION PROCESS
5.2.1 GENERAL
Phase 1 of the assignment involved extensive consultations with the Stakeholders at the
ULB and Departmental levels. Pursuant to the Rapid Assessment Report submission, a
workshop was conducted including a wider list of stakeholders comprising non government
and other representatives.
In Phase II stage of this assignment, detailed consultations were also held with the elected
representatives and other non-governmental entities at the ULB level to obtain necessary
feedback and development requirements. In this Phase vision of the town was also
formulated through consultation process. Subsequently, development strategies, proposals,
projects, estimated capital investment plan and scheduling have been formulated and
included in this Interim Report.
The Draft Final Report for the town was submitted under Phase III of the assignment. The
report was submitted subsequent to the meeting with the ULB Council & Client to finalize the
identified projects, their priorities and capital investments. The Draft Final Report submitted
was also reviewed by the Review Committee and accorded the approval to submit Final City
Corporate cum Business Plan for Sattur Municipality. This Final City Corporate cum
Business Plan submitted towards this assignment addresses the findings and
recommendations of the study.
5.2.2 FORMATION OF OWG

Operational Working Group (OWG) was formed involving Chairperson, Commissioner,
Municipal Engineer, Town Planning Inspector and Sanitary Officer of Sattur Municipality.
Prior to the Phase II stage of the assignment, findings of the Rapid Assessment Report were
discussed in detail with the members of the OWG.
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The recommendations of Working Group have been consolidated to evolve a vision for the
town. After the meetings held from time to time, working group has come out with various
recommendations in their respective sectors. Minutes of the working group discussion are
enclosed in Annexure - 4.
5.2.3 INDIVIDUAL / SECTOR-SPECIFIC DISCUSSIONS

The Consulting Team had a series of individual and sector-specific discussions with various
stakeholders, representing both government and non-government sectors. Broadly,
individual consultations were held for discussing the existing constraints / weaknesses, felt
needs, opportunities and focus areas for the proposed CCBP. Sector-specific discussions
were also held with service providing agencies to understand the current situation, system
details, technical and administrative issues, prospects, and their preparedness to meet the
emerging challenges. These discussions also focused on the towns strengths and
weaknesses in facilitating economic growth and improving quality of life for all citizens.
5.2.4 CONSULTATION WORKSHOPS AND REVIEW MEETINGS

Each phase of the study was culminated with a workshop followed by a review meeting, to
endorse the findings with specific remarks and suggestions. All these workshops were
organized with a plenary session in which the Consulting Team presented the findings of the
consultations, relevant data analysis and findings for discussions, clearly specifying the
objective, agenda and expected outcome of the workshop.
The First Workshop (Workshop 1) was organized on February 5, 2008 to commence the
study, discuss the initial aspects of the proposed study and key issues such as the logistics
and data collection involved. This workshop was convened by the Chairperson of Sattur
Municipality and attended by Commissioner and other Officials of Sattur Municipality,
representatives from other key stake holding departments and service providing agencies.
Subsequent to the submission of Rapid Assessment Report a review meeting was held on
March 5, 2008 in the office of TNUIFSL. Aforementioned report was reviewed by the
Technical Review Committee comprising the TNUIFSL, CMA and executive and elected
representatives from the ULB and the same had been approved.
Followed by a review meeting, a Second Workshop was organized on June 04, 2008 to
discuss the findings of the Rapid Assessment Report. The study team presented the Rapid
Assessment Report and the vision for the town and development strategies to achieve the
vision was formulated during this workshop.
In continuation to the assignment, the study team prepared the Strategic Plan and Interim
Report for the town highlighting the vision evolved during the consultation workshop,
development proposals, projects identified and proposed capital investment. These
deliverables were then reviewed by the Technical Review Committee members on July 7th
and 8th, 2008 and approved the same.
In continuation to the Review Meeting, the study team performed wide range of stakeholder
consultation (Workshop 3) in order to prioritize the identified capital investments. During the
consultation process, projects identified during the rapid assessment stage were briefed to
the participants and ranking of sectors based on their need/demand was performed
considering short-term and long-term plan period. The prioritized sector wise investment for
the town is elaborated in the following sections of this report.
The sector wise priority recommended by the stakeholders has been incorporated in the
Draft Final report and submitted for approval. Review meeting was held in the office of
TNUIFSL on September 23rd & 24th, 2008. The meeting was attended by officials of
TNUIFSL and CMA, elected representatives and officials of respective ULBs. During the
Final Report
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Review Meeting, the study team presented the Draft Final Report and committee raised few
points for clarification.
Subsequently, the study team submitted the Annexure to Draft Final Report by addressing
the review comments and related. Technical Review Committee reviewed the Annexure to
DFR and accorded the approval of Draft Final Report and recommended to submit Final City
Corporate Plan with Council approval.
On approval of the Draft Final Report, the same was then presented to the ULB council and
for finalization of CCBP covering identified investment requirements and the priority &
phasing of the identified projects for the short term and long term periods. In continuation to
the stakeholders meeting, this Final City Corporate cum Business Plan was submitted with
councils resolution.
Minutes of the consultations workshops and review meetings held are enclosed as
Annexure 2, 3, 4, 5, 7, 8, 9 and 10.
5.3
CITY OPINION SURVEY

The objective of the City Opinion survey is to
understand the perceptions of the citizens of Sattur
regarding the overall image of ULB and the
services rendered by the ULB. This survey also
sought the willingness of citizens to pay user
charges for existing and improved civic services
and their willingness for community participation for
managing the civic/municipal services. The output
of the above survey was an important input to the
CCP as these were considered as perceptions of
the citizens.
This survey also highlighted the key concern areas
of citizens and thereby helped the ULB to focus its
attention on such issues. Finally, the survey also
provided key reference points for determining the
strategies to achieve the vision. It may be noted
that all the information captured and the inferences
drawn from this section are based on perceptions
of the respondents.
5.3.1 SURVEY METHODOLOGY
Broad Objectives
Assess existing standards of service delivery
Determine need for higher standards
Priorities and preferences
Assess willingness to pay for services and
higher standards of service delivery
Assess willingness to associate to self-manage
certain urban services
Bring out inequities across space and across
category of respondents
Aspects/Sectors Covered in Demand
Assessment Surveys
Water supply
Sewerage and drainage
Solid waste management
Road network and transportation
Parking facilities
Street lighting
Social infrastructure / community facilities
Complaint redressal system
Property tax
Public awareness
Public opinion
Willingness to associate
Personal information
The survey was conducted in areas/pockets

located within the administrative jurisdiction of the ULB. The survey covered various aspects
on provision and delivery of urban/civic services, aspects related to citizen representation
such as presence of citizen associations, involvement of citizens in managing urban
services, etc. The survey also gathered socio-economic data relating to the respondents in
order to draw suitable conclusions regarding different categories of respondents. Various
aspects covered under the surveys are given in the box above.
The sample size for the survey was selected based on the geographical coverage of the
town and various income groups. Broadly, the samples are categorized as follows:
Households;
Urban Poor (Slum Dwellers);
Small Commercial Establishments; and
Large Commercial Establishments.
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Questionnaire was designed to perform the City Opinion Survey. A copy of the above
questionnaire is given as Annexure - 6. The methodology adopted for selection of samples
and sample size for each of the categories is given in the table below:
Table 5.1: Sample Selection Methodology and Sample Size
Sl.
1.
Category
Households
Rationale
2.
Urban Poor
(Slum Dwellers)
3.
4.
Small
Commercial
Establishments
Large
Commercial and
Trading
Establishments
Size (Nos.)
Sampling based on electoral rolls, using systematic random sampling method;

Selection of about 25 pockets with about 2 interviews per pocket;
Pockets distributed across the wards. More pockets in high density wards;
Pockets preferably covered areas with known inequities in service provision;
Monitoring socio-economic categories in pocket interviews during fieldwork &
conducting booster interviews (purposive) to achieve shortfall (if any) in a
particular category to arrive at a quota of about 50 in each of the four categories;
Booster interviews (purposive), covered at least one-third of women
respondents;
Conduct 1 household interview per every 25 buildings (skip 25 buildings for the
next interview).
Slums categorized into 4 categories by population and about 5 slums selected
for ensuring geographical spread as well as coverage across slum settlements
of different sizes;
Number of interviews conducted per slum is proportional to the population of the
slum - depending upon the size, 2-4 interviews conducted per slum; and
Cluster sampling followed to conduct interviews in each slum - each slum is
divided into 3-4 clusters (that ensures geographical coverage within the slum
settlement) and 2-3 interviews conducted in each cluster.
Purposive sampling followed;
Geographical coverage is ensured while selecting establishments - interviews
conducted in different areas across the town;
Covered areas/establishments located outside municipal limits (but within urban
agglomeration), which are functionally connected to the city (if required); and
Owner / Manager of the establishment interviewed.
Purposive sampling followed;
Geographical coverage is ensured while selecting establishments - interviews
conducted in different areas across the town;
Covered areas/establishments located outside municipal limits (but within urban
agglomeration), which are functionally connected to the town (if required); and
More than one person within an establishment is interviewed for eliciting correct
response to all the questions.
50
All Categories of Representation
100
20
15
15
Note: In all categories, about two-third of total sample size were selected on random basis as per above suggested methodology, while remaining
one-third of the sample size were covered through purposive booster interviews to achieve balance of different types of respondents within each
category.
The surveyors were provided with on-field training for conducting the survey and the
supervisors were made responsible for maintaining the desired level of quality of the survey.
Pilot test was carried out before the commencement of the survey to ascertain: a) whether
the identified/specified respondent is able to answer the questions, b) whether the questions
were properly understood by the respondents and all appropriate responses were listed, and
c) whether any key aspects had been left out of the questionnaire. The pilot tests were
successful.
5.3.2 ANALYTICAL FRAMEWORK

The City Opinion Survey analysis was carried out separately for each category viz.,
households, urban poor, small commercial establishments and large commercial
establishments. Apart from the category-wise analysis, certain results have been analyzed
across all categories of consumers to highlight the key findings for Sattur as a whole. The
broad framework adopted for the analysis is given below:
Coverage: Analysis of the coverage has been done separately for each customer
category to ascertain category-specific issues. Finally, a cumulative analysis was carried
out across all categories to have an overall picture.

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Public Opinion/Public Awareness: Two aspects relating to public opinion/awareness

were analyzed as part of the survey:
o Awareness of various aspects relating to ULB service delivery, citizens perception of
a good city, vision of citizens.
o Overall rating of municipal services on a categorical scale reflecting the satisfaction
level of the citizens. Citizens were also questioned about the most important service
that needs to be improved. This input was required to prioritize the action plans of
the ULB.
Cross-Tabulations: Each question typically captures responses to one variable or a

particular category. Cross-tabulation is a method that helps highlight findings in one
variable and further analyze of the responses. In one category, cross-tabulation primarily
involves tabulating responses to a dependent variable vis--vis an independent variable.
Conclusions: The conclusions and implications of the survey findings have been drawn
at both levels, viz. for operational decisions and for strategic/policy decisions. Both have
been taken into account as inputs for CCP preparation.
5.3.3 SURVEY RESULTS, ANALYSIS AND INFERENCES

The respondents expressed their interest in the provision of an improved level of civic
services. The survey, evaluated the perception of citizens on services presently provided by
the ULB. Analysis of the data collected through the City Opinion Survey on several aspects
of the identified Focus Areas is presented in the following sections.
Expansion of the municipal boundary by annexing the neighboring villages to decongest

the activities in the core area of the town.
Most of the respondents reflected the need of economic development activities like
setting up of industries estates like SIPCOT, SIDCO, Special Economic Zones (SEZs),
Textile Mills etc.
Protection of eco system like wet agricultural lands, water bodies was mentioned by
majority of respondents.
Relocation of the Bus stand facility to a bigger area to ease congestion.
Provision of recreational facilities like Park, Swimming pool was highlighted during stake
holders consultation.
Need of higher education facilities especially Government Engineering and Medical
College in the region were also stressed by the majority of the respondents.
Migration to neighboring urban centers due to lack of employment opportunities in the
town was expressed by most of the stakeholders.
Analysis of the information collected through the City Opinion Survey (COS) on several
aspects of the identified Focus Areas is presented in the following sections:
Final Report
- 41 -
Perception of Public
Priority of Public
Infrastructure
Priority Rank
6
8
Public Facilities
Sector
Park and playfield
Public Transport
School / College
Health related facilities
Community Hall
Recreation
Priority Rank
4
3
6
5
2
1
Sector
River / Lake
Air pollution
Water pollution
Land pollution
Noise pollution
Open drain
Open Space
Floods
Earth quake
Cyclone
Drought
Priority Rank
11
9
10
3
2
8
4
7
6
5
1
11
11
Parking facilities
Parking facilities
22
22
Street Light
Street Light
56
56
Solid W aste M anagement

Solid W aste M anagement
44
44
Storm W ater Drainage

Storm W ater Drainage
78
78
U GS & Sanitation
U GS & Sanitation
89
89
Drinking W ater
Drinking W ater
67
67
Road
Road
0
20
20
40
40
60
60
80
80
100
100
33
33
Community Hall
Community Hall
Health related
Health related
facilities
facilities
82
82
98
98
School / College
School / College
49
49
Public Transport
Public Transport
65
65
Park and playfield

Park and playfield
0
20
20
40
40
60
60
80
80
100
100
120
120
Drought
Drought
Cyclone
Cyclone
Earth quake
Earth quake
Floods
Floods
O pen Space
O pen Space
O pen drain
O pen drain
Noise pollution
Noise pollution
Land pollution
Land pollution
Water pollution
Water pollution
Air pollution
Air pollution
River / Lake
River / Lake
0
7
4
5
2
1
3
16
16
Recreation
Recreation
Sector
Road
Drinking Water
Under Ground Drainage &
Sanitation
Storm Water Drainage
Solid Waste Management
Street Light
Parking facilities
Rail/Road Transportation
Environment
33
33
Rail/Road T ransportation
Rail/Road T ransportation
20
20
40
40
60
60
80
80
100
100
120
120
Final Report
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6
VISION AND STRATEGIC PLANNING
6.1
VISION OF SATTUR TOWN

The vision statement of the town sets the direction and the yardstick by which the town
would be judged to achieve the goals formulated for its development. The proposed vision
for the development of the town of Sattur, have been perceived around the following core
ideas.
Expand Satturs regional identity and encourage developments as a important tourist

destination of the region by identifying the areas of core competencies of the town.
To preserve the pleasant environ
ment of the town by planning sustainable development plan.
To ensure safe, healthy, attractive and sustainable destination for the people to
reside in.
Inspire and strive for excellence, innovation and achievement of better living
conditions for the people. and
To enhance the participation of people in decision making and administration
activities by making administration participative and responsive to peoples need.
Vision Statement For Sattur

Sattur as an industrial town by improving the quality of life
through people participative administration and as a town with
increased oppurtunities for industrial activities
The overall vision for the town paved the way to formulate sector specific vision and
strategies. This sector specific approach with year wise strategies and corresponding year
wise investments will be instrumental in framing the action plan/ implementation plan. The
sector specific reforms and investments are an integral part of the year wise strategies.
Based on the above Vision Statement, the following broad focus Areas were identified:
Primary Focus Areas

o Economic & Urban Development;
o Infrastructure Development (Provision & Delivery);
o Environment Improvement;
o Urban Poor and Slum Upgrading;
o Urban Management and Sectoral Reforms; and
o Urban Governance.
Secondary Focus Areas

o Public-Private-People-Partnerships;
o Community Interface; and
o Social Development.

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6.1.1 SECTOR SPECIFIC VISION STATEMENTS

Extensive consultations were held with various stakeholders to identify the inputs for the
aforementioned focus Areas. These consultations formed the basis for the Vision
Statements for each of the focus Areas. Following table presents such focus Areas and the
Vision Statements.
Sl.
1.
2.
3.
4.
Focus Areas
Economic and Urban
Development
Infrastructure Development
(Provision & Delivery)
Environment Improvement
Urban Poor and Slum
Upgrading
Urban Management and
Reforms
Urban Governance
5.
6.
Table 6.1: Focus Areas and Vision Statements

Vision Statements
Strengthen the towns economy by creating conducive environment for development in
the town and the hinterland
Achieve adequate and equitable distribution of all services coupled with efficiency
enhancement and sustainability
Prevent pollution in all respects, which affects the safety of the inhabitants of the town
along with protecting the existing natural resources from man-made intervention to
maintain the environment balance in the region
Improve overall living conditions of urban poor through improved housing, proper tenure
and equitable basic services to bring them into the main stream
Strengthen the finances & resources through reform driven urban management initiatives
Bring transparency and accountability in the town administration through technology
interface, human resource development and citizen orientation
The CCP process of Sattur has undergone extensive consultative process with its key
stakeholders in prioritizing the key sectors for development. The list of stakeholders
consulted and the outcome of such consultations are enclosed in Annexures 2 to 10. The
priorities of the central and state governments development goals have been considered in
prioritizing these critical sectors, presented below.
Water Supply
Sewerage
Traffic and Transportation
Urban Poverty
Selection and formulation of strategies are made on the basis of judgment of outcomes not
on the bases of inputs.
6.2
STRATEGIC PLAN
A strategy is a set of actions, policies and programs/projcts designed to achieve a specific
goal. Strategies provide a direction that takes advantage of the unique conditions that exist
in a location. Thinking strategically creates not only a shared vision for the future, but also a
framework for decision-making and the allocation of limited resources.
The essence of the process of strategic plan for physical development is the involvement
and participation of the target population or the beneficiary. Strategic plan starts from the
conception of the idea of business mechanism in planning to the completion and
maintenance of the plan in a sustainable mode.
The strategic plan also suggests a ten year phasing of the proposals of the plan and it
intends to address the essential need in terms of services, in order of micro level priority,
so that a sound base would be built at the end of ten years as a take-off point, when the
citizens and citizen groups will be prepared to spare their attention without pre-occupation or
reservation from the priority, needs at individual locality level (i.e ward level), to the town
level and consciously involve themselves in the city building process. For this there should

Final Report
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be a target or vision at town level to pursue and accordingly channelise the efforts in their
thinking, saying and doing. To arrive the future vision of the town in its perspective few
relevant queries relating to resource generation management, project feasibility with
sustainability and other support pre-requisites will be put across to the concillors and other
stakeholders.
6.2.1 STRATEGIC FRAMEWORK

The Strategic Framework organizes actions and policies suggested by the community to
achieve the community vision. The Strategy Framework provides a way to organize goals
and specific actions as part of the towns future growth and vision.
The strategic framework proposed for Sattur is comprised of three focus areas, for each
focus areas an objective is arrived to achieve the vision of the town by means of formulating
primary and supporting strategies. The Implementation Matrix summarizes these strategies
in a series of proposed actions.
Primary Strategies Primary strategies for the town include major new development
initiatives based on town and region-wide trends, and the unique position. Primary
Strategies are those initiatives that are expected to have the greatest influence to redirect
the role of the town in the region.
Supporting Strategies Supporting strategies are activities and programs that would
enhance the overall environment and support the primary strategies. Although these
strategies are shown on a second tier, it should be understood that in many cases, they are
the projects that are necessary in order to implement the primary strategies.
The strategies adopted primarily have three dimensions; improving the service delivery by
higher efficiency, improving service delivery by creating infrastructure assets and improving
the governance aspects of the Municipality. In order to tackle the issues of basic, economic
and social infrastructure and to achieve the vision statement, the study team in consultation
with the stakeholders has identified the following broad strategies under the following
sectors:
Land Use -- Compatible land use,

Development
Control
rules
to
promote and support economic
activities, development of transport
links.
Core
Municipal
Infrastructure-Adequacy, reliability and accessibility
to core municipal services for all
citizens with ULB as the prime
service provider.
Traffic & Transportation-- Road
widening, dedicated bus lanes, cycle
tracks and improvement of the public
transport system in the short run;
exploring the possibility of regional
linkages in the long run.
Urban Environment-- Conservation of
rivers, water bodies, and natural
environment of the town; making
environment an integral part of every
decision-making process.
Urban Poor-- Affordable housing, tenure security, integrated service provision,
access to basic infrastructure needs and social amenities

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Culture & Heritage Preservation of heritage structures, promotion and facilitation of

cultural activities, and encouragement of tourism appropriate to the town environs.
Economic Development-- Improving infrastructure, service delivery and governance
by attracting public private partnerships (PPP), creating coordination for
implementing economic policies in the urban region, developing collaborations
between industries and institutions to further establish Sattur as a dynamic town of
the Region.
Urban Governance-- Redefining the roles of administration, making it accountable
and transparent and empowering and involving citizens.
The Strategic framework for development has been evolved based on the outcome of the
Rapid Assessments and stakeholders consultations carried for this town earlier. Issues and
Potentials for development have been the main product of such assessment and the same
has been considered for evolving sector specific development objectives, primary and
supporting strategies and appropriate action plan. The following table illustrates the
Strategic Framework evolved for Sattur Municipality.
Final Report
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Table 6.2: Strategic Framework for Identification of Actions Sattur
No.
Sector Specific Objective
Primary Strategies
Supporting Strategies / Actions
PHYSICAL DEVELOPMENT
Land use Management
1
To Decongest core area.
1.
2.
To
achieve
Utilization of land
Optimum
1.
To
promote
a
spatial
structure of the town that
caters to the emerging
economic
activities
and
population growth.
1.
To Integrate land use and

transport development.
1.
To expand the town boundary

limits.
2.
3.
2.
1.
2.
3.
Water Supply
1
To provide water supply at
the prescribed rate of supply
1.
2.
1.
To ensure daily supply of

water to the users
To provide 100% Coverage
1.
To
Minimize
component
1.
NRW
2.
Prevent/regulate further construction of buildings in old

town with adequate development control measures.
Develop available open spaces in the town as
organized parking lots to decongest narrow roads.
Channelizing the developments considering the
policies and programmes of the government.
Addition of commercial infrastructure in the potential
wards.
Promotion of neighborhood schemes to meet the
future housing demand under private partnership.
Improvements to public domain areas - road space
and institutions.
Improve more road open space on major arterial roads
to improve the traffic flow.
Regulate mixed land use based road widths.
Annexure of the neighboring villages in immediate
proximity to the town.
Generate more urban land through market friendly
mechanisms.
Formulate water bodies networking programme to
supply integrated open spaces to support physical and
economic infrastructure.
1.
Identification of potential areas for residential development

through implementation of DDPs identified in the Master
Plan.
2. Expansion of the present administrative boundary of the
ULB by merging neighboring villages.
3. Develop tourism related activities.
4. Provision of urban open spaces and higher order facilities
within the LPA.
5. Implementation of Scheme roads as per Master Plan
Proposal.
6. Protection of wet land and agricultural land by
implementing Development Control Regulation (DCR).
7. Zoning of land uses specifically for Industrial purposes to
attract economic activities within the LPA.
8. In order to meet the space requirement for future,
commercial and mixed residential zoning shall be
earmarked within the LPA.
9. Assessment of feasibility of establishment of regional
linkages like high ways.
10. Resolving conflicting land uses with reference to Master
Plan Proposal.
11. Promotion of activities in the peripheral/outskirts in a
phased manner.
12. Removal of encroachments and widening of roads
wherever feasible/ required.
Comprehensive Water Sector Development /

Augmentation Plan.
Water Supply Operation & Maintenance Plan.
Planning and capacity augmentation for adequate and
equitable water supply.
1.
Water supply system for uncovered and extension

areas to ensure 100% coverage.
Performance monitoring - energy audit, leak detection,
NRW studies, water quality, etc.
Creation of public awareness.
4.
5.
2.
3.
6.
Water supply system to meet the 30-year demand (20102040).

Identification of individual water supply scheme (i.e.
Irunkkangudi Source) to fulfill the future demand.
Impose regulation for the use of ground water by means of
erecting deep bore wells.
Implementing the continuous system of water supply.
Developing efficient operation and management of water
supply systems.
Provision of generator facility in all booster stations and
head works.
Final Report
No.
5

To achieve cost recovery
- 47 -
1.
2.
3.
4.
Primary Strategies
Comprehensive Asset management plan.
Institutional strengthening and capacity building.
Revenue enhancement through collection drives,
metering and tariff rationalization to raise annual
collection.
Establishment of GIS based assessment mechanism.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
Sewerage and Sanitation

1
To provide sewerage system
2
To provide proper sewage

disposal facility
To provide sanitation facilities

to low income groups
1.
2.
1.
2.
1.
Comprehensive Sewer Master Plan.

Prevent discharge of sewage and sullage to storm
water drains.
Treatment of sewage - decentralized advanced
systems.
Developments of treated waste water re-use systems.
Identification of beneficiaries under various Central and
State funded schemes to establish sanitation facility.
1.
2.
3.
4.

Rehabilitation of existing sources (Vaippar Spring,
Tamarabarani River) to increase the present supply rate.
Improvement of Pump house at Vaippar.
Redistribution/re-zoning of distribution system in existing
areas.
Rehabilitation of existing service reservoirs if applicable.
Construction of additional service reservoirs / sumps if
applicable.
Proposed distribution system in uncovered / extension
areas.
Provision of 24 hr water supply in bus stand using cooler
Plant under private partnerships.
Rehabilitation and upgrading of pump / booster stations
and transmission systems.
Provision of generator facility in booster stations.
Maximizing
of
cost
recovery
from
system
beneficiaries/users of the services.
Drive against illegal connection.
Promote individual House Service Connections (HSCs) in
slum locations and discourage Public Stand Posts (PSPs)
as a policy measure and to increase accountability.
Developing technically feasible and financially viable
projects for implementation.
Prepare an asset inventory and map the water supply
systems for effective monitoring.
Capacity Building of the ULB staff to undertake efficient
management and administrative decisions.
Creating Public Awareness with regards water
conservation activities.
Assessment of gaps and investment needs in the urban
poor/ slum locations.
Prepare a comprehensive UGS master plan to explore the
possibility of the decentralization of the system of
operations for effective service delivery.
Sewage collection and conveyance system for unsewered
areas considering ultimate stage sewage generation.
Ensure 100% coverage.
Plan the UGS system and ensure the location of STPs in
unobjectionable location.
Final Report
No.
- 48 -

2.
3.
4.
To protect water bodies
1.
2.
3.
4.
5.
6.
7.
Primary Strategies
Expanding sanitation program to low income
communities.
Providing subsidies to poorer communities for setting
LCS facility in slum areas.
Integration of existing and proposed LCS & community
toilets to proposed UGSS.
Identification of water bodies within town limits for
conservation.
Manage and control developmental activities along
water front areas.
Rehabilitation of existing water bodies.
Re-development of area adjoining water bodies for
community use, if available.
Improvements to supply channel / catchment facilities,
water quality maintenance and groundwater recharge
in water bodies.
Inventory measures to control the pollution of water
bodies.
Frequent testing of water samples.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.

1
To ensure network coverage
To
achieve
Management
of
system
efficient
natural
To Recharge / Reuse storm

water
1.
2.
3.
4.
1.
2.
1.
2.
Storm Water Drainage Master Plan / Pilot Project

Removal of encroachments along major and minor
drains.
Rehabilitation of existing drains.
Expansion of drain network to uncovered areas.
Identify, delineate, sanitize and protect the natural
drainage system of the town.
Awareness programs to prevent solid/liquid waste
dumping into drains.
Assessment of possibilities for recharge/ reuse of
waste water in the town.
Expansion of Rain water harvesting system/structures
town wide.
1.
2.
3.
4.
5.
6.
7.
8.
9.

Improve and ensure access to sanitary facilities for the
urban poor and slum dwellers.
Encourage pay & use category of public conveniences
with community involvement in the maintenance of the
same.
Performance monitoring - energy audit, quality, etc.
Assessment of possibilities of recycle and reuse of sewage
water.
De-silting of existing water bodies and development of the
bed lining.
Improvement of Irunkkangudi Dam.
Re-development of tank/lake bunds through slab lining.
Re-development of perimeter area - paved walkway, area
lighting, compound wall/fencing, access control and
landscaping;
Water treatment and recirculation including passive
aeration systems;
Reconstruction and restoration of drains leading into and
out of the water bodies including by-pass and flood control;
Improvement of earthen channel odai.
Installation of water quality monitoring stations.
Mosquito and fly control measures to have better living
environment for the citizens.
Settling tank facility for slaughter house.
Identification of hierarchy of drains in the town.
Improve drainage network on a priority basis in flood-prone
areas.
De-silting of existing storm water drains.
Perimeter protection of major drains.
Re-grading/re-surfacing of drains as required.
New drain network for uncovered areas.
Construction of new roads integrated with construction of
drains.
Exploring Rain water harvesting measures to recharge
ground water.
Final Report
No.
- 49 -

1
To comply with MSW handing
rules, 2000
Primary Strategies
1.
2.
3.
4.
5.
6.
7.
8.
To
ensure
effective
processing of waste through
composting.
1.
2.
3.
4.
5.
To achieve Human resource

development goals
6.
1.
2.
3.
Roads, Traffic and Transportation

1
To ensure adequate road
network facility / coverage
2
To ease traffic congestion in
1.
2.
3.
1.

10. Rainwater harvesting system needs to be developed to
conserve/ recharge underground water by making
rainwater harvesting structures, construction of ponds and
lakes, and plantation etc. and making it mandatory for the
big commercial and institutional establishments.
Scientific approach for Sweeping.

Minimization of generation of Solid Waste.
Source segregation of municipal solid waste.
Augmentation and expansion of primary collection of
waste.
Modernization and expansion of existing waste
transportation system.
Municipal solid waste treatment and disposal.
Regulation of recyclable wastes handling and re-use.
Proper handling and disposal of slaughter house and
other categories of wastes.
Increase the ambit of Solid Waste Management to
include recycling and to facilitate and regulate the
sector accordingly.
Encouraging local level aerobic vermin composting.
Compost the organic fraction of the waste.
Sanitary land filling of inorganic fraction of waste and
the compost rejects.
Ensuring
cost
recovery/return
from
compost
processing.
Implementation through PPP mode.
Work shops and training program to educate staff
Entrusting responsibilities to the authorities to hold
them accountable for any non conformation.
Encourage performance based incentives to enhance
efficiency and output.
1.
Phased implementation of Door to Door collection System

through community organisations by mobilising, facilitating,
organising and supporting community activities with the
help of local NGOs.
2. Create a separate multi-disciplinary SWM cell with
expertise in engineering, human resources/personnel
management, awareness generation/ health.
3. Installation of Community Storage Bins in areas where
door-to-door collection cannot be implemented.
4. Implementation of TWO BIN System of solid waste
collection.
5. Placement of dumper bins sufficient in number at market
and commercial areas.
6. Ensure optimum utilization of existing fleet.
7. Develop integrated waste processing and disposal facility
in a scientific, eco-friendly manner for different types of
material by combining two or three towns.
8. Initiate
Information-Education-Communication
(I-E-C)
campaigns to raise awareness among the urban poor and
slum dwellers of better SWM practices.
9. Initiate steps towards sharing the responsibility of primary
collection of segregated garbage with citizens.
10. Expanding the Voluntary Garbage Disposal Scheme for
more number of restaurants/hotels and commercial
establishments and collecting user charges.
11. Increase present staff strength based on CPHEEO norms.
12. Persuading the hospitals to be part of the existing biomedical waste management facility.
Comprehensive Traffic Study for entire town.

Augmentation and rehabilitation of roads.
Widening and strengthening of road structure and
removal of encroachments.
Study of city-wide parking requirements and
1.
2.
3.
Improvements to the existing roads.

ULB maintained roads - upgradation of existing earthern /
gravel road to BT / CC roads based on the incidental traffic
volume count.
Departmental roads - widening of major roads to 2/4/6
Final Report
No.
- 50 -

the town
To offer regional linkages
2.
3.
4.
5.
6.
1.
Primary Strategies
development of parking infrastructure.
Improvement of Pedestrian Facilities.
Traffic streamlining.
Segregation of slow and fast moving vehicular traffic.
Construction of underpass/ over bridges at crossings.
Proper re-alignment of road furniture and utilities
Establishment of regional linkages considering the
future growth potentials.
4.
5.
6.
7.
8.
9.
Street Lighting
1
To ensure adequate street
lighting facility
2
To Reduce/minimize energy
cost
3
To Establish PPP
1.
2.
1.
2.
3.
Comprehensive Street light management plan.

Development/up-dation of Asset Register.
Energy audit studies.
Innovation of new technologies.
Utilization of alternate renewable energy sources.
1.
Exploration of
partnerships.
possibilities
of
public
private
1.
2.
3.
4.
5.
6.
7.
8.

lanes with provision of service road (pedestrians, two- and
three-wheelers) within town limit.
Upgradation of State Highway to National Highway and
linking with other existing National Highways in the town to
achieve better linkages.
Construction of flyovers/ROB/FOB and pedestrian
subways at major intersections including widening of the
embankment and ramp landing (access and main) areas.
Provision of bus shelters at the appropriate locations.
Provision of signals, pedestrian crossings, median, traffic
island, roundabout and signages.
Pedestrian Footpaths to be provided in all the major roads
for better movement.
Construction of By-pass Road to ease traffic congestion.
Upgradation of existing street lights.
Installation of high-mast cluster lighting at important
junctions.
New street lights for uncovered and extension areas.
Power consumption management and implementation of
energy efficiency measures.
Use of energy saving equipment.
Establishment of wind mills at the appropriate place to
utilize alternate energy sources.
Identification of possibilities of underground cabling.
Encouraging private operators for O&M.
SOCIAL DEVELOPMENT
1
To enhance quality of life.
To achieve universal access

to social facilities
1. Ensure a safe, healthy environment for the residents.

2.
3.
Inter- sectoral convergence for Urban Health Care.

Establish a successful and sustainable living
environment.
1.
Increasing private sector and NGO participation.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Expansion of existing educational facility.

Expansion of existing health care facility.
Establishment of new educational institutions based on
future need.
Establishment of new health care institutions based on
future need.
Establishment of community hall / Marriage hall under PPP
mode.
Improvement of Town hall building.
Improvement of infrastructure facilities in Burial grounds.
Provision of parks, play fields and community facilities
based on the demand.
Improvement of existing park (S.R.Naidu park) to attract
Final Report
No.
- 51 -
Primary Strategies

tourists from nearby towns.
SLUM IMPROVEMENT
1
To ensure all poor will have

access to qualitative and
affordable basic services
1.
2.
3.
4.
5.
To confirm 100 % literacy
To achieve Universal access

to primary health care and no
one should die of preventable
diseases
Livelihood to all urban poor
1.
2.
1.
2.
3.
Development of Comprehensive data base.

Community empowerment.
Institutional Strengthening and Capacity Building.
Relocation of slums located in vulnerable Areas.
Channelize all programs and activities of various
government agencies for the urban poor through the
special purpose vehicle.
Evolving a comprehensive education system.
Improving Educational facilities.
Evolving a comprehensive health care policy.
Improving health facilities.
Improving Access to Social Services.
1.
2.
3.
4.
5.
1.
2.
3.
Evolving a comprehensive Livelihood Policy.

Linking livelihoods to citys economy.
Community Based Approach.
Target women and children.
Economic Support/Enterprise Development.
Development of housing through partnerships PPP.
Provision of land tenure security.
Formulation of Notification and De-notification Policy.
1.
2.
Formation of Integrated tourism development plan.
Security of tenure
Affordable Housing
and
1.
2.
Comprehensive listing of slums.

Preparation of a database on socio-economic
characteristics of all slum dwellers in the listed slums.
3. Mapping and assessment of physical characteristics of
slums (housing and services) for all tenable slums.
4. Preparation of DPRs for each of the slums as an
integrated scheme covering both housing and services.
5. Provision of basic infrastructure - both physical (water,
roads, sanitation and sewerage) and social infrastructure
(clinics, schools, training facilities, etc). Construction of
EWS housing schemes & fixing priorities to BPL.
6. Identify Target Beneficiaries.
7. Integrate Community Development -Provide economic
generation activities.
8. Improving living condition of slum dwellers.
9. Conduct livelihood Training Program.
10. Identification of land parcels for resettlement of slum
dwellers of all non-tenable slums and involvement of
NGOs/CBOs in the process.
11. Awareness on health and hygiene shall be created among
slum dwellers in line with the long-term goal of moving
towards individual toilets and doing away with public
convenience systems.
ECONOMIC DEVELOPMENT
1
To
provide
employment
opportunities to all
3.
2
To encourage setting up of IT
and ITES
1.
2.
Creation of organized commercial centres for retail and

wholesale trade.
Encouraging service sector by implementation of
training programmes.
Allocation of land for setting up of IT Parks.
Provision of road linkages and basic infrastructure
facilities considering the future demand.
1.
2.
3.
4.
Developing civic infrastructure like water supply, drainage,

sewerage, waste management etc.
Creating infrastructure to facilitate development of
economic zones like SIDCO or SIPCOT to promote the
industrial activities.
Making available serviced land for industries, and real
estate development.
Promotion of matches and smaller level cottage industries.
Final Report
No.
3

To
encourage
economic
activity
- 52 -
1.
2.
3.
4.
5.
Primary Strategies
Expansion of daily and weekly markets in the town.
Exploring possibilities of promoting commercial
activities.
Active promotion of public- private partnership (PPP)
for development and operation of infrastructure and
utilities.
Initiate collaborative arrangements with other
departments and economic development agencies to
facilitate implementation.
Facilitate assistance for enterprises to improve export
supply chains thereby increasing competitiveness
through enhanced supplier and customer relationships
and reduced operating costs.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.

Promote windmill facility in the region to utilize renewable
energy resources.
Establishment of hotel and lodging facility under PPP.
Creating amusement parks and other entertainment
facilities especially for local citizens and tourists.
Develop Irunkkangudi dam site as an tourist site.
Encourage private sector to develop shopping complexes
and multiplexes to meet the growing demands of the
expanding middle class in the region.
Promote non-polluting small scale and cottage industries.
Improvement of Weekly Market and Construction of
lodging facility.
Encourage development and growth of housing complexes
in the private sector or joint venture.
Creating infrastructure including making availability of land
to attract educational and research institutes.
Encourage small scale and house hold industries by
means of offering training programs.
Encourage formation of SHGs by means of conducting
women self employment / training programs.
Relaxation of polices and procedures in order to attract
investors.
Facilitate assistance for enterprises to build export
capabilities and access global markets.
URBAN GOVERNANCE
1
Greater local participation

and involvement
1.
2.
3.
4.
5.
6.
7.
Efficient urban
management
1.
Capacity Building Program.

Full adoption of 74th CAA Model.
Conduct citizen satisfaction surveys & analysis on
annual basis to assess citizen needs and demands
including satisfaction levels.
PR strategies to enhance community participation and
create awareness.
Innovative citizen complaint redressal system including
e-Governance.
Augment and strengthen new initiatives on citizen
interface and orientation.
Regular interface with citizen associations/forum to
understand public needs.
Establishment of town-wide framework for planning
and governance
1.
2.
3.
4.
5.
Promotion of town identity and a sense of citizenship for all

Public meetings, participatory planning and budgeting.
Involvement of marginalized groups in the city systems.
Efficient investment in infrastructure.
Delegation of decision taking to the lowest appropriate
level.
6. Collaboration and partnerships, rather than competition
7. Appropriate training to improve capacity of ULB officials
8. Using information technology to best advantage
9. Environmental planning and management carried out in
co-operation with the citizens
10. Disaster preparedness and crime control for safer
environments.
11. Monitoring of government activities by coalitions of
organizations.
Final Report
No.
- 53 -

2.
3.
4.
5.
6.
7.
Accountability/
Transparency/ Accessibility
1.
2.
3.
4.
5.
6.
Primary Strategies
Functional Restructuring.
Proposal to develop the GIS as a tool for development
planning.
Exposure to innovative practices of service delivery
followed across the country.
Establishing a Project Monitoring Unit.
Tax Reforms.
Credit enhancement options other than state
guarantees need to be adopted.
Formation of Standing Co-ordination Committee.
Private Sector Participation.
Specific code of conduct for municipal executives and
elected representatives.
Public education, resource mobilization, good
leadership and transparent processes applied to
municipal finance and development work.
Closer networking with media and their engagement in
creating public awareness and creating demand for
good governance. Cautious engagement of private
sector with continuous monitoring is necessary.
Modern and transparent budgeting, accounting,
financial management system for all urban services
and governance functions.

12. Rigorous accounting procedures
13. Clear guidelines on conduct for leaders and officials that
are enforced
14. Open procurement and contracting systems
15. Ensuring transparency in financial arrangements.
16. Disclosure of information.
17. Fair and predictable regulatory frameworks.
18. Independent and accessible complaints procedures.
19. Regular flow of information on key issues.
20. Regular and structured consultation with representative
bodies from all sectors of society including individuals in
the decision making processes.
21. Access to government by all individuals and organizations.
22. Instruments to improve efficiency through enhanced
technical, administrative and financial capacities.
23. Setting in place an active and online public Grievances
Redressal System, with automated department-wise
complaint loading and monitoring system.
24. Implementation of GIS technology in the fields of asset
management, land administration, assessment of property
taxes etc.,
25. Preparation of annual Environmental Status Report
through a multi-stakeholder consultation process.
Billing and collection of taxes and user charges

through e-services.
Speed up development of e-Governance system and
accounting system.
Database management of assets, records, lands,
properties, etc.
Innovations both at policy and project levels to speed
up the urban reform process.
Accounting reforms - shifting from single entry cash
based accounting system to accrual based double
entry accounting system.
Reforms to have in-built mechanism of participation
and commitment.
Institutional strengthening and financial capacity
building to be an integral part of the reform measures.
Establishment of financially self-sustaining agency for
1.
FINANCIAL IMPROVEMENT
1
Computerization Initiatives.
1.
2.
3.
Reforms.
1.
2.
3.
4.
5.
2.
3.
4.
5.
6.
7.
Implementation of MIS to provide relevant information on

accounts, commercial and operating systems for better
decision-making and information dissemination to citizens;
Application of e-Governance is equally important for
municipal finance.
Mapping of properties and developing GIS-enabled
property tax management system for enhancing property
tax net/coverage and better administration.
Areas of reform measures include property tax, accounting
and auditing and resource mobilization and revenue
enhancement.
Bringing transparency and uniformity in taxation policies.
Tax policy and operational procedures should be simple
and clear.
Development of templates for property tax (for selfassessment) to increase tax collection (without levying
Final Report
No.
- 54 -
Privatization Initiatives.
1.
2.
Resource
Initiatives.
1.
Mobilization
2.
Capacity Building
1.
2.
3.
4.
5.
6.
Primary Strategies
urban governance service delivery through reforms.
Exploring areas of privatization.
Formulation of framework for attracting private
investors.
Collection of arrears through innovative ideas and
approaches using tools for community participation
and fast track litigation methods.
Strengthen the fiscal powers of ULB to fix tax rates, fee
structure and user charges through specific guidelines
and notifications, which should find a place in the
Municipal Rules. Prepare model guidelines for the city
to allow greater flexibility in levying taxes, fees and
user charges, borrowing funds and incurring
expenditures;
Staffing pattern, organizational restructuring and
performance appraisal.
Development of MIS for effective and efficient
management & decision-making.
Publication of newsletters for creating awareness and
participation.
Prepare and conduct capacity building programmes for
elected
representatives,
especially
women
representatives, with a view to enable them to focus on
gender based issues.
Promote the creation of interactive platforms for
sharing municipal innovations, and experiences among
municipal managers.
Better human resources management through
assessment of the training needs of personnel involved
in urban administration to enhance management and
organizational capabilities.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.

fresh taxes), including implementation strategies.
Property tax base should be de-linked from rental value
method and should be linked to unit area or capital value
method.
Legislative changes in the accounting systems and
reporting requirements.
Designing of accounting procedures.
Standardized recognition norms for municipal assets and
revenues.
Auditing of accounts should be carried out effectively and
regularly to promote transparency and accountability.
Increasing revenue through measures for better coverage,
assessment, billing, collection and enforcement.
Controlling growth of expenditure.
Improving the organization and efficiency of the tax
administration system.
Augmentation of resource mobilization/revenue generation
from properties belonging to ULB for improving the overall
financial health.
Energy audit to minimize expenditure and increase useful
service life of equipment
Staff training, exposure visits and motivation programs to
bring about awareness on recent developments and
technologies.
Development of training material in the local language and
impact and evaluation studies of the training programmes.
Capacity building to strategically position the ULB to
employ highly qualified personnel based on need.
Assessment of fund requirement and resource persons to
tackle the training needs of all personnel.
Final Report
- 55 -
7
INFRASTRUCTURE & FINANCIAL IMPROVEMENT
NEEDS
7.1
INTRODUCTION
This section of the Report pertains to the probable proposed development initiatives and
specific improvements that shall be recommended to upgrade the existing systems in Sattur
to normative standards pertaining to Urban Infrastructure provision, delivery, operation and
maintenance and bringing out the characteristics required for the town.
A City Corporate Cum Business Plan (CCBP) is the corporate strategy of the ULB that
presents both a vision of a desired future perspective for the town and the ULBs
organization, and mission statements on how the ULB, together with other stakeholders,
intends to work towards achieving their long-term vision in the next five years. Thus, a
CCBP preparation process is essentially a consultative process and therefore identification
of stakeholders to be involved in the process is of crucial importance. The identified
stakeholders represented both government and non-government sectors.
The identified stakeholders may be broadly categorized as under:
Elected Representatives;
Service Providers/GoTN Offices;
Business Houses and Associations; and
NGOs/CBOs and Resource Persons
The above stakeholders were further categorized as Vision Stakeholders, Mission

Stakeholders and Action Stakeholders, to define specific roles for each of the participating
stakeholders. Needless to say, the ULB has to play an important role in identifying the above
stakeholders and involve them in a proactive manner through all stages of the consultative
process.
7.2
CONSULTATION PROCESS
The entire CCBP preparation process has been divided into three phases. The outcomes of
each of the phases were based on extensive consultations and consensus emerged
thereon. Phase 1 of the assignment involved extensive consultations with Vision
Stakeholders, while Phase 2 has a wider list of stakeholders comprising representatives
from various walks of life, identified as Mission Stakeholders. Phase 3 of the assignment
involved Action Stakeholders who were identified to participate in implementation of the
CCBP. The study team had specific consultations with these stakeholders and specific roles
and responsibilities were evolved so as to implement the CCBP. Each of the above phases
culminated with a workshop, which endorsed the findings with specific remarks and
suggestions.
Broadly, the consultation process was carried out in the following manner:
Individual/sector specific discussions;

Workshops.

Final Report
- 56 -
Consultations were held in three stages as follows:
7.3
First stage of consultations primarily addressed the concerns of the Vision

Stakeholders. This stage of consultations aimed at defining the draft Vision and Mission
Statements for further discussions, streamlining and adoption;
Second stage of consultations targeted the various identified Mission Stakeholders and
this stage of the consultative process streamlined the Vision and Mission Statements
and has identified various priority actions and proposals to be addressed in the CCP;
and
Third phase of consultations looked at the feasibility assessments and investment
scheduling, which were finalized in consultation with the Action Stakeholders.
MISSION AREAS
An assessment of existing physical infrastructure and various basic urban services (social
infrastructure - education, recreation, community, health facilities, etc.) in the town to be
performed was made. Description and mapping to quantify the condition of basic amenities
and urban services was also made, highlighting the needs and deficiencies sector-wise as
follows:
Water supply;
Sewerage and storm water drainage;
Solid waste management;
Roads, traffic and transportation;
Streetlights;
Other basic urban services and facilities; and
Slum upgrading and housing for the poor;
An assessment of the existing situation covering all the sectors like water supply, sanitation,
drainage, solid waste management, internal roads, bridges, traffic management, public
private transportation and streetlights at the town level was carried out specifically covering
the following illustrative aspects:
Sector-Specific Analytical Instruments:
Sl. No.
1.
Study Component
Water Supply
2.
Sewerage and
Drainage
3.
Solid Waste
Management
4.
Roads, Traffic and

Transportation
Analysis / Coverage
Appraisal of water supply augmentation proposals in conjunction with
existing distribution systems, leak detection and UFW levels,
replacement needed, measures that need to be undertaken to promote
continuous system of water supply, and other requirements for
optimum economic performance. Review of existing status of the
service in terms of sources, storage and distribution, treatment,
alternative supply, connections and tariff, utility maps, nature of
complaints
and
origins.
Metering
system
and
revenue
generation/enhancement.
Appraisal of the sewerage and drainage systems with reference to their
adequacy; augmentation of collection system, sewage treatment
facilities and treated wastewater re-use/disposal systems. Review of
existing status of the system in terms of type, O&M aspects, nature of
complaints and origins, areas prone to flooding, etc. Reviewing of the
environmental procedures and plans, low-cost sanitation and system
integration.
Existing facilities and system management for handling solid waste.
characteristics of solid waste, quantity generated, collection and
transportation system, transfer stations, and waste processing/disposal
facilities
Road Length, Density, Coverage, Types, Connectivity, Linkages,
Congestion, Parking Requirements, capacity utilization, traffic flow,
infrastructure such as bus terminals, O&M aspects and related.,
appraisal of efficiency and equity of urban transport models, including
public and private transportation system, traffic management, etc.
Final Report
Sl. No.
5.
Study Component
Streetlights
6.
Education, Health
and Community
Facilities
Deficiency Analysis
7.
7.4
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Analysis / Coverage
Spacing, coverage, capacity utilization, energy efficiency, O&M
aspects and related
Number and location of various education, health, leisure and
community facilities, O&M aspects, coverage, adequacy with respect to
normative standards, catchment, etc.
Identification of criteria for deciding deficiency for various services;
Based on study of existing situation and criteria identified,

assessment of deficiencies in existing service levels;
Identification of priorities and technical alternatives; and
Estimation of unit costs for providing minimum level of services

based on certain norms.
PRIORITY ACTIONS INFRASTRUCTURE IMPROVEMENT

In order to formulate infrastructure needs of the town following priority actions would be
recommended to be implemented by the ULB undertaken in consultation with the
stakeholders.
Water Supply:
Planning and capacity augmentation for adequate and equitable water supply and
related capital investment.
Water supply system for unserved areas to ensure 100% coverage
Continuous system of water supply.
Improvement of O&M of the system
Performance monitoring - energy audit, leak detection, NRW studies, water quality, etc.
Institutional strengthening and capacity building.
Sewerage and Sanitation:
Provision of Underground sewerage system.
Integration of existing and proposed LCS & community toilets to UGSS - the capital
investment for proposed units is covered under the Urban Poor and Slum Upgrading
component.
Treatment of sewage - decentralized advanced systems.
Re-use of treated wastewater.
Performance monitoring - energy audit, quality, etc.
Storm Water Drainage:
Removal of encroachments along major and minor drains.
Awareness programs to prevent solid/liquid waste disposal into drains.
Roads, Traffic and Transportation:
Improvement to existing road network for present and future traffic requirement
By-pass access for national and state highways (as applicable)
Flyovers at major intersections and railway crossings for traffic improvement (if
applicable).
Traffic signage and junction improvement measures
Study of city-wide parking requirements and development of parking infrastructure,
specifically in commercial areas.
Street Lighting:
Upgrading street lighting in existing areas
Installation of high-mast cluster lighting at important junctions not presently covered with
such lighting arrangements.
New street lights for uncovered areas.
Power consumption management and energy efficiency measures.
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Solid Waste Management:

Comprehensive Solid Waste Management Scheme (per the MSW Rules, 2000).
Augmentation and expansion of primary collection of waste.
Modernization and standardization of existing waste transportation system.
Municipal solid waste processing and disposal.
Recyclable waste handling and recovery.
Proper handling and disposal of slaughter house, biomedical, hazardous and related
non-municipal wastes.
Conservation of Water Bodies:
Identification of water bodies within ULB limits for conservation.
Re-development of area adjoining water bodies for community use.
Development of catchment facilities, water quality maintenance and groundwater
recharge in water bodies.
Slum Upgradation:
Project formulation for integrated development of all notified tenable slums covering
housing, provision of basic services and amenities.
Provision of water supply, sanitation, access roads, etc. in all tenable slums.
Formulation of public-private partnership projects for slum upgrading.
Exploration of rehabilitation option as an alternative to resettlement.
Adoption of a community-based approach in service provision and delivery to suit the
local context and requirements.
Ensure involvement of women and children from project formulation to implementation to
achieve sustainability.
Target service provision like water supply, sanitation and electricity on individual
household basis - to facilitate improvement in performance & collection of user charges.
7.5
PRIORITY ACTIONS FINANCIAL IMPROVEMENT

The ULBs have been found to be proactive in their commitment to introduce reforms at the
ULB level. All these reforms may be broadly categorized under the following:
Computerization Initiatives;
Property Tax Reforms;
Privatization Initiatives;
Accounting Reforms; and
Resource Mobilization Initiatives.
The following policy framework and priority actions are required for the sustainable financial
improvement of town.
STRATEGY
Innovations both at policy and project levels to speed up the urban reform process.
Reforms to have in-built mechanism of participation and commitment.
Institutional strengthening and financial capacity building to be an integral part of the
reform measures.
Areas of reform measures include property tax, accounting and auditing and resource
mobilization and revenue enhancement.

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PROPERTY TAX
Tax policy and operational procedures should be simple and clear.
Development of templates for property tax (for self-assessment) to increase tax
collection (without levying fresh taxes), including implementation strategies.
Mapping of properties and developing GIS-enabled property tax management system for
enhancing property tax net/coverage and better administration.
Collection of arrears through innovative ideas and approaches using tools for community
participation and fast track litigation methods.
Property tax base should be de-linked from rental value method and should be linked to
unit area or capital value method.
ACCOUNTING AND AUDITING
Accounting reforms - shifting from single entry cash based accounting system to accrual
based double entry accounting system.
Legislative changes in the accounting systems and reporting requirements.
Accounting manual - chart of accounts, budget codes, forms and formats, etc.
Standardized recognition norms for municipal assets and revenues.
Auditing of accounts should be carried out effectively and regularly to promote
transparency and accountability.
RESOURCE MOBILIZATION AND REVENUE ENHANCEMENT
Increasing revenue through measures for better coverage, assessment, billing,
collection and enforcement.
Improving the organization and efficiency of the tax administration system.
Augmentation of resource mobilization/revenue generation from properties belonging to
ULB for improving the overall financial health.
Energy audit of fuel and energy consumption by various depts. of ULB to minimize
expenditures on fuel and energy, including energy audit and metering of street lights.
Streamlining and strengthening of revenue base of the ULB:
o
o
o
o
Strengthen the fiscal powers of ULB to fix tax rates, fee structure and user charges
through specific guidelines and notifications, which should find a place in the
Municipal Rules. Prepare model guidelines for the city to allow greater flexibility in
levying taxes, fees and user charges, borrowing funds and incurring expenditures;
The annual report of the ULB shall devote a section highlighting the amounts of
subsidy given to a particular service, how the subsidy was funded, and who were
its beneficiaries;
Implementation of MIS to provide relevant information on accounts, commercial
and operating systems for better decision-making and information dissemination to
citizens; and
Application of e-Governance is equally important for municipal finance.
Apart from the above, following are some of other reform measures which should be
implemented to support the above identified key municipal reforms.
URBAN ENVIRONMENTAL MANAGEMENT
The costs of maintaining a healthy urban environment need to be recovered through various
municipal taxes and user charges following the polluter pays principle. For this, the
functional role of the ULB as envisaged in Item 8, 12th Schedule of the Constitution has to be
resolved keeping in view the role of the Tamil Nadu Pollution Control Board, and the
organizational and fiscal strength of the ULB.
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ACCESS OF URBAN SERVICES TO THE POOR

Since ability-to-pay for the cost of environmental infrastructure service provision is an
important criterion, cross-subsidization of tariffs, innovative project structuring and user/
community participation is the means to ensure access of these services to the poor. Again
the functional and financial role of ULB with respect to the Items 10 and 11 of 12th Schedule
vis--vis those of central and state government agencies need to be resolved.
TRANSPARENCY AND CIVIC ENGAGEMENT IN MUNICIPAL MANAGEMENT
Laws/rules/regulations specific to city/local issues should be employed to facilitate effective
implementation. These should be lucid and easily understood. Participatory mechanisms
should be so structured that they have legal standing and administrative power. Local
bodies should be responsive and innovative and involve community participation in civic
engagement as follows:
Specific code of conduct for municipal executives and elected representatives.
Public education, resource mobilization, good leadership and transparent processes
applied to municipal finance and development work.
Closer networking with media and their engagement in creating public awareness and
creating demand for good governance. Cautious engagement of private sector with
continuous monitoring is necessary.
Setting in place an active and online public Grievances Redressal System, with
automated department-wise complaint loading and monitoring system.
Instruments to improve efficiency through enhanced technical, administrative and
financial capacities.
Credit enhancement options other than state guarantees need to be adopted.
Preparation of annual Environmental Status Report through a multi-stakeholder
consultation process.
CAPACITY BUILDING OF THE ULB
Following are some of the key aspects of capacity building measures for ULB:
The ULB shall maintain data to generate indicators as suggested in this document for
evaluating its performance.
Prepare and conduct capacity building programmes for elected representatives,
especially women representatives, with a view to enable them to focus on gender based
issues.
Promote the creation of interactive platforms for sharing municipal innovations, and
experiences among municipal managers.
Better human resource management through assessment of the training needs of
personnel involved in urban administration to enhance management and organizational
capabilities.
Assessment of fund requirement and resource persons to tackle the training needs of all
personnel.
Development of training material in the local language and impact and evaluation
studies of the training programmes.
Capacity building to better position the urban local body to employ highly qualified staff
and seek superior quality of out-sourced services.
TECHNOLOGY INTERVENTIONS THROUGH COMPUTERIZATION
Billing and collection of taxes and user charges through e-services.
Speed up development of e-Governance system and accounting system.
Database management of assets, records, lands, properties, etc.
HUMAN RESOURCE DEVELOPMENT
Staffing pattern, organizational restructuring and performance appraisal.
Development of MIS for effective and efficient management & decision-making.
Publication of newsletters for creating awareness and participation.
Staff training, exposure visits and motivation programs to bring about awareness on
recent developments and technologies.
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CITIZEN ORIENTATION AND INTERFACE

Conduct citizen satisfaction surveys & analysis on annual basis to assess citizen needs
and demands including satisfaction levels.
PR strategies to enhance community participation and create awareness.
Innovative citizen complaint redressal system including e-Governance.
Augment and strengthen new initiatives on citizen interface and orientation.
Regular interface with citizen associations/forum to understand public needs.
7.6
PROBABLE CAPITAL INVESTMENT NEEDS

Following are the identified capital investment needs which shall be discussed in detail with
the stakeholders during consultation.
WATER SUPPLY SYSTEM
Rehabilitation of existing distribution system in covered areas
Rehabilitation of existing Service Reservoirs
Construction of additional service reservoirs
Proposed distribution system in uncovered areas
Raw Water Supply System to meet 30 yr demand (2010-2040)
Augmentation of Existing Raw Water Supply System
SCADA, Electrical Works, Site Clearing/Restoration
Replacement/Renewal of existing equipment (mech/elec.) at source
UNDERGROUND SEWERAGE SCHEME
Rehabilitation of existing Collection System
Proposed Collection System
House Service Connection
Pump Stations including Pump Mains and Eqp.
Road Restoration for HSCs
Sewage Treatment Plants (WSP)
Railway / NH Crossings
Community Toilets and Integration with UGSS.
ROADS, TRAFFIC AND TRANSPORTATION
Improvement to Existing Roads
Upgrading Gravel/Earthen Roads to BT/CC
New Roads Formation & network development including periphery roads
Improvement to NH/SH incl. formation
Traffic Junction Improvements
Construction of bus terminus and bus stops incl construction of new bus stops
Preparation of Traffic and Transportation Management Plan incl traffic studies
STORM WATER DRAINS
Preparation of Comprehensive SWD Master Plan
Improvement to existing minor drains
Improvement to Major Drains/Channels
Proposed drains on existing roads (130% of Existing road deducting existing drain)
Formation of new drains along proposed road network (130% of new roads)
Proposed Storm Water Pump Stations
STREET LIGHTING
Proposed SV lamps in uncovered areas
Proposed FL lamps in uncovered areas
Proposed High Mast light in major junctions
Proposed Timers for existing / new lights
Proposed Sensor Lighting
Proposed Solar Lights
Proposed Power Saver (Capacitors)
Proposed dedicated sub-stations/transformers
Proposed Tri-vector meters

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Development of Lighting Management Plan

SOLID WASTE MANAGEMENT
Proposed SW Collection & Interim Storage System
Collection System at Vegetable Market
Transportation System Improvements - Tfr & Trans Vehicles
Proposed Transfer Stations
MSW Composting Plant & Miscellaneous Works
ENVIRONMENT IMPROVEMENT
Improvements to Water Bodies
Park Development Existing/Proposed
Greening / Avenue Development
Environmental Monitoring Station
SLUM UPGRADING
Construction of housing
Water Supply
Sewerage & Sanitation
Roads & Pavements
Streetlights
Community Centers
Open Spaces/Gardens
REMUNERATIVE PROJECTS
Construction of Shopping Complexes
Construction of Marriage Halls
Construction of Lodges
Improvement to burial grounds
Electrical Crematorium
Improvement of existing and proposed playgrounds
Rehabilitation/proposed community centers/halls
Improvement to town library/proposed libraries
Proposed truck terminal
Improvement of existing markets
Proposed /dedicated vegetable/meat market
Slaughterhouse development
URBAN GOVERNANCE
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8
DEVELOPMENT PROPOSALS
8.1
INTRODUCTION
This section outlines the proposed development initiatives
and specific improvements that are recommended to
upgrade the existing system of Urban Infrastructure
provision, delivery, operation and maintenance to normative
standards and characteristics required for a State Capital.
Rapid assessment performed provides for cognitive
navigation through the analysis and recommendations in
various phases in the preparation of the City Corporate
Plan for the town. The sectors covered in this chapter are
given in the adjacent box.
Sectors covered
Land Use;
Water Supply;
Sewerage and Sanitation;
Storm Water Drains;
Solid Waste Management;
Roads, Traffic and Transportation;
Street Lighting;
Basic Services for the Urban Poor;
Other Amenities;
Environmental Improvement;
Urban Governance; and
Social Amenities
Details of the investment components, capital investment phasing plan based on the above, and discussions with Stakeholders
are enclosed in subsequent sections of the report.
The sector-wise estimated capital investment and investment components required to achieve stated objectives within the
period (2008-2012) is given in this section.
Sectoral investment for proposed interventions across all sectors has been estimated based on the following parameters:
Information available/provided by concerned departments, detailed discussions with pertinent authorities, field/site visits,
techno-economic evaluation/analysis conducted by the consulting team;
Standard Schedule of Rates issued by PWD, Highways, and other engineering boards/organizations, OP rates, prevailing
market rates, and relevant information;
Consultants database and experience on design of projects of similar scale/nature;
Costs indicated are only estimated costs. Detailed cost estimation shall be performed for each item of work pursuant to
detailed design engineering (during the DPR preparation);
Land procurement and/or acquisition costs have not been included;
Capital and annual O&M cost of the water and sewage treatment facilities, as applicable, has been estimated considering
the techno-economically most feasible alternative technologies; and
Necessary provision for physical contingencies, cost escalation for implementation period greater than 18 months,
administration/supervision and consultancy charges have been included.
Based on the assessment of the existing situation, projected demand, the prevalent gap and
key issues/problems in the existing system, upcoming section outlines the priority actions,
proposals for improvement, estimated capital investment and the strategy for
implementation along with suggestive timelines.
8.2
LAND USE
The land use structure has been worked out based on Master Plan prepared for the town
and the activity centres present. The structure would help in limiting congestion of certain
areas through a conscious and judicious development of core town and the peripheral
wards, which have the maximum potential to grow in future. Considering the existing
landuse and the potential for development, a growth management policy has been
formulated. The policy is to allow growth of the town for a sustainable future through
dispersal of economic and developmental activities. Accordingly the following strategies
have been evolved.

Final Report
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8.2.1 RESIDENTIAL
On the whole the residential land use growth is quite satisfactory, occupying about 46% of
the total land use as is proposed in the master plan. However, certain wards have
experienced tremendous growth resulting in saturation of densities and in such cases; the
proposal is to redistribute the densities in the different wards. Though it is impractical to limit
residential developments, the policies shall be formulated in such a way that a regulated FSI
and non conversion of residential to mixed or commercial land use would relieve the
pressure on residential land uses in future.
The additional population coming into the town over the years shall be accommodated within
sustainable limits of the peripheral areas. Increasing the residential land use beyond the
existing percentage of 35% may not be sustainable and hence the strategy would be to
increase the FAR in peripheral wards. This should also be supplemented through
development control regulations and guidelines that avoid conversion of residential use into
mixed and commercial uses in such residential zones. However, major initiatives shall not
be possible as most of the town as developments in the town are saturated, and the wards
adjoining the transport corridors (i.e. NH 7) have reached saturation. There are other
constraints such as water bodies, slums, ecologically sensitive zones in others leaving only
a few wards offering potential for growth.
8.2.2 COMMERCIAL
The commercial land use is slightly above at 8.32% than the UDPFI norms. One reason
could be the absence of decongestive policies in the past allowing development of a number
of commercial areas within the town. In addition, the town acts as the commercial node for
regional activities which has resulted in concentration of economic activities in the town.
Commercial developments are found in a linear manner along the major corridors of the
town, which in turn defines to the newer land uses in these areas and forms the major
guiding factor for developments along the commercial areas along Kanyakumari to Madurai
trunk Road, Railway Station Road and also along the by pass road. The Core-Town area
has to be retained for specialised commodities to retain the character of the area. With the
town functioning as the node for the region, there is further scope of further commercial
development and shall be mitigated by development of a series of commercial centres as
indicated below:
The town shall promote Local Business Districts and Central
The town shall promote two
Business District as the formal commercial centres in identified
types of formal commercial
areas considering its limiting growth in future. The market
activities
forces and the convenience of the walking distance of 5 min for
the local population will essentially decide the quantum of such
Local Business Districts
Central Business District

spaces. But these have to planned in such a way that they shall
not pose potential bottlenecks in future and they shall act as
neighbourhood nodes. Currently, the existing land use structure has not explicitly
characterised developments in this way and hence, these areas have to be carved out of the
existing and potential developable areas.
Local Business Districts: These are second order formal commercial centres planned in
the fast developing areas of the town. These essentially would relieve the pressure from the
Central Business District. A well balanced structure of local business districts (LBD) shall
help in reducing the quantum of linearly developed commercial mixed uses which is mainly
due to the absence of a well-balanced structure of LBD.
Central Business District: The Central Business District forms the prime formal
commercial centre for the town. It shall also have a large number of cultural and social
facilities to cater to the region as a whole. Currently, the stretch from Vembakkottai road,
Final Report
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Padanthal Road and Kanyakumari to Madurai trunk road are the major commercial stretches
so it can be called as CBD for Sattur. With more than 90% of the total formal commercial
area of the town in this area, it has reached a saturation level and any further increase might
lead to agglomeration diseconomies. Hence, active and sustained decongestion initiatives
shall be adopted by means of certain market friendly development mechanisms.
Areas identified for Formal Commercial Activities: area
extending along the Kanyakumari to Madurai trunk road has a
potential for further commercial development. Although the
master plan would have freezed on the land use, the same
shall be altered to declare these areas as formal commercial so
as to adopt a higher FSI.
Formal Commercial Areas
Areas along the

Kanyakumari to Madurai
trunk road stretch
8.2.3 MIXED COMMERCIAL

The growth of mixed use cannot be avoided. However policies have to be chalked out to
limit the growth of this use in congested areas. Though mixed land use or residential with
shop-line have a good role to play in the town in terms of convenience, it has to be
complimented with wide roads to avoid travel congestion. It is not preferable to encourage
mixed land use on lesser width of roads with higher plot sizes and high coverage. This
creates higher traffic generation and more stress on street parking. The CBD as it exists
today has mixed commercial and residential use with more residential use. Towards
developing the CBD and decongesting the core town, mixed land use with more commercial
and institutional use has to be promoted. However, it is essential that the major arteries shall
be of a minimum 15m wide. Though the widths for major arterials are clearly earmarked,
they have been encroached/ occupied by the developments thus reducing the road widths.
In the long run it is however necessary to limit the mixed land use and declare areas
enumerated above as formal commercial areas.
8.2.4 PLACES OF PUBLIC DOMAIN

The two main components of public domain are the public &
Public Domain
semi-public areas and roads. A majority of the institutional areas
Increase area under

are in the mixed use category. The major institutional areas in the
Institutional Use
town are the government buildings, markets etc all located near
Provision of Additional
the CBD. It is pertinent to increase the area under the institutional
Public facilities &
Spaces
component. Such public facilities like community centres,
exhibition grounds, recreation areas, open spaces etc are not available in the town and need
to be provided for a better quality of life.
Open Spaces: Currently, the quantity of open space is very limited excluding the area under
water bodies. Considering a per capita recreational requirement of 4 Sq.mt, the area under
the open spaces shall be to the tune of 6% of the total area.
However, qualitatively the role of open spaces shall be further enhanced taking advantage
of the environmental resources such as natural tanks available in the town. These
environmental resources including, flora and fauna, are valuable to the town in terms of their
resource value and have to be conserved to enhance the sustainability of the same. This
would mean that considerable open-spaces have to be generated for its meaningful role in
conserving the regional natural resources & biodiversity and this would also add value to
recreational activities. In addition, networking of water bodies is being propagated to
rejuvenate these resources and to integrate them with town wide developments.
Transportation: The major issue confronting the town is
integration of land use with the transport system. With inadequate
road space and widths, the town lacks an efficient circulation
pattern. This shall be alleviated by developing a hierarchy of
Integrate Land use with

Transport system
Mobility Plan for
Developing areas on
South
Final Report
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widened road network to decongest the core town and other commercial areas. The current
developments and the analysis on the potential for development indicate the wards on the
periphery of the town towards west are likely to experience a high growth in future. Hence, it
is necessary to provide a sustainable mobility plan for these areas in the form of connecting
links.
8.2.5 STRATEGIES
Decongesting Core Town Area: Decongesting the core
Growth Management Strategies
area shall be taken up in the right earnest. Though,
Decongestion of Core Town Area

initiatives have been taken to expand the municipal
Development of Potential Wards

administrative boundary by merging neighboring village
Revitalising Commercial and Mixed

Land uses
panchayats, there are major commercial activities
Improvements to Public domain

located in the core town requires to be shifted to the
areas and Open spaces
extension areas to attract developments. For example,
the market area is a strategic location for wholesale material trade, which needs to be
relocated to relieve congestion in the area. Since these facilities already have large chunk of
area, their relocation should pave way for open grounds. However, economic activities that
would support in enhancing the quality of life shall be promoted in the CBD.
Development of Potential Wards: This strategy aims to allow future developments based
on the current densities, constraints such as ecologically sensitive areas which shall not be
disturbed. Considering the above, the total wards in the town are categorized into saturated
wards, Constraint wards and Potential wards.
Saturated Wards
These wards are classified based on the densities,
Saturated Wards
present and in future. As the densities are reaching the
Saturated due to high densities

saturation limit, newer developments, especially
2, 3,4 ,5 ,6, 7, 8, 9, 10, 11, 12, 13, 15,

commercial developments shall be limited or shall not be
16, 17 ,18, 19, 20, 21, 22, 23, 24
allowed. Accordingly, the following wards are classified
under this category. 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 15, 16, 17, 18, 19, 20, 21, 22, 23,
24, except 1 and 14 all the wards more dense
14
21
22
24
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Constraint Wards
Due to the presence of municipal sewage farm
development in the 14 ward is becomes less and another
reason for the constraint is social status of the people in
this wards. 8, 21, 22, 24 wards has a physical constraint
of Vaippar river inhibiting further development. The
constraint wards are shown in the figure above.
Constraint Wards
Constraint for development due to

presence of environmental
resources
8, 14, 21, 22, and 33
Potential Wards
Ward number 1and 3 has potential for further developments due to the constraint in the
southern direction developments are mainly along the northern and north western side of
the town. Alignment of the bypass road and incidence of the layouts in these areas adds to
the potential of growth in these wards. The new alignment of NH 7 and the potential wards
are shown in the figure above.
Revitalizing Commercial and Mixed Land uses: The assessment with respect to the
current land use indicates that there is still scope for commercial activity but should be
balanced and distributed Accordingly, land use policy shall consider development of formal
commercial structures at places indicated. This will also help to decongest the core town
areas. The specific strategies include:
Addition of commercial areas in the potential wards supplemented by formal land

uses in the saturated and constraint wards to minimise demand for commercial
activity in these wards.
Encourage mixed land use with less residential use in the core areas and
discourage mixed land use activity based on minimum road widths in the inner
areas.
Improvements to Public Domain Areas Road Space and Institutions:

Improving more road open space on the identified arterial road structure to improve
the traffic flow.
Decongest the CBD through expanding the administrative boundary and shifting
commercial activities to extension areas.
Revitalization of Open Spaces / Water Bodies: The area under the open spaces category
needs to be increased through identification of such potential areas. There is not much land
under this municipality so for further. While there are already some efforts they need
supplemented efforts to enhance the community open
Revitalise the unidentified open spaces,
spaces. In addition, efforts need to be initiated to
S. R Naidu Park, Water bodies exists in
conserve water bodies, open spaces and other sensitive
the town
resources. The specific strategies include:
Appropriate guidelines be followed in issuing building permissions to match with the

road width to generate adequate open spaces at the community dwelling level
Conservation of environmental resources such as uranis and odais, in terms of
pollution abatement and monitoring to recreational activities.
Use of market friendly mechanisms like accommodation and reservation to generate
more urban land and to further generate open space.
Formulating a water bodies networking programme to supply Integrated open
spaces to support physical and economic infrastructure.
The policies along with the strategies for growth management within the town are
enumerated in Table 8.1.
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Table 8.1 Policies and Strategies for Growth Management

Strategy
Guidelines
Decongesting Core Town Mixed use with more commercial and less residential use in the
Area
CBD to facilitate shifting of residential uses to outer areas.
Expansion of administrative boundary by merging neighboring
villages.
Facilitate relocation of institutional areas like the markets in the
CBD to the identified potential areas.
Supply of Public Domain Road widening Strategy
Roads identified in the Arterial Road Structure shall be widened
Areas
to 12 mt. This will generate additional roads area. All the other
roads also need to be widened on either side.
Redistribution
Limiting
Densities
and Population limitations on wards type basis i.e., Saturated,
Policy
Population
Constraint and Potential
o Average Gross density for Saturated wards-35,000
persons/ Sq.km
o Average Gross density for Constraint wards-15,000
persons/ Sq.km
o Average Gross density for Potential wards-20,000 persons/
Sq.km
Open Space Policy
Water Bodies Networking
Creating Arterial Green Networks by Identifying the uranis and
odais and establishing appropriate linkages.
Policy
Decongestive Policy
8.2.6 PROPOSED ARTERIAL STRUCTURE

The potential development areas in the peripheral areas
Effective connecting of the potential
development areas with sufficient road
need to be linked through an efficient arterial structure
widths allowing core decongestion
within/outside the town. These would provide
forms the Arterial Structure for Sattur
alternatives to these areas bypassing the core of the
town resulting in decongesting the core. The arterial structure is proposed in such a way to
take care of future vehicular growth and hence the municipality shall undertake an exercise
to widen these roads and connect the missing links.
8.2.7 BUILDING USE, REGULATIONS AND CONTROLS

Building use regulations are the supporting control
mechanisms to achieve a well balanced growth structure
for the town. These rules help in controlling densities,
contributing to the structured urban form for the different
types of land uses and also contribute to the quality of
the environment. However it has its limitation in
conserving sensitive lands and limiting encroachments if
the proper land uses are not planned.
Building Regulations & Controls shall

be clearly outlines in the Master Plan
and focus on
Commercial and Mixed Building

Norms
FSI
Parking Norms
Specific regulations on
Accommodations and
Reservations
They should be formulated keeping in mind the provision

of services including transportation networks. Since these services depend on the density of
population, adequate quantum has to be proportionately allotted based on the density of
population. For eg- Higher Density of Population require wider roads and taller Structures.
The coverage aspect of structure in a particular plot is directly related to the total plinth area
and open space generated. The lesser the coverage allowed the more open space it will
generate. Some key relationships in the building use regulations include;
Width of Road, Plot Size vs Land use Type, FSI, Building Height & Setbacks
Parking Space vs Land use, FSI& Coverage
Since the core town is being proposed as an active CBD with more commercial use, the
building rules and regulations need to support this through more FSI assigned to these
areas. This is also needed since the core areas are already saturated and the additional
population and hence the higher densities would mandate vertical development.
In addition, certain areas along the Vembakkottai road, Venkatachalapuram road and

Final Report
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towards Madurai have seen an increase in development activities and hence climb in the
FSI and these areas are also where certain formal commercial areas are being proposed.
Hence limited increase in FSI for the commercial use in these areas is necessary to see that
the land use pattern doesnt turn into mixed uses. Considering the proposed arterial
structure, it is proposed to accommodate higher densities with a medium rise in structure in
these areas.
8.3
WATER SUPPLY
8.3.1 WATER DEMAND

Based on the projected population and the permissible supply levels as specified in the
Manual on Water Supply and Treatment by CPHEEO, the total future water demand has
been estimated and furnished in the Table 8.2 below:
Table 8.2: Estimated Future Water Demand
No.
Description / Parameter
Present Stage (2010)
Intermediate Stage (2025)
Ultimate Stage (2040)
1. Projected Population
35448
43125
52055
2. Per capita supply* (lpcd)
135
135
135
3. Installed Capacity of source (MLD)
2.4
2.4
2.4
4. Estimated Future Demand (MLD)
4.7
5.8
7.0
* Per capita supply is considered as 135 litres per day on an average. Since implementation of Underground sewerage scheme is
under proposal by the ULB, to achieve self-cleansing velocity in the system aforementioned Per capita supply rate is suggested as
per CPHEEO guidelines.
It can be observed from the above table that the existing system requires immediate
augmentation. The system is not capable of meeting the increasing water demand through
its present available sources till the year 2010 (assumed based on projected population).
Hence considering the increasing water demand through its present available sources till the
year 2040 (assumed based on projected population) augmentation measures need to be
identified considering the utilization plan of the existing sources (Thamirabharani River and
Vaippar river). Existing systems should be utilized only to the presently installed capacity
and should not be overloaded because of low supply level in the aforementioned sources
during the summer months (considerable part of the year). Therefore it is felt that additional
scheme can be augmented for meeting the ultimate stage water demand conditions. It is
important that capital investments in the water supply sector are planned to broadly address
the following issues:
Augmentation of installed capacity of existing facilities to meet the growing demand; and
Rehabilitation of existing facilities to avoid higher costs of deferred and inadequate
maintenance.
Therefore, the priority actions identified through discussions with stakeholders and the
proposals planned for the system improvement have been recommended with the intension
of achieving the following objectives:
Optimal utilization of the available strengths of the system through requisite identification
and creation of opportunities for system improvement and sustainability; and
Implementation of remedial measures based on identified weaknesses of the
system/sector to ensure that imminent and potential (future) threats are eliminated and
prevented from recurring.
Non-Revenue Water/ Unaccounted for Water (NRW/UFW) and system losses need to be
mitigated and monitored to ensure that the total losses do not exceed the allowable limits
(15 percent) as specified in the CPHEEO guidelines. Further reduction of the losses through
an effective and continual leak detection and water audit program is highly recommended
and this would prove advantageous in the long-term.

Final Report
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8.3.2 STRATEGIES FOR DEVELOPMENT

The Strategies formulated for water supply focus on exploring new sources, optimum use of
existing water resources, total water supply planning, conservation of ground water,
reduction of unaccounted for water and largely on Institutional strengthening & Capacity
building. The ULB should facilitate creation of capital assets so as to meet the future
requirements for the provision of water supply.
It is envisaged that during the year 2025 water demand would be about 5.8 MLD for 43125
people which is less than the quantum of water supplied at present considering the daily
supply rate of 135 LPCD. The distribution network is expected to cover additional 3485
households by individual water tap connection. Distribution losses due to leakages would be
brought to 10% from the exiting estimated losses of 25%. Daily water supply will be effected
from the present intermittent supply. Considering the current deficit and the future
requirements for water supply, the following strategies are suggested:
Sector Approach: Capital investments in water supply have to be planned to address issues
focusing upon; (i) Augmentation of Source to meet the Per Capita Demand of Water during
ultimate stage; (ii) Increase in the storage and distribution of existing facilities to meet
growing demand; and (iii) Rehabilitation of existing facilities to avoid the higher costs of
deferred maintenance;
Design Criteria: The ULB should increase the supply levels in terms of coverage, and to
cater to 100 percent of the population. Assuming that distribution network is extended to
more than 95 percent of the Roads within ULB area, given very high population density
within the ULB, all the citizens will enjoy the required supply.
Source Augmentation: Development of a sustainable and quality source of water for onward
supply with requisite treatment/ disinfection is a critical issue that confronts the Sattur town.
Perennial sources need to be identified and tapped effectively. Although raw water intake
systems can be installed to meet future demand, the Vaippar and Thamirabharani schemes
needs to be evaluated and modified, if necessary, since the MWL during summer months in
the abovementioned schemes may not allow adequate water to flow into the intake well. For
future augmentation of water supply from Thamirabharani River, alternative intake system,
as listed below can be evaluated for adoption:
Collector Wells (only if sufficient sand depth to an extent of 5-m or higher is available);
and
Infiltration Wells/Galleries (a network or array of wells/ galleries may be required with
appropriate inter-spacing as determined from summer yield tests in accordance with the
established curve of interference).
In the case of Vaippar Scheme, augmentation works like additional infiltration galleries to
increase the supply rate. An alternative which is practiced in drought-prone areas is also
recommended and requires further investigation at the detailed engineering stage. Summer
storage tanks can be developed in the vicinity of Vaippar and Thamirabharani River. These
tanks are essentially large earthen structures which can be designed based on the probable
holding capacity established through analysis of rainfall intensity, flow during flood
conditions and evaporation factors. High discharge pumps can draw water from water
bodies and other supply channels (based on location) during high flow/ flood conditions and
pump the same to the summer storage tanks for later abstraction as a surface source for
treatment and supply to the existing distribution system during drought conditions. This
measure will also serve to conserve water and enhance groundwater storage potential. In
the face of full utilization of the surface source to meet future demand, groundwater use can
be restricted and eventually managed in an efficient manner. The existing infrastructure for
groundwater abstraction can be used to meet localized distribution requirements during
drought seasons when the yield from sources is likely to decrease. The aforementioned
discussion is indicative of the future requirement for the Sattur in the long-term.

Final Report
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Water Supply Operation & Maintenance Plan: The plan shall be designed largely by
involving the Private Sector for O & M operations. This may be done through a management
contract with a private agency, which would be solely responsible for the O & M of the
system, based on agreed annual fee, with built-in incentives for improved performance.
Asset Management Plan: To address the condition assessment and the performance of the
water supply assets, it is recommended that a detailed asset management plan be prepared
for the assets of water supply in Sattur town.
Consumer Metering System: The ULB need to initiate metering system in the town. For the
projected population, there shall be about of metered connections in ultimate design year of
2040. It is, therefore important that service connections be provided with metering system
under this project. The metering system is very important as it would provide a platform for
proper accounting of the water production and consumption and help reduce the
unaccounted for water and help in revenue generation.
Tariff Revision: Future capital investments on system up-gradation being imminent, the tariff
structure shall be revised from time to time to enable cost recovery and to service the
additional debt from the capital investments.
Unaccounted for Water: ULB shall implement leak detection studies to ascertain the volume
of unaccounted water. This to an extent, if corrected properly, would help ULB to realize
more water.
Re-cycle & Re-use: Strategy for Use of Recycled water for Non-potable use, based on a
Pilot Study for the ULB.
Mapping & GIS: To address the issue of system rehabilitation, mapping and establishing a
GIS system is pertinent to detail out system location, characteristics, age and condition. This
would enable identifying dilapidated sections of the network and those that require
replacement.
Institutional Strengthening & Capacity Building: The officials need to be trained for Project
Planning, Implementation, and Monitoring and Evaluation programs. It is recommended for
strong Strategic Plan database particularly to decrease the duplication of laying of pipeline
for same distribution as well as for a strong redressal system and minimizing unaccountable
losses & illegal connections.
8.3.3 PRIORITY ACTIONS AND PROPOSALS

PRIORITY ACTIONS
Following table presents priority actions and their implementation plan for water supply
during the Short-term period (2008-2012):
Table 8.3: Priority Actions and Implementation Plan - Water Supply
Year Year Year Year Year
Component
Activity
1
2
3
4
5
Water Supply Improvement Scheme to extended areas
Construction of additional Storage reservoirs
Water Resource
Development of Distribution network for extended areas
Management
Rainwater Harvesting Measures
Re-cycle and Re-use treated water
Augmentation of Source Augmentation / Treatment Plant
Water Supply
Redistribution/Re-zoning of D-system in existing areas
System
Rehabilitation of Existing Service Reservoirs
Expansion of House Service Coverage
Final Report
Component
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Table 8.3: Priority Actions and Implementation Plan - Water Supply

Year Year Year Year Year
Activity
1
2
3
4
5
Installation of Meters
Construction of summer storage tank
Upgradation and Improvement of Distribution System
PROPOSALS
The improvement to the water supply system is
designed to ensure that the installed water supply
infrastructure meets the community's needs (water
demand) for adequate and equitable supply at
reasonable charges. The projected demand for the
year 2025 is compared with the optimum supply
available from the existing source, to verify the
adequacy and need to augment the capacity of
certain components.
Proposed Capital Works - Water Supply

Provision of Water supply scheme to extension
areas
Rehabilitation of storage and distribution
system in existing areas;
Source Augmentation;
Augmentation of Transmission Mains;
Augmentation of Storage Capacity; and
Extension & Augmentation of Distribution
Network
Table 8.4: Demand, Supply and Required Augmentation of Water Supply System for 2025
Demand
Component
Unit Supply
Status
Current
Short-term
Long-term
Year 2008
Year 2010
Year 2040
Demand
Surplus
Demand
Surplus
Demand
Surplus
(Deficit)
(Deficit)
(Deficit)
Water Intake Pumping
MLD
2.70
4.60
(1.90)
4.70
(2.00)
7.02
(4.30)
Water Treatment Plant
MLD
(if Surface water Used)
0
(4.60)
(4.70)
(7.02)
Service Storage
ML
1.70
4.60
(2.90)
4.70
(3.00)
7.02
(5.32)
Distribution System
Km
24.78
60.40
(35.62)
62.04
(35.63)
91.10
(66.32)
Source: Analysis
As reported by the ULB the average drawl of water from the existing sources is worked out
to be 2.70 MLD. The total requirement of water is calculated as 4.70 MLD for the short-term
period (2010) and 7.02 MLD for the long-term period (2040). Deducting the existing quantum
of water availabilities, the net requirement of water for short-term period is 2.00 MLD and
4.30 MLD for long-term period. Both Service storage facility and Distribution system are not
sufficient to meet the short-term demand. From the above table, it is confirmed that
additional distribution mains of 35.63 km length and service reservoirs of 5.32 ML needs to
be established to fulfill the present demand.
Apart from the aforementioned proposals the following requirements are identified through
Stakeholders consultation:
Even though existing storage capacity is more than 45% of total quantity supplied, some
parts of the town are not provided with sufficient water supply facility. In order to provide
equitable supply to the public the following additional service reservoirs are suggested;
1. Sump with booster station or an OHT is required to supply equitable water to
wards 1, 2, 6 and 19.
2. Existing GLR requires improvement works.
Pumping mains are to be re-laid for more than 10kms to problems pertaining to the
supply in the town.
Replacement of d-system was stressed at certain locations in the town;
New distribution system to an approximate length of 15km is essential;
In order to meet the water demand during summer months local bore well source need
to be established at suitable locations;
All the Booster stations require a DC generator facility, since frequent power problem in
the system lead to a fluctuation in supply; and

Final Report
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Irunkkangudi Dam can be utilized to serve the water supply need of the town in longterm period. This dam is located at a distance of 5 kms from the town, at present the
water from the dam is used for irrigation purpose. ULB need to examine the feasibility of
the project in consultation with PWD.
The numbers of house service connections in the town are to be increased.
The following proposals have been identified by the study team based on the reported
evaluations, discussions and priority actions as required and mutually agreed upon by the
Stakeholders:
Provision of Water Supply Scheme to extended areas;

Raw water supply system to meet the 30-year demand (2010-2040);
Augmentation of local sources to meet the growing demand;
Redistribution/re-zoning of distribution system in existing areas;
Rehabilitation of existing service reservoirs;
Construction of additional service reservoirs;
Rehabilitation and upgrading of Pumps/Machineries in the existing system; and
Augmentation of WTP and Clear Water Transmission Mains for ultimate stage demand.
Another source of Irukkangudi plan has to implemented
The above proposals are envisaged to initially cover the problem areas within the town as a
first priority, and then in later stages the concept of design/implementation similar to that
adopted for ULB, can be implemented on a modular/zonal basis in the peripheral areas
consistent with future development.
8.3.4 ESTIMATED SECTORAL INVESTMENT

Based on the parameters specified in the earlier section, the capital cost has been estimated
for the proposed intervention and are in the following table:
Table 8.5: Estimated Sectoral Investment - Water Supply (Rs. in Lakhs)
Component
Activity
Investment
172.07
Water Supply Scheme to Extension areas
128.40
Water
315.59
Resource
Development of Distribution network for extension areas
Management
60.11
24.05
49.89
Source Augmentation
279.52
85.96
Augmentation
461.78
of Water
36.07
Supply System Construction of summer storage tank
324.56
10.82
60.11
SCADA Project
2,008.94
Total
Necessary clearances from concerned ministries or authorities need to be acquired at the
earliest. The authorities/departments/agencies that are proposed to be responsible for
project formulation/implementation/monitoring are listed below, but shall not be necessarily
limited to the following entities:
Nodal Agency: Sattur Municipality;
Formulation/Implementation Agency: Sattur Municipality;
Monitoring Agency: State Pollution Control Board, Tamil Nadu.
Final Report
8.4
- 74 -
SEWERAGE AND SANITATION

An assessment of the existing gap in service levels in the towns sewerage sector in relation
to the estimated future generation of sewage based on projected growth in population and
prescribed guidelines/normative standards has been performed for the following
components:
Sewage generation and sewage collection system;

Sewage treatment and disposal; and
Requirement of land for sewage treatment facilities.
The demand-gap assessment has been performed for the short-term period, i.e.
intermediate stage (15 years) and for the long-term, i.e. ultimate stage (30 years), and is
presented in the table 7.6 below:
Project SubComponent
Table 8.6: Demand, Supply and Required Augmentation of UGS System for 2040
Unit
Existing
Demand
Status
Base
Intermediate
Ultimate
Year
Year 2010
Year 2025
Year 2040
2008
Demand /
Surplus/
Demand /
Surplus/
Demand /
Surplus/
Generation
(Deficit) Generation (Deficit) Generation (Deficit)
In nos.
34519
35448
43125
52055
MLD
2.10
3.80
4.60
5.60
-
Population
Sewage
Generation
New Infrastructure
Sewage Pumping
Sewage Treatment
Plant
Sewer Network
MLD
MLD
(3.80)
(3.80)
4.60
4.60
(4.60)
(4.60)
5.06
5.60
(5.06)
(5.60)
11.386
62.03
(50.65)
km
Estimate of Requirement of Land for Sewage Treatment Alternatives
Waste Stabilization Acres/
Pond @ 4 acres /
MLD
15.20
(15.20)
MLD
Activated Sludge
Acres/
Process @ 0.25
MLD
0.95
(0.95)
acres / MLD
Source: Analysis
75.46
(64.08)
91.10
(79.72)
18.40
(18.40)
22.40
(22.40)
1.15
(1.15)
1.40
(1.40)
Km
3.80
3.80
Note: Requirement of land has been estimated based on available information on sewage treatment plants of similar scale, process of treatment,
scalability and related issues. The nominal footprint/area required for a specific plant is known to vary based on the degree of treatment required,
configuration of the land available, detailed design of treatment facilities and related factors. Decentralized sewage treatment facilities may result in
a net higher requirement of land. The land requirement indicated in this report is provided only for comparison/reference purposes. Actual land
requirement for the proposed STP(s) in related procurement/acquisition/estimation should be arrived at pursuant to relevant surveys, investigation
and detailed engineering design of the proposed facility.

It is envisaged that during the year 2040, 95% population will be covered and sewage
generation of 6.04 MLD from net water supply of 114 LPCD (80% of 135 lpcd water supply
rate + 8-10% infiltration rate) and treatment facility amounting to the same with the following
strategies:
Sewerage Master Plan: Preliminary survey need to be performed considering the terrain
condition and sewage generation quantity to assess the technical and economical viability of
a sewerage project. A plan for sewerage should be prepared and the focus areas shall
include, but not necessarily be limited to the following:
Overall plan for collection, conveyance, treatment and disposal/re-use of generated

sewage in the development area.
Present coverage and condition of sewerage in slums and other urban poor areas.

Final Report
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Provision of sanitation through low-cost units/community facilities in slums and

integration of sanitation facilities with the main sewerage scheme.
The sewage treatment plant with a capacity of 5.06 MLD to fulfill the long-term demand
during the year 2040.
Availability of land for proposed sewage treatment facilities and related procurement and
socio-environmental issues.
Potential for re-use of treated wastewater (i.e. flushing of sewers and others).
Preferred Treatment Facility: Treatment of collected sewage in accordance with the pollution
control norms and river discharge standards is critical and poses a significant hazard to
public health if not designed, implemented, operated and maintained in a proper manner. A
scientific method of treatment such as Activated Sludge Process (ASP) is the best suitable
treatment method in order to reduce the land requirement and to reduce health nuisance.
Before implementing the UGS scheme, ULB should achieve 100% water supply service
connection (except slum areas) by expanding their coverage and augmenting the water
supply system to ensure an average per capita water supply rate of 135 litres per day for the
efficient operation of the proposed sewer system and willingness of the public to avail UGS
connection by paying deposits and user charges.
Re-Cycle & Re-Use: Another issue that must be dealt with is the re-use of treated
wastewater, which can reduce the overall demand on freshwater. The following uses are
recommended for further evaluation:
Re-use of treated water for supplementing fire-fighting demand. Although it is impractical

to install a wet system of fire protection, treated wastewater can be stored at strategic
locations at ground level with pumping arrangement or overhead tanks for access by the
fire department. These locations will have to be clearly demarcated, accessible and
equipped with watch/ward to prevent misuse or human contact with the treated
wastewater. In the present scenario, this option may not be viable and is presented here
only for future consideration.
Re-use for wet sweeping of main roads - modern equipment is commercially available to
sweep and clean main roads through mechanical brushing/sweeping combined with a
water spray to keep suspended particulate matter to a minimum. Water for this operation
can be obtained from treated wastewater. This is normally applicable in major cities. In
the case of Sattur, this option may not be practical. The option to utilize treated and
disinfected wastewater for gardening and related open spaces maintenance can be
evaluated.
Flushing of head manholes/sewers - This operation is probably the best use for treated
wastewater and is most beneficial to the longevity of the sewers that are proposed in all
the towns within the Sattur region. Periodic flushing of the head manholes using treated
wastewater discharged from mobile flushing units is recommended to reduce silt
deposition in sewers. The flushing operation can be performed on a rotational basis
where each sewer line (starting/head reach within a sewerage zone) is flushed at least
once in a month.
Coverage of Low Income Settlements: There are 201 households in slum within the town
limit. All these slum areas are partially provided with the sanitation facility. Therefore it is
proposed to cover this locality by using Pay & Use type / Free / Low Cost Sanitation toilet
facility under GoI & GoTN schemes.
Operation & Maintenance Plan: Adoption of an O&M Plan and Schedule, including options
of using the private sector for O&M (e.g. management contract). The ULB can privatize
O&M of pumping stations and STPs through a service or management contract with the
private sector who would be solely responsible for the O & M of the system, based on an
agreed annual fee, with built-in incentives for improved performance.
Final Report
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Mapping & GIS: The O&M shall also include mapping & GIS of the sewer system, for proper
upkeep and maintenance and regular updation. This would enable constant vigilance with
regards to system malfunctions and promote effective maintenance.
Asset Management Plan: To address the condition assessment and the performance of the
Sewerage assets, it is recommended that an asset management plan be prepared for the
UGS Assets in ULB.
Tariff Revision: Future capital investments on system up-gradation being imminent, the tariff
structure shall be revised from time to time to enable cost recovery and to service the
additional debt from the capital investments. It is proposed to introduce a Separate Sewer
Charge to service the debts and sustain O&M, of the new Capital Investments.
Institutional Strengthening and Capacity Building: Recruitment of trained engineering
personnel for management of Sewer works is an important issue confronting the ULB, the
present system is being implemented by TWAD Board and shall be transferred to the ULB
for maintenance of Assets, and as well of more importance is to keep them technically
updated. It is necessary that periodic training be imparted to the operations staff of the ULB.
The aforementioned strategies to a significant extent assist in provision of an efficient
system of sewerage, adequate coverage, treatment and disposal in accordance with
applicable discharge standards and full cost recovery. The master plan shall also focus on
provision of sewerage and sanitation facilities in the newly planned layouts and peripheral
areas to ensure coordinated development.

PRIORITY ACTIONS
Following table presents priority actions and their implementation plan for underground
sewerage during the project period (2008-2012):
Table 8.7: Priority Actions and Implementation Plan - Underground Sewerage Scheme
Component
Activity
Development of Sewerage System for Town
Sewerage Collection,
Provision of Sewage Treatment Plant
Treatment &
Community toilet integration
Management
Recycling Plant & Reuse system
Sanitation Facility
Community toilets
Year 1 Year 2 Year 3 Year 4 Year 5
PROPOSALS
The projected demand for 2040 is compared with
Proposed Capital Works - UGSS
Sewage collection system to uncovered areas;

the Sewage generation to verify the adequacy and
Sewage Treatment Plants; and

the need to augment the capacity of certain
Wastewater pumping and out-fall systems.

components. It is proposed to implement the UGSS
by,
(i) Creation of assets for Pumping Capacity by 2025,
(ii) Ultimate stage Treatment Capacity of 5.06 MLD (Activated Sludge Process), and
(iii) Sewer network of approximately 64.08 km length and creation of new Sewer
Zones.
Rehabilitation of existing UGD system: Existing UGD system is constructed on 1964 hence it
has to be rehabilitated

Final Report
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for the proposed intervention and are listed below:
Table 8.8: Estimated Sectoral Investment - Underground Sewerage Scheme(Rs. in Lakhs)
Activity
Investment
Development of Sewerage System for town
1649.32
Rehabilitation of existing sewerage system
436.42
Sewerage Collection,
108.20
Treatment &
Community
Toilets
(Cost
for
Integration
to
Main
Sys
only)
27.05
Management
12.02
Community Toilets
14.43
Total
2,247.44
Component

project formulation/implementation/monitoring are listed, but shall not be necessarily limited
to the following entities:
Nodal Agency: Sattur Municipality;
Formulation/Implementation Agency: Sattur Municipality;
8.5
STORM WATER DRAINS
Development of drains appears to be performed as a joint activity with

development/reconstruction of roads and not as an individual sector. This is specific to
drains along major and minor roads. This is a critical deficiency area, since the existing
network along major and minor roads serves as the primary conduit for conveying storm
water from the point of origin to the major channels/drains.
A well designed and developed master plan for storm water drainage should be
developed focusing on areas such as projected growth of population and incidental
development of road network, updated rainfall details, low-lying areas, rainwater
harvesting requirements and other relevant parameters.
It is also imperative to conduct awareness programs at the town level to cover all
classes of residents to highlight the function of storm water drains, prevention of
encroachment of storm water drain areas, prevention of dumping of solid waste and
discharge of sewage/sullage from households and other related issues.

Strategies for storm water drainage are based on the fact that roadside storm water drains
are as important as the flood protection scheme for natural drains. The following are the
strategies identified in consultation with the stakeholders:
Storm water Pilot Project: Under this programme a study shall be taken up to identify the
flood spots within the town. This shall be based on the past history of floods and a survey of
all the drains in the town and their conditions. Mere cleaning of the drains could drain most
of the flood spots. In almost all the cases, strengthening of the drains and construction of
leading drains will have to be taken up. A desilting exercise has to be taken up in all the
natural and open drains.
Watershed Planning: Watershed planning is required with respect to major basins (i.e.
Vaippar River) primarily to handle storm water. Such planning will enable the authorities to
construct and maintain other man made drainage system within the town.
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Drainage Rehabilitation Program: The flood prone areas identified are to be relieved of the
problem in future by undertaking a drainage rehabilitation program. As a part of this
program, the leading/connections between secondary and tertiary drains to primary drains
have to be improved and strengthened. In addition, control of weed growth, limiting the
dumping of solid and construction waste and controlling the growth of encroachments would
be given priority.
Primary Drain Rehabilitation and Improvement Program: The primary drains are inadequate
to handle the flash floods as they are not systematically designed and are not fully
constructed in some sections. Moreover, significant reduction in depth and width are noticed
due to siltation and encroachment of drain bunds. To alleviate these, a rehabilitation and
improvement program is recommended.
Improvement Works and Construction of Tertiary Drains: Construction of tertiary drains
(pucca only) would be taken up on a priority basis as the town comprises of 28 km. of
tertiary drains. It is proposed to construct pucca drains to all the major arterials and
important roads to increase the pucca drain coverage to facilitate proper draining of storm
water into natural drains.
Operation & Maintenance Schedule: Adoption of an O&M Schedule for works varying from
Drain Cleaning to Desilting, including options of using the private sector for O&M (e.g.
Management Contract).
Monitoring and Quality Control: Monitoring of water quality parameters need to be
conducted on a regular basis. ULB need to take up the responsibility of monitoring the
parameters in the water bodies within its jurisdiction and take preventive measures, if the
results are above the permissible limits. The horticulture department of town would devise
pro-active strategies to limit pollution to water bodies within its limits and would co-ordinate
with other agencies for monitoring the parameters in the water bodies.
Principles to Strive for in Storm Water Management
These four principles provide a helpful framework for looking at storm water plans:
Control: Control measures can be broken down into two categories: source control and runoff control.
Source control measures focus on pollution prevention. Their objective is to avoid or limit the generation of
pollutants. Typical source control Measures include proper containment measures; spill prevention and
cleanup, waste reduction, public education, illicit connection control, and reduced use of fertilizers and
pesticides. Runoff control measures focus on minimizing runoff from new developments, and siting
infrastructure to discourage development in environmentally sensitive areas. These controls are costeffective if implemented in the site-planning phase of new development projects. Examples of these controls
at the municipal planning level include zoning ordinances, subdivision regulations, buffers, and setback
requirements. Runoff control measures also include techniques for slowing down runoff.
Collection: Capture and storage of runoff for more timely release is a vital component of most storm water
management systems Retention basins are areas designed to hold the storm water permanently until it
infiltrates into the ground. Detention basins are meant to slow and hold storm water before releasing it.
Conveyance: Conveyance systems are used to drain and direct the flow of runoff generated on a site. This
is often done with catch basins feeding into storm sewers. More natural systems, using vegetated
depressions and swales which look and function much like the natural drainage system, should be used
whenever possible.
Cleansing: Control, conveyance, and collection of runoff mean little without provisions for cleansing.
Cleansing is commonly accomplished through techniques that promote filtration and settling of pollutants
and their natural processing by vegetation and soil. Filtering devices include engineered structures like
sediment basins and porous pavement, but also include natural systems like stream buffers and vegetated
filter strips. Depending on their design, many collection systems like ponds and constructed wetlands also
serve to clean water.
proposals evolved for improvement are specifically intended to achieve dual objectives, viz.
optimal utilization of the available strengths of the system through requisite identification and
creation of opportunities for system improvement and sustainability, and implementation of
remedial measures based on the identified weaknesses of the system/sector to ensure that
the imminent and potential (future) threats are eliminated and prevented from recurring.
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PRIORITY ACTIONS
Following table presents the priority actions and their implementation plan for storm water
drainage during the project period (2008-2012):
Table 8.9: Priority Actions and Implementation Plan - Storm Water Drains
Year Year Year
Component
Activity
1
2
3
Drains
Rehabilitation of Major drains/channels
Rehabilitation Rehabilitation of Storm Water Drains
Provision of storm water along existing roads
Construction of
Formation of new drains along proposed road network
Drains
Treatment and re-use of storm water
Year
4
Year
5
As specified earlier, priority actions identified by the stakeholders, discussed and finalized
pertaining to development of the existing network of storm water major and minor drains
including catchment, surface and area drains in Sattur are furnished below:
Removal of encroachments along major and minor drains.

Awareness programs to prevent solid/liquid waste dumping into drains.
PROPOSALS
The ULB should increase the Service levels in
terms of coverage, to achieve coverage of 130
percent of Road Length, through Pucca Built-up
Drains. The ULB is recommended to adopt the
strategy for rejuvenation of water bodies, to be used
as sources for re-charging and as Summer Storage,
and through networking of Water Bodies, to
increase Water Sustainability.
Proposed Capital Works - Storm Water Drains

Improvement to existing minor drains;
Rehabilitation of existing major drains;
Fencing and greenway development along
major drains;
Development of a storm water drain master

plan; and
Considering the requirements, capital investments in Drainage have to be planned to

address issues focusing upon; (i) Improvement Works and Construction of Tertiary Drains.
(ii) Drainage Rehabilitation works for low lying areas, through improvement of networking of
Secondary and Tertiary Drains to Primary Drains; (iii) Improvement and Rehabilitation of
Primary Drains through widening, deepening, construction of Side-Walls, Cross-Drainage
Works and Diversion works at Critical locations; (iv) Rejuvenation and Rehabilitation works
for Water Bodies, through de-silting, bunding works and Intersection and Diversion of
Sewage wherever required.
The Project demand for 2011 is compared with the existing Storm Water Drainage
Infrastructure, to verify the adequacy and need to augment the capacity of components.
Proposed augmentation of required components of the system is indicated in Table 8.10
below.

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Table 8.10: Demand, Supply and Required Augmentation of Drainage System for 2011
Demand
Project Sub-Component
Unit
Existing
Status
Year 2008
Year 2011
Demand
Surplus/
Demand
Surplus/
(Deficit)
(Deficit)
Road Length
Kms
31.617
60.40
62.86
System Rehabilitation
Strengthening of Open Pucca
Kms
27.89
(3.50)
Drains
Strengthening of Closed
Kms
Pucca Drains
Upgradation of Kutcha drains
kms
(0.00)
to Pucca drains
Strengthening of Natural
Kms
2.00
(2.00)
Drains
New Infrastructure
Storm Water Drains Kms
31.617
78.52
(47.03)
81.71
(50.55)
(@130% of road length)
Open Pucca Drains
Kms
27.89
62.82
(34.93)
65.37
(44.43)
Closed Pucca Drains
Kms
20.94
(20.94)
21.79
(21.79)
Kutcha drains
Kms
Source: Analysis
It is proposed to augment additional quantity, (i) Strengthening of approximately 3.50 km of

Open Pucca Drains to meet the current gap, (ii) Strengthening, Desilting and Removal of
encroachments of 2.0 km of Natural Drains (i.e. Odai leading to the river) and improve
networking, (iii) Construction of closed drains to a length of 20.94 km along NHs and SHs,
and (iv) Provision of 34.93 km length of storm water drains along the proposed road network
during the short-term period. Apart from the aforementioned works, strengthening of earthen
channel to a length of 6km Odai in the Sattur Town was also highlighted by the
stakeholders. The following proposals have been identified by the study team based on
reported evaluations, discussions and priority actions as required and mutually agreed upon
by the Stakeholders:
Development of a storm water drain master plan;

De-silting of existing storm water drains;
Improvement measures to existing water bodies;
Re-grading/re-surfacing of drains as required; and

Table 8.11: Estimated Sectoral Investment - Storm Water Drains (Rs. in Lakhs)
Component
Activity
Investment
Rehabilitation of Major Drains/Channels
324.77
Drains Rehabilitation
Rehabilitation of Storm Water Drains
310.46
Formation of Interceptor/Diverter Channels
121.28
181.91
Construction of Drains
618.50
24.26
Total
1,581.18

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project formulation/implementation/monitoring are listed, but shall not be necessarily limited
8.6
Nodal Agency: Sattur Municipality.

Formulation/Implementation Agency: Sattur Municipality & Public Works Department,
Tamil Nadu.
ROADS, TRAFFIC AND TRANSPORTATION

Based on the identified issues in Roads, Traffic and Transportation sector, it is imperative to
ensure that typical upgrading of the road network is limited not only to widening and regrading/paving which can provide succor only to a certain extent. Increasing the area under
roads and traffic movement, extending the provision of adequate parking and traffic
infrastructure that will match the towns present and future needs for both private and public
transport are other areas that require attention.

Strategies under Roads, Traffic and Transportation focus at improving town wide
transportation network and linkages, and Provision of town and regional level transport
facilities. Improvement of Core Town Areas is proposed in terms of Pedestrianisation,
Signages and Strengthening.
Design Criteria:
Strategy shall focus to have 100% coverage of surfaced roads including up-gradation of
roads.
Ensure free flow of traffic through junction improvement and providing sufficient offstreet parking.
Ensure free and safe movement of pedestrian providing footpaths and Side Protection
Barriers.
Approach: The ULB need to increase the network, so as to achieve a full cover that will to
cater to 100 percent of the population. Given the high density of population within the ULB
area, and also limited area for development, it is proposed to emphasize on strengthening
and widening measures for Roads, thus addressing the issues of congestion and incomplete
network.
Preparation of Traffic Management Plan: This shall focus on junction improvements, traffic
management within core areas of the town regional level proposals, parking and pedestrian
facilities. It has been observed that, in most of the major roads in the town pedestrians are
forced to use the carriageway due to the absence or poorly maintained footpaths. Footpaths
of 1.5m wide are proposed along the major roads where heavy pedestrian movements are
observed. For traffic safety and convenience, appropriate signs, markings, lighting,
guideposts are required to be provided on curves, intersections, public utility places, etc.
Proposals for road furniture are made considering the importance of the road, safety and
aesthetic.
Road Planning and Demand: The newly developing areas and layouts requires
establishment of new linkages. The road widening projects can provide success to a certain
extent in increasing the area under roads, but are limited to certain commercial corridors and
critical link roads only. Road planning shall also ensure that roads, parking and traffic
infrastructure provision matches the towns present and future needs for both private and
public transport.
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Pedestrian Facilities and Safety Measures: Pedestrians are most vulnerable road users in
cities. It is therefore necessary to provide better facilities for pedestrian movement in areas
where pedestrian movement is predominant. Pedestrian facilities in terms of providing
footpaths free of encroachment in all the bus route roads.
Building Pay & Park type Complexes: The phenomenal growth of vehicles has lead to
increased demand for parking. Being an important commercial/market centre of the region
there is a sudden increase of floating population during peak hours. The problem is further
aggravated by the absence of adequate off street parking facility. Pay and Park complexes
are to be built for a better parking and traffic management. Such complexes can be
privatized.
Asset Rehabilitation: Upgrading shall be undertaken to extend, refurbish and enhance the
roads. Plans would be phased so as to optimize the cost and surface condition and shall
include upgrading earthen roads to Bituminous Topped Roads. This phased up-gradation
would considerably reduce the costs on new formations.
The most critical issue is not only planning for such infrastructure, but also ensuring active
and effective coordination across other departments such that development activities across
each front, i.e., installation of sewer mains, water mains, street lights, storm water drains.

PRIORITY ACTIONS
Following table presents priority actions and their implementation plan for roads, traffic and
transportation during the project period (2008-2012):
Table 8.12: Priority Actions and Implementation Plan - Roads, Traffic and Transportation
Component
Activity
Y1
Y2
Y3
Y4
Strengthening existing roads
up gradation of important roads
Formation of new roads
Junction Improvements
Improved Safety, Culverts
Service delivery and Bus Shelters
Customer Satisfaction
Signals
by providing better
Signage and markings
infrastructure
Road divider & Medians
Traffic Island
Parking Lots/ complexes
Bus Stand Improvement
Ring Road Formation
Improved Pedestrian Accessibility to the disadvantaged

Facilities, comfort and Pedestrian Crossings
safety
Foot paths
PROPOSALS
The following proposals have been identified by the
Study Team based on reported evaluations,
discussions and priority actions as required and
mutually agreed upon by the Stakeholders:
Y5
Proposed Capital Works - Roads, Traffic and

Transportation
Pavement Improvements to ULB maintained

roads widening and improvement of HD
maintained roads; and
Studies on parking requirements and townwide public transportation system.

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The Project demand for Roads for 2011 is compared with the existing Road Infrastructure, to
verify the adequacy and need to augment the capacity of components. The future trend of
road network development is envisaged based on population growth and land use; efficient
system of road network; segregation of traffic; signaling in the junctions and Upgradation,
widening and strengthening of major junctions. Projected road demand, for town roads, for
2011 is indicated in Table 8.13.
The Road Length demand for 2011, based on the road density of approximately 14 km per
sq. km of area and Per Capita Road Length of approximately 1.75 m is approximately 62.03
km, as against 31.617 km for 2008. Service level based on Road Surface type is maintained
at 31 percent for CC Roads, 63 percent for BT Roads and 13 percent for WBM Roads. It is
proposed to convert Earthern to WBM roads through Upgradation
Table 8.13: Demand, Supply and Required Augmentation of Internal Roads (excluding NH, SH, MDRs) for 2011
Existing Status
Demand
Unit
Year 2011
Year 2008
Demand
Surplus/ (Deficit)
Road Length
Kms
31.617
62.03
(30.413)
Concrete Road
Kms
9.907
19.44
(9.533)
BT Road (Approved + Unapproved)
Kms
19.699
40.32
(20.62)
WBM Road
Kms
0.321
2.27
(1.94)
Earthen Road
Kms
1.69
System Rehabilitation Upgradation of Internal Town Roads
Repair of Concrete Roads
Kms
(0.00)
BT Roads to Concrete Roads
Kms
(30.413)
Restoration of BT Roads
Kms
(0.00)
WBM Roads to BT Roads
Kms
(0.321)
Earthen Roads to BT Roads
Kms
(1.690)
New Infrastructure New Roads Formation
Concrete Road
Kms
-(0.00)
BT Road
Kms
-(13.93)
WBM Road
Kms
-(3.49)
Source: Analysis
Road Augmentation: It is proposed to augment additional quantity of road network by the

following methods, (i) New Formation of additional length of 13.93km of Black Top Road,
Cement Concrete; (ii) New Formation of additional length of 3.49km of WBM Roads, (iii)
Upgradation of BT to CC roads to a length of 30.41km, and iv) Upgradation of Earthen Road
to BT road to a length of 1.69km.
Junction Improvement: Sattur Town is densely populated and is an important commercial
node, although the town's road system has as many ill-designed road intersections, which
lack in many characteristics such as road geometric features, channeling islands, parking
lanes for turning vehicles, acceleration and deceleration lanes etc. To improve the town
image and the carrying capacity of road junctions, it is proposed to provide grade separated
pedestrian foot over bridges, Junction landscaping, and improvement at selected
Intersections. Following junctions are proposed for the improvements on the basis of
observation and with consultation.
Madurai Bus Stand Junction.
Police Roundana Junction.
Intersections must be designed and operated for simplicity and uniformity and the design
must keep the capabilities and limitations of drivers, pedestrians and vehicles using
intersections. All the traffic information on road signs and marking should be considered in
the design stage prior to taking up construction work. Any location having merging, diverging
or crossing maneuvers of two vehicles is a potential conflict point. The main objective of the
intersection design should be minimize the conflict points. The improvement measures
normally include:
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Proper channelisation for the free left turn

Foot path on approaches of the junctions
Planned pedestrian zebra crossing
Shifting of electric poles and cutting of trees
Land acquisition / removing structures
No parking on the approaches of the junction for at least 50 m
Adequate and safe turning radius
Appropriate gradient of the road at the intersection
Bus Stand Improvement: As the town is proposed to be developed as industrial and

commercial centre the existing bus stand requires improvement of basic facilities.
Relocation of Bus Stand: To reduce the traffic congestion and to access more buses a B
class bus stand is proposed and a new bus stand proposal is already under process and it is
in the stage of site identification of bus stand.
Implementation of Scheme Roads: In order to provide better circulation pattern for the future
development of Sattur town, roads identified under master plan need to be implemented
under phased manner.
Provision of bus stop shelters: Adequate bus shelters facilities in 3 major locations of the
town are to designed for improving the service levels in the town.
Reconstruction of Vaippar bridge: The Vaippar bridge construction has exceeded its durable
period, so immediate replacement of the bridge was discussed as a major issue by the
Highways dept and also the stakeholders.
It was noted that the land requirement for provision of new roads and other infrastructure in
the newly developed areas that are within the development area has been identified and
earmarked in the Comprehensive Development Plan. However, formation and development
of such roads are not envisaged under the above proposals.

Table 8.14: Estimated Sectoral Investment - Roads, Traffic and Transportation (Rs. in Lakhs)
Component
Activity
Investment
Development of new bus stand in a proposed location
606.38
Provision of Bus Shelters
7.28
184.94
259.41
332.87
Improved Safety, Widening of Bridges, ROBs etc.,
121.28
Service delivery and Junction Improvements
36.38
Customer Satisfaction
FOBs
12.13
by providing better
Culvert
6.06
infrastructure
Signals
12.13
24.26
30.32
Traffic Island
6.06
60.64
90.96
Improved Pedestrian Accessibility to the disadvantaged
30.32
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Table 8.14: Estimated Sectoral Investment - Roads, Traffic and Transportation (Rs. in Lakhs)
Component
Activity
Investment
Facilities, comfort and Pedestrian Crossings
6.06
safety
Foot paths
63.06
Total
1,890.53
Necessary clearances from the concerned ministries or authorities need to be acquired at

the earliest. The authorities/ departments/ agencies that are proposed to be responsible for
project formulation/ implementation/ monitoring are listed but shall not be necessarily limited
Formulation/Implementation Agency: Sattur Municipality and Highways Department.
8.7
SOLID WASTE MANAGEMENT
8.7.1
STRATEGIES FOR DEVELOPMENT

While formulating strategies, the MSW (management & handling) rules 2000, serve as
guideline. The rules came into existence under section 3, 6 and 25 of the Environment
(Protection) Act, 1986 by Central Government. Strategies for solid waste management
revolve around optimum use of manpower, equipping them with required gears and making
the collection, transportation and disposal effective round the clock.
SEGREGATION AND STORAGE OF WASTE AT THE SOURCE OF GENERATION
Improvement measures should evolve effective strategies to mobilize the community and
citizens towards synchronizing the system of waste storage at source with primary waste
collection by the ULB and cooperate with the ULB to maintain clean streets and
neighborhoods, in particular, and the town in general. The local inhabitants should be
advised to keep two separate bins/bags for the purposes of segregation of waste at source
and adopt appropriate mode of disposal of such waste from the source as outlined in the
Manual on the Municipal Solid Waste Management.
ULB should direct all waste generators (households, institutions commercial establishments
and floating population) not to throw any solid waste in the street, open spaces, and vacant
plots or into drains by organizing public awareness programs and/or through public
notification in leading local newspapers. Any violations in this regard should be penalized
and the ULB staff should be empowered to do so.
PRIMARY COLLECTION OF SOLID WASTE
Following are the broad interventions suggested for improvement of primary collection of
solid waste:
Provide daily waste collection to all households and establishments for collection of
organic bio-degradable waste from the doorstep by ensuring regular and reliable service
so as to clear such waste within 24 hours of its generation;
Dry and recyclable wastes to be collected on alternative days as these do not decay and
need not be collected daily; and
Domestic hazardous wastes produced occasionally may not be collected from doorstep
but the people should be advised to deposit the same in special designated bins.
Accordingly, one of the key steps to be followed towards implementing the above initiatives
would be to direct the street sanitary workers to collect the wet waste (organic and biodegradable) door-to-door during the street sweeping process on a daily basis. Initially, some
of the well developed residential areas of the town that can readily afford the cost involved
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may be covered through this process. This service shall gradually be extended to other
areas of the town. ULB can evaluate the option of enhancing promotion of NGOs and SHGs
for collection of dry and recyclable wastes and domestic hazardous wastes from the
doorstep on no payment on either side basis.
STREET CLEANSING
The most important aspect of improving effectiveness of street cleansing operations may be
addressed by improving the working environment of the sanitary workers and fixing norms
for each sanitary worker so that the factor of accountability may be established to review the
performance of each sanitary worker.
Sanitary workers shall sweep the roads and footpaths in the area allotted to them as well as
collect the domestic, trade and institutional wastes in their handcart from all households,
shops and establishments situated along the stretch of road/street allotted. The sweeping
norms mentioned below are for cleaning streets in the first 4 hours of the working day.
Roads/streets, which have a central median or divided section, should be considered as two
roads. In such cases the length of the road allotted for sweeping should be reduced to half
or alternatively separate sanitary worker may be engaged for sweeping two sides of the
road. All above shall include the surface drains abutting the road having width less than 1 m.
the sanitary workers should be assigned fixed individual beats and pinpoint work according
to the density of the area to be swept. Alternatively, the following guidelines may be
considered while prescribing these norms:
High-density area
: 250 to 350 running meters of road length.
Medium-density area : 400 to 600 running meters of road length.
Low-density area
: 650 to 750 running meters of road length.
In order to avoid inconvenience to the citizens by dust generated from street sweeping and
also to facilitate sweepers to perform their duty without interruption from constant vehicular
movement, it is recommended to implement night-sweeping arrangement in the town by
the ULB.
TEMPORARY STORAGE OF WASTES
ULB should ensure that containers are provided at an average distance of 250 meters from
the place of work of the sanitary workers. The average distance between 2 containers
should, therefore, not exceed 500 meters. The distance between the containers shall be
determined on the basis of the load of waste / refuse that is likely to be received at the
container from the area concerned. The containers should be placed on cement concrete or
asphalt flooring having a gradual slope towards the road to keep the site clean. The flooring
should be flush with the border of the road (i.e. drains) to maintain hygienic conditions and
facilitate the transfer of waste from the handcart/tricycle into the container. A catch pit may
be provided close by if storm water drains exist in the town. In areas where placement of
large containers (dumper placer containers) is inconvenient, small containers of 1.00 cu. m
size may be placed on the roads, lanes and by-lanes at short distances of about 300 m.
These containers should also be kept on paved flooring and cleared daily. It is of paramount
importance to ensure compatibility of the containers with the existing and proposed
transportation fleet.
Another option that could be used in such a situation is to avoid placing a container
altogether and instead press into service small waste collection vehicles for direct transfer of
waste from the handcarts/tricycles into such vehicles. Such vehicles can be parked at
suitable locations in the congested areas where sanitary workers can bring the waste easily.
It is suggested to use innocuous agents like bleaching powder and other permitted
insecticides to prevent the menace of breading of flies and mosquitoes at the community
storage points. Further, such an application of innocuous agents would facilitate maintaining
hygienic and odorless environment at the community storage points. It may be noted that

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the proposed containerization of wastes would prevent littering and spreading of wastes at
the community storage points by stray animals. Further, proposed training of rag pickers by
NGOs would facilitate the rag pickers to collect recyclable wastes at the doorstep avoiding
the necessity to pick-up such wastes from the community waste storage points. The
standards and norms prescribed in the Manual1 pertaining to temporary waste storage
points are based on the total waste generation and the spacing, viz. a) the total capacity of
the temporary waste storage points should be equivalent to at least 1.5 times the total waste
generation, and b) the spacing between two temporary waste storage points should be less
than or equivalent to 500 m.
TRANSPORTATION OF WASTES
Synchronization of collection with the transportation process is one of the key steps to be
initiated by the ULB. The collection of waste needs to be containerized and the proposed
transportation system should be envisaged to be compatible with the collection system. The
synchronization of transportation with that of the collection process should be planned in a
phased manner considering the financial capability and operation and maintenance capacity
of the ULB. The vehicles used for the transportation of waste shall synchronize with that of
the collection system and based on the market surveys and situation analysis and
discussion with the ULB, two types of vehicles are envisaged for the town:
Dumper Placer -Twin Container is proposed to cater to the needs of the fast moving
vehicles. This vehicle would have two containers, each of capacity 3 cu. m with side
loading and unloading facilities using hydraulic system. This vehicle is envisaged to
undertake 3 trips per day with total waste carrying capacity of 9 MT per day, primarily
used for the wider roads within the town; and
Three-Wheeler Auto Cargo is proposed to cater to the needs of the small and congested
lanes of the town especially in the old town areas. These vehicles would have an open
container of capacity 1.4 cu. m with manual loading and rear hydraulic unloading
facilities. This vehicle is envisaged to undertake 5 trips per day with total waste carrying
capacity of 3-4 MT per day.
The transportation of wastes is envisaged to be containerized as per the norms/standards

prescribed in the Manual. Accordingly, it is envisaged to replace the existing open transport
system in a phased manner. As per the norms/standards, it is suggested to have vehicular
capacity equivalent to 1.25 times that of the actual generation of waste. However, from the
economic point of view, vehicles less than 10 years (economic life) are proposed for regular
routes on a daily basis while those approaching their economic life would be used as
reserves and for pinpoint operations, achieving the requisite carrying capacity of the fleet.
With containerization of the transport, the number of trips may be considerably increased
due to saving in time for handling, loading and unloading the generated waste.
SOLID WASTE TREATMENT AND DISPOSAL
Presently, ULB has adopted only dumping as the method of waste disposal. It is
recommended to implement an effective mechanism for treatment and disposal of generated
solid waste. Evaluation of available technologies for solid waste treatment and disposal
should be performed on the following lines:
Available project experience information or proven technology (domestic/international);

Suitability of process for region-specific field condition;
Scale of operation;
Technical feasibility;
Feasibility of capacity upgrade;
Economy of operation - capital and annual O&M cost;
Manual on Municipal Solid Waste Management.
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Requirement of land, water and power;

Manpower and level of skill requirement;
Capability of the ULB to manage the facility;
Environmental impact of such technology;
Process aesthetics; and
Overall life cycle cost.
Based on the scale of waste generated in Sattur and viability of the treatment technologies,
aerobic composting is recommended as the techno-economically feasible process for further
detailed investigation and subsequent implementation. However, a detailed study needs to
be made on this alternative prior to finalization.
Operation and Management Schedule: Adoption of an O&M Schedule, including options of
using the private sector for O&M (e.g. management contract). In view of the criticality of the
information on vehicle movement in assessing the collection and disposal efficiency of the
local body, it is recommended that a standard register at the disposal site and transfer
station be maintained. The register should contain information on each of the vehicle trips at
both the locations and the origin of waste collection. The Schedule can be used for periodic
maintenance of vehicles to defer Costs. A summary of this information shall be prepared at
the end of the day, to be verified by the health officer.
Approach for Optimal Manpower Utilization: Since all areas under ULB are proposed to be
brought under privatization, it is considered that there would not be any further requirement
to induct conservancy workers. The existing street sweeping operations in the ULB are
satisfactory and to ensure operational efficiency of the system, the following measures are
suggested, (i) Markets and other areas of the town shall be swept at least twice a day and
sweeping should be done on Sundays and holidays in core areas and denser areas. (ii)
Sweepings shall be collected separately as degradable and non-biodegradable waste and
deposit in containers kept at various locations and de-silting of larger drains may be done by
a separate crew equipped with appropriate implements.
Institutional Strengthening and Capacity Building: Recruitment of trained engineering
personnel for management is an important issue confronting the ULB, and as well of more
importance is to keep them technically updated. It is necessary that periodic training be
imparted to the operations staff of the ULB.
Training & Public Awareness: Training may be given at all levels. NGOs and private sector
be fully involved. IEC activities have their role in SWM but the best approach the general
cleanliness is through imposition of administrative charges on erring citizens. When citizens
do not throw solid waste on roads, the collection of solid waste will become efficient and
easy.

PRIORITY ACTIONS
As specified earlier, certain priority actions identified by the stakeholders are discussed and
finalized pertaining to development of the solid waste management sector in Sattur and are
furnished below:
Comprehensive Solid Waste Management Scheme (per the MSW Rules, 2000).
Augmentation and expansion of primary collection of waste.
Modernization and expansion of existing waste transportation system.
Municipal solid waste treatment and disposal.
Regulation of recyclable waste handling and re-use.
Proper handling and disposal of slaughter house and related wastes.
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Following table presents priority actions and their implementation plan for solid waste
management during the project period (2008-2012):
Table 8.15: Priority Actions and Implementation Plan - Solid Waste Management
Component
Activity
Y1
Y2
Y3
Providing bins for Door-Door Collection
Containerized Tri-Cycles
Equipment
for
Garbage
Recovery
Personnel
Primary Collection
Equipment for Street Sweeping Personnel
Tipper Lorries - Used for Construction/Other
Debris Collection
Container Bins for Residential Areas
(1.25 MT Capacity)
Secondary Collection Container Bins for Market, Bus Stand,

Commercial, Railway Station etc.,
(1.25 MT Capacity)
Transfer Stations Modernisation
Dual Load Dumper Placer Vehicles
Transportation
Mechanical Street Sweepers - Tractor Mounted
Integrated Waste Treatment
Waste Processing &

Sanitary
Landfill
Facility
Disposal
Scientific Closure of the abandoned dump sites
Administration and Utilities Complex including HT

Administration Complex
Electrical Sub-station
Y4
Y5
PROPOSALS
The total Solid Waste Generation in 2008 for a Per
Capita Generation of approximately 270 grams/day is
estimated at 9 MT, indicating a priority need for
Scientific Disposal of Waste. Since, the Population
Density of the ULB is high, the Waste generation has
been considered at 270 grams/day (based on present
generation), with a growth of 2 percent per year, against
the generation and the demand for future is assessed.
Proposed Capital Works - Solid Waste

Management
Source segregation system;
Augmentation of primary collection
system;
Augmentation of transportation system;
Transfer stations with required equipment;
Municipal solid waste treatment plant; and
Construction of landfill.
The total Solid Waste Generation for 2025 is estimated at 11.64 MT. The Present Disposal
system is Open Waste Dumping, creating potential health and environment hazard
considering the quantity of waste generation, location of disposal site and its environs,
hence further option for Scientific Regional Waste Disposal (i.e. Integrated Facility) can be
explored on priority basis. The details of Service Levels for future are presented in Table
8.16.
Description
Population
Per capita Waste Generation
Collection Type
Collection Demand
Vehicle Capacity Adequacy
Treatment Type
Treatment Demand
Total Solid Waste Generation
Table 8.16: Design Criteria and Target Service Level

Based On CPHEEO Norms
Unit
2025
In nos.
43125
Grams/day
270
Door-to-Door Collection and Segregation of Waste at Source
Percent of Generation
100
Percent of Rated Capacity 100
Composting of Waste & Sanitary Landfill
Percent of Generation
100
MT
11.64
Source: Norms
Final Report
- 90 -
Highest priority has to be accorded for segregation & storage at source irrespective of the
area of generation so as to facilitate an organized and environmentally acceptable waste
collection, processing and disposal. Source segregation of Recyclables and bio-degradable
(organic) waste will not only provide an efficient way for resource recovery, but will also
substantially reduce the pressure and pollution in Landfill sites.
Approach for Primary Waste Collection and Street Sweeping: The following measures have
been recommended for improving the primary collection practices of the ULB;
Implementation of Door-to-door collection through 100 percent privatization - In order to
achieve the above objective, a Tow Bin system of Solid Waste Storage at source is being
recommended. As per this system, each of the households shall be directed to keep
separate bins/ containers for biodegradable and non-biodegradable waste generated within
their premises. The segregated waste so stored in these bins will have to be transferred to
the dumper placer provided for each area. Details of Collection system and Specifications of
segregated waste are summarized in Table 8.17 and Table 8.18 respectively.
Table 8.17: Details of Proposed Primary Collection System
Area of collection
Primary collection vehicle
Secondary storage
Mode of
Collection
Door to Door
Large Community
Bin System
Small Community
Bin System
S.
No.
1
2
3
4
5
6
7
8
1. Residential colonies of
High and Middle income
group
Multi-bin cart/ tricycle-with 2 bins for

Biodegradable waste and 1 for
recyclable
2. Hotels/ Restaurants
Closed vehicle to collect

Biodegradable
Carrying bins to Transfer Point
Fruit and Vegetable

Markets/ Transfer Stations
Slums/urban poor Colonies
Source
Households
Hotels, Restaurants
Shops, Offices,
Institutions
Market Stalls
Function Halls
Hospitals, Nursing
homes
Construction/
Demolition waste
Garden Waste
Carrying bins to Transfer Point
1.Bio-degradable in Skips/ wheel

containers
2. Non-biodegradable-Sell or
hand over to waste collector
Direct transport to Disposal site
Skip / Dumper Placer
Transfer contents of
biodegradable to community bins
Table 8.18: Details of Specification of Segregated Waste

Storage of Segregated Waste
Bio-Degradable
Non-Bio-Degradable
10-15 liters capacity plastic/ reinforced plastic/
A bin or Bag of suitable Size
LDPE/ metal bin with lid
60 liters capacity-LDPE /HDPE
Suitable container not exceeding 60 liters
40-60 liters bin-LDPE/HDPE
Bin/ Skip matching to Municipal Collection system
60 liters capacity bin for non-infectious biodegradable waste
Store with in premises
A bin or Bag of suitable size

A bin or Bag of suitable size
Store waste as per Bio-medical
Waste Mgmt Handling Rules 1998
Store with in premises and deposit
in the notified Site by the local body
or to the municipal Vehicle
Deposit in large community bin or to
the municipal vehicle
Tricycles shall be used for door-to-door collection. The collected wastes are then conveyed
to the dumper bins of capacity 1.25 MT. The available push carts and autos shall be
exclusively earmarked for areas having narrow streets/lanes where dumper placer cannot
enter and where dumper bins cannot be placed. It is recommended to phase out waste
collection through pushcarts and autos. The collected garbage is transported to the waste
processing site by dumper placers of 2.5 MT - 3 MT capacities. Dumper placers have to
collect the dumper bins and unload the wastes at inspection yard. Inspection yard at
dumping site are constructed with tipping platform arrangement to unload the garbage from
the dumper bins to perform screening of wastes.
Final Report
- 91 -
Demolition wastes / debris can be collected through existing Tippers or by lorries. Based on
the recommendations above the following Table 8.19 gives the details of the vehicles and
other infrastructure to be purchased to implement this new approach.
Sl. No.
1
2
3
4
5
6
Table 8.19: Vehicle Requirement for Primary and Secondary collection

Primary Collection
Secondary Collection
Equipment
Tricycle
Dual Load Dumper Placers
Pay load or waste per trip (MT)
0.175
2.0 (1MT* 2 Nos)
Collectable quantity (MT)
11.64
11.64
No of trips per vehicle
-3
No of vehicles required
83
15
Total Requirement with 25 % allowance
104
15
To be purchased
104
15
Assumptions: 80% of the capacity is taken for the purpose of calculation of number of tricycles and
number of dumper bins.
Particulars
Total Requirement
Number of bins available
To be purchased
Table 8.20: Bin Requirement for Primary and Secondary collection

Primary Collection
Secondary Collection
Household Bins
Dumper Bins
7670
6
--7670
6
Source Segregation and Collection of Commercial Waste, through privatization; and Source
Segregation and Collection of Hotels and Market Waste - Construction waste has to be
stored at the premises of the construction either in skips or suitable containers and has to be
directly emptied to the notified disposal site by the generator. Meat and fish markets should
store waste in non-corrosive bins of maximum 100-liter capacity each and transfer contents
to large container to be kept at the market just before lifting of such large containers.
Slaughterhouses should keep separate containers for animal waste and other wastes. It is
also being recommended that this system of source segregation and storage is encouraged
through community education and awareness campaigns and hence no capital investments
are envisaged in this regard. Introduction of bio-medical waste management facility with
support from Indian Medical Association is also recommended.
Street Sweeping and Mopping on Daily Basis - Since further areas and eventually the entire
town is proposed to be brought under privatization, it is considered that there would not be
any further requirement to induct conservancy workers. The existing street sweeping
operations in Sattur are satisfactory and to ensure operational efficiency of the system, the
following measures are suggested. (a) Markets and other areas of the town shall be swept
at least twice a day and sweeping should be done on Sundays and holidays in core areas
and denser areas; (b) Sweepings shall be collected separately as degradable and nonbiodegradable waste and deposit in containers kept at various locations and a separate
crew equipped with appropriate implements may do de-silting of larger drains.
The factors that are considered in preparing plan for street sweeping in ULB are population
and building density, road surface, pedestrian traffic, sand accumulation, and topography. In
preparing a sweeping plan for ULB, the streets and public spaces are classified as
residential streets, market areas, open spaces, streets having no residential areas or having
less density of habitation. The details of sanitary workers are presented in Table 8.21 after
taking the above factors into consideration.
S.No.
1
Table 8.21: Details of Sanitary Workers Requirement

Classification of Roads
Length of Roads (km)
Number of Sweepers per
km
Highways
National highway
2.00
4
State highway
2.70
4
Total No. of
Sanitary Workers
8
11
Final Report
S.No.
Classification of Roads
Other major road

2
ULB Maintained
a.
B.T.Road
b.
C.C. Road
c.
WBM Road
d.
Earthen Road
Total
Add 10 % for common places
Grand Total
- 92 -
Length of Roads (km)
Number of Sweepers per

km
Total No. of
Sanitary Workers
2.5
2.5
1.5
1.5
56
23
1
4
206
21
227
2.0
22.20
9.18
0.43
2.91
In conclusion it is suggested to have good sweeping plan and to cover the entire Sattur area
including lanes, by-lanes and open spaces it is necessary to work out the Beats, after
taking in to consideration the following requirements:
Each sanitary worker has to do the sweeping and the cleaning of the tertiary and road
side drains and transfer the sweepings in to the bins in the sweepers cart and deposit
biodegradable and non-biodegradable separately in the containers/ bins kept at the
intersection of sweeping routes.
Separate crew equipped with appropriate implements may do De-silting of larger drains.
Removal of floating debris and blockages should be the responsibility of sweepers.
Part of the street sweeping can be outsourced to women SHGs or other agencies
through a transparent process
The ULB should publish notification inviting general public to complain and bring it to the
notice of municipality in case their area is not cleared.
Sanitary services should not suffer due to absence of any sanitation worker. In order to
assure this, alternate arrangements must be made to ensure that all sanitary services
are provided even when any sanitary worker is on leave or absent.
Community Participation and Enforcement of By-laws and Waste Collection and Handling
Rules - It is recommended that the community be involved in primary collection through
segregation at household level to minimize the number of waste handling operation. Nonbiodegradable waste shall be collected separately from premises where door to door
collections are organized. Present system of primary collection should be supplemented by
introducing multi-bin carts (Push carts / Tricycles) covering the entire area of the town.It is
envisaged that 100 percent area of the ULB be brought under door-to-door collection and
hence, no additional dust bins are proposed, except for slums and other areas. These are
estimated to be about 20 to 25 percent in 2011. The rest of the 75 to 80 percent shall be
privatized. In this scenario, the ULB shall overlook the collection and transportation
activities.
The existing dust bins shall be phased out in an organized manner according to the
implementation of the system. This is proposed to be achieved by the year 2010-11. Based
on these assumptions, the equipments for primary collection are estimated, to meet the
future Waste Generation.
Approach for Waste Collection and Transportation: The following measures have been
recommended for improving the waste collection and transportation practices of the ULB;
Secondary Collection system - It is recommended to retain all Tippers, for secondary
collection purpose, in places where Dual Loaded Dumper Placers cannot be introduced.
Efficient Transportation System - It is also recommended that Dual Loaded Dumper Placers
(DLDPs) be introduced to improve the collection efficiency and to cover 80 percent area of
the town in phased manner. The introduction of Dual Loaded Dumper Placers shall eliminate
the need of the Secondary Collection Points. Instead of these collection points, in the end,
transfer stations with advanced segregation and recycling facilities may be introduced, in the
future. Presently, the Vehicle Capacity Adequacy Ratio is 30. This indicates an overall
capacity deficiency of 16 tons by 2011 for achieving 100% collection efficiency and a
deficiency of 19 Tons respectively by the year 2025.
Final Report
- 93 -
System Demand: Two Dual Loaded Dumper Placers with 9 numbers of containers will be
required for collection of approximately 7.5 MT of waste generated in Sattur at present.
Table 8.22: System Demand for Solid Waste Management
Sl.No
Required per
Design and
CPHEEO norms
Type
Primary Collection
1
Tri-Cycles
2
Push-carts*
4
Tipper Lorries - Used for Construction/Other Debris Collection
5
Autos*
Secondary Collection & Transportation
1
Dumper Bins for Dual Dumper Placers (1.25 MT capacity)
2
Dual Dumper Placer Vehicles (2.5 to 3 MT cap.)
Waste Processing & Disposal
Sanitary Landfill Complex
1
Front End Loader with Shovel for MSW Landfill - waste spreading
Backhoe Loader (Gen. Purpose) for MSW Landfill - Hydraulic Excavator & Front End Loader
2
Combo - for loading, excavation, embankment construction etc.,
3
Landfill/ Soil Compactor with Pad Foot Shell Arrangement
Tipper Trucks w/ custom built body and Double Ram Hydraulic Tipping Arrangement for Waste
4
Handling (Eicher Model 10-90, Ashok Leyland or Equivalent)
Tractor with Water Tank, Pump, Spray Nozzle with Extender Arm Attachment for Fine Spray
5
Dispensing
Aerobic Composting Complex
1
Compost Turner and Aeration Attachment with Tractor
2
Front End Loaders with Shovel (JCB Model or equiv)
Tractor with Water Tank, Pump, Spray Nozzle with Extender Arm Attachment for Fine Spray
3
Dispensing
Tipper Trucks w/ custom built body and Double Ram Hydraulic Tipping Arrangement for Waste
4
Handling (Eicher Model 10-90, Ashok Leyland or Equivalent)
5
Mini-Loaders (Bobcats or equiv.) with Skid Steering or suitable arrangement
* Existing Fleet would be used in congested streets and lanes
104
0
15
0
9
2
1
1
1
1
1
1
1
1
1
1
Approach and Design for Disposal of Waste: Based on Generation of Solid Waste it is
recommended to develop a landfill site for safe disposal of Solid Waste of the ULB. Based
on the successful implementation of the door-to-door collection and source segregation
practices in the town, the options of waste to energy and composting projects can be
developed. The disposal strategies for the ULB will do with.
Composting the organic fraction of the waste - Approximately 75% of the waste generated in
Sattur is organic nature. In terms of the quantity, it is expected that approximately 5 tons of
organic waste is to be generated which can be taken up for Composting. The land
requirement for compost facility is estimated at 3 acres, which will accommodate Windrow
Pads, Ancillaries and Circulation area.
Sanitary land filling of inorganic fraction of waste and the compost rejects - Inorganic waste
constitutes approximately 25 percent, quantifying to 1.5 ton, is proposed to be disposed
through Sanitary landfill. The land requirement for Landfill facility is estimated at 2 acres.
The Sanitary landfill is proposed for a volumetric capacity of 1.00 cu.m, with at least Three
Lifts (One Lift below ground and Two Lifts above ground). Landfill facility design is based on
CPHEEO design assumptions for Sanitary Landfills, wherein a landfill height of 5 m and a
bulk density of 0.85 Tons/ m3 are assumed. However, the actual height of landfill depends
on the geological/ geographical conditions of the site and technology of landfill development.
The wastes which are being dumped in the dump yard are recommended to be ceased by
scientific closure through implementation of an engineered landfill facility. The land shall
then be reclaimed by creating green space over the earth cover by forming grass land and
by placing adequate soil cover.
Final Report
- 94 -
The study team suggested the ULB to utilize regional landfill facility (combining
Aruppukkottai, Sattur and Kovilpatti municipalities in a cluster) which is under
preparation by TNUIFSL to dispose inert waste and compost rejects.
The following proposals have been identified by the study team based on reported
Mission Stakeholders:
Implementation of source segregation system;

Installation of additional primary collection bins and related component;
Augmentation of transportation fleet - tractors, dumper-loader trucks;
Installation of transfer stations with compactors, material handling equipment and
wastewater disposal facility (drains, pump station etc.);
Implementation of municipal solid waste treatment system; and
Construction of landfill for non-bio-degradable waste including lining, under-drains, gas
extractor/burners and perimeter protection.

Table 8.23: Estimated Sectoral Investment - Solid Waste Management
Component
Activity
Tri-Cycle / Push Carts
Primary Collection
Equipment for Garbage Recovery Personnel
Container Bins for Residential Areas (1.25 MT Capacity)
Secondary Collection Container Bins for Market, Bus Stand, Commercial, Railway Station
etc., (1.25 MT Capacity)
Transportation
Dual Load Dumper Placer Vehicles
Waste Processing &
Sanitary Landfill Facility
Disposal
Administration Complex Administration and Utilities Complex
Total
(Rs. In Lakhs)
Investment
4.31
13.68
0.30
1.80
3.83
10.53
2.38
1.19
34.56
280.02
15.82
38.73
36.38
443.54

the earliest. The authorities/ departments/agencies that are proposed to be responsible for
project formulation/ implementation/monitoring are listed, but shall not be necessarily limited
Formulation/Implementation Agency: Sattur Municipality.
Monitoring Agency: State Pollution Control Board, GoTN, Sattur.
Final Report
8.8
- 95 -
STREET LIGHTING
The principal issue in this sector is the present level of power consumption and measures to
reduce energy charges in the future that is incurred through provision of adequate street
lighting for the town roads.

PRIORITY ACTIONS
As specified earlier, priority actions identified by the stakeholders, discussed and finalized
pertaining to development of the street lighting sector in Sattur are furnished below:
Upgrading street lighting in existing areas which essentially entail replacement of

fluorescent lights with sodium vapor or equivalent lamps and installation of high-mast
cluster lighting at important junctions that are not presently covered with such lighting
arrangements.
New street lights shall be provided for uncovered areas.
Power consumption management and energy efficiency measures.
Development of General Lighting Plan.
Following table presents priority actions and their implementation plan for street lighting
during the project period (2008-2012):
Table 8.24: Priority Actions and Implementation Plan - Street Lighting
Activity
Y1
Y2
Service
Proposed
Sensor
Lighting
Improvement
Proposed dedicated sub-station/transformers
Component
Y3
Y4
Y5
Proposals
The following proposals have been identified by the
study team based on reported evaluations,
discussions and priority actions as required and
mutually agreed upon by the pertinent Stakeholders:
Proposed Capital Works - Street Lighting

Upgrading street lighting in covered areas;
Provision of new street lighting for uncovered
areas;
Augmentation of Power Supply Infrastructure;
and
Installation of operational control and energy
efficiency equipment.
Replacement of FL with SV or equivalent lamps
at major intersections;
Installation of street lighting fixtures at
uncovered areas - poles, bull-head fittings, control systems and solar panels (asapplicable);
Augmentation of transformers/sub-stations (as applicable); and
Installation of capacitors, timers/trip sensors and other operational control equipment at
control nodes.
Implementation of underground cabling along major roads.
Final Report
- 96 -
Proposed augmentation of required components of the system is indicated in Table 8.25

below.
Table 8.25: Demand, Supply and Required Augmentation of Street lighting for 2011
Demand
Unit
Existing
Status
Year 2008
Year 2011
Demand
Surplus/
Demand
Surplus/
(Deficit)
(Deficit)
Street Lights
Nos.
1315
2003
(688)
2072
(757)
New Infrastructure
Tube Light Fixtures
Nos.
1059
1603
(544)
1244
(185)
High Power Fixtures
Nos.
256
400
(158)
158
()
High Mast Lights
Nos.
0
1
(1)
414
()
Source: Analysis
It is proposed to augment additional quantity, (i) Installation of 1,059 New Light Poles, (ii)
Installation of New High Power Fixtures and Conversion of Tube Lights to High Power
Fixtures, of 256 Nos., (iii) Installation of 544 nos. of Tube light fixtures, and (iv) Installation of
1 high mast light. Based on Discussions and field visits, it is understood that the existing
Street Lights are in good functional condition and do not require any major rehabilitation
measures.

Table 8.26: Estimated Sectoral Investment - Street Lighting (Rs. In Lakhs)
Activity
Investment
Service
Improvement
Total
Component
32.74
66.55
21.22
63.06
60.64
30.32
0.06
1.52
0.97
277.09

the earliest. The authorities/ departments/ agencies that are proposed to be responsible for
project formulation/ implementation/ monitoring are listed, but shall not be necessarily limited
Formulation/Implementation Agency: Sattur Municipality and TNEB.
8.9
BASIC SERVICES FOR THE URBAN POOR
8.9.1
GENERAL
Slum upgrading (including rehabilitation) initiatives and improving the quality of life of the
urban poor in general and slum dwellers, in particular, shall be an integral part of the CCP.
With the growth of the town and addition of new areas, migration of people from rural areas
to the town is imminent. However, the strategies under growth management shall arrest the
extent of the migration. In the wake of the new developments being planned in the town, it is
necessary that they are regulated in an integrated manner. Various schemes introduced by
Final Report
- 97 -
the State and Central governments to improve the socio-economic status of slum dwellers
need to be utilized in an effective manner. The ULB needs to supplement the current
initiatives on its part with aggressive strategies to fulfill the requirements of the urban poor.
The best practices and strategies outlined in this chapter shall be at the macro level, specific
to social development, as infrastructure provision and deficiencies are already addressed by
the underlined strategies under each sector in the prior chapter on Infrastructure.
8.9.2
BEST PRACTICES AND STRATEGIES

The ULB shall initiate community development activities within its administrative jurisdiction
and integrate this aspect in its overall plan for the development of Sattur. Hence, various
Central & State Government programmes shall converge into the overall development plan.
8.9.3
POVERTY ALLEVIATION AND COMMUNITY DEVELOPMENT PROGRAMS

Beneficiary Selection: The target beneficiaries need to be identified based on a socioeconomic survey and efforts need to be initiated to form Community Development Societies
(CDSs) covering the target population and implement guidelines on the lines of SJSRY in
beneficiary selection. The community needs to be encouraged to avail the benefits under
various slum development programs by developing linkages with lead bankers and ensuring
the free flow of communication and a proper reporting procedure. A town level training
strategy shall be formulated to focus on the targeted beneficiaries. The strategy will aim at
the people to be trained including policy makers, town officials, community members as well
as the beneficiaries.
Programme Monitoring: Monitoring of the programme is equally important as
implementation. Effective monitoring paves the way for replication and upscaling of such
initiatives.
Social Inclusion of Vulnerable Groups: The vulnerable groups are socially under-privileged
women and the aged who are generally restricted by the dominant groups in any
community. Voice for these vulnerable groups in community development programs is
necessary. It can be ensured only through effective awareness campaigns. Improving the
literacy levels among the poor and the slum dwellers will also ensure the elimination of the
differences among the communities and ensure participation of vulnerable groups. This
initiative aims at a long-term goal and needs sustained longstanding efforts on the part of
CDSs. The activities of the CDSs shall be monitored through an evaluation procedure on a
periodic basis.
8.9.4
COMMUNITY DEVELOPMENT
Community development needs to be integrated to provide economic and employment
generation activities. The ULB has to strengthen its efforts to identify NGOs, SHGs and
CBOs and encourage them to work specifically for the empowerment of the urban poor in
general, and slum dwellers in particular.
The ULB may concentrate on organizing specific training programs on tailoring,
housekeeping, mechanic work, lathe working, computer operation, coir works, etc. to
guarantee employment/self-employment for the identified beneficiaries. Training needs
assessment, designing the training programs, identification of training institutions and
resource persons to bring in community development also needs to be focused.
Education: Support from various sections for involvement in education and to enhance
opportunities for increased access to literacy development is to be encouraged. There is a
need to develop strong linkages between education, training programs and resources. Value
added services (computer coaching classes, tuition, etc.) may be encouraged. The ULB
shall facilitate school-linked programs and support services.

Final Report
- 98 -
Strengthening Community Development Initiatives: Strengthen efforts to involve people in

the planning and decision-making at the community level that affect their lives and
encourage the participation of community in physical as well as economic generation
activities. Encourage government departments, schools, institutions and community-based
organizations to provide opportunities for peoples participation in discussions that shape
decisions and effect proper coordination between the various actors in community
development. The ULB has to identify NGOs/CBOs to develop appropriate linkages with
town level authorities and community.
Others Policies: Following are some of the policy initiatives which support/facilitate best
practices:
Support transformation of informal settlements which are notified. Allow for incremental
development and gradual improvement of settlements without loading excessive
infrastructure and construction costs. Provide the support required to speed up the
process through access to financial, organizational and technical inputs.
Draw up a town level plan quantifying present informal settlement population, and
prepare an action plan to target integration of the population into the town. Communities
residing in these settlements must be encouraged towards self-assessment and
identification of priorities through which they can initiate changes in their settlements.
There needs to be a better convergence of urban poverty programmes of the centre,
state and local governments. The Comprehensive Development Plan should be
prepared with special attention to land tenure, basic services, housing and employment
needs, including informal enterprises of the poor, of women and children. Provide the
poor with better access to housing finance at affordable cost through micro-credit
schemes and community-based lending.
Promote the cluster, collective or cooperative society approach in allocation of land to
the poor. Develop a range of tools through which communities of the poor and their
organizations begin a dialogue with the ULB on issues of tenure, infrastructure and
housing.
Develop innovations in delivery mechanism through which communities can begin to
work with local authorities to ensure universal provision of basic sanitation and other
amenities and services.
The poor should be empowered to take full part in town governance and thereby access
their due share of resources. Action for economic empowerment should include
facilitating self-managed thrift and credit societies in order to link the poor to institutional
credit.
Eviction without provision of full resettlement and livelihood opportunities should be
avoided. In-situ upgrading should always be the preferred option, except in completely
untenable situations. The ULB should play an enabling role in linking poor people to a
range of innovative housing and livelihood options.
The ULB should work with communities using participatory methods to map their access
to infrastructure services (water supply, toilets, drainage, garbage removal, etc.) and
prioritize their needs/demands. Opportunities should be actively explored for the poor to
participate in both infrastructure construction and ongoing service delivery. Although
individual family facilities should be the priority, constraints of space may require
innovative service delivery options such as community-managed shared facilities.
proposals evolved for improvement are specifically intended to achieve dual objectives, viz.
optimal utilization of the available strengths of the system through requisite identification and
creation of opportunities for system improvement and sustainability, and implementation of
remedial measures based on the identified weaknesses of the system/sector to ensure that
the imminent and potential (future) threats are eliminated and prevented from recurrence.
Final Report
8.9.5
- 99 -
PRIORITY ACTIONS AND PROPOSALS

As specified earlier, priority actions identified by the
stakeholders, and discussed and finalized pertaining
to development works related to slum upgrading and
urban poor in Sattur are described below. The below
listed policy framework and priority actions have been
identified by the study team based on reported
evaluations, discussions and priority actions as
required and mutually agreed upon by the
Stakeholders.
Proposed Capital Works - Slum Upgrading

Land Acquisition/purchase;
Construction and upgradation of dwelling
units; and
Integrated development of slum through all

basic amenities like water supply, sanitation,
solid waste management, roads, storm water
drains, streetlights, etc.
POLICY DIRECTIVES / ACTIONS
Development of comprehensive slum upgrading policy to identify, notify and upgrade

the slums with clear assignment of responsibilities.
Finalization of parameters for listing and categorization of slums as tenable and nontenable category.
Establishment of a sustainable continuous and non-lapsable fund flow for slum
improvement programs.
Appropriate institutional arrangements for transfer of land from the GoTN to ULB for
undertaking slum improvement schemes and housing for urban poor.
Exploration of the possibility of land acquisition for slums located on private lands.
PREPARATORY ACTIVITIES
Comprehensive listing of slums.

Notification of tenable/non-tenable slums and mapping within ULB area.
Preparation of a database on socio-economic characteristics of all slum dwellers.
Mapping and assessment of physical characteristics of slums (housing and services) for
all tenable slums.
Identification of land parcels for resettlement of slum dwellers of all non-tenable slums
and involvement of NGOs/CBOs in the process.
Preparation of DPRs for each of the slums as an integrated scheme covering both
housing and services.
IMPROVEMENT MEASURES
Provision of basic coverage/provision of water supply, sanitation, access roads, etc. in

all tenable slums.
Project formulation for integrated development of all notified tenable slums covering
housing, provision of basic services and amenities.
Formulation of public-private partnership projects for slum upgrading.
Exploration of rehabilitation option rather than resettlement.
Adoption of a community-based approach in service provision and delivery to suit the
local context and requirements.
Ensure involvement of women and children from project formulation to implementation to
achieve sustainability.
Target service provision like water supply, sanitation and electricity on individual
household basis - to facilitate improvement in performance & collection of user charges.
Facilitation of e-service provision and delivery, by communities with appropriate
supervision by the ULB.
It is recommended that the ULB bear the cost of provision of services with complete or
partial recovery.
Following table presents priority actions and their implementation plan during the project
period (2008-2012):
Final Report
- 100 -
Table 8.27 Priority Actions and Implementation Plan - Slum Upgrading

Sl.
No.
8.9.6
Activity
I.
Policy Directives / Actions
1.
Develop comprehensive slum upgrading policy to

identify, notify and upgrade slums with clear assignment
of responsibilities
2.
Finalize parameters for listing and categorization of slums

(tenable & non-tenable category)
3.
Establish a sustainable continuous and non-lapsable fund

flow for slum upgrading programs
4.
Institutional arrangements for land transfer from GoTN to

ULB for slum improvement schemes and housing for
urban poor
5.
Explore the possibility of land acquisition for slums located

on private lands
II.
Preparatory Activities
1.
Comprehensive listing of slums
2.
Notify tenable/non-tenable slums and mapping within ULB

area
3.
Prepare a database on socio-economic characteristics of

all slum dwellers in listed slums
4.
Mapping and assessment of physical characteristics of

slums (housing and services) for all tenable slums
5.
Identify land parcels for resettlement of slum dwellers of

all non-tenable slums and involve NGOs/CBOs in the
process
6.
Prepare DPRs for each of the slums as an integrated

scheme - both housing and services
7.
Implement DPR covering both housing and services in all

tenable slums
8.
Formulate public-private partnership projects for slum

upgrading
III.
Improvement Measures in Notified Slums
1.
Prepare a database on socio-economic characteristics of

all notified slums
2.
Mapping and assessment of physical characteristics of all

notified slums (housing and services)
3.
Adopt community based approach for preparing projects

and involve NGOs/CBOs in the process
4.
Prepare DPRs as an integrated scheme covering both

housing and services
5.
Implement DPR covering both housing and services in all

tenable slums
Y1
Y2
Y3
Y4
Y5
ESTIMATED SECTORAL INVESTMENT

Final Report
Sl. No.
1.
2.
3.
4.
5.
6.
7.
8.
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Table 8.28: Estimated Sectoral Investment - Slum Upgrading and Urban Poor (Rs. in Lakhs)
Particulars / Capital Investment Components
Investment
Dwelling Units
224.18
Water Supply
22.42
44.84
Solid waste Management
33.63
Roads and Pavements
53.80
Street Lights
5.38
Community Centers
24.26
Open Spaces/Gardens
24.26
Total Capital Cost
432.75

the earliest. The authorities/departments/agencies that are proposed to be responsible for
project formulation/implementation are listed, but shall not be necessarily limited to the
following entities:
Formulation/Implementation Agency: Sattur Municipality and TNSCB.
8.10 REMUNERATIVE PROPOSALS

Apart from the core infrastructure facilities other social amenities in the town are proposed
for development in the short-term period. Following table presents priority actions and their
implementation plan during the project period (2008-2012):
Component
Table 8.29: Priority Actions and Implementation Plan Other Amenities

Activity
Y1
Y2
Development of park and shopping complex
facility at vacant land in Perumal Koil Land along
the NH
Service Improvement
Construction of modernized Slaughter house near the

By pass road
Improvements of the existing Market complex
Construction of Shopping Complex in the existing office
area.
Construction of the first floor above the existing bus
stand shops
Y3
Y4
Y5
Sl. No.
1.
2.
3.
4.
5.
Table 8.30: Remunerative Proposals (Rs. in Lakhs)

Particulars / Capital Investment Components
Development of park and shopping complex facility at vacant land in Perumal
Koil Land along the NH
Construction of modernized Slaughter house near the By pass road
Construction of Shopping Complex in the existing office area.
Construction of the first floor above the existing bus stand shops
Total Capital Cost (incl. contingencies, supervision, administration and
consulting charges)
Investment
27.22
4.29
76.23
57.17
38.12
203.03
8.11 ENVIRONMENTAL IMPROVEMENT

This section pertains to the proposed development initiatives and specific improvements that
are recommended to upgrade the existing urban environment and supporting infrastructure
such as conservation of water bodies, improvement of greeneries.

Final Report
- 102 -
8.11.1 CONSERVATION OF WATER BODIES

Identification of water bodies within ULB limits
Proposed Capital Works - Conservation of Water
for conservation.
Bodies
De-silting of existing water bodies;

Rehabilitation of sidewalls and bed of water

Re-development of area adjoining water bodies
bodies;
for community use.
Development of perimeter area; and

Development of catchment facilities, water
Water treatment and recirculation systems.

quality maintenance and groundwater recharge
in water bodies.
Rehabilitation of ecosystems: Efforts need to be made to develop an integrated catchment
management plan for Vaippar River, Ventan kulam tank and other water bodies exists in the
town. Further hydraulic capacity of these river and water bodies would be improved through
widening and deepening and construction of side walls thereby limiting the risk of floods.
Desilting need to be carried out to increase the water holding capacity and water bodies
need to be protected from dumping toxic and hazardous wastes.
Developing Irunkkangudi Dam: Irunkkangudi Dam located at a distance of 5 km from Sattur

requires de-silting and renovation works. Since the holding capacity of the dam is reduced to
18 mcft from the original designed capacity of 25 mcft. Irunkkangudi dam site can be used
as a picnic spot by creating Boat House, Water Front Park, Walkways, Landscaping, food
court etc.
Improvements of Vembakkotttai Dam: The Vembakkottai dam as developed as a
recreational area attracting large amount of tourist inflow at least during 8 months of the year
The following proposals have been identified by the study team based on reported
Stakeholders:
Re-development of the odai leading to the river through slab lining;
De-silting of existing water bodies and development of the bed lining;
Re-development of perimeter area - paved walkway, area lighting, compound
wall/fencing, access control and landscaping;
Water treatment and recirculation including passive aeration systems;
Reconstruction and restoration of drains leading into and out of the water bodies
including by-pass and flood control; and
Installation of water quality monitoring stations.
8.11.2 PLANNING FOR OPEN SPACES & OTHER RESOURCES

Open spaces and other connected resources have to be planned so that they become lungs
for the town. The development of open spaces would also enhance overall environmental
quality. It is suggested that proposals should be framed for carrying out studies or planning
exercises required for framing capital projects. Some of the best practices and strategies
that can be adopted are listed below.
SITE SELECTION AND MARKING
Potential green areas have to be identified, rehabilitated and maintained in order to reduce
the deficit of open spaces and parks. Resources like gardens, parks, cemeteries,
wastelands, heritage sites, industrial areas, forest, agricultural land, institutions and the road
network shall be identified for potential greening activities.
Final Report
- 103 -
NETWORKING OF RESOURCES
As specified in the earlier sections, open spaces along or next to water bodies shall be
identified, rehabilitated and maintained in order to connect recreational and cultural areas.
Restoration shall start simultaneously at various areas by clearing the obstacles and
greening the areas. Special emphasis shall be given to planting trees. The aim is to restore
the green cover to its original glory that was lamentably lost during the earlier devastating
cyclone. The immediate action plan consists of greening areas where new developments
are proposed and areas that are rapidly developing. The integration of natural resources in
the city for recreational and cultural purposes shall be targeted to attract investments,
increase commercial exchanges, and create job opportunities.
LAND USE INTERVENTIONS
Broadly three land uses can be identified for distributing green corridors - residential,
commercial and industrial. It is difficult to define clear-cut strategies to convert them to green
spaces, as each will have a characteristic of its own. However, residential areas seem to be
the easiest to link and make part of a green network. Industrial locations consist partly of
open spaces and land reserves that can be integrated to the green corridors.
The implementation of green corridors might be slow due to access and financial
constraints. A convincing argument for planting trees is the impact of the increase on
property values. Areas which are not available for connection may be given incentives by
the government to form green corridors.
MAINTENANCE OF PARKS & PLAYGROUNDS
The possibility of entrusting resident associations and private agencies with the
responsibility of maintaining parks, playgrounds and the proposed green corridors can be
evaluated. The tasks to be carried out like daily cleaning, watering, weeding, trimming,
raising new plantations, etc. need to be clearly spelled out in a contract document. Resident
associations can contribute minimum amounts towards maintenance, while the balance can
be borne by the ULB.
Improvement of S.R Naidu Park: It is located along Kanyakumari to Madurai trunk road near
Municipal Office. At present park is not fully utilized it requires improvement works like
provision of seating arrangements, lighting facilities, gardening, walkways etc.
8.11.3 RAIN WATER HARVESTING

Most state governments have recently started to focus on rainwater harvesting to protect
environmental resources, recharge the ground water table, create awareness on water
usage, etc. Though the merits of rainwater harvesting are a known fact, they have not
trickled down to required policy measures like pollution abatement, resource networking,
eco-system rehabilitation, etc. Therefore, it is imperative that the strategies mentioned below
are implemented together with rainwater harvesting measures in an integrated manner.
PROTECTION OF ENVIRONMENTAL RESOURCES
One of the most critical interventions is the protection of
environmental resources. The protection of natural water
bodies, channels and open spaces from further
encroachments shall be carried out in a coordinated
manner. Areas adjoining water bodies shall be developed
and clearly marked and notified to prevent further
encroachment.
Strategies / Implementation Measures

Rain Water Harvesting;
Protection of Resources;
Slum Networking;
Pollution Abatement; and
Eco-systems Rehabilitation.
Final Report
- 104 -
SLUM NETWORKING PROGRAM

Slum networking should be viewed as integrated improvement of the entire town using
slums, not as isolated islands, but as an urban net. The spatial spread of slums together
with contiguity between informal settlements gives an opportunity to strengthen town level
infrastructure networks. There is a close correlation between slum locations and the natural
drainage paths of the town, which needs to be tapped and improved upon with the
infrastructure services. This approach would help in building low cost service trunks,
particularly for gravity-based systems of sewerage and storm drainage, together with
environmental improvements such as cleaning of channels and major drains.
POLLUTION ABATEMENT
Industrial effluent shall be treated separately and shall
not be mixed with domestic sewage. Industry shall be
encouraged to take up clean technology initiatives. This
is particularly applicable for small and medium
enterprises. Apart from these specific measures, certain
industrial units will need to be shifted to designated
areas for prevention of mixing of effluents into storm
water drains.
Issues - Water Pollution

Health risks;
Contamination of groundwater;
Encroachments of lakes and channels;
and
Lack of coordination and unclear
responsibilities among agencies.
MONITORING AND QUALITY CONTROL

Monitoring of water quality parameters is being
Water Quality Monitoring Parameters
conducted by the SPCB and an Environmental
BOD levels;
Management Plan has been released as a guideline for
Nitrate levels;
Extent of heavy metals; and

protecting the overall environment. However, it is
Extent of toxic substances.

imperative that other departments that provide urban
infrastructure should consult and coordinate all
developmental initiatives with the SPCB and the SPCB shall, in turn, ensure that all
applicable norms and standards are complied with.
8.11.4 AIR POLLUTION CONTROL

INVENTORY OF AIR QUALITY
There is an imminent need to augment and update the
Principal Causes - Air Pollution
database on air quality indicators and initiate research
Vehicular emissions;
on the health impacts of specific contaminants. The
Industrial emissions; and

database shall include sources, emission concentrations
Construction related activities.

and identify non-scheduled industrial and commercial
premises with air pollution potential so as to develop
emission reduction strategies. This shall be taken up in co-ordination with SPCB and the
Traffic Police.
LOCAL EDUCATION AND ENFORCEMENT PROGRAM
Identification of potential air pollution sources shall require mitigation through a structured
education program. This program shall be drafted in consultation with the SPCB and the
Traffic Police Department. It would focus primarily on vehicular pollution and would include
promotion of emission testing of vehicles.
Final Report
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8.11.5 POLLUTION FROM SOLID & HAZARDOUS WASTES

STUDY ON WASTE SOURCES AND CHARACTERISTICS
There is a clear inability on the part of the ULB to
Issues - Hazardous Waste Management
maintain data on waste characteristics and thereby
Collection & disposal of medical waste;

identify suitable mitigation methods. Data from waste
Lack of disposal facilities; and

characteristic studies shall be periodically updated and
Lack of initiatives on reuse and recycle.

validated to maintain information on the identification of
sources of generation, per capita generation, physical and chemical characteristics of the
waste.
LOCAL EDUCATION AND COMMUNITY PARTICIPATION
With high per capita generation trends, measures shall be adopted to reduce waste
generation at source. This shall be made possible only through awareness creation and by
eliciting active community involvement. The ULB shall take a pro-active role in sensitizing
communities on waste minimization through a robust awareness campaign and education.
The support of NGOs/CBOs and other agencies can be solicited in conducting such mass
awareness programs.
IDENTIFICATION OF COMMERCIAL OPPORTUNITIES
Identification of waste characteristics, sources and creation of public awareness is expected
to open avenues for commercial opportunities for waste management. With the ULB
successfully contracting out waste collection to the private sector, it would be appropriate if
further avenues like treatment and disposal, etc. are explored to carry out sustainable waste
disposal practices on a public-private-partnership format.
8.11.6 PRIORITY ACTIONS

Following table presents priority actions and their implementation plan during the project
period (2008-2012):
Table 8.31: Priority Actions and Implementation Plan Parks & Greening Development
Component
Activity
Y1
Y2
Y3 Y4
Rehabilitation and Improvement of Water Bodies
Creation of new park
Service Improvement
Beautification of River Front
Y5
8.11.7 ESTIMATED INVESTMENT

Sl. No.
1.
2.
3.
4.
Table 8.32: Estimated Sectoral Investment Parks & Greening Development (Rs. in Lakhs)
Sector / Component Description
Total Capital Cost (incl. contingencies, supervision, administration and consulting charges)
Investment
532.00
30.06
180.34
10.64
753.03

Final Report
- 106 -
The authorities/departments/agencies that are proposed to be responsible for project

formulation/ implementation/monitoring are listed, but shall not be necessarily limited to the
following entities:
Formulation/Implementation Agency: Sattur Municipality and Forest Department.
8.12 URBAN MANAGEMENT AND GOVERNANCE

The ULBs have been found to be proactive in their commitment to introduce reforms at the
ULB level. All these reforms may be broadly categorized under the following:
8.12.1 POLICY FRAMEWORK AND PRIORITY ACTIONS

As specified earlier, priority actions have been discussed and finalized by the stakeholders
for urban management and sectoral reforms for ULBs. The following policy framework and
priority actions have been identified by the study team based on reported evaluations,
discussions and priority actions as required and mutually agreed upon by the stakeholders:
STRATEGY
reform measures.
PROPERTY TAX

Final Report
- 107 -

Energy audit of fuel and energy consumption by various depts. of ULB to minimize
o
o
its beneficiaries;
o
citizens; and
o
In addition to the above, the GoI has formulated a Reform Agenda under JNNURM.
Adherence to this Reform Agenda and Timeline is mandatory for accessing funds under the
proposed UIDSSMT. Good governance in the municipal context stands on two broad
principles, viz. transparency and civic engagement and capacity building measures.
Following sections highlight key elements of the above two principles of good governance
specific to the ULB.
should be so structured that they have legal standing and administrative power. Local
Final Report
- 108 -


issues.
capabilities.
personnel.
for urban governance for ULB. The following policy framework and priority actions have
been identified by the study team based on reported evaluations, discussions and priority
actions as required and mutually agreed upon by the stakeholders.
The above assignment will be carried out by the concern ULBs with full support from the
GoTN. The outcome of the above assignment shall provide clear guidelines and impetus to
the towns for good urban governance.
Final Report
- 109 -
8.12.2 CAPITAL INVESTMENT ESTIMATE

In order to provide financial assistance for continuing ongoing reforms and strengthening
these reforms in line with the priority actions and proposals highlighted above, Rs. 2.00
crores have been estimated for this purpose and incorporated in the CIP. The above
estimate has been prepared based on the information available/provided by concerned
departments, detailed discussions with pertinent authorities, and Consultants database and
experience on similar initiatives.
8.13 SOCIAL AMENITIES

This section pertains to the proposed development initiatives and specific improvements that
are recommended to upgrade the existing social amenities and supporting infrastructure.
8.13.1 EDUCATION
Existing school buildings needs to improve the Tiled / Thatched roof to Pucca RCC structure
with improved basic infrastructure facilities like protected water supply, sanitation facility,
lighting facility etc. improvement of facilities in Noon Meal Centres were also highlighted by
the stakeholders during consultation workshop. Apart from the aforementioned basic
amenities, provision of computer facility, furniture / other accessories, sports equipments are
also included in the capital investment estimate for Sattur town.
8.13.2 HEALTH
Government Hospital in the town requires improvement facilities like water supply, sanitation
facility, waiting area / seating arrangements for out patients, lighting facility, modernized
medical care facilities, additional buildings for maternity ward, facilities for in-patients etc.
8.13.3 ESTIMATED INVESTMENT

Sl. No.
1.
2.
Table 8.33: Estimated Sectoral Investment Social Amenities (Rs. in Lakhs)

Sector / Component Description
Improvement of Education facility
Improvement of Health facility
Total Capital Cost (incl. contingencies, supervision, administration and consulting charges)
Investment
212.23
242.55
454.78
The authorities/departments/agencies that are proposed to be responsible for project

formulation/ implementation/monitoring are listed, but shall not be necessarily limited to the
following entities:
Formulation/Implementation Agency: Sattur Municipality, Education Department and
Health Department.
Final Report
- 110 -
9
CAPITAL INVESTMENT PLAN & PROJECT
PRIORITIZATION
9.1
CAPITAL INVESTMENT PLAN

The City Investment Plan (CIP) is the multi-year plan reflecting the scheduling of identified
and prioritized investments. The scheduling or phasing of the plan has been developed
keeping in mind the likely availability of fiscal resources (for new investments and O & M),
technical capacity for construction and O & M, and the choice of specific improvements to be
carried out for a period of six years, and in subsequent phases.
The need for the CIP is on account of:
Assessment of town growth and infrastructure needs (to be carried out once every
five years)
Preliminary outline feasibility and engineering studies carried out for new projects
Scheduling of investments of ongoing and committed projects with funding from
other sources
Assigning of priorities within the constraints of available financial resources
9.1.1 PROCESS
The Capital Investment Plan involves the identification of
public capital facilities to cater to the demands of the town
population during different stages (design stages) based on
the requirements of various urban services. The following
process has been adopted in identifying the requirement of
capital investment and in formulating the CIP.
Capital Investment Plan Process

Project Identification
Project Screening and
Prioritization
Project Phasing
PROJECT IDENTIFICATION
The general criteria used in identifying projects were the goals of the various departments
with regard to efficient service delivery, prompt customer service, environmental
sustainability, strategic implementation of projects, community benefits, infrastructure
maintenance needs, and the growing demand. The stakeholder consultations and focus
group discussions held as part of the CCP preparation process for the town is also another
important aspect in the identification of projects. These consultations brought out
deficiencies at the macro and micro levels and have provided the first platform for the
identification of projects. Infrastructure delivery benchmarks in the form of indicators were
also used to arrive at the demand and the gaps in service delivery, which were further
correlated with the results of the stakeholder consultations to arrive at specific project
proposals.
PROJECT SCREENING, PRIORITIZATION AND PHASING
Projects are prioritized from the identified list of proposals and priority actions, based on the
need and funding options. The prioritization has also considered the various alternatives for
FOP, which is phased based on the sustainability of the ULB with regard to its finances.
Specific importance has also been given to the Stakeholders and opinions/feedback of the
elected representatives for institutionalizing the CIP process. As a final step, project phasing
has been carried out considering investment sustainability for various options of the FOP.

Final Report
- 111 -
9.1.2 STRATEGIES
STRATEGIC CAPITAL INVESTMENT
The town shall use fiscal notes and policy analysis to
Capital Investment Plan - Strategies
assist in making informed capital investment choices to
Strategic Capital Improvement

achieve the stakeholders long-term goals. This process
Facility Siting
provides guidance for capital budgeting and long-term
Decision Making
planning of capital facilities for all departments, for
Program Funding
identifying and balancing competing needs, and for
developing short- and long-term capital finance plans for all capital investments.
This process includes defining desired outcomes of capital investments, evaluating potential
investments at the town level by applying standard criteria for assessing alternative
investments, and making more efficient use of all potential resources. The town shall budget
sufficient funds to perform major and preventive maintenance of existing facilities that is
considered cost effective. The town shall use maintenance plans for capital facilities and a
funding allocation plan for such maintenance, and may revise these plans from time to time.
There is a need for fiscal impact analyses of all major capital projects considered for
funding. Such analyses shall include, but not be limited to, one-time capital costs, life-cycle
operating and maintenance costs, revenues from the project, and costs of not doing the
project. The ULBs shall make major project specific capital decisions through the adoption of
the Town's operating and capital budgets, and the CIP.
FACILITY SITING
Encourage the location of new community-based capital facilities. The town shall consider
providing capital facilities or amenities as an incentive to attract both public and private
investments.
DECISION MAKING AND PLAN FUNDING
Work together with other stakeholders towards coordinated capital investment planning,
including coordinated debt financing strategies to achieve the goals of the CCP. Explore
funding strategies for capital facilities, particularly for those that serve or benefit citizens
throughout the region.
9.1.3 INSTITUTIONALIZING THE CIP PROCESS

The City Investment Plan is an important element of, and is significant in terms of, the towns
management process and sustainability with regard to the delivery of basic services. The
CIP also provides a framework for the annual budget cycle of ULB for the next 6-10 year
period, and thereafter for subsequent investment phases.
As a part of the process of CIP preparation for the CCP, ULB and para statals have:
Analysed and discussed with the stakeholders, the existing applicable norms and
standards for infrastructure services;
Agreed and recommended a reasonable and realistic option;
Justified and provided rationale if the chosen option is not within the existing service
level standards; and
Identified the roles and responsibilities of various stakeholders in the implementation
of identified projects.
Final Report
- 112 -
9.1.4 SECTORS COVERED

In order to streamline the responsibilities for implementation and operation & maintenance
(O&M) of the assets created, and in line with the provisions of the 74th CAA, Tamil Nadu
Urban Local Bodies Act, 1998, and the commitment/assurance of the GoTN to transfer
different functions to the ULB as per the 74th CAA, all the proposed capital investments have
been broadly categorized under the following sectors:
o Water supply;
o Underground sewerage system.
o Roads, traffic and transportation;
o Storm water drains;
o Street lighting;
o Solid waste management;
o Slum upgrading;
o Remunerative Proposals;
o Social amenities
o Environment Improvement; and
o Urban governance.
9.2
CAPITAL FACILITIES, INVESTMENT PHASING AND IMPLEMENTATION

The City Investment Plan involved the identification of public capital facilities to cater to the
demand of the town populace in two phases - by the year 2025 and by 2040 - according to
the likely short- and long-term infrastructure needs.
The project identification has been done through a demand-gap analysis of the services and
reconciliation of the already identified projects as part of various outline, preliminary and in
some cases detailed engineering studies. The analysis has also built on recently completed
technical studies where these are available. Further project prioritization and strategizing of
the investments, and phasing of these investments are based on the strategies listed out
under each service sector through stakeholder consultations. The projects derived are
aimed at ensuring the optimal and efficient utilization of existing infrastructure systems and
enhancing the capacity of the systems and services to cater to the demands of future
population additions. Certain other projects listed as part of the CIP include developmental
projects other than those addressing the core service sectors viz. system modernization,
river conservation etc. The City Investment Plan and the projected needs for provision of
capital facilities under each identified sector are presented below. These assets would help
the ULB to universalize services for the current population as well as accommodate the
expected increase in population. In sectors where long-term planning is required (for
example, source development for water supply), a 30- year planning horizon (till the year
2040) is considered. Assets created in such sectors consider the projected population in this
horizon. The ULB expects that these infrastructure assets would not only guarantee services
to its citizens, but also signal a proactive commitment to potential investors for investing in
the Sattur Local Planning Area.
9.3
CAPITAL INVESTMENT ESTIMATE

An estimate of the capital investment that is required to achieve the objectives of various
Mission Areas and comply with the respective Mission Statements is presented in this
section. This estimate is based on the following:
Review of available information on the existing system;
Discussion with Stakeholders during the respective stages of preparation of the CCP;
Assessments through field visits and specific discussions with entities responsible for
system implementation, operation and maintenance;
Available Standard Schedule of Rates (SSOR) and Consultants database and
experience with projects of similar scale and nature;
Final Report
9.4
- 113 -
Requisite cost escalation on materials and labor for 2008-2009 rates of implementation;
Requisite cost escalation for contracts over 18-month implementation period; and
Requisite provision for unforeseen items of work and physical contingencies.
SUMMARY OF INVESTMENTS
The total estimated capital investment required for providing efficient services to the present
population and future population of ULB by the year 2040 is Rs. 10,492.48 lakhs. The
planning horizon for the projects identified in sectors of urban poor slum improvements, land
use development planning and other similar sub-projects for 2011 and accordingly the entire
identified investment is proposed for funding in short term. The planning horizon for core
service sectors of Water Supply, Sewerage are planned for Long-term period of 2040 and
projects under Storm Water Drainage and Solid Waste Management are designed for
immediate and short-term needs of 2011 and 2025 respectively. Hence, mindful of the need
for efficient resource planning, only part of the identified investment is proposed for funding
in short-term. In case of Roads, Traffic and Transport sectors, part of the identified
investment is proposed for funding in short-term considering the immediate need for
improving road network and transport systems in the town. The phasing of the identified
projects and investments would be performed in the next stage in consultation with the
stakeholders based on the following principles:
Priority needs, with already developed areas receiving priority over future
development area.
Inter and intra-service linkages, viz. water supply investments shall be
complemented by corresponding sewerage/ sanitation improvements.
Size and duration of the requirements, including preparation and implementation
period.
Project-linked revenue implications, such as installing house connections where
supply and distribution capacities have been increased.
The scheduling of adequate time to allow pre-feasibility, full feasibility and safeguard
investigations for those large sub-projects which will require such analysis.
Scheduling additional infrastructure requirements to match with the population, and
tourist inflow growth over the plan period.
SL.
NO
1
2
3
4
5
6
7
8
9
10
11
Table 9.1 Summary of Sector-wise Total Investment Proposed

SECTORS
ESTIMATED INVESTMENT
(RS. IN LAKHS)
Water Supply Scheme
2,008.94
Underground Sewerage Scheme & Sanitation
2,247.44
Roads, Traffic & Transportation
1,890.53
Storm Water Drains
1,581.18
Street Lighting
277.09
443.54
753.03
Remunerative Proposals
203.03
Social Amenities
454.78
Slum Upgradation
432.75
Urban Governance
200.18
Total Capital Investment
10,492.48
% TO TOTAL
19.15
21.42
18.02
15.07
2.64
4.23
7.18
1.93
4.33
4.12
1.91
100.00
The above table describes the sector wise capital investment proposed for the infrastructure
development of Sattur town. Among the basic amenities, Underground Sewerage Scheme
sector accounts for 2,247.44 lakhs which is about 21.42 percent of total capital investment
estimate, followed by Water Supply System with 19.15 percent of share and Roads, Traffic
and Transportation with 18.02 percent of improvement measures respectively.
Final Report
- 114 -
Estimated
Estimated Capital
Capital Investment
Investment
25.00%
25.00%
21.42%
21.42%
20.00%
20.00%
19.14%
19.14%
18.02%
18.02%
15.07%
15.07%
15.00%
15.00%
10.00%
10.00%
7.18%
7.18%
2.64%
2.64%
5.00%
5.00%
0.00%
0.00%
Water Supply
Water Supply
Scheme
Scheme
Underground
Underground
Sew erage
Sew erage
Scheme &
Scheme &
Sanitation
Sanitation
Roads, Traffic &

Roads, Traffic &
Transportation
Transportation
Storm Water
Storm Water
Drains
Drains
Street Lighting
Street Lighting
4.23%
4.23%
4.33%
4.33%
4.12%
4.12%
1.94%
1.94%
Solid W aste
Solid W aste
Management
Management
Environment
Environment
Improvement
Improvement
Remunerative Social Amenities Slum Upgradition

Remunerative Social Amenities Slum Upgradition
Proposals
Proposals
1.91%
1.91%
Urban
Urban
Governance
Governance
9.4.1 SUMMARY OF INVESTMENTS IMPLEMENTATION BY ULB

From the discussion with Technical Review Committee and stakeholders of the ULB projects
which are under the implementation of ULB only considered for further evaluation and
appraisal. Sector wise projects developed for the implementation of ULB are given below for
reference purposes.
SL.NO
1
2
3
4
5
6
7
8
9
10
11
Table 9.2 Summary of Sector-wise Total Investment Proposed Implementation by ULB

SECTORS
ESTIMATED INVESTMENT
% TO TOTAL
(RS. IN LAKHS)
Water Supply Scheme
1,734.51
18.77%
Underground Sewerage Scheme & Sanitation
2,247.44
24.32%
Roads, Traffic & Transportation
1,769.25
19.15%
Storm Water Drains
1,256.41
13.60%
Street Lighting
277.09
3.00%
443.54
4.80%
221.03
2.39%
203.03
2.20%
Social Amenities
454.78
4.92%
Slum Upgradition
432.75
4.68%
Urban Governance
200.18
2.17%
Total Capital Investment
9,240.01
100.00%
Out of all the basic amenities, Underground Sewerage Scheme & Sanitation accounts to
2,247.44 lakhs which is about 24.32 percent of total capital investment estimated. It is then
followed by the Roads, Traffic & Transportation with a share of 19.15%, also closely
followed by Water Supply Scheme with a share of 18.77 percent.
The above identified investments are phased to meet the priorities in the next five years
considering the borrowing and investment capacity of the ULB. The phasing of expenditure
based on demand is given in the following sections of this report.
Final Report
- 115 -
Estimated
Estimated Capital
Capital Investment
Investment by
by -ULB
-ULB
24.32%
24.32%
25.00%
25.00%
20.00%
20.00%
18.77%
18.77%
19.15%
19.15%
13.60%
13.60%
15.00%
15.00%
10.00%
10.00%
3.00%
3.00%
5.00%
5.00%
0.00%
0.00%
4.80%
4.80%
4.92%
4.92%
2.39%
2.39%
WWater
aterSupply
Supply
Scheme
Scheme
Underground
Underground Roads,
Roads,Traffic
Traffic&& Storm
StormWWater
ater
Sewerage
Transportation
Drains
Sewerage
Transportation
Drains
Scheme
Scheme&&
Sanitation
Sanitation
Street
StreetLighting
Lighting
Solid
SolidWWaste
aste
Management
Management
Environment
Environment
Improvement
Improvement
2.20%
2.20%
4.68%
4.68%
2.17%
2.17%
Remunerative
Urban
Remunerative Social
SocialAmenities
AmenitiesSlum
SlumUpgradition
Upgradition
Urban
Proposals
Governance
Proposals
Governance
9.4.2 PRIORITIZATION AND PHASING

Table 9.3: Sector wise Ranking of Priority
The Capital Investment Plan
Sl.
Sector
Priority of ULB
(CIP) has been prepared for a
No
Short-term
Long-term
period of 5 years (FY 2008-09
Projects
Projects
to FY 2012-13). The phasing
1
Water Supply System
2
has been worked out based on
2
Underground Sewerage Scheme
1
the priorities assigned by the
3
1
stakeholders
and
4
Storm Water Drains
2
preparedness of the service
5
Street Lighting
7
providing agencies to prepare
6
6
the
DPRs
and
initiate
7
5
implementation
of
the
8
4
9
Social Amenities
3
proposals. The phasing of the
10
Slum Upgrading
3
identified
projects
and
11
Urban
Governance
4
investments is based on the
following principles:
Priority needs, with developed areas receiving priority over future development area.
Inter and intra-service linkages, viz. water supply investments shall be complemented by
corresponding sewerage/ sanitation improvements.
Size and duration of the requirements, including preparation and implementation period.
Project-linked revenue implications, such as installing house connections where supply
and distribution capacities have been increased.
The scheduling of adequate time to allow pre-feasibility, full feasibility and safeguard
investigations for those large sub-projects which will require such analysis.
Scheduling additional infrastructure requirements to match with the population, and
tourist inflow growth over the plan period.
RANKING OF PRIORITIES BY STAKEHOLDERS
It is to be mentioned although a town may find it suitable to implement projects on a

sequential basis through an assessment of its priorities, in the specific case of Sattur,
development through a multi-pronged approach is the need of the hour.
An indicative priority-based capital investment plan has been outlined below to ensure that
the much needed improvement on a cross-sectoral basis can be achieved. Table 9.3
outlines the overall priority ranking based on an assessment of need and as evinced by the
stakeholders. Roads, Traffic and Transportation, Water Supply System, and Social
Amenities predominate the priority requirement for Sattur due to the following factors:
Final Report
- 116 -
Road improvement is ranked as No. 1 since the town is not provided with proper road
facility lead to congestion in the core area of the town. Improvement of Junctions and
proper linking will ease the considerable traffic in the town
Improvement to the Water Supply and Distribution System is ranked as No.2 since
existing supply rate is less than the normative standard of 135 lpcd.
Further, Vaippar is the only source which supplies protected water to Sattur and further
water supply sources is increased by constructing Check Dam in the Irukkangudi which
is 7 km from the Sattur Town.
Due to continuous exploitation of groundwater, water table has significantly reduced,
resulting in significant reduction in yield. There are no sustainable potential sources of
groundwater in the region which can meet the increasing future demand.
Identification of alternate source, either in the proximity or through long-distance
transmission will have to be evaluated in addition to ensuring that the identified sources
are sustainable as the cost of abstraction, treatment, transmission and storage will
attract a higher investment.
Next to Water Supply, Social Amenities takes the 3rd rank. In consultation with
stakeholders, it was observed that due to the lack of Education Quality and social
facilities in the town.
Remunerative Proposals are Ranked 4th because Sattur municipality almost in a deficit
except one year in the assessment period and in the stakeholders meeting also it is
discussed and ranked
Environment Improvement is placed No. 5 since the town is not provided with safe
environment
Sub-Sectoral priority identified during stakeholders consultation is given in the Table 9.4.
Component
Water Resource
Management
Augmentation of
Water Supply
System
Component
Sewerage
Collection,
Treatment &
Management
Sanitation Facility
Component
Improved Safety,
Service delivery
and Customer
Satisfaction by
providing better
infrastructure
Table 9.4: Sub-Sectoral Priority

Water Supply
Activity
Water Supply Improvement Scheme to Added areas
Development of Distribution network for added areas
Source Augmentation / Treatment Plant
Construction of summer storage tank
Underground Sewerage Scheme and Sanitation
Activity
Development of Sewerage System for Town
Rehabilitation of Existing Sewerage system
Community toilet integration
Community toilets
Activity
Widening of Bridges, ROBs etc.,
Junction Improvements
FOBs
Culvert
Priority
1
2
3
5
4
1
4
3
2
6
5
7
Priority
1
3
2
6
5
4
Priority
3
5
6
13
4
7
8
Final Report
- 117 -
Signals
Traffic Island
Provision of Bus Shelters
Construction of New Bus Stand at proposed location
Accessibility to the disadvantaged
Improved
Pedestrian
Pedestrian Crossings
Facilities
Foot paths
Storm Water Drains
Component
Activity
Drains
Rehabilitation of Major drains/channels
Rehabilitation Rehabilitation of Storm Water Drains
Construction of
Drains
Street Lighting
Component
Activity
Service
Improvement
Component
Activity
Push Carts
Primary Collection
Equipment for Garbage Recovery Personnel
Container Bins for Residential Areas
Secondary
(1.25 MT Capacity)
Collection
Container Bins for Market, Bus Stand, Commercial, Railway Station etc., (1.25 MT
Capacity)
Transportation Dual Load Dumper Placer Vehicles
Waste Processing
Sanitary Landfill Facility
& Disposal
Administration Administration and Utilities Complex including HT Electrical Sub-station
Complex
Environmental Improvement
Component
Activity
Service
Improvement
Component
Activity
Service
Development of park and shopping complex facility at vacant land in Perumal Koil Land
Improvement
along the NH
Construction of modernized Slaughter house near the By pass road
2
11
6
9
10
12
4
1
3
2
1
Priority
3
4
2
1
5
Priority
1
2
3
6
9
5
4
7
8
Priority
3
4
5
6
2
1
2
1
1
2
1
3
1
Priority
2
1
4
3
Priority
1
4
Final Report
Component
Service
Improvement
- 118 -

Construction of Shopping Complex near the existing office area.
Construction of the first floor above the existing bus stand shops
Slum Upgradation
Activity
Dwelling Units
Water Supply
Solid waste Management
Roads and Pavements
Street Lights
Community Centers
Open Spaces/Gardens
3
2
5
Priority
4
1
2
3
5
6
8
7
BORROWING CAPACITY OF THE TOWN CONSIDERING 30% DSR
Borrowing Capacity for the ULB is prepared after taking into consideration, the revenue
inflows and outflows from the base scenario, i.e. the income from sewerage and water
charges and O&M on assets is taken. In order to arrive at the sustainability, three different
parameters were used which are,
TE2 /TR3 <1

DS4 /TR <=30%
30% of the operating surplus should be retained as surplus and the balance can only be
leveraged.
The least of the above 3 factors was arrived at as the possible annuities payable by the
ULB. With this a conversion factor was worked out to determine the Borrowing Capacity
and the Investment Capacity. The maximum sustainable investments for the next 5 years
are summarized as follows:
Table 9.5: Borrowing & Investment Capacity of ULB
Details
Borrowing Capacity
Investment Capacity
2008-09
2009-10
0.00
0.00
2010-11
0.00
0.00
0.00
0.00
2011-12
0.00
0.00
(Rs. In lakhs)
2012-13
0.00
0.00
Since the town does not have a borrowing capacity to fund the CCBP identified projects the
study team suggested to implement projects such as projects such as Development of park
and shopping complex facility at vacant land in Perumal Koil Land along the NH,
Construction of modernized Slaughter house near the By pass road, Improvements of the
existing Market complex, Construction of Shopping Complex in the existing office area and
Construction of the first floor above the existing bus stand shops by various funding options
suggested in the section 11.4.
After the successful implementation of the abovementioned projects, the ULB shall
implement the service projects identified in the CCBP through ULB self-generated revenue
or through funding assistance from any FIs.
TE Total Expenditure
TR Total Revenue
4 DS Debt Service
2
3

9.5
Final Report
- 119 -
FINANCIAL RESOURCES
The analysis on financial resources is worked out for the
Innovations in terms of
interventions to be carried out within the ULB area. The
Public-Private-Partnerships
sectors that are not in the domain of the ULB are not taken
Private sector participation

for financial analysis and they are considered to be taken
by other line agencies. Majority of the investments have to come from the ULB for the
provision of water supply and sewerage and if these are not integrated with other
interventions, the deficiencies in services still persist. Though innovations in terms of publicprivate-partnerships and private sector participation (i.e. BOT, BOOT, DBOT modes) are
possible in some sectors, still it is in nascent stage of development and hence public
spending should continue in some way in the future.
An important aspect that needs consideration in raising the
Beneficiary Contribution for

Environmental Services
financial resources should be through beneficiary
contribution. Of late, the beneficiary contribution is as
Concept of User charges for

much as 30% of the total costs of environmental services.
Sustainability of Service provision
These practices have to be promoted in the right earnest
and the concept of user charges need to be introduced to make the services sustainable.
The interventions should be in line with achievable targets and their resource generation.
The overall spatial strategy and resultant programs
Financially Self-supporting
Projects
elaborated in the earlier chapters should be supported with
financial allocations and a co-ordinated mechanism has to
Cost of services in line with Level

be in place. Efforts should be directed to develop
of Service and Affordability of
financially self-supporting projects, wherever possible and
population
cost recovery should be the policy for such cases. The cost
of services should be pegged with the level of services and the affordability of the
population. Though some assistance can be anticipated in the form of subsidies and
external grant, it would not be sufficient to attain the required standards and hence the real
earnings have to be improved and this must be the priority of the economic policies and
programs formulated for ULB.
The assessment of investment sustenance concludes that
Streamlining and Strengthening of
though the current finances of ULB are healthy, they would
Existing Tax base

not be in a position to match the proposed investments in
Resource mobilisation efforts

infrastructure to achieve the desired vision unless the
existing tax base and the resource mobilization efforts are streamlined and strengthened. In
order to augment/ enhance its financial resources ULB should identify alternate resources
like user charges for the services for conservancy, parking fee etc.
ULB should attempt an enhanced property tax rate
More Property tax for better

Service delivery
(surcharge) in areas which have better infrastructure.
Another innovative option of resource mobilization, which
Change of Lease rights to Free

most of the local bodies are adopting is to change the
hold with respect to current Market
rates
lease right to free hold or review all the current lease
agreement with respect market rents and take appropriate action. In combination of
aforementioned financial resources, ULB would implement reform measures suggested in
the Section - 14.5 for Urban Local Body to improve their revenue base.
Final Report
- 120 -
9.5.1 FUNDING ASSISTANCE FROM FIS

Apart from the aforementioned financial resources ULB
Assistance from funding agencies

shall look for external funding assistance from Financial
like TNUDF, TUFIDCO etc.
Institutions (FIs) like TNUDF, TUFIDCO etc to fund CCBP
identified projects. Funding pattern of various sectors of development is given below for
reference purposes:
Means of Finance
Water Supply System
Underground Sewerage Scheme
Storm Water Drains
Street Lighting
Other Development Proposals
Slum Upgrading
Urban Governance
Loan
55%
45%
60%
60%
60%
20%
20%
65%
10%
20%
Grant
30%
30%
30%
30%
70%
70%
20%
80%
70%
Own
15%
25%
10%
10%
40%
10%
10%
15%
10%
10%
Total
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%

Final Report
- 121 -
10
MUNICIPAL FINANCIAL STATUS
10.1 OVERVIEW
The ULBs normally have their own sources of revenue, collected in the form of taxes and/or
user charges though most of their revenue/ income is in the form of assigned revenue
and/or budgetary revenue grant. Barring the ULBs, all other departments and agencies
provide the services through budgetary support.
10.1.1 GENERAL
Accounts of the ULB are
Table 10.1: Summary of Finances of Sattur
All figures in Rs. Lakhs
maintained on cash basis
Summary
Statement
(single entry accounting
(All figures in Rs. Lakhs)
system) till the FY 2002Sl.
Account Head
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
No.
2003. The financial status
Actuals
of each ULB has been
REVENUE ACCOUNT
reviewed for the past six
1
Income
203.91
157.37
210.28
258.64
279.87
353.82
years, commencing from
2
Expenditure
300.48
263.60
341.47
487.40
378.84
413.87
FY 2002-03. Currently
3
Status
(96.58) (106.23) (131.19) (228.76)
(98.97)
(60.06)
(Surplus/Deficit)
ULB in Tamil Nadu
CAPITAL ACCOUNT
maintain three separate
1
Income
467.61
450.21
440.51
378.92
79.36
104.85
funds, namely General
2
Expenditure
45.10
45.81
44.76
21.64
78.45
149.83
Fund, Water & Drainage
3
Status
422.51
404.40
395.75
357.28
0.91
(44.98)
Fund and Education Fund.
(Surplus/Deficit)
All
these
funds
are
OVERALL STATUS
1
managed under two heads
Income
671.52
607.59
650.79
637.56
359.23
458.67
2
namely, Revenue Account
Expenditure
345.58
309.41
386.23
509.04
457.29
563.70
3
Status
and Capital Account. For
325.93
298.18
264.56
128.52
(98.06) (105.04)
(Surplus/Deficit)
the
purpose
of
this
analysis, revenue & capital
account of the ULB is
considered and Education Fund is clubbed with General Fund, because it is predominantly
reimbursement inclined. Key financial indicators have been computed and compared with
the desired benchmark to ascertain strength or weakness inherent to the system and
appropriate remedial measures that can be envisioned.
For the purposes of analysis, all the account items are broadly categorized under the
following major heads:
Revenue Account: All recurring items of income and expenditure are included under this
head. These include taxes, charges, salaries, maintenance expenses, debt servicing,
etc.
Capital Account: Income and expenditure items under this account are primarily nonrecurring in nature. Income items include loans, contributions by GoTN, other agencies
and capital grants under various State and Central Government programmes and
income from sale of assets. Expenditure items include expenses booked under
developmental works and purchase of capital assets.
Advances, Investments and Deposits: Under the municipal accounting system,certain
items are compiled under advances, investments and deposits. These items are
Final Report
- 122 -
temporary in nature and are essentially adjustments for the purpose of recoveries and
payments. Items under this head include income tax deductions, investments/realization,
pension payments, provident fund, payment and recoveries of advances to employees
and contractors, etc.
10.1.2 FINANCIAL STATUS

Financial assessment of the Sattur Municipality has been carried out based on the financial
information collected for six financial years, i.e. FY 2002-03 to FY 2007-08. Revenue income
of the ULB has fluctuated between the levels of Rs.157.37 lakhs in FY 2003-04 to Rs.
353.82 lakhs in FY 2007-08, at a compounded annual growth rate (CAGR) of 13.69 percent.
However, the revenue expenditure has shown a compounded annual growth rate CAGR of
9.40 percent during this period. Sattur has maintained deficit through out the assessment
period. The figures on the municipal finances along with the charts are given for reference.
T rend in Capital Income and Capital Expenditure
500
500
400
400
Rs. in Lakhs
Rs. in Lakhs
Trend in Revenue I ncome and Revenue Expenditure
600
300
300
200
200
100
100
0
0
2002-03
2003-04
2004-05
Income
2005-06
Ex penditure
2006-07
2007-08
2002-03
2003-04
2004-05
2005-06
Incom e
Ex penditure
2006-07
2007-08
Capital income comprises loans, grants and contributions in the form of sale proceeds of
assets, and contributions and deposits received. A major share on capital income is in the
form of deposits received on account of capital work assignment. The capital account has
witnessed a deficit-implying utilization of revenue surpluses to fund capital works. During the
assessment period, the ULB has received major capital grant for road improvement projects
from GoI. The following sections present a detailed review of revenue and capital accounts,
primarily aimed at assessing the municipal fiscal status and provide a base for determining
the ability of the ULB to sustain the planned investments.
10.1.3 REVENUE ACCOUNT

The revenue account comprises two components, revenue income and revenue
expenditure. Revenue income comprises internal resources in the form of tax and non-tax
items. External resources are in the form of assigned revenues and revenue grants from the
GoTN. Revenue expenditure comprises expenditure incurred on salaries, operation &
maintenance, administrative expenses and debt servicing.
Revenue Income:
The revenue sources can be broadly categorized as own sources (includes both tax and
non-tax revenues), assigned revenues and grants. The source-wise income generated
during the review period is presented in the table below. The base and basis of each income
source has been further elaborated in the following section.
Property tax is the major source of tax revenue while other taxes include tax on carriages &
carts, advertisement tax, profession tax and tax on animals. Non-tax sources included all
non-tax revenues such as fees and charges levied as per the Act. Such revenue sources
include rent from municipal properties, fees & user charges, sale & hire charges and others.
Final Report
- 123 -
Table 10.2: Source-wise Revenue Income

Sl.
No.
Account Head
REVENUE ACCOUNT
1
Property Tax
2
Other Taxes
a. Profession Tax
b. Others
3
Assigned Revenue
4
Devolution Fund
5
Service Charges and Fees
a. Water Charges
b. Service Charges and Fees
(excluding Water Charges)
6
Sale and Hire Charges
7
Other Income
SECTORAL CONTRIBUTION TO TOTAL REVENUE
1
Property Tax
2
Other Taxes
a. Profession Tax
b. Others
3
Assigned Revenue
4
Devolution Fund
5
a. Water Charges
b. Service Charges and Fees
(excluding Water Charges)
6
7
Other Income
GROWTH TRENDS IN %
1
Property Tax
2
Other Taxes
a. Profession Tax
b. Others
3
Assigned Revenue
4
Devolution Fund
5
a. Water Charges
b. Service Charges and Fees (excluding Water
Charges)
6
Other Income
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Budget
Actuals
75.74
75.19
79.82
84.69
85.26
88.80
5.00
0.00
23.80
63.65
6.21
0.00
6.71
26.78
6.99
0.00
13.04
56.51
7.38
0.00
14.01
91.10
8.02
0.00
11.48
92.64
9.04
0.00
10.75
118.12
11.88
11.90
11.65
11.65
11.66
31.73
6.60
7.49
18.64
19.49
43.73
56.78
0.55
16.69
0.00
23.10
0.00
23.63
0.00
30.31
0.00
27.07
0.00
38.60
11.28
12.37
12.26
13.28
23.73
19.36
0.74
0.00
3.54
9.48
1.02
0.00
1.10
4.41
1.07
0.00
2.00
8.68
1.16
0.00
2.20
14.29
2.23
0.00
3.20
25.79
1.97
0.00
2.34
25.75
1.77
1.96
1.79
1.83
3.25
6.92
0.98
1.23
2.86
3.06
12.17
12.38
0.08
2.49
0.00
3.80
0.00
3.63
0.00
4.75
0.00
7.54
0.00
8.42
(0.74)
0.00
24.28
-(71.83)
(57.92)
0.00
0.20
6.16
0.00
12.56
-94.44
111.00
0.00
(2.12)
6.11
0.00
5.61
-7.48
61.21
0.00
0.04
0.67
0.00
8.73
-(18.06)
1.69
0.00
0.08
4.15
0.00
12.63
-(6.36)
27.50
0.00
172.05
13.42
148.87
4.53
124.38
29.85
38.41
2.31
28.25
(10.68)
42.59
Major source of revenue income is in the form of Own tax revenues and Devolutions funds,
which contributes to about half of the revenue income on average. As a whole, revenue
income has registered an annual negative growth of 8.78 percent on average during the
assessment period.
While the growth pattern is a common feature to be
Table 10.3: Tax Contribution
talked about while analyzing the financials, it is
Details
Composition (%)
equally important to analyze the composition of
Own Tax revenues
36.91
income which actually reveals the status of the local
Own Non-tax revenues
25.89
body with respect to the sustainability of revenues; i.e.
Assigned Revenues
5.55
if the share of devolution funds is higher, it means that
Devolution of Funds
28.72
the local bodys dependence on devolutions and
grants are much higher and hence they are need to generate more own revenues. As for the
composition of income of Sattur Municipality, the major contributors are Own tax revenues,
Devolution Fund , and Own Non-Tax revenues which constitutes around 36.91 % , 28.72 %
and 25.89 % respectively to the total income of the Sattur Municipality, The composition of
income during the last six years is graphically represented as follows-
Final Report
- 124 -
Share of Receipts
100%
80%
60%
40%
20%
0%
2002-03
Property T ax
2003-04
2004-05
2005-06
2006-07
a. Professional T ax
b. Other T axes (excluding Professional T ax)
Assigned Revenue
Devolution Fund
a. Water Charges
b. Service Charges and Fees (excluding Water Charges)
Grants and Contributions
Other Income
2007-08
The analysis indicates that a higher revenue generation is by way of Own tax revenues and
Devolution funds. It is interesting to note that major income under this head comes from the
Own tax revenues. This forms 36.91 % of the total income. It is followed by Devolution
Fund of 28.72 % to total income. This is a very good indicator of the growth of the town.
Sattur, having close proximity to Sivakasi and NH 7 cut across the town has a large potential
in future.
Even though there is a steady income arising out of income from weekly market, consultants
feel that this may not be a sustainable income, as it depends on the occupancy ratio of the
stalls, which is fragile. Income from fees is another head of income which shows a major
income. Upon scrutinizing
Table 10.4: Demand-Collection-Balance (DCB) - Statement for Property Tax (Rs.in lakhs)
the balance sheet it is found
Particulars
2002-03 2003-04 2004-05
2005-06
2006-07 2007-08
that the water charges are
No. of Assessments
11717
11762
11913
12029
12137
13126
categorized as Income from
Growth in
-0.38
1.28
0.97
0.90
8.15
fees, which forms at least
Assessments (%)
60% of income under this
Demand (Rs. in lakhs)
head.
Arrear
23.36
28.63
27.96
34.36
41.51
45.85
Current
42.70
43.92
45.15
47.82
49.19
51.12
Property Tax: The most

Total
66.06
72.54
73.11
82.18
90.70
96.97
Collection (Rs. in lakhs)
important category in the
own sources of income is
Arrear
8.76
10.26
8.91
8.64
12.40
12.00
Current
32.18
32.71
32.96
31.38
32.50
32.06
the property tax5. This tax is
Total
40.94
42.96
41.87
40.02
44.90
44.06
imposed on land and
Balance (Rs. in lakhs)
buildings depending on their
Arrear
14.60
18.37
19.05
25.79
29.11
33.85
nature of use. Property tax
Current
10.52
11.21
12.19
16.45
16.69
19.06
component
comprises
Total
25.12
29.58
31.24
42.16
45.80
52.91
holding tax, latrine / drainage
Collection Performance (Percentage)
tax and lighting tax. Property
Arrear
37.49
35.83
31.87
25.14
0.00
26.18
tax is based on the Annual
Current
75.36
74.48
73.01
65.64
66.07
62.71
Rental Value (ARV) of
Total
61.97
59.23
57.27
48.70
49.50
45.44
property and is the single
largest and most elastic
source of revenue. The ARV of the property varies with the nature of use, viz. a) residential
use - owner occupied, b) residential use - rental and c) commercial use.
5 Property tax belongs to the class of general benefit taxes, primarily indirect user charges for municipal services whose benefits are collective
and not confined to any particular individual / community.
Final Report
- 125 -
The ARV is calculated based on the plinth area, building and land cost. The present tax rate
is 40.00 percent of the ARV, which comprises 18 percent of ARV on General tax, 9 percent
on water tax, 2 percent on latrine/ drainage tax, 3 percent on scavenging tax, 3 percent on
lighting tax and 5 percent for Education Tax. ULB is empowered to revise the property tax at
least once in five years (quinquennial revision).
The property tax demand has increased gradually from Rs. 66.06 lakhs in FY 2002-03 to Rs.
96.97 lakhs in FY 2007-08. This significant increase has been due to the proactive efforts of
the ULB to bring in more assessments into the tax net and improve collection performance
as there was no tax revision earlier during this period. As a whole, the property tax
component has registered an average annual growth rate of 15.38 percent during the
assessment period.
Property tax demand-collection-balance (DCB) statement analysis indicates there is a
gradual growth in the number of property tax assessments during the last six financial years
with an average increase of over 2.34 percent per annum. Average property tax per property
works out to Rs. 662 while average ARV of the property works out to Rs. 1,013 during the
assessment period. Growth trends of the current property tax demand, which has increased
gradually from Rs. 42.70 lakhs in FY 2002-03 to Rs. 51.12 lakhs in FY 2007-08. During the
same assessment period, the arrear demand has increased gradually from Rs.23.36 lakhs
in FY 2002-03 and Rs. 45.85 lakhs in FY 2007-08. The overall collection performance was
about 53.69 percent on average during the assessment period.
Share of Property Tax / Total Incom e
Grow th tre nds in Prope rty tax
25
85
20
Rs. in lacs
% to T o ta l In c o m e
90
80
75
70
65
15
10
5
0
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Other Taxes: Other tax revenues are in the form of taxes levied on carriage & carts,
animals, advertisement, professional tax and others. The most important category in own
sources of income is the property tax. Professional tax is the other most important tax and it
contributes about 2.91 percent of the total tax revenue. Professional tax has fluctuated
between the values from 2.24 percent in FY 2002-03 to 3.66 in FY 2003-04 overall the
assessment period. Other than the professional tax no other tax has not contributed in the
other taxes during the assessment period
Assigned Revenues: Assigned revenues include revenues transferred to the ULB by the
GoTN under specific acts. This source of revenue income comprises duty on transfer of
properties, entertainment tax / public resort and other assigned revenues. Income through
assigned revenue contributes to about 5.55 percent of revenue income, the growth of which
however has been inconsistent. Other sources of assigned revenue include duty on transfer
of properties, entertainment tax/public resort, and others and these sources have not
contributed during the last three financial years of the assessment period as indicated. As a
whole, the assigned revenue has shown inconsistent growth rate during the assessment
period.
Devolution: Based on the Second State Finance Commission recommendations, GoTN
transfers 8% of its state revenue to the local governments. It is the one of the single largest
source of revenue to the ULB, it accounts to 28.72 % average of total revenue over the
assessment period.
Final Report
- 126 -
Non-Tax Revenue / Remunerative Enterprise: Income from remunerative enterprises is

categorized as non-tax income received in the form of rentals from assets like shopping
complexes, market fees, parking fees and income from other real assets owned by the ULB.
Other income of the municipality is the major contributor in the Own Non Tax revenue of the
municipal properties is only which contributes about 25.89 percent on average, during the
assessment period.
The above graph represents growth in

property tax is not steady. However if we
look at the share of property tax to the total
income it has been fluctuating between
11.28 % in FY 2002-03 to 23.73 % in FY
2006-07 over the last six years which is
indicated in the above graph. There are two
reasons for such low composition, (i) due to
lack of collections, (ii) lack of growth of no.
of assessments.
13000
12500
12000
11500
11000
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Property Tax Collection Performance

70%
60%
% of collection
This clearly indicates lack of collection

efficiency as property tax assessments
cannot reduce. The ULB shall look into the
possibilities of resurveying the entire
property with its present value by which unassessed and under assessed property
could be roped into the tax stream.
Growth in PT assessments
13500
50%
40%
30%
20%
10%
0%
2002-03
2003-04
2004-05 2005-06
2006-07
2007-08
Prope rt Tax Colle ction Pe rform ance

60
50
Rs. in lacs
Growth Pattern of Revenue Income:

Growth pattern is mainly required for big
ticket incomes like property tax, professional
tax, and income from water supply. The
below graph represent growth in property
tax in absolute terms. However if we look at
the share of property tax to the total income
it has been fluctuating over the last five
years which is indicated in the graph below.
40
30
20
10
0
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Analysis of growth of no. of assessments
A rrears Current Total
reveals that the growth in assessments has
been increasing gradually from the FY
2002-03 to 2007-08. The collection performance from the figures in the DCB statement
indicates that collections performance is decreasing gradually for the FY 2002-03 to FY
2007-08 throughout assessment period. Therefore, the low composition of property tax to
total income could require an entire relook of the properties in the town, resurvey the entire
property with its present value by which unassessed and under assessed property could be
roped into the tax stream.
The graph relating to PT assessments show a gentle increase till the FY 2006-07 and there
is a steep increase in the FY 2007-08 from the FY 2006-07 which is indicating a good trend
in the growth of the town as well as the increase in tax base. If the share of property tax to
total income is compared with the increase in PT assessments, from the above graphs we
can see that the share is fluctuating in spite of increase in PT assessments. Hence it is
evident that the collection performance has not been to the scale required.
The collection performance indicated in the graph is self-explanatory and provides the
reason for the decreased share of PT to the Total Income. Breaking this further, the graph
below indicates the arrears and current collection performance:
Final Report
Water Charges: Income from water

charges is normally said to be a major
source of income. But in case of Sattur
Municipality, income from water charges
was forming around 2.92% of the total
income. An analysis of no. of water
assessments in comparison to no. of
property tax assessments could reveal the
status of water supply in the town.
The graph clearly reveals that there is a
requirement of increasing the no. of
connections to house holds. The analysis
reveals that the average water supply
assessments are in the range of 2.91 %
over the last 6 years, of the total property
tax assessments. However, chapter 9 of
this report contains details of investments
required to be made in order to have a fullfledged water supply system.
Growth in Professional Tax assessments

430
420
410
400
390
380
370
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Comparison of PT and W S assessments

14000
12000
10000
8000
6000
4000
2000
0
2002-03
2003-04
2004-05
2005-06
No. of PT assessments
2006-07
2007-08
No. of WS assessments
Current and Arrears collection
R s . in la c s
Professional Tax: Even though the share

of professional tax is fairly lower, it is a
sustainable income, the pattern of which
should be analyzed. The average share of
professional tax over the period of last six
years is 2.91 %, which is less in
composition compared to other heads of
income. The no. of assessments has been
gradually increasing over the last six years.
However the collection performance of
professional tax has been fluctuating
between 78.55 in FY 2006-07 to 94.62 in
FY 2007-08, which is encouraging. The
average collections over the last year are
around 84 %
- 127 -
50
40
30
20
10
0
Current Demand
Current Collection
Arrears Demand
Arrears Collection
200203
200304
200405
200506
200607
200708
Years
From the above graph, it can be seen that as against the demand raised for water charges,
collection has been an average of 47.03 %. The result of the analysis is that there is
requirement of increasing the water supply connections to the house holds, and as may be
the demand, source needs to be augmented. As part of the CIP, the consultants have
proposed certain measures to augment water sources and also to construct the collection
system for water supply in the town.
The other major source of own income for this town is being raised by Non Own tax
revenues, being the main head. However the major income under this head is service
charges and fees and other income, which forms roughly 15.10 % and 10.74% of the total
Non revenue income. However Project Overhead Appropriation Expenses, Rent on
Shopping are the major contributors in the Non-Own Tax revenues. Other revenues in this
heads are very minimal. The ULB should try to exploit the potential of weekly market and
create more such avenues for raising resources, which also results in infrastructure
development.
Assigned Revenue: This includes Stamp duties and entertainment tax. The major income
under this head is only from duty on transfer of property (stamp duty), and there is no
income from entertainment tax. Assigned revenue constitutes approximately 5.55 % of the
total income. The revenues under this head seem to be steadily decreasing from the FY
Final Report
Devolutions: There has been a consistent

and
substantial
income
from
the
devolutions. The devolution forms an
average of 28.72 % approx of the total
income of the ULB. The devolution of funds
has been fluctuating between Rs.15.78
lakhs in FY 2003-04 and Rs.35.12 lakhs
during the FY 2005-06. This revenue has
been acting as a supplement for the total
income. It should also be mentioned that
Sattur depending mainly on this source of
revenue
for
meeting
its
recurring
expenditure, from the balance sheet.
Trend
TrendininAssigned
AssignedRevenues
Revenues
RRss. . inin lalaccss
25
25
20
20
15
15
10
10
55
00
2002-03
2002-03 2003-04
2003-04 2004-05
2004-05 2005-06
2005-06 2006-07
2006-07 2007-08
2007-08
Years
Years
Assigned
AssignedRevenues
Revenues
Tre nd in De volution funds

140
120
R s. in lacs
2002-03 to FY 2003-04 and increasing

gradually till the FY 2005-06 and
decreasing in the assessment period. It is
not known if it is because of reduced no. of
land transactions over a period of years, or
if it is due to non- transfer of funds from the
Govt. However, on a thumb rule basis, if PT
assessment increases, there should be an
increase in this revenue also, which hasnt
happened in this case.
- 128 -
100
80
60
40
20
0
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Revenue Expenditure:
Revenue expenditure of the ULB has been analyzed based on expenditure heads broadly
classified under the following heads:
Personal cost;
Administrative expenses;
Operating expenses;
Interest & finance charges;
Revenue grants, contributions and subsidies; and
Miscellaneous / other expenses.
Application of funds by each sector and head-wise utilization of the revenue expenditure is
presented in the table and charts. It may be observed that the personal cost accounts for
35.27 % accounts total expenditure on average during the assessment period. The other
major sector having higher utilization is the operating expenses, which accounts for about
17.31 percent of the revenue expenditure on average. During the assessment period,
revenue expenditure has indicated an average growth of about 9.40 percent per annum
while the corresponding growth in revenue income was 13.69 percent, indicating a
mismatch. A sector-wise break up of costs is shown graphically. A Detailed analysis of each
head of expense followsPersonnel cost & terminal benefits to employees: This include salaries and other related
payments to employees. The expense has been more or less steadily increasing; it reaches
the maximum of 45.17 % during the FY 2005-06. The growth trend of personnel expenses is
as followsThe personnel cost has been gradually increasing but not in a great pace. The ULB shall try
to outsource certain activities like solid waste management, and street light maintenance.
Many of such activities would help in reducing the personnel cost.
Final Report
- 129 -
Share of Expenditure
100%
Capital Expenditure
80%
a. Interest on Loans
60%
Administrative Expenses
Operating Expenses
40%
T erminal and
Retirement Benefits
20%
Personnel Cost
0%
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Table 10.5: Head-wise Revenue Expenditure

Sl.
No.
Account Head
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Actual
EXPENDITURE ACCOUNT
Personnel Cost
Terminal and Retirement Benefits
Operating Expenses
Finance Expenses
SECTORAL CONTRIBUTION TO TOTAL EXPENDITURE
1
Personnel Cost
2
3
Operating Expenses
4
5
Finance Expenses
GROWTH TRENDS IN %
1
Personnel Cost
2
3
Operating Expenses
4
5
Finance Expenses
136.90
32.99
34.23
25.86
128.07
26.52
40.65
12.91
128.67
16.39
64.75
72.10
138.42
33.28
98.27
164.29
171.13
23.01
108.10
23.90
184.14
35.78
119.08
21.63
30.55
31.90
20.84
16.49
10.70
15.81
39.62
9.55
9.91
7.48
41.39
8.57
13.14
4.17
33.31
4.24
16.77
18.67
27.19
6.54
19.30
32.28
37.42
5.03
23.64
5.23
32.67
6.35
21.12
3.84
8.84
10.31
5.40
3.24
2.34
2.80
-----
(6.45)
(19.62)
18.77
(50.10)
0.47
(38.21)
59.28
458.69
7.58
103.05
51.76
127.87
23.63
(30.85)
10.00
(85.45)
7.60
55.51
10.16
(9.51)
--
4.44
(34.66)
(20.88)
(35.09)
47.70
Operating Expenses: This head of

expenditure
include
power
charges,
maintenance expenses of gardens, parks
hospitals, removal of debris, purchase of
scavenging
materials,
etc.
operating
expenses constitutes 17.31 percent to the
total revenue expenditure. The major item
under this head is the Power Charges for
head works and Streetlights which
constitutes 9.22 % and 3.30 of the total
expenditure. The composition of power
charges as part of the total operating
expenses is given in the above graph.
Trend increase in pow er charges

Rs. in lacs
1
2
3
4
5
80
60
40
20
0
2002-03 2003-04 2004-05
2005-06 2006-07 2007-08
Pow er charges for headw orks

Pow er charges for street lights
Final Report
- 130 -
From the numbers and the graph, it is seen that power charges consumes the majority
portion. The ULB shall focus its attention on reducing the costs incurred under this head by
privatizing the entire street lighting, to the Energy Service Companies. This is the model
which is being tried by many local bodies. This applies to both street lighting and water
supply. It is to be noted that the above analysis does not include sewerage systems. If
sewerage systems are proposed, the ULB cannot sustain the expenditure in their balance
sheet. Energy efficiency measures can be attempted by the ULB in a small scale.
Power charges as a ratio of total operating expenses
140.00
120.00
R s . in la c s
Rs. in lacs
Trend increase in Personnel cost

200
180
160
140
120
100
80
60
40
20
0
100.00
80.00
60.00
40.00
20.00
0.00
2002-03
2002-03
2003-04
2004-05
2005-06
2006-07
2003-04
Pow er charges for headw orks
2007-08
2004-05
2005-06
Pow er charges for street lights
2006-07
2007-08
Total operating expenses
Re pairs & M ainte nance
Rs. in lacs
45
Repairs & Maintenance: This is the major
40
head of expenditure and includes repairs
35
and maintenance of assets like drainage,
30
bridges, roads, etc. The bigger item of
25
20
expenditure under this TWAD board
15
maintenance and light vehicle maintenance
10
with a share of 5.40 and 1.65 percent of the
5
total repairs and maintenance expenses.
0
nd
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
After a decreases from the 2 FY of the
assessment period then there is a gradual
increases till the FY 2006-07. Cost of other maintenance expenditure constitutes a minor
ratio of around 1%. With proper water supply systems in place, this could be reduced.
Moreover, the ULB shall also do a leak detection study, upon implementation of which the
maintenance costs of water supply could be less. Reportedly, the other major expenditure is
the heavy vehicle maintenance. In absolute terms, it does not appear to be huge.
10.1.4 DEBT SERVICING

As on March 31, 2008 ULB has a loan obligations/debt liability of Rs. 176.51 lakhs.
Considering the current property tax demand (FY 2007-08) of Rs. 51.12 lakhs, the ULB can
leverage debt to finance its projects to an extent of Rs. 102 lakhs - 153 lakhs as this would
be within the threshold range of minimum 2 and maximum 3 times the current property tax
demand generally considered by financial institutions for the purposes of lending. However,
based on the revenue receipts and revenue expenditure during the assessment period, the
ULB would be in a position to draw loans6 to an extent of about Rs. 88.45 lakhs on average.
10.1.5 CAPITAL ACCOUNT

The capital account comprises two components, viz. capital income and capital expenditure.
The base and the basis of transactions in this account are elaborated below.
Capital Income: Capital income mainly comprises income/receipts for capital works like
loans/ borrowings, capital grants from the Central/State Government, and sale proceeds
from assets apart from transfers the revenue account to the three capital funds maintained
by the ULB, viz. Municipal General Funds, Earmarked Funds and Reserve Funds.
6 Based on the acceptable thumb-rule, about 25 percent of the total revenue receipts and/or about 30 percent of the total revenue expenditure,
whichever is lower, can be considered as leverageable surplus.
Final Report
- 131 -
This account also has contributions received in the form of security deposits/EMD from
suppliers, contractors, etc. It is noteworthy that the ULB has received capital grants of
Rs.101.63 lakhs during the FY 2007-08 through Govt schemes.
Table 10.6: Break-up of Capital Receipts/Income
Rs in Lakhs
S.No
Head
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Grants in aid from State Government

1
2
3
4
5
6
7
8
Basic Amenities
M.P L.A.D
M.L.A, L.A.D
D.D.P
Flood Relief
Drought Relief
Other (General Funds)
Total Grants from State Govt. (A).
Grants from Central Government
1
Eleventh/TwFC Central Fin.Commn.
2
National Slum Development Programme
3
SJSRY Wages
4
SJSRY Self Employment
5
VAMBAY Scheme
6
Others
Total Grants from Central Govt.(B)
Total Capital Income (A+B)
Source: Sattur Municipality; 2007
1.87
1.99
11.56
0.00
0.00
24.9
0.00
4.71
45.03
15.00
0.00
9.90
1.66
0.00
26.14
0.00
0.00
52.56
0.00
1.40
13.00
0.00
0.00
24.00
10.09
0.00
48.496
0.00
0.00
0.00
0.00
0.00
5.00
0.00
0.00
5.00
0.00
1.25
22.35
0.00
20.00
0.00
13.49
19.4
76.49
0.00
2.10
23.05
0.00
24.8
7.00
6.8
37.88
101.63
10.24
12.00
0.20
0.11
12
0.00
34.55
79.58
2.50
12.00
0.35
0.09
0.00
1.00
15.94
68.50
5.00
12.00
0.37
0.00
0.00
0.72
18.09
66.58
0.00
0.00
0.00
0.00
0.00
0.00
0.00
5.00
0.00
0
0.61
2.26
0.00
0.00
2.87
79.36
0.00
0.00
0.85
2.37
0.00
0.00
3.22
104.85
Capital Expenditure: Capital expenditure may be broadly categorized under three broad
heads, viz. a) acquisition/ purchase of fixed assets; b) capital projects; and c) other capital
expenses like refund of deposits, spending from the municipal funds, etc. The ULB has been
spending more on Roads and water supply works of total capital expenses. It is then
followed by the Public Health & Sanitation during the assessment period. The ULB has
spent about Rs.149.83 lakhs during the FY 2007-08 which is the Year this municipality has
received higher capital income and expenditure in the same year.
Table 10.7: Break-up of Capital Expenditure
Particulars
2002-03
Roads
Storm Water Drains
Water Supply
Public Health & Sanitation
Conservancy
Others
Total Capital Expenditure
2003-04
2004-05
2005-06
Rs in Lakhs
2007-08
2006-07
9.76
7.96
24.67
6.09
5.4
13.28
25.22
1.89
7.64
14.11
3.47
2.1
53.48
7.85
0.00
71.01
24.71
4.06
2.71
0.00
0.00
45.1
20.34
0.7
0.00
45.81
10.01
0.00
0.00
44.76
1.96
0.00
0.00
21.64
0.00
0.00
17.12
78.45
0.00
3.22
46.83
149.83
10.1.6 REVIEW OF FINANCE

Highlights of the finance of Sattur Municipality under different heads are listed below.
Minimum
Maximum
Average
Unit
A.
Resource Mobilization Indicators - General
Share of Property Tax Component
11.28
23.73
15.38
percent
Share of Other Taxes (including Professional Tax)
0.74
2.23
1.37
percent
3
4
Share of Assigned Revenue

Share of Devolution Funds
1.10
4.41
3.54
25.79
2.40
14.73
percent
percent
Share of Service Charges and Fees
2.75
19.30
8.37
percent
Final Report
- 132 -
Share of Grants and Contributions
0.78
22.86
13.18
percent
7
8
Share of Sale and Hire Charges

Share of Other Income
0.00
2.49
0.08
8.42
0.01
5.10
percent
percent
Per Capita Income -Year 2006-07
1374.78
Rupees
10
11
Growth in Property Tax Component

Growth in Other Taxes (including Professional Tax)
3.27
12.76
percent
percent
12
Growth in Other Taxes (excluding Professional Tax)
13
14
Growth in Assigned Revenue

Growth in Devolution Funds
15
17
Growth in Service Charges and Fees (including Water

Charges)
Growth in Service Charges and Fees (excluding Water
Charges)
Growth in Grants and Contributions
18
19
Growth in Sale and Hire Charges

Growth in Other Income
20
Growth in Total Receipts
B.
Resource Mobilization Indicators - Property Tax
1
2
No. of Assessments as on 2006/2007

Growth in Assessments
Current Tax Rate
ARV per Property - 2006/2007
5
6
Tax Per Property (Average)

Collection Performance
16
(0.74)
5.61
6.16
24.28
0.00
0.00
0.00
percent
(71.83)
(57.92)
94.44
111.00
1.13
28.70
percent
percent
2.80
77.87
40.32
percent
4.53
148.87
64.21
percent
(92.49)
1487.20
282.02
percent
(100.00)
(10.68)
(100.00)
42.59
(100.00)
20.18
percent
percent
(43.66)
27.68
(4.08)
percent
0.38
1.28
12137
1.18
Nos.
percent
40
percent
1013
Rupees
662
Rupees
a. Arrear Demand
0.00
37.49
26.07
percent
b. Current Demand
c. Total Demand
65.64
48.70
75.36
61.97
70.91
55.34
percent
percent
426
Nos.
(1.76)
5.64
2.43
25
percent
percent
1638
Rupees
C.
Resource Mobilization Indicators - Profession Tax
No. of Assessments as on 2006/2007
2
3
Growth in Assessments
Current Tax Rate
Tax Per Assessment (Average)
a. Arrear Demand
7.32
44.21
27.88
percent
b. Current Demand
91.96
100.00
94.40
percent
c. Total Demand
78.55
84.93
81.88
percent
0.00
0.00
3000
0.00
Nos.
percent
22.50
percent
D.
Resource Mobilization Indicators - Water Charges
1
2
No. of Connections as on 2006/2007

Growth in Connections
Share of Water Tax in Property Tax Component
a. Arrear Demand
24.65
45.87
35.38
percent
b. Current Demand
49.58
62.33
56.21
percent
c. Total Demand
38.62
52.50
45.79
percent
E.
Expenditure Management
Final Report
1
2
Share of Personnel Cost (Establishment)

Share of Terminal and Retirement Benefits
- 133 -
27.19
4.24
41.39
9.55
35.27
6.71
percent
percent
Share of Operating Expenses
9.91
23.64
17.31
percent
6
7
Share of Administrative Expenses

Share of Finance Expenses
3.84
2.34
32.28
2.34
11.94
5.49
percent
percent
Share of Deposits & Advances
4.25
4.25
14.57
percent
9
10
Per Capita Expenditure - 2006-2007

Growth in Personnel Cost (Establishment)
(6.45)
23.63
1370.66
6.56
Rupees
percent
11
Growth in Terminal and Retirement Benefits
(38.21)
103.05
13.98
percent
12
Growth in Operating Expenses
10.00
59.28
29.99
percent
15
16
Growth in Administrative Expenses

Growth in Finance Expenses
(85.45)
(35.09)
458.69
47.70
88.30
(7.70)
percent
percent
17
Share of Deposits & Advances
(51.65)
262.52
60.23
percent
18
19
Share of Debt Servicing Expenditure

Operating Ratio
2.34
1.25
10.31
1.88
5.49
1.55
percent
Ratio
20
Growth in Debt Servicing Expenditure
(75.65)
263.98
32.21
percent
21
Growth in Total Expenditure
(10.47)
31.80
11.85
percent
F.
Debt and Liability Management
Agencywise Outstanding Loan Amount

a. Government of Tamil Nadu
80.19
Rs. Lakhs
b. MUDF/TNUDF
c. Other Financial Institutions
40.50
55.82
Rs. Lakhs
Rs. Lakhs
Total
2
Outsanding Loan Per Capita
3
4
Ratio of Outstanding Loan to Property Tax Demand

DS/TR (Debt Service/Total Revenue)
3.20
21.92
176.51
Rs. Lakhs
529.07
Rupees
3.69
10.81
Ratio
percent
10.1.7 KEY FINANCIAL INDICATORS

To assess the financial situation and performance of the ULB, certain key financial indictors
have been generated. Following are the heads under which specific indicators of financial
status and performance of the ULB have been assessed:
Resource mobilization;
Expenditure management; and
Debt and liability management.
Following table provides performance of various key financial indicators of the ULB during
the assessment period, along with the comparison with certain desirable benchmarks for
evaluation.
Table 10.8: Performance of Key Financial Indicators in Sattur Municipality
Summary Statement
Account Head
(All figures in Rs. Lakhs)
Sl. No.
2002-03
2003-04
2004-05
2005-06
2006-07
(175.20)
1.50
(249.53)
1.69
(361.45)
1.64
(568.38)
1.88
(683.99)
1.35
(765.79)
1.25
17.99
21.92
11.54
6.38
3.82
3.20
Actuals
1
2
3
Revenue Account Status (Incl. OB)

Operating Ratio
(Rev. Expen./Rev. Inc.)
Debt Servicing - % of Income
2007-08
Budget
Final Report
- 134 -
Performance of Sattur Municipality
Existing (2002-03 to 2007-08)

OR (Ratio)
DSR (%)
Category
Minimum
Maximum
Average
1.25
1.88
1.55
3.20
21.92
10.81
Desirable
Benchmark
Less than 1.00
Less than 30 percent
Note: 1: Financially Sound; 2: Financially Fragile; 3: Financially Insolvent

Final Report
- 135 -
11
FINANCIAL OPERATING PLAN
11.1 OVERVIEW
The Financial Operating Plan (FOP) is a multi-year forecast of finances of the urban local
body. The FOP can be generated for a short term (5 to 7 yrs) and also for the long-term (20
yrs) period. In the context of this assignment, the FOP is generated for the short term (200809 to 2012-13). The projection has also been extended for the long-term (20 years) to
essentially provide a snapshot of the impact of identified investments on the municipal
finances in the long run.
The objective of this section is to assess the investment sustenance capacity of the ULB vis-vis the projects identified in the CIP as part of the CCBP preparation. FOPs are essentially
a financial forecast, developed on the basis of the growth trends of various components of
income and expenditure, based on time-series data. Accordingly, the financial forecast has
been prepared for the ULB. Broadly, all the sectoral components envisaged for funding are
under the ULB. The FOP is in full consonance with the town's vision & approach to
development and priorities and action plans approved by the stakeholders. Several
assumptions were made while forecasting finances. The study team has adopted necessary
caution to adopt the assumptions based on current growth trends, contribution pattern of
various revenue drivers, and utilization pattern of various expenditure drivers. In addition,
various quantifiable assets and liabilities of the ULB were also taken into account and
phased over a period of time. The following section provides insight into the various
assumptions made, necessary logic and justifications for such assumptions.
11.2 BASE AND BASIS

In order to assess the investment sustaining capacity of the ULB, the fiscal situation is
simulated through a Financial Operating Plan (FOP). The FOP is a multi-year forecast of
finances for a term of 20 years. It is used to forecast revenue income and operating
expenditure for the period between FY 2008-09 and FY 2012-13 and between FY 2012-13
and FY 2027-28. However, capital expenditure is planned from FY 2009-10. Following are
the important considerations towards simulating the fiscal situation of the ULB and include
both existing and new resources.
Income considerations
Revision of property tax ARV by 35 percent in FY 2007-08 and FY 2012-13 from the
existing previous base (quinquinennial revision);
Revision of about 30 percent in the base tariff for water and sewerage (as
applicable) during FY 2008-09, matching with the commissioning of the proposed
schemes has been proposed. A concurrent increase of 5 percent per annum for
other years as per the prevailing procedure of the GoTN Notification is also taken
into consideration;
Improving arrears tax collection efficiency to at least 75 percent and current
collection efficiency to at least 85 percent;
Growth in other revenue income items based on past performance and/or likely
growth; and
Any additional resources generated as part of proposed investments are taken into
consideration.

Final Report
- 136 -
Expenditure considerations
Establishment expenditure assumed to increase at the rate of 8 percent per annum
(8 percent is considered as there has been a consistent low growth rate over the
past years and also there is a restriction by the GoTN for fresh recruitment);
Repairs & maintenance to grow based on past performance and/or likely growth;
Proposed capital expenditure and phasing based on investments recommended;
Additional O&M for new investments are also taken into account.
11.3 KEY ASSUMPTIONS

In forecasting income and expenditure, key assumptions and guiding principles adopted are
indicated in Table 11.1 below:
No.
A.
1.
2.
3.
4.
5.
B.
1.
2.
3.
4.
5.
6.
C.
1.
Table 11.1: Basic Assumptions for the FOP

Particulars
Assumption for Forecast
REVENUE INCOME
Taxes
Property Tax
- ARV Revision
30% during FY 2008-09 and FY 2013-14
- Growth in Assessments
Ceiling 7%
Gradually stabilize at 4-5%
- Collection Performance
Arrear demand - 75%
Current demand - 85%
Other Taxes
5% annual growth
Water Supply
Water Tariff Revision
30% revision of base tariff during FY 2008-09 while commissioning
the new scheme
5% automatic revision every year as per prevailing practice and
GoTN Notification
Coverage
Ceiling 85% of Property Tax Assessments
Connection Charges
20% increase every 3 years starting from FY 2008-09
Arrear demand - 65%
Sewerage
Sewer Charges Revision
30% revision of base tariff during FY 2008-09 while commissioning
the new scheme
5% automatic revision every year as per prevailing practice and
GoTN Notification
Coverage
Ceiling 75% of Property Tax Assessments
Connection Charges
25% increase every 3 years starting from FY 2008-09
Arrear demand - 70%
Assigned Revenue
Other Assigned Revenues
-Other Revenue Items
Rent from Municipal Properties
Ceiling 15%
Fees and User Charges
Ceiling 20%
15% annual growth
Revenue Grants, Contributions
Ceiling 5%
and Subsidies
Other Income
Ceiling 15%
REVENUE EXPENDITURE
Establishment
8% annual growth
8% annual growth
Repairs and Maintenance 20% annual growth
Existing Assets
Interest and Finance Charges Based on annuity calculation on the loans outstanding
Others
Revenue Grants, Contributions
Ceiling 5%
and Subsidies
Miscellaneous / Other Expenses
Ceiling 10%
CAPITAL STRUCTURING
Capital Grants - GoI/UIDSSMT
80% of capital expenditure
Final Report
No.
2.
- 137 -
3.
Particulars
Capital Grants - GoTN as
Counterpart Contribution
ULB as Counterpart Contribution
4.
5.
Loans/Borrowings
Investment phasing
Assumption for Forecast

To be transferred from revenue surplus (primary operational surplus)
Resource gap to be met through debt
8% interest repayable in 15 years.
Optimum Scenario: As per the CIP under optimum scenario, full
investment.
Sustainable Scenario: As per the CIP under sustainable investment
level only.
11.4 SCENARIOS AND FINANCIAL PROJECTIONS

Based on the above assumptions and the proposed and prioritized CIP, separate FOPs
have been generated. As stated earlier, the investments pertaining to all sectors have been
incorporated in the FOP prepared for the ULB. Pertinent O&M expenses (on new assets)
and the receivables thereon are also incorporated into the FOP. The FOP is generated
under the following scenarios:
Base Case - Optimum Scenario: This scenario assumes the capital investment estimate
and the phasing as per the Optimum Scenario. The FOP has been generated assuming
full CIPs under the Optimum Scenario for ULBs; and
Sustainable Scenario Option: This scenario is envisaged to ascertain a sustainable level
of the ULB for the proposed CIP considering the ULBs capital investment capacity and
its capacity to maintain the new assets.
From the discussion with the CMA and stakeholders of the ULB it was observed that
Underground sewerage system takes the long-term priority of the town taking into
consideration huge capital investment requirements and operation and maintenance
requirements. Hence the study team worked out the implementation and financial operating
plan with and without Underground sewerage project. In short-term period, an interceptor
drains with treatment plant are suggested to control / minimize the sewage and sullage load
which are being disposed into the major water bodies in the town through road side drains.
FOP has been evolved for the following four cases.
Case 1 FOP under Sustainable Scenario within their Borrowing Capacity

Case 2 FOP without Underground Sewerage Project under Optimum Scenario
Case 3 FOP with Underground Sewerage Project under Optimum Scenario
Case 4 FOP within their Borrowing Capacity Zero Grant
Even though scenarios are worked out, there is a possibility of reducing the capital
investment and thus increasing the borrowing / investment capacity of the ULB. Certain
projects have been identified, which can be outsourced or privatized, the list of which and
their costs are given as follows:
S.no.
1
Projects
Roads
Description
Strengthening
existing
roads
Amount
184.94
Upgradation of important
roads
259.41
Remarks
Government periodically announces grant
programs for development or upgradation of
roads. This particular project identified can be
posed under these grant projects, in phases,
as JNNURM does not support individual
projects, but takes an integrated approach.
Further, the ULB does not have surplus
financials to meet the expenditure by
themselves
-do-
332.87
-do-
Final Report
- 138 -
Storm Water Drains
Street lighting
Solid
management
Remunerative
Proposals
1256.41
277.09
Waste
443.54
Development of park and

shopping complex facility
at vacant land in Perumal
Koil Land along the NH
Construction
of
modernized
Slaughter
house near the By pass
road
Improvements of the
existing Market complex
27.22
4.29
76.23
As said above, this can also be included in

Govt. sponsored programs as part of the road
project.
It is now prevalent to take up maintenance of
street lighting by Energy Saving Companies,
which are being tested in municipalities. This
can be done here, where the initial investment
will be made by the ESCO, and they will
maintain the street light system for a particular
concession period. This initiative can be taken
up by Sattur TP, through the advice of CMA
Almost all municipalities in Tamil Nadu have
now started privatizing most of their SWM
activities, in order to have better efficiency in
service and also cost-effective. This is
cropping up in the light of the Supreme Court
ruling. It is felt that Sattur TP shall follow the
same principle, so that there is a better
efficiency in service, and does ends up neither
in capital investment nor O&M costs.
Alternatively, if it is felt that the amount of
garbage generated is not attractive to a private
investor, there are programs coming up like
Integrated Solid Waste Management piloted
by the TNUDF, where studies have
commissioned for Corporations. This study
envisages a single contract for primary,
secondary
collection,
transportation,
composting and landfill activities by one BOT
operator.
This can be done in a PPP mode by allowing
BOT operator to invest, construct, operate and
transfer. In this process, Sattur TP can also
expect rental income on a monthly / annual
basis from the BOT operator. This will be a
source to augment revenues.
Alternatively, ULB can also build and allow
private operators to maintain. However, in this
case, there will be an initial investment by the
ULB.
Moreover, private operators have
imaginative way of constructing in order to
attract business, which is not the objective of
any ULB. Therefore, it is better to go in for a
BOT option.
-do-
There are two ways of doing this project

i.) With the initial investment of a BOT
operator, the entire market could be
constructed by him, and the rentals collected
by the operator himself. There could be a
contractual binding as to payments to the ULB
by the operator annually or half-yearly, on the
basis of the rental income.
ii) The second option would be prepare
designs, showcase the designs and identify
lessees, get upfront rentals from them so that
it covers the capital cost, then start
construction. This method will help the ULB in
firming up the lessees for the market, as well
as meet the construction cost without touching
Final Report
- 139 -
Construction of Shopping
Complex in the existing
office area.
Construction of the first
floor above the existing
bus stand shops
57.17
38.12
the balance sheet

Privatization could be thought of in this case
also
Even though BOT operations are difficult for
this project, the TP can outsource the entire
management, so that construction is made by
the TP, and, the maintenance is carried out by
private sources. There could be a model
where, the private operator can charge fee of
his choice, but finally end up paying the local
body rentals. This enables quicker pay back of
the project and also lesser maintenance cost
with respect to these aspects
Case 1: Capital Investment Considered under the Sustainable Scenario: This is a

scenario where the investments are sized according to the financial capabilities of the ULB.
This is worked out based on certain assumptions. The method of such workings and the
results thereon are given in the forthcoming sections.
Method and Assumption:
The sustainable scenario is prepared after taking into consideration, the revenue inflows and
outflows from the base scenario, i.e. the income from sewerage and water charges and
O&M on assets is taken. In order to arrive at the sustainability, three different parameters
were used which are,
TE /TR <1
DS /TR <=30%
30% of the operating surplus should be retained as surplus and the balance can only
be leveraged.
Table 11.2: Borrowing & Investment Capacity of Sustainable Case Scenario
Details
Borrowing Capacity
Investment Capacity
2008-09
0.00
0.00
2009-10
0.00
0.00
2010-11
0.00
0.00
2011-12
0.00
0.00
2012-13
0.00
0.00
(Rs. In lakhs)
Total
0.00
0.00
From the above table it is found that ULB does not have a borrowing and investment
capacity to fund the projects identified under CCBP. In the judgment of the consultants, the
ULB shall execute the works mentioned in the section 11.4 within a period of 2 years and
then go in for further capital investments.
For executing the above, it is quite obvious that ULBs may not have the capacity to prepare
contract documents or conduct feasibility study. For this purpose, they may engage a bid
process consultant through grant funds available with the CMA, and with the guidance of FIs
who are developing such practices.
Case 2: Capital Investment Considered under the Base Case Optimum Scenario:
This scenario assumes the capital investment estimate and the phasing as per the Optimum
Scenario. The FOP has been generated assuming full CIPs excluding underground
sewerage project under the Optimum Scenario.
Capital Investment Considered for FOP Generation (Case 2: FOP without UGSS): In
order to formulate FOP, projects that are directly implementable and having the impact over
the finance of ULB are considered. In this case UGS scheme to the town is not considered
Final Report
- 140 -
since implementation of this scheme requires heavy capital investment. Also in this case,
projects which are implemented by other departments like Rehabilitation of Vaippar River
and Ventankulam Tank etc are not considered for FOP iteration.
Assumptions:
Table 11.3: Assumptions on Means of Finance
Based on the phasing assumed
Fund Option
2008-09 2009-10
2010-11 2011-12
2012-13
the financials are done with
Loan
60%
60%
60%
60%
60%
certain basic assumptions on the
Grant
30%
30%
30%
30%
30%
means
of
finance.
Loan
Own
10%
10%
10%
10%
10%
assumptions
were
made
Total
100%
100%
100%
100%
100%
conservatively, and are an
average of the various grants
Table 11.4: Assumptions on Means of Finance (Rs. In Lakhs)
and loans available. Moratorium
Loan
2008-09
2009-10 2010-11 2011-12 2012-13
of 2 years is considered on a
Assumptions
conservative side. The O&M is
Tenure
15
15
15
15
15
assumed based on sectors. The
Rate of Interest
9.00% 9.00%
9.00%
9.00%
9.00%
following table summarizes the
outcome of the FOP under the Base Case - Optimum Scenario against select key
indicators.
FINANCIAL OPERATING PLAN - Base Case: Optimum Scenario (Under Case 2)

Existing (2002-03 to 2007-08)
Minimum
Maximum
Average
OR (Ratio)
DSR (%)
Category
1.25
3.20
1.88
21.92
1.55
10.81
3
1.31
6.08
2.26
103.80
1.94
69.60
3
OR (Ratio)
1.31
DSR (%)
(0.00)
Category
2.26
103.80
1.86
50.55
3
Short-Term (2008-09 to 2012-13)

OR (Ratio)
DSR (%)
Category
Long-Term (2008-09 to 2027-28)
Under the above scenario (Base Case - Optimum Scenario), if the full investment of
Rs.7,019.02 Lakhs is assumed for ULB and the FOP is forecast based on the above
assumptions, the ULB will be in a deficit position in all the FYs with an average of Rs.
1,835.46 Lakhs during the Short term Period. Further, in order to meet resource
requirements of its own contribution, the ULB would need to take loan of Rs. 4,211.66 Lakhs
during this period. In order to sustain the proposed capital investment, the ULB may require
grant support from the GoTN and GoI to the extent of at least Rs. 2,807.77 Lakhs during this
period. This is expected capital grant contribution from the GoTN at and GoI at 10 percent
each. In order to meet resource requirements of its own contribution, the ULB dont have the
capacity to transfer from its revenue because of its deficit position in the previous FY. The
summary of results from 2008-09 to 2012-13 (short-term) is provided as follows:
Final Report
- 141 -
Table 11.5: Summary of Base Case Optimum Scenario (Under Case 2)

S.No
1
2
3
4
5
6
7
8
9
10
11
Summary Statement
Opening Balance
Revenue Receipts
Revenue Expenditure
Operating Ratio
Debt Servicing Ratio (%)
Operating Deficit/Revenue Grant Requirement
Closing Balance
Capital Grant - GoI
Capital Grant - GoTN
ULB Contribution - Transfers from Revenue Surplus
ULB Contribution - Loan/Borrowings
2008-09
(810.77)
356.71
467.14
1.31
6.08
110.42
(921.20)
0.00
0.00
0.00
0.00
2009-10
(921.20)
395.86
686.79
1.73
49.71
290.93
(1212.13)
472.06
472.06
0.00
1416.17
2010-11
(1212.13)
435.69
938.28
2.15
89.48
502.59
(1714.72)
520.26
520.26
0.00
1560.79
(Rs. In lakhs)
2011-12
(1714.72)
493.25
1114.77
2.26
103.80
621.52
(2336.24)
329.67
329.67
0.00
989.02
2012-13
(2336.24)
536.17
1192.95
2.22
98.92
656.78
(2993.02)
50.97
50.97
0.00
152.90
It can be observed that there is an operational deficit in all the FY during the short-term
period and also deficit in the closing balance in all the FYs due to higher loan dependency
for the projects identified under CCBP. However, based on assumptions, the capital
components of the assumed investments are the loans (Rs. 4,211.66 Lakhs) and the grants
contributes (Rs. 2,807.77 Lakhs) to be made by the ULBs. The interest portion is taken for
calculation of the revenue surplus; the principal repayment is taken as revenue expenditure.
Debt Service Coverage Ratio during the short-term period is average of 69.60% which is
higher than 30% (permissible limit).
Case 3: Capital Investment Considered under the Base Case Optimum Scenario:
This scenario assumes the capital investment estimate and the phasing as per the Optimum
Scenario. The FOP has been generated assuming full CIPs under the Optimum Scenario.
Capital Investment Considered for FOP Generation (Case 3: FOP with UGSS): In order
to formulate FOP, projects that are directly implementable and having the impact over the
finance of ULB are considered. Under this case, Projects which are implemented by other
departments like Rehabilitation of Vaippar River and Ventankulam Tank, Construction of
ROB, widening of existing bridge, Construction of new by-pass road etc., are not
considered.
Assumptions:
Table 11.6: Assumptions on Means of Finance
Based on the phasing assumed
Fund Option
2008-09 2009-10
2010-11 2011-12
2012-13
the financials are done with
Loan
60%
60%
60%
60%
60%
certain basic assumptions on the
Grant
30%
30%
30%
30%
30%
means
of
finance.
Loan
Own
10%
10%
10%
10%
10%
assumptions
were
made
Total
100%
100%
100%
100%
100%
conservatively, and are an
average of the various grants
and loans available. Moratorium
Table 11.7: Assumptions on Means of Finance (Rs. In Lakhs)
of 2 years is considered on a
Loan
2008-09 2009-10 2010-11 2011-12 2012-13
conservative side. The O&M is
Assumptions
assumed based on sectors.
Tenure
15
15
15
15
15
Rate of Interest
9.00% 9.00%
9.00%
9.00%
9.00%
Recent trends on O&M have
been adopted for making these
assumptions. The following table summarizes the outcome of the FOP under the Base
Case - Optimum Scenario against select key indicators.
Final Report
- 142 -
FINANCIAL OPERATING PLAN - Base Case: Optimum Scenario (Under Case 3)

Existing (2002-03 to 2007-08)
Minimum
Maximum
Average
OR (Ratio)
DSR (%)
Category
1.25
3.20
1.88
21.92
1.55
10.81
1.31
6.08
2.36
114.20
1.91
72.83
Short-Term (2008-09 to 2012-13)

OR (Ratio)
DSR (%)
Category
Long-Term (2008-09 to 2027-28)

OR (Ratio)
1.21
DSR (%)
0.00
Category
2.36
114.20
1.74
51.47
Under the above scenario (Base Case - Optimum Scenario), if the full investment of Rs.
9,240.41 Lakhs is assumed for ULB and the FOP is forecast based on the above
assumptions, the ULB will be in a deficit of position in all the FY of the short term period as
well as in the long term period
Further, in order to meet resource requirements of its own contribution, the ULB would need
to take loan of Rs. 4,861.26 Lakhs during this period. In order to sustain the proposed
capital investment, the ULB may require grant support from the GoTN and GoI to the extent
of at least Rs. 3,696.17 Lakhs during this period. This is expected capital grant contribution
from the GoTN at and GoI at 10 percent each.
In order to meet resource requirements of its own contribution, the ULB would need to
transfer its revenue surpluses of Rs.11.28 Lakhs during this period. Public contribution in the
form of deposits collected for UGS to the tune of Rs. 671.71 Lakhs need to be mobilized by
the ULB in advance. The summary of results from 2008-09 to 2012-13 (short-term) is
provided as follows:
Table 11.8: Summary of Base Case Optimum Scenario (Under Case 3)
S.No
1
2
3
4
5
6
7
8
9
10
11
12
Summary Statement
Opening Balance
Revenue Receipts
Revenue Expenditure
Operating Ratio
Debt Servicing Ratio (%)
Operating Deficit/Revenue Grant
Requirement
Closing Balance
Capital Grant - GoI
Capital Grant - GoTN
ULB Contribution - Transfers from Revenue
Surplus
ULB Contribution - Loan/Borrowings
Public Contribution UGS Deposits
(Rs. In lakhs)
2008-09
(810.77)
356.71
467.14
1.31
6.08
110.42
2009-10
(921.20)
395.86
716.35
1.81
57.18
320.49
2010-11
(1241.69)
435.69
977.87
2.24
98.57
542.18
2011-12
(1783.86)
493.25
1166.07
2.36
114.20
672.82
2012-13
(2456.68)
693.25
1273.54
1.84
88.13
580.29
(921.20)
0.00
0.00
0.00
(1241.69)
611.26
611.26
0.00
(1783.86)
658.16
658.16
0.00
(2456.68)
414.30
414.30
0.00
(3036.97)
133.43
133.43
11.28
0.00
0.00
1654.43
179.34
1641.64
332.86
1083.40
159.51
389.02
0.00
It can be observed that there is an operational deficit in all the FYs during the short-term
period and also deficit in closing balance of all the FYs due to higher loan dependency for
the projects identified under CCBP. However, based on assumptions, the capital
components of the assumed investments are the loans (Rs. 4,861.26Lakhs) and the own
Final Report
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contributions (Rs. 11.28 Lakhs) to be made by the ULBs. The interest portion is taken for
calculation of the revenue surplus; the principal repayment is taken as revenue expenditure.
Debt Service Coverage Ratio during the short-term period is average of 72.83% which is
higher than 30% (permissible limit). The negative surplus in the closing balance is due to
transfers from revenue account to capital expenditure in order to meet the ULB contribution.
Case 4: Capital Investment Considered under the Sustainable Scenario Zero Grant:
This is a scenario where the investments are sized according to the financial capabilities of
the ULB. This is worked out based on certain assumptions. The method of such workings
and the results thereon are given in the forthcoming sections.
Method and Assumption:
The sustainable scenario is prepared after taking into consideration, the revenue inflows and
outflows from the base scenario, i.e. the income from sewerage and water charges and
O&M on assets is taken. In order to arrive at the sustainability, three different parameters
were used which are,
TE /TR <1
DS /TR <=30%
30% of the operating surplus should be retained as surplus and the balance can only
be leveraged.
Table 11.9: Borrowing & Investment Capacity of Sustainable Case Scenario
Details
Borrowing Capacity
Investment Capacity
2008-09
0.00
0.00
2009-10
0.00
0.00
2010-11
0.00
0.00
2011-12
0.00
0.00
2012-13
0.00
0.00
(Rs. In lakhs)
Total
0.00
0.00
From the above table it is found that ULB does not have a borrowing and investment
capacity to fund the projects identified under CCBP. In the judgment of the consultants, the
ULB shall execute the works mentioned in the section 11.4 within a period of 2 years and
then go in for further capital investments.
For executing the above, it is quite obvious that ULBs may not have the capacity to prepare
contract documents or conduct feasibility study. For this purpose, they may engage a bid
process consultant through grant funds available with the CMA, and with the guidance of FIs
who are developing such practices.
Suggestions:
As mentioned in the earlier sections, the ULB can go in for BOT projects wherever
possible, in order to reduce initial investments, preferably in remunerative projects,
Sanitary Landfill and Composting Facility and also in traffic and transportation sector.
Energy efficiency measures can be adopted in order to reduce O&M costs in areas of
street lighting, etc.
The ULB contribution can be managed by the leveraging concept. A bridge loan can be
obtained from cheaper sources so that the initial upfront investment of ULB can be avoided
and as a result the negative closing balance can also be avoided. This can be managed as
there is still a revenue surplus available and repayments can be accommodated.
Recommendations on Capital Investment Plan

It is recommended that the ULB plan for implementing the projects listed in this section under PPP / BOT mode.
In the case where the GoTN assures additional budgetary support through revenue grants for the O&M of the new assets
created, the ULB should explore capital investment plan under the Optimum Scenario.
The decision on the capital utilization under the Optimum Scenario should be made only based on a commitment from the
GoTN on the extent of capital grant support and revenue grant support.
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11.5 REVENUE ENHANCEMENT MEASURES

ULB often face the pressure of inadequate resources to meet recurring expenditure and
investment needs for core urban civic services. There is a growing realization among urban
managers on the need to innovate, especially in the context of declining state and central
governments financial support to ULB, to sustain investments and to carry on their
functions. In addition to state level initiatives in the form of legislative and regulatory
measures, ULBs need to make efforts to enhance their resource base through a series of
reforms at local levels.
"Innovation" is now recognized as the key to success in resource mobilization efforts of ULB
to tap revenue sources, both tax and non-tax. In addition to raising municipal resources,
ULB need to adopt innovative mechanisms in cost cutting or expenditure management for
effective financial planning. Besides, additional resource mobilization at local government
levels is usually possible through "taxation" (under which property tax is the mainstay of
ULB) and "user charges".
In recent years, apart from internal resource mobilization, ULB need to tap funds in the form
of direct borrowings from Financial Institutions, capital markets (through municipal bonds), or
through appropriate financial intermediaries or institutions and various other arrangements
for attracting direct private investment (indirect access). In order to access such funds or
supplement resources by way of external borrowing, ULB need to assess their sustaining
capacities and requires steps to gain investor confidence by enhancing tax rates, improving
collection efficiencies, enabling public-private partnerships, etc.
This section of the report highlights the salient features of the innovative resource
mobilization practices need to be included in the ULB to enhance its revenue base to sustain
the proposed investments in the CCP:
1. Public Participation through Beneficiaries Contribution
2. Property Tax Rate Enhancement
3. Improving Property Tax Collection
4. Levy of New User Charges
5. Cost Reduction
1. Public Participation through Beneficiaries Contribution
Beneficiarys contribution is emerging as an effective instrument for generating resources to
meet capital needs and sustaining investments. The beneficiary contribution can indeed be
a significant source of finance for local bodies, especially for financing capital-intensive
projects. ULB need to keep the debt component of the project fund as low as possible and
solicited beneficiary contribution to fund the project. Beneficiarys contribution can be sort for
infrastructure projects like provision of Underground Sewerage scheme for the town at an
estimated investment of Rs. 2,247.44 lakhs. Under this scheme ULB need to borrow a loan
amount of Rs. 1,011.34 lakhs (45% of proposed investment) from the financial institutions.
ULB can levy a non-refundable, one-time deposit charge for domestic, Non
Domestic/Commercial and industrial connections to the tune of Rs. 2000, Rs. 4,000 and
5000 per connection respectively in order to reduce the loan amount considerably.
Public private partnership would be encouraged so as to complement the resources and the
efforts of the ULBs in development and provision of urban services. The Government would
take a leading role in creating & enabling environment for facilitating these partnerships.
Private sector participation would be encouraged across the following areas:
Property and water tax assessment.
Operation and maintenance of water treatment plants and pumping stations
Municipal solid waste management
Construction, operation and maintenance of bio-medical and hazardous waste
treatment facility
Awareness campaigns for cleaner environment

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Maintenance of roads, public parks, streetlights and public toilets.

Large scale township development projects.
Construction of bridges, flyover and by-passes around town.
Make non-performing municipal assets to performing assets by suitable methods.
2. Property Tax Rate Enhancement

Enhancement in tax rate is one of the essential requirement for the ULB to improve their
base of the own resources. As per SFC recommendations revision of Annual rental value
(ARV) has fallen due in 2003. Government of Tamil Nadu should implement the SFC
recommendation of revision of property tax every five years.
3. Improving Property Tax Collection
Map based system of maintaining records using Geographic Information system (GIS) would
improve the coverage of information on the properties and widen the tax net.
Special tax collection camps and door-to-door campaigns need to be initiated for collection
of taxes and charges. Councilors shall take interest in organizing such camps, through
which people are encouraged to utilize facilities and pay taxes which will increase the
collection performance. The following revenue enhancement measures are suggested to
improve the revenue base of the ULB:
Carrying out Legal and Procedural reforms for enhancement of property tax and its
effective collection.
Comprehensive assessment of properties to enhance base of property tax
Stricter enforcement of tax.
Normalization of property valuation and tax assessment mechanism to capture
appreciation in value of property.
Creation of a property valuation cell to ensure uniform procedures for valuation of
properties.
Comprehensive communication with the public to address their concerns regarding
property tax assessment.
Enhancement in the non-tax collection by improving the rate structure and collection
mechanism.
New areas need to be explored for rent and fee collection.
Computerization of database of properties and other income sources.
Full cost recovery for urban utilities: Ensure cost recovery for urban utilities
especially water, through rationalization of tariff structure.
4. Levy of New User Charges
Imposition of Solid Waste Charges as an additional source of local revenue, which is a fairly
recent innovation can be tried.
Levy of vacant Land Tax (VLT) as per the GoTN provision will improve the revenue base
and it will also encourage the development of urban activities.
5. Cost Reduction
Implementation of energy saving measures in street light sector will reduce the
energy cost considerably. An Energy Management Plan need to be prepared by the
ULB and an option/feasibility of privatization of O&M activities need to be studied.
Alternate energy sources shall be generated with the involvement of private
operators (i.e. Wind Mills) to subsidize the energy cost.
Privatization of MSWM activities will reduce the operation cost and ensure better
service delivery since ULB lacks sufficient staff strength both at managerial and field
level.

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12
PRIORITY ASSET MANAGEMENT PLAN
12.1 OVERVIEW
This section focuses on priority asset management to inform and help, guide policymaking
of city governments. Assets can be used by the city administration to help them achieve
their objectives; yet studies find that municipal assets are often underutilized by the local
governments or improperly transferred or sold. Assets can be put into productive use, or
they can be acquired, sold, transformed or otherwise disposed of to benefit ultimately the
citizenry.
The ultimate purpose of an Asset Management Plan is to ensure that assets are operated
and maintained in a sustainable and cost effective manner, so that they provide the required
level of service for present and future customers.
The combination of management, financial, economic, engineering and other practices,

applied to physical assets with the objective of providing the required level of service in
the most cost effective manner.
And an Asset Management Plan as:
A plan developed for the management of one or more infrastructure assets that
combines multi-disciplinary management techniques (including technical and financial)
over the life cycle of the asset in the most cost-effective manner to provide a specified
level of service.
Asset management plan is knowing about assets, what they are, where they are, what
condition they are in, how much they are worth, what level of service is expected of them
and at what cost, how they are performing, what extra capacity they have, what future
capacity is required, when they need to be replaced/upgrade, what will the cost be to
replace/upgrade, what further works are required to meet future demand and what
improvements are programmed. Brief about the Asset Management Process (AMPs) is
enclosed in Annexure 15.
12.2 INVENTORY OF MUNICIPAL ASSETS

The Asset Management starts with the identification and inventory of assets that the
municipalities own, control, or administer and the inclusion of this listing in an orderly asset
management system. In some municipalities, a register of land and other assets includes
both private and public properties, a database that provides municipal government
information from which to manage real estate and infrastructure use, and to administer taxes
and services effectively. Maps and lists of real estate property, including surplus property
earmarked for disposal are available at Local Planning Authorities, but these properties do
not necessarily have assigned values. Long term planning document like Master Plan
incorporates a framework for planning the use and management of physical assets
especially land. There are significant differences in the availability of information because
cadastral registers for land have different time spans and years of operation, and municipal
authorities and communities assign different priorities to establishing effective registries.
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The first stage of implementation of an asset management program for municipal

infrastructure relies on the essential element of inventory. For each element in each
category of infrastructure it is fundamental to know about all as mentioned bellow:
Available Assets
Location of Assets
Age of Assets
Quantity of Assets
Physical Characteristics of Assets
It is starting point and for the determination of the high level strategy and objectives of the
program. The inventory can consist of approximations of the quantity, size, materials, and
age of each category of asset. For the project level decisions more detail is necessary for
condition and performance assessment. This level of inventory detail can require a
commitment to a multi year program of data collection and field verification.
CLASSIFICATION
An useful distinction for the classification of properties is the division between core
properties or assets needed for the basic operation of the municipality and often assigned to
the municipal government by law, and surplus properties or assets that are not necessary
for the normal operations of the municipal government but are still in under public
ownership. Assets needed for the operation of the municipality are sometimes further
differentiated according to use: necessary governmental use or social use. Governmental
use would refer to the assets used in the provision of public goods and services such as
municipal buildings, schools, hospitals, and police and fire stations, where the goal would be
efficient provision of public services. Social use would refer to property used for parks and
recreation.
SOME GUIDELINES FOR MUNICIPAL ASSET INVENTORY PREPARATION
A municipal asset inventory can be set up incrementally, based initially on existing
information, and improved through consultation, campaigns and surveys. The focus should
be on identifying major physical assets and subsequently on making this list publicly
available. The process should be seen as an ongoing effort and should be placed under a
responsible office or unit with appropriate mandate and resources. The basic approach
should be to:
List major municipal assets
Identify properties in use by major function
Examine current development plans and requests for the modification of status of
property
o New uses
o Private sector interest, potential for sale, lease
o Proposal to use the asset by other municipal or government departments
o New public sector projects, might include public assets as well as private
assets in the proposal (e.g. road project)
Identify properties that are vacant or otherwise indicated as surplus
12.2.1 CONDITION ASSESSMENT

Historically asset monitoring to determine condition has been subjective based on local
knowledge and experience. Formal procedures now exist to assess asset condition. The
development and continued use of condition assessment data will allow preparation of
verifiable predictive decay curves for particular asset types and hence permit prediction of
remaining life. Consideration of economic influences and other factors will also be required
in the adopted life for the asset type.

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By considering the current condition point on an assumed decay curve, the profile can
predict the effective life (time) before failure. This failure time can by physical end of life,
minimum level of acceptable service, or limit of capacity of the asset.
Condition assessment ranks assets on a five step scale as follows:
1. Very Good - Very good condition, where only normal maintenance is required.
2. Good - Minor defects only where minor maintenance is required to approximately 5% of
the asset.
3. Fair - Maintenance required returning to accepted level of service where significant
maintenance is required to 10-20% of the asset.
4. Poor - requires renewal where significant renewal or upgrade is required to 20-40% of
the asset.
5. Very Poor - Assets unserviceable where over 50% of the asset requires replacement.
It is not necessary to assess all assets immediately. It is only necessary to assess those that
are going to be critical in the next 5 years. The extent and repetition of condition assessment
will be influenced by:
The criticality of the assets
The type of assets
The relative age of the assets
The rate of deterioration of the assets
The economic value of the outcomes to the business
Unplanned maintenance history
Generally the older the assets the more frequent the assessment of condition is required. It
is necessary to know whether failure is imminent, and if previous assessments have shown
degradation, at what rate.
12.2.2 VALUATION OF MUNICIPAL ASSETS

Valuation of assets is an important consideration and challenge. Accurate information is
needed on the state, the financial value, and physical and environmental characteristics of
the assets that the municipal governments own or manage. The condition of municipal
assets is a factor that needs to be considered since assets such as infrastructure tend to
have a life cycle. A good understanding of the value of assets is needed when decisions are
to be made on sale or disposal of assets, when reinvestment efforts are needed or when
joint ventures, investments or partnerships are launched.
There are different methodologies for valuation of municipal assets depending on the
objectives for which this is done. For record keeping purposes, properties and their physical
and economic characteristics might be recorded according to the following normative
criteria:
Nominal book values, cadastral information, maps, number of property, etc.

Replacement values (updated values to recent cost estimates, taking into consideration
depreciation due to technical obsolescence and wear and tear).
Comparative market values of property. If it is real estate property, comparative values
and ranges for market transactions might be a good approximation. Rental values
should be noted if relevant. For very important items with a commercial opportunity cost,
engaging valuation consultants might be cost effective.
Asset valuation with potential costs and benefits of alternative uses.
Expected values: for properties that could have alternative economic use and that might
be subject to sales, transfer or negotiation for concessions or joint ventures, the
responsible official of asset management for the municipality could estimate an
opportunity cost as a minimum reservation price. The information asymmetries and
capacity between the local governments and the private sector are normally so high, that
Final Report
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for purposes of transaction, open bidding processes are recommended. As mentioned

above, asset management professionals could be retained in preparing internal
reservation prices.
Social and cultural value of assets: these may not easily translate into financial values,
but these should be considered and from the perspectives of different segments of a
municipality. Assets such as sacred sites, historical markers or cultural treasures should
be noted on inventories. Before action is taken that in any way will affect these relevant
assets, very careful consideration should be given and consultations organized.
The financial valuation of properties and different forms of assets on a net present value (or
cost benefit) analysis framework might be appropriate, if the property has a minimum level of
value (defined as percent of total expenditures for the period, say initially 2% and upward)
and depending on the potential use of the asset. For smaller valued items, a more
accessible comparative conversion table could be used as the first approximation, with
automatic indicators adjusted for inflation and depreciation (both physical and technical) in
order to reduce administrative costs but keeping the system transparent. Capital valuation
methods, returns on assets, assessment of values from different perspectives and use of
property, should form part of the administrative tools of asset management.
12.3 ASSET DESCRIPTION

Municipal assets include physical assets such as land, infrastructure and movable assets,
financial assets such as cash, stocks and bonds, and intangible assets such as goodwill.
Under this assignment the study team focus on first category, namely the major physical
(fixed) assets: land or real estate assets, which constitute a major portion of municipal
assets, and infrastructure such as buildings, water supply and related systems, road
networks, storm water drains, transportation and communication systems. Considering the
aforementioned Asset management Process (AMPs) following infrastructure and land assets
are identified in the Sattur town.
Infrastructure Assets covers accessories in the water supply system, sanitation facilities
provided by the local body, storm water drains both pucca and kutcha drains, roads of
different typology, various accessories involved in street lighting, solid waste management
equipments, vehicles and communication system etc., Sector wise assets of Sattur
Municipality is given in the following section.
Water Supply:
All the units relating to water supply systems covering Head works, Transmission Ducts,
OHTs, Reservoirs, Supply and distribution mains, House connections, Treatment units and
other related appurtenances belong to the Municipality. The following table highlights list of
water supply and other assets that exists in the town:
Type of Assets
Pumping main
Ground Level Reservoir
Over Head Tank
Bore Well with pump sets
Distribution System
Hand pumps
Public Fountains
House Service Connections
Sintex Tank
Quantity (Nos.)
AC pipe 250 mm and 350 mm diameter
1
2.7
18
AC and PVC Pipe 90mm to 200mm diameter
0
0
3436
18
Remarks
40 km
2.40 LL
2.7 LL
2.5 hp pump set
18 km
2,000 litres capacity
Final Report
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Sanitation:
Type of Assets
Public Conveniences
VAMBAY
Quantity (Nos.)
10
2
Remarks
75 seats
40 seats
Roads:
Sl. No.
1.
Road Typology
Length (in km)
Surfaced Roads
- Cement Concrete
- Blacktop/Asphalted
- WBM
2.
Sub Total (Surfaced Roads)
10.55
15.69
-26.14
Sub Total (Non-Surfaced Roads)

Total (Municipal Roads)
-0.16
0.16
26.30
Non-Surfaced Roads
- Stone Slab
- Earthen
Storm Water Drains:

Sl. No.
1.
2.
Description
Length (km)
Open Drains (Pucca)

Open Drains (Kutcha)
Total
17.48
28.78
46.65
Solid Waste Management:

Sl. No.
1.
2.
3.
Description
Quantity (Nos.)
2
8
15
Tipper
Auto
Push Cart
Street Lights:
SL.No.
1.
2.
Type of Fixtures
Fluorescent (Tube Lights)
No.
699
Sodium Vapor Lamps

Total
119
818
Table 12.1: Building Asset Details - Sattur Municipality

Sl.No
Area
Name & Location of the Building
1
2
Municipal Office
Chairman Room
Mother & Child Health care

Centre
1
2
3
4
5
6
Centre No.1
Centre No.3
Centre No.2,7
Centre No.4
Centre No.5
Centre No.6
Municipal Office
Perumal Kovil Street
Municipal Office perimises Perumal kovil
street
Municipal Office perimises Perumal kovil
street
Noon Meal Centres
Bye -Pass road Head Water Works Opp.
Vembakottai road
S.R.Park at Vellakarai road
Perumal Kovil East car Street
Sivan Kovil South car Street
Perumal Kovil South car Street
Plinth Area of
Building
Total Area of
Building
-26.60 Sq m
1018.00 Sqm
--
58.00 Sq m
--
70.00 Sq m
112.00 Sqm
175.60 Sqm
78.00 Sqm
70.00 Sqm
61.00 Sqm
-------
Final Report
Sl.No
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Area
Name & Location of the Building
Plinth Area of
Building
125.00 Sqm
Total Area of
Building
--
---
311.00 Sqm
532.00 Sqm
--
56.35 Sqm
---
54.60 Sqm
61.25 Sqm
Main road
Water Tanks
Bye - Pass Tank (Capacity - 6 Lakhs
Litre)
Macs Tank Main road(Capacity - 6 Lakhs
Litre)
Valavanthal puram (Capacity - 2 Lakhs
Litre)
Vellakarai road Tank (Capacity - 3 Lakhs
Litre)
Pumping Stations
--
828.80 Sqm
--
2781.00 Sqm
--
229.50 Sqm
--
270.00 Sqm
---
2064.00 Sqm
626.40 Sqm
1
2
3
4
Head Water works ( Bye - pass road )

UGD Pumping station ( Perumal Kovil
East car street )
Toilets
Head water works opposite side
Vellakarai road
Vellakarai road ( East Gandhi nagar )
Melalgandhi nagar (Vellakarai road East)
86.00 Sqm
77.60 Sqm
47.60 Sqm
52.70 Sqm
-----
5
6
7
8
9
10
11
12
13
14
15
Melalgandhi nagar (Vellakarai road West)

Melalgandhi nagar Pookara Street.
Gurulingapuram
B.D.O. Office Colony
Vembakottai road Madurai Bus Stop
Kamarajapuram 1 street
R.C. South street
Perumal Kovil North Car Street
Perumal Kovil North Car Street
Perumal Kovil South car street
Vellakarai road Near SR park
87.50 Sqm
57.00 Sqm
181.00 Sqm
29.00 Sqm
84.50 Sqm
85.00 Sqm
89.30 Sqm
54.60 Sqm
121.00 Sqm
33.00 Sqm
59.40 Sqm
------------
Centre No.8,9
1
2
1
2
3
1
1
2
3
4
1
2
R.C. South Street ( Macs Tank North

side)
Municipal Schools
Vellakarai road
Melagandhi Nagar ( Nataraja Theatre
Back side )
Community Halls
Anna nagar ( Annamalaiyar Kalyana
mandapam back side )
Nenmeni road
Perumal Kovil South car Street
Bus stand
12.4 O&M PLAN FOR SERVICES

The term Operation and Maintenance (O&M) has been used as a general concept covering
a wide range of activities carried out by public utilities, government and communities in order
to sustain their services and to maintain existing capital assets.
Specifically, in the present context:
Operation refers to the procedures and activities involved in the actual delivery of
services, e.g. abstraction, treatment, pumping, transmission and distribution of
drinking-water.
Maintenance refers to activities aimed at keeping existing capital assets in
serviceable condition, e.g. cleaning of open drains, repairing public taps.

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Under this assignment a review of O&M performance of the Municipality has been
performed through wide range of stakeholders consultation covering core infrastructure
services.
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Following are the identified O&M impacts and ULB constraints during the stakeholders consultation regarding service provision:
No
1
Sector
Water Supply
Sanitation
Storm Water
Drain
Transmission System
Issue/ Problem Statement/

O&M Aspect
Long length transmission
High Energy Charges, High Risk of System Losses
Distribution System
Low Coverage through HSCs
Lowered Revenue
Unauthorized Connections
System Losses - old lines
Component
Liquid Waste
No UGSS System
Risk of high UFW component

Physical losses, low lpcd, low pressure, tail end areas
affected
Disposal into storm water drains impacts
environmental degradation.
Blockage in SWD frequently
Pollution on water bodies, land and air.
Solid Waste
No Door Door Collection
Dumping of wastes in the site
Secondary Transportation
Treatment & Disposal of wastes
Double handling of wastes

Composting done for Biodegradable Waste,
Non-bio and Non-recyclable waste dumped causing
pollution of groundwater, air and land.
Disposal into drains and open defecation
Water stagnation on streets, reduced service life of
roads.
Leads to unhygienic condition,
Dumping of wastes causes SWD blockages
Reduced carrying capacity
Overflow during heavy flood
Recent developed and expansion areas less covered,
% of surfaced / Paved roads are minimal
Frequent repair works, dusty road surface, hassle to
commuters
Increased Travel Time, Thrust on Environment Quality
Public Conveniences
Network Coverage
Lack of Toilet facility

Low Coverage
Improper Network of Drains &
Garbage dumping
Roads, Traffic &

Transportation
Road Coverage
Low coverage
Improper Maintenance of Roads
Street Lighting
O&M Impact
Coverage
Congested roads, Traffic conflict

points
Low coverage
Lack of power saving
equipments
Average spacing of street lights are more

High Energy Charges, frequent repairs & replacements
of fixtures
ULB Constraint/ Capacity Assessment

Cost Constraint, Lack of Dedicated Maintenance Staff, Lack
of Energy Efficiency Monitoring System
Stringent implementation and introducing a chargeable
system for PF based connections
Lack of efficient monitoring and curbing mechanism
Physical asset survey or records not available and Old
system not updated
Cost constraint, Not able to provide safe collection and
disposal system
Lack of Dedicated Maintenance Staff
Lack of Environmental Management Plan and its
implementation
Lack of Sanitary Staff, Absence of public awareness,
Segregation at source not adequate
Sufficient vehicles for collection & transportation is absent
Land availability constraints,
Lack of infrastructure and equipment facility for disposal of
non-biodegradable waste
Cost constraints to provide facility
Cost constraint
Absence of proper disposal points, Absence of Storm Water
Drain Master Plan
Lack of dedicated staff, Cost constraint
Non-availability of road registers, poor workmanship, lack of
skilled staff, cost constraint
Absence of Traffic Operational & Management Plan
Cost constraint
Cost constraint, lack of energy auditing
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12.4.1 OPERATIONAL & MAINTENANCE PLANNING

ULB has to monitor the condition and performance of assets, and investigate any system
deficiencies, which are outside the parameters of the target level of service. It would then
identify the work required to correct defects and the most cost effective renewal option.
Monitoring activity would include:
Monitoring contractor performance
Analysis of customer complaint and service problem records
Proactive inspection of critical assets and report on condition
Analysing condition reports provided by the Contractor during the day-to-day
operation of assets and,
As necessary, carrying out material testing to determine asset condition and decay
rates.
Operate assets in accordance with current operating procedures:
Inspect assets on at least a monthly basis
Provide appropriate supervision for installation of connections and other similar
work.
Inspect and report on condition when working on the systems.
Minimise asset ownership costs:
Identify, evaluate and introduce new technologies and monitoring/control equipment
that may improve operational and management efficiency and modify standards as
appropriate.
Manage risk exposure:
Provide a prompt and effective response to system failures.
Maintaining appropriate insurance cover for key assets.
Undertaking structural checks of key assets.
12.4.2 MAINTENANCE STRATEGY

The short-term maintenance strategy is intended to retain the current levels of service with
respect to asset condition and functionality whilst minimising costs. In the longer-term
maintenance activity will be modified as necessary to reflect: The age of assets relative to expected economic life cycle
The risk of failure of critical assets
Changes in the desired level of service
The nature and timing of asset upgrading/development works.
To achieve this, the following maintenance activities will be undertaken:
UNPLANNED MAINTENANCE
Maintain a suitable level of preparedness for prompt and effective response to
emergencies and asset failures by ensuring the availability of suitably trained and
equipped staff and service delivery contractors.
Ensure ready availability of serviceable spare parts and equipment necessary for the
prompt restoration of service.
Respond to asset failures due to structural integrity with the initial objective of
restoring service as quickly as possible by the most economic method available,
making temporary repairs if major repairs or renewals are required.
Emergency and incident investigation and works as appropriate.
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PLANNED (PREVENTATIVE) MAINTENANCE WORKS

Undertake a programme of planned asset maintenance as necessary to:
Deliver the required levels of service.
Minimise the risk of equipment failure.
Ensure safety.
Avoid economic inefficiencies due to deferring maintenance.
Once a defect has been identified remedial work is programmed before the risk and
consequence of failure become unacceptable, with priority given to defects which:
are life threatening
are likely to cause premature failure prior to the next inspection
safety is compromised, or
if severe economic deterioration of an asset will occur.
When scheduling maintenance work it is planned to make the best use of available
resources wherever possible, including coordination of multiple repair works in the same
area. The upgrade and replacement of assets should be done with sizes identified in
Management plans and checked by design and modeling.
The effectiveness of the preventative maintenance programmes are continuously monitored
and rescheduled as necessary to achieve efficiencies. The frequency and cost of all
maintenance activities are monitored wherever possible to enhance decision-making.
Maintenance work is aimed at ensuring the system functions properly. Many of the
maintenance activities are similar and follow comparable methodologies despite occurring in
different locations. Other beneficial effects also occur as a result of the maintenance e.g.
clearing of refuse and debris from the watercourses and outfalls has aesthetic benefits and
prevents ongoing gross contamination of the waterway.
Final Report
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13
PROJECT RISKS, ENVIRONMENTAL AND
SOCIAL IMPACTS
13.1 PROJECT STRUCTURING OPTIONS AND ASSOCIATED RISKS
Project Structuring is an integral part of managing the lifecycle of major infrastructural
projects. This process has involved the systematic identification, analysis and evaluation of
risks across all fronts. The following figure illustrates the framework adopted for formulation
of project structuring and identification of associated risks in any kind of infrastructure
projects. The following diagram illustrates the determinants of project structuring:
Project Structure
13.2 PROJECT IMPACTS

Any infrastructure project improve general living standards within urban localities, they can
also have associated impacts on the local environment and people. The Project structuring
and associated risks can be done in three phases. The initial phase is the development and
design of the project and is normally denoted as Pre-construction phase in which both the
environmental and social screening can be brought out. Training for the understanding the
environmental issues to the project implementing authorities by means of capacity
building/create awareness on environmental issues, mitigation measures, Developing
environmental and social screening formats, information sharing on good practices etc. The
second phase is the construction phase, operation and maintenance phase and the last
phase is the closure of the project.
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13.2.1 ENVIRONMENTAL IMPACTS

Any development project is likely to have an influence on the environment. In order to
predict the impacts of proposed project over the environment an Environmental Impact
Assessment needs to be performed. Environmental Impact Assessment can be defined as
the process of identifying, predicting, evaluating and mitigating the biophysical, social, and
other relevant effects of development proposals prior to major decisions being taken and
commitments made. The purpose of the assessment is to ensure that decision-makers
consider environmental impacts before deciding whether to proceed with new projects.
Under this assignment the following list of sectors are identified for development:
Water Supply
Underground Sewerage System
Solid Waste Management (Landfill and Composting)
Roads and Storm Water Drain Improvements
Construction of Bus Stands, Shopping Complex and Marriage Halls.
Depending upon the infrastructure project the impact and measure may vary and are
discussed in the subsequent sections of this report.
A.
WATER SUPPLY PROJECTS
These projects involve source creation or improvement of existing sources, laying of

conveying main, construction of water treatment plants, laying of internal distribution line,
construction of pumping stations, construction of overhead tanks, underground sumps etc.
The following environmental impacts need to be given attention while undertaking the
aforementioned activities:
DEVELOPMENT AND DESIGN PHASE
Potential impacts
Clearances
Riparian conflicts
Tree cutting
Utility Relocation
Planning
Temporary
Traffic Arrangements
Disposal of waste water
Storage of materials
Action to be taken
All clearances required for Environmental aspects during construction shall be ensured and
made available before start of work.
Regulate extraction of water to reduce the effect of downstream users
Try saving trees by changing the alignment
Provide adequate tree protection (Tree guards)
Identify the number of trees that will be affected with girth size & species type.
Undertake afforestation in the nearby areas
Compensatory re-plantation of trees of at least twice the number of trees cut to be carried out
in the project area.
Identify the common utilities to be affected such as: electric cables, electric poles, telephone
cables, water pipelines, public water taps etc.
Affected utilities shall be relocated with prior approval of the concerned agencies before
commencement of construction activities.
Adequate actions to direct and regulate traffic shall be taken in consultation with the PIA,
Dept. of Police to prevent jamming of roads during construction. While planning alternative
routes, care to be taken to minimize congestion and negative impacts at sensitive receptors
such as schools & hospitals.
The wastewater shall comply with the standards of TNPCB to let out into the
stream/nallah/open land/irrigation purposes, and necessary permission to be obtained from
the concerned department.
Ensure efficient working condition of the treatment plant.
The contractor shall identify the site for temporary use of land for construction sites/storage
of construction materials, etc.
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CONSTRUCTION AND OPERATION PHASE

Systems/ Impacts
Water Head Works
Change of stream course
due to diversion channels
to
construct
intake
structures
Restoring river bed/water
source
Water quality at source
Action to be taken
No appreciable change to stream course shall occur due to diversion channel and structures
shall be constructed accordingly.
Ensure the restoring of river bed to its natural shape free from any construction debris that
may obstruct flow.
Establish baseline water quality prior to initiation of construction and to be periodically

monitored and reported to the Engineer.
Construction of Transmission Mains
Protection of topsoil
The top soil to be protected and compacted after completion of work, where pipelines run,
including open lands and agricultural lands.
Laying of pipeline
Adequate precautions should be taken while laying water supply mains to avoid possibility of
cross connection with sewer lines
Water Treatment Plant / Booster Stations
Disposal of Sludge
A suitable site should be identified for the safe disposal of sludge generated at the WTP site
and got approved by the Engineer. Prepare a sludge disposal plan that adheres to the same.
Distribution Network and OHTs
Laying of distribution
Adequate precautions should be taken while laying water supply mains to avoid possibility of
pipelines
cross connection with sewer lines.
B.
UNDER GROUND SEWERAGE PROJECT
These projects involve developing the contour maps, laying of branch and main sewer lines,
conveying mains, pumping stations, treatment plant etc. The following environmental
impacts need to be given attention while undertaking aforementioned activities:
DEVELOPMENT AND DESIGN PHASE
Potential Impacts
Clearances
Disposal of construction
debris and excavated
materials
Tree cutting
Utility Relocation
Planning
Temporary
Traffic Arrangements
Disposal of waste water
Storage of materials
Action to be taken
All clearances required for Environmental aspects during construction shall be ensured and
made available before start of work.
The contractor shall identify the sites for debris disposal and should be finalized prior to the
start of earthwork excavation; taking into account the following:
The dumping does not impact natural drainage courses.
Avoid disposal on productive land
Compensatory re-plantation of trees of at least twice the number of trees cut to be carried out
in the project area.
Adequate actions to direct and regulate traffic shall be taken in consultation with the PIA, Dept.
of Police to prevent jamming of roads during construction. While planning alternative routes,
care to be taken to minimize congestion and negative impacts at sensitive receptors such as
schools & hospitals.
The wastewater shall comply with the standards of TNPCB to let out into the
stream/nallah/open land/irrigation purposes, and necessary permission to be obtained from the
concerned department.
Ensure efficient working condition of the treatment plant.
The contractor shall identify the site for temporary use of land for construction sites/storage of
construction materials, etc.
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CONSTRUCTION AND OPERATION PHASE

Systems/ Impacts
Action to be taken
Construction of Pumping / Lifting Stations
While placing the vent shafts, precautions should be taken to minimize odour nuisance.
Locating of vents on
sewer system, low cost
sanitation and sewage
pumping stations
Disposal of silt/sludge
A suitable site should be identified for the safe disposal of silt/ sludge generated at the
Pumping / Lifting station sites, which should be away from the water bodies, residential &
sensitive areas, agricultural areas and etc., and got approved by the Engineer.
Construction of Sewerage Treatment Plant
Contamination of ground
Ground water quality may get contaminated due to leaching of waste water. So, the treated
water quality
water quality shall comply with the standards laid down by the PCB for disposal onto land,
water body or for irrigation use.
Regular monitoring is required for the treated sewage quality and also the ground water
quality in the near by areas and ensure compliance with PCB standards.
Impact on surrounding
To avoid problems of foul smell polluted air, insects, noise pollution and other problems buffer
areas
zones to be provided in the form of Green Belt around the STP site.
Disposal of treated waste
The treated water quality shall comply with the standards of TNPCB before letting out into the
water
stream/nallah/open land/irrigation purposes, and necessary permission to be obtained from
the concerned department.
Ensure efficient working condition of the treatment plant
Prevent the pollution of stream water and other water bodies receiving STP discharge.
Disposal of Sludge
A suitable site should be identified for the safe disposal of sludge generated at the WTP site
and got approved by the Engineer. Prepare a sludge disposal plan that adheres to the same.
C.
SOLID WASTE MANAGEMENT (LANDFILL AND COMPOSTING)
These projects may include developing land fill, compost yards with washing facilities,
compound walls, purchase of vehicles for transporting the garbage, etc.,
PUBLIC HEALTH, OCCUPATIONAL HEALTH & SAFETY
Public health may be affected by the project activities by noise and dust pollution during the
construction phase especially during landscaping, provision of access road and site
preparation. The activities that affect public health during operation and its closure are given
below:
Operation phase & Closure Phase
Emission of bio-gas, high noise levels during loading and unloading and high dust level
affect public health, waste dispersion, bad odour and spreading of infectious diseases are
other factors that affect public health during the operation and closure phase of the projects.
SOCIO-ECONOMIC CONDITIONS
The socio-economic impacts of the proposed projects within the local area are given below:
During the Construction phase, employment and visual issues are the two major impacts.
The share of local employment needs to be considered carefully during all construction
activities. The Visual impacts will result from disposal of debris and dispersion of solid waste
generated from the workers.
Impact on the i) Employment and ii) prosperity in Business are the major socio-economic
impacts known to occur during the Operation phase. The locals are concerned about
sharing the job opportunities with others during this phase. This issue should be given more
attention with regard to training. As far as Business prosperity is concerned, the supply of
spare parts and consumable from local market is expected to enhance local life quality.

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Rehabilitation of landfill, Electricity generation and Treated leachate may be the other
impacts during project closure period. A program for designing a final landscape and site
restoration should be provided as far as rehabilitation of land fill is concerned. The electricity
generated from the biogas will be supplied to the locals. The treated leachate may be
reused for irrigation purpose.
FLORA AND FAUNA
The proposed activities that affect Flora and Fauna species during construction and
operation phase are given below:
During the Construction Phase, Flora and Fauna species may be affected by high dust
pollution and direct damage especially during landscaping, provision of access road, site
preparation and removal of soil cover.
During the Operation Phase, high dust level and dispersion of solid waste affect the flora
and fauna species during the project activities such as construction of new cells, loading,
unloading and transportation of solid waste.
WATER RESOURCES
The proposed activities that affect water resources during construction and operation phase
are given below:
Water resources may be affected due to the demand of water for soil compaction and
pollution of ground water during Construction phase. Ground water may be contaminated
due to the maintenance of machineries and resulting domestic waste water from workers.
Hazardous waste dumping and leachate leakages are the two major activities that affect the
water resources during Operation phase. Leachate treatment unit need to be installed on a
paved area to prevent ground water contamination and also a proper reuse and recycle
mechanism to be considered for the treated leachate.
ARCHEOLOGY
Unseen archeological remains (if any) might be affected during landscaping and site
preparation.
MITIGATION MEASURES AND MONITORING PROGRAM
Following are the mitigation measures that need to be implemented in order to reduce the
potential negative impacts:
Dust level need to be controlled during construction activities and transportation of
materials.
Proper handling of dispersed solid waste during transportation and storage.
Proper handling and taking safety requirements for collection and storage of the
solid waste to prevent odour generation.
Taking restrict control on animals and insects (vector diseases) like dogs, cats, rats
etc.
Applying continuous cover over the cell during the operation to prevent odor impact.
Control the existence of the scavengers at the solid waste landfill site to prevent
firing and dispersion of the wastes.
Noise levels need to be controlled during the construction and operation activities.
Monitoring programs need to be implemented covering monitoring of noise levels
and ambient air quality.
Implementation of safety procedures and availability of safety equipment for
workers.
Final Report
D.
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Training and awareness programs for drivers and workers on proper handling of
waste and personal protective equipments. Conducting routine medical exams for
workers.
Training of employees to identify hazardous waste and proper safety procedure on
handling and reporting such items.
The domestic wastewater resulting during construction and operation phases need
to be collected and managed in safe manner.
The endogenous trees or plants should be used when rehabilitant the site.
Restrict activities as much as possible to the project site and allocate track roads for
construction.
Hunting and collection of wildlife, especially residents and migratory raptures should
be strictly forbidden.
ROAD IMPROVEMENTS
Activities
Pre-Construction Stage
Land Acquisition
R&R
Tree Cutting
Utility Relocation
Replacement
of
common amenities
Activities
Construction Stage
Clearance
and
grubbing
The acquisition of land and private properties will be carried out in accordance with the RAP and
entitlement framework for the project.
It should be ensured that all R& R activities are to be completed before the construction activity
starts, on any sub-section of the project.
Trees will be removed from the Corridor of Impact (CoI) and construction sites before
commencement of construction with prior intimation to the Forest Department. Prior permission
will be obtained from the District Collector.
Compensatory re-plantation of trees of at least twice the number of trees cut to be carried out in
the project area.
All common amenities such as community sources of water, bus shelters etc., will be relocated
wherever necessary. The relocation site identification will be in accordance with the choice of the
community and completed before the construction starts
Management Measures
Excavations
Management Measures
Earth fill
Dust
Compaction of soil
Silting, contamination
of water bodies
Vegetation will be removed from the RoW before the commencement of construction and will be
carried out such that the damage or disruption to flora is minimum.
Only ground cover / shrubs that impinge directly on the permanent works or necessary temporary
works will be removed with prior approval from the engineer. The contractors, under any
circumstances will not damage trees (in addition to those already identified and felled with prior
permission from the forest department)
All excavations will be done in such a manner that the suitable materials available from excavation
are satisfactorily utilized.
The excavation shall conform to the lines, grades, side slopes and levels shown in the drawing or
as directed by the Engineer.
The contractor shall take adequate protective measures to see that excavation operations do not
affect or damage adjoining structures and water bodies.
Embankment and other fill areas, unless and other wise permitted by the Engineer, be constructed
evenly over their full width and the contractor will control and direct movement of construction
vehicles and machinery over them.
All earth work will be protected in a manner acceptable to the engineer to minimize generation of
dust
To minimize soil compaction construction vehicles, machinery and equipment will move or be
stationed in designated area (RoW, haul roads as applicable) only
Silt fencing to be provided around the stockpiles at the construction sites close to water bodies.
Construction materials containing fine particles will be stored in an enclosure such that sediment
laden water does not drain into the nearby water courses.
Final Report
Activities
Environmental
Monitoring
E.
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Management Measures
The contractor will undertake seasonal monitoring of air, water, noise and soil quality through an
approved monitoring agency.
CONSTRUCTION OF BUS STANDS, SHOPPING COMPLEX AND MARRIAGE HALLS
Activities
Pre-Construction Stage
Land Acquisition
R&R
Tree Cutting
Utility Relocation
Replacement
of
common amenities
Activities
Construction Stage
Clearance
and
grubbing
The acquisition of land and private properties will be carried out in accordance with the RAP and
entitlement framework for the project.
It should be ensured that all R& R activities are to be completed before the construction activity
starts, on any sub-section of the project.
Trees will be removed from the site if arises and construction sites before commencement of
construction with prior intimation to the Forest Department. Prior permission will be obtained from
the District Collector.
Try saving trees by alternatives
Compensatory re-plantation of trees of at least twice the number of trees cut to be carried out in
the project area.
All common amenities such as community sources of water, bus shelters etc., will be relocated
wherever necessary. The relocation site identification will be in accordance with the choice of the
community and completed before the construction starts
Management Measures
Excavations
Management Measures
Earth fill
Dust
Compaction of soil
Silting, contamination
of water bodies
Environmental
Monitoring
Vegetation will be removed from the site before the commencement of construction and will be
carried out such that the damage or disruption to flora is minimum.
Only ground cover / shrubs that impinge directly on the permanent works or necessary temporary
works will be removed with prior approval from the engineer. The contractors, under any
circumstances will not damage trees (in addition to those already identified and felled with prior
permission from the forest department)
All excavations will be done in such a manner that the suitable materials available from excavation
are satisfactorily utilized.
The excavation shall conform to the lines, grades, side slopes and levels shown in the drawing or
as directed by the Engineer.
The contractor shall take adequate protective measures to see that excavation operations do not
affect or damage adjoining structures and water bodies.
Embankment and other fill areas, unless and other wise permitted by the Engineer, be constructed
evenly over their full width and the contractor will control and direct movement of construction
vehicles and machinery over them.
All earth work will be protected in a manner acceptable to the engineer to minimize generation of
dust
To minimize soil compaction construction vehicles, machinery and equipment will move or be
stationed in designated area (RoW, haul roads as applicable) only
Silt fencing to be provided around the stockpiles at the construction sites close to water bodies.
Construction materials containing fine particles will be stored in an enclosure such that sediment
laden water does not drain into the nearby water courses.
The contractor will undertake seasonal monitoring of air, water, noise and soil quality through an
approved monitoring agency.

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13.2.2 SOCIAL IMPACTS

Social issues may arise in the proposed projects, if there is need for private land (or)
government land that has been occupied or encroached upon. Normally it arises due to the
implementation of project that results to:
1. Loss of assets,
2. Loss of income or means of livelihood, and
3. Indirect group oriented impacts due to loss of access to common properties and
resources
For mitigating the social Impacts, the need for Resettlement and Rehabilitation plan or
Social Management Plan is to be prepared when the land which is acquired /alienated or
transferred results in involuntary displacement and /or loss of livelihood, sources of income
and access to common properties/ resources on which people depend for economic, social
and cultural needs irrespective of their legal status.
OBJECTIVES OF SOCIAL MANAGEMENT PLAN
The main objective of preparing any social management plan/ RAP should be resettlement
and rehabilitating of project affected persons with the aim of improving their living standard.
A base line survey can be carried to understand the social economic of the project affected
persons, plans for minimizing land acquisition/ alienation and transfer of R&R by exploring
alternate designs and or technology. The local body during the project appraisal will
address the availability of alternate design, site and its suitability, etc and choose the
alternate that requires the least land and that involves least R&R
R&R IMPLEMENTATION
It should precede the project activities and the process of R&R will be completed before the
commencement of the project activities.
Final Report
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14
POLICY INTERVENTIONS
14.1 INTRODUCTION
Sattur is a town with a projected population of 40,955 in 2021. In addition, it is anticipated
that another 10,000 will form the floating population component in the town. Re-organization
of institution, improvement and capacity building programs are required to meet the needs of
managing Sattur 2021. This chapter discusses the agenda for institutional reforms in town
governance and urban poor. It also reviews the institutional reform initiatives already
undertaken at the ULB level and State Government level to successfully implement and
operate the CCBP projects.
14.2 AGENDA AND OBJECTIVE OF INSTITUTIONAL AND POLICY REFORMS

The agenda for further institutional and policy reforms should be guided by the following
broad objectives:
To institute a nodal agency, which could provide effective governance to the ULB;
To ensure that the function and powers of this agency and its constituents, match
their responsibilities and make them fully accountable.
To enable clarity of jurisdiction of various agencies and entrusting pertinent
responsibilities
To structure administration such that it reaches the people and vice versa, to ensure
effective problem solving mechanisms in place
To evolve an effective system of town planning, keeping in view the needs in the
context of Local Planning Area (LPA);
To strengthen and build capacity within the ULB, its constituents and other agencies
entrusted with relevant tasks,; and
To make the primary focus of the system and its constituents, the functional
requirements of management of Sattur;
14.3 REFORMS
The ULBs of Tamil Nadu have been generally found to be proactive in their commitment to
introduce reforms at the ULB level. All these reforms may be broadly categorized under the
following:
A brief description on the above reform initiatives and their current stage are given in the
following sections of this report.

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14.3.1 POLICY FRAMEWORK AND PRIORITY ACTIONS

for urban management and sectoral reforms for the ULB. The following policy framework
and priority actions have thus been identified based on reported evaluations, discussions
and priority actions as required and mutually agreed upon by the stakeholders:
STRATEGY
reform measures.
PROPERTY TAX
Energy audit of fuel and energy consumption by various departments of ULB to minimize
o
o
its beneficiaries;
o
citizens; and
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14.4 URBAN GOVERNANCE

Good governance in the municipal context stands on two broad principles, viz. transparency
and civic engagement and capacity building measures. Following sections highlight key
elements of the above two principles of good governance specific to the ULB.
should be so structured that they have legal standing and administrative control. Local
issues.
Final Report
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capabilities.
personnel.
for urban governance for the ULB. The following policy framework and priority actions have
been identified by the study team based on reported evaluations, discussions and priority
actions as required and mutually agreed upon by the stakeholders.


The above assignment has to be carried out by the ULB with full support from the GoTN.
The outcome of the above assignment shall provide clear guidelines and impetus to the
towns for good urban governance.
14.5 REFORM AGENDA AND TIMELINE

In addition to the aforementioned policy framework and priority actions, the GoI has
formulated a Reform Agenda to access financial assistance under the proposed UIDSSMT.
Adherence to this Reform Agenda and Timeline is mandatory for accessing funds under the
proposed UIDSSMT. This section provides a brief note on preparedness of the GoTN/ULB
and a broad timeline.
14.5.1 AGENDA FOR REFORM (OUTLINED IN UIDSSMT)

The main thrust of the UIDSSMT strategy of urban renewal is to ensure improvement in
urban governance so that ULBs become financially sound with enhanced credit rating and
ability to access the market capital for undertaking new programmes and expansion of
Final Report
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services. In this improved environment, there would be greater possibility of public-private

participation in provisioning of various services leading to more investment into the sector
and better delivery of urban services. To achieve this objective, the State Governments and
urban local bodies will be required to accept implementation of an agenda of reforms. The
reforms spelt out under UIDSSMT fall under two categories, viz. mandatory and optional. In
order to accomplish the desired reform agenda and to provide an holistic approach, it is
proposed to initiate various state level and city level reforms (termed as general reforms) to
facilitate smooth and effective implementation of all reforms identified/specified under the
UIDSSMT Guidelines. Accordingly, the suggested reform agenda has the following set of
reforms:
General Reforms - State Level Reforms (Reform Initiatives A.1 to A.3)

Mandatory Reforms - State Level Reforms (Reform Initiatives B.1 to B.7)
General Reforms - Urban Local Body Level Reforms (Reform Initiatives C.1 to C.5)
Mandatory Reforms - Urban Local Body Level Reforms (Reform Initiatives D.1 to D.5)
Optional Reforms (Reform Initiatives E.1 to E.10)
14.5.2 MANDATORY URBAN REFORMS

STATE-LEVEL REFORMS
Implementation of decentralization measures as envisaged in 74th CAA, 1992, of the

GoI: Functions specified in Schedule 12 have been incorporated into the municipal acts.
However, the functions of town planning, regulation of land use and construction of
buildings, water supply and sewerage have not yet been actually transferred to the
ULBs. Operationalization of this would be required through suitable institutional
changes, executive orders and some legal actions.
Repeal of Urban Land Ceiling and Regulation Act: This Act has been repelled in the
State.
Reform of Rent Control Laws: There is a Rent Control Act in the State.
Rationalization of Stamp Duty to bring it down to no more than 5 percent within the next
seven years: At present the Stamp Duty in the State is revised at 8 percent. Some states
like Maharashtra and Karnataka have already reduced their stamp duty to less than 5
percent. The experience is very positive with stamp duty revenues increasing due to
better compliance. The GoTN may consider reducing the Stamp Duty in a phased
manner.
Enactment of Public Disclosure Law: Public disclosure of municipal budget proposals,

performance, service levels and other information required by citizens on a six-month
basis through appropriate methods like display at ward/ zonal offices, newspapers, web
page, etc. This will increase transparency of the ULBs and bring in efficiency. This can
be done by incorporating new clauses in the Municipal Corporation and Municipal Acts.
Enactment of Community Participation Law: Institutionalizing citizen participation in

municipal affairs through community participation in different aspects of municipal
administration will improve the municipal citizen interface and enhance effectiveness of
administration. This also can be done by incorporating new clauses in the Municipal
Corporation and Municipal Acts.
Associating elected ULBs with City Planning and Civic Service Functions: Suitable
action suggested as under Implementation of decentralization measures as envisaged
in 74th CAA, 1992, of the GoI may be taken.

Final Report
- 169 -
REFORMS AT ULB LEVEL
Adoption of modern, accrual-based double entry system of accounting in ULBs: At

present, the ULB maintains accounts on a cash based system. This is not sufficient to
get information on the financial health of the ULB and to improve the financial
management. The GoI and the Comptroller and Auditor General of India (C&AG) have
developed the National Municipal Accounting Manual (NMAM). There is need to
introduce modern, accrual-based double entry system of accounting in the ULB in line
with the above manual. As a first step, a State-Level Municipal Accounting Manual
should be prepared based on the NMAM.
Introduction of system of e-Governance in ULBs: Introduction of e-Governance in ULBs
is recommended to improve delivery of services and help them to create citizen-centric
and business-centric environments for good governance. This will also be in line with the
proposed e-Governance project of the GoI.
Reform of Property Tax in ULBs: Introduction of objective based property tax system
such as unit area and self-assessment systems will help rationalize the tax base.
Moreover, introduction of MIS and GIS based mapping will help to bring all properties
into the tax system and increase tax collection. Based on the experience of other states
it may be ascertained whether any changes in the Municipal Corporation Act are
needed.
Levy of reasonable user charges by ULBs to recover full cost of operation and
maintenance: At present cost recovery from urban water supply and sewerage services
is relatively low and unsatisfactory when compared with the incurred O&M expenditure.
Low cost recovery is one of the potential causes for poor efficiency of the services. It is
necessary that user charges for these services reflect the actual costs and recover at
least O&M costs.
Provision of basic services to urban poor: Provision of basic services to the urban poor
including security of tenure at affordable prices, improved housing, water supply,
sanitation, while ensuing delivery of other already existing universal services of the
Government such as education, health and social security is required.
14.5.3 ISSUES FOR APPROVAL OF THE GOTN
Town Planning: Views of the ULBs should be incorporated in town planning and
regulation of land use and building construction. Provisions may be made for obtaining
the views of municipal councils/corporations on development plans. Size of building (by
use) and layout plan will be decided from time to time through a Government Order.
Necessary changes may be made in the Town Planning Act and Rules.
Water Supply and Sewerage: Consequent to the 74th CAA, the ULBs are responsible for
ensuring these services to the citizens. Different options of service management either
by the ULB or by a private operator through a management contract can be explored.
Necessary amendments should be carried out to the applicable Acts and Rules in
accordance with set norms and standards by the GoTN/GoI in this regard.
Reduction in Stamp Duty: Stamp Duty to be reduced to 5 percent from the existing 8
percent over the next seven years at the rate of 0.50 percent per year. The Finance
Department may initiate the necessary action in this regard.
Public Disclosure: The existing Municipal Acts may be amended to incorporate a

provision for public disclosure of budgets, capital projects, revenue and expenditure,
level of services, etc. The type, periodicity and method of disclosure will be as per rules
made from time to time under these provisions in the Acts.

Final Report
- 170 -
Increasing Community Participation: The Municipal Acts may be amended to enable

formation of area committees in municipal corporations and ward committees in
municipal councils. Number and manner of selection of members and functions of the
area/ward committees will be as per rules framed under provisions in the Acts from time
to time.
Accounting System: Amend the Municipal Act to enable introduction of the accrualbased double entry accounting system. Prepare a State-Level Municipal Accounting
Manual based on NMAM. The new system should be introduced in all municipal
corporations of the State.
E-Governance: e-Governance should be introduced in ULBs of the State. It should cover

the following functions in the first phase: (a) registration and issue of births/deaths
certificates; (b) payment of property tax, utility bills; (c) grievances and suggestions; (d)
building approvals; (e) procurement and monitoring of projects; (f) health programs; (g)
accounting system; and (h) personnel information system.
Property Tax: The applicable act should be amended to introduce the unit area and selfassessment system for property tax. Rules for introduction of the unit area and selfassessment system for property tax to be prepared under the applicable act.
User Charges: The ULB should prepare an information system that provides data on
O&M for water supply and sewerage services. Pricing of water supply and sewerage
services should reflect actual costs and should cover O&M costs within five years. The
GoTN will provide support to ULBs to implement this reform.
Delivery of Services to Poor: The State Government should continuously support ULBs
to extend basic services to the urban poor. A policy paper on this subject should be
prepared.
Adherence to the above reform agenda and efficient implementation, especially the ULB
level reforms, would go a long way in improving the creditworthiness of the ULB and in
enhancing sustainability of the proposed capital investments. Based on the above, a
suggestive timeline for the reform agenda has been developed during the study process and
is furnished in Table 14.1.
Reforms already implemented by ULB would be discussed in detail during the next stake
holders consultation and also reforms which need to be implemented by the ULB and a time
frame for the implementation of the same would be presented to the stakeholders for further
refinement through consultation.
Final Report
- 171 -
Table 14.1: Suggestive Timeline for the Reform Agenda

Sl.
Particulars/Items
A.
GENERAL REFORMS - STATE LEVEL REFORMS
A.1
Implementation of State Water Sector Reforms
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Organize Reform Workshop

Review Present Policies
Strengthen Legislative Framework
Review Institutional Structure
Review Regulatory Arrangements
Prepare Roadmap for Implementation
Implement the Roadmap
A.2
Review the Municipal Acts

Review of Law in context of JNNURM / UIDSSMT
Link with Town Planning Law
Legal basis for DPC
Provision for Area Committee
Provision for Disclosure
Procedure Compliance for Amendment to Municipal Law
Amendment to Municipal Law
A.3
Development of Municipal Accounting Manual

Preparation of State Accounting Manual as per NMAM
State Municipal Accounting Manual
B.
MANDATORY REFORMS - STATE LEVEL REFORMS
B.1
Implementation of Decentralization Measures as envisaged in 74th CAA, 1992 of the

GoI
Review Present Policies
Final Report
Sl.
- 172 -
Particulars/Items
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Strengthen Legislative Framework

Review Institutional Structure
Review Regulatory Arrangements
Prepare Roadmap for Implementation
Implement the Roadmap
B.2
Repeal of Urban Land Ceiling and Regulation Act
B.3
Reform of Rent Control Laws
B.4
Rationalization of Stamp Duty to bring it down to less than 5 percent
ALREADY REPEALED
NOT RELEVANT
Preparation and Approval of Cabinet Note on Stamp Duty Rationalization

Implementation and Rationalization to bring it down to less than 5 percent
Accomplishing desired Rationalization as per the JNNURM Guidelines
B.5
Enactment of Public Disclosure Law (as part of Reform Initiative A.2)
B.6
Enactment of Community Participation Law (as part of Reform Initiative A.2)
B.7
Associate elected ULBs - City Planning & Civic Services (as part of Reform Initiative
A.2)
C.
GENERAL REFORMS - URBAN LOCAL BODY LEVEL REFORMS
C.1
Enhancement of Creditworthiness of the ULB

Review of Income and Expenditure
Identification of Steps to Increase Revenue
Finalization of Rules for Property Tax Assessment
Survey and GIS of Properties for Property Tax Assessment
Implementation of Resource/ Revenue Mobilization Measures
C.2
Improvement of Financial Management in the ULB

Appoint Local CA as Consultant
Training of Employees on new Accounting System
Final Report
Sl.
- 173 -
Particulars/Items
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Opening Balance Sheet

Parallel Accounting System
Shift to New System
Improved Expenditure Management
Improved Financial Management
Introduce Improved Audit System
C.3
Water and Sanitation Charges

Financial Diligence
Measures to Improve Cost Recovery
Energy Savings Plan
Prepare Implementation Plan
Implement Improvement Plan
C.4
Development of E-Governance System

Assess existing IT Initiatives
Develop Options to Introduce E-Governance System
Develop Service Delivery Strategy
Assessment of Functional Requirement
Develop Technical Options
Project Management Framework
Implementation Framework
Explore PPP Options
Initiate and/or Upgrade ULB Website
C.5
Devolution of Functions
City / Town Planning and Building Approvals
Water Supply and Sewerage
Final Report
Sl.
- 174 -
Particulars/Items
D.
MANDATORY REFORMS - URBAN LOCAL BODY LEVEL REFORMS
D.1
Accrual-based Double Entry Accounting System (as part of Reform Initiative C.2)
D.2
Introduction of System of E-Governance (as part of Reform Initiative C.4)
D.3
Reform of Property Tax in Urban Local Bodies (as part of Reform Initiative C.1)
D.4
Levy Reasonable User Charges - recover Full O&M Cost (as part of Reform Initiative
C.3)
D.5
Provision of Basic Services to Urban Poor
E.
OPTIONAL REFORMS
E.1
Revision of Bye-Laws - Building Approval Process
E.2
Simplification - Conversion Agriculture to Non-Agriculture Use
E.3
Property Title Certification System
E.4
Earmarking 20-25% Lands for EWS Housing
E.5
Computerization of Land & Property Registration
E.6
Bylaws - Rainwater Harvesting Mandatory
E.7
Byelaws - Reuse of Recycled Water
E.8
Administrative Reforms - Reduction in Establishment
E.9
Structural Reforms
E.10
Encouraging Public-Private Partnerships
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
ALREADY IN PLACE
NOT POSSIBLE TO INTRODUCE
Final Report
- 175 -
15
TECHNICAL ASSISTANCE
15.1 INTRODUCTION
The objective of the Technical Assistance (TA) is to strengthen project management and
institutional capabilities, and improve overall readiness for project implementation by the
ULB. TA shall assist the ULBs, to efficiently and effectively manage, coordinate, implement,
and monitor the Projects identified, including the institutional and financial reform initiatives
under the CCBP. The key outcome of TA shall be (i) identification of key project personnel
and creation of project management and project implementation units; (ii) training for the
executing and implementing agencies to familiarize them with policies and procedures; (iii)
completion of consultants selection and prequalification of contractors; (iv) preparation of
standard bid documents for works and procurement of goods, materials, machinery and
supplies; (v) identification of required land and acquisition notification with disclosure to
affected people issued by the implementation agencies and prepared resettlement
guidelines; and (vi) introduction of institutional and financial reforms. The TA shall assist the
ULBs in conducting public awareness and stakeholder consultations to improve
understanding and acceptance of the Project and build consensus for introducing
institutional and policy reforms outlined in UIDSSMT, whose completion is expected in
March 2012.
15.2 METHODOLOGY AND KEY ACTIVITIES

As each ULB has its own historical background, institutional arrangements, financial
situation and project implementation experience, the needs and readiness for capacity
building will differ. To support up-front capacity building, each ULB should formulate a nodal
body for the Project implementation, and to identify the department responsible for each of
the three components of the Project. Key activities under each TA component include the
following:
1. Component A: Project Implementation Support and Establishment of Managerial
Structure
The TA shall refine the managerial and personnel structure for the ULB, and prepare a
detailed ToR for the key personnel. The TA shall assist the ULB to define their clear role in
undertaking activities under the CCBP. In doing so, the TA has to prepare an operational
manual defining the role of each entity in implementing the Project and delegating suitable
powers. Furthermore, the TA has to strengthen the supervisory capacity of CMA, TNUDF,
the ULBs in monitoring activities related to project implementation.
The TA shall implement the project management systems and procedures proposed in the
CCBP. They include, among others, overall project management, contract management,
project performance monitoring and evaluation, procurement, recruitment of consultants,
project accounting, construction supervision, fund management, and reporting. The TA has
to assist the ULB in preparing for project start-up activities, including, among others,
preparing of short-range action plans, recruiting and training staff, establishing a steering
committee and a central-level project management unit (PMU) within CMA/ TNUDF and
state-level PMUs and project implementation units (PIUs), satisfying the conditions for loan
effectiveness, short listing, and recruiting of project consultants, preparing budgets and early
disbursement requests, preparing standard procurement documents and contracts, and
Final Report
- 176 -
firming up arrangements for land acquisition and resettlement. TA shall assist the ULB in
learning about TNUDF policies and procedures for procurement, recruitment of consultants,
disbursement, fund management, environmental and social safety guards, corruption
prevention, auditing, reporting, and other key aspects of project operations. Furthermore, the
TA need to help train the ULB personnel in planning, leading, organizing, and coordinating
project activities through participatory workshops and on-the-job involvement in project
management. These activities shall be carried out after an assessment of the training needs
of project states and ULBs.
2. Component B: Institutional and Financial Reforms
The TA consultants need to assist the ULB in carrying out urban management, institutional,
and financial reforms recommended by the GoI/GoTN. This include strengthening of ULB
with severe deficiencies; initiation of water utilities arrangement in ULB; improvement of
urban planning; and improvement of property taxation and user charges for such services as
water supply, sewerage, and solid waste management. The following specific activities have
to be undertaken in the ULB:
(i)
(ii)
(iii)
(iv)
Verify and evaluate infrastructure assets in the ULB.

Prepare and digitize the customer database.
Assess human resource capacities and deficiencies in the various sectors, and
formulate options for the current employees in the sector.
Assess and register property (for tax purposes) and develop a database supported by
a management information system/geographical information system to increase
property tax and tariff revenues.
3. Component C: Public Relations and Stakeholder Consultation

The TA has to assist the ULB in organizing and carrying out stakeholder consultation and
awareness campaigns to (i) improve public understanding and acceptance of the Project,
and (ii) seek feedback and build consensus for introducing the institutional reforms
recommended by the GoI/GoTN.
15.3 IMPLEMENTATION ARRANGEMENTS

First step towards implementing the projects, ULB may have to establish a tri party
agreement with CMA and TNUDF. A Draft Memorandum of Agreement (MoA) is enclosed in
the Annexure 16 and 17 for review.
ULB shall be the Executing Agency for the TA, and is responsible for overall coordination
with the TNUDF and CMA. A central-level steering committee and a Project Monitoring Unit
(PMU) need to be established within CMA, and a state-level steering committee and PMU /
Project Implementation Unit (PIU) is to be established. CMA and the TNUDF shall provide
full administrative and technical support to the appointed consultants and coordinate
activities with the ULB.
Recently, Municipal Administration and Water Supply (MAWS) Department has issued a
G.O dated 11-04-2008 on the subject of delegation of additional powers and functions to
Local governments (Refer Annexure 18 for G.O. No.61). A plan like the City Corporate
Cum Business Plan (CCBP) is the first step to accomplish the G.O issued by MAWS
department. ULB need to implement the CCBP identified projects under phased manner
considering the priority of the stakeholders of the town in conjunction with the policy of
GoTN and CMA. The implementation framework for the identified projects is given in the
following sections of this report

Final Report
- 177 -
16
IMPLEMENTATION FRAMEWORK
16.1 AGENCIES INVOLVED
The ULBs are presently governed by seven Acts, one each for six city Municipal
Corporations and one for Municipalities and Town Panchayats. The Town Panchayats which
were governed by the Tamil Nadu Panchayats Act (1958) were brought under Tamil Nadu
District Municipalities Act (1920) consequent on the historic 74th Constitutional Amendment
Act (74th CAA) and on the basis of conformity legislations adopted by the State Legislature
from 1st June 1994.
The town Administration is vested with the Local body. With the enactment of Tamil Nadu
Urban Local Bodies Act 1998, a full-fledged local body came into function with an elected
Chairperson and Councilors. The ULB discharges various obligatory and discretionary
functions as per the provisions of the TN ULB Act, 1998, and provides various specified civic
services/infrastructure facilities to the citizens of the town. Apart from the ULB, there are
other Government departments and their directorates with development related
responsibilities and functions. The following table provides an insight into the development
related responsibilities and functions of various Government departments/institutions in the
region which have a direct bearing on service provision and delivery:
Table 16.1: Development Related Responsibilities and Functions of Various State Government Departments / Institutions
Sl.
Name of the Department/
Responsibilities and Functions
No.
Institution
1.
Local Planning Authority,
LPA was constituted under the Town & Country Planning Act, 1971.
(LPA)
Responsible for development of Local Planning area.
Preparation of interim, comprehensive and zonal development plans.
Enforcement of the provisions of the development plan, zoning regulations and
planning and building standards by way of issuing permissions for construction of
buildings.
Preparation of development schemes and its implementation.
All Town planning functions, development controls and building / layout sanctions.
Principal objectives of the authority include creation of housing stock, creation of
commercial complexes, improvement of city level infrastructure, environmental
improvement, parks and plantations in colonies, blocks, institutions and roadsides.
2.
Public Works Department
Responsible for construction, repair and maintenance of buildings and other related
(PWD)
structures financed from the state and capital budget allocations of the GoTN.
Also responsible for ensuring that no encroachment or structure, whether
temporary or permanent is erected on the land and property under the control of
PWD. It is also responsible for removal of such encroachments as per the GoTN
rules.
Maintaining a register of land, buildings and properties belonging to the GoTN and
under the administration of PWD.
3.
Highways Department,
Responsible for construction, repair and maintenance of roads, bridges, flyovers
and other related structures financed from the state and capital budget allocations
of the GoTN.
All major arterial roads and link roads that enable links to other parts of the district
and state are under the control of the Highways department.
4.
Tamil Nadu Water Supply and

Drainage Board (TWAD)
5.
Water Resources
Organization, (WRO), GoTN
Responsible for construction and maintenance of water supply (combined),

sanitation and sewerage schemes on behalf of local bodies at ULB cost and in
cases of CWSS, appropriate bulk supply charges.
Responsible for maintenance of major rivers / tanks/ irrigation canals and
construction and maintenance of major dams including Rain water Harvesting
Works under the ownership of PWD within the state.
Final Report
- 178 -
Sl.
No.
7.
Name of the Department/

Institution
Tamil Nadu Pollution Control
Board, (TNPCB)
8.
Directorate of Town &

Country Planning, (DTCP)
a) Industries Department,
GoTN
b) Small Industries
Development Corporation
(SIDCO), GoTN
Tamil Nadu Tourism
Development Corporation,
(TTDC)
Tamil Nadu Slum Clearance
Board, (TNSCB)
9.
10.
11.
12.
13.
14.
15.
16.
Tamil Nadu Housing Board,

(TNHB)
Tamil Nadu Electricity Board,
(TNEB)
Tamil Nadu State Transport
Corporation, (TNSTC)
Hindu Religious and
Charitable Endowments
Administration Department,
(HR&CE), GoTN
1. Archaeological Survey
of India (ASI), GoI
2. State Archaeological
Department, GoTN
Responsibilities and Functions

Responsible for pollution control and environmental protection
Dealing with environmental monitoring, certification/clearances and pollution control
in the State
Also undertakes environmental planning studies, district profiles and environmental
management plans
Advises the GoTN on matters pertaining to urban and regional planning
Supervises the functioning of the respective Local Planning Authority
Responsible for planning and establishment of industrial zones in the State.
Responsible for development of industrial estates and industrial areas in districts,
creation of industrial infrastructure and amenities there in.
Responsible for identification and development of tourism importance sites,
publicity and development of infrastructure facilities. Arrangement of different
tourism packages covering different tourist sites.
Develops improvement schemes for notified/regularized slum settlements in the
state of Tamil Nadu; and
Infrastructure provision is financed through loans and grants from GoTN and GoI.
Responsible for construction of Group tenements and individual houses for Low,
Middle and High-Income Groups.
Responsible for provision of electricity and maintenance within the state.
Responsible for provision of transport facilities through operating buses to the
various destinations within state and to neighboring states as well.
Responsible for administration and maintenance of buses owned by the TNSTC.
Responsible for administration and maintenance of Temples within the state of
Tamil Nadu.
Responsible for identification, protection and preservation of ancient monuments of
national and state importance.
Also responsible for excavation of new sites of archeological importance.
Source: Analysis
Following table provides an insight into the institutional responsibilities, including the roles
played by the private sector for various urban infrastructure and services:
Urban Infrastructure
Table 16.2: Institutional Responsibility - Urban Infrastructure

Planning and Design
Construction
Water Supply
Sewerage
Sanitation
Major Drains & Canals
Storm Water Drainage & Related
Structures along major
roads/highways
Minor Drains
Roads (including Flyovers) Major Roads
Municipal Roads (including
Flyovers) - Minor/Internal Roads
Street Lighting
Local Body/TWAD
Local Body/TWAD
Local Body
PWD/WRO
Local Body/TWAD
Local Body/TWAD
Local Body
PWD/WRO
Operation and
Maintenance
Local Body
Local Body
Local Body
Local Body
Highways Department
Highways Department
Local Body
Local Body
Local Body
Local Body
Local Body
Local Body
Highways Department
Highways Department
Local Body with Private

Sector Participation
Highways Department
Local Body
Local Body
Local Body
Local Body
Local Body
Local Body with Private

Sector Participation
Source: Analysis

Final Report
- 179 -
16.2 PROJECT FORMULATION

Pursuant to identification of the required investments, development of Detailed Project
Reports is an important activity that will essentially jump-start the pre-implementation
process. The following recommendations are made to ensure effective project formulation:
A Project Formulation & Design Coordination Committee at the regional level to cover
all the identified ULBs may be instituted which may be composed of senior engineers
from relevant departments, boards and experts who are involved in related engineering,
research and development activities
A central design database shall be developed by the Committee containing the following
information:
Design infrastructure (specifications and drawings) from earlier contracts and on the
existing system.
Design information on the proposed improvements.
Details and data on surveys and field investigations performed (topographical/
geotechnical /traffic volume counts, etc. as applicable).
The aforementioned database shall be upgraded and validated into a Project
Implementation and Commissioning Database, which is explained in the following
section.
The Committee shall also ensure efficient and reliable data sharing between the various
entities that are involved in preparation of the projects for subsequent implementation;
this measure is intended to mitigate and possibly prevent/ significantly reduce future
rework and ensure timely implementation in a cost effective manner.
It is also recommended that the aforementioned Committee be involved in the
implementation stage to ensure that the design intent is conveyed into system
implementation, operation and maintenance.
16.3 PROJECT MANAGEMENT

It is recommended to appoint a Project Management Consultant (PMC) who will be
entrusted with, but not necessarily be limited to, the following responsibilities:
Overall project management including financial (specific to project-related investment)

management.
Field coordination of capital works between the client, contractor and design consultant
to ensure that the approved design intent is conveyed into implementation and that
system operation reflects the same.
Quality control and specification compliance in all spheres of equipment, labor, material
and construction methods.
Verification and provision of critical decision-making support and recommendations on
change orders and/or physical contingencies.
Facilitate approvals from pertinent authorities for implementation, commissioning and
licenses to operate.
Enforce stringent adherence to an Environmental Management Plan that should be
developed specific to each project/sectoral improvement.
Facilitate creation and operation of a Project Implementation & Commissioning
Database which shall contain at a minimum, the following information:
All information from the Central Design Database;
Documentation pertaining to the present project:
Design
Specifications
Drawings
Change orders
As-built drawings
Communication/correspondence files.

Final Report
- 180 -
It is also imperative for the Project Management Consultant (PMC) to perform the
aforementioned responsibilities to the highest degree of quality since this database will
be the ultimate record of the project for future upgrades/modifications.
Specific attention needs to be paid to documentation/correspondence files since these
files will provide future insight to the past chronology of events, issues, resolutions and
other relevant information.
The PMC must also facilitate and assist in implementing a system for sequentially and
chronologically appending future modifications to the database, so that all changes
made are accurately reflected and available for future reference.
The PMC should involve the ULB officials in the process so as to take up further such
projects bythemselves.

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City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

1.1.1 CITY CORPORATE PLAN

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

1.1.2 OBJECTIVES OF THE ASSIGNMENT

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

1.1.3 SCOPE OF WORK OF THE ASSIGNMENT

Stakeholder Consultation: A City-level Stakeholder Consultation Workshop to discuss

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

3. Outline issues in revenue realizations, quality of existing assets in relation to service

OUTLINE APPROACH AND METHODOLOGY

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

Project Commissioning, Start-up and Mobilization

1.3.1 DELIVERABLES COMPLETED

Rapid Urban Assessment (RUA) Report, including demand assessment of Identified

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

The aforementioned deliverable was reviewed by the Technical Review Committee

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

Source: TamilNadu Route Guide

Sattur was once famous as a Fountain Nib manufacturing

Sattur town spreads across an area of 3.83 sq.km

Table 2.1 Salient Features of the Town

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

2.2. LOCATION AND LINKAGES

Source: msn Encarta

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

AREA AND POPULATION

Table 2.2: Ward wise Population in Sattur 2001 Census

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

Table 2.3: Population and Growth Trend in Sattur

2.4.1 GENDER RATIO

Table 2.4 Gender Ratio Sattur

Females per Thousand Males

2.4.2 LITERACY RATE

Table 2.5: Literacy rate: Sattur

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu

TOWN MANAGEMENT AND GOVERNANCE

Town Planning Inspector (1 no.),

Community Consulting India Private Limited

City Corporate cum Business Plan for Sattur

Virudhunagar District, Tamil Nadu