Chennai City Development Plan 2009

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City Development Plan Investment Program Review andInstitutional Development Support, Chennai

Cities Development Initiative for Asia – CDIA

Corporation of Chennai

Chennai City Development Plan 2009

Volume 1: Main ReportProject No: 07.2029.2-001.00

September 2009

GHK Consultants India Private Ltd (An associate of GHK Group, United Kingdom)

In association with

Taxila, SUSTAIN, HABICO





Chennai City Development Plan 2009 Volume 1

Main Report i

Table of Contents - Volume 1: Main Report

Executive Summary

Acknowledgements

Introduction .......................................................................................................................................1

1. The Chennai City Development Plan 2009...............................................................................1 2. The Need for A Revised CDP..................................................................................................3 3. Report Structure......................................................................................................................4 4. Preparing the Revised CDP.....................................................................................................4

4.1 Considerations.....................................................................................................................4 4.2 Stakeholder Participation .....................................................................................................5

Part A: Goals, Objectives, Principles and Strategies ....................................................................15 5. Vision Statement ...................................................................................................................15 6. Goals and Objectives ............................................................................................................15 7. Guiding Principles .................................................................................................................16

7.1 Principles - CDP................................................................................................................16 7.2 Principles - The Form of Chennai.......................................................................................17

8. Poverty Reduction, Infrastructure and the CDP......................................................................17 9. Environment, Climate Change and the CDP ..........................................................................17 10. Disaster Management and the CDP.......................................................................................18 11. Development Strategies (from CDP/SMP) .............................................................................18

11.1 City Development Plan (2006) ...........................................................................................18 11.2 Second Master Plan ..........................................................................................................18 11.3 A CDP 2009 Strategy.........................................................................................................19

Part B: Development Context .........................................................................................................21 12. Macro-Level Planning - The Planning Area............................................................................21

12.1 Planning Area Structure.....................................................................................................21 12.2 Planning Area Components ...............................................................................................23 12.3 Influences beyond the Planning Area.................................................................................25 12.4 The Investment Area .........................................................................................................27 12.5 Summary and Implications of the Current Development Trends .........................................27 12.6 Global and National Urban Growth Trends.........................................................................27

13. Environment and Disaster Management ................................................................................28 13.1 Environmental Features.....................................................................................................28 13.2 Agencies Responsible for Environment Management.........................................................30 13.3 Disaster Management........................................................................................................30

14. The Residents of the CMA - Demographic Profile ..................................................................31 14.1 Tamil Nadu........................................................................................................................31 14.2 Chennai Metropolitan Area (CMA) .....................................................................................31 14.3 Population Projections for 2026 .........................................................................................32 14.4 Migration ...........................................................................................................................32 14.5 Age Structure ................................................................................................ ....................32 14.6 Sex Composition ...............................................................................................................32 14.7 Literacy..............................................................................................................................35 14.8 Slum Population ................................................................................................................35

15. Economy...............................................................................................................................35 15.1 Formal Sector....................................................................................................................35 15.2 Informal Sector ..................................................................................................................38

16. Institutional Structure and Governance ................................................................ .................39 16.1 Government of India ..........................................................................................................39 16.2 Government of Tamil Nadu................................................................................................39 16.3 Chennai Metropolitan Area (CMA) .....................................................................................41 16.4 Corporation of Chennai (CoC)............................................................................................41 16.5 Municipalities in CMA.........................................................................................................43 16.6 Town Panchayats..............................................................................................................44 16.7 Village Panchayats............................................................................................................45 16.8 Specialised Agencies Associated with Planning & Development in CMA............................45




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16.9 Chennai Metropolitan Development Authority (CMDA).......................................................45 16.10 The Financial Backbone.................................................................................................45 16.11 The Legal Framework....................................................................................................47 16.12 Planning History.............................................................................................................47

17. Financing Urban Development...............................................................................................48 17.1 Introduction........................................................................................................................48

17.2 Chennai CDP 2006 – Financial Perspectives .....................................................................48 17.3 Provision of Urban Infrastructure for Inclusive Civic Development ......................................50 17.4 Financing Infrastructure .....................................................................................................50 17.5 Corporation of Chennai: Internal Accrual............................................................................53

Part C: Macro-Level Planning Strategy ..........................................................................................55 18. Macro-Level Planning and Growth Management....................................................................55

18.1 Assumptions......................................................................................................................56 18.2 Macro-Level Growth Management Scenarios.....................................................................56 18.3 Proposed Macro-Level Development Strategy ...................................................................57 18.4 Priority Peri-Urban Development Areas..............................................................................61

Part D: Sector Strategies and Development ..................................................................................63

19. Governance, Institutional Framework and Capacity Building ..................................................64 19.1 Metropolitan Governance in CMA ......................................................................................64 19.2 Suggested Institutional Reforms in CMA Governance ........................................................68 19.3 Recommended Planning & Development Process .............................................................72 19.4 Enforcement Mechanism ...................................................................................................73 19.5 Legal Framework...............................................................................................................73 19.6 The Financial Backbone ....................................................................................................73 19.7 Institution for Participatory Governance..............................................................................73 19.8 Institutional Development Support......................................................................................74 19.9 Capacity Building...............................................................................................................74 19.10 Funding Required for Institutional Development and Capacity Building...............................77

20. Traffic and Transportation......................................................................................................79 20.1 Introduction........................................................................................................................79

20.2 Summary Background and Situation Analysis ....................................................................79 20.3 Need for Holistic Approach to Project Planning ..................................................................81 20.4 Optimisation of Street Space Utilisation..............................................................................81 20.5 Mobility Hubs.....................................................................................................................84 20.6 Grade Separator Facility....................................................................................................84 20.7 Ownership of Right Way ....................................................................................................84 20.8 Additional Improved Mobility Suggestions ..........................................................................84

21. Waterways Management.......................................................................................................88 21.1 Introduction........................................................................................................................88 21.2 Major Waterways...............................................................................................................88 21.3 Overview and Analysis of Existing Storm Water Drainage..................................................90 21.4 CoC Storm Water Gap Analysis.........................................................................................91 21.5 Municipalities - Storm Water Drainage ...............................................................................91

21.6 Town Panchayats - Storm Water Drainage ........................................................................91 21.7 Overview and Analysis of Waste Water and Sanitation Management .................................91 21.8 Overview and Analysis of Solid Waste Management..........................................................91 21.9 Cost Estimate....................................................................................................................92 21.10 Financial Perspectives – Waterways Management and Storm Water Drains ......................92

22. Water Supply.........................................................................................................................94 22.1 Introduction........................................................................................................................94 22.2 Summary of Background and Situation Analysis ................................................................94 22.3 Inventory of On-going and Planned Projects ......................................................................97 22.4 Gap Analysis and Proposed Projects.................................................................................97 22.5 Financial Analysis............................................................................................................101

23. Sewerage and Sanitation.....................................................................................................103 23.1 Introduction......................................................................................................................103

23.2 Summary Background and Situation Analysis ..................................................................103 23.3 Inventory of Existing and Planned Projects ......................................................................105




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23.4 Gap Analysis and Proposed Projects...............................................................................108 23.5 Financial Analysis – Sewerage and Sanitation .................................................................108

24. Solid Waste Management....................................................................................................110 24.1 Study Area.......................................................................................................................110 24.2 Overview and Analysis of Existing Situation.....................................................................110 24.3 Major Initiative of the Authorities ......................................................................................111

24.4 Identification and Analysis of the Gaps.............................................................................112 24.5 Solid Waste Management Strategy and Options ..............................................................112 24.6 Summary of Proposed Projects........................................................................................114 24.7 Solid Waste Management – The PSP Module..................................................................116 24.8 Requirement of Finance to manage projects until 2026....................................................117

25. Energy ................................................................................................................................118 26. Communications..................................................................................................................118 27. Shelter ................................................................................................................................119

27.1 Introduction......................................................................................................................119 27.2 Government’s Policy / initiatives.......................................................................................119 27.3 Agencies Involved in Housing Development.....................................................................119 27.4 TNHB’s Housing Schemes...............................................................................................119 27.5 Joint Venture / Public Private Partnership Model..............................................................121

27.6 Private Sector..................................................................................................................121 27.7 Suggestions / Recommendations.....................................................................................121 28. Basic Services for Urban Poor.............................................................................................122

28.1 Introduction......................................................................................................................122 28.2 Urban Poverty..................................................................................................................122 28.3 Growth of Slums and Slum Population in CMA.................................................................122 28.4 Tamil Nadu Policy on Slums ............................................................................................124 28.5 Objectives of TNSCB.......................................................................................................124 28.6 TNSCB Projects: 2008-2009............................................................................................124 28.7 Slum Improvement Plan...................................................................................................125 28.8 Guiding Principles for Slum Improvement.........................................................................126 28.9 Issues, Observations and Recommended Approaches.....................................................126 28.10 Slum Improvement Projects.............................................................................................128

28.11 Implementation................................................................................................................128 28.12 Investment Required........................................................................................................131

29. Urban Renewal....................................................................................................................132 29.1 Current Scope of Urban Renewal.....................................................................................132 29.2 Expanded Scope of Urban Renewal - Concept ................................................................132 29.3 Urban Renewal Programme.............................................................................................132 29.4 Key Approaches to Urban Renewal .................................................................................134 29.5 Guiding Principles for the Urban Renewal ........................................................................134 29.6 Urban Renewal Plan........................................................................................................134 29.7 Priority (Target) Areas for Urban Renewal........................................................................135

30. Integrated Developments.....................................................................................................139 30.1 Definition.........................................................................................................................139 30.2 CDP Applications.............................................................................................................139

31. Social Amenities..................................................................................................................144 32. Heritage Resources - Natural and Manmade .......................................................................144

Part E: Investment Selection and Prioritisation...........................................................................145 33 Investment Selection ...........................................................................................................145 34 Investment Prioritisation ......................................................................................................145

Part F: Summary Investment and Implementation Plan..............................................................161 35 Investment Financing ..........................................................................................................161

35.1 Financing Issues..............................................................................................................164 35.2 Potential Financing Sources ............................................................................................164

36 Implementation Capacity .....................................................................................................165 37 Monitoring and Evaluation ...................................................................................................166

38 Communication & Marketing Strategy..................................................................................166




Main Report iv

Volume 2: Stakeholder ParticipationVolume 3: Technical AnnexesVolume 4: Financial AnnexesVolume 5: Institutional Development and Capacity Build ing

List o f Maps

Map 1: Chennai Metropolitan Area (CMA) ...........................................................................................2 Map 2: Chennai Urban Agglomeration (CUA)....................................................................................22 Map 3: Development Growth Corridors..............................................................................................26 Map 4: Environmentally/Ecologically Sensitive Areas ........................................................................29 Map 5: Chennai City - Population Density in Municipal Zones, 2001................................ .................33 Map 6: Population Density in Municipalities.......................................................................................34 Map 7: Industrial Developments........................................................................................................36 Map 8 : Proposed Macro-Level Growth Management Strategy ..........................................................60 Map 9: CMA Transportation System..................................................................................................80 Map 10: Proposed Water Supply & Sewerage Projects .....................................................................98

Map 11: TNHB Housing Projects and Neighbourhood Schemes......................................................120 Map 12: Urban Renewal Projects - Chennai City.............................................................................133 Map 13: Chennai - Priority Areas for Urban Renewal.......................................................................136

List of Figures

Figure 1: Structure of the CDP 2009....................................................................................................4 Figure 2: Participatory CDP Preparation Process ................................................................................6 Figure 3: Typical Project Cycle..........................................................................................................16 Figure 4: Municipal Administration and Water Supply Department.....................................................40 Figure 5: CoC Executive Set-up – Standing Committees ...................................................................42 Figure 6: Planning and Development Agencies in CMA.....................................................................46

Figure 7: Macro Area Growth Analysis ..............................................................................................56 Figure 8: Good Governance 64Figure 9: Sustainable Governance ....................................................................................................64 Figure 10: Chennai Metropolitan Development Board........................................................................69 Figure 11: Metropolitan Region – Footprint for Governance...............................................................70 Figure 12: Sources of Waste...........................................................................................................110 Figure 13: Objectionable Slum Population Distribution - Chennai.....................................................123 Figure 14: Street Space Optimization - Concept..............................................................................137 Figure 15: Basin Bridge – Conceptual Urban Renewal ....................................................................138 Figure 16: Integrated, Sustainable Urban Development...................................................................139 Figure 17: Conceptual Sustainable Neighbourhoods .......................................................................142

List of Tables

Table 1: CDP Issues...........................................................................................................................3 Table 2: Stakeholder Input Summary – Formal Events........................................................................7 Table 3: Planning Area Summary (2009)...........................................................................................23 Table 4: Growth Corridors.................................................................................................................25 Table 5: Urban Population of Tamil Nadu, 1991-2001........................................................................31 Table 6: Population Growth and Density in CMA...............................................................................32 Table 7: Legal Framework.................................................................................................................47 Table 8: Summary of CMA Investments Proposed in 2006 CDP........................................................49 Table 9: CUA Projects Approved for JNNURM to Feb. 2009..............................................................49 Table 10: JNNURM Funding - Tamil Nadu.........................................................................................49

Table 11: Macro-Level Growth Management Scenarios.....................................................................57 Table 12: Proposed Macro-Level Development Strategy (Scenario 4) ...............................................58 Table 13: Summary of Population Projections - 2026 ........................................................................59




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Table 14: CMA Institutional Tasks.....................................................................................................64 Table 15: Government Agency Responsibilities.................................................................................66 Table 16: Specific Action Agendas ....................................................................................................71 Table 17: Recommended Planning & Development Process .............................................................72 Table 18: Capacity Gaps - Corporation of Chennai............................................................................75 Table 19: Capacity Gaps - CMDA .....................................................................................................75

Table 20: Capacity Gaps - CMWSSB................................................................................................76 Table 21: Capacity Gaps - TNSCB....................................................................................................76 Table 22: Project Summary – Institutional Development and Capacity Building .................................78 Table 23: Project Summary - Transportation .....................................................................................85 Table 24: Areas for Future Growth along the Identified River Corridors..............................................89 Table 25: Cost Summary of Waterways Rehabilitation Projects.........................................................92 Table 26A: Summary Cost Estimates of Priority-1 Drainage Systems................................................92 Table 26B: Summary Cost Estimates of Priority- 2 Drainage Systems...............................................92 Table 27: Requirement of Finance- Storm Water Drains....................................................................94 Table 28: Existing Tanks/ Reservoirs ................................................................................................95 Table 29: Water Availability...............................................................................................................95 Table 30: Water Demand in CMA......................................................................................................96 Table 31: Details of Treatment Plants................................................................................................96

Table 32: Project Summary - Water Supply.......................................................................................99 Table 33: CMWSSB Borrowing .......................................................................................................101 Table 34: Finance Requirements - Water Supply Sector..................................................................102 Table 35: Features of Existing Sewage Treatment Plants................................................................104 Table 36: Existing Sanitation Status - Municipalities........................................................................104 Table 37: Project Summary – Sanitation..........................................................................................106 Table 38: CMWSSB Borrowing .......................................................................................................109 Table 39: Finance Requirement - Sewerage and Sanitation to 2026................................................109 Table 40: Matrix of Differentiated SWM Strategies for Domestic Waste ...........................................112 Table 41A: Details of Urban Clusters...............................................................................................114 Table 41B: Details of Rural Clusters................................................................................................114 Table 42A: Sub Projects and Preliminary Cost Estimate for Urban Clusters.....................................114 Table 42B: Sub Projects and Preliminary Cost Estimate for Urban Clusters.....................................115

Table 43: Requirement of Finance- Solid Waste Management Sector..............................................117 Table 44: Growth of Slums in Chennai City .....................................................................................122 Table 45: Slums in Objectionable Locations in Chennai City, 2000..................................................123 Table 46: Objectionable and Unobjectionable Slums in CMA...........................................................123 Table 47: Status of Tsunami Reconstruction ...................................................................................124 Table 48: Status of JNNURM - Basic Urban Services......................................................................125 Table 49: Project Summary – Slum Improvements ..........................................................................129 Table 50: Government Land Slum Improvement Cost Estimates .....................................................131 Table 51: Project Summary - Integrated Development and Urban Renewal .....................................143 Table 52: Investment Prioritisation ..................................................................................................149 Table 53: Investment and Funding Summary ..................................................................................162 Table 54: Implementation Capacity .................................................................................................166




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Abbreviations and Acronyms

ADB Asian Development Bank

ARV Annual Rateable Value AUA Adjacent Urban AreaBMZ The Federal German Ministry for Economic Cooperation and Development

CAA Constitution Amendment ActCBO Community Based Organization

CCRCP Chennai City River Conservation ProjectCDIA Cities Development Initiative for AsiaCDP City Development Plan

CIDA Canadian International Development AgencyCMA Chennai Metropolitan Area

CMDA Chennai Metropolitan Development AuthorityCMWSSB Chennai Metropolitan Water Supply and Sewerage BoardCoC Corporation of Chennai

CPT Chennai Port Trust

CPWD Central Public Works DepartmentCRZ Coastal Regulation Zone

CTTS Comprehensive Traffic and Transportation StudyCUA Chennai Urban Agglomeration

CWSAP Chennai Water Supply Augmentation ProjectDBOOT Design, Build, Own, Operate and Transfer

DFID Department for International Development, Govt. of United KingdomDLDP Dual Loader Dumper PlacerDSR Deb Servicing Ratio

DUA Distant Urban Area

EoI Expression of InterestEPL Ennore Port Limited

ETB Electronic Trolley BusETP Effluent Treatment Plant

EWS Economically Weaker SectionGHK GHK Consultants India Private LtdGIS Geographical Information System

GoI Government of India

GoTN Government of Tamil Nadu

GTN Government of Tamil NaduGTZ Deutsche Gesellschraft fur Technische Zusammenarbeit (GTZ) GmbHHIG High Income Group

ICAI The Institute of Chartered Accountants of India

IT Information TechnologyJnNURM Jawaharlal Nehru National Urban Renewal MissionKWMC Koyambedu Wholesale Market Complex

LIG Lower Income Group

LOE Level of Effortlpcd Litre per capita per day

LRTS Light Rail Transit SystemMATS Madras Area Transport StudyMAWS Municipal Administration and Water Supply

MIG Middle Income GroupMIS Municipal Information System

ML Million Litre




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MLD Million Litres per Day

MMDA Madras Metropolitan Development Authority

MRTS Mass Rapid Transit System

MTC Metropolitan Transport CorporationNGO Non Governmental Organization

NRCD National River Conservation DirectorateO&M Operation and MaintenanceORR Outer Ring Road

PCE Passenger Car EquivalentPFS Pre-Feasibility Study

PPP Public Private Partnership

PSP Private Sector ParticipationPWD Public Works DepartmentRoW Rights-of-Way

SEZ Special Economic ZoneSFC State Finance Commission

SIDA Swedish International Development Cooperation AgencySMP Second Master Plan

STP Sewage Treatment Plant

SUM Sustainable Urban ManagementSVP Special Village Panchayats

SWD Storm Water DrainageTDM Travel Demand ManagementTMC Thousand Million Cubic Feet

TNHB Tamil Nadu Housing BoardTNPCB Tamil Nadu Pollution Control Board

TNSCB Tamil Nadu Slum Clearance BoardTNSRTC Tamil Nadu State Road Transport Corporation

TNUDP Tamil Nadu Urban Development ProjectTOR Terms of ReferenceTWAD Tamil Nadu Water Supply & Drainage Board

UA Urban AgglomerationULB Urban Local BodyUMTA Unified Metropolitan Transport Authority






Main Report i

Executive Summary

Introduction

The purpose of the Chennai City Development Plan 2009 (CDP) is to update the 2006 CDP that wasprepared as part of the Government of India's Jawaharlal Nehru Urban Renewal Mission (JNNURM)funding application process. The revised CDP 2009 will guide development of the ChennaiMetropolitan Area through to the year 2026. The need for a revised CDP was identified for a numberof reasons as discussed in the main report. The City of Chennai subsequently sought and receivedassistance from the Asian Development Bank's (ADB) City Development Initiative for Asia Program(CDIA) to undertake the work. Chennai is the first city to undergo the CDP Review exercise and, assuch, presents a model for replication in other Indian cities and elsewhere in the CDIA programme.

Objectives

This review of the 2006 CDP has three prime objectives:

1. to conduct a participatory review of the Corporation of Chennai's (CoC) CDP and its investmentprogram to be submitted under the JNNURM Funding;

2. to strengthen institutional development within government, NGOs and civil society to identify,prioritize and plan infrastructure projects; and

3. to assist the CoC prepare a marketing strategy and plan, with an emphasis on linking CoC tofinancing institutions and infrastructure projects within it.

CDP Preparation Process

A carefully structured and comprehensive process was followed in the preparation of the CDP 2009.

Reviewed CDP (2006), SMP (2008) and on-the-ground field situation

Listened to Stakeholders in a series of participatory Workshops

Identified issues and determined Guiding CDP Strategies

Consolidated Macro-Level Planning Framework from SMP

Evaluated long-list of potential investment - Prioritised

Prepared Investment Plan

Followed up with:

Institutional Development and Capacity Building

Marketing & Communication Strategies and Plan

Stakeholder Part icipationStakeholder participation formed a strong component of the CDP 2009. Informal participation was on-going throughout the exercise and a formal programme of events was implemented including:

1. 8 November 2008: North Chennai Stakeholders Workshop hosted by the North ChennaiPeoples Right Forum.

2. 20 December 2008: Workshop involving all councillors of Corporation of Chennai.

3. 7 February 2009: Workshop on the "Formal Sector Economy and Mobility Infrastructure".

4. 14 February 2009: Workshop on the "Informal Sector" discussing needs of both housingand economic activities.

5. 29 May 2009: Workshop held on "Institutional Structure and Governance".




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6. 16 September 2009: Review of Draft CDP 2009: Presented and discussed withparticipants including government officials from both CoC and State levels, members ofChennai's informal sector, civil society groups, academics, media, CDIA and consultantteams.

Improvements by CDP 2009 over CDP 2006

The CDP 2009 improves on several aspects of the 2006 CDP as requested in the Terms ofReference. The CDP 2009 includes:

Extensive Stakeholder Participation process;

Macro-Level Planning Framework drawn from the SMP;

Attention to Urban Renewal, Optimisation, Integrated Development;

Consideration of the Informal Sector;

Strengthened consideration of Housing;

Strengthened Prioritisation and Justification processes;

Institutional Structure and Capacity Building needs;

"Soft" as well as "hard" components; A full range of funding options in addition to JNNURM.

Structure of the CDP 2009 Document

The CDP 2009 is in 5 volumes:

Volume 1: Main Report: covers the City Development Plan for Chennai Metropolitan Area withspecial reference to spatial planning, infrastructure planning, and investment planning forprojected development until 2026.

Volume 2: Stakeholder Participation: includes proceedings and follow-up reporting on the

formal Stakeholder Participation events. It highlights how the stakeholder concerns wereaddressed in the CDP 2009.

Volume 3: Technical Annexes: covers the technical analysis of each sector and includesproject sheets for identified investments.

Volume 4: Financial Annexes: covers the analysis of the historical financial data forresponsible implementing agencies. In addition, it includes financial projections for CoC andCMWSSB until 2026 that forms the basis for recommending various financing options.

Volume 5: Institutional Development and Capacity Building : focuses on managing publicservices effectively.

The CDP 2009 Area

The CDP 2009 considers two physical areas: Figure ES-1:

1. The Planning Area which is the wider area of direct impact on the growth and development ofChennai; and

2. The targeted Investment Area, limited to the Chennai Urban Agglomeration (CUA) andselected other growth points within the Chennai Metropolitan Area (CMA).

The physical Planning Area comprises 5 components:1. Corporation of Chennai - the 'City';2. 16 Municipalities3. 20 Town Panchayats

4. 214 Village Panchayats (grouped into 10 Panchayat Unions) which include the majority ofthe rural and natural areas;5. A series of Satellite Towns lying beyond the CMA.




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The actual "growth" of Chennai impacts a much wider area. Planning for the future must be aware ofregional, national and international influences.

Figure ES-1: The Planning Area and CUA

The Exist ing Situation - The CDP 2009 Context

The Land: Most of the CDP Area - the CMA comprises a total area of 1,186 km 2 - is flat and low-lyinginter-laced with a network of water bodies and water ways. Issues of managing land use, flooding,water ways, pollution and waste are all major, underlying concerns.

Population: The CMA's estimated population in 2009 is 8.26 million, of which 4.8 million live in theCity. An estimated 22.8%, or close to 1 million persons, live in slums. Growth rates have been highestin the largely unplanned peri-urban and Village Panchayat areas, while the City itself experiencessignificant out-migration. The CMA population is projected to reach 12.5 million by 2026. Sustainablymanaging this growth is central to the CDP 2009.

Economy: The formal sector accounts for only about 30% of Chennai's employment, while the oftenignored informal sector provides 70% of the jobs, and goods and services utilised by all. Chennai's

formal sector economy has a diversified base driven by automobile manufacturing, software services,hardware manufacturing, healthcare and financial services. The CDP 2009 addresses planning andinfrastructure needs for an orderly growth of the formal sector within the CMA while also stressing theneed for recognition of the legitimacy and importance of the informal sector, and the need for provisionof appropriate "space" in the City.

Institutional Structure, Governance and Capacity Building: There is a multiplicity of agenciesinvolved in urban planning and development in the CMA. Integration and coordination between them istypically weak. The Chennai Metropolitan Development Authority is the umbrella agency responsiblefor planning for the ULBs. However, some approval activities are partly vested in the ChennaiCorporation and other local bodies. Tamil Nadu Slum Clearance Board (TNSCB) is responsible forplanning and implementation of slum upgrading, clearance and relocation projects. TUFIDCO is aNodal agency for the centrally sponsored Urban Infrastructure Development schemes of CMWSSB

and other parastatal agencies of JNNURM, UIDMMT, IDSMT and MCP. TUFIDCO also extendsfinancial assistance by way of loans to ULBs. TNUIFSL is the private-public funding institution




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established for urban infrastructure planning under the World Bank assisted Tamil Nadu UrbanDevelopment Fund. Many agencies lack sufficient capacities to fully exercise their responsibilities.

Municipal Infrastructure: Severely strained transportation, water supply, sanitation and energyservices affect most of the population, with pressures increasing due to population growth, a lack ofresources to properly maintain and expand systems and high levels of inability or unwillingness to pay.

The lower-income urban slum populations are particularly lacking access to adequate basic services.

Finance: Municipal level financial resources are minimal at best. The City of Chennai operates with aslight surplus, although the rate of expenditures exceeds that of revenue. The surroundingMunicipalities virtually all operate at a loss. The Chennai Metropolitan Water and Sewerage Board(CMWSSB) breaks even, but with insufficient cost recovery to properly run operation and maintenanceprogrammes. JNNURM funding is an important catalyst for urban development. However, fundssanctioned to date represent less than 10% of identified needs in the CDP 2006 and a similar shortfallin CDP 2009. The CDP 2009 is prepared with wide marketability as a main objective in order to fill thefunding gap.

Planning: The CDP 2009 falls under the overall guidance of the Second Master Plan (2008) (SMP)governing development of the entire Chennai Metropolitan Area. The CDP acts as a more specific

investment guide for implementation of the SMP, and will be followed by a series of Detailed ProjectReports which pave the way for implementation.

Issues and Guiding Strategies

A number of CMA development issues and Guiding Strategies to address them are drawn from boththe SMP and the Stakeholder Participation process and form the basis of the revised CDP 2009:

1. The CMA must move beyond the ad hoc development pattern that has characterised growth todate and replace it with a comprehensive, integrated approach;

2. Planning and development must consider the environment as the fundamental base layer forsustainable social and economic development;

3. Two approaches to planning and development: Optimisation of existing land and infrastructurein built-up areas, and strategically identified expansion;

4. Both formal and informal economic activity must be supported through planning andinfrastructure development;

5. Adequate institutional capacity is essential for sustainable planning, implementation andmanagement of all development.

Underlying all of these as major cross-cutting themes are linkages to Poverty Reduction andsustainable Environmental Management, both of which are supported throughout.

Macro-Level Growth Management Framework

An overall CMA Macro-Level Growth Management Framework is needed as the starting point forselecting and organising individual project investments. The SMP sets out the key strategies andprinciples including:

1. Demarcation and protection of environmentally and ecologically sensitive areas;

2. Focused growth in peri-urban areas and selected growth points;

3. A series of integrated new "neighbourhood" developments along the Outer Ring Road;

4. Institute specific Area Development Projects for upgrading quality of life.

The CDP 2009 consolidates and elaborates these key features and presents them in graphic form toillustrate a Macro-Level Planning Framework and how it addresses the critical existing situation of ad

hoc development. Figures ES-2 and ES3.




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Figure ES-2: Macro-Level Growth Management

a. Environmental Features b. Current Growth Pattern c. Proposed Growth Pattern

Figure ES-3: Proposed Macro-Level Growth Management Strategy




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Investment Prioritisation

Prioritisation of a long-list of desired investments is the basis for preparation of a comprehensive short,medium and long-term Investment Plan. The following 3 steps were used:

1. Identification of a long-list of potential project investment came from the following sources:

CDP (2006) Stakeholder Participation process SMP (2008) Consultant identified "gaps" required to implement the SMP

2. Organisation of potential investments in accordance with:

Geographic Area within the CMA (City, Municipality, Village Panchayats) Sector Optimisation, New, Study, Under Implementation Phasing

3. Prioritisation and screening factors include:

Environmental importance Socio-economic benefit Support to SMP implementation (targeted growth areas) Integration/follow-up to existing investments Funding availability (Phasing) Institutional capacities Emphasis on Optimisation before New Stakeholders expressed concerns

Sector Approaches and RecommendationsTable ES-1 summarises the approach to recommendations taken by the CDP 2009 for each UrbanSector.

Table ES-1: Summary CDP 2009 Secto r Approaches and Recommendations

Sector Approach – Recommendations

Institutional Capacity,Governance Reformand Capacity Building

Imperatives of decentralised democratic governance under 74th constitutionamendment to be fully factored in

priority needs for sustainable planning, implementation and management

recognize important role of civil society

institutionalise Stakeholder Participation

create an umbrella Metropolitan Planning Agency for integrated coordination

implement recommendations/requirements of the JNNURM program

need internal capacity to manage, implement, monitor and revise CDP 2009

Solid WasteManagement

a priority environmental health sector separately developed to Pre-FeasibilityStage under another consultancy

recommends decentralised approach to primary and secondary collection

recommends a centralised "cluster" approach for final disposal

identifying appropriate final disposal sites is critical

focus on minimising final disposal quantities through recycling, etc.

WaterwaysManagement

a priority environmental sector separately developed to Pre-Feasibility Stageunder another consultancy

focus on flood reduction, mosquito and pollution control




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Sector Approach – Recommendations

Water Supply focus on combination of upgrading/optimising existing infrastructureinvestments

fill service gaps to under-serviced population groups

focused expansion and densification of priority peri-urban areas

Sewerage andSanitation

focus on combination of upgrading/optimising existing infrastructureinvestments

fill service gaps to under-serviced population groups

focused expansion and densification of priority peri-urban areas

recognized impacts on Waterways Management

Traffic and Transport recognizes series of major capital-intensive projects already planned or underimplementation

focus on filling "gaps" in current services, networks

optimise existing infrastructure

support multi-modal connectivity

Slum Upgrading - BasicUrban Services

formal recognition of the informal sector as a legitimate part of the city isneeded

existing ad hoc and segregated development needs coordinating under thesame urban authority as for other urban planning and development initiatives

Shelter over 95% of shelter is by private sector which needs enabling environment

government role should be as facilitator, not provider

government focus should on facilitating shelter for lower-income. Higherincome is fine on their own

Integrated UrbanDevelopment/UrbanRenewal

all urban work requires multi-sector integration and coordination

includes slum upgrading, redevelopment of existing built-up areas, proposednew "neighbourhoods" along outer Ring Road, other "Greenfield" developments

"optimisation" programs require multi-sector integration

Heritage Resources important to recognize, preserve, incorporate as important cultural assets,urban richness, tourism potential

not addressed in depth in CDP 2009

Energy not addressed in CDP 2009

Communications not addressed in CDP 2009

Social Amenities not addressed in CDP 2009

Investment Plan

The Prioritised Investments, projected to total Rs 236,402.61 millions through to 2026 are organisedas a comprehensive Investment Plan which identifies existing and required "gap" funding by Sector,Geographic Area and Responsible Institution. The Investment Plan also outlines a series of financingissues to be addressed, alternative sources of "gap" funding, and an indication of implementationcapacities of the responsible institutions. A separate section deals with how to develop the requiredinstitutional capacities where needs are identified. Table ES-2 summarises proposed investments bySector while Table ES-3 presents an investment summary by CMA Area. Table ES-4 presentsprojected investments on a per capita basis based on estimated populations in 2026 in accordancewith the proposed Macro-Level Growth Management Strategy.




Main Report viii

Table ES-2: Investment Plan Summary by Sector

(Figures in Million Rs)

TOTAL ESTIMATED

REQUIREMENT

to 2026

1 Inst. Capacity Building 225.00 225.00

2 Solid Waste Management 9,547.57 1,048.36 8,499.22

3 Waterways/Drainage 53,359.04 5,067.66 48,291.38

4 Water Supply 77,128.00 6,874.35 70,253.65

5 Sewerage and Sanitation 22,064.00 3,383.45 18,680.55

6 Traffic and Transportation 28,951.00 289.68 28,661.32

7Slum Upgrading / Basic Urban

Services for Poor 45,120.00 5,362.00 39,758.00

8Shelter

Recommendations made on private

& public sector initatives/roles

9

Integrated Developments, Urban

Renewal 8.00 8.00

10 Energy

11 Communications

12 Social Amenit ies

13 Her itage Resources

To be identified individually &

managed

236,402.61 22,025.50 214,377.11

Key Infrastructure

Multi-Sectoral

Others

GAP (to be provided by

GoI/GoTN/ULBs and other

funding sources)

Total

SL. NO SECTOR

CENTRAL GRANTS

under JNNURM

(available)

Not directly addressed

Table ES-3: Investment Plan Summary by Area

Table ES-4: Investment Summary by Population

(Figur es in M il li on Rs)

1 58,090.27

2 123,207.44

3 20,789.65

4 9,362.95

5 2,926.80

214,377.11

Area Summary

SL. NOINVESTMENT

REQUIREMENTUNITS

Chennai Metropolitan Area

Total


Municipalities

Towns Panchayats

Village Panchayats

(Figures in M i l l i on Rs)

1 Chennai Metropol i tan Area 58,090.27 12,542,000 4,631.66

2 Corporation of Chennai 139,781.34 6,301,000 22,183.99

3 Municipali ties 24,766.00 4,215,000 5,875.68

4 Towns Panchayats 10,771.00 1,029,000 10,467.44

5 Vil lage Panchayats 2,994.00 997,000 3,003.01

236,402.61 12,542,000 18,849 Total

Investment by Population - Summary

SL. NOPer Capita Investment

to 2026 (Rs/Per head)CMA Area

Total Investment

to 2026 (INR

Million)

Estimated

Populati on 2026




Main Report ix

Potential Funding Sources

The 2006 CDP limiting funding considerations to that available through the JNNURM programme. TheCDP 2009 expands the scope to consider potential funding from a wide range of sources including:

Internal accruals of Implementing Agencies State Government budgetary support Government of India schemes/support Indian Financial Institutions Bi-lateral funding agencies Multi-lateral funding agencies Commercial borrowing Private sector partnerships

Implementation - Institutional Capacit ies

The following Table ES-5 summarises the Consultant's estimation of the implementation capacities of

key agencies currently responsible for implementing proposed urban investments. The CDP'sproposed Capacity Building Program is based on this analysis.

Table ES-5: Implementation Capacity of Key Agencies

Key Implementing Agencies and Service Sectors

CoCCMWSSB

within CMAOther ULBswithin CMA

TNSCBParameters

(Roads, SWM,Drainage,

Street Lights)

(Water Supply,Sewerage &Sanitation)


Street Lights)

BasicServices forUrban Poor

Demand-Supply mismatch ofinfrastructure requirement

Roads –Weak

SWM – StrongDrains – Strong

Street Lights -Medium

Strong Very Strong Very Strong

Financial Capacity – Internal Accruals to Finance Infrastructure.

Medium Weak Very Weak Very Weak

Financial Capacity – To BorrowFrom Markets

Strong Medium Weak Very Weak

Institutional Framework – To AdoptReform Measures

Medium Medium Weak Average

Legislative Framework – To

Enforce Reform MeasuresWeak Strong Weak Average

Capacity and Skills Available toImplement New Projects

Medium Medium Weak Weak

Requirement for Capacity Building Very Strong Very Strong Very Strong Very Strong

Political Will to Initiate Development Weak Weak Weak Weak

Marketing and Communication Strategies

Separate Marketing and Communication strategies provide CoC and CMDA with the tools to solicitfunding from the alternative sources outlined in the Report.




Main Report x

Monitoring, Evaluation and On-going Revision

On-going monitoring, evaluation and revision of the CDP 2009 and resultant investments is essentialto make appropriate adjustments as conditions change, new priorities emerge and levels of availableresources vary. The capacities to undertake this work must be developed internally within theimplementing agencies supplemented by outsourcing to keep projects flowing through the continuous

cycle of Plan, Implement and Manage. The CDP 2009 must be treated as a "living document".

The Way Forward

To move the CDP 2009 forward to achieve real developmental benefits to residents of the CMArequires series of additional steps beginning with:

Internally the CDP 2009 needs to be reviewed by the full spectrum of concerneddepartments, and agencies and eventually adopted as an official planning document

Simultaneously CDP 2009 must go through the approval process expeditiously to theGovernment of the State of Tamil Nadu for review, acceptance and support

The CDP 2009 must be moved into the public domain for participatory review,understanding, acceptance and implementation Identify early, low-cost Pilot Projects for immediate implementation Elevate first phase of priority investments to Pre-Feasibility, Feasibility, Detailed Project

Report (DPR), and funding acquisition followed by implementation. Different fundingagencies may require different steps

Setup participatory civil society mechanism as recommend in CDP.

Potential for Immediate Implementation

The earliest possible visible demonstration of action resulting from the considerable efforts andcontributions of all participating stakeholders will help to build acceptance. Pilot Projects in Street

Space Optimisation is one viable option. This has the potential for implementation at relatively lowcost, but also providing the opportunity for extensive community/stakeholder involvement at thedetailed level. Providing the opportunity for serious local stakeholder participation will confirm CoC'scommitment to the concept, while ensuring that word spreads quickly through the majority informalsector. Visible results will be quickly achieved.

Lessons for Replication

The Chennai CDP 2009, as the first of the CDP Reviews, may serve as a replicable model forundertaking similar exercises in other Indian and/or CDIA cities. A number of recommendations forconducting similar processes elsewhere include:

Obtain primary guidance from the participation of a full cross-section of stakeholders fromboth public and private/civil society sectors

Develop a clear Macro-Level Planning Framework as the essential anchor point Linkages, integration and coordination between sectors and projects are critical Build on current initiatives with a first focus on optimisation of existing investments Target both "soft" and "hard" needs Respond to local social and economic realities based on stakeholders inputs.



Acknowledgements

“Any city however small, is in fact divided into two, one the city of the poor, the other ofthe rich. These are at war with one another.”

Plato (BC 427-BC 347)

During the tenure of this assignment, help, co-operation and assistance have beenobtained from a large number of individuals, government departments, local bodies,para-statal agencies, institutes and universities, firms, industries, social workers,representatives of NGOs and CBOs. They have provided their valuable time andsuggestions to members of the Review team to assist in this study. It is rather difficult tothank them individually. We express our sincere thanks to all those people collectively.

Their support, encouragement and insights into the social, economic, environmental andinfrastructure problems of the study area and the sector as a whole have provided anessential input into the proposals in the report. More often than not, these suggestionstriggered useful discussions in shaping various projects in both the City DevelopmentPlans and the sector development proposals for infrastructure and institutionalimprovement.

In addition to the obviously critical financial and technical support of the CDIA programsupporters, in particular the Asian Development Bank and the Government of Germany,preparation of this Report was made possible through the enthusiastic support andguidance of Shri Rajesh Lokhani, Commissioner and Shri Ashish Chatterjee, JointCommissioner of the Chennai Corporation. Chennai Corporation, Chennai Metropolitan

Development Authority, Chennai Metro Water Supply and Sewerage Board cooperationand interest bodes well for the success of this exercise. At the very pragmatic level, Mr.Balakrishnan Elangovan, the CDIA consultant for India, continues the challenge ofsupporting two consulting teams and their onerous requests. Unknown to them, but thedaily observation of all Chennai's residents, their situations and their needs contributesthe most to the exercise, and will be thanked by successfully contributing this project'sresults to their future.

Civil society consultation events brought out over 500 actively engaged and enthusiasticresidents of Chennai. That kind of energy and clear interest in improving theirenvironment and lives provides the real motivation to complete this work.



Consultants Team

Mr Vijay Tandon GHK INDIA Project Director

Mr Rob Story HABICO Team Leader, Urban Planning Specialist

Mr M.G. Devasahayam SUSTAIN Institutional / Consultation Specialist

Mr Sumitabha Ray TAXILA Municipal Finance Specialist

Mr Ranajit Banarjee GHK INDIA Municipal Engineer

Ms Archana S Hinduja GHK INDIA Urban Planner / GIS Specialist

Mr G. Dattatri SUSTAIN Capacity Building Specialist

Mr Mark Selvaraj GHK INDIA Traffic and Transportation Planner

Mr R. Navamani GHK INDIA Junior Urban Planner

.




Main Report 1

Introduction

1. The Chennai City Development Plan 2009

The purpose of the Chennai City Development Plan 2009 (CDP) is to help guide development of theChennai Metropolitan Area (Map 1) through to the year 2026. The origins of this exercise lie with the

establishment of the Jawaharlal Nehru Urban Renewal Mission (JNNURM) in 2005 by the Governmentof India to provide funding for urban development. Chennai is one of the 63 eligible cites. As part ofthe funding application process, Chennai prepared a City Development Plan (CDP) in 2006. The needfor a revised CDP was identified and Chennai subsequently sought and received assistance from the Asian Development Bank's (ADB) City Development Initiative for Asia Program (CDIA) and jointlysupported by the German, Swedish and Spanish governments. GHK Consultants India Pvt. Ltd. inassociation with PSP Financial Consultants Pvt. Ltd., SUSTAIN and HABICO began work on the 9-month assignment in November 2008.

This CDP 2009 is presented following submission of the Final Inception Report (November 2008),Draft and Final Interim Reports in February and April 2009 respectively and Draft CDP (June 2009),.Inputs from three Project Steering Committee meetings and an extensive Stakeholder Participationprogram are incorporated.




Main Report 2

Map 1: Chennai Metropolitan Area (CMA)




Main Report 3

2. The Need for A Revised CDP

A number of issues were identified with the original CDP (2006) by the Government of India andothers that lead Chennai to request assistance with revising the document. Issues include both thoserelated to Development of Chennai and the CMA and related directly to the CDP itself:

Table 1: CDP Issues

IssuesProposed Actions During Preparation of

CDP 2009

City and CMA suffer deficiencies in manyof the infrastructure sector

Planning will address needs in major sectorsas development framework, but of necessitywill concentrate on selected sectors

Growth is occurring in an ad hoc mannerwithout a clear macro spatial strategy

Macro Spatial Strategy will be preparedincluding the CMA with linkages beyond

City growth must be linked to the rest ofCMA and beyond, and the need toensure a full range of economic

opportunities are addressed

Planning will address more than the IT sectorand ensure support for a full range of formaland informal activity

Institutional capacities requirestrengthening

Institutional capacity will be focused as thelong-term key to sustainability

Development requires accessing the fullrange of potential funding / investmentoptions

CDP will include a matrix covering the fullrange of project funding options

CDP review will include parameters andguidelines for undertaking this study ascritical to prioritising investments

ChennaiDevelopment

City and CMA's full economy has notbeen adequately analysed resulting inskewed allocation of infrastructure andinvestments

CDP review will address all economicsectors including the critical informal sector

A comprehensive consultationprogramme was not included in CDPpreparation

A programme of stakeholder consultationforms the backbone of the review process. 6consultations completed. See Vol 2.

A complete comprehensive spatialdevelopment plan as key planningframework is not presented.

Macro Level Spatial Strategy will beprepared within framework of SMP

Project justification needs strengtheningand Project prioritisation needsclarification

CDP will identify linkages between individualprojects for integrated development

Identified projects will include preliminaryassessment, prioritisation and phasing

Existing CDP focused solely onJNNURM funding, missing otherpotential funding options

Projects will be prepared for presentation toa full range of potential funding entities otherthan JNNURM

Discussion of institutional arrangementsand capacity analyses for projectimplementation required

Consider planning requirements listed in the12th Schedule of the 74th CAA

Preparation of a Training and CapacityBuilding program

Proposed projects include only hardcapital investments

Project types may be extended to includeboth hard and soft components

Urban Renewal not included in projectlist

Urban renewal including optimisationprojects will be investigated and added.

Affordable housing considerationsrequire elaboration

Additional consideration will be given toaffordable housing policies/initiatives,particularly for slum dwellers & EWS

Existing CDP(2006)

Greater attention to the needs of informal

sector required with its high proportion oflocal employment creation

CDP 2009 will include support for informal

sector




Main Report 4

The preparation and presentation of the Chennai CDP 2009 addresses these issues.

A key concept guiding the structure and content of the CDP 2009 is that it is no longer simply aJNNURM-targeted document, but caters to a much wider local, national and international audience.Separate Communication and Marketing Strategies then provide guidance in moving the Plan towardssustainable implementation.

3. Report Structure

The Revised CDP is presented in 5 Volumes as shown in Figure 1 below.

Figure 1: Structure of the CDP 2009

4. Preparing the Revised CDP

4.1 Considerations

Preparation of the Revised CDP is based on:

Conducting a Participatory Process involving a full cross-section of stakeholders; Taking guidance from the existing CDP and approved Second Master Plan; Integrating the existing CDP and approved Second Master Plan;

PART A:Vision, Objectives,

Principles

PART B:Development

Context

PART C:Macro- Level Strategy

PART D:Sector Strategies

PART E:Investment

Prioritisation

PART F:Investment &

Implementation Plan

Volume 1:

Main Report

Volume 2:

Stakeholder

Participation

Volume 3:

Technical

Annexes

Volume 4:

Financial

Annexes

Volume 5:

Institutional

Development &

Capacity Building

Introduction




Main Report 5

Making maximum use of existing data with additions and updating as required andpossible;

Applying "best practise" urban planning and development lessons learned in Chennai,India and internationally.

4.2 Stakeholder Participation

A comprehensive Stakeholder Participation Process formed a key element in the preparation ofthe Revised CDP. This process was missing from the 2006 CDP. Inputs to the process aredrawn from a series of formal Workshops, previous consultation/participation work by the Teamin Chennai, media reports and a range of less formal consultation sessions across all segmentsof society within the Plan Area.

Figure 2 illustrates the participatory CDP preparation process, while Table 2 summarises theinputs from the formal sessions and how the CDP 2009 addresses them. Volume 2:Stakeholder Participation contains complete details of the Participation Program.

Summary of formal Stakeholder Participation sessions:

1. 8 November 2008: North Chennai Stakeholders Workshop hosted by the North ChennaiPeoples Right Forum. Over 200 persons discussed the specific concerns of this generallylower-income section of Chennai. Among others, Commissioner, Corporation of Chennai,and Managing Director, CMWSSB participated;

2. 20 December 2008: Involved all councillors of Corporation of Chennai to obtain peoples'representative’s inputs on the needs, priorities, and perceptions of City DevelopmentPlan. Among many Councillors, Corporation Mayor, and Commissioner, CoC attendedthe addressed the participants;

3. 7 February 2009: The third Workshop was conducted involving industry representativesto discuss “Perspectives on CMA’s Economy and Infrastructure Needs”, and “Workshopon Mobility Infrastructure”.

4. 14 February 2009: The fourth Workshop concerned discussion on the importance ofInformal Economy sector in development of the city. Member Secretary, CMDA,participated in the discussion;

5. 29 May 2009: The fifth Workshop addressed "Governance and Institutions forDevelopment of the CMA." A wide range of knowledgeable experts, NGO representativesand the private sector participated.

6. 16 September 2009: Review of Draft CDP 2009: Presented and discussed withparticipants including government officials from both CoC and State levels, members ofChennai's informal sector, civil society groups, academics, media, CDIA and consultantteams.




Main Report 6

Figure 2: Participatory CDP Preparation Process

PROJECT OBJECTIVES

Participatory Review of the CDP and its Investment Program

Strengthen Institutional Development within government, non-government agencies and civil society to identify, prioritize and planinfrastructure projects through targeted training.

Assist the CoC to Prepare a Marketing Strategy and Plan

Opportunities & Constraints

Rapid AnalysisReview Socio-Economic,

Physical (Natural &Infrastructure), Institutional and

Financial Framework

Prepare Marketing Plan for the CoC for High Priorit y

Infrastructure Projects

Finalise CDP & Investment Plan

Elaborate DevelopmentStrategies of the

Second Master Plan

Identify High Priority Infrastructure Projects

Study Second Master Plan& its linkages with CDP

Review CDP and its Investment Plan

Design Capacity BuildingProgramme for key agencies

Review current situation &examine infrastructure

investment plan

Analyse projects identified inCDP and assessment of theireconomic & financial viability

Identify gaps in the currentinvestment programmethrough participatory

consultations

Review and study toenhance the capacity

building through institutionaldevelopment

Review Existing Situation

based on available reports /

documents

Prepare Draft CDP & Investment Plan

Agr eed Capacit y Buil dingProgramme & Initial

Implementation

Formulation of theDevelopment “ VISION”

for the CDP

Review Vision & Strategies of CDPwithin the framework of Master Plan

PARTICIPATORY CONSULTATIONS

CONSULTATIONS

CONSULTATIONS

CONSULTATIONS




Main Report 7

Table 2: Stakeholder Input Summary – Formal Events

This Table summarises key Stakeholder Inputs and CDP responses. A complete listing of inputs is presented in Volume 2.

S.no. Event Date Key Stakeholder Inputs How CDP is Addressing

Transport: improve container yards and parking for trucksrelated to Port activity. Dangerous and congests localroads.

Elevated Highway Already proposed/started by Highways, CDPis incorporating this project and addressing related communitydevelopment needs

Transport: improve rail-bus connectivity Promoting Mobility Hub Type of projects

Transport: improve mobility on Tiruvottiyur High Road CDP including this as GAP project

Transport: upgrade Royapuram Station, extend Metro Rail CDP including this as GAP project

Water & Sanitation: comprehensive improvements includingsolid waste management required.

Several micro projects suggested.

”Gap" water and sanitation projects identified with increasedattention to SH participation. SWM is sector priority #1 afterInstitutional with special PFS work underway

Environment: improve Buckingham Canal & environs.Health hazard, needed for flood control and possiblerecreation

Special attention through Water Ways PFS component andlinked to work on revised Slum improvement proposals

Solid Waste Management: improvements neededthroughout including rehab for landfill at Kodungaiyur

Priority attention through SWM PFS work and identification ofSWM as sector priority #1.

Environment: prevent coastal erosion, stabilise beach Indirectly addressed through focus on Water Waysmanagement and drainage

Economy: dedicate Fisheries Harbour to small boats only Not directly addressed

Environment: address all forms of air, land, water pollutioncreated by urban and industrial activities. Local healthissues evident.

Environment established as priority planning base layer.Growth management proposed

Social-Economic: basic services desired to slums andfishermen settlements. Skill development, basicinfrastructure, social assistance related to crime, alcoholand drug abuse. Several micro projects suggested.

Increased emphasis in CDP on recognition and attention toinformal sector needs. Re-programming of TNSCB to addresssocio-economic concerns proposed. Sensitive Urban Renewala priority

1. Workshop: NorthChennai Consultation onCDP Review

8 Nov 2008

Governance: need better integration of government agencyactivities to address issues, particularly transportation.

Institutional proposal for an over-arching MPA to coordinate allactivities. Also implement Transport Management Authority




Main Report 8


Environment: Drainage and flood control a priority Water Ways project elevated to PFS level as recognized priorityfor health and safety of all.

Water & Sanitation: Augmented/modernised water supplyand sewerage systems required. Hard and soft components

CDP identifies full range of "gap" filling projects, includingreformed/strengthened institutional structures

Transportation: Integrated transportation plan needed.Optimise road space usage. Multi-level parking.

"Optimisation" of transport infrastructure is priority approachconsidering needs of all street space users

Water & Sanitation: Local level safe drinking water,sanitation and mosquito eradication

CDP identifies full range of "gap" filling projects, includingreformed/strengthened institutional structures

2. Workshop: CDP Reviewwith Chennai MunicipalCorporation Mayor andCouncillors

20 Dec 2008

Socio-Economic: slum upgrading & rehab, access toaffordable housing and facilities for livelihood and skillupgrading

Revised, comprehensive approach to upgrading slums withsocio-economic concerns at the forefront recommended. Needsre-programming of TNSCB.

Also addressed under Urban Renewal.

Formal Sector Economy

Institutional: SMP and CDP cover only small portion (1,100km

2) or actual development activity area (+4,000km

2). Need

wider regional planning.

Regional Plan recommended in CDP.

Institutional: Ribbon development needs to be replaced bygrid development to control land values

Macro Growth Management Strategy suggests concentratedGrowth Points with improved supporting infrastructure

Institutional: Lack of institutional capacity and planningleading to increase in slums.

Institutional Structure and Governance is the #1 Priority Sectorfor investment and strengthening.

Many recommendations included in CDP.

Economic: strategies required for rural-urban and formal-informal economic linkages.

Macro Level Growth Management Strategy in CDP as startingframework with need to formally recognize informal sector ascritical to economy.

Institutional: Good institutional structure needed to design,implement PPPs

PPP experience and opportunities, particularly for infrastructuredevelopment, addressed in CDP

3. Workshop: FormalSector Economy andMobility Infrastructure

7 Feb 2009

Institutional: Effective Governance model needed tomanage fast growing metropolis

Addressed throughout the CDP with priority Sector investmentin Institutional Development




Main Report 9


Transport: Transportation Plan prepared for 2011 wascomprehensive and should be adopted

CDP has taken this into account while recommending projects

Transport: MRTS needs optimisation Promoting relocation of all MTC Bus Transit Nodes near MRTS

Economy: Tourism potential needs developing Not directly addressed in CDP except through reference toenvironmental management and heritage resource preservation

Social: Education infrastructure, quality needs attention Not directly addressed in CDP

Economic: small business (many informal) needs access toland title and credit

CDP emphasises throughout need to formally recognize andsupport needs of the informal sector - housing and business

Institutional: ULB's fail to maintain industrial estateinfrastructure.

Addressed through Institutional Capacity Building Programs

Social: housing required near industrial estates CDP identifies need for comprehensive and integrated physicalplanning throughout to replace current ad hoc

Economy: banks not following government guidelines re:small business credit

Not directly addressed in CDP

Economy: need gov't. policy on land, working space forsmall & micro business (much of it informal)

Strong recommendations for recognizing and providing urbanspace for the informal sector. Road Optimisation and UrbanRenewal project proposals

Institutional: need project continuity between politicalchanges

Addressed under Institutional Structure and Governance

Mobility Infrastructure

Institutional: Metropolitan Transport Authority shouldbecome effective to coordinate inter-modal transport

Design guidelines required for user-friendly sidewalks andurban roads

CDP is recommending to develop Design Standards forChennai City

Implement effective traffic management Transportation Management Centre is the recommendedapproach in CDP

Storm water management required Storm water Treatment/ Flood Attenuation Ponds is therecommended method.

Parking policy and implementation required CDP addressing this in Optimization Section




Main Report 10


Planning required to accommodate informal sector CDP addressing this in Optimization Section

Encroachments need to be removed CDP addressing this in Optimization Section

Road network plan needed for City, CMA with missing linksidentified

CDP addressing this as GAP Project

Public consultation should be mandatory and transparentespecially for cost-intensive projects.

Alternative plans should also be prepared.

Public Participation proposed to be institutionalised into allplanning and development exercises.

New bus routes identified by upgrading existing roads CDP is addressing this as GAP Project

Bus fleet should be augmented and service improved CDP is recommending mini Buses and A/C service partly inexisting buses and routes simplification based on direction withcolor code.

Capacity building required for all transport agencies Addressed as priority under Institutional Structure andGovernance

New projects should start with sound analysis of existingsocio-economic and physical conditions

CMDA coordination proposed for all planning and developmentprojects

Institutional: Formal allocation of space and resourcesrequired in the city for informal sector workers includingspace for housing and space for working

Strong recommendations for recognizing and providing urbanspace for the informal sector.

Road Optimisation and Urban Renewal project proposals

Water and Sanitation: Appropriate infrastructurerequirements need to be provided. e.g. water and sanitationat markets

CDP identifies full range of "gap" filling projects. Combined withrecommendations to provide informal sector with recognisedurban space

Institutional: Workers conditions, health and safety need tobe improved

not directly addressed in CDP

Social: Facilities required for women workers - day carecentres, etc.

not directly addressed in CDP, but implied in revisedapproached to slum upgrading and urban renewal

Institutional: Require policies protecting women from abusein the work place

not directly addressed in CDP

4. Workshop: PublicConsultation on theInformal Sector

14 Feb 2009

Transportation: needs of non-motorised modes of transportneed higher priority and formal recognition

CDP promoting improved street space for pedestrians, bicyclesand other non-motorised transport




Main Report 11


Economy/Transportation: informal sector needs streetspace in orderly, optimised fashion

Strong recommendations for recognizing and providing urbanspace for the informal sector.

Road Optimisation and Urban Renewal project proposals

Transport: workers need more buses as most affordableoption

CDP recommending Mobility Hub and Common Ticketing whichwill reduce the price considerably

Transport: public transport should accommodatespecialised workers' tools, equipment

addressed via support for informal sector

Transport: Flyovers need careful analysis to ensure theydon't cause more problems than they solve

CDP is proposing to engineer the Fly Overs based onInternational Standards of Practice

Institutional: National Urban Transport Policy and NationalPolicy on Street Vendors should serve as guides

CDP is recognising Informal Sector as critical and requiringstreet space.

Addressed in Project designs.

Transport/Institutional: private motor vehicle users shouldpay for road and parking space

Social/Transportation: slum dwellers subject to relocationshould receive free bus passes

Revised approach to slum upgrading proposed based on socio-economic needs. Will eliminate distant relocation

Economic/Social: improved access to formal credit neededfor informal sector


Social: comprehensive health care, ration card programs,other social security benefits required for informal sector


Institutional: formal land tenure should be provided to slumdwellers. Supports investment in improved housing.

Revised approach to slum upgrading proposed based on socio-economic needs and formal recognition of the informal sectoras integral part of the city.

Institutional: Transparency required in all projects CDP stressing the importance of Good Governance

Institutional: Government needs to commit to fullyparticipatory project planning processes.

CDP proposals to institutionalise Stakeholder Participationthrough all phases of all development projects

Social/Economic: housing and infrastructure projects forlower-income should take place through people'sorganisations, NGOs, etc. with collaborative efforts

Revised approach to slum upgrading proposed based on socio-economic needs and formal recognition of the informal sectoras integral part of the city.

Participation key. Also addressed under Urban Renewal




Main Report 12


Institutional: privatisation of infrastructure services shouldbe avoided as it leads to lower wages and unemployment

Implementation options are analysed for all sectors.Privatisation recognised as not always the answer

Institutional: laws attempting to restrict informal sector -banning street vending, bullock carts, etc. should beremoved

CDP recommendations for recognition of the informal sectorand official "space in the city".

Institutional: government generally needs to take a more"humane" attitude towards the informal sector.

Remove opaque evictions, resettlement, harassment of

women and bribe extortion by police and other officials

Addressed in Institutional Capacity Building

The present Governance system in Chennai is highlyfractured and unless restructured cannot deliver a betterChennai

Addressed in CDP.

A strong-Mayoral system is the imperative for effective andcitizen-oriented governance

Addressed in CDP.

The present rural-urban ambience should be sustainedthrough institutional means.

Addressed in CDP.

Urban reforms to set in motion a faster pace of sustainable,equitable, environment-based Chennai

Addressed in CDP.

Setting up of MPC by introducing professional and NGOexpertise is an urgent need

Addressed in CDP.

ULBs should have greater autonomy to function as urbanlocal governments and not as ‘wards’ of state government

Addressed in CDP.

Financial intermediary should factor in the corecompetencies of TNUDF/TNUIFSL

Addressed in CDP.

5. Workshop: InstitutionalStructure andGovernance

29 May 2009

Present bureaucratic system of governance is notconducive to sensitive handling of the informal sector bothin shelter and economic activity.

A democratized and sensitive ULG only would take note ofthe needs of this sector which is an important constituent ofthe city.

Addressed in CDP.




Main Report 13


Building of capacity at all levels of local government andproviding a high level assistance to them throughcompetent professionals in implementing projects anddelivery of services becomes a prime need.

Addressed in CDP.

Difference between SMP and CDP Planning framework SMP sets out the key development strategies and principles.CDP 2009 consolidates and elaborates the SMP developmentstrategies in graphic form to illustrate a Macro-Level Planning

Framework.Suggestions made in the workshop on relocation of slumdwellers and informal sector – Involvement of primarystakeholders in planning and decision making process.

Strong recommendations made for recognizing and providingurban space for the informal sector in the CDP 2009.

Recommendations made on ensuring full participation ofprimary stakeholders, particularly women, in planning anddecision making as a pre-requisite for any slum improvement orresettlement process in the CDP 2009.

6 Review of Draft CDP2009

16 Sep 2009

CDP 2009 document should be made public. CDP 2009 recommends that the Plan must be moved into thepublic domain providing wide opportunity for a thorough review,comment and understanding.






Main Report 15

Part A: Goals, Objectives, Principles and Strategies

5. Vision Statement

The vision for the future of as stated by CMDA in the original CDP and SMP is to:

"Make Chennai a prime metropolis which will become more liveable, economicallyvibrant, environmentally sustainable and with better assets for the futuregenerations."

6. Goals and Objectives

This review of the CDP has three prime objectives:

1. To conduct a participatory review of the Corporation of Chennai's (CoC) City

Development Plan and its investment program to be submitted under the JNNURMfunding.

2. To strengthen institutional development within government, non-government agenciesand civil society to identify, prioritize and plan infrastructure projects.

3. To assist the CoC prepare a marketing strategy and plan, with an emphasis on linkingCoC to financing institutions and infrastructure projects within it.

These objectives may be interpreted as having an overall goal:

"To improve the social, economic and environmental conditions for all residents ofthe Chennai Metropo litan Area."




Main Report 16

7. Guiding Principles

To support the specific Development Strategies presented in both the original CDP and SecondMaster Plan, two sets of Guiding Principles are presented to serve as monitoring and evaluationchecks. The first set of Guiding Principles addresses preparation of the CDP.

7.1 Princ iples - CDP

Preparation of the CDP must be consultative and participatory involving a full range ofstakeholders.

Preparation of the CDP must integrate planning and development needs across all levelsof government, across and between all sectors and between existing and plannedprojects.

CDP recommendations must be locally appropriate, acceptable, implementable andaffordable.

The CDP must recognize the needs of the full spectrum of socio-economic groups

The CDP must encompass the full range of economic sectors including formal and, inparticular, the informal, the latter being the greatest provider of employment andentrepreneurial opportunities.

Planning must be integrated through all levels of governance: civil society, ULB, CMA,State and Nation;

CDP recommendations must encompasses consideration of environment, gender andsustainability.

Preparation of the CDP should incorporate the greatest possible level of local capacitybuilding and technology transfer.

Preparation of all projects will be done with an understanding of the "Project Cycle" inmind. See Figure 3 below.

Figure 3: Typical Project Cycle




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The second set of Guiding Principles addresses the outputs of the CDP and the future form ofChennai:

7.2 Princip les - The Form of Chennai

There must be a balance between development and environment;

There must be a balance between heritage and development;

Development must provide convenient access for all to a full range of economicopportunities and social amenities;

Chennai should be re-enforced as the "heart and soul" of the CMA and the state;

The natural area "lungs" of the CMA must be sustainably managed for the health of all;

Maximum use should be made of existing (or rehabilitated) infrastructure in existing built-up areas before new land is developed. i.e. urban sprawl should be minimised;

Development must be strictly "managed" in all parts of the CMA to eliminate the currenttrend of inefficient, destructive, ad hoc expansion;

Elements of the City must be integrated so that the goals of one sector do not impedethe goals of another;

8. Poverty Reduction, Infrastructure and the CDP

Integrating all of the goals, objectives and efforts of the CDP and related urban development isa focus to reduce poverty. Poverty reduction is a national priority supported by numerouspolicies and programs. Adequate infrastructure - physical and institutional - is an essentialelement and the focus of the CDP. Poverty is a cycle or series of cycles that need to be broken.Poor water and sanitation lead to poor health and inability to apply personal energy toproductive tasks; low production limits family income; low income means poor shelter; lack ofmobility keeps producers and markets apart; poor communication hampers education andknowledge exchange; poor or unenforced legislation fails to protect the labour force fromexploitation; and the list goes on. Incrementally and sustainably breaking these poverty cycles iswhat the judicious development of locally appropriate infrastructure is intended to do. However,it must be locally appropriate catering to the socio-economic realities of the majority; affordable,locally manageable, and incrementally improvable. Achieving this requires a combination ofstakeholder participation, and appropriate institutional capacities guided by informed andsupportive policy and enforceable regulation. The CDP addresses these issues. Lying behind allof this is the crucial need for political will and transparent governance.

9. Environment, Climate Change and the CDP

Regardless of how it is officially recognized or ignored, the underlying basis for future social andeconomic development is the health of the environment. The CDP directly addresses the needfor significantly improved awareness and serious environmental management action at allscales by both public and civil society players. Chennai alone cannot solve the larger globalissues of climate change, but will be among the first to feel the affects of rising sea levels, andthrough dedicated effort can make significant contributions to solutions, including acting as amodel of sustainable action. Specifically, the CDP addresses:

A Macro-Level Growth Strategy is presented that emphasises management of land and

water resources, while concentrating development, infrastructure and live-workrelationships in environmentally responsible ways;




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Integrated institutional reforms and policies to prevent cross-purpose environmentaldestruction;

Optimisation of developed lands and infrastructure is put forward as the priorityinvestment to maximise existing and limit the need for new "greenfield" developments;

Transportation emphasis placed on mass public transit and improved road spaceutilisation;

In-situ upgrading, urban renewal and integrated development all support improved urbanenvironmental conditions at the local scale;

Sectoral investment priority is given to environmental issues of Solid Waste Management,Water Ways Management, Water, Sanitation and Road Way Optimisation/Upgrading as amajor contributor to drainage and pollution problems;

Recommendations for institutionalised Stakeholder Participation helps ensure that thosewith the most to lose environmentally at their local level have a voice in development;

10. Disaster Management and the CDP

Chennai and environs are subject to a number of potential disasters primarily associated with itslow elevation: sea-level rise due to climate change, rogue tides, tsunamis, flooding caused byrain, earthquakes, fires in high-density informal settlements, etc. The CDP does not include aDisaster Management Strategy, but does highlight the urgency of having one in place andmakes sector recommendations throughout for more sustainable development. The key toDisaster Management is to avoid them in the first place, and this is essentially an institutionaland political will issue. In the case of Chennai, Coastal Zone Management is paramount: naturallandscape, vegetation and wetlands left intact to act as buffers and prevent erosion; land useand infrastructure planning that supports this and prevents development of threatened locations;urban upgrading that includes drainage and settlement density issues; slum upgrading that putspersonal safety high on the list; planning for all areas of the city to ensure multiple means ofclear egress; designated "safe zones" with emergency support systems in place in advance andmaintained. Preparation of a Disaster Management Strategy is full separate exercise.

11. Development Strategies (from CDP/SMP)

11.1 City Development Plan (2006)

The 2006 CDP does not present an overall Development Strategy. Rather it concentrates on aseries of project specific activities without the framework of a comprehensive strategy. This CDP2009 addresses that gap in Section 11.3 below.

11.2 Second Master Plan

Development Strategies stated in the approved Second Master Plan include:

1. Encourage growth outside the CMA on the main corridors.

2. Strengthen the potential for growth in the three satellite towns of Gummidipoondi,Thiruvallur and Maraimalai Nagar and creation of new ones near Tiruporur in the southand near Sriperumbudur in the west.

3. Create urban foci in the amorphous developments in the City as well as in the outlyingmunicipal towns incorporating commercial and environmental hubs, heritage precincts

and buildings to develop interesting city images.




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4. Provide opportunities for development of composite neighbourhoods on the Outer RingRoad.

5. Demarcate areas of significant ecological and water resource values for preservation andconservation.

6. Institute specific Area Development Projects for upgrading quality of life in City sectorsand neighbourhoods.

7. Restructure the zoning strategy to promote development.

8. The main problem of the CMA is excessive concentration of population and economicactivities. The trend of migration for gainful employment is by and large towards the CMA,resulting in diseconomies of scale. This situation calls for channelization of economicactivities to the other major cities in Tamil Nadu.

11.3 A CDP 2009 Strategy

The following broad Strategy Statements are drawn from those stated in the SMP and the intent

of the 2006 CDP:

1. The CMA must move beyond the ad hoc development pattern that has characterisedgrowth to date and replace it with a commitment to a comprehensive, integrated, macro-level vision of how it wishes to grow and sustain itself in the future;

2. Planning and development must consider the environment as the fundamental base layerfor sustained, healthy and enjoyable social and economic development;

3. Planning and development will be a combination of "optimisation" of existinginfrastructure in built-up areas, and strategically identified new development.Consequently, urban renewal and integrated development projects will become moreprominent investment strategies;

4. A full spectrum of economic activity will be supported through planning and infrastructuredevelopment with increased attention paid to the needs of the vital informal sector.Increased investment in Urban Renewal projects is key;

5 Institutional capacity throughout the CMA is the most critical element in the successfuland sustainable planning, implementation and management of all development.Early andsignificant investments in Institutional Reform and Capacity Building are essential prior to,or at least in parallel with, major capital investments.






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Part B: Development Context

12. Macro-Level Planning - The Planning Area

The CDP 2009 considers two physical areas:

1. The Planning Area which is the wider area of direct impact on the growth and development ofChennai; and

2. The targeted Investment Area, limited to the Chennai Urban Agglomeration (CUA) andselected other growth points within the Chennai Metropolitan Area (CMA).

12.1 Planning Area Structure

The physical Planning Area comprises 5 components:

1. Corporation of Chennai - the 'City'2. 16 Municipalities3. 20 Town Panchayats4. 214 Village Panchayats (grouped into 10 Panchayat Unions) which include the

majority of the rural and natural areas;5. A series of Satellite Towns lying beyond the CMA.

The actual "growth" of Chennai is already felt well beyond the formally defined CMA areareaching 50-60km and more to the north, west and south covering an area of some 5,000km

2. A

larger Regional Plan, well beyond the scope of the CDP should look at this next level to trulybegin managing Chennai's long-term growth.

The physical Planning Area is summarised in Table 3 and illustrated in Map 2.




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Map 2: Chennai Urban Agglomeration (CUA)




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12.2 Planning Area Components

Each component of the Planning Area serves a distinct role and is experiencing its own uniquegrowth characteristics along with its own set of development issues, opportunities andconstraints. These are analysed below to provide insight for determining the preferred directionfor each as its optimum contribution to the overall social and economic development of the

CMA. Section 14 provides demographic details.

Table 3: Planning Area Summary (2009)

Planning Area Component Area(km

2)

% ofCMATotal

Pop. Est.2009

(1,000s)

Density(p/ha)

1. CoC consisting of the City itself 176 15 4,789 272

2. 16 Municipalities 240 20 1,989 83

3. 20 Town Panchayats 156 13 513 33

4.Balance of the CMA: 214 Village Panchayats in10 Panchayat Unions including 17 Census Towns

617 52 969 16

Total CMA 1,189 100 8,260 69

5.Satellite towns lying just beyond the CMAboundary on main transportation corridors

- - - -

12.2.1 Corporation of Chennai (CoC)

The City is the "heart and soul" of the Planning Area being the centre of governance, business,culture, services and facilities, and has the highest population density. Chennai is India's 4

th

largest metropolitan area, capital of the state of Tamil Nadu, one of the nation's most importantports and an education, medical, IT and automobile manufacturing centre.

The city's contemporary history began in 1639 with the establishment of a British post on the

site of the existing Fort George. Chennai (Madras) eventually became the first formally createdUrban Local Body (ULB) in the country. As the city grew in importance, small settlementsemerged, expanded, amalgamated and densified. By 1900 the City of Chennai covered 68km

2

with a population of 540,000 persons resulting in an average density of 79 persons per hectare(p/ha), just over ¼ of today's. By the 1940's expansion along main transportation corridors waswell established boosted by construction of suburban rail lines. The situation in 2009 is apopulation of almost 4.8 million people within the City's 176 km

2 area resulting in an average

density of approximately 272 p/ha. This represents approximately 60% of the CMA's totalpopulation while occupying only 15% of the CMA's land area.

In spite of rapid urbanisation, the City of Chennai's own urban growth rate peaked at 3.5% inabout 1971 and has been in decline since to 1.23% in 2001 and likely lower still in 2009.Section 12.6 discusses the likely reasons for this.

Chennai's physical structure began with a formal grid plan, but less formal expansion followedwith the result that much of Chennai today is lacking a discernable road pattern or developmenthierarchy. Four National Highways and 3 rail lines provide the basis of a developmentframework, all radiating from the historic centre. In general, north Chennai tends to be the lessprosperous and less developed section of the City, while the southern part attracts higherincome residents.

12.2.2 Municipalities

Sixteen municipalities surround the City and extend outwards along the major transportationcorridors connecting Chennai with the state and the nation. These adjacent municipalities, alongwith many of the CMA's Town Panchayats, accommodate the "overflow" from the City for

commercial and light industrial development, employment opportunities, large institutionalfacilities, and less congested, more affordable housing opportunities within reasonablecommuting distance of the City.




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The 16 municipalities occupy approximately 20% of the CMA and contain about 24% of thepopulation (2 million). Population in the Municipalities is growing at approximately 2.9%, morethan twice that of Chennai City.

The municipalities have, for the most part, grown without benefit of a formal vision, growthstrategy or planning. The results are evident in the general lack of environmental and land use

planning and difficulties in the orderly, cost-effective provision of infrastructure and services.

12.2.3 Town Panchayats

A total of 20 Towns occupy almost the equivalent area of Chennai City itself, 156km2, with atotal estimated population in 2009 of 513,000 and the highest current growth rate of anyPlanning Area component. However, the estimated 2009 density is a low 33 p/ha. Again thereasons for this high development rate are the lower land costs, more breathing space, and theleast amount of planning control. Considerable potential for managed growth exists in many ofthese towns, and 18 of them are officially part of the Chennai Urban Agglomeration.

12.2.4 Vil lage Panchayats

The balance of the CMA comprises 214 Villages covering a total of 617 km2

, over 50% of theCMA area and containing the majority of the area's water bodies, natural areas, remainingforest and agriculture. This area can be considered the green space "lungs" of the Planning Area playing a critical role in local watershed management affecting water supply and floodcontrol. Population growth in these essentially rural areas is almost as high as that of the Townsand for the same reasons: low land values, limited or no planning/development constraints, andstill within relatively close proximity to the City and other employment areas. Growing relianceon private automobile transportation makes the commute feasible, if not economically norenvironmentally desirable. Total population in the Villages is estimated at 969,000 in 2009resulting in an average settlement density of 16 p/ha. Villages are consolidated into 10Panchayat Unions. Out of the 214 Village Panchayats, 17 are identified as Census Towns -potential growth points that may soon be elevated to Town Panchayat status.

12.2.5 Satelli te Towns

There are currently 3 developed Satellite Towns lying just beyond the CMA boundary alongmajor transportation corridors. Two more Satellite Towns are planned. The Satellite Townscontain large-scale industrial development and employment opportunities contributingsignificantly to the state's and nation's economic performance. The Satellites fall outside of theinvestment framework for the CDP, but have significant impact on the CMA itself with shiftinglive-work relationships, and increased heavy vehicle transportation demands through the CMA,particularly through the City, to and from port areas. The Satellites, in conjunction with otherurban centres in Tamil Nadu, will continue to absorb regional growth once the sustainablecarrying capacity of the CMA is reached. They require planning and investment now to developinfrastructure, residential, commercial and social amenity facilities to ensure their full andsustainable integration.

12.2.6 Natural Areas

Throughout the CMA are numerous Natural Areas in the form of water bodies, rivers, wetlands,forests, aquifer re-charge zones and agricultural lands. These deserve recognition as a criticalcomponent of the Planning Area, not just left over areas ready for exploitation. While they areadministratively contained within boundaries, they contribute to the well-being of the whole areaand form the base layer for all planning considerations. See Figure 7 in Section 18. .

12.2.7 Growth Corridors

There are 5 major growth corridors currently under development and identified in the Second

Master Plan (SMP) as corridors to be officially supported for future growth. See Table 4 below.




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Table 4: Growth Corridors

Growth Corridor ULBs (Municipali ty, Town Panchayat)

North-East Corridor

MadhavaramManali

ThiruvottiyurKathivakkamChinnasekkadu

Western Corridor

Avadi AmbatturMaduravoyalPoonamalleeValasarawakkam

South-West Corridor

AlandurPuzhiithivakkamPallavaramTambaramPammalChitalapakkam

South IT CorridorPerungudiPallikaranaiSholinganallur

Map 3 schematically indicates the four Development Growth Corridors.

12.2.8 Land Use

The Second Master Plan (SMP) includes detailed maps of both existing and proposed (2026)Land Use. These detailed Land Use proposals need to be revisited for consistency with theDevelopment Strategies as stated in the SMP. Part C consolidates and elaborates these keystrategies and presents them in graphic form to illustrate a Macro-Level Planning Framework.

Land Use details are the subject of more specific Zonal Plans and Detailed Development Plansemanating from the approved SMP.

12.2.9 Expanding the CMA and Planning Area

Forward thinking by Tamil Nadu officials recognizes that the influence on and by Chennaiextends well beyond the current CMA boundaries. Preliminary discussions are underway toconsider expanding the CMA to include a much larger surrounding area in order to facilitate ahigher level of comprehensive and integrated regional planning. Expansion will likelyencompass the 5 Satellite Towns mentioned in this report and provide an opportunity to moresustainably manage these and lands between.

12.3 Influences beyond the Planning Area

Beyond the physical Planning Area are a series of other influences that directly impact planningfor the future of Chennai. Chennai is the capital of Tamil Nadu State and India's 4 th largestmetropolitan area with a strategic position in international trade of both goods and services.Chennai is an important centre for the automobile industry producing for both domestic andexport markets, an expanding IT industry relying extensively on global outsourcing, and for oneof India's largest ports. Plans are in place for an additional major port and development of Asia'slargest ship building and breaking facility. All of these factors suggest that Chennai must thinkglobally, and strive for internationally recognized standards of development in order to furtherpromote Chennai in the world. At the same time, it must take a diversified approach toeconomic development to smooth the impacts of uncontrollable global shifts in demand.




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Map 3: Development Growth Corridors




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12.4 The Investment Area

The "investment area" considered in the Revised CDP is somewhat smaller and limited to theChennai Urban Agglomeration (CUA) comprising the City, the 16 Municipalities, 18 out of 20Town Panchayats and a series of 17 Census Towns recognized as growth points.

12.5 Summary and Implications of the Current Development Trends

The current development and trends in the CMA and the related implications can besummarised as follows:

For the most part development is occurring on an individual desire basis not wellcontrolled by a clearly defined, implemented and enforced long-term "vision" and macro-level planning/development strategy. This results, particularly in areas outside of the City,in inefficient, ad hoc development. The recently approved Second Master Plan outlines aseries of long-term development strategies to reverse this situation, but requires theinstitutional capacity to implement and enforce;

Growth of the City of Chennai is slowing due to declining urban appeal, and resulting inincreased urban sprawl;

Surrounding municipalities, towns and villages are absorbing twice as much newpopulation growth as the City is;

Critical environmental resources including water bodies, aquifer re-charge areas, watercourses and forests are being lost through ad hoc development and encroachment;

Scattered, low-density development is difficult and costly to provide infrastructure andservices to;

Valuable, close-to-market agricultural lands are being lost;

Planning and development tends to be more reactive than proactive, due in part to ashortage of funds and the absence of a clear long-term plan;

Increasing number of longer-distance commuters is not environmentally friendlycontributing to increased green-house gas emissions;

A generally degraded landscape - visually & environmentally expanding across the CMA;

Poor overall use of land due to a relative lack of de-facto planning and developmentcontrol;

12.6 Global and National Urban Growth Trends

Chennai's growth should be set within a global and national context. The world passed the 50%urban point in 2008 with urban area populations generally growing faster than nationalpopulations due to rural-urban migration. India's rate of urbanisation averaged about 3% overthe past 50 years while the national population growth rate remained below 2%. In spite of this,India remains one of the world's more rural countries with the 2006 urban populationrepresenting only about 29% of the total. Tamil Nadu is considerably more urbanised than thenational average with the 2006 population being close to 50% urban

1 as the result of an annual

urban growth rate of 3.7%. This has been matched by a negative rural population growth ratesince the mid-1990s. In spite of the heavy state urbanisation rate, the City of Chennai itself hasseen a declining growth rate since 1971. A number of factors likely contribute to this scenario.

1 Extrapolated from 2001 data, Second Master Plan for CMA, Vol. III, p. 47.




Main Report 28

As the city ages and the population grows, resources available for infrastructure andamenity management and maintenance fall short of need, urban conditions decline andthose with the means seek more comfortable and less congested places to reside;

Suburban and rural land is typically less expensive than urban land;

New transportation options, in particular increased access to private motor vehicles, allowpeople to be more mobile and live further from work, if they choose;

Improved communication technologies allow business and employees to decentralise andtake advantage of more space and lower land/rental costs.

It becomes a downward spiral as the exit of population, typically the middle and higher income,reduces urban tax revenues and support to local business, resulting in an even less attractiveurban environment;

Many so-called "developed-country" urban centres have gone through this process, but are nowseeing a reversal in trend with the urban core becoming more attractive due to increasingenergy costs, frustration with commuting time and effort, greater concern about global

environmental management, and a desire for easier access to urban social amenities.Corresponding city government efforts to enhance urban environments also draw people backto the centre. This becomes an upward spiral of increased urban population better able tosupport improved public-sector urban services, which attracts more urban residents.

13. Environment and Disaster Management

13.1 Environmental Features

The majority of the Planning Area's 1,189 km2 is low-lying and flat with the exception of a

number of isolated hillocks in the south west. The Chennai basin includes small rivers, tanks,reservoirs and lakes. Three significant rivers run through the CMA from west to east - theKosasthalaiyar river in the extreme north, the Cooum River through the centre almost bisectingthe city and the Adayar River in the south. All are non-perennial, but have a substantial flowduring the monsoon. The man-made Buckingham canal runs parallel to the coast and connectsthese 3 water courses with others to both the north and south. There are about 320 waterbodies of various sizes including 3 major ones, Red Hills, Chembarambakkam and Cholavaram.Much of Chennai City's water supply is drawn from the Red Hills Lake.

Pallikkaranai is a fresh water swamp adjacent to the Bay of Bengal about 20 kms south ofChennai city. The swamp and contiguous low lying areas receive run-off from a catchment areaof 235 sq.km. The SMP identifies the Pallikkaranai swamp and the Red Hills catchment areasas open spaces with development prohibited or severely restricted. Other ecologically sensitive

areas zoned in the Second Master Plan include CRZ areas and Aquifer recharge areas. In theCMA, developments along the coastal stretches are regulated by the Coastal Regulation Zone(CRZ) Management Plan (1996), and the Environment (Protection) Act (1986). TheDevelopment Control Rules of the SMP restrict developments in Aquifer Recharge areas.

In the last three decades, most former agricultural areas have been converted to urbandevelopment due to non-availability of water for irrigation purpose, high labour costs anddemand for urban development. Most of the lakes / tanks have been converted as sources forcity water supply. Minimal agriculture is carried out in a few pockets in the south of Tamabarm-Madipakkam, in the north close to Minjur, and in the west close to Chembarambakkam tank inCMA. According to the SMP, land under agricultural use has declined from 79,120 ha in 1974 to12,470 ha in 2006. Less than 2% (24 km

2) of the original forest cover remains in the CMA, while

Chennai City has only 2% of its area declared as parks stated in the SMP.

Map 4 shows environmental and ecologically sensitive areas in CMA.




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Map 4: Environmentally/Ecologically Sensitive Areas




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A combination of the topography, lack of forest cover and the large number of humansettlements make monsoon flooding a major annual concern affecting property, infrastructure,human life and health.

A summary of key environment issues includes:

Adyar, Cooum and Kosasthalaiyar rivers are not perennial in nature and receive flooddischarge only during monsoon season. In the rest of the year these rivers act as acarrier of wastewater from sewage treatment plants, industry and settlementencroachment.

Water samples analysed by TNPCB every month from the Buckingham Canal, OtteriNallah, Adyar River and Cooum River indicate that all these water bodies are highlypolluted and not suitable for any use including drinking, bathing, animal husbandry,fishing, industry, cooking, washing or agriculture.

Central Ground Water Board, CMWSSB and PWD monitor ground water levels andquality. They all conclude that ground water in Chennai City is not suitable for drinkingpurposes.

High contamination in Pallikkaranai swamp. The SMP suggests possible water supply orrecreational uses for the swamp. However, serious government effort is required if this

valued environmental asset is to be rescued for any purpose. A survey conducted by the TNPCB indicates:

Noise level exceeded the limits mostly in commercial areas, mainly due to heavy(numbers) vehicular movement.

The major source of air pollution in Chennai is the emissions from vehicles (i.e71.28%) followed by industrial sector (19.70%).

13.2 Agencies Responsible for Environment Management

The Department of Environment (DoE) is the nodal Agency for planning, promotion,coordination and overseeing the implementation of all the aspects of environment, while theTamil Nadu Pollution Control Board (TNPCB) is officially responsible for preventing water, land

and air pollution in line with existing legislation.

13.3 Disaster Management

Tamil Nadu is subject to numerous disaster threats including cyclones and storm surge in thecoastal regions, earthquakes, monsoon floods, landslides, and tsunamis. All of which requiresignificant advance preparation and continuous readiness on the part of governments andcommunities at all levels.

The Chennai Metropolitan Area falls under Seismic Zone – III which is classified as ModerateDamage Risk Zone, and the cyclone prone areas extend to a distance of 20 km. from the coastin all the coastal districts.

A potentially far more significant impact on Chennai in the not too distant future will be theimpact of sea-rise resulting from global warming. There will be little Chennai can do about thisexcept be prepared to move.

In CMA, there are significant areas along the rivers, canals and low-lying areas that aresusceptible to regular flooding/inundation during heavy storms. Much of the CMA is low-lyingand flat and mismanagement of waterways over the decades leaves large parts of the arearegularly at risk.

In addition to nature-related disasters, fire is a threat in poorly planned, over-crowded andunder-serviced residential areas. Recent events in Chennai illustrate how rapidly fire can spreadthrough slums with little means of stopping them.




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The State's Revenue Administration, Disaster Management and Mitigation Department is thenodal agency for the UNDP-Government of India sponsored Disaster Risk Managementprogramme, and it is implemented in Tamil Nadu including Chennai Metropolitan Area. The aimof this programme is to reduce the vulnerability of communities to natural disasters in identifiedmulti-hazard prone areas. A disaster management cell functions in the City Corporation ofChennai to tackle flooding problem.

The best approach to Disaster Management is to minimize potential impacts in the first placerather than wait for them to need management. Land use planning to avoid development of risk-prone areas, preservation of natural vegetation, wetland, topographic and other buffers,management of all natural flood ways and water bodies, multiple means of egress from allcommunities, and well informed and organised community organisations can all contribute tomitigating the risks of disaster.

Refer also to introductory comments in Section 10 on Disaster Management.

14. The Residents of the CMA - Demographic Profi le

14.1 Tamil Nadu

Tamil Nadu is officially one of the most urbanized states in India with almost 44% of the totalpopulation of 62.1 million living in urban areas. Much of the rapid increase over the pastdecade, however, is due to re-designation of urban areas. The increase in the TownPanchayats population accounted for about 70% of the total increase of 8.16 million from 1991-2001. See Table 5 below.

Table 5: Urban Population of Tamil Nadu, 1991-2001

Number Population in million Category

1991 2001 1991 2001

Decadal GrowthRate (%)

Corporations 3 6 7.13 7.91 10.90

Municipalities/ Cantonments 108 104 7.24 8.25 13.95

Town Panchayats 224 611 3.78 9.57 153.23

Census Towns 134 111 N.A. N.A.

Total 469 832 19.08 27.24 42.79

Source: State of Environment Report (2005) by Dept of Environment, GoTN

Tamil Nadu’s urban population has grown from 2.7 million in 1901 to 27.4 million in 2001. SeeVolume 3: Annex 1 for further Tamil Nadu population details.

14.2 Chennai Metropolitan Area (CMA)

Table 6 presents the populations, growth rates, areas and densities of the various componentsof the CMA. Demographic details are contained in Volume 3: Annex 1 for Chennai,Municipalities and Town Panchayats.




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Table 6: Population Growth and Densi ty in CMA

Population in Million Annual Growth Rate (%)Local Body

1981 1991 20012009(estd.)

1981-911991-2001

2001-2009

Areain Sq.km

Density/

Ha

2009

Chennai City 3.28 3.84 4.34 4.79 1.58 1.23 1.23 176 272Municipalities 0.81 1.18 1.58 1.99 3.80 2.91 2.91 240 83

Town Panchayats 0.16 0.27 0.39 0.51 4.94 3.62 3.62 156 33

Village Panchayats 0.34 0.52 0.73 0.97 4.38 3.58 3.58 617 16

CMA Total 4.60 5.82 7.04 8.26 2.37 1.93 1.93 1189 69

Source: Second Master Plan & Population estimation of 2009 by CDP review consultants

The City of Chennai's population represents approximately 58% of the CMA total whileoccupying only 15% of the total CMA area. Density varies by Zone as illustrated in Map 5.

The 16 Municipalities have 24% of the population in 20% of the CMA area; Town Panchayatshave 6% of the population in 13% of the area. Map 6 illustrates the variety of Municipalpopulation densities.

14.3 Population Project ions for 2026

The SMP has projected population of 12.6 million by 2026, of which Chennai City alone wouldaccount for 5.8 million. The CDP accepts the 12.6 million total growth projection, but adjusts thegeographic distribution of that growth to be consistent with the Macro-Level Growth Strategydiscussed in the SMP and presented here. See Part C for details.

14.4 Migration

Chennai is experiencing significant out-migration to peri-urban areas. An out-migration of 1million occurred in the period 1981-1991 and another 1 million in 1991-2001

2. According to the

SMP out-migration is largely due to conversion of urban residential premises into non-residential. At the same time many seek lower costs and less congested environments. Out-migration is offset by an almost equal number migrating in, 75% of which are from other parts ofTamil Nadu. See Volume 3: Annex 1.

On a daily basis Chennai's floating population is estimated at 220,000 including 112,500 peoplearriving by train, 83,000 by bus and 20,000 by other modes.

14.5 Age Structure

Age structure of population in CMA as per Census 1961-2001 is given in Volume 3: Annex 1.

The proportion of old age group (above 60) has increased from 4.36% in 1961 to 7.81% in2001. The proportion of primary school going children percentage has reduced from 12.39% to7.97% in the same period. About 63% of the total population is under the age of 35 years in2001.

14.6 Sex Composit ion

In CMA, the sex ratio is lower (i.e 956 females per 1000 males) than the State average butmuch above the National average of 900 in urban areas. See Volume 3: Annex 1.

2 SMP




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Map 5: Chennai City - Population Density in Municipal Zones, 2001




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Map 6: Population Density in Municipalities




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14.7 Literacy

The literacy levels in Chennai city and CMA were higher than the State average. In CMA, theliteracy rate has increased from 54.8% in 1961 to 76% in 2001. Further details are presented inVolume 3: Annex 1.

14.8 Slum Population

Chennai city has an estimated 2009 population of 4.8 million. Based on the 2001 rate of 22.8%3,

this means that over 1 million currently live in slums. See Section 28 on Basic Services for theUrban Poor for a full discussion of slums in the CMA.

Below Poverty Line (BPL) Population

The BPL populations in Chennai City, Kancheepuram and Thriuvallur districts were 9.6%,13.2% and 19.2% respectively in 1999-2000. In Chennai City, the BPL population has comedown from 31.6 % in 1993-94 to 9.6 % in 1999-2000

4. See Section 28 on Basic Services for

Urban Poor.

15. Economy

A discussion of the economy in India must equally consider both the formal and informal sectors. Theformal sector is the one that receives the headlines, is the subject of statistical reports on GDP,employment and general economic health, and theoretically responsible for the majority of taxrevenues. The informal sector, while often dismissed, is, in fact, responsible for the majority ofemployment (estimated at 70% in Chennai), and provides goods and services to all residents. Theinformal sector is a significant determinant of the overall urban landscape.

15.1 Formal Sector

15.1.1 Overview

Chennai has a diversified formal sector economic base driven primarily by the automobile,software development and business outsourcing, hardware manufacturing, healthcare, andfinancial services industries. Chennai is also home to the Tamil entertainment industry.

Global automobile giants such as Hyundai, Ford, Mitsubishi, TVS, Ashok Leyland, RoyalEnfield, TI Cycles, Dunlop, and MRF have their manufacturing units in and around Chennaiaccounting for 30% of India's auto industry and 35% of its auto component industry.

Tamil Nadu accounts about 70 percent of leather tanning companies in India and 38 per cent ofleather footwear and components. Most of the leather based industries are located near

Tambaram. Garment manufacture industries are located in the Ambattur-Padi industrial zone inthe northern suburbs of the city. Map 7 shows concentration of industries in CMA.

Chennai city alone accounts for 10.9 per cent of the State income. The per capita income ofTamil Nadu State is Rs.21,738 in 2002-03.

The percentage of the workforce in the primary sector declined from 25.9% in 1980-81 to 16%in 2002-03. The percentage share of the secondary sector also declined from 33.5% in 1980-81to 29.7% in 2002-03. There was a corresponding increase in the growth of the tertiary sectorfrom 40.6% in 1980-81 to 54.3% in 2002-03. This clearly shows that there is a shift in theeconomic structure of the CMA from agricultural and manufacturing and service sectors.

3 2001 Census4 Department of Economics and Statistics




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Map 7: Industrial Developments




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Highlights of the Industrial Policy, 2007

Government would create a land bank of 10,000acres over the next 5 years for industrial parks.

Promoters of private industrial parks would berequired to purchase land directly. The land should,as far as possible, be barren, non-irrigated and dryland and the government will not allow proposals forindustrial park involving more than 10% cultivableland.

10% of the area in the new industrial parks promotedby SIPCOT and TIDCO should be set aside for socialinfrastructure.

State by giving fiscal incentives encouragesdevelopment of industrial estates/SEZs in industriallybackward areas and away from Chennai, Tiruvallur &Kanchipuram districts

Setting up of several SEZs in the state

Chennai-Manali-Ennore corridor and Chengalpattu-

Sriperumbudur-Ranipet corridor will be developedinto industrial corridors of excellence with SEZs,industrial and IT parks, R&D

15.1.2 Government Policy / Initiatives

The State Industrial Policy 2007

The State Government is now focused onstimulating further industrial development,

attracting investment, facilitating newmanufacturing capacity and enablingglobal manufacturing competence andcompetitiveness of local industry. In 2006-2007, the manufacturing sectorcontributed 20.23% to Tamil Nadu'sGSDP, while the service sectorcontributed 59.1% of Tamil Nadu's GSDP(measured at constant prices).

According to the new policy, thegovernment hopes to create an additional2 million jobs by 2011 and raise the

contribution of manufacturing sector to thegross state domestic product (GSDP) to27 per cent from 21 per cent.

Information Technology

Tamil Nadu has an 11% share, (US $ 5.7 billion) of the total Indian ICT production of US $ 51billion. The New State IT Policy aspires to increase that to a 25% share of Indian ICT productionby year 2011. Tamil Nadu was one of the first states in the India to formulate a comprehensiveIT policy. As early as 1997, the State Government released an Industry-specific Policy for the ITindustry to achieve the goals spelt out in the Ninth Five Year Plan and to focus attention on theIT industry as an engine of growth in the State. Tamil Nadu has been amongst the top threeStates in terms of ICT investments and production and has emerged as a hub for software,

hardware and R&D.

According to the Department of IT, Tamil Nadu continues to register remarkable progress as apreferred destination for the Information Technology sector. The Software export from the Statewas Rs. 207,000 million in 2006-2007 and expected to exceed Rs. 280,000 million in 2007-2008. So far, 37 IT-ITES SEZs occupying 1,226ha have been given formal approval by theGovernment of India. Out of these, 19 have commenced operation. In addition, 1 Multi ServiceSEZ (121 ha) and 2 Multi Product SEZ (2,192 ha) have been given formal approval.

Growth of the sector is expected to add approximately 3 million direct and indirect jobs to thecurrent 0.8 million by the year 2011.

15.1.3 Key Indust rial Agencies

There are a number of Industry support agencies established by government addressingdifferent issues and different sectors including: SIPCOT: State Industries Promotion Corporation of Tamil Nadu Limited SIDCO: Tamil Nadu Small Industries Development Corporation Limited TIDCO: Tamil Nadu Industrial Development Corporation Limited ELCOT: Electronics Corporation of Tamil Nadu Limited

See Volume 3: Annex 2 for details of these agencies and their activities.

15.1.4 Tourism

Chennai and its surrounding have a number of places of interest to attract domestic and foreign

tourists. The city and surroundings are well recognized for their temple architecture and culturalheritage. Mahalapuram is a temple town located close to Chennai on the shores of the Bay of




Main Report 38

Bengal, along the Indian eastern coast. It is known for its architecturally brilliant monuments,caves and beaches and has the famous shore temple. The St. George Fort, built in 1653, is afamous landmark of Chennai and is currently used as the state government's secretariat.

Chennai is famous for its classical dance called Bharathanatyam. Kalakshetra at Tiruvanmiyuris the main cultural centre for Bharatanatyam. This centre is recognised as one of the best

academies of Indian dance and music. In every year, Chennai organized a five weeklong MusicSeason in December.

15.2 Informal Sector

For the majority of the population the informal economic sector is the most important one. Itaccounts for somewhere in the order of 70% of Chennai's employment (The SMP estimatesabout one million informal workers) and provides a significant amount of the shelter, economicopportunity, food, transportation and other services. The informal sector is typically associatedwith the lower-income, but all sectors of Chennai's population, including the formal businesssector, relies daily on informal sector services.

The informal sector is generally defined as the collection of survival activities taking place

outside of the benefits and constraints of formal government support, regulation and control.

Informal sectors exist in all economies but are strongest where the gap between the institutionaland regulatory environments, and the realities of daily life are the greatest. In other words, theinformal sector exists because the formal environment is failing to provide appropriateinstitutional "space" and recognition for the needs of a population segment. Everyone needsshelter, food and other basic services, If the formal sector "system" cannot provide anacceptable and affordable means of acquiring these, then the "system" is simply circumvented.This is why slums exist and the streets are full of vendors, hawkers and rickshaw wallahs.

Informal employment may include:

all non-regular wage workers, who work without minimum wages, assured work or

benefits; virtually all self-employed persons (except professionals and technicians); petty traders, small producers, micro-entrepreneurs, domestic workers, home-based

workers, and casual labourers including shoeshine boys, rickshaw pullers, home-basedgarment and other piece workers, small repair services, street vendors, and personalservices;

self-employed traders, fishermen and family-based workers; employees and workers in comparatively better wage paying occupations such as

construction and manufacturing but without formal employment contracts.

The line between formal and informal is a gray one. Low-income daily wage earners are part ofthe "informal" sector even though they may be employed by large, formal sector companies.They have no job security, no benefits, no formal tax. Street children selling goods in the traffic

may be agents of a formal shop. Street hawkers blocking the sidewalk may be branches of aformal shop. Often, however, there is conflict between the formal and informal as the formal seetheir own market and space being challenged. On the one hand governments do not like theinformal sector because it appears "messy", is not part of the formal tax base, does not followregulations, but still utilises formal infrastructure. Officially, government would like to eliminatemuch of the informal sector activity. On the other hand, everyone relies on the informal sectorand collection of informal "taxes" by formal sector officials is common. Maintaining the informalsector is therefore a lucrative side-business for many in the formal sector and a source of low-wage, unregulated workers.

The informal sector will remain paramount until more attractive and viable alternatives exist. Access to serviced land and infrastructure must become affordable and bureaucratically simple,formal sector jobs must be available with regulation and politically will in place to safeguard

labour abuses.




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The informal sector is highly responsive to the market and naturally locates in the best place forbusiness - the street. Government efforts to forcefully "clear" the informal sector inevitably fail.Newspapers report vendors or squatters returning within hours or days and state that "thepeople don't seem to learn". In fact, it is government that does not seem to learn. Only throughsustainable recognition and socio-economic development will the situation be altered.

The informal sector needs space in the city and proposals are put forward in several sections ofthis Revised CDP to address this.

A CDP Workshop on the “Informal Sector” was successfully conducted during preparation of theRevised CDP with an extensive number of concerns and recommendations presented. Refer toVolume 2 for the full Workshop report and to Section 28 for a full discussion of poverty andinformal sector shelter.

The informal sector is, and will continue to be, a critical component of the City. Over 1,200slums accommodate approximately 23% of the City's population and all lack full access toadequate shelter and services. Informal settlement, through no particular fault of the residents,contributes to choking of the city's water ways, encroachment on sidewalk and road networks,disruption of what should be public open spaces, and general degradation of the urban

environment, while themselves suffering even worse repercussions.

16. Institutional Structure and Governance5

Planning, Development and Environment related functions of Urban Local Bodies (ULBs), comeunder the ambit of a vast array of Ministries, Departments, Institutions and Agencies rangingfrom Government of India (GoI) at the top to the Village Panchayat at the bottom.

16.1 Government o f India

Housing and Urban Development responsibilities are assigned by the Constitution of India tothe State Governments. The Constitution Act (74

th Amendment) further delegated many of these

functions to the ULBs. Resources are provided through a variety of nationally and externallyfunded schemes. Policy and programme contents are formulated in Five Year Plans. Theindirect effect of the fiscal, economic and industrial location decisions of the GoI exercise a farmore dominant influence on the pattern of urbanisation and real estate investment in thecountry than do direct urban policies.

The Ministry of Urban Development and the Ministry of Housing and Urban Poverty Alleviationare the apex authorities of GoI to formulate policies, sponsor and support programmes,coordinate the activities of various Central Ministries, State Governments and other nodalauthorities, and monitor the programmes concerning all the issues of urban development and

housing in the country. Numerous other agencies, including transportation and environmental,also have significant impact.

16.2 Government of Tamil Nadu

Local Government is a State subject. In the State Government of Tamil Nadu this subject is inthe jurisdiction of the Department of Municipal Administration and Water Supply (MAWS) whichis headed by the Minister for Local Administration.

5

Sections on Institutional Structure are drawn from the following: http://urbanindia.nic.in/moud/moud.htm; http://mhupa.gov.in/;

http://www.tn.gov.in/department/maws.htm; http://www.chennaicorporation.gov.in/; http://www.tn.gov.in/cma/;http://www.tn.gov.in/dtp; http://www.chennaimetrowater.com; www.tnudf.com/tnuifsl.html; www.tnudf.com; www.unhabitat.org;http://www.allacademic.com; Sustainable Chennai Project documents; JNNURM - Toolkit.




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16.2.1 Municipal Admin ist ration and Water Supply Department

The administrative structure of the Department of MAWS is shown in Figure 4 below.

Figure 4: Municipal Administration and Water Supply Department

16.2.2 Commissioner of Municipal Administ ration

The Commissioner of Municipal Administration is responsible for 6 Municipal Corporations and102 Municipalities in the State. In the CMA there is one Municipal Corporation and 16Municipalities.

16.2.3 Directorate of Town Panchayats

The Directorate is responsible for local government affairs within 20 Town Panchayats in theCMA. Detailed responsibilities are listed in Section 16.6.2.

16.2.4 Corporation of Chennai (CoC)

The CMC was established by the Madras Municipal Corporation Act, 1919. CMC isadministered directly by the Municipal Administration and Water Supply Department ofGovernment of Tamil Nadu. Representative democracy is practiced with Mayor-in-Council. TheCorporation has 155 wards in 10 Zones.

16.2.5 Chennai Metro Water Supply and Sewerage Board (CMWSSB)

CMWSSB was constituted in 1978 to attend to the growing need to address public healthconcerns through for water supply and sewerage services in the Chennai Metropolitan Area.Service limits were originally confined to Chennai City Limits, but now include the entire CMA.

16.2.6 Tamil Nadu Water Supply and Drainage Board (TWAD)

TWAD continues to be the main implementing agency for all water supply and sewerageschemes outside the CMA complementing the work of CMWSSB within the CMA.

Other State Government agencies having a bearing on ULB’s functioning are Departments ofHousing & Urban Development, Public Works, Environment & Forests, Transport and Energy

Rural Development and Panchayat Raj as well as the parastatal organizations that come undertheir jurisdiction.




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16.3 Chennai Metropolitan Area (CMA)

Sustainable planning and development of the CMA requires full participation by a variety ofpublic and private sector organisations, NGOs and CBOs, educational institutions and themedia; a comprehensive legal framework; and integration of specialized agencies dealing withland use, infrastructure, housing and environment. Key players include:

Local Agencies – includes urban local bodies (ULBs) such as Chennai Corporation,Municipalities, Town and Village Panchayats.

Specialised Agencies – at the Metropolitan level (e.g. Chennai MetropolitanDevelopment Authority), the State level (e.g. Tamil Nadu Housing Board) and Nationallevel (e.g. Housing and Urban Development Corporation).

State Government Departments – such as the Departments of MAWS, Public Works,Housing and Urban Development, Transport, Environment and Forests, etc.

Central Government Departments, such as the Ministry of Urban Development & theMinistry of Housing and Urban Poverty Alleviation, Railways, Industries, Environment and

Forests, etc.

Non-Government players.

Decentralisation of functions and responsibility has increasingly been recognized as beingcentral to effective implementation, with full participation by the public and the various actors.

16.4 Corporation of Chennai (CoC)

The Corporation of Chennai is the Oldest Municipal Institution in India established on 29thSeptember 1688. The Madras Municipal Corporation Act, 1919 provides the basic statutoryauthority for the current administration.

16.4.1 Executive Functioning

1. The elected executive set up the Corporation is represented by 155 ward councillors(organized into 10 Zones) with an indirectly elected Mayor.

2. For the efficient performance and the functioning of Corporation, in accordance with theprovisions of the act following authorities of the Corporation have been constituted:

Council Mayor Standing Committees Ward Committees Commissioner

3. Tamil Nadu Government has also constituted the following Six Standing Committees - Accounts; Education; Public Health; Town Planning; Works; Taxation & Finance - besidesone Appointment Committee in addition to the Ward Committees for each Zone. SeeFigure 5 below.




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Figure 5: CoC Execut ive Set-up – Standing Commit tees

4. The Standing Committees consist of 15 Members each elected by the Members of theCouncil in a Meeting specially convened for that purpose and the Chairman of eachStanding Committee is elected from among the members of such Committee. The Mayoris the ex-officio member of every Standing Committee constituted under the provisions ofthe Act.

5. Appointment Committee consists of the Mayor as the Chairman and the Commissionerand two members of the Council as members.

6. There are Ward Committees in every Zone in which the Councillors of respective Zonesare the members who will elect one among them as the Chairman. The tenure of theMembers as well as Chairman of all the Committees is 5 years from the date of election.

7. In addition to the above Committees, Government has also constituted Joint Committeesunder the Chairmanship of the Mayor to enable the Civic administration to redress thegrievances of the general public in various fields such as water supply & drainage, slumclearance, fire services and MMDA. Those Joint Committees have limited members of theCouncil and meet at specific intervals under the Chairmanship of Mayor.

8. Business Advisory Committee: for solving important issues raised in the Council. It hasbeen formed under the Chairmanship of the Mayor and meets whenever the Chairman

desires.

16.4.2 Adminis trative Funct ioning of CoC

Details of the Administrative Structure and functioning of CoC are presented below.

(i) Council Department: The Council Department is headed by a Council Secretary. Thisdepartment functions as the Secretariat of the Council, the Mayor and the variousstanding committees. It aids the Mayor in the discharge of his duties as well as theCouncil and Standing Committees.

(ii) General Administration: This department is in charge of the Personnel and Administrative matters for the Corporation as a whole. All the appointments, promotions,

training, retirements, settlement of post retirement benefits, staff discipline, etc. are takencare by this department headed by an Assistant Commissioner at the Head Quarters.




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(iii) Financial Management Unit: It is headed by Financial Adviser. The Officer is deputedfrom the Finance Department of the Secretariat. Preparation of Corporation Budget,Receiving Loans & Grants from Govt. and overseeing and controlling the expenses of theCorporation are the responsibilities.

(iv) Land & Estate Department: Headed by a District Revenue Officer. Leasing out

Corporation Lands, buildings, renting out Shopping Complexes are the responsibilities ofthis department.

(v) Revenue Department: Revenue Officer is the head of the department. He is responsiblefor the collection of Property Tax, Profession Tax, Advertisement Tax, Collection ofParking Fees and other Taxes. At the Head Office, Change of Name of Ownership ofProperties, revision petitions against fixation of tax review of progress in collection oftaxes and scrutiny and approval of assessment proposals are being done.

(vi) Engineering Departments: include Works, Mechanical Engineering, Electrical, SolidWaste Management, Building, Storm Water Drainage, Bus Routes and Bridges.

(vii) Health Department: Administration of dispensaries, public health, sanitation, prevention

of food adulteration, issue of birth & death certificates and sanitation certificates.

(viii) Family Welfare Department: Administration of Maternity & Child Welfare Centres,Family Welfare and Immunization Programmes.

(ix) Education Department: Administration of schools from elementary to higher secondary,Community Colleges and Nutritious Meals Centres.

(x) Parks & Play Fields: Maintenance of Parks & Play fields and Swimming Pools are underthe control of the Director, Urban Forestry Wing.

(xi) Town Planning Department: Provides approvals for land layout, subdivision, andbuilding construction under the guidance of the T&CP Act and CCMC Act.

(xii) Law Department: Handles legal matters for all CoC Departments including acting as thePublic Information Officer applying the Right To Information Act.

16.5 Munic ipali ties in CMA

CMA includes 16 Municipalities.

16.5.1 Municipal Council Structure

Each Municipal Council comprises of elected ward councillors and is headed by Chairperson,who is elected by voters of the town. The councillors elect a Vice-Chairperson among them. Theexecutive wing is headed by a commissioner assisted by a team of officials including Health

Officer, Municipal Engineer, Town Planning Officer, Manager, Revenue Officer and others.

16.5.2 Municipal Services and Activit ies

Municipalities provide the following major services: Water Supply Sewerage Solid Waste Management Roads Drains Street Lights Public Conveniences

Municipalities also enforce and regulate the following activities:




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Tax administrations Planning and Building permission Trade and other licenses Registration of Birth and Deaths

16.5.3 Municipal Admin ist rative Structure

With minor variations, the administrative structure of Municipalities includes the following: General Section: Administration, Council, Establishment, Budget, Accounts, Election

Census etc. Engineering Section: Roads, Bridges, Drains, Parks, Water Supply, Lights and all Basic

Amenities. Public Health Section: Birth & Death, Solid Waste Management, D&O License,

Sanitation, PFA. Town Planning Section: Building Permission, Encroachment, Rain Water Harvesting

Installation of machineries. Revenue Section: Professional Tax, Property Tax, Market Lease and all revenue. Medical Section: Hospitals, Medical & Child Health Service, Immunization

16.5.4 Oversight Commit tees

Executive functions are overseen by three committees - Appointment Committee, ContractCommittee, Taxation Appeal Committee – comprising of Chairperson, Commissioner and selectWard councillors.

16.6 Town Panchayats

16.6.1 Executive Structure

The Executive Officer of is assisted by Head Clerk, Junior Assistant, Bill Collector and Typist forthe maintenance of records, collection of taxes, maintenance of assets and implementation of

Government Programmes. The Bill Collector is the administrative head of Town Panchayat Administration at the District Level.

16.6.2 Functions of Town Panchayats

The Town Panchayats are responsible in delivery of the following civic services: Providing Basic Amenities: Roads, Street Lights, Water Supply, Public Health,

Drainage Granting of Building Licenses Levying of Taxes: Property Tax, Vacant Land Tax, Profession Tax, Water Charges Issuing Birth & Death Certificates Issuing Dangerous & Offensive Trade Licenses Implementation of State / Central Schemes

16.6.3 Sources of Revenue of Town Panchayats

The revenue of the Town Panchayats is derived from the following sources: Property Tax Professional Tax License Fees Rents Water charges Surcharge on Stamp duty Entertainment tax Devolution grants from the Government Other miscellaneous incomes such as interest on deposits




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The Town Panchayats are included in the District Planning Committee to ensure the holistic andplanned development of Town Panchayats, in concurrence with the City Development Plan.

16.7 Village Panchayats

There are a total of 214 Village Panchayats forming 10 Panchayat Unions falling under the jurisdiction of the Commissionarate of Rural Development and Panchayat Raj Department. ThisDepartment is responsible for the implementation of a variety of programmes for povertyalleviation, employment generation, sanitation, capacity building, women’s social and economicempowerment in addition to provision of basic amenities and services. The Department alsofacilitates the Panchayat Raj Institutions to function as effective units of Local Self-Government.

16.8 Specialised Agencies Associated with Planning & Development in CMA

Figure 6 summarises the structure respective responsibilities of agencies involved in urbanplanning and development in the CMA.

16.9 Chennai Metropol itan Development Authori ty (CMDA)

CMDA is the planning and regulatory body of the CMA. CMDA was constituted as an ad-hocbody in 1972 and became a statutory body in 1974 vide the Tamil Nadu Town and CountryPlanning Act 1971. There are 19 members representing a cross-section of ministries andagencies involved in urban and regional planning. However, there are no representatives of civilsociety. See Volume 5 for details of CMDA membership and functions. In summary, CMDA isresponsible for all planning work including preparation of CDPs, Master Plans, DetailedDevelopment Plans, New Town Development Plans and related reports.

16.10 The Financial Backbone16.10.1 Tamil Nadu Urban Finance & Infrastructure Development Corporation(TUFIDCO)

TUFIDCO was incorporated as a government company in 1990 with the aim of improving theliving standard of the Urban Population by serving as. a Nodal agency for the centrallysponsored urban infrastructure Development schemes of JNNURM, UIDMMT, IDSMT andMCP. TUFIDCO also extends financial assistance by way of loans from its own source of fundsunder “Tufidco Infrastructure Funding Scheme” to ULBs.

16.10.2 Tamil Nadu Urban Infrastructure Financial Services Limi ted (TNUIFSL)

TNUIFSL is a Public Limited Company incorporated in 1996 under the Indian Companies Act.TNUIFSL acts as a Public-Private Partnership in the urban sector between Government of TamilNadu and three Indian Financial Institutions, ICICI Bank Limited, Housing Development FinanceCorporation Limited (HDFC) and Infrastructure Leasing and Financial Services Limited (IL&FS).

16.10.3 Tamil Nadu Urban Development Fund (TNUDF)

Since 1988, Government of Tamil Nadu has been implementing the Tamil Nadu UrbanDevelopment Project financed by the World Bank. One of the components was the MunicipalUrban Development Fund (MUDF) which has subsequently been broadened into the TNUDF in1996 to attract private capital into urban infrastructure and facilitate better performing ULBs toaccess capital markets. Funding sources are the same as for TNUIFSL. TNUDF is the firstpublic-private partnership providing long term debt for civic infrastructure on a non-guarantee

mode.




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Figure 6: Planning and Development Agencies in CMA

Central

Government

Chennai Corporation Municipalities (16 nos) own Panchayats (20 nos) Village Panchayats (214 nos )

amil Nadu Housing Board(TNHB)

Providing plots, houses, Sites andservices

Metropolitan Transport Corporation(MTC)

Providing bus transport

raffic Police (Greater Chennai)

Managing traffic, enforcing traffic plansand regulations

amil Nadu Electricity Board(TNEB)

Generating & supplying electricity

Chennai Metro Water Supply &Sewerage Board (CMWSSB)

Providing Water supply &sewerage facilities

amil Nadu Slum Clearance Board(TNSCB)

Providing housing, infrastructure &livelihood programmes in slums

Highways Department

Constructing major roads withincity, all bus routes & major district

roads

Public Work s Department (PWD)

Maintenance of Public Buildings,

Waterways and beach

Chennai Metropolitan Planning &Development Authority (CMDA)

Planning & Co-ordination,Development Control

Local

Government

Railways

Parastatals

Agencies

Ministry of Urban Affairs

amil Nadu State TransportCorpor ation (TNSRTC)

Operating buses along intra &

interstate bus routes

Dep . of Highways & Rural Works(DHRW)

Highways / roads construction &maintenance excluding ULB roads

State Industrial DevelopmentCorporati on (SIDCO)

Developing Industrial Estates

amil Nadu IndustrialInvestment Corporation (TIIC)

Financing Small & MediumIndustries

Department of Social Welfare

Supporting disadvantaged sections

Chennai Port Trust International Airport Authority ofIndia (IAAI)

Electronics Corporation of TamilNadu (ELCOT)

Carrying out major turnkey IT projectsof the Government.

State Industries PromotionCorporati on, Tamil Nadu (SIPCOT)

Catalyst in development of small,medium & large industries in State




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16.11 The Legal Framework

Table 7 presents a summary or planning and development-related legislation and regulation. Although certain revisions may be required, particularly with regard to civic services, the overalllegal framework is comprehensive and largely in place. Improved implementation andenforcement on the part of the administrative agencies at all levels is required.

Table 7: Legal Framework

SECTOR LEGISLATION

Environment Environment (Protection) Act, 1986Factories Act Amendments, 1987

Civic Services Madras City Municipal Act, 1919Tamil Nadu District Municipalities Act, 1920

Water Madras Metropolitan Water Supply and Sewerage Act, 1978Tamil Nadu Water Supply and Drainage Act, 1971Madras Metropolitan Ground Water Regulation Act, 1987

Water (Prevention and Control of Pollution) Act, 1974Water Cess Act, 1977

Air Air (Prevention and Control of Pollution) Act, 1981

Motor Vehicle Act Amendments, 1988Central Motor Vehicle Rules, 1989

Noise Environment (Protections) Rules, 1989

Hazardous Waste Hazardous Waste (Management and Handling) Rules, 1989Public Liability Insurance Act, 1991

Land Use Tamil Nadu Town and Country Planning Act, 1971

Coastal Resources Coastal Zone Regulation, Notification 1991

Slum Upgradation Tamil Nadu Slum Areas (Clearance and Improvement) Act, 1972

Further details on Legal and Regulatory Responsibilities are included in Volume 5.

16.12 Planning History

Over the past 50 years numerous development plans and programmes have been produced.Some of these include:

1957: General Town Planning Scheme prepared by Madras Corporation.1967: The Madras Interim Plan prepared by Directorate of Town Planning, GoTN1968: Metropolitan Plan prepared by Thiru C Ramdas, IAS1970: Urban Development of Greater Madras prepared by Thiru Badrinath, IAS1977: Madras Metropolitan Plan 1971-91 prepared by a multi-agency group and

published by the Rural Development and Local Administration Department1974: Madras Urban Project prepared by the Madras Metropolitan Development Authority

1976: Process of preparation of First Master Plan for the Metropolis started in 1973, byconstitution of the Chennai Metropolitan Development Authority (CMDA). The FirstMaster Plan (FMP) was approved in 1976.

1980: Structure Plan for CMA prepared by CMDA with Alan Turner & Associates asconsultants.

1997: Sustainable Chennai Project, under Sustainable Cities Program sponsored by UN-Habitat.

2006: City Development Plan (CDP) for CMA prepared under JNNURM.2008: Second Master Plan approved on 02.09.2008 and notified on 02.09.2008; from that

date it came in to force to supersede the First Master Plan.2008: This Review of the CDP began to update and expand its original scope of funding

consideration.




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17. Financing Urban Development

17.1 Introduction

In this section the impact of increased urbanization on the requirement for urban infrastructure,and the financing viability of such urban infrastructure is discussed in the Chennai context.

Management of urban infrastructure and the supporting financing system in India changedsignificantly during the 1980s and 1990s. The Eighth Plan (1992-97) added cost recovery intothe municipal finance system. This concept was supported further during the Ninth Plan period(1997-2002) with a substantial reduction in budgetary allocations for infrastructure development.The Government of India expected metropolitan and other large cities to make capitalinvestments on their own, besides covering the operational costs for providing infrastructureservices. Most of the development projects are to be undertaken through institutional financerather than budgetary support. The costs of borrowing have gone up significantly, andconsequently, they can no longer lend money at a rate below that prevailing in the market. Thishas come in their way of taking up socially desirable schemes that often turn out as financiallynon-remunerative. Projects for the provision of water and sanitation facilities, improvement ofslum colonies, etc., that generally require a substantial component of subsidy, received a lowpriority in this changed policy perspective.

There is overall paucity of funds for infrastructure development, but at the same time there aremultiple financing options available. Efficient Urban Financial Management is required by allULBs to manage acquisition, financing, and management of infrastructure assets for the benefitof all residents. It is to be noted that the division of the JNNURM into two submissions, one forUrban Infrastructure and Governance (UIG), and another for Basic Services for the Urban Poor(BSUP), has a major impact on project implementation. This artificial compartmentalising resultsin skewed urban infrastructure and improper financing. The preferred approach is one of holisticplanning pragmatically for inclusive city development.

17.2 Chennai CDP 2006 – Financial Perspectives

As a response to the increasing demand for improving urban infrastructure and development,the Government of India launched the JNNURM in 2005-06 – the largest initiative to assist thedevelopment of urban infrastructure and enhance the capacity of urban local bodies to shoulderresponsibilities entrusted to them by the 74

th Constitutional Amendment Act (CAA). JNNURM

envisaged that each of the mission cities develop a City Development Plan (CDP) with theactive involvement and endorsement by the urban local body – the third tier of government -charged with the responsibility of provided improved urban services, including to the urban poor.

The 2006 CDP considered JNNURM as the only source for financing all infrastructuredevelopment. The 2009 CDP however considers a full range of financing options, and identifyprojects for both accessing funds under JNNURM and funds available under other options.

The following Tables summarise the status of JNNURM:

Table 8 summarises investments in the CMA as per the 2006 CDP.

Table 9 provides summary of projects proposed under the 2006 CDP and approved byMoUD for CUA until February 2009; See Volume 3: Annex 3 for detail of the projects.

Table 10 shows the likely allocated share of Tamil Nadu (including Chennai UA and citiesof Coimbatore and Madurai)




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Table 8: Summary of CMA Investments Proposed in 2006 CDP

JNNURM Sharing PatternComponent Total Cost

(Rs. milli on)GoI GoTN ULB/

Institutional

Financing

1 Water Supply 63,210.00 22,123.50 9,481.50 31,605.00

2 Sewerage 22,990.00 8,046.50 3,448.50 11,495.00

3 Solid Waste Management 8,478.002,967.30 1,271.70 4,239.00

4 Storm Water Drainage 14,238.80 4,983.58 2,135.82 7,119.40

5 Transportation 172,540.80 60,389.28 25,881.12 86,270.40

6 Mass Rapid Transit System 6,000.00 2,100.00 900.00 3,000.00

7 Urban Basic Services for Poor 38,872.30 13,605.31 5,830.85 19,436.15

8 Parking Lots and Spaces 438.50 153.48 65.78 219.25

9 Heritage and Recreation 1,030.80 360.78 154.62 515.40

10 Satellite Towns 50,000.00 17,500.00 7,500.00 25,000.00

11 Metro Rail (45 kms) 70,000.00 24,500.00 10,500.00 35,000.00Total

447,799.20 156,729.72 67,169.88 223,899.60

Source: CDP April 2006

Table 9: CUA Projects Approved for JNNURM to Feb. 2009

Rs. millionSl.No

Sector

ApprovedCost

Central Share(35%)

State Share(15%)

ULB Share(50%)

1 Road Flyovers ROB 827.66 289.68 124.15 413.83

2 Sewerage 9,718.39 3,401.44 1,457.76 4,859.20

3 Solid Waste Management 2,995.30 1,048.36 449.30 1,497.65

4 Water Supply 10,927.91 3,824.77 1,639.19 5,463.95

5 Drains 14,479.04 5,067.66 2,171.86 7,239.52

6 Heritage 61.00 21.35 9.15 30.50

Total 39,009.30 13,653.26 5,851.40 19,504.65Source: JNNURM Website

Table 10: JNNURM Funding - Tamil Nadu

Sl.No Components under JNNURM Scheme Al located Share Rs.Million

a Urban Infrastructure and Governance (UIG) 19,507.0

b Urban Infrastructure and Development Scheme in Small and MediumTowns (UIDSSMT)

7,060.0

c Basic Services for Urban Poor (BSUP) 10,328.0

d Integrated Housing and Slum Development Program (IHSDP) 2,911.0

Total allocation for Tamil Nadu 39,806.0

Source: JNNURM Website, and discussion with SLNA, Tamil Nadu

Note: The schemes specified in (a) and (c) covers mission cities of Tamil Nadu i.e. Chennai UA, Madurai andCoimbatore. The schemes specified under (b) and (d) covers the identified non-mission cities in Tamil Nadu under theJNNURM;

Source: Official Website of JNNURM and discussion with SLNA, Tamil Nadu




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A comparison of planned JNNURM projects under 2006 CDP and actual approvals by MoUDindicate:

First three years: MoUD approved only 8.70% of total planned investment for CUA;

The exposure of the ULB’s to share the portion of infrastructure financing out of

internal resources is Rs. 19,495.65 million.

Investment planned under Urban Infrastructure and Governance (UIG) was Rs.408,927 million

Investment planned forr Basic Urban Services for the Poor (BUSP) was Rs. 38,872million

Allocation for Tamil Nadu for UIG is Rs. 19,507 million, which is only 4.77% of totalplanned infrastructure for CMA. 95% of the planned UIG investments remainunfinanced by JNNURM.

BSUP allocation for Tamil Nadu is Rs. 10,328 million that is only 26.57% of total

planned for CMA. 73% of planned BUSP projects remain unfinanced by JNNURM.

The funds available under the JNNURM are subject to compliances/fulfilment of the reformagenda set by the MoUD. The list showing progress in reforms agenda in Tamil Nadu isprovided in Volume 3: Annex 3.

17.3 Provis ion of Urban Infrastructure for Inclusive Civic Development

17.3.1 Primary Infrastructu re

Facilities required for better living include water, affordable housing, proper sanitation anddrainage, good roads (internal and approach), recreation space/community halls, schools and

health centres. Cost recovery is required initially to cover operation and maintenance, andgradually increased to cover the capital costs. This can be achieved through a cyclical processallowing citizens to use infrastructure to increase income levels and therefore ability to pay forimproved infrastructure.

17.3.2 Secondary Infrastructure

Facilities required for better earning opportunities include:

Creating vertical markets; also allowing the urban poor to trade vegetables, provision,milk, fish, etc. for that ULB may collect stall fees;

Creating good/modern fish markets for fishermen to trade, for that ULB may collect stallfees;

Create affordable cold storage facilities, for that ULB may collect user charges; Create vocational training institutes, under PPP arrangements by converting the

municipal schools into vocational training centres during off-school hours; Employ youths from slums on contract basis to maintain parks, parking zones,

government assets, city traffic (assisting traffic police); Employ male’s slum dwellers as security agents to husband civic assets; Create employment opportunities (contractual) in the municipal service delivery system

for slum dwellers;

17.4 Financing Infrastructure

The funds available from JNNURM or other government sources are not sufficient to meet thegrowing needs of infrastructure development. The reduction of current and capital expenditureson infrastructure and social sectors in recent years has created serious uncertainty with regard




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to provision of basic amenities to the urban population, particularly the urban poor. A number offunding alternatives may therefore needs to be considered by ULBs:

17.4.1 Internal Resources

The revenue surplus is the most important internal source for financing infrastructure projects.

However, these are always insignificant as most of the revenue sources lacks buoyancy, O & Mexpenses keep increasing and user fees and charges are not adequately and timely revised.Improving revenue surpluses requires reforms:

Utilise GIS to improve property tax collection;

Migrate from the ARV basis to UAM to determine property taxes ensuring relationshipbetween quality and quantity of civic services and collection of taxes. [Best Practices:Bangalore, New Delhi, Indore, Patna, etc]

Enforce cost recovery for all direct revenue-generating services and control wastefuland unplanned expenditure e.g., leak detection, energy audits etc;

17.4.2 Commercial Borrowings or Bonds

These represent another source of potential infrastructure finance. Unfortunately, the weakfinancial and revenue positions of most ULBs limit their access to these vehicles in theirtraditional form. Therefore, a new type of credit instrument has been designed to enable ULBsto tap the capital market. "Structured Debt Obligations" (SDOs) are arrangements through whichbonds are issued on the condition that the borrowing agency pledges or escrows certainbuoyant sources of revenue for debt servicing. This is a mechanism by which the debtrepayment obligations are given utmost priority and kept independent of the overall financialposition of the borrowing agency. It ensures that a trustee would monitor the debt servicing andthat the borrowing agency would not have access to the pledged resources until the loan isrepaid. [Best Practices: Ahmedabad, Indore, Kolkata, etc]

17.4.3 Private Sector Partic ipation

ULBs are considering and financing increasingly complex development projects that, althoughpublic in nature, have a highly private character. The ULBs are beginning to use the concepts ofrisk and reward analysis and are prepared to make equity investments to stimulate the kind ofinvestment it wants. Conversely, the private sector is beginning to learn how to deal effectivelywith state and local governments. Private developers are recognizing the critical role that publicservices play in the success of a project and increasingly are willing to pay the cost of suchservices directly. The cost and benefits to the community are becoming part of the calculus ofdevelopment. The future of urban development finance rests on the willingness of developersand governments to recognize their joint dependencies. The benefits of well-conceived andwell-executed development are great enough to be shared by both parties. However, ULBsmust not confuse PSP with outsourcing of some typical civic activities and responsibilities. ULBs

can introduce PSP in creating vertical markets, commercial trading zones and in managingservices and assets where both parties can share revenue out of user charges. [ Best Practices:Many instances are there like providing quality drinking water in town panchayats and villageswhile implementing the Byrraju Foundation’s 4P Model using Sujala Plants, the Jalswarajyaprogramme in Maharashtra, commercializing municipal markets in Kolkata under PSP mode,etc]

17.4.4 Shelter Micro -Finance

These programs, emanating out of Grameen Bank-type experiences, are finding their way fromthe original income-producing support into low-income/slum shelter support recognising theeconomic potential of a home. Other approaches utilise cross-subsidization on user chargesbetween slum and non-slum dwellers. [Best Practices: Buenos Aires, Argentina]




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17.4.5 Intergovernmental Transfers

Transfers from the State or Centre are a favoured source of financing infrastructure. This mayinclude higher claims on Central Government agencies (like Railways, Airports Authority,Telephone Utilities, etc.) for using municipal services like approach roads, parking lots, waterservices, etc. In addition, higher claims on State Government against road tax, vehicle tax,

entertainment tax may be an important source of financing the infrastructure projects.

17.4.6 Increased Floor Space Index (FSI)

Provide incentives to the private sector by allowing increased density of development inselected, often central, areas of the city so that multi-storied structures can come up, providingspace for business houses, commercial activities and high-income residential units. This can beanother way of generating resources for infrastructure development. Provision of higher FSI andutilizing the additional funds for financing of housing for poor may be good option.

17.4.7 Loans from National-Level Financial Insti tut ions (FI)

Includes borrowings from the Housing and Urban Development Corporation (HUDCO), set up in

the 1960s to support urban development schemes through state and local level agencies withgenerally below the market rate financing. The Infrastructure Leasing and Financial Services(IL&FS), established in 1989, has come up as an important financial institution in recent years.The Government of India owns a small equity share in this private sector financial intermediary.IL&FS has helped local bodies, parastatal agencies, and private organizations to preparefeasibility reports for commercially viable projects, detail pricing and cost recovery mechanisms,and to establish joint ventures and companies called Special Purpose Vehicles (SPV).Government of Tamil Nadu is implementing the Tamil Nadu Urban Development Project(TNUDP), with World Bank (IDA) financing. Tamil Nadu Urban Development Fund (TNUDF)created under the TNUDP with contribution from Government of Tamil Nadu along with all Indiafinancial institutions viz., ICICI Bank Limited, Housing Development Finance CorporationLimited, and Infrastructure Leasing and Financial Services Limited. TNUDF is the first public-private partnership providing long-term debt for civic infrastructure on a non-guarantee mode.

17.4.8 International Funding Agencies

These are active in the urban sector in India and their share in total infrastructure investmenthas increased since the 1990s. The Department for International Development, United Kingdom[Best Practices: Urban Services for the Poor Programme in Andhra Pradesh, West Bengal,Madhya Pradesh, Bihar ]. Australia, and the Netherlands, for example, has taken up projectspertaining to urban infrastructure and basic amenities under their bilateral co-operationprogrammes. These financial supports, although a small fraction of the total investment needs,has generally gone into the areas that are unlikely to be picked up by the private sector andthose may have problems on the cost recovery front. The World Bank, the Asian DevelopmentBank, and the Overseas Economic Cooperation Fund (Japan), Japan Bank for InternationalCooperation (JBIC) on the other hand, are the agencies that have financed infrastructure

projects that are commercially viable and potentially reproducible on a large scale.

17.4.9 Area-Linked Development Charges

Instead of attempting to tax land values incrementally because of infrastructure, directly taxingthe value of property at its inception can be a more effective way of obtaining capital receipts forfinancing urban infrastructure. The Maharashtra Town Planning Act allows for such a charge.Punjab charges External Development Charges (EDC) while granting permission for conversionfor land. Development charges (also known as lot levies or exactions) are widely used bymunicipalities in Canada and the United States to pay for infrastructure. A development chargeis a one-time levy imposed on developers to finance growth-related capital costs associatedwith new development (or, in some cases, redevelopment). These charges are levied for worksconstructed by the municipality, and the funds collected are used to pay for the infrastructure

made necessary by the development. The rationale for charging developers for such costs isthat “growth should pay for itself” and not be a burden on existing taxpayers.




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17.4.10 Third Party Fee Collection

As part of recovery of cost of services such as management of solid waste (SWM), ULBsusually levy collection fees on users. The amounts are small and consequently often gouncollected. Alternatively, ULBs can enter into agreements with State Electricity Boards, forexample, and they collect the SWM fees as an additional amount on the monthly electricity bill.

Electricity, being an inelastic commodity, has a high payment rate. The collection rational canbe a fixed sum, irrespective of the electricity consumed, or variable on the quantum of electricityconsumption. If variable, the logic is that users who consume more electricity likely generatemore waste. Similarly, cost of providing public street lighting is not recovered as a direct charge.Exercising its powers, the Municipal Corporation of Delhi recovers a 5% duty levied through theconsumer’s electricity bills collected by the supply companies and adjusted against the powerused by the municipal corporation, mainly on street lighting. [Best Practices: Jordan collectingSWM fees through Electricity Bills; Government of India imposing Cess on Petrol Consumptionto finance the road sector, Education and Higher Education Cess to finance the EducationSector, etc. Delhi Municipal Corporation]

17.4.11 Self -Help, Communi ty Collaboration

These forms of "capital" and "finance" are often unrecognized, but in fact represent substantialinvestments. This applies particularly in the case of individual low-income home ownershipwhere individual and/or community contributions, whether in labour or in kind, represent capitalinvestments that should/could be recognised as equity by lending institutions in support of localimprovement loans.

17.5 Corporation of Chennai: Internal Accrual

Analysis of past financial performance of the CoC and participating municipalities was carriedout for last six years based on the published financial statements. Based on the incomeexpenditure trend, and assumptions, financial projection for CoC was carried out up to year2026 to show the internal accrual generation capacity of CoC, see Volume 4 Annex 1.






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Part C: Macro-Level Planning Strategy

18. Macro-Level Planning and Growth Management

Macro-Level Planning and Growth Management within the CMA is the framework for identifying,evaluating and coordinating individual development initiatives. The SMP and 2006 CDP discussmacro-level planning, but both continue to project growth based simply on recent trends without anyindication of future management. If current trends are not carefully managed, achievement of theSMP's stated strategies and goals will be difficult. Figure 7 a schematically illustrates the base layer ofimportant Environmental Features which must be the starting point for a sustainable future. A look atFigure 7 b. illustrates the current population growth trends by Planning Area component showing astrong overlap on environmentally sensitive areas. It is clear the current trend, if allowed to continueunmanaged, will have a strong negative impact on valued environmental assets with impacts on watersupply, drainage and the general health of the CMA. Figure 7 c. illustrates a proposed re-management of the same levels of growth, but with a more sustainable approach concentrating growthoutside of environmentally valued zones. This concept is consistent with growth managementstrategies stated in the SMP.




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Figure 7: Macro Area Growth Analysis

a. Environmental Features b. Current Growth Pattern c. Proposed Growth Pattern

18.1 Assumptions

1. The SMP is the overall guiding document for future development of the CMA,supplemented by the Chennai City Development Plan providing a more detailedinvestment plan. Still more detailed Local Development Plans are required to expandupon both the SMP and CDP.

2. Overall growth of the CMA will continue at approximately the same rate experienced overthe past decade.

3. Compact, fully utilised, "optimised", infrastructure is preferred as the most efficient, costeffective approach to providing and maintaining services.

4. More people would prefer to live in the City if conditions and amenities were moreattractive.

5. There is general support for sustainable environmental management being essential forcontinued social and economic well-being.

6. Development proposals that are consistent with clear and well thought-out macro-levelplanning strategies are more likely to gain public, political and financial support at alllevels than are ad hoc developments

18.2 Macro-Level Growth Management Scenarios

Four alternative Macro-Level Growth Management scenarios are considered. All are based onaccommodating approximately the same overall CMA growth as estimated in the SMP, but withvarying approaches to guide that growth. The Scenarios are summarised in Table 11, brieflydescribed below and evaluated with respect to the Guiding Principles and Assumptions discussedabove. Details of the preferred scenario are presented in Section 18.3.




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Table 11: Macro-Level Growth Management Scenarios

Scenario DescriptionGrowth

CoCMunic. Towns Villages

Scenario 1. Status Quo L M H H

Scenario 2. Beginning shift to City and Peri-Urban M M M M

Scenario 3.Further shift to City and Peri-UrbanMunicipalities

H H M L

Scenario 4.Strong emphasis on Peri-Urban, VeryLimited Village growth, revitalise City

M H H VL

18.2.1 Scenario 1: Status Quo

Assumes growth is allowed to continue along the current unplanned, uncontrolled trend. Themajority of growth takes place in the more rural Town and Village areas valued environmental

assets come under threat, urban sprawl exacerbates problems of providing affordableinfrastructure and services, and live-work relationships demand greater travel time, energy andpollution.

18.2.2 Scenario 2: Shift to Support City and Peri-Urban (Munic ipali ties)

Begins to take some control over the macro-level growth and supports a turn-around in theCity's growth slow-down while also supporting the orderly development of key peri-urban areasas viable extensions to the City. The City and Peri-Urban areas become more attractiveresulting in some slow down in growth of the Towns and Villages. A good portion of the villagedevelopment that takes place will be directed towards a series of 6 new NeighbourhoodSettlements proposed along the new Outer Ring Road.

18.2.3 Scenario 3: Emphasis on the City and Adjacent Municipaliti es

This Scenario further emphasises growth concentration in the City and Peri-Urban areas byplacing restrictions on Towns and Villages to grow only in a consolidated and orderly fashion. Again, a good portion of the village development that takes place will be directed towards aseries of 6 new Neighbourhood Settlements proposed along the new Outer Ring Road. ThisScenario assumes a concerted effort to improve urban conditions in the City to attract additionalgrowth and some returning population.

18.2.4 Scenario 4: Focus on Revitalisation City Growth and Peri-Urban

This Scenario takes the strongest steps to maintain critical environmental assets in the CMA byfurther discouraging sprawling Town and Village growth and continuing a high level ofdevelopment support to priority Peri-Urban areas. The City itself will see significant urbanrenewal to increase its appeal and add life to its central role as the "heart" of the CMA andregion.

18.3 Proposed Macro-Level Development Strategy

Scenario 4 most closely addresses the goals, objectives, guiding principles and strategies of the CDPand SMP, while incorporating a more holistic, integrated and sustainable approach to development ofthe CMA and the region in general.

Table 12 summarises key features of the proposed Macro-Level Development Strategy whileconceptually Map 8 illustrates it.




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Table 12: Proposed Macro-Level Development Strategy (Scenario 4)

Component Objectives Spatial Features Investment Focus

City of Chennai enhance role asthe "heart" of theCMA, the central ofgovernment,business andculture.

revitalise

strongly improveenvironmentalmanagementactions

encourage andaccommodate medium-level population growthfollowing enhancement ofurban environment andamenities

urban renewal includinginfrastructure rehabilitation& optimisation

urban green space andpublic "breathing" room

spatial allocation andinfrastructure support forthe informal sector

affordable shelter initiativesfor urban poor & slumdwellers

Peri-Urban

Municipalities andTown Panchayats(selected priorityones)

become the key

growth centres forChennai'sexpansion

become majorservice sector andlight industrialemploymentcentres offeringhealthy livingenvironments

integratedevelopment withadjacentcommunities and

the CMA as awhole

accommodate medium-

high level populationgrowth in defined prioritygrowth nodes

consolidate growth underthe guidance of strong,implemented andenforced DevelopmentPlans minimising sprawland managingenvironmental assets andease of providing efficient,affordable infrastructureand services.

significantly increase

densities, but incontrolled, priority areas

institutional capacity

building to permit localplanning, implementationand management ofsustainable growth

environmental protectionand management of criticalenvironmental assets

infrastructure developmentin all sectors carefullyidentified, limited andmanageable priority growthnodes

Village Panchayats retain and/orrestore as the"lungs" of theCMA.

rehabilitate, protectand manage thecritical naturalassets that affectdrainage and floodcontrol, water

supply and generalenvironmentalhealth of the CMA

discourage ad hocdevelopment occurringthroughout the rural areas

restore and retain waterbodies / water courses,aquifer re-charge areas,wetlands and forests byremoving encroachmentand preventing them

retain and support

agriculture as aproductive part ofenvironmentalmanagement and foodproduction in closeproximity to a strongmarket

develop a series of 5-6integrated, carefullydefined, and fully-serviced"neighbourhoods" as arural area living optionwith limited negativeimpacts

priority investments inenvironmentalmanagement

design, construct fullinfrastructure and servicesfor series of proposed new"sustainableneighbourhoods"

extensive ULB capacitydevelopment




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Component Objectives Spatial Features Investment Focus

Natural Areas give priorityenvironmentalconsiderationwherever theyoccur

enhance the City's andCMA's coastline

increase the number ofurban parks/green spaces

restore and protect criticalnatural areas throughoutthe CMA

institutional capacitybuilding for ULBs andenvironmentalmanagement agencies

infrastructure investmentsin identified developmentareas for re-location ofencroaching developments

development of sanitationand drainage infrastructureto prevent further pollutionof critical water bodies/waterways

water bodies / coursesclean-up and reinstatementto previous functions

create urban green spaces

Satellite Towns serve as high-levelindustrialemploymentcentres absorbinga significantamount of Stategrowth andChennai over-flowgrowth

develop as fullyself-contained

centres with fullrange of social andeconomicamenities includinghousing for a widerange of socio-economic groups

need to becomprehensively plannedto prevent unplannedurban sprawl.

limits must be carefullydefined and maintained toavoid adverseenvironmental impactsand further loss ofsurrounding agriculturallands and natural assets

beyond the scope of thisCDP, but must include fullyintegrated development ofinfrastructure and socialamenities in support ofhealthy, liveable, enjoyableand attractive communities

consideration needed forwell integrated, multi-modetransportation linkages toChennai and its ports

The overall population growth in the CMA considered in the proposed Growth ManagementStrategy is consistent with that projected in the SMP, reaching a total of approximately 12.5million persons by the year 2026. However, the proposed Growth Management Strategyredirects that growth in a more sustainable manner in line with the vision, strategies and goalsof the SMP and CDP. A summary of projected population levels is presented in Table 13.

Table 13: Summary of Population Projections - 2026

Location Area km2

% of TotalCMA Area

Popul.Growth Rate

Population2026 (est.)

% of TotalCMA Pop.

Densityper/ha

City of Chennai 176 151.50% 6,301,000

58 358

Municipalities 240 204.00% 4,215,000

34 173

Town Panchayats 156 134.00% 1,029,000

8 73

VillagePanchayats

617 521.25% 997,000

8 15

Total 1,189 100 12,542,000 100




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Map 8 : Proposed Macro-Level Growth Management Strategy




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18.4 Priority Peri-Urban Development Areas

The original CDP and Second Master Plan indicate 6 priority municipalities for future developmentbased on proximity to the City, good transportation access or potential, available land, and/or the basisof strong industrial development already in place. These municipalities include:

Manali

Poonamallee

Ambattur

Avadi

Alandur

Tambaram

Refer to Map 2. Some significant Town Panchayats adjacent to these municipalities are also includedas development priorities.

An emphasis is placed by CDP Stakeholders on ensuring significant development investment in thesekey peri-urban areas as a way of sustainably absorbing increased population growth in the CMA.Proposed projects in all sectors within these areas are presented in the respective sector sections ofthis report.

Section 30, Integrated Development discusses the approach for further development of theseMunicipalities in a coordinated and integrated manner.






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Part D: Sector Strategies and Development

This Section presents individual sector strategies, programmes and investments required to achievethe CDP's vision, goals and objectives within the context of the Macro-Level Growth ManagementStrategy. Each sector is presented as a self-contained package including analysis of the sector'sexisting situation, sector development strategies, an inventory of existing or planned investments inthe sector, an analysis of both service and funding gaps to meet existing and projected, and a financialanalysis. Institutional structure, capacity, reforms and governance as whole are discussed first asfundamental to the successful undertaking of all other initiatives. Sectors discussed include:

Institutional Reform and Governance Traffic and Transportation

Waterways Management Water Supply Sanitation Solid Waste Management Basic Urban Services Shelter Heritage Resources

Sectors referenced: Energy Communications Social Amenities

Part E addresses investment prioritisation of these Sectors and their respective individual projects.




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19. Governance, Institutional Framework and Capacity Building

The key to effective, efficient urban planning, development and investment as well as urbansustainability is the state of the institutional framework ultimately responsible for it and the system ofgovernance in which these institutions function. This requires a combination of "Good Governance",(Figure 8) and Sustainable Governance (Figure 9).

Figure 8: Good Governance Figure 9: Sustainable Governance

19.1 Metropol itan Governance in CMA

19.1.1 Insti tutional Imperatives

Governance structure in CMA has the following institutional imperatives:

1. Capable of performing the tasks assigned in the 12th Schedule of the Constitution

accompanying the 74th Amendment. Tasks and the agencies presently performing them

are presented in the Table 14. See additional details in Volume 5.

Table 14: CMA Insti tutional Tasks

S.No Tasks Presently Performed By

1 Urban planning including town planning CMDA

2 Regulation of land-use and construction ofbuildings

CMDA, ULBs

3 Planning for economic and social development Commissioner Municipal Administration and ULBs

4 Roads and bridges ULBs; Highways

5 Water supply for domestic, industrial andcommercial purposes.

Chennai Metro Water Supply andSewerage Board

6 Public health, sanitation conservancy and solid

waste management

ULBs

7 Fire services Director of Fire Services




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S.No Tasks Presently Performed By

8 Urban forestry, protection of the environmentand promotion of ecological aspects.

Department of Environment &Forests; TN Pollution Control Board

9 Safeguarding interests of weaker sections ofsociety, including the handicapped and

mentally retarded

Department of Social Welfare;ULBs

10 Slum improvement and upgradation. Tamil Nadu Slum Clearance Board

11 Urban poverty alleviation ULBs

12 Provision of urban amenities and facilities suchas parks, gardens, playgrounds.

ULBs

13 Promotion of cultural, educational andaesthetic aspects.

Department of Tourism

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

ULBs

15 Cattle pounds; prevention of cruelty toanimals.

ULBs

16 Public amenities including street lighting,parking lots, bus stops and publicconveniences.

ULBs

17 Regulation of slaughter houses and tanneries. ULBs

2. Should be capable of carrying forward the urban reforms envisaged under JNNURMaiming at transforming ULBs into Urban Local Governments (ULGs)

Implementation of decentralisation measures as envisaged in the Constitution (74th Amendment) Act to establish elected ULGs as institutions of self-government.

Adoption of modern, accrual-based double entry system of accounting in ULGs. Passage of a "public disclosure law" to ensure preparation of medium-term fiscal

plans of ULGs and release of quarterly performance information to allstakeholders.

Passage of a "community participation law" to institutionalise citizen participationand introducing the concept of the Area Sabha in urban areas.

Transferring all special agencies that deliver civic services in urban areas to ULGsover a period of five years and creating accountability platforms for all urban civicservice providers in transition.

Introduction of e-governance using IT applications like Geographical InformationSystems and Management Information Systems for various services provided byULGs.

Reform of property tax with GIS, so that it becomes a major source of revenue forULGs and arrangements for its effective implementation to ensure that collectionefficiency reaches at least 85 per cent within the next five years. Completerevamping of the property tax system through detailed data gathering process,tracking and monitoring.

Levy of 'reasonable' user charges by ULGs on services that are currently free, withthe objective of recovering full cost of Operations and Management within the nextfive years.

3. Able to undertake most of the tasks and responsibilities presently performed byparastatal and special agencies that deliver civic services in urban areas and creatingaccountability platforms for all urban civic service providers. The Specialised Agencies(see Table 15) are:




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Table 15: Government Agency Responsibilities

S No. State Government Agencies Responsibilities

1 Tamil Nadu Housing Board (TNHB) Land development and housing for all incomegroups

2 Tamil Nadu Slum Clearance Board(TNSCB)

Rehabilitation and upgrading of slums

3 Chennai Metropolitan Water Supplyand Sewerage Board (CMWSSB)

Provision of Water Supply and sewerage inCMA

4 Chennai Metropolitan Development Authority (CMDA)

Preparing Master Plan / DetailedDevelopment Plan / New Town developmentPlan as the case may be. Land use planning,development control, development of newtowns and undertaking special projects suchas TNUDP

5 Tamil Nadu Electricity Board (TNEB) Generation and distribution of electricity in thewhole state including CMA

6 Small Industries DevelopmentCorporation (SIDCO)

Industrial infrastructure includingdevelopment of plots and construction ofsheds for small and medium industries

7 Pallavan Transport Corporation(PTC)

Planning and operating of mass transport bybuses

8 Tamil Nadu Pollution Control Board Enforcement of pollution control laws

4. Achieve decentralisation and democratization of Governance in a sustainablemanner . The passage of the 74

th Constitutional Amendment Act was the first major step

towards decentralisation and democratization of functions of the urban local bodies in thecountry. This Act envisages establishing grass-root level democratic decentralisedinstitutions of ULBs. Institutional arrangement should be capable of achieving this key

objective.

5. Fulfi l the Planning & Development requirements under 74th

Amendment Act

Constitution of Metropolitan Planning Committee (MPC) to prepare a DraftDevelopment Plan (DDP) for the Metropolitan area as a whole;

MPC would comprise of two-third members elected by, and from amongst theelected members of Municipalities and Chair persons of the Panchayats in theMetropolitan Area in proportion to the population;

One third Members representing Government of India and the Government of theState and of such organisations and institutions as may be deemed necessary forcarrying out the functions assigned to such Committees.

6. Facilitate good urban governance, based on the principle of urban citizenship, affirmingthat no man, woman or child can be denied access to the necessities of urban life,including adequate shelter, security of tenure, safe water, sanitation, a cleanenvironment, health, education and nutrition, employment and public safety and mobility.

7. Promote a vibrant ‘Informal Economy Sector’ in CMA comprising of poor and low-income groups that constitute over 70% of the working population. They must form part ofinclusive City Development. This would envisage:

Specifically targeted Poverty Alleviation initiatives Urban Space and Infrastructure for Livelihoods; Space and resources for unorganised sector workers; Infrastructure and Service Needs for Women Workers; Access to finance and social security; Upgrading Informal Sector Activity;




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Slum Rehabilitation with Shelter Rights and Affordable Housing; Public Transport and Facilities for Pedestrians.

8. Capacity to manage public services effectively. This may cover:

outcome based services

working with other stakeholders working through partnerships i.e. PPP quality based services

9. Incorporate Participatory process as part of CMA Governance

Democratic governance is a judicious combination of representative andparticipatory process. While CMA has Institutions of representative governance inits ULBs there is near total absence of Institutions that facilitate participatorygovernance. This is among the main causes for the gaps one sees in thegovernance of CMA

Developing conducive institutions for Participatory and good governance in CMA isat the core of urban reforms envisaged under JNNURM. It is also the sine qua non

for successful implementation of CDP and for ‘managing public serviceseffectively’.

CDP would be proposing management of urban growth with a more sustainable approachconcentrating growth outside of environmentally valued zones. Being a coastal city sustainablemanagement of ecologically sensitive coastal zone is of paramount importance. Thegovernance institutions should therefore be capable of Integrating, coordinating, andencouraging public actions in the CMA to diminish environmental, social, and economic risksstemming from climate change and to promote the welfare of the population through thereduction and capture of greenhouse gas (GHG) emissions. Measures would include: Enforcingbuilding standards; improve energy efficiency in buildings; energy efficient traffic and streetlighting; cleaner electricity generation systems; bus rapid transit and non-motorised transportsystems; clean fuels and hybrid technologies for city buses and other vehicles; reduce traffic

and augment public transport; waste-to-energy systems at landfills; Improving water distributionsystems and leak management; other major GHG reduction initiatives.

CDP is presenting a series of Sector Investment and Development Packages including aninventory of existing or planned investments and identified "gap" projects required to achievethe overall macro-growth strategy. Sectors addressed include: Traffic and Transport;Waterways/Drainage; Water Supply; Sewerage and Sanitation; Solid Waste Management;Basic Urban Services; Shelter; Urban Renewal; Integrated Developments; Social Amenities;Heritage Resources and Institutional Development and Capacity Building.

Institutional arrangements should be capable of planning the projects and investments assuggested in the CDP and attract funding and investments to implement them. Citizen’sparticipation at every stage of project formulation, budgeting and implementation should be built

in as part of methodologies suggested.

19.1.2 Constraints and Limi tations

Metropolitan governance in CMA with three Revenue Districts (one District – Chennai - in fulland major parts of other two – Kancheepuram and Thiruvallur), two police commissioneratesand two police districts, one Municipal Corporation, 16 Municipalities, 20 Town Panchayats and214 village panchayats formed in 10 Panchayat Unions and several parastatal agenciescatering various infrastructure and services is a picture of chaos.

Every planning / development act and procedure requires the involvement of variousadministrative organisations and bodies which must decide in each case on the future of thesensitive urban space, infrastructure and services. In particular, works at the inter-municipal or

inter-district level require increased coordination between bodies, as well as the consent ofsociety. What is required, therefore, is a new governance structure that will essentially take




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charge of effective spatial, infrastructure and environmental management and help map out andimplement a development policy for the area.

While considering new governance structure it must be kept in view that for long we have beenfollowing the multi-agency model in CMA. By trying to integrate the functions of severalagencies now, we would be diluting the existing professionalism. It could lead to problems in

prioritization and raising funds from international funding agencies. Western countries haveintegrated many service agencies with local bodies, through a process of evolution. Thesuggested institutional structure therefore caters to the imperatives listed above and triggers aprocess of evolution.

19.2 Suggested Insti tut ional Reforms in CMA Governance

“Cities in India, with some exceptions, have not been enabled to look inward and build on theirinherent capacities, both financial and technical, and instead are still being seen in many statesas ‘wards’ of the State governments. This should and this must change.” (Prime MinisterManmohan Singh – at the launch of JNNURM in December 2005)

Unless this vital change is achieved, Cities will neither be ‘engines of growth’ nor have thequality of infrastructure and services required for a reasonable quality of life for its citizens. Thisrealization is at the core of the reforms that have been suggested in the institutional structure ofCMA. From a mere cluster of ULBs, CMA should transform into vibrant units of Urban LocalGovernments capable of performing the tasks and responsibilities envisaged above.

19.2.1 Insti tutional Reform Options

OPTION 1 - Chennai Metropoli tan Development Board wi th Special Agencies

Expanding the boundaries of CMC as well as reconfiguring the CMA into three Corporations -Chennai, Tambaram, Avadi/Amnattur - is under the active consideration of the StateGovernment. CMDA is submitting a report to Government based on public views and

sentiments expressed toward the proposed formation of two new corporations - Chennai Southand Chennai North with headquarters at Tambaram and Ambattur respectively.

In the event of CMA being governed by three Municipal corporations the mechanism forPlanning process, Preparation of DPR, Implementation Responsibility, Asset Managementincluding O&M and Delivery of Services could be as suggested in Figure 10.

Suggested Metropolitan Development Board is Metropolitan Planning Committee "Plus". TheBoard will carry out the functions of the MPC and exercise supervisory control over the Special Agencies and Institutions of CMA performing various tasks. This will bring about the desired co-ordination and cohesion that is woefully lacking now.

This institutional arrangement would take care of the mandatory reforms agenda set forth by the

JNNURM without diluting the existing professionalism of the multi-agency model that has beenin vogue for several years. Special Agencies would be carved out of the parastatal and entitiesexclusively for CMA, structured and staffed to perform the tasks outlined in the precedingparagraphs with the capacity to manage and deliver public services efficiently and effectively.




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Figure 10: Chennai Metropoli tan Development Board

Option 2 - Union of Municipalities, Town and Village Panchayats with Special PurposeVehicle / Special Agencies

CMA is witnessing an urban explosion. There has been a 60.2% reduction in open space in thecity and a 95.8% reduction in CMA over 35 years. This trend has been more rapid in recentyears due to exponential real estate growth. According to experts the type of urbanisation goingon in CMA could result in creation of heat islands leading to increase in day temperatures. Arural, green ambience is essential to maintain environmental sustainability of the Metropolis.The democratic, decentralized spirit of urban governance should also be sustained by retainingthe character and entity of small municipalities, towns and villages.

While considering the institutional structure of governance it should be remembered that as perSecond Master Plan projections CMA will have a population of 1.25 crores in 2026, which wouldbe higher than the population of 50% of countries in the world! That is the magnitude.

CMA comprises of urban and rural local bodies of varying sizes and compositions in the areassurrounding Chennai. The structural option given below will help coordination among them,facilitate planning in the metropolitan area and help ensure good governance in each local bodywhile maintaining the unique characteristics of each decentralized entity.

The structure is a Region-based Metropolitan Governance Framework with a Union made up ofMunicipal Corporation, Municipalities, Town and Village Panchayats within the boundaries ofCMA with administrative and technically trained personnel. Structure and functionalresponsibilities of the Union can be worked out through consultations based on principles andcriteria for a metropolitan government, some of which are listed below:

1. Geographical unit defined as the spatial competency of the metropolitan authority2. Administrative structure and political representation to be within the scope of the 74th

Amendment Act and the Model Municipal Law circulated by GoI.




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3. Manner of electing the basic management bodies of the metropolitan authority by director indirect vote as outlined in the Municipal Laws.

4. Defining competencies of the metropolitan authority, in relation to central and stategovernments.

5. Economic and technical support of metropolitan government so as to ensure that theinstitution functions smoothly from the start.

6. Policy on the Environmental Protection and Planning

Figure 11 illustrates the proposed structure of the Metropolitan Planning Committee, whileTable 16 summarises Action Agenda.

Figure 11: Metropolitan Region – Footprint for Governance

Key elements of the Framework

Entire CMA comes under a uniform governance system Metropolitan Planning Committee (MPC) is constituted as per Article 243 ZE of the

Constitution of India (74th Amendment)

Jurisdiction of MPC spans urban and rural areas of CMA District Planning Committees could supplement MPC in rural areas Substantial decentralization to local governments is achieved Supported by appropriate accountability mechanisms Rural / urban structures are synchronized Establishes co-ordination mechanisms between ULBs and para-statals A realistic alternative for substantial absorption of special agencies Technical groups are established in MPC for Spatial Data Centre and Integrated

Transportation Management.




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Table 16: Specific Action Agendas

Sl. No. Acti on Agendas

1 Permanent MPC with co-ordination powers

Combination of Elected Representatives and Experts

Well-defined Master / Development Planning procedures and technical inputs

2 Municipal Law to be revamped and made compact

Strong Mayoral System

3-tier structure of Municipality / Ward Committee / Area Sabha

Formal citizen participation in urban governance and Municipal affairs

Mandatory quarterly disclosure of performance

3 Municipal Services as per 12th Schedule (Urban) and 11th Schedule (Rural) coordinated

Alignment of jurisdictions based on Ward boundaries.

Joint budgeting / Reporting cycles

4 Establishment of Spatial Data Centre for real-time GIS to plan and coordinate acrossagencies

5 Establishment of Integrated Transport Authority for planning and coordination across allpublic transport agencies.

6 Implementing Municipal Reforms at City-level

Financial reforms in resource mobilisation, budgeting, accounting and ManagementInformation System

Human Resources and Capacity Building

7 Urban Land Reforms

Simplified Land Records Management

Guaranteed land title

8 Providing integrated economic development, infrastructure and municipal services to

informal sector and urban poor Provision urban space and facilities for work & livelihood activities

Pursuing targeted employment-generation and poverty alleviation programmes

Pursuing a humane slum rehabilitation and secure shelter policy

Provision of Economically Weaker Section and Low-Income group housing

9 Defining and ensuring service outcomes

Establish qualitative and quantitative benchmarks for infrastructure and municipalservices

Management and monitoring process

Equitable and inclusive opportunities for the poor and economically weaker sections

10 Development and Delivery of comprehensive urban plan and services

Metropolitan footprint in governance Involvement of multiple stakeholders

Creation of appropriate and quality infrastructure

Rigorous enforcement of zoning, land use and building regulations

Regular mapping / monitoring of economic activities in CMA

11 Preparing a comprehensive Environmental Management Plan (EMP) for CMA and its strictimplementation.

Should incorporate Integrated Water Resources Management including pollutionabatement and restoration of waterways and water bodies.

Urban forestry and greening of CMA

Stringent coastal management measures to preserve the natural heritage of beaches,estuaries and forests




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19.1.3 External Factors and Developments to Consider

National Urban Renewal Mission should announce substantial incentive for governanceand Institutional reforms

Reforms would include areas in 2, 3, 4 and 9 in Table 16 above Funding for E-Governance Initiatives and for establishment of Spatial Data Centre - 4 in

Table above Regulating the Real Estate sector and channelling investment in an organized and

sustained manner – 7 in table above. Funding support for establishing Metropolitan Transport Authority – 5 in table above. Funding support for preparation and implementation of EMP – 11 in table above.

19.1.4 Main Benefits of the Framework

Provides a comprehensive response to urban issues and challenges Captures most solutions being aired by experts and funding agencies Recognises regional and urban issues Makes environment management as integral part of urban governance Capable of being replicated Identifies and addresses specific changes required to transform CMA from being a mere

cluster of ULBs into vibrant units of Urban Local Governments with independent,functional Institutions of governance.

Integrates most of the current national initiatives and trends. Allows for prioritization of reforms and time lines

19.3 Recommended Planning & Development Process

In the spirit of 74th CAA and keeping in mind the proposed institutional structure, a bottom-up

Planning Process in two phases could be considered for the CMA, See Table 17 below.

Table 17: Recommended Planning & Development Process

Phases Recommendations

Phase I GoTN should expeditiously constitute the Metropolitan Planning Committee withCMDA functioning as its Secretariat.

CMDA develops draft goals and policies for each of the subject areas in the planlisted in Section 17(2) of TN TCP Act

Focus group meetings involving Members of the community / civil society toreview and to comment on the goals.

Receive inputs from the Municipalities and Panchayats in the CMA as envisagedin the Constitution (74th Amendment) Act;

Open house to receive further comments on the proposed goals and policies. Receive inputs from parastatal / special agencies and institutions

Develop broad financial analysis of projects in consultation with the financialintermediary.

MPC and CMDA review the comments that were received and make changes tothe goals and policies accordingly

Phase 2 CMDA staff writes draft chapters, and develop draft recommendations toimplement the identified goals and policies.

CMDA review the drafts at work sessions which will include personnel ofparastatal, funding agencies and potential entrepreneurs

Formal CMDA public hearings providing an additional opportunity for the public tocomment on the plan (summary of the issues).

Work sessions to discuss the issues raised.

CMDA approves the draft Plan and forward to the MPC

MPC holds public hearing and work sessions and closes the public record. Additional work sessions to refine the draft. MPC adopts the Plan and forward to State Govt. for approval.




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19.4 Enforcement Mechanism

Enforcement function in CMA is falling between several stools resulting in near-total chaos andviolation of all building, health and environmental norms. The present system has not worked and willnot work. There is urgent need for a workable alternative. Enforcement relates to the following twofunctions that have now been allocated to ULBs as per the 12th Schedule.

Urban planning including town planning Regulation of land-use and construction of buildings

These functions need to be turned over to the ULBs and their capacities should be adequately built upto perform these tasks effectively and efficiently. Provision for this should be made in the proposedUrban Local Bodies Act. Till then ULBs should carry out this function including demolition ofunauthorized constructions as per the delegated powers of CMDA under T&CP. Act and under theirrespective Local Bodies Acts. See also Volume 5.

19.5 Legal Framework

The following points should be read in conjunction with the existing Legal Framework situation

presented in Section 16.11 and Volume 5.

In 1998 Tamil Nadu Urban Local Bodies Act was enacted and the Rules were framed in2000. Town Panchayats, industrial townships and Municipalities and CMC were broughtunder a single classification – ULBs. This Act provided more functional autonomy withhigher accountability to the ULBs unlike the previous Acts. This enactment standssuspended.

In 2003 GoI circulated a Draft Model Municipal Law with principles of participation,decentralization, autonomy and accountability, urban self-government, reforms infinancial management and accounting systems, internal resource generation capacity,organizational design of Municipalities, professionalization of the municipal personnel,and matters connected therewith.

GoI has circulated a Model Nagar Raj Bill to amend the laws relating to ULBs, toinstitutionalise citizens’ participation in ULB functions, setting up of Area Sabha.

GoTN is examining the reports of working groups for enacting a fresh Law taking intoaccount the Model Municipal Law and Nagar Raj Bill. Objective is to simplify proceduresand improve urban governance. CDP’s Institutional recommendations should be factoredinto the new Law.

Instead of enacting separate "public disclosure law" and "community participation law” asenvisaged in the Reform agenda provisions for these also should be built into theCommon Urban Local Bodies Act to make it comprehensive and compact.

19.6 The Financial Backbone

Drawing on the core competencies of TUFIDCO, TNUDF and TNUIFSL (description given in the

IR) an Institutional arrangement in the form of a financial intermediary should be evolved forCMA to carry out projects and investments in accordance with the structure, technologies andmethodologies suggested in the CDP and attract national and international financing institutionsfor funding and implementation of the investment programmes.

19.7 Institution for Participatory Governance

'Sustainability' is primarily about creating partnerships, building capacities and promoting inter-organisational and inter-institutional relationship and co-operation on a long-term basis. Suchrelationships and partnerships are best built through a Participatory Process.

To build capacity of ULBs and to ensure the requisite technology, process and fresh ideas flowinto governance, mechanisms are needed to associate credible and effective educational,

business and other organisations into the various layers of the MPC:

Include expertise – eg. IIT Madras, Universities, Civil Society – in Governance




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At MPC level Similar to GIS Centre and MTA Add technical advisory groups to set standards, guidelines, process, etc. Focused technical groups with outside expertise Benchmark and adopt world class standards

• Set high, minimum standards at Metropolitan level

• Outsource with world class standards At ULB level

Add empowered tech advisory group at ULB departments• Roads, bridges, storm water, sewage, etc.• Need for special expertise, independent monitoring of quality, standards,

specifications.

Suitable structure needs to be evolved through discussions and interactions with civil societyand given legal sanctity in the proposed Common Urban Local Bodies Act.

19.8 Institutional Development Support

GoTN may consider the institutional alternatives and other related recommendations and takeappropriate decision. Once a decision is taken a proper scheme should be evolved for InstitutionalDevelopment Support along with budget, logistics, implementation and monitoring on a medium-termtime–frame. This report however contain a scheme for building the capacity and enhancing thefunctional efficiency of the elected representatives, ULB staff and some key institutions deliveringcritical and basic services as well as non-state players who would be expected to play important rolein the participatory process.

19.9 Capacity Building

19.9.1 The Need

Capacities of Institutions and those who manage them need to be substantially upgraded toeffectively and efficiently perform the tasks described above. Development of human resourcesstands uppermost in capacity building. Training is directly related to better performance of tasks.Right training not only improves skill required by an individual to perform a given task but alsohelps in improving attitude, knowledge and behaviour for taking up more challenging tasks.Unfortunately this is the weakest point in urban governance and is the main reason for the widegaps in administrative effectiveness and delivery of services. CMA is no exception.

It is imperative therefore that good quality training is imparted to the officials and staff of theULBs and parastatal/special agencies involved in governance and delivery of services. Such acapacity building will have two elements – Functional and Managerial.

Functional training relates to the specific functional area of the Department or Undertakingconcerned. This involves upgradation of skills, updating knowledge, toning up of systems andprocedures with reference to case studies, case laws, audit reports evaluation studies, reportsof various Committees and Commissions at the State level and all India level, inter-Statecomparison, international development and standards. This would largely be an in-houseexercise for efficient performance of municipal functions and delivery of services.

Managerial training involves management orientation, optimising given resources andimplementation of projects with a result oriented approach adopting all modern managementpractices. This training would be imparted through professional institutions.

Irrespective of the institutional scenarios described above for planning, implementation anddelivery of services capacity has to be developed for:

Elected representatives of the institutions




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Senior officials engaged in planning, formulating DPR, implementation and assetmanagement etc.

Staff engaged in delivery of services NGOs and CSOs engaged in participatory governance.

19.9.2 Principal Target Insti tutions

The principal target institutions in the formulation of CDP and DPRs for Chennai are:

Corporation of Chennai Formulation of first CDP CMDA Formulation of first CDP CMWSSB DPR for Water, Sewerage sector TNSCB DPR for Slum Renewal and Rehabilitation

19.9.3 Capacity Gaps to be Addressed

The following Tables present an analysis of existing Structural and Knowledge Gaps to beaddressed through Capacity Building Programs.

1. Corporation of Chennai

Table 18: Capacity Gaps - Corporation o f Chennai

Structural gaps to be bridged Knowledge gaps to be addressed

Strengthening of Town Planning Department

Strengthening of Works Department

Strengthening of Plan EnforcementMachinery

Setting up a community wing structured tocarry out participatory development.

Building up capacities through in-house

training by a HRD wing.

Understanding the CDP process and contributing toits formulation

Supervising of outsourced projects of implementation

Building coordination capacities both internally andexternally with planning and development agencies

Structuring the participatory process in alldevelopments

2. Chennai Metropo litan Development Authority (CMDA)

Although CMDA has a strong physical planning capacity it has to develop its capacity inplanning for economic development, environmental management and social development. TheDevelopment Control Regulation enforcement machinery is weak and this is reflected in thelarge number of unauthorised developments in CMA.

During the implementation of World Bank Assisted projects it had a good structure forcoordinating metropolitan wide development projects. This is no longer there. Training isanother area of weakness.

The planning and implementation of the CDP calls for integrated planning of urban renewalincorporating slum renewal and development and development of composite neighbourhoodsfor housing all sectors of society. This gap is to be addressed.

Table 19: Capacity Gaps - CMDA


Creation of economic and socialdevelopment wing

Creation of environmental management wing

Strengthening the community developmentwing for participatory planning

Strengthening of the DCR enforcement

Integration of physical planning with socio-economic planning and development andenvironmental management as part of the MasterPlan, Area Plans, Urban Renewal Plans,

Neighbourhood Plans. Capacity to build in informal economy and shelter in




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machinery

Setting up an urban renewal wing

Building up capacities through in-housetraining by a HRD wing

Development Plans at the macro and micro levelsto make City plan fully inclusive.

Land Management for using land as a resource fordevelopment

Capacity to convert CDP into Area InvestmentPlans for raising quality of life.

3. Chennai Metropo litan Water Supply and Sewerage Board (CMWSSB)

Table 20: Capacity Gaps - CMWSSB


Creation of a coordinating cell to work withCMDA, Corporation of Chennai and peri-urban municipalities and Town Panchayats.

Creation of a wing for conceptualising andimplementing PPP projects

Establishing a holistic Water ResourceManagement wing

Community wing for effective participation ofstakeholders

Expansion of in-house training through aHRD wing.

Integrating CDP projects in water supply andsewerage with other sectors

Integrating the water and sewerage master plan with

the Master Plan of CMDA Holistic Water Resource Management including

recycling of waste water, groundwater recharge andother methods

Rehabilitation of waterways of CMA particularlyCooum, Adyar and Buckhingham Canal.

4. Tamil Nadu Slum Clearance Board

Table 21: Capacity Gaps - TNSCB


Strengthening of planning wing

Strengthening of community wing

Creation of a wing for conceptualising andimplementing PPP projects

Expansion of in-house training through aHRD wing

Integrating BSUP component into infrastructurecomponent under JNNURM

Composite neighbourhood developments and urbanrenewal

Employment and income generation in informalsector.

Humane approach to slum redevelopment andrehabilitation.

5. Urban Local Bodies (ULBs)

Knowledge gaps to be addressed in all the ULBs including the City Corporation are:

Preparation of property maps using latest technology of satellite imagery; Municipal asset management; Computerisation of property tax records to support revenue improvement; Use of GIS applications for asset management, municipal infrastructure and its

operation and maintenance.

19.9.4 Insti tutional Assessment - CDP and DPR Capaciti es

In the present scenario Corporation of Chennai is not the appropriate agency to formulate orupdating CDP since it has limited territorial jurisdiction. No line agency except CMDA by its very

nature can prepare the CDP which is a comprehensive City investment plan covering allsectors. However CMDA although technically equipped to undertake this work is a parastatalagency without representation by the elected representatives.




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CDP has to be evolved based on a bottom up approach advocated under 74th Constitutional Amendment. The only institution that will have mandate to prepare the CDP is the MetropolitanPlanning Committee (MPC) envisaged under the constitutional amendment. Unfortunately thiscommittee has not been set up. As of today this vacuum has to be filled up. This is reflected inthe proposed institutional set up suggested.

The Governance mechanism is structured to make Metropolitan Planning Board (MPB) / MPCwith CMDA as its Secretariat, as the apex body for formulation of CDP.

DPRs are technical documents and they are currently prepared by the line agencies and in theproposed set up DPRs will be prepared by the special agencies or the special purpose vehiclewhich will be accountable to MPB/MPC and the local bodies. Alternatively the preparation ofDPRs can be outsourced to competent consultant by MPC/MPB who should work in tandemwith the special agencies or SPV proposed.

19.9.5 Capacity Building Institutions

There are a number of qualified institutions in Tamil Nadu with appropriate facilities,

infrastructure, faculty and quality to provide the kind of formal Capacity Building required. Thisshould always be integrated with on-the-job experience through attachments to projects.

19.9.6 Centre of Excellence in Urban Development

Proposals will be formulated to create Centres of excellence in these institutions under thecapacity building programme of JNNURM in consultation with the institutions concerned. Theareas covered would include:

Excellence in planning, development, project implementation and urbangovernance,

Managerial and Professional capacity for improving service delivery. Cutting-edge and crosscutting research and knowledge base.

Awareness about trends in policy in urban sector Legislative framework within which ULBs function Leadership skills required for working with various stakeholders Best Practices and their replication Management Courses and Workshops; Networking for sharing and transferring knowledge and experience;

19.9.7 Functional In-House Training

To fill in gaps in capacity in the main institutions it is proposed to establish strong HRD wings inthe three principal institutions – City Corporation, CMDA, TNSCB and strengthening the HRDwing in CMWSSB. Specific modules for this training that could enhance productivity, improvequality, impart work culture and increase job satisfaction should be developed by involving

specialist HRD professionals.

See Volume 5 for details of proposed Training Programs, Workshops and Seminars.

19.10 Funding Required for Insti tut ional Development and Capacity Building

The estimated cost for Institutional Development & Capacity Building reform agenda is Rs.225million. See Table 22 below.




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Table 22: Project Summary – Institutional Development and Capacity Building

Existing/Planned New Work

Proposed "Gap" Filler Rehab

TBD: To be decided

# Location Project Name Existing or Proposed New Work Rehab Funding Lead

Planned "Gap" Sanctioned Possible Source Agency

CMA

IR1 C MA Institutional Development 130.00 TBD MAWS, CMDA

IR2 CMA Capacity Building 95.00 TBD MAWS, CMDA

TOTAL COST 225.0

Cost (Rs. Million)




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20. Traffic and Transportation

20.1 Introduction

Efficient mobility of people, goods and services is essential to economic growth and socialwellbeing. Transportation corridors also form the physical framework for urban and regionaldevelopment and typically define the corridors for water, sanitation, power and communicationinfrastructure. One of the key issues surrounding traffic and transportation planning anddevelopment throughout the world is a failure to realistically address the socio-economic andenvironmental realities of the place. Chennai is a good example where the vast majority ofpeople move by foot, bike, 2-wheeler or rickshaw, and yet no infrastructure is purpose-built forthis priority need. The focus remains on the 4-wheel motor vehicle - the minority user - with theresult that conflicts occur and no user is properly accommodated. A full discussion of otherinformal sector street users is presented in Section 28, Basic Urban Services and Section 29,Urban Renewal. Refer to Volume 3: Annex 4 for additional details.

Large-scale capital works projects are the subject of separate detailed studies. These areacknowledged in the CDP, but the focus is on two urban sustainability needs - mobility "gaps":

1. Optimisation of Street Space Utilisation

2. Mass Public Transpor t

20.2 Summary Background and Situation Analysis

Traffic and transport schemes are presently implemented by several departments and agencies.While long-term planning and coordination is carried out by CMDA, individual schemes areexecuted by Southern Railway, National Highways Authority of India (NHAI), Department ofHighways (DoH), Corporation of Chennai (CoC), and Metropolitan Transport Corporation

(MTC). Traffic enforcement is done by Chennai Traffic Police (CTP).

20.2.1 Linkages and Connectiv ity

Chennai is a major transportation hub for road, rail, air and sea transport connecting major citiesin India and abroad. Chennai has two important sea ports – (i) Chennai sea port which is thelargest port in South India, and (ii) Ennore Port. The Chennai International Airport is located inthe southern part of CMA and serves as the city's airport for both domestic and internationalflights. Five national highways radiate outwards to the rest of the country, from the city ofChennai, making Chennai easily accessible and well-connected. See Map 9.

Chennai also has a suburban railway commuter system comprising three routes. for suburbanrail network heading west, north and south-west.

Additional suburban service is provided by an elevated and highly underutilised MRTS (MassRapid Transit System) running south-west and in the process of being expanded. Separateprojects are planned to improve utilisation, including much needed intermodal developments.Planning for this was not planned in an integrated manner and resulted in the degradation of theBuckingham Canal as a potential transport and important drainage channel.

Two main railway terminals, Chennai Central and Chennai Egmore serve regional and nationaltrains from the centre of the City.

The Chennai Mofussil Bus Terminus (CMBT) is located on the Inner Ring Road at Koyambeduserving all state and national buses, while the Metropolitan Transport Corporation (MTC) runsan extensive public city bus system within the CMA as detailed below.




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Map 9: CMA Transpor tation System






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Vehicle Users Public Transport Pedestrian Commercial Establishment Parking Informal Sector (Street Vendors & Auto Drivers)

Utility Service Providers

Optimisation can be achieved through a wide variety of initiatives:

Pedestri an Safety Policy and Design Standard Pedestrians should have access to sidewalk at all public rights-of-way. Sidewalk should be continuous without encroachments, utility boxes, etc. Standard Curb cut Ramp should be provided at each entry and exit point.

Cycling facilities

White or yellow lines on roads indicating the cycling priority space on the road Construction of dedicated bicycle lanes perhaps like the 'Copenhagen model' where the

road starts with a footpath followed by a dedicated cycling path followed by parked cars

followed by carriageway. This will only be needed for some roads (perhaps arterial roads)where vehicle speeds significantly decrease cyclist safety.

Construction of dedicated cycling paths for the purpose of recreational riding (as opposedto transportation riding). Link to places of interest - Adyar Poonga, Beachfront etc.

Parking

Parking standard for commercial and residential development should be improved in theCBD areas at least 1.5 times of the current standard

Traffic Impact fee can be levied on the existing buildings which houses/attracts more thanpermitted number of vehicles due to change in nature of building

On-street Parking should be delineated along all the main road Loading and Non Loading Zone also to be delineated along the road No-Hawker Zone delineation

Bus Terminus and Bus Bay Upgrade/expand Bus Terminus to handle the current/future level of Buses population Improve surrounding road networks to accommodate bus traffic Bus Bays are mandatory on all the main roads to avoid Traffic Flow interruption.

Signage

City should have signage, which directs people from any part of the city to desiredlocation.

Signage should be standardized and no standard signage's should not be allowed inpublic right of way.

All the signage should be controlled by one agency.

Intersection Redesign Intersections are special areas of any road, which invariably should be wider than street

right of way. Predominantly, Chennai Roads intersection are same width as typical road width which

causes traffic queuing Grade Separator option should be the last resort for intersection Improvement. Adding

exclusive Left lane and Right Lane with physical barrier at each leg of Intersection willgreatly improve the Traffic Flow

Signal Timing shall be optimized after Roadway geometry improvement. Free Left Lane can be added in all the intersection immediately with minimum cost, which

can improve traffic flow and pedestrian safety. Automatic Detection of vehicles loop can be added in the existing pavement, which will

improve the Green Time on the essential leg. This will also help reducing the need for

Traffic police at every intersection.




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Roadway geometry Redesign

All new projects shall be designed as a Lane Driven Geometry

Pavement Repair and Maintenance

Pavement should be repaired with international standards Any trenching activity by utility agencies shall be immediately restored to original

pavement condition without a delay. Pavement repair of international standard should be a part of the trenching contract

tendered by utility agency

Traffic Engineering Planning Permit Any major development, which attracts floating/permanent traffic, should be scrutinized

with the Traffic Engineering viewpoint and permitted. Chennai Citi Centre is the typical example of how this development caused Traffic

problem of Dr. Radha Krishnan Road since it witnesses more vehicles than permitted. Access to this development is also poorly designed since it does not account for numberof vehicles/minute should be entered into the building by its peak time.

Acc ess Management

Properties, which abut more than one road, should have access permit only on the road

with less traffic or side road. Any commercial activity which attracts floating traffic should not be permitted at the

intersection of any road. Properties should be given access permit to public right of way only as exit and entry with

specified dimension for opening. This is intended for managing the vehicles movementfrom properties to right of way; opening/gate along the entire width (frontage) should bestrictly not permitted.

Vehicular Typology Management

All the Roads shall be categorized as Major Arterial, Minor Arterial, Collector andNeighbourhood Street

Auto and Share Autos can be restricted as feeder only. In other words, they will not be

allowed on the Major Arterial Roads (ex- Mount Rd) whereas they will be allowed to crossthrough collector.

Tricycles and other slow moving vehicles shall be restricted to neighbourhood roads only. Roads, which are less than 5m in width, shall not be allowed with any big vehicles other

than Bicycle and Two Wheelers.

Land Development Manual and Standards

Land Development manual needs to be developed for Chennai which should have all theEngineering/Architecture standards and detailed Guidelines for any developmentincluding water network, sewer network, Electricity, Roadway, drainage, Telephone (DataNetwork), urban design, landscape etc..

Urban Design and Conservation

Historical Areas shall be conserved, any new building should reflect the architecturalcharacter of the place.

Urban Design Guidelines shall be prepared for Chennai City to maintain the characterand architectural control.

Redevelopment of MRTS stations

To address issues of the particular neighbourhood including inter-modal transportfacilities. This may include parking, commercial development, art gallery etc.

Turn Lanes Program

Adding Right/Left Turn Lanes at intersections where feasible without diminishingpedestrian space.




Main Report 84

Center Line and Median Realignment to sui t Traffic Demand

Vary median alignment to suit flow requirements including creation of centre turnlanes.

20.5 Mobility Hubs

Inter-modal (pedestrian, car, rickshaw, bus, train) car, connectivity is critical to develop anintegrated, efficient and user-friendly mass public transit system. Development of these Hubs isrequired throughout the CMA. Further details are given in Volume 3: Annex 4.

20.6 Grade Separator Facility

Grade separations, if judiciously used, can improve mobility. Overpasses for pedestrianstypically do not work as they impose too much inconvenience on pedestrians. Underpassesrequire far less grade separation, but need attention to cleaning and security. Road flyoversconstructed throughout Chennai are examples of non-integrated planning, are of questionableoverall advantage in most situations, serve a minority of street users and negatively impact onstreet life, pedestrian movement and urban character. Traffic management through theoptimisation options listed above are more cost effective and city-friendly and should be the

priority interventions.

20.7 Ownership of Right Way

Although all road space is officially owned by ULB’s and Highway Departments, actualownership is far more complex with the wide variety of street space uses discussed above.More formal recognition of "user rights" to portions of the space are required to optimiseutilisation.

20.8 Additional Improved Mobility Suggestions

20.8.1 Transi t System

Optimisation ideas include:

Moving Bus Terminus and Bus Stops closer to Railway Network to help improveconnectivity;

More air-conditioned buses on certain routes throughout the city; Mini-buses introduced to optimize revenue; Color Coding Bus services based on direction of service with intermodal stops; Improved quality of service (schedule, vehicles, etc.) in areas of greatest need, the lower-

income North Chennai, where reliance on affordable public transit is highest.

20.8.2 Bus Rapid Transit System (BRTS) Links

BRTS link needs to be studied throughout the city, particularly in areas not covered by the railnetwork.

Refer to Volume 3, Annex 4 for the following sub topics;

LB Road Optimization Design Case Study MRTS case Study Need for a Transportation Management Centre

Table 23 summarises planned and proposed "gap" mobility projects. See Part E for a discussion ofprioritisation.




Main Report 85

Table 23: Project Summary - Transportation

Existing/Planned Project New Work

Proposed "Gap" Project Rehab

TBD: To be decided

# Location Project Name Existing/ Proposed New Rehab Funding Lead Links and

Planned "Gap" Work Work Sanct. Possible Source Agency Comments

Project Funds Cost

Urban Rail Transit System

CMA Augmentation of rail network

1 MRTS extension to Velacherry State&Cen SR

2 Beach to Korukkupet (4.1km) State&Cen SR

3 Korukkupet to Athipattu (18km) State&Cen SRUrban Bus Transit System MTC

4 New 11 Bus terminals & 26 depots 2451 JNNURM

Chennai Metro Project State/Cen CMRL

5 CoC Washermanpet to Airport CMRL

6 Central- St. Thomas Mount CMRL

BRTS

7 Along City waterways TNUDF III TNUDF

Development of Freight Facility

8 Elevated Highway along Cooum State&Cen NHAI

9 Truck terminal on NH-45, & Manali DoH

Elevated Highways

10 From Light House to Kottivakkam JNNURM

11 Along City Waterways (52.6km) TNUDF III CoC Projects already approved and ongoing

12 OMR link from Adyar Elevated Highway TBD Will improve mobility

13 Along Thiruvottiyur High Road to Ernavore JNNURM NHAI Will improve mobility

14 Along Rajaji Salai upto Toll Gate JNNURM NHAI Will improve mobility

Interchange

15 Interchange at NH4@Thiruvallur street TBD Will improve Connectivity

CMA New Link Roads

16 Tambaram Eastern Bypass 450 State DoH

17 ORR from NH45 to TPP Road : PPP DoH

18 Outer Ring Road from ECR to NH45 1570 State DoH

19 ORR from Seemapuram to Ennore Port 934 State DoH

20 Link of ORR from MBI Road to OMR 600 State DoH

21 Ambattur Estate to ORR 1500 State DoH

22 IRR south Mount St. Thomas - OMR State

23 Link of OMR to ECR (Prathana) 300 State CoC

24 CoC Link of OMR to ECR at Palavakkam 300 State CoC

25 New Avadi Road/Medavakkam Tank Road 50 State CoC

26 Link of Valacherry to OMR State

Cost Rs. Milli on

Will improve Connectivity

Projects already approved and ongoing

Projects already approved and ongoing




Main Report 86

# Locat ion Project Name Existing/ Proposed New Work Rehab Funding Lead Links and

Planned "Gap" Work Sanct. Possible Source Agency Comments

Project Funds Cost

27 CMA Mult i-l ane Widen ing

28 Four Lane Widening TPP road NHAI NHAI Will improve Connectivity6 Lane divider Road at Thiruvalluvar St TBD Will help in Traffic Congestion

Co C Major Flyovers

29 Madhya Kailash junction 1500 Coc Coc Will Improve Connectivity30 LB Road junction at Thiruvanmiyur 300 TNUDP III Will Improve Connectivity

31 Anna Salai x Blackers Road junction, 1250 TNUDP III32 Anna Salai x General Patters Road 820 TNUDP III

33 Anna Salai x Binny’s Road 750 TNUDP III

34 Bazzulah Road Flyover JNNURM CoC Project almost Complete35 Anna Salai x Eldams Road 220 TNUDP III Needs to be justfied by further study

36 Cenatoph Road junction 199 TNUDP III CoC Project almost Complete

37 VenkataNarayana Road x Chamiers Rd TNUDP III Needs to be justfied by further study

38 At Perambur crossing rail line 510 JNNURM CoC Will Improve Connectivity

39 CIT I Main Road junction Needs to be justfied by further study

40 Anna Salai X Sardar Patel Road 300 TNUDP III Needs to be justfied by further study41 Periyar EVR Salai X Nelson Manickam 300 TNUDP III Needs to be justfied by further study

42 Periyar EVR Salai x Anna Nagar III Ave. 320 TNUDP III Needs to be justfied by further study

43 IRR x Anna Nagar II Ave 300 TNUDP III Needed for Service level of IRR

44 IRR x Arcot Road 300 TNUDP III Needed for Service level of IRR

45 GNT Road X Madhavaram High Road 42846 Mount Poonamallee Rd x Kundrathur Rd 284 JNNURM

47 Taramani Link x M.B.I.Road 600 State48 M.P.road x Poonamallee Kundrathur Rd 600 JNNURM

49 Madipakkam Rd x Pallavaram Rd 600 JNNURM50 Anderson Rd Medavakkam Tank Road 30051 At Anna Nagar Round about 30052 New Avadi Road x Kilpauk Garden Road 15053 At Thiruvallur Street TBD Will improve connectivity

54 At Kaliammam koil Street TBD Will improve connectivityMini Flyover 1260 CoC

55Road Widening TBD

56Bridges/Culverts/ROB/RUB-Widening 4380 State Fund

57

Cost Rs. Million

Needs to be justfied by further study

Needs to be justfied by further study




Main Report 87

# Locat ion Project Name Existing/ Proposed New Work Rehab Funding Lead Links and

Planned "Gap" Work Sanct. Possible Source Agency Comments

Project Funds Cost

Optimization Gap Projects

58 CoC Nungam. High rd (From Beach to NH-4) 250

59

Greenways Road/Sardar Patel rd (From

Santhome Church- GST rd) 300

60 Kodambakkam High Rd. (Gemini - IRR) 300

61 ECR (From Thiruvanmiyur to Kottivakam) 150

62 Velachery Main Rd (OMR - GST rd) 250

63 Mint St.(From Central to Th iruvottiyur) 150

64 IRR Restoration (Kathipara-CMBT) 150Cycle track

65 Gandhi Nagar neighbourhood 10

66 Under MRTS at Certain Segment 20

Missing Links

67 From Prop.elevated Adyar rd to OMR 1300Railway station improvement

68 City Wide Railway Station Improvements 150 Will improve the efficiency & convenience

BRTS

69 BRTS study for North Chennai 20

Highly recommended based on Local

Conditions

Standards and Guidelinesandards and guidelines or ransi node 1

71 Standards and guidelines for roadway 10

72 Guidelines for peds/cycle path 10

73 Land Development Manual for CMA 10

Bus terminus Relocation

74 Mandaiveli bus terminus relocation 500

75 Adyar bus terminus relocation 500

76 Thi ruvanmyur bus te rm inus reloca tion 500MRTS stations i mprovement

77 MRTS airspace exploitation Will improve the usage of the Space

Mobility hubs

78 CMA Near St. Thomas Mount (MRTS & Metro ) 235 Will improve connectivity

Total CMA 12,420

Total CoC 16,531

TOTAL 28,951

Cost Rs. Million

Will improve mobility in more economical

manner.

Will help streamline Project Planning &

Execution

Will improve the efficiency & convenience




Main Report 88

21. Waterways Management

(Note: A separately prepared Pre-Feasibility Study (PFS) address this sector in detail. The following provides asummary in line with ensuring the CDP is a comprehensive development document and recognises that linkages

exist between all sectors. Information presented here is from the PFS Final Report)

21.1 Introduction

Chennai suffers a number of waterways-related problems including regular flooding and avariety of health issues because of poor storm water drainage, lack of management, anddeficiencies in other sectors including Solid Waste Management and Sanitation, andencroachment. Addressing Waterways Management thus is priority in Chennai Metropolitan Area.

21.2 Major Waterways

The waterways of Chennai Metropolitan Area (CMA) are east flowing rivers – Kosasthalayar,

Cooum and Adayar between its north and south borders, flow directly into the Bay of Bengal. Amajor canal, namely, Buckingham Canal that traverses parallel to the coast has alsoconsiderable importance in shaping up the water environment of this city.

21.2.1 Present Condit ion

The condition of waterways in Chennai urban environs was reasonably healthy and pollutionfree till middle of the last century. However, the current condition of these waterways is highlydeplorable because of severe pollution and reduced carrying capacities. This can be attributedto cumulative effects of more than a century of settlement and land use, and the resultant urbanpressures on the waterways. In the CMA beyond Corporation area, municipalities, and townpanchayats that lie on either side of the river, discharge wastewater either directly or by feederdrains into water bodies. The wastewater discharged into water bodies may spill over into the

river, especially during rainy days in diluted condition. In the CoC area, which is denselypopulated, both treated and untreated sewage is let out into rivers from various outfalls.Currently, untreated sewage is observed to be let-out from around 109 and 70 sewage outflowpoints into the stretch of 17.98 km of river Cooum and the stretch of 14.6 km of river Adyarrespectively. Though the length of river Kosasthalayar is 155 km, it traverses only for a relativelyshort distance in the CMA. This river joins Ennore estuary, which is highly polluted by theindustrial effluent in addition to domestic sewage from some of the areas of the adjoining urbanlocal bodies along its course. The total length of Buckingham Canal within Chennai Metropolitan Area is 48.3 Km. The effect of urbanisation and industrialisation in and around the city anddischarging waste water into it has gradually made this canal converted to a virtual open sewer.

In addition, waterways are encroached at many places constricting the width of the rivers tocarry high floodwaters without overtopping their banks and embankments and entering into

habited areas. Dumping of solid waste and construction debris either directly into the rivers or intheir feeders is also one of the major reasons for not only for obstructing free flow of floodwatersbut also of leachate entering into the system. Construction of bridges and causeways withoutsufficient vent to carry waters and without hindrance under changed catchment conditions hadled to formation of afflux at many a place in the river courses and causing inundation in adjacentareas during high flood conditions.

Overall conditions of these waterways can be rated very poor because of high loads ofsediment and nutrients, high turbidity, highly obnoxious odours and very low levels of dissolvedoxygen. Apart from this, ability to discharge floodwaters during high floods without inundationand carry low flows to meet environmental needs without stagnation is also uncertain for thereasons cited above. Formation of sand bars in the mouth, obstruct free flow of water leading tostagnation of water mixed with waste in the river. In addition, construction of marine structuresnear river mouths may also have adverse affects on the sustainability of river mouth opening.




Main Report 89

21.2.2 Urban Development – Growth Corridors

In the 2nd Master Plan (SMP) it is envisaged to encourage development officially in the 4corridors that have already started witnessing growth in the last few decades. These corridorsemanate radially from the city in 4 directions. The SMP also anticipates development in theunfilled areas between growth corridors due to recently laid ring roads. The population densities

along the waterways in the City are already high while those in the peri-urban areas aremoderate. With the implementation of these growth plans or upon realization of anticipateddevelopment, the areas along the waterways would turn out to be densely populated. The ULBscovered by both the planning documents for future growth along the waterways are .

Table 24: Areas for Future Growth along the Identified River Corridors

Growth Corridor Waterway Areas for future growth

West Corridor River Cooum Chennai Municipal Corporation

Avadi Municipality

Ambattur Municipality

Valsaravakkam Municipality

Poonamalle Municipality

Maduravoyal Municipality

Porur TPSouth-West Corridor River Adyar

Chennai Municipal Corporation

Alandur Municipality

Tambaram Municipality

Ullagaram-Puzhathivakkam Municipality

Pallavaram Municipality

Anakaputhur Municipality

Pammal Municipality

Chitlapakkam TPNorth-East Corridor & South ITCorridor

Buckingham Canal

Chennai Municipal Corporation Tiruvottiyur Municipality

Kattivakkam Municipality

Chinnasekkadu TP

Madhavaram Municipality

Manali municipality

Perungudi TP

Pallakaranai TP

Sholinganallur TPNorth-East Corridor River Kosasthalayar

Tiruvottiyur Municipality

Kattivakkam Municipality

21.2.3 Waterways Rehabil itation

Strategy for Waterways Rehabilitation

A number of problems have been identified that are causing deterioration of the quality of waterin the waterways and efficient functioning of waterways that they are intended to. The adoptedStrategy for Waterways Rehabilitation is to prepare an integrated set of actions that all thestakeholders should be committed to implement in parallel to achieve better results in timelymanner. The strategy intends to achieve pollution free and environmentally acceptablewaterways that would lead to overall improvement of environment in the CMA:

Primarily

by improving flushing capacity of waterways to discharge pollutants into the sea; and by improving the carrying capacity of the waterways during high floods and low flows.




Main Report 90

And sustained by reducing point source pollution caused by sewage in the growth corridors along

waterways;

by improving overall environment and reduce non-point source pollution from storm water;

and

by reducing non-point source pollution caused by solid waste.

21.2.4 Proposed Projects per River Catchment

Cooum River Rehabilitation Package

The total length of the river meandering in the CMA for over 41 km has been divided into 4reaches. The division is made based on a host of factors like possibility for flushing by tidalaction, severity of sludge and waste deposition, gradient, urbanization along the river and otherspecific characteristics that are common to each reach. They are named as the Coastal reach,the Central City reach, the Outer City reach and the CMA reach.

Adyar River Rehabil itation Package (2 op tions)

The total length of the river meandering in the CMA has been divided into 3 reaches. Thedivision is made, as explained above for Cooum. For development of the reach KotturpuramBridge to sea mouth two options are considered:

Option I

Deepen estuary portion to (-) 2 meters from the mouth of the river (of width of 400 m) toKotturpuram bridge (of its existing width) with adequate protection to banks using pre-castconcrete blocks over 1.5:1 slope.

Option II

In this option, in addition to proposed deepening and re-grading of river bed by dredging andother means, the banks of the river are proposed to be retained with RCC buttress walls oversheet piles to facilitate a comprehensive river front development and eco-restoration.

Kosasthalayar Rehabilitation Project

To arrest the problem of frequent flooding, it is proposed to raise the flood bank to a height of+9.44 m against the existing top level of around +7 m for a length of 12.80 Km. The observedmaximum flood level being 7.94m, the tank bund level is fixed 1.5 m above the maximum floodlevel. The front and rear bund slopes are proposed 2:1 gradient to maintain the surface of theslope well above the phreatic line for maximum flood conditions. Regulators are provided fordrains joining the river. Protection walls for the vulnerable reach near Edayanchavadi,Napalayam and Sadayan kuppam villages for a length of 1900m are proposed to streamline theflood and route it to the tail end without inundating agriculture lands and villages on both sides

from Napalayam Bridge up to sea mouth.

Buckingham Canal Rehabilitation Project

To rehabilitate this vital link between the rivers in CMA rationally under a comprehensive subbasin approach, projects for disposal of storm waters projects have been formulated for theeastern basin of CMA.and approved recently for widening, deepening besides protecting theside slopes etc. along with preventive measures like fencing to avoid solid waste dumping.

21.3 Overview and Analysis of Existing Storm Water Drainage

The storm water drainage system in Chennai formally comprises 882 km of drains in a

combination of macro and micro components. A total of 2,847 km of road also serve as surfacedrains. The CoC is responsible for provision and maintenance of adequate storm water




Main Report 91

drainage in the city area in accordance with the statutory provision, Section 176 of the ChennaiMunicipal Corporation Act, 1919. The mandate for development, maintenance and managementof major drainage systems such as rivers, streams, water bodies is given to PWD.

Regular problematic flooding occurs in two forms: minor flooding that occurs every monsoonseason, and major floods that may occur every 15-20 years. Minor flood waters may be in the

order of 0.1 to 0.3 meters deep, drain away after a few hours, but cause major traffic disruptionsin the meantime. The main reason for this nuisance of periodical minor flooding is inoperativeand inadequate storm water infrastructure for a variety of physical and institutional reasons.

21.4 CoC Storm Water Gap Analysis

The CoC has taken major initiative to mitigate the flooding problems and destruction caused byboth low intense recurrent rains and high intense intermittent rains due to cyclonic activity andhas prepared Detailed Project Report for Micro and Macro Drainage. The reports cover bothwaterways and storm water drainage sectors and proposed to be progressively implementedunder JNNURM programme.

21.5 Municipalities - Storm Water Drainage

Storm water drainage infrastructure in most of the municipalities is either non-existent orinadequate. A few municipalities including Alandur, Pallavapuram, Tambaram and Ambattur areprovided with substantial drainage systems, and Ambattur is implementing a comprehensiveprogram with funds from TNUIFSL. The rest of the municipalities have grossly inadequate stormdrainage facilities. Planning and design of drainage systems are deficient and typically notintegrated with the drainage in the surrounding catchment areas. There is a necessity toprepare proper drainage master plans and detailed engineering reports for all the municipalitiesand towns. Details of storm water conditions in each of the 16 individual municipalities are foundin the PFS Report. Numerous projects are currently underway, but very significant service andfunding gaps remain to be filled.

21.6 Town Panchayats - Storm Water Drainage

The majority of the Town Panchayats are provided with no storm water drainage system.Meenabakkam and Porur are exceptions. The onus of development and maintenance of stormwater drainage system is on the concerned Town Panchayat. A gap analysis again identifies asignificant need for further funding and service improvement.

21.7 Overview and Analysis of Waste Water and Sanitation Management

Wastewater and Sanitation Management have significant impacts on waterways managementwith deficiencies in what are supposed to be separate and treated systems causing overflowand serious pollution in waterways. Refer Section 23.

21.8 Overview and Analysis of Solid Waste Management

Solid Waste Management has significant impacts on waterways management as without thesystem being adequately implemented and managed there are always chances of beingdumped into water ways as also the sea water ways being polluted through leachate infiltration.For summary of the PFS report see Section 24.




Main Report 92

21.9 Cost Estimate

Cost summary of waterways rehabilitation projects is given in Table 25 below.

Table 25: Cost Summary of Waterways Rehabilitation Projects

Block cost estimates of drainage requirements are summarised in Table 26A and Table 26B. WhileTable 26A gives the cost for priority 1 sub projects aiming at to improve the conditions in thedesignated water ways growth corridors, the priority 2 is for improving drainage conditions inremaining ULBs is given in Table 26B.

Table 26A: Summary Cost Estimates of Prio rity-1 Drainage Systems

Table 26B: Summary Cost Estimates of Prio rity- 2 Drainage Systems

21.10 Financial Perspectives – Waterways Management and Storm WaterDrains

The waterways and drainage system in the Chennai Metropolitan Area (CMA) is classifiedaccording to two levels:

The Macro level, which consists of rivers, tanks, surplus channels and open drainsserving as flood moderators, which drain the rainfall received in the catchments areasof CMA is maintained by PWD; and

The Micro level, which consists of 855 km of storm water drains within the Chennaicity is maintained by CoC. The suburban towns in the CMA have open drainsmaintained by the concerned local body.

River Rehabilitation Package Indicati ve Block Cost Estimate (INR Million)

Cooum River 4,000

Adyar River (Option 1) 2,150

Adyar River (Option 2) 2,900

Kosasthalayar river 160

Growth Corridor Indicative Block Cost Estimate (INR Million)

Cooum River Growth Corridor 9,500

Adyar River Growth Corridor 550

Buckingham Canal growth Corridor 1,100

Total in INR (milli on) 11,150

Description Indicative Block Cost Estimate (INR Million)

Construction of collecting and feeder drains 4,900

Silt Catch pits with SFRC cover and inlet 650

Other ancillary structures 0.700

Sub Total 5,550

Engg, Contingencies, Admn. Charges 270

Total in INR (milli on) 5,820




Main Report 93

The Water Resources Department (WRD) of the PWD is responsible for maintaining thewaterways of Chennai. The storm-water drains are the responsibility of municipal bodies, CoCfor the city and municipalities for areas beyond the CoC area. The responsibility of managingthe sewage flow into the waterways is with the responsibility of CMWSSB.

Public Works Department gets assistance from the state budgetary support for maintaining the

waterways in Chennai. The State Government allocates funds under various schemessanctioned by the Central and State Government.. PWD would be the responsible departmentof GoTN to execute the projects proposed for waterways rehabilitation.

In the recent past, CoC de-silted all the 16 canals for a length of 27.921 km at a cost of Rs.370Lakhs. In order to avoid stagnation of rainwater, CoC increased the annual budget allocationgradually since 1996-97 onwards and constructed more number of drains within the city. Theflat terrain of the Chennai City necessitates effective Storm Water Drainage system to preventwater stagnation in roads. In addition to construction of new drains, CoC also carries outstructural repairs to Storm Water Drain Network and canals periodically.

The funding for infrastructure development of storm water drains, and its operation andmaintenance is out of accruals from general taxes levied by each ULBs in CMA. In addition to

taxes, general devolution of funds by the Government of India, and Government of Tamil Naduunder various schemes also funds development of storm water drains. There are no separateuser charges or earmarked taxes levied. Expenditure for storm water drains would depend onthe infrastructure requirement of the whole city to keep it free from water logging during rains. As understood, the flat terrain of the Chennai city necessitates effective drainage system. Asrequirement of a comprehensive drainage network relates to the whole city and not to individualusers or citizens, user charges are usually not levied. Future capital investments would dependon the gaps identified in infrastructure within the Chennai city and other ULBs. The CoC isspending an average of Rs. 65,317 per km per annum for repairs and maintenance of stormwater drains. Thus, the requirement for operation and maintenance would gradually increaseover the years, for which adequate funds must be set aside and if possible earmarked for futureneeds. The enabling legislation for CoC specifies that CoC would spend for public drains, only ifthey have means at their disposal; hence, setting aside funds judiciously for maintenance of

public drains is necessary.

Section 176 of The Chennai City Municipal Corporation Act, 1919 specifies that the Corporation“shall, so far as the means at their disposal permit provide and maintain a sufficient system ofpublic drains throughout the city”. Harmonious interpretation of this particular section deducesthat construction and maintenance of the public drains is specifically dependent on theavailability of funds (“means at their disposal”). ULBs, usually do not levy user charges forprovision and maintenance of public drains; hence, the source of funds to maintain the publicdrains is the general taxes that a ULB levies. Section 182 provide that the Commissioner “may,by notice, require the owner or occupier of any building or land adjoining a public street toconstruct culverts or drain coverings over the side channels or ditches at the entrances to thesaid building or land”. Interpretation of this section deduces that the responsibility forconstructing and maintaining the culverts or drain coverings adjacent to any building lies with

the owner of the building, if the Commissioner serves a notice on the owner of the building.

Therefore, to generate or mobilize funds for storm water drains, CoC would have to depend onthe general taxes, and further depend on devolution of funds. To provide complete andintegrated storm water drainage network, CoC requires adequate quantum of general fund. Asanalysed, there is overall financial stability of CoC in the matter of general funds. However, agood financial stability would not mean betterment of storm water drainage as there are manyother activities that would require financing from the general funds; nevertheless good financialstability would mean more allocation of funds for various sectors, of which storm water drainageis an integral and important sector for Chennai city.

The CDP April 2006 proposed investments for Storm Water Drainage, Macro Drainage for CMAand renovation of lakes at an estimated cost of Rs. 14,238.4 million.. As of February 2009,

MoUD approved projects of Rs. 14,479.04 mil lion.




Main Report 94

As per the JnNURM guidelines, the funding share of the project, applicable for Chennai Urban Agglomeration (CUA) would be:

Government of India: 35% - Rs. 5,067.72 million; Government of Tamil Nadu: 15% - Rs. 2,171.88 million; CoC and PWD: 50% - Rs. 7,239.6 shared by CoC and the PWD according to their

respective value of works;

CoC has been maintaining 855 km of drain network and about 27.921 km of canal network. Onan average CoC is spending Rs. 55.85 million per year on repairs and maintenance.Considering the fact that CoC maintains a network of about 855 km of storm water drains, andthen in that case CoC is spending an average of Rs. 65,317 per km per annum for repairs andmaintenance of storm water drains.

Analysis of Grant and expenditure on the maintenance of waterways by PWD is provided atVolume 4, Annex 2

Table 27 summarizes the total financial requirement concerning the Storm Water Drains sectorin the CMA.

Table 27: Requirement of Finance- Storm Water Drains

(Figures in Rs. million)

Projects Identified until 2026 under the CDP Review 46,299.04

Less: Share of GoI and GoTN concerning approved projects under JNNURM 7,239.52

Amount required to finance identified projects under Storm Water Drains 39,059.52

22. Water Suppl y

22.1 Introduction

Adequate water supply is a major issue in CMA. Largely as a result of environmentalmismanagement and inadequate institutional attention to the problems, Chennai is facing watersupply shortages which are leading to increasingly desperate actions including long-distancepiping and desalination.

Piped water supply was first introduced to Chennai City in 1872. Major steps to supplyorganized potable water supply to the city started with construction of a masonry conduit toconvey water from Redhills to Kilpauk in 1914 with incremental development taking place afterthat. Chennai Metropolitan Water Supply and Sewerage Board (CMWSSB) was formed in 1978,as a statutory body with responsibility for planning, implementation and O&M of water supply

and sewerage services. Although CMWSSB's mandate is for the entire CMA, to date theirfunctions are primarily restricted to the limits of CoC. Major supply interventions continuedthrough 1980s and 1990s. Funding sources included assistance from World Bank and bi-lateralagencies and HUDCO.

22.2 Summary of Background and Situation Analysis

22.2.1 Source of Water Supply

Water supply for Chennai is drawn from three interconnected reservoirs located at Poondi,Cholavaram and Redhills which collect and store flows from Kortalayar, Nagari and NandiRivers and direct run off catchments. Maximum usable storage capacity is 209 million m3, ofwhich Poondi and Redhill reservoirs contribute 91 and 93 million m3 respectively. In addition,

water is drawn from Veeranam tank (41 million m3), located 230 km south of Chennai.






Main Report 96

S.No. Source Quantity inMLD

9 Reuse of Secondary Treated Waste Water 180

10 Local Ground Water Sources 240

TOTAL 1,957

22.2.3 Water Demand in CMA

The SMP presents 3 water demand scenarios considering different per capita supply rate forvarious categories of local bodies and considering various percentages of domestic waterdemand as commercial & institutional demand and industrial demand. The water demandworks out to 2248 MLD for Scenario I. Table 30 presents details of such estimated demand.”

Table 30: Water Demand in CMA

Category of LocalBody

2026Pop

(Million)

Per CapitaDomesticSupply(l /

day)

DomesticSupply(MLD)

Commercial &Institutional

Demand (MLD) (1.)

IndustrialDemand

(MLD) (2.)

TotalDemand(MLD)

ChennaiCorporation

5.856 150 878.4 263.5 87.8 1229.8

Municipalities 3.569 125 446.1 133.8 44.6 624.6

Town Panchayats 1.221 100 122.1 36.6 12.2 170.9

Village Panchayats 1.988 80 159.0 47.7 15.9 222.7

TOTAL 12.63 1605.7 481.7 160.6 2,248

The estimated demand reduces to 1750 MLD and 1360 MLD In Scenario II and Scenario IIIrespectively as per estimates in the Second Master Plan. In Scenario II domestic water supplyrate has been considered as 120, 100, 80 and 70 litre capita day respectively for CoC,

municipalities, Town Panchayats and Village Panchayats. Commercial and Institutionaldemand has been taken as 25% of domestic demand. In Scenario III, domestic supply ratehave been further reduced to 100, 75 and 60 litre capita day, respectively. For Commercial andInstitutional demand, 20% of domestic demand has been considered.

The gap between supply and demand is in the order of 15% which requires a combination ofconservative resource utilisation with sustainable supply supplementation in the order of some290 MLD. Existing regulations require rain water harvesting and waste water reclamation forcentrally AC buildings. Some positive results are noted. Rigid enforcement is howeverrequired.

22.2.4 Water Treatment

Table 31 summarises available treatment plant capacity. The available capacity appears to behigh as the current water supply level to support it is lower than the anticipated levels and wouldsuffice even when a full water supply is available.

Table 31: Details of Treatment Plants

S.No Location Capacity (MLD)

1 Kilpauk 270

2 Red Hills 300

3 Veeranam 180

4 Chemberambakkam 530

TOTAL 1,280




Main Report 97

22.2.5 Treated Water Transmission

Following the recommendations of the Master Plan, a network of transmission mains were laidunder First Chennai and Second Chennai projects for transporting clear water from thetreatment plants at Kilpauk and Red Hills to the zonal head works. Treated water fromVeeranam was connected to the transmission main network through the Water Distribution

Station at Porur. Transmission main was also laid to convey treated water fromChembarambakkam water treatment plant to transmission main network.

22.2.6 Storage and Distr ibut ion

The distribution network in Chennai city covers a length of 2,582 km divided into 159 Divisions.Storage capacities are in the order of 322 million litres. Pipe size ranges from 100mm to1500mm, mostly CI pipe, although PVC mains exist in some specific. 85% of pipes are 200mmdiameter or less. About 50% of the smaller diameter pipe lines are more than 50 years old. Ageand incrustation of pipe lines due to intermittent supply, low pressure and other factors, reducescapacity to no more than 50% with almost zero residual head. Improvements were made underthe Second Chennai Water Supply Project in 1996 (CMWSSB with World Bank assistance).Improvements have been completed in 12 Water Distribution Stations and 11 Distribution Zones

out of total 16 zones resulting in equitable distribution with the desired residual head andsubstantial reduction of unaccounted for water (UFW).

22.2.7 Level of Water Supply

About 98% of the city is supplied with piped water supply. The remaining 2%, mostly residing inslum areas and erstwhile private streets are supplied through tankers. Average per capita watersupply is about 105 litres per day. In the years with below normal rainfall the supply rate isreduced. In 2004, due to monsoon failure, piped water supply was curtailed and tankers used.Water supply elsewhere in the CUA is far from satisfactory. Details of Water Supply in themunicipalities are presented in Volume 3: Annex 5.

22.3 Inventory of On-going and Planned Projects

In last few years a number of projects have been taken up for execution under TNUDP III orJNNURM. Table 32 provides the list of the on-going and proposed projects. Full benefits of theinvestment in water supply projects can not be achieved unless investments are made forsource augmentation.

22.4 Gap Analysis and Proposed Projects

Analysis of Table 32 indicates that funding available under JNNURM falls far short of need. Anadditional investment of approximately Rs. 79,000 million may be necessary. This assessmentincludes consideration of: future planning requirement, necessary rehabilitation of the existingsystem components towards their optimum utilization, measures for optimization of operationand maintenance costs, limiting the non revenue water and measures for enhancing therevenue through introduction of volumetric water charges for house hold supply. In addition,probable cost for source augmentation, extending the services in all the local bodies has beenconsidered. Many of the projects funded under JNNURM are not expected to be completed intime. As such there is a strong possibility that the actual costs on completion will be more thanthe sanctioned costs. Without making provisions for such cost escalation the projects may notbe fully operational. It may be noted that sewerage projects in many of the Town Panchayatshave been sanctioned without considerable increase in the water supply rate to allow thesystem to function optimally and effectively.

A series of Project Summary Sheets are prepared for undertaking a preliminary screening,selection and prioritisation of the significant number of planned, proposed and identified "gap"projects. See Volume 3: Annex 5. Map 10 indicates the location of currently proposed watersupply and sewerage projects.




Main Report 98

Map 10: Proposed Water Supply & Sewerage Projects




Main Report 99

Table 32: Project Summary - Water Supply



TBD: To be decided

# Location Project Name Existing or Proposed New Work Rehab Funding

Planned "Gap" Sanctioned Possible Source


W-1 Improvements to Water Supply System in Chennai City 3,220.00 4,000.00 JNNURM

W-2 Source Augmentation 40,000.00

W-3 Desalination plant at Minjur 878.80 878.80 JNNURMW-4 Desalination plant at Nemmeli 8,712.40 9,082.80 GoI

W-5 Sump cum Pump House near Poondi Reservoir 91.10 91.10 JNNURM

W-6 Comprehensive Water Supply Development Plan for CUA 70.00 TBD

W-7 Water Metering in Chennai city 2,400.00 TBD

W-8 Reduction in UFW through Leak Detection and Rectification 120.00 TBD

W-9 Energy Audit Studies 120.00 TBD

W-10 Water Quality Studies and Monitoring 60.00 TBD

W-11 GIS Mapping for Various Water Supply Zones 110.00 TBD

W-12 Replacmt of Old PVC Main and Choked CI Mains by DI Pipes 4,000.00 TBD

W-13 SCADA Arrangmt and Automation in Water Dist Stns and Zones 1,000.00 TBDW-14 Refubrishing of Water Treatment Plants and Pumping Stations 2,000.00 TBDW-15 Improvements to Water Tratment plant at KK Nagar 110.00 TBD

SUB TOTAL 12,902.30 64,042.70

Municipalities

W-16 Ambattur Water Supply Facilities to Ambattur 2,670.80 3,350.00 JNNURM

W-17 Avadi Water Supply Facilities to Avadi 1,038.40 1,300.00 JNNURM

W-18 Alandur Water Supply Facilities to Alandur 643.90 730.00 JNNURM

W-19 Maduravoil Water Supply Facilities to Maduravoil 233.00 280.00 JNNURM

W-20 Thiruvottiyur Water Supply Facilities to Thiruvottiyur 851.17 1,020.00 JNNURM

W-21 Ullagaram- Puzhutivakkam Water Supply Facilities to Ullagaram- Puzhutivakkam 242.40 280.00 JNNURM

W-22 Pallavaram Water Supply Facilities to Pallavaram 720.00 W-23 Manali Water Supply Facilities to Manali -

W-24 Valasaravakkam Water Supply Facilities to Valasaravakkam -

W-25 Poonamalee Water Supply Facilities to Poonamalee -

W-26 Thiruverkadu Water Supply Facilities to Thiruverkadu 644.00 TBD

W-27 Pammal Water Supply Facilities to Pammal -

W-28 Kathivakkam Water Supply Facilities to Kathivakkam -

W-29 Tambaram Water Supply Facilities to Tambaram 326.16 806.00 JNNURM

W-30 Madhavaram Water Supply Facilities to Madhavaram -

W-31 Anakaputhur Water Supply Facilities to Anakaputhur -

SUB TOTAL 6,005.83 9,130.00

Cost (Rs. Million)




Main Report 100

# Location Project Name Existing or Proposed New Work Rehab Funding

Planned "Gap" Sanctioned Possible Source

Town Panchayats

W-32 Chinnasekkadu Water Supply Facilities to Chinasekkadu 49.49 TBD

W-33 Perungudi Water Supply Facilities to Perungudi 239.62 TBD

W-34 Porur Water Supply Facilities to Porur 123.58 150.00 JNNURM

W-35 Chitlapakkam Water Supply Facilities to Chitlapakkam 132.83 TBD

W-36 Sembakkam Water Supply Facilities to Semabakkam 231.81 TBDW-37 Madambakkam Water Supply Facilities to Madambakkam 216.18 TBD

W-38 Pallikaranai Water Supply Facilities to Pallikaranai 294.32 TBD

W-39 Peerkankaranai Water Supply Facilities to Peerkankarani 78.14 TBD

W-40 Puzhal Water Supply Facilities to Puzhal 148.46 TBD

W-41 Nandambakkam Water Supply Facilities to Nandambakkam 41.67 TBD

W-42 Mangadu Water Supply Facilities to Mangadu 96.37 TBD

W-43 Thirumazhisai Water Supply Facilities toThirumazhisai 72.93 TBD

W-44 Naravarikuppam Water Supply Facilities to Naravarikuppam 122.41 TBD

W-45 Kundarathur Water Supply Facilities to Kundarathur 114.60 TBD

W-46 Perungalathur Water Supply Facilities to Perungalathur 145.86 TBD

W-47 Sohinganallur Water Supply Facilities to Sohinganallur 213.57 TBD

W-48 Thiruneermalai Water Supply Facilities to Thiruneermalai 127.62 TBD

W-49 Meenambakkam Water Supply Facilities to Meenambakkam 23.44 TBD

W-50 Various Water Supply and Sewerage Facilities along IT Corridor 417.70 550.00 JNNURMSUB TOTAL 541.28 3,049.32

W-51 Village Panchayats

Water Supply to Other Areas 191.70 906.39

TOTAL 19,641.11 77,128.41

Cost (Rs. Million)




Main Report 101

22.5 Financial Analysis

22.5.1 Income and Expenditure for Water Supply and Sewerage -CMA

The financial analyses are based on the published financial statements of CMWSSB and themunicipalities. In summary, CMWSSB is operating with a small net surplus of 1.3%. The

situation in municipalities is more varied, with most reporting losses.

Income includes:

Water and Sewerage Tax: Revenues are collected by CMWSSB for CoC andMunicipalities under CMWSSB Water Tax and Sewerage Tax Regulations, 1991. Therates are based on the Annual Letting Value of Properties.

Bulk Water Consumers: In addition to the water and sewerage tax, there is a levyapplicable for a specific class of consumers. All premises having water connections fromthe sources maintained and operated by the Board and Private Ground Water sources aresubject to an additional monthly charge as prescribed under the Regulations 1991whether such connections are metered or not.

Assigned Revenues from GoTN: Revenue grants and assigned revenues to CMWSSB.

Expenditure includes:

Power : includes water treatment plants (WTP) and desalination plants Chemicals : required in water treatment plants Operation and Maintenance: All O&M cost at the WTP and desalination plants. In case

of other municipalities, the O&M cost includes the water charges paid/payable to TWADand CMWSSB.

Purchase of Desalinated water : The agreement between the Chennai WaterDesalination Limited (a Special Purpose Vehicle, SPV) and CMWSSB specifies a “BulkWater Purchase Agreement” requiring a minimum purchase regardless of consumption.

Drought Expenditure: includes augmenting water supply to affected areas Water Lorry Hire Charges: covers areas of deficient of piped water supply services. Payment and Provision to Employees (Staff Salaries. Office and Adminis tration Expenses: cost of running office, administration support unit. Interest: cost of borrowing.

22.5.2 Revenue and Expenditure Trends

Both operating income and expenditures show a slight increasing trend with a negligiblenet surplus. See Volume 4: Annex 3.

Average share of own revenue is 84.71%, assigned annual revenues is 15%. This is agood sign, more dependency on internal revenues than on assigned revenues.

The operating profit of CMWSSB shows an increasing trend, however, it is a flat trend asthe operating income trend is just matching the expenditure trend with inadequatesurplus. When increasing interest costs and depreciation are included, the year-endresults are negative for CMWSSB. See Volume 4: Annex 3.

Costs of borrowing are increasing. Although, CMWSSB's interest coverage ratio ishealthy. Additional borrowing to fund own contribution would require careful structuring;otherwise, a large portion of the internal accruals will have to be set aside for interestpayouts. See Volume 4: Annex 3.

Total loan outstanding of CMWSSB as on 31 Mar 2008 towards Government and financialinstitutions are as per Table 33:

Table 33: CMWSSB Borrow ing

Nature of Borrowing Amount (Rs. Million)

Government Loan outstanding 7,104.4

Loan from Financial Institutions outstanding 6,275.1

Total loan outstanding 13,379.5




Main Report 102

Municipalities: Except Alandhur Municipality, the average income in the Water andDrainage Fund is between Rs. 40-50 million annually. Alandhur's average is between Rs.55 and 65 million since 2004.

The municipalities are using the major portion of the fund earnings for operation andmaintenance of the water assets.

The operating surplus generated at the present levels of taxes and tariffs is not sufficient

to take up major capital investment projects. Most of municipalities, for which financials were analysed, reported losses.

22.5.3 Planned JNNURM Investment and Actual - CMA

The 2006 CDP planned water investments of Rs. 63,210 million. To February 2009 MoUDapproved Rs. 10,928 million (17%) of which CMWSSB projects are Rs. 5,464 million. CMWSSBis also implementing the Desalination plant at Nemmeli with a grant of Rs. 8,712.40 million fromGovernment of India.

22.5.4 Infrastructu re Requirement to 2026

Estimated water infrastructure to 2026 requires Rs. 77,128 million including already sanctioned

JNNURM and Desalination Plant funds.

22.5.5 Requi rement of Finance to manage Water Supply Projects to 2026

Table 34 summarizes Water Supply financial requirement for the CMA.

Table 34: Finance Requirements - Water Supply Sector

Rs millions

Projects Identified until 2026 under the 2009 CDP 77,128.41

Less: Desalination Plant at Nemmeli under GoI Finance (on-going) 8,712.40


Additional funds required to finance identified Water Supply projects 62,952.06

22.5.6 CMWSSB Internal Accruals to 2026

Rs. 62,952.06 million is required to finance water supply projects. With an annual net loss beforedepreciation as set out below, accruing capital investment will be problematic and additionalsources of finance are required. Analysis up to 20026 shows: (See Volume 4: Annex 3 fordetails).

. Average projected annual operating income is Rs. 10,525.29 million; The average projected annual operating expenses is Rs. 9,881.05 million; The average projected annual operating profit is Rs. 644.24 million;

The average projected annual interest cost on loans and borrowings is Rs. 2,671.46million; The average projected annual net loss before provisioning for depreciation is Rs. 2,027.23

million;

22.5.7 Investment Options

Internal accruals are insufficient. A number of financing options,presented in Section 17, areconsidered to meet the estimated need for Rs 62,952 million to 2026 for Water Supplyinfrastructure.

Option 1: Private Sector Participations All forms of PSP, from simple service and management contracts to increasingly complex

performance-based management contracts, asset leases, concessions and asset divestitures,involve a partnership between the government or the ULB and the private sector.




Main Report 103

Option 2: Loan Borrowings - Local AgenciesTamil Nadu Urban Infrastructure Financial Services Limited (TNUIFSL) managing the TamilNadu Urban Development Fund (TNUDF) is a potential source.

Option 3: Loan Borrowings - International AgenciesThe World Bank and Asian development Bank are possibilities, although operations still require

improvement in order to service the loans.

Option 4: Grants-in-Aid - Local and International AgenciesJNNURM is one possibility, but still leaves ULBs with the challenge of financing their requiredmatching funds. ULBs can also request for MP Local Area Development Funds. InternationalMulti-lateral and bi-lateral agencies are also options.

Option 5: Market Borrowing A new type of credit instrument has been designed to enable the local bodies to tap the capitalmarket. "Structured debt obligations" (SDOs) are arrangements through which bonds are issuedon the condition that the borrowing agency pledges or escrows certain buoyant sources ofrevenue for debt servicing. This is a mechanism by which the debt repayment obligations aregiven utmost priority and kept independent of the overall financial position of the borrowing

agency.

23. Sewerage and Sanitation

23.1 Introduction

Chennai's first sewerage system was designed in 1910 for a projected 1961 population of 0.66million at a per capita rate of 114 litres per day. Comprehensive improvements to the systemwere designed in 1958 for an estimated 1976 population of 2.55 million, and 1991 population of2.72 million at a sewage flow rate of 110 lpcd and 180 lpcd respectively. Under this design, the

city was divided into 5 sewerage zones, with 5 Sewage Treatment Plants (STP), one each foreach zone.

Chennai Metropolitan Water Supply and Sewerage Board (CMWSSB) was formed in 1978, as astatutory body with responsibility for planning, construction, operation and maintenance of watersupply and sewerage services. Although CMWSSB's mandate is for the entire ChennaiMetropolitan Area (CMA), to date their functions are primarily restricted to the limits of theCorporation of Chennai. Major physical interventions started taking place from the late 1980swith funding from external agencies including the World Bank and Japan Bank for InternationalCooperation (JBIC). In more recent times, a comprehensive project for sewerage systemimprovement under the umbrella Chennai City River Conservation Project (CCRCP) has beenimplemented to address the increased sewage flow resulting from water supply augmentationschemes, and to prevent the overflow of sewage into the city's waterways. The Project was

taken up at a cost of Rs. 7,201.50 million with a Government of India grant of Rs. 49,152.00million under the National River Conservation Program. It included providing additional sewageinterceptors, refurbishing the existing sewer mains and capacity augmentation of the existingpumping stations and force mains to cope with the flow in the year 2021. Under the project, 59km, 46 km gravity mains/ pumping mains and construction of additional treatment units to 4Sewage Treatment Plant units at Perungudi (54 MLD capacity), Koyambedu (60 MLD capacity),Nesapakkam (40 MLD capacity) and Kodungaiyur (110 mld capacity) were completed.

23.2 Summary Background and Situation Analysis

23.2.1 Chennai Sewage Collection System

There are about 517,000 sewer connections to serve 98% of Chennai Municipal Corporation

through a network of some 2,600 km of sewer lines and 180 pumping stations. See Volume 3: Annex 6 for details of Chennai by Zone.




Main Report 104

Additional small neighbourhood systems by TNHB exist and are connected to the nearestmains. Sewer capacities are limited and during rain become surcharged. Surplus sewage inexcess of pumping station capacity drains into the nearest natural water course causingextensive pollution: Cooum River, Adyar River, Buckingham Canal, Otteri Nullah, etc.Completion of CCRP will improve the situation although a large number of connections willcontinue discharging waste water to water bodies. CMWSSB has a program to seal these

connections. Refer to the separate PFS addressing Water Ways Management. Measures havealso been initiated to cover the unsewered areas, primarily now in areas served by erstwhileprivate streets as well as in some slums.

23.2.2 Sewage Treatment Plants

The City has four sewage treatment plants as detailed in Table 35.

Table 35: Features o f Exis ting Sewage Treatment Plants

23.2.3 Sanitation in Balance of CUA

The majority of the ULBs in the Chennai Urban Agglomeration do not have undergroundsewerage systems although a number of projects are under implementation. See Table 36 fordetails. In areas where sewerage facilities are not available, houses are provided predominantlywith septic tanks, especially in newer construction areas. In some older areas, pit latrines are

used. Community septic tanks from group housing is common. There are also community toiletsin the local bodies.

Table 36: Existing Sanitation Status - Municipalities

Sl No Municipality Sanitation Status

1 Maduravoyal No organized sewerage system. Houses mostly septic tanks.

2 Avadi No sewerage system. Most houses connected to septic tanks. Some areas areconnected to community septic tanks.

3 Ullagram-Puzhurhivakkam

The most part of the town does not have sewerage system and mostly served byindividual / community septic tanks.

4 Thiruverkadu No organized sewerage system. Houses mostly septic tanks.

5 Ambattur Some parts town sewered and system is under execution under TNUDP III.Further intervention necessary.

6 Thiruvottiyur Sewerage system is under execution under TNUDP III. Further intervention willbe required.

7 Valasaravakkam There is an organized sewerage system in the town.

8 Allandur An organized sewerage system town with STP. In addition 9 low cost sanitationunits and 7 public toilets.

9 Pammal No organized sewerage system. Houses mostly septic tanks.

10 Kathivakkam No organized sewerage system. Houses mostly septic tanks.

11 Poonamalle No organized sewerage system. Houses are mostly connected to septic tanks.

12 Madhavaram Sewerage system is under execution under TNUDP III. However furtherintervention is necessary.

13 Pallavaram Sewerage system is under execution under TNUDP III. However furtherintervention is necessary.

Zone Location Type Capacity (mld) Land Cultivated (acres)

I and II Kodungaiyur Activated Sludge Plant 270.00 100.00

III Koyembedu Activated Sludge Plant 94.00 45.00

IV Nesapakkam Activated Sludge Plant 63.00 18.00

V Perungudi Activated Sludge Plant 99.00

Total 526.00 163.00




Main Report 105

Sl No Municipality Sanitation Status

14 Tambaram No organized sewerage system. In some areas there are institutional sewerageconnected to community septic tanks.

15 Ankaputhur No organized sewerage system. Houses mostly septic tanks.

16 Manali No sewerage system. Most houses connected to septic tanks or pit latrines.

Some use community toilet or open defecation.

Effluent from septic tanks, instead of being disposed of through leach pits/ soakage pits, isbeing discharged to open drains ultimately discharging into nearby water bodies with resultingnegative environmental and health conditions. In many urban poor areas open defecation is acommon phenomenon. The SMP states that acceptable sanitation - piped or septic - is requiredbefore Planning Permission will be given. Use of effluent is encouraged for gardening.

23.2.4 Recent Developments:

In March 2005 CMWSSB was designated as the nodal agency for complete execution, andmaintenance of sewerage schemes in Adjacent Urban Areas (AUA) and Distant Urban Areas(DUA) in the CMA. ULBs will be charged a monthly maintenance fee and, in turn, will charge

users. Detailed project reports have been finalized for most ULBs by CMWSSB. Existing STPswill be augmented and CMWSSB will construct new common facilities for a group of ULBs asrequired. Some of the terminal pumping stations are also expected to serve more than one localbody. The requirement for sewage treatment capacities and augmentation needs for eachMunicipality and Town Panchayat are presented in Volume 3: Annex 6.

There is a total sewage treatment requirement of 1,490 MLD based on projected population of2026 and per capita rate of water supply at the desired level. The existing available capacity ofthe sewage treatment plants under CMWSSB system is about 526 MLD. In addition there are afew small STPs available to serve locally the ULBs. It is estimated that some 900 MLD may bethe additional requirement to serve estimated population of 2026. However, it is not prudent tocreate such substantial additional assets and it is suggested that STP capacities for anintermediate future year, say 2021, should only be considered for being built in the next five

years or so. CMWSSB has already developed a plan to augment the capacities of the existingSTPs while also creating new facilities. This plan is presented below:

Needs analyses consider that sewage from some local bodies will be transported to existingSTP sites. Details in Volume 3: Annex 6. For others a new STP will be constructed and, insome cases, will serve a group of local bodies. There is also a proposal for developing a 12MLD STP to serve the expanding IT Corridor. Estimated total shortfall in STP capacity to 2026may be in the order of 150 MLD. However, it is not expected that 100% house connections willbe achieved. On-going evaluation is required with further review development actions based onthe results of the upcoming 2011 census.

23.3 Inventory of Exist ing and Planned Projects

In last few years a number of projects have been implemented under TNUDP III or JNNURM.Table 37 gives the break down of costs by project and local body. Rs. 10,057 million worth ofprojects have been sanctioned under JNNURM. Chennai City's share of this is a little above 8%reflecting the fact that major investments were made in the past. The total share forMunicipalities in this sector is more than 57%. Rs. 3482.12 million is allocated for providingsewerage system in Town Panchayats.

A series of Project Summary Sheets are prepared for undertaking a preliminary screening,selection and prioritisation of the significant number of planned, proposed and identified "gap"projects (identified either by various agencies or by the Consultant Team). See Volume 3: Annex 6.




Main Report 106

Table 37: Project Summary – Sanitation


Proposed "Gap" Filler RehabTBD: To be decided

# Location Project Name Existing/ Proposed New Rehab Funding Lead Links and Comments

Planned "Gap" Work Sanct. Possible Source Agency

Project

S-1 Construction of Additional STP at Perungudi 314.80 350.00 JNNURM CMWSSB

S-2 Rehabiltation of Existing Sewers 200.00 TBD CMWSSBS-3 Rehabiltation of Pumping Stations and Automation 1,000.00 TBD CMWSSB

S-4 Comprehensive Sewerage Development Plan for CUA 50.00 TBD CMWSSB

S-5 Energy Audit of Puming Mach in Pumping Stations 80.00 TBD CMWSSB

S-6 Construction of Additional STP at Nesapakkam 514.80 615.00 JNNURM CMWSSB

SUB TOTAL 829.60 2,295.00

Municipalities

S-7 Ambattur Sewerage to Ambattur 1,309.10 1700.00 JNNURM CMWSSB Scheme under execution. Further intervention necessary.

S-8 Avadi Sewerage to Avadi 1,580.54 1,800.00 JNNURM CMWSSB

S-9 Alandur - -

S-10 Maduravoil Sewerage to Maduravoil 574.45 630.00 JNNURM CMWSSB

S-11 Thiruvottiyur Sewerage to Thiruvottiyur TBD CMWSSB

S-12 Ullagaram- Puzhutivakkam Sewerage to Ullagaram- Puzhutivakkam 280.81 365.00 JNNURM CMWSSB

S-13 Pallavaram Sewerage to Pallavaram 417.00 TBD CMWSSB Scheme under execution. Further intervention necessary.

S-14 Manali Sewerage to Manali 552.00 TBD CMWSSB

S-15 Valasaravakkam -

S-16 Poonamalee Sewerage to Poonamalee 750.00 TBD CMWSSB

S-17 Thiruverkadu Sewerage to Thiruverkadu 444.00 TBD CMWSSBS-18 Pammal Sewerage to Pammal 570.00 TBD CMWSSB

S-19 Kathivakkam Sewerage to Kathivakkam 390.00 TBD CMWSSB

S-20 Tambaram Sewerage to Tambaramr 1,609.70 3,488.00 JNNURM CMWSSB Intervention necessary because of projected population

S-21 Madhavaram Sewerage to Madhavaram 150.00 JNNURM CMWSSB Scheme under execution. Further intervention necessary.

S-22 Anakaputhur Sewerage to Anakaputhur 360.00 TBD CMWSSBSUB TOTAL 5,354.60 11,616.00

Cost (Rs. Million)




Main Report 107

# Location Project Name Existing/ Proposed New Rehab Funding Lead Links and Comments

Planned "Gap" Work Sanct. Possible Source Agency

Project

Town Panchayats

S-23 Chinnasekkadu Sewerage to Cinnasekaddu 100.00 114.00 JNNURM CMWSSB

S-24 Perungudi Sewerage to Perungudi 201.92 240.00 JNNURM CMWSSB

S-25 Porur Sewerage to Porur 382.90 450.00 JNNURM CMWSSB

S-26 Chitlapakkam Sewerage to Chitalpakkam 283.00 320.00 JNNURM CMWSSB

S-27 Sembakkam Sewerage to Sembakkam 283.00 320.00 JNNURM CMWSSBS-28 Madambakkam Sewerage to Madambakkam 544.50 600.00 JNNURM CMWSSB

S-29 Pallikaranai Sewerage to Pallikaranai 586.10 650.00 JNNURM CMWSSB

S-30 Peerkankaranai Sewerage to Peerkankaranai 212.90 255.00 JNNURM CMWSSB

S-31 Puzhal Sewerage to Puzhal and Naravarikuppam 207.00 550.00 JNNURM CMWSSB Intervention necessary because of projected population

S-32 Naravarikuppam

S-33 Nandambakkam Sewerage to Nandambakkam 120.00 TBD CMWSSB

S-34 Mangadu Sewerage to Mangadu 222.00 TBD CMWSSB

S-35 T hirumazhisai Sewerage to Thirumazhisai 204.70 246.00 JNNURM CMWSSB

S-36 Kundarathur Sewerage to Kundrathur 264.00 TBD CMWSSB

S-37 Perungalathur Sewerage to Perungalathur 476.10 525.00 JNNURM CMWSSB

S-38 Sohinganallur Sewerage to Sohinganallur 492.00 TBD CMWSSB

S-39 Thiruneermalai Sewerage to Thiruneermalai 270.00 TBD CMWSSB

S-40 Meenambakkam Sewerage to Meenambakkam 47.00 TBD CMWSSB

Construction of Additional STP (30 MLD) at IT Corridor 380.00 TBD CMWSSB

SUB TOTAL 3,482.12 6,065.00

Village Panchayats

S-41 Sewerage to Other Areas 2,088.00 TOTAL 9,666.32 22,064.00

Cost (Rs. Million)




Main Report 108

23.4 Gap Analysis and Proposed Projects

There is a significant gap between identified service needs and available funding. Analysis ofTable 37 suggests that funds allocated to date under JNNURM will be able to narrow the gapby about 50%. A preliminary assessment shows that to develop the sewerage system in all thelocal bodies in CUA for the estimated 2026 population, additional investment to the tune of Rs

21180 million may be necessary. In doing the assessment, future planning requirement,necessary rehabilitation of the existing system components towards their optimum utilization,measures for optimization of operation, expansion of services in all the local bodies, andmaintenance costs, have been considered. Many of the projects funded under JNNURM are notexpected to be completed on schedule and no escalation in cost was allowed. As such there isa strong possibility that the actual costs on completion will be more than the sanctioned costs.Without making provisions for such cost escalation the projects may not be fully complete.

23.5 Financial Analysis – Sewerage and Sanitation

(NOTE: Much of the analysis repeats that for the Water Sector as CMWSSB provides bothwithout separate accounting. Repeated here to provide a complete Sector document.)

23.5.1 Revenue and Expenditure for Water Supply & Sanitation - CMA

The following financial analyses are based on the published financial statements of CMWSSBand the municipalities. In summary, CMWSSB is operating with a small net surplus ofapproximately 1.3% of revenue over expenditure. The situation in municipalities is more variedwith most reporting losses.

Revenue includes: Water and Sewerage Tax: Tax revenues are collected by CMWSSB for CoC and

Municipalities for their respective areas as per CMWSSB Water Tax and Sewerage TaxRegulations, 1991. CoC rates are based on their Annual Value of Properties.

Sale of Water (Bulk Consumers): In addition to the water and sewerage tax, there is alevy of charges applicable for a specific class of consumers. All premises having waterconnections from the sources maintained and operated by the Board and Private GroundWater sources are subject to a charge whether such connections are metered or not asprescribed under the Regulations 1991.

Assigned Revenues from GoTN: Revenue grants and assigned revenues to CMWSSB.

Expenditure includes: Power : includes treatment plants Chemicals: required in treatment plants Operation and Maintenance: All O&M cost. In case of other municipalities, the O&M

cost includes the water charges paid/payable to TWAD and CMWSSB. Drought Expenditure: includes augmenting water supply to affected areas Water Lorry Hire Charges: covers areas of deficient of piped water supply services.

Payment and Provision to Employees (Staff Salaries) Office and Administ ration Expenses cost of running office and administration supportunit.

Interest: includes the recurring portion of the cost of borrowing. The CMWSSBcapitalizes that part of the total debt servicing charges, which relates to projects inprogress.

23.5.2 Revenue and Expenditure Trends

Both operating revenues and expenditures show a slight increasing trend with a negligiblenet surplus. See Volume 4: Annex 3.

The share of own revenue on an average is about 84.71%, assigned annual revenues aregenerally up to 15%. This is a good sign to show more dependency on internal

revenues than on assigned revenues. The operating profit of CMWSSB shows an increasing trend, however, it is a flat trend as

the operating income trend is just matching the expenditure trend with inadequate




Main Report 109

surplus. When increasing interest costs and depreciation are included, the year-endresults are negative for CMWSSB. See Volume 4: Annex 3.

Costs of borrowing are increasing. Although CMWSSB's interest coverage ratio is healthy,further control is needed to avoid future problems. Additional borrowing to fund owncontribution would require careful structuring; otherwise, a large portion of the internalaccruals will have to be set aside for interest payouts. See Volume 4: Annex 3.

Total loan outstanding of CMWSSB as on 31 Mar 2008 towards Government and financialinstitutions are as per Table 38.

Table 38: CMWSSB Borrow ing

Nature of Borrowing Amount (in Rs. Million)

Government Loan outstanding Rs. 7,104.4

Loan from Financial Institutions outstanding Rs. 6,275.1

Total loan outstanding Rs. 13,379.5

Municipalities: Except Alandhur Municipality, the average income in the Water andDrainage Fund is between Rs. 40-50 million annually. Alandhur's average is between Rs.

55 and 65 million since 2004. The municipalities are using the major portion of the fund earnings for operation and

maintenance of the water assets. The operating surplus generated at the present levels of taxes and tariffs is not sufficient

to take up major capital investment projects. Most of municipalities, for which financials were analysed, reported losses.

23.5.3 Planned JNNURM Investment and Actual Implementation - Sanitation - CMA

The 2006 CDP planned infrastructure requirement for sewerage and sanitation was in the orderof Rs. 22,990.0 million. MoUD approved projects worth Rs. 9,700.39 million to February 2009,or 42.20%. The exposure of the CMWSSB, and other agencies of GoTN, to implement theseapproved projects is Rs. 4,850.20 million, and the remaining exposure is with the GoI (out ofJNNURM) and GoTN.

In addition to the sanctioned sewerage and sanitation projects under JNNURM, CMWSSB isalso implementing various water supply and sewerage projects.

23.5.4 Financing Sanitation Projects to 2026

Table 39 summarizes the total CMA financial requirement for the Sewerage and Sanitation to2026.

Table 39: Finance Requirement - Sewerage and Sanitation to 2026

Rs Millions

Projects Identified until 2026 under the 2009 CDP 22,064.00Less: Share of GoI and GoTN concerning approved projects under JNNURM 4,850.20

Amount required to finance identified projects 17,213.80

23.5.5 CMWSSB Accruals for Projects to 2026

Please see Section 22.5.6 (Also see Section 17)

23.5.6 Financing Options

Rs. 17,213.80 million are required to finance the identified sewerage and sanitation projects inaddition to Rs. 62,952.06 million required to finance water supply projects. Accruals are

insufficient to finance further projects and therefore additional options must be considered.

Please See Section 22.5.7 ( Also see Section 17)




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24. Solid Waste Management

(Note: A separately prepared Pre-Feasibility Study (PFS) address this sector in detail. The following provides a summary inline with ensuring the CDP is a comprehensive development document and recognises that linkages exist between all

sectors. Information presented here is from the PFS Final Report)

24.1 Study Area

The study area for Solid Waste Management under the Pre-Feasibility Study (PFS) support forWaterways Rehabilitation and Solid Waste Management focuses on three different sub-regions withinthe CMA covering Chennai peri-urban areas that are administratively part of Kanchipurum andThirruvallur districts. The sub-regions are (1) City of Chennai, (2) the Municipalities and TownPanchayats, and (3) the rural area (Panchayat Unions/Village Panchayats) with a number of ruralsettlements.

24.2 Overview and Analysis of Existing Situation

24.2.1 Corporati on of Chennai (COC)

Generation of Waste

According to the estimate made in the Second Master Plan for CMA, and 2006 CDPi, dailywaste generation in COC is in the order of 3000 – 3200 tonnes. In addition, the COC handle onan average about 500 tonnes of debris (construction & demolition waste) per day.

Major sources of waste generation are domestic, markets (mainly fruit, vegetable and fishmarkets), other commercial establishments, restaurants/ hotels/ schools/ others and hospitalsand clinics. No recent study has been conducted to determine the quantity of waste generatedfrom various sources. However, based on the study "Municipal Solid Waste Management Studyfor Madras Metropolitan Area" carried out with the World Bank assistance during the year 1996,

percentage of waste generated from various sources in the COC area is shown in Figure 12.

Figure 12: Sources of Waste

Collection, Storage, Transfer and Transportation of Waste

For day-to-day operational purposes, the city is divided into ten SWM zones and each zone isfurther sub-divided into 15 divisions covering all the 155 corporation wards. It is reported thatdoor-to-door primary collection of waste exists in about 95% of the COC area. However, no

segregation of solid waste at source is in practice except informal segregation by the un-organized rag pickers at the secondary storage points and at the disposal sites. Corporation of

Sources of Waste Generation

68%

14%

11%4% 3%

DomesticCommercialRestaurants/Hotels/Schools/OthersMarketsHospitals and Clinics




Main Report 111

Chennai has engaged a private contractor for collection and transportation of solid waste fromfour SWM zones namely, III, VI, and VIII & X covering Pulianthope, Ice House, Kodambakkamand Adyar areas. The primary responsibilities of the private contractor are to collect wastes fromdoor-to-door, sweeping of streets and transporting waste to the designated disposal site(s). Inthe remaining zones collection and transportation of waste is carried out by the COC staff. Inaddition, a number of NGOs (e.g. EXNORA) and CBOs are assisting communities to collect

solid waste through community based arrangement in certain areas of the city.

In order to minimize the hauling distance for transporting waste to the designated solid wastedisposal sites, COC is developing eight solid waste Transfer Stations (TS) at different locationsof the city. Out of 8 TS, four has already been constructed, 3 are under construction and theremaining one has been tendered for construction.

Disposal of Waste

Solid waste generated in the COC is mainly disposed to the existing two designated disposalsites located at Kodungaiyur, serving the northern part of the city and Perungudi, serving thesouthern part of the city. Approximate areas of these two sites are 182 hectares and 142hectares respectively. The sites are located at a distance of about 25 km and 15 km

respectively from the city centre. Open dumping of waste in these two sites are in practice,which is not environmentally acceptable. The sites are operational for over 20 years. In additionto these two designated sites, solid waste is also found to be disposed haphazardly into theopen area, low lands, waterways, drains and in the side of roads.

24.2.2 Other Urban Local Bodies (ULBs)

Generation of Waste

Major source of generation of solid waste in the ULBs, other than the COC within the CMA aredomestic, markets and commercial establishments, hotels/restaurants and institutions. According to the estimates of the municipalities and town panchayats, average per capita wastegeneration varies from 100 g/day to 692 g/day, including commercial and industrial.

Collection, Storage, Transfer and Transportation of Waste

Door-to-door primary collection of solid waste exists in some of the ULBs. Usually, pushcartsand tri-cycles are used for door-to-door collection. Normally, the waste collected from primarycollection is transferred to the secondary collection point. The waste is then transported to thedisposal site. Although door-to-door collection system exists in some ULBs, dumping the wasteonto the streets, drains and open spaces within the locality, creating unhealthy conditions is notuncommon. Also, the waste thrown into the open drains leads to its choking causing theoverflow of the wastewater on the streets and creating mosquito menace in the adjoininglocalities. In few ULBs, private agencies and CBOs are partially or totally involved in collectionand transportation. The present collection and transportation system involves multiple manualhandling.

Disposal of Waste

Scientific disposal of solid waste is absent in all the ULBs. Though some efforts have beenmade for local composing, these have not been successful because of lack of proper wastesegregation at source. Solid waste is mainly dumped into open lands, water bodies etc. Someof the ULBs have designated solid waste dumpsite whereas others do not have such facilities. At times the disposed waste is burnt in the open causing environmental pollution.

24.3 Major Init iative of the Authorit ies

In order to improve the existing SWM system, the COC, CMDA and the ULBs have taken a number of

initiatives from time to time. Some of the plans have already been implemented whereas some areongoing. Details of these are available in the PFS Report.




Main Report 112

24.4 Identif ication and Analysis of the Gaps

According to the Municipal Solid Waste (Management and Handling) Rules, 2000, every civic authorityis responsible for implementation of provisions under these Rules. The Rules outline the guidelinesand principles for collection, segregation, storage, transportation, processing and disposal of waste.The Rules also specify the criteria for selection of landfill site and monitoring activities to be carried out

before and after commissioning of the landfill. Analysis of the existing situation reveals that both theCOC and other ULBs have failed to comply with the above rules in totality, in all aspects of SWM i.e.Collection, Storage, Transportation, Processing, Disposal of MSW of the city and Institutional Reform.Only partial compliance of the rules is observed in the CMA.

The following are the areas of major service deficiencies:

Solid waste quantification and characterization Segregation of waste at source Primary Collection of waste Secondary storage facility Community and private participation Solid waste transportation system Safe disposal of waste Health and Hygiene of Sanitary Workers Public awareness Pollution of waterways

24.5 Solid Waste Management Strategy and Options

24.5.1 Differentiation of SWM Strategies

Not all possible SWM strategies will apply to the different units in CMA considering the cost andmanagement requirements. While some strategies can only be applied at COC level, other

strategies may be suitable for small towns and rural areas. The following matrix, Table 40,shows differentiation of the various SWM strategies to be applied at the different levels:

Table 40: Matrix of Dif ferentiated SWM Strategies for Domest ic Waste

SWM Strategy C M A

C h e n n a i C i t y ( C O C )

M u n i c i p a l i t i e s

T o w n P a n c h a y a t s

V i l l a g e P a n c h a y a t s

Segregation at the source

Organic and non-organic fractions for processing X X X X

Glass bottles for recycling X X X

Paper & Cardboard for recycling X X X

Metals for recycling X X X X

Plastics (mainly water & soft drink bottles) for recycling X X

Textiles & Leather for recuperation X X X X

Building & demolition debris for recuperation X X X

Domestic hazardous waste (medicines, chemicals, pile batteries, etc.) X X X X

Collection

Door-to-door collection (individual bins) with e.g. 3-wheeler vans X X XCurb side collection (compactor bins) with compression trucks X X




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SWM Strategy C M A

C h e

n n a i C i t y ( C O C )

M

u n i c i p a l i t i e s

T o w n P a n c h a y a t s

V i l l a g e P a n c h a y a t s

Collective building, street or ward containers X X

Duo-curb side collection of wet and dry fraction** X X

Common waste yards with differentiated disposal containers X X

Glass, Paper, and Textiles & Leather containers at strategic points X X X

Vehicle movement monitoring (GPS system) X X

Transfer

Local transfer station* X X X X

Processing

Centralised segregation at disposal site X X

Individual composting (in home-made or pre-fab bins) X X X

Central composting of organic fraction (assumed segregate collection) X X

Central anaerobic digestion (methanisation) with biogas recovery X X

Central production of Refuse Derived Fuel (RDF) X X

Crushing and classifying of debris for reuse as building material X X X

Disposal

Incineration X X

Sanitary Landfills X X

* From local collection vehicles up to 10 ton into compressed transportation trucks up to 40 ton** Bin with internal separator to be emptied with a special compression truck with separator

24.5.2 Integrated Clustering Approach for SWM

In order to mitigate the existing gaps in the SWM system, an integrated clustering approach hasbeen adopted in the design of the SWM for the CMA. The main objective of such clustering is tohave a common disposal facility of the MSW generated within a cluster at reasonable distancesfrom the urban centres.

One of the most critical deficiencies in the existing SWM system in the CMA is lack of safedisposal facilities of the MSW generated in the ULBs. In almost all the ULBs within the CMA,MSW is either dumped or burned in the open. The continuous increase of population hasresulted in a significant increase of MSW generation. It is estimated that MSW generation willincrease from the present (2009) 4536 TPD to 7105 TPD by 2026. Availability of adequate and

suitable lands separately for individual ULB for processing and safe disposal of MSW in longterm perspective will be a big problem. Choice of technology for waste processing and safedisposal of MSW suitable under Indian conditions and its management is another problem thatis being faced by the ULBs. An integrated cluster approach for processing and safe disposal ofMSW has therefore, been suggested for the CMA. The cluster approach, if properly designed,reduces the number and area of MSW disposal sites, reduces operation and maintenance costat disposal sites as also provides better prospect for process like energy recovery.

Using the acceptable criteria like type, geographical location and size of the units as well asSWM generation and its proximity, the CMA has been divided into following clusters, showingbreak up of urban and rural clusters separately. Altogether 8 clusters have been suggested, 3 inurban areas (Table 41A) and 5 in rural areas (Table 41B).




Main Report 114

Table 41A: Details of Urban Clusters

Cluster Corporation/ Municipality Town Panchayat Area(Km

2)

PresentPopulation

(“ 000)

I COC (Zone-I to V) and

Kathivakkam Thiruvottyur,Madhavaram, Manalimunicipalities

Minjur, Chinnasekkadu, Puzhal,

Naravarikuppam

175.79 3,066.72

II Ambattur, Avadi, Poonamalle,Thiruverkadu, Maduravoyal,Valasarawakkammunicipalities

Thirunindravur, Porur,Thirumazhisa, Mangadu

178.11 1,198.74

III COC (Zone-VI to X)and Alandur, Ullagaram-Puzhithivakkam, Anakaputhur, Pammal, Pallavaram, Tambarammunicipalities

Nandambakkam, Meenambakkam,Kundrathur, Thiruneermalai,,Perungalathur, Peerkankaranai,Chitlapakkam, Sembakkam,Meenambakkam, Perungudi,Pallikkaranai, Sholinganallur

244.51 3,366.02

Total 598.41 7631.48

.Table 41B: Details of Rural Clusters

Cluster Village Union Area (Km2) Present Population (“ 000)

IV Minjur, Sholavaram, Puzhal 218.47 210.70

V Villivakkam, Tiruvallur 95.92 190.42

VI Poonamalle, Sriperumbudur 95.60 86.83

VII Kundrathur 80.36 130.28

VIII St. Thomas Mount, Kattankulathur 126.65 330.05

Total 617.00 948.28

24.6 Summary of Proposed Projects

A number of sub projects have been identified and preliminarily cost estimates done which are listed inTable 42A and Table 42B for urban and rural areas respectively.

Table 42A: Sub Projects and Preliminary Cost Estimate for Urban Clusters

Sub Project/

Component ID

Name of Sub Project and Their Components Cost (Million

INR)

SWM-CI Improvement of Integrated Solid Waste Management System in Cluster – I

2343.78

Project Components

SWM-CI-1 Implementation of Reclamation and Restoration of the existing solid wastedumping sites at Kodungaiyur leading to safe closure

734.00

SWM-CI-2 Construction of 8 Transfer Stations including computerized weighing systemexcept CoC

9.60

SWM-CI-3 Modernization of record keeping and communication facilities 4.00

SWM-CI-4 Construction of Vehicle Depot with Workshop Facility 5.00

SWM-CI-5 Procurement of collection and transportation equipments/vehicles 606.18

SWM-CI-6 Development of 1000 TPD Capacity Compost Plant including infrastructurefacilities (After finalization of site)

450.00




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Sub Project/Component ID

Name of Sub Project and Their Components Cost (MillionINR)

SWM-CI-7 Development of Sanitary Landfill Site including infrastructure facilities (Afterfinalization of site)

500.00

SWM-CI-8 Public Awareness Programs 35.00

SWM-CII Improvement of Integrated Solid Waste Management System in Cluster -II

864.38

Project Components

SWM-CII-1 Construction of 11 Transfer Stations including computerized weighing system 13.20

SWM-CII-2 Modernization of record keeping and communication facilities 5.00

SWM-CII-3 Construction of Vehicle Depot with Workshop Facility 5.00

SWM-CII-4 Procurement of collection and transportation equipments/vehicles 311.18

SWM-CII-5 Development of 400 TPD Capacity Compost Plant including infrastructurefacilities(After finalization of site)

180.00

SWM-CII-6 Development of Sanitary Landfill Site including infrastructure facilities(After

finalization of site)

315.00

SWM-CII-7 Public Awareness Programs 35.00

SWM-CIII Improvement of Integrated Solid Waste Management System in Cluster -III

2,550.58

SWM-CIII-1 Implementation of Reclamation and Restoration of the existing solid wastedumping sites at Perungudi leading to safe closure

587.00

SWM-CIII-2 Construction of 17 Transfer Stations including computerized weighing system 20.40

SWM-CIII-3 Modernization of record keeping and communication facilities 9.00

SWM-CIII-4 Construction of Vehicle Depot with Workshop Facility 5.00

SWM-CIII-5 Procurement of collection and transportation equipments/vehicles 749.18

SWM-CIII-6 Development of 1200 TPD Capacity Compost Plant including infrastructurefacilities(After finalization of site) 540.00

SWM-CIII-7 Development of Sanitary Landfill Site including infrastructure facilities(Afterfinalization of site)

600.00

SWM-CIII-8 Public Awareness Programs 40.00

Table 42B: Sub Projects and Preliminary Cost Estimate for Urban Clusters


Name of Sub Project and Their Components Cost (Million INR)

INR USD*

SWM-CIV Improvement of Integrated Solid Waste Management System in

Cluster - IV160.40 3.21

Project Components

SWM-CIV-1 Construction of 3 Transfer Stations including computerized weighingsystem

3.60 0.07

SWM-CIV-2 Procurement of collection and transportation equipments/vehicles 76.80 1.54

SWM-CIV-3 Development of 50 TPD Capacity Compost Plant includinginfrastructure facilities (After finalization of site)

25.00 0.50

SWM-CIV-4 Development of Sanitary Landfill Site including infrastructure facilities(After finalization of site)

25.00 0.50

SWM-CIV-5 Public Awareness Programs 30.00 0.60

SWM-CV Improvement of Integrated Solid Waste Management System in

Cluster – V

154.85 3.10

Project Components




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Name of Sub Project and Their Components Cost (Million INR)

SWM-CV-1 Construction of 2 Transfer Stations including computerized weighingsystem

2.40 0.05

SWM-CV-2 Procurement of collection and transportation equipments/vehicles 80.45 1.61

SWM-CV-3 Development of 60 TPD Capacity Compost Plant includinginfrastructure facilities(After finalization of site)

27.00 0.54

SWM-CV-4 Development of Sanitary Landfill Site including infrastructurefacilities(After finalization of site)

25.00 0.50

SWM-CV-5 Public Awareness Programs 20.00 0.40

SWM-CVI Improvement of Integrated Solid Waste Management System inCluster - VI

115.49 2.31

SWM-CVI-1 Construction of 2 Transfer Stations including computerized weighingsystem

2.40 0.05

SWM-CVI-2 Procurement of collection and transportation equipments/vehicles 65.09 1.30

SWM-CVI-3 Development of 25 TPD Capacity Compost Plant includinginfrastructure facilities(After finalization of site)

13.00 0.26

SWM-CVI-4 Development of Sanitary Landfill Site including infrastructurefacilities(After finalization of site)

15.00 0.30

SWM-CVI-5 Public Awareness Programs 20.00 0.40

SWM-CVII Improvement of Integrated Solid Waste Management System inCluster - VII

150.41 3.01

SWM-CVII-1 Construction of 1 Transfer Stations including computerized weighingsystem

1.20 0.02

SWM-CVII-2 Procurement of collection and transportation equipments/vehicles 79.21 1.58

SWM-CVII-3 Development of 50 TPD Capacity Compost Plant includinginfrastructure facilities(After finalization of site)

25.00 0.50

SWM-CVII-4 Development of Sanitary Landfill Site including infrastructure

facilities(After finalization of site)25.00 0.50

SWM-CVII-5 Public Awareness Programs 20.00 0.40

SWM-CVIII Improvement of Integrated Solid Waste Management System inCluster - VIII

212.38 4.25

SWM-CVIII-1 Construction of 2 Transfer Stations including computerized weighingsystem

2.40 0.05

SWM-CVIII-2 Procurement of collection and transportation equipments/vehicles 94.98 1.90

SWM-CVIII-3 Development of 100 TPD Capacity Compost Plant includinginfrastructure facilities(After finalization of site)

50.00 1.00

SWM-CVIII-4 Development of Sanitary Landfill Site including infrastructurefacilities(After finalization of site)

40.00 0.80

SWM-CVIII-5 Public Awareness Programs 25.00 0.50

24.7 Solid Waste Management – The PSP Module

The responsibility to provide solid waste management services within Chennai Metropolitan Area lieswith the Corporation of Chennai (for Chennai City), and respective municipalities (for areas under their jurisdiction). Out of the ten zones, CoC manages six zones with its own staff, and a private contractormanages the balance four zones. Hence, the SWM services within the CoC area is partly privatizedunder a PSP model.

Chennai is one of the pioneers in initiating PSP models in municipal activities, and particularly forSWM services on a large scale. CoC in the year 2000 awarded a seven-year contract to a private

operator CES-ONYX through a transparent competitive bidding process for primary collection, streetsweeping, secondary storage at a transfer station and transportation of waste to the disposal site. As a




Main Report 117

result, it withdrew its staff from three zones (VI, VIII, and X) out of the ten zones. Onyx engaged itsown work force, tools, equipment, and fleet of vehicles and was paid on a fixed Rs per tonne basiswith an annual increase of 5%. The contract was entered at Rs. 760 per metric tonne (MT) of wastedumped (safe disposal) at the landfill site. Segregation of recyclable waste at source in terms ofMunicipal Solid Waste Rules 2000 was not a part of the contract. The contract was terminated in August 2007 when the effective rate was Rs. 1300 per MT.

Recently, CoC entered into a fresh seven year contract with a Columbian multinational company,Fanalca SA at the rate of Rs. 642 per MT with 5 per cent annual escalation. It includes an additionalzone III and the door-to-door collection. Thus, the new PSP arrangement is 50% lower that the ONYXand include additional services.,

In order to comply with the MSW Rules 2000, and to overcome the various financial constraints, manyULBs in India, including Chennai have opted to outsourcing of the SWM services. There are two typesof PSP service module in SWM services, generally:

Activity outsourcing: includes outsourcing either any of the process in the service chain orall processes; process includes door-to-door garbage collection, sweeping of roads,carrying and transportation to secondary collection points and/or to the landfill site, and

disposal of the MSW; Area based outsourcing: a particular area i.e. limited to a part of the city or zones or wards

are put up for outsourcing. Under this module, usually disposal of the MSW does not formpart of the area-based contract. In such cases, disposal can come under a separate PSPcontract;

From the financial resource allocation point of view, possible PSP models are:

Supported by external funding; Fully funded by ULBs; Funded by user charges; Funded through capital investment by service provider or ULB along with a cost-sharing

arrangement between the ULB and the community; and

Funded through capital investment by ULB and cost sharing by ULB and community forSWM

CoC follows the “Fully funded by ULBs” PSP model for the SWM services. Under this, the privatecontractor assumes almost negligible commercial risk as CoC pays the operator for the work done likein any other civil contract. The waste producer, household and commercial, is not required to pay anyuser charges. Thus, any extra cost due to increased level and quality of services is borne by the CoC.

24.8 Requirement of Finance to manage projects until 2026

The estimated requirement for investment in the SWM sector in CMA is Rs. 8,049.92 million up to the

period of 2026 i.e. during a period of 18 years starting from 2008-09. Table 43 summarizes thefinancial requirement for Solid waste Management sector.

Table 43: Requirement of Finance- Solid Waste Management Sector

(Figures in Rs. million)

Projects Identified until 2026 under the CDP Review 9,547.57


Amount required to finance identified projects under Solid Waste Management 8,049.92




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24.8.1 Investment Options

In addition to options outlined in the earlier sections, described below are specific options tofund investment in the improved solid waste management.

Option 1

Internal accruals of CoC and other municipalities is the best viable option to finance any activity.To improve revenue implementing reforms are must. A separate fee for management of solidwaste should be introduced. The options are: a surcharge on property tax; a surchange onwater and sewerage bill to be collected by Metro water and passed on to CoC/municipalities; afixed monthly user fee or a fixed fee based on number of residents or a combination of both, tobe collected quarterly. Commercial establishment, markets, hotels, restaurants, cinema halls etcshould be specifically targeted with a fee based on the estimated waste generated anddisposed. As collection by local body staff generally does not produce the desired results, thecollection should be privatised with sharing of revenue upto 15%. Such collection should bemaintained in an escrow account for repayment of investments and counterpart fundingrequirement.

Option 2

The future of urban development finance rests on the willingness of private developers andgovernments to recognize their joint dependencies. The benefits of well-conceived and well-executed development are good enough to be shared by both parties under PSP arrangements.Such arrangements are already in existence in the SWM sector, and can be tried out in adifferent model rewarding to both partners. However, ULBs must not confuse PSP withoutsourcing of some typical civic activities and responsibilities.

25. Energy

The Energy Sector is not directly addressed in this CDP. However, it is recognized as a priority andcritical sector for Chennai's on-going development and thus is referenced here to highlight the need tointegrate CDP proposals with separate work being undertaken in the Energy Sector. Chennai currentlysuffers from significant sustainable supply and distribution problems. The Sector is recognized here ina number of other sectors:

Macro-Level Growth Strategy encourages consolidated and managed growth of physicaldevelopment within the CMA allowing for more physically economically-viable provision ofinfrastructure;

Traffic and Transportation Optimisation contributes to more efficient operation of transportationmodes reducing energy requirements;

Social and economic development resulting from CDP investments, particularly amongst thelower income groups, will create a growing demand for energy (electricity and fuel) for whichChennai, Tamil Nadu and the nation must cater;

Environmental management of Chennai requires priority investments in cleaner energy useincluding shifts to greater CNP use for vehicles, a move in which Chennai is considerablybehind other Indian metropolitan areas.

26. Communications

The Communications Sector is not directly addressed in this CDP. However, it is recognized as criticalfor Chennai's on-going development and thus is referenced here to highlight the need to integrate

CDP proposals with separate work being undertaken in the Communications Sector. As Chennaihopes to gain further economic prominence in the IT sector, advanced, state-of-the-art and wide-spread efficient and cost-effective communications infrastructure becomes essential.




Main Report 119

27. Shelter

27.1 Introduction

Somewhere in the order of 40% of Chennai's population6 is without access to appropriateshelter if the total number of all slum dwellers, pavement dwellers and other low-incomepopulations is considered. Census statistics consider only government defined slums and,consequently, fail to reflect the severity of the actual on-the-ground situation. Access to safe,healthy, affordable and sustainable shelter is considered a basic right for all.

Shelter is provided by both the formal and informal sectors; the former addressing primarily themiddle and higher income, while the lower-income generally rely on the informal. This section ofthe Revised CDP addresses formal sector shelter, while Section 28 focuses on the informal.

27.2 Government’s Policy / init iatives

The GoI's National Housing Policy states government's role should be as facilitator not provider.This means concentrating on planning, land management policies, primary infrastructure,

housing finance and appropriate standards in support of private sector development. This is aninternationally recognized approach with the vast majority of government efforts everywhere todirectly develop housing units proving unsustainable. Tamil Nadu is one of the few remainingstates continuing to attempt direct construction through the Tamil Nadu Housing Board and theTamil Nadu Slum Clearance Board (TNSCB).

TNSCB, in particular, remains focused on building housing units, failing to recognize thatsustainable shelter is more about socio-economic development and building communities thanconstructing 4 walls and a roof. The Tamil Nadu Housing Board (TNHB) is changing its role tomove out of developing shelter for the middle and high income, an activity that governmentshould not be involved in. TNHB is being reactivated to cater to the needs of low and middle-income, but still with the mandate to actually construct. Plans for 2008-9 include building 22,000houses at an approximate cost of Rs. 20,000 million and develop integrated town ships in the

Thiruvallur, Kancheepuram, Coimbatore and Madurai.

27.3 Agencies Involved in Housing Development

The vast majority (90-95%) of housing is provided by the private sector - formal and informal.The public sector plays a very small, but prominent role, particularly with respect to assistinglower-income groups. The two main public sector agencies involved in shelter housing are:Tamil Nadu Housing Board (TNHB) and Tamil Nadu Slum Clearance Board (TNSCB). Otheragencies with involvement in shelter include Co-operative Societies, State Police HousingCooperation, Postal & Telegraphs, Railways, CPWD and the Port Trust.

Tamil Nadu Housing Board (TNHB) is mandated to address the shelter needs of all income

groups, but has focused mainly on projects for the middle and higher income. TNSCB focuseson implementing slum upgrading, clearance and relocation projects as discussed in Section 28.

27.4 TNHB’s Housing Schemes

TNHB has developed 13 large scale housing projects and Neighbourhood schemes within theCity and its suburbs under the MUDP I & II and TNUDP totalling 21,441 units on 337 acres ofland. See Volume 3: Annex 7 for details. These large-scale neighbourhood developments haveacted as catalysts for further private developments in the project areas.

See Map 11 shows existing, on-going and proposed housing development projects by TNHB.

6 Consultant estimate




Main Report 120

Map 11: TNHB Housing Projects and Neighbourhood Schemes




Main Report 121

TNHB has a state-wide social housing scheme contributing 350,027 dwelling units to date in 20projects. See Volume 3: Annex 7 for details. The majority of units have been for the high-income.

27.5 Joint Venture / Public Private Partnership Model

The Tamil Nadu Housing Board Act, 1961 was amended in 2007-08 to facilitate Joint Venture /Public Private Partnerships. TNHB will act as facilitator and provide land while the privatedeveloper provides the capital and managerial efficiency. Twenty-four such projects on 746acres are proposed for 2008-09. See Volume 3: Annex 7

Under this model, TNHB will mainly act as a facilitator for land and site development andproviding opportunities for the construction of housing units to private agencies by private-publicsector participation.

27.6 Private Sector

The private sector is by far the majority provider of high and middle-income housing at allscales. Some larger projects are discussed below.

Mahindra World City is a 1,307 acre industrial-cum-residential park located in the outskirts ofChennai with 325 acres intended for housing, business support and social amenities.Employment here could reach 50,000 direct and 50,000 indirect jobs by 2012.

Luxury residential apartment projects are planned for Chennai’s IT corridor. Of the 40,000-oddresidential apartments that are expected to come up in the outlying areas of the city over thenext few years, 50% have been planned along the IT highway corridor.

27.7 Suggestions / Recommendations

There is a need to evolve a holistic and comprehensive approach to affordable housing.Government should move away from direct housing provision and concentrate on creating anenabling environment including policies governing land delivery, infrastructure, land use,financing, cost recovery, and private sector incentives. The role of the private sector in housingshould be enhanced by exploring joint partnerships with housing agencies. Refer also toSection 28, Basic Services for Urban Poor.

Some of the recommended interventions to improve the housing market are:

Providing assembled lands with infrastructure by public agencies for facilitating self-helphousing

Providing serviced sites for the poor income groups and loans for developing structureson their own.

Providing tax incentives and grants to owners of old houses under-utilised properties forupgrading their structures.

In slum upgradation / renewal, role of TNHB and TNSCB and other public agenciesshould be more of providing serviced plots and resource mobilisation. Self-help andNGOs involvement should be encouraged for building structures or units. (see section onbasic services for urban poor)

Self-help housing stimulates local economies and fits into the National Housing Policy wherepublic housing agencies act as the facilitators of housing activity, while the people and privatesector contribute to the construction activity.




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28. Basic Services for Urban Poor

28.1 Introduction

Basic Services for Urban Poor is a bureaucratic designation referring primarily to slumimprovement work by the Tamil Nadu Slum Clearance Board (TNSCB).

Tamil Nadu is among the most urbanised states in the country. The concentration of economicactivities in urban areas leads to the migration of the work force from rural to urban areas insearch of employment opportunities. Increasing population pressure on land and increasingcost of housing has made proper housing inaccessible to the poorer segments of thepopulation. The problem of affordable housing leads to overcrowding and development of sub-standard human settlements such as slums and squatter settlements.

28.2 Urban Poverty

Tamil Nadu has made significant progress in terms of poverty reduction over the last fewdecades. In 1973-74 the poverty level was 54.94% declining to 43.39%

7 in 1987-88 and further

to 21.12% in 1999-2000.

8

The trends in poverty levels in Tamil Nadu and India are given inVolume 3: Annex 8.

In Chennai City, the BPL population has officially come down from 31.6% in 1993-94 to 9.6% in1999-2000, although this is difficult to discern on the ground. The BPL population in CMAmunicipalities is given in Volume 3: Annex 8.

28.3 Growth of Slums and Slum Population in CMA

Institutionally, slums are divided into two main categories by government; those on governmentland and those on private land. Government programs address only those on government landand are the only ones for which there is reasonably complete data. This ignores the equally direneeds of those residing in slums on private land. Both are addressed here. Other bureaucratic

terms used in reference to slums include:

Objectionable: on lands deemed unsafe, unhealthy or in the way of public-gooddevelopment;

Unobjectionable: located in areas other than those listed above; Developed: slums in which some form of government initiative has previously taken

place regardless of what current conditions are; Undeveloped: slums in which formal government programs have not occurred.

28.3.1 Government Land

There are 1,431 slums on government land housing a population of 0.82 million constituting18.9% of the total urban population. TNSCB estimated that about 0.11 million families live in

undeveloped slums

(see Volume 3: Annex 8), out of which 75,498 families are living inobjectionable slums. About 34,752 families are living in unobjectionable areas and about 6,150families live in slum like conditions in the encroached parts of the tenement areas which havebeen reserved for parks, public purposes sites etc. The growth of slums in Chennai City ispresented in Table 44.

Table 44: Growth of Slums in Chennai City

Year No. of slums No. of the households Slum Population

1956 306 57,436 287,180

1961 548 97,851 412,168

1971 1202 163,802 737,531

7 The decline in poverty levels between 1993-94 and 1999–2000 needs to be interpreted with some caution because of the

change in recall methodology adopted by the NSSO.8 Economic Appraisal 2003-04 & 2004-05 (GoTN)




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Year No. of slums No. of the households Slum Population

1986 996* 127,181 650,859

2001 1,431 (incl.CMA) 178,000 820,000

Note: *Excluding the slums in 10 towns as per 1986 survey, and also improved/cleared ones.Source: SMP

Many slums are situated in vulnerable locations such as river margins, water logged areas, seashores and road margins, and are categorized as Objectionable slums. Details on the locationsof objectionable slums are given in Table 45 and also shown in Figure 13.

Table 45: Slums in Objectionable Locations in Chennai City, 2000

S.no. Objectionable Locations Number of Families

1 River Margin (Cooum & Adyar rivers and Buckingham canal) 30,922

2Feeder Canals (Mambalam – Nandanam canal, Otteri Nullah,Captain Cottol canal)

5288

3 Road Margin 22,7694 Sea Shore 16,519

TOTAL 75,498

Source: SMP

Figure 13: Objectionable Slum Population Distribution - Chennai

Details on the ownership of lands occupied by slums are given in Volume 3: Annex 8. The

slums located on objectionable and unobjectionable lands in CoC, municipalities and townpanchayats are given in Table 46 below:

Table 46: Objectionable and Unobjectionable Slums in CMA

Objectionable Slums Unobjectionable Slums Total*Local Bodies

No Pop No Pop No Pop

CoC 122 191,192 120 138,632 242 329,824

Municipalities 62 55,450 73 46,185 135 101,635

Town Panchayat 28 19,790 39 23,400 67 43190

Total CMA 212 266,432 232 208,217 444 474,649

Source: Derived from TNSCB report on pre-feasibility study for identification of environmental infrastructurerequirement in slums, 2006.

* It does not include slums located on private lands

Distribution of Slum Population on

Objectionable Locations

River Margins

41%

Sea Shore

22%

Feeder Canals

7%

Road Margins

30%




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Further details are given in Volume 3: Annex 8.

28.3.2 Private Land

Historic data (1971 and 1986) indicate that approximately 30% of all slum dwellers reside onprivate land. In 1986 there were an estimated 600 private land slums, which can be reasonably

extrapolated to 700 in 2009 representing a population of perhaps 600,000 persons, or 150,000families. This population is currently ignored by government programs, but potential representsanother investment requirement of another Rs 45,000 million assuming new units for all atTNSCB's current rate.

28.4 Tamil Nadu Policy on Slums

The Government of Tamil Nadu has three main strategies to deal with the problems of slumdwellers in urban areas. There are:

1. In-Situ Slum Development: Wherever in-situ development is feasible, such slums shallbe identified and taken up for in-situ improvement for the provision of basic facilities tomake the areas habitable.

2. Tenement Schemes: The slums located in congested unhygienic areas of the urbanareas wherein equitable distribution of space is not feasible shall be cleared andtenement schemes put up.

3. Rehabil itation and Resettlement: Wherever neither tenement scheme nor in-situdevelopment is feasible, rehabilitation & resettlement in tenements in the nearbylocations, is followed.

28.5 Objectives of TNSCB

1. To clear all the slums in Chennai & other towns in Tamil Nadu to provide self containedhygienic tenements,

2. To prevent the growth of slums & encroachments,3. To prevent the eviction of slum dwellers by private owners and to provide the slum

families with security of tenure, and4. To provide basic amenities like water supply, street lights, storm water drains, sewer line,

etc to the slum areas.

28.6 TNSCB Projects: 2008-2009

The following slum-related projects are planned or under implementation by TNSCB:

1. Emergency Tsunami Reconstruction Project: TNSCB plans to construct 11,520tenements at a cost of Rs.5,700 million in Chennai during 2008-10 under World Bank

aided Emergency Tsunami Reconstruction Project Programme (response to 2005Tsunami). Details are shown in Table 47.

Table 47: Status of Tsunami Reconstruction

Name of the Scheme Number oftenements

Revised cost * (Rs.in milli on)

Status

AIR land in north Chennai – South Chennai 3616 1395.1 In progress

Okkium Thuraipakkam in South Chennai 2048 965.1 Commenced

Marina Redevelopment – Nochikuppam toSrinivasapuram

5856 3420Tendersfloated

TOTAL 11520 5780.2

Note: *including tender value




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2. XII Finance Commission – Specific Needs grants: Under this scheme, TNSCB proposesconstruct 16,755 tenements in Chennai and other towns providing urban slumimprovement works for 32,000 families, besides repairs and renewal works for 30,000tenements at a total cost of Rs. 2500 million. The target date for completion of this projectis Mar 31, 2010.

3. Jawaharlal Nehru Urban Renewal Mission (JNNURM): This programme is taken upunder the Basic Services for the Urban Poor component of centrally shared JNNURMand funded by the GoI and State Government. As a part of this programme, it has beenproposed to construct 29,894 tenements as “integrated townships” in Chennai at a totalcost of Rs. 10,723.9 million in the following locations and the status of implementation issummarised in Table 48.

Table 48: Status of JNNURM - Basic Urban Services

S. no Name of the Scheme Number ofTenements

Cost (Rs.million)

Status

1 Ezhil Nagar 9936 2575.4 Location of Ezhil Nagar Scheme hasbeen shifted to Okkiam Thuraipakkam

Already Commenced2 Perumbakkam Phase 10,452 4406.1 To be commenced

3 Perumbakkam Phase 9456 3742.4 To be commenced

TOTAL 29,864 10,723.9

TNSCB is planning to construct 8-storey (G+7) tenements in Perumbakkam township withJNNURM funding (Rs 10,100 million) to house 24,000 families being relocated fromobjectionable slums. The township will accommodate approximately 100,000 people andinclude roads, underground sewerage, schools, public health centres, play ground, parks,etc. Social and economic (employment) impacts seem to not have been considered.

A Map in Volume 3: Annex 8 shows the locations of JNNURM projects.

4. Environmental Improvement of Urban Slums: In order to improve the conditions of theurban slums, TNSCB proposes to provide basic amenities like roads, streets, publicfountains, storm water drain, PC units etc at a cost of Rs. 100 million to benefit 20,000families during 2008-09.

5. Elevated Expressway - Rehabilitation and Resettlement of Project AffectedFamilies: GoTN proposes to construct an elevated expressway from War Memorial toMaduravoyal as part of Port connectivity project to ease the Cargo traffic. TNSCB will beresponsible for implementing the R&R component of this programme. The 14,000 slumfamilies living on the alignment of the elevated expressway along Cooum river will be

resettled outside of Chennai in storied tenements with required infrastructure and socialfacilities at a cost of Rs 5600 million. The target date for completion of this project is July31, 2010.

28.7 Slum Improvement Plan

The urban slums should not be treated as separate entities. Preparation of a "SlumImprovement Plan" is recommended to be integrated with, and seen to be part of, broader,people-focused urban poverty reduction policies that address the various dimensions of poverty,including employment, health and education, shelter, access to basic urban infrastructure andservices and the full opportunity to effectively participate in urban decision making.

A Slum Improvement Plan will have to do the following:




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Identify the target urban areas, being those with the highest levels of poverty andvulnerability;

Establish an information system that helps map and target slum communities and theirproblems;

Identify the priority measures to be adopted in these areas through an integrateddiagnosis;

Design and implement a system of incremental planning and development of such areas,organized in a Local Development Plan, Neighbourhood and Urban Renewal Plans; Identify investment required and funding sources, including self-help; Establish governmental and community capacity to identify priority actions to address

identified needs, and enable the implementation of such actions

28.8 Guiding Princ iples for Slum Improvement

Some of the Guiding Principles for the Sustainable Slum Improvement include to:

Minimize disruption and relocation of existing residents; Plan, design and implement slum upgrading programmes and projects, building on the

logic of the innovative solutions developed by the poor themselves to improve their living

conditions; Ensure full participation of primary stakeholders, particularly women, in planning and

decision making as a pre-requisite for any slum improvement or resettlement process; Emphasize strong political will and local leadership to drive the slum improvement

process; Create a safe and healthy community; Address security of tenure; Recognise and ensure that lower-income communities become an integral, creative and

productive part of the city.

28.9 Issues, Observations and Recommended Approaches

1. TNSCB Name

The first point of note is the name "Tamil Nadu Slum Clearance Board". This clearlyimplies that the goals of the institution are not to help the residents of slums, but rather to"improve" the environment for the rest of society. A shift in institutional culture is requiredif the actual aim is to improve social and economic conditions for the Urban Poor. A namesuch as the "Tamil Nadu Lower-Income Development Agency" may be more appropriate.

2. Current slum improvement practices are not effective:

Current slum actions such as relocating slum dwellers far from their neighbourhoods tonew developments on the outskirts, or constructing multi-storey buildings to relocate slumdwellers from low rise settlement to high rise blocks do not recognize the socio-economicrealities of lower-income communities and the informal sector. There is a need to re-structure the current approach to relocation and rehabilitation with a focus on socially andeconomically sustainably development. This must start with a formal recognition of theinformal sector as a legitimate component of the city.

3. Lack of Institutional Co-ordination

Slum improvement programs should not focus only on physical infrastructure upgrading,as many do. Instead, programs should focus on the integrated social and economicdevelopment of communities with the objective of overcoming poverty. Such plans shouldseek to support the livelihoods of the urban poor by enabling urban informal sectoractivities to continue, linking low-income housing development to income generation, andensuring easy access to jobs. Physical improvements to infrastructure and shelter canmake positive contributions to this, but fundamental institutional capacities must be inplace first.




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4. Recognizing the Informal Secto r

The majority of slum dwellers earn their living from informal sector activities located eitherwithin or outside slum areas. The main problem confronting the informal sector at presentis lack of formal recognition. Many poor slum dwellers work in the city ensuring that theneeds of the rich and other higher-income groups are met. The informal economic

activities of slum dwellers (and other lower-income) are closely intertwined with the city’sformal economy. Informal services located in slums often extend to the whole city. SeeSection 15.2 on Informal Economy. As part of redevelopment process, the service levelsand built spaces for informal settlements should be upgraded to be at par with otherneighbourhoods in the city.

5. Absence of an integrated approach to slum improvement

Integrated slum improvement means both: (a) the co-ordination of a set of activities whichare mutually supportive in improving livelihoods; and (b) bringing together partners incarrying out these activities. Policies governing land delivery, infrastructure, land use,financing, cost recovery and the role of the private sector must harmonise with theobjective of fully integrating the low-income majority into the urban development process.

Access to appropriate shelter and economic opportunities with supporting socialamenities integrated through local Development Plans and Neighbourhood Plans isrequired. See Section 29 on Urban Renewal and Section 30 on IntegratedDevelopment.

6. Inadequate Allocation of Resources for Maintenance

The failure of past slum upgrading and low-income housing development has, to a largeextent, been a result of inadequate allocation of resources for maintenance, accompaniedby ineffective cost-recovery strategies. These are the direct result of the initial projecthaving been poorly conceived. Future slum upgrading should be based on sustainedcommitment of resources sufficient to address this problem.

7. Property Rights and Mobilisation of Capital

The acknowledged right to be part of the city combined with a variety of appropriate formsof secure land tenure are perhaps the most critical and catalytic elements of low-incomeupgrading. The greatest potential source of private capital is from the slum dwellersthemselves. With a sense of ownership and security, individuals are in a position tomobilise their own capital, typically investing "sweat equity" or in-kind contributions, inself-help initiatives. The level of collective private capital far exceeds that of governmentand must be mobilised to solve housing problems.

8. Involving Private Sector

Land is a key asset to leverage for shelter development for slum dwellers. Many slum

communities are situated on high-value real estate. CMDA, TNSCB, ULBs and otherconcerned departments should work with private sector companies to develop “win-win”partnership projects. Private developers may gain bonus development rights for middleand higher income housing in return for Slum dwellers can benefit from cross subsidies tolower-income units.

9. Stakeholder Participation

The importance of full stakeholder participation is stressed throughout the CDP as theonly way to ensure that inputs achieve desired outputs. Slum community residents mustbe given the capacity and opportunity to fully participate in all stages of decision makingand project development.




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10. Integration Between Stakeholders:

Includes all levels of government, NGOs, local leaders, private sector and communityresidents. It is important to coordinate with other development programs that already existor planned that can be incorporated into the Local Development Plan and NeighbourhoodPlans. In this way, every developmental initiative becomes be part of the greater

development picture, and effort would be neither duplicated nor lost.

11. ‘In-Situ’ Upgrading is Preferred

Contrary to first appearance and many misconceptions, slum communities have complexinternal social, economic and governance structures catering to their local needs -"survival networks". They also represent large capital investments in terms of time, effortand whatever construction materials are utilised. In-situ upgrading recognises thesevaluable attributes and works to build upon them. Locations for informal dwelling andeconomic activity are carefully selected by residents to be as close as possible toeconomic opportunities, whatever services they can find, and compatible communityorigins within, of course, the limits of available space to settle. Typical clearance andrelocation projects destroy these critical survival networks, dislocate people to locations

far removed from where they need to be, wipe-out their individual capital investments,and generally serve to worsen social and economic conditions. A nice new, butunsustainable building does nothing to alleviate poverty.

Where relocation is the only solution, all effort should be made to keep this within 4-500mof the original location and closer if possible. It is unlikely that nearby lands will beavailable for a typical large-scale "project" approach, and a much more sensitive, small-scale and participatory approach is required to develop a large number of micro in-fill,redevelopment opportunities within the original neighbourhood context.

12. Preventing New Slums

Most slum residents would not choose to live in slum conditions if they had a choice. In

the absence of supportive and appropriate government initiatives they have no choice.The only way to prevent new slums, short of physical intervention, is for government toensure that viable alternatives are in place in advance. This means improved access toeconomic opportunities and social amenities, access to affordable and appropriatelylocated land with the beginnings of upgradable infrastructure in place.

28.10 Slum Improvement Projects

Table 49 presents a summary of identified Slum Improvement Projects in various categorieswith cost estimates and responsible agencies where available. These are further summarised inTable 50 and prioritised in Part E.

28.11 Implementation

CMDA should have overall responsibility for preparing a comprehensive strategy and plan forslum improvement and to coordinate and supervise the slum improvement activities. A NewIntegrated Planning and Development Cell or Department in CMDA should be established tocarry out these tasks. See Section 19 on Institutional Development and Capacity Building.

Projects will be implemented under the overall coordination and supervision of CMDA byTNSCB and various government line agencies, ULBs, the private sector, residents and NGOs.

A pilot project should be prepared to demonstrate the integrated approaches to slumimprovement in the context of urban renewal and neighbourhood development.




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Table 49: Project Summary – Slum Improvements


TBD: To be decided




SL1 Elevated Expressway - Rehab. & Resettlement 5,600 Highwy De TNSCB

SL2 Emergency Tsunami Reconstruction Project 5,707 GoI TNSCB

SL3 XII Finance Commission-Special needs grants 2,500 GoI TNSCB

SL4 Environmental Improvement of slums 100.0 G oTN TNSCB

SL5 R&R - Okkiyumthorapakkam (Ezhil Nagar scheme) 2575.4 JNNURM TNSCB

SL6 R&R - Perumbakkam Scheme I 4406.1 JNNURM TNSCBSL7 R&R - Perumbakkam Scheme II 3742.4 JNNURM TNSCBSL8 In-situ upgradation for slums on unobjectionable land 2,261.8 TBD CMDA & TNSCBSL9 R&R for slums on objectionable land 3,545.7 TBD CMDA & TNSCB

SUB TOTAL - CoC 24,631 5,807.5

Municipalities

SL10 Alandur In-situ upgradation for slums on unobjectionable land 48.9 TBD CMDA, TNSCB

SL11 Ambattur In-situ upgradation for slums on unobjectionable land 116.9 TBD CMDA, TNSCB

SL12 Avadi In-situ upgradation for slums on unobjectionable land 30.3 TBD CMDA, TNSCB

SL13 Kathivakkam In-situ upgradation for slums on unobjectionable land 32.2 TBD CMDA, TNSCB

SL14 Madhavaram In-situ upgradation for slums on unobjectionable land 74.7 TBD CMDA, TNSCB

SL15 Pallavapuram In-situ upgradation for slums on unobjectionable land 146.3 TBD CMDA, TNSCB

SL16 Tambaram In-situ upgradation for slums on unobjectionable land 41.3 TBD CMDA, TNSCB

SL17 Thiruvottiyur In-situ upgradation for slums on unobjectionable land 101.5 TBD CMDA, TNSCB

SL18 Maduravayol In-situ upgradation for slums on unobjectionable land 8.6 TBD CMDA, TNSCB

SL19 Thiruvekkadu In-situ upgradation for slums on unobjectionable land 25.3 TBD CMDA, TNSCB

SL20 Ullagaram Puzhuthivakkam In-situ upgradation for slums on unobjectionable land 16.4 TBD CMDA, TNSCB

SL21 Valasaravakkam In-situ upgradation for slums on unobjectionable land 18.7 TBD CMDA, TNSCBSL22 Manali In-situ upgradation for slums on unobjectionable land 32.0 TBD CMDA, TNSCB

Municipalities - Insitu upgrd - 692.8

Town Panchayats

SL23 Chitlapakkam In-situ upgradation for slums on unobjectionable land 12.2 TBD CMDA, TNSCBSL24 Madampakkam In-situ upgradation for slums on unobjectionable land 65.0 TBD CMDA, TNSCB

SL25 Mangadu In-situ upgradation for slums on unobjectionable land 42.1 TBD CMDA, TNSCBSL26 Meenampakkam In-situ upgradation for slums on unobjectionable land 20.8 TBD CMDA, TNSCB

SL27 Minjur In-situ upgradation for slums on unobjectionable land 96.8 TBD CMDA, TNSCB

SL28 Pallikaranai In-situ upgradation for slums on unobjectionable land 23.9 TBD CMDA, TNSCB

SL29 Parungalathur In-situ upgradation for slums on unobjectionable land 20.6 TBD CMDA, TNSCBSL30 Perungudi In-situ upgradation for slums on unobjectionable land 6.8 TBD CMDA, TNSCB

SL31 Porur In-situ upgradation for slums on unobjectionable land 43.5 TBD CMDA, TNSCB

SL32 Sholinganallur In-situ upgradation for slums on unobjectionable land 19.5 TBD CMDA, TNSCB

Town Panchayats - R&R SUB TOTAL 351.2

Total Insitu upgrad. in CMA 1,044.0

Cost (Rs. Million)




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SL33 Municipalities R&R for slums on objectionable landSL34 Alandur R&R for slums on objectionable land 88.8 TBD CMDA, TNSCBSL35 Ambattur R&R for slums on objectionable land 294.0 TBD CMDA, TNSCBSL36 Avadi R&R for slums on objectionable land 232.5 TBD CMDA, TNSCBSL37 Kathivakkam R&R for slums on objectionable land 135.0 TBD CMDA, TNSCBSL38 Madhavaram R&R for slums on objectionable land 10.2 TBD CMDA, TNSCBSL39 Pallavaram R&R for slums on objectionable land 276.9 TBD CMDA, TNSCBSL40 Tambaram R&R for slums on objectionable land 55.5 TBD CMDA, TNSCBSL41 Thiruvottiyur R&R for slums on objectionable land 818.1 TBD CMDA, TNSCBSL42 Maduravayol R&R for slums on objectionable land 899.4 TBD CMDA, TNSCBSL43 Thiruverkkadu R&R for slums on objectionable land 308.1 TBD CMDA, TNSCBSL44 Anakaputhur R&R for slums on objectionable land 119.7 TBD CMDA, TNSCBSL45 Valasaravakkam R&R for slums on objectionable land 40.2 TBD CMDA, TNSCBSL46 Manali R&R for slums on objectionable land 48.6 TBD CMDA, TNSCB

Municipalities R&R 3,327.0

Town Panchayats

SL47 Chitlapakkam R&R for slums on objectionable land 42.9 TBD CMDA, TNSCBSL48 Minjur R&R for slums on objectionable land 114.6 TBD CMDA, TNSCBSL49 Pallikaranai R&R for slums on objectionable land 167.7 TBD CMDA, TNSCB

SL50 Parungalathur R&R for slums on objectionable land 170.7 TBD CMDA, TNSCBSL51 Perungudi R&R for slums on objectionable land 57.0 TBD CMDA, TNSCBSL52 Porur R&R for slums on objectionable land 13.2 TBD CMDA, TNSCBSL53 Sholinganallur R&R for slums on objectionable land 349.8 TBD CMDA, TNSCBSL54 Nandampakkam R&R for slums on objectionable land 111.3 TBD CMDA, TNSCB

SL55 Sembakkam R&R for slums on objectionable land 279.0 TBD CMDA, TNSCBTown Panchyts - R&R 1,306.2

Total R&R in CMA 4,633.2

Total Undeveloped slums 11,484.7

SL56 Total Developed slums Further upgradation of developed slums 8,999.0 TBD CMDA, TNSCB

TOTAL SLUM IMPROVEMENT INVESTMENTS 20,484

SL57 Study of Slums on Private Lands in CMA 5.0 TBD CMDA, TNSCB

TOTAL PROJECT COST 20,489

Cost (Rs. Million)




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28.12 Investment Required

The current approach to slum improvement considers further investment only in those slumsthat have not previously received attention - "undeveloped" slums. However, the reality is thatconditions are also poor in "developed" slums. Previously improved infrastructure hasdeteriorated due to lack of maintenance, and socio-economic conditions may be identical. The

CDP recognizes that on-going work is required to improve conditions for all urban poorregardless of bureaucratic designation. Investment projects are therefore proposed in both"undeveloped" slums in line with current government practice, and in "developed" slums forfurther improvement. As with all development strategies, the priority step is to establish therequired institutional structures and capacities. It is essential that effective infrastructuremanagement and maintenance programs are in place and functioning sustainable prior toinvesting in capital works. This may be the biggest challenge facing the TNSCB and othersinvolve in lower-income community development. Once gain, the key to success is StakeholderParticipation throughout.

The total estimated new investment required to continue TNSCB's current programs is Rs11,484 million. Add to this an estimate amount for further upgrading of "developed" slum areasof Rs 9,000 million for a total potential Slum Improvement investment of Rs 20,484 million. See

Table 50 below. Not indicated is the potential investment need of another Rs 45,000 million ifgovernment were to relocate and assist all slum dwellers currently living on private land. Seealso Volume 3: Annex 8 for further details of required capital investment.

Table 50: Government Land Slum Improvement Cost Estimates

Location and Type Total Slums Families/Units Unit U/G Cost Sub-Total Total

In vest men t In ves tm en t

(mi ll io n Rs ) (m ill io n Rs) (m il li on Rs )

Total Slums 1,431 326,168

Undeveloped - CoC

Unobjectionable for In-Situ U/G 120 30,157 0.075 2,262 Objectionable for Relocation 122 41,683 0.300 12,505

Less JNNURM Approved for Objection. 29,864 0.300 -8,959

Sub-total CoC (New investment) 242 71,840 5,807

Undeveloped in Balance of CMA

Unobjectionable for In-Situ U/G 112 13,917 0.075 1,044

Objectionable for Relocation 90 15,444 0.300 4,633

Sub-total CMA 202 29,361 5,677

Sub-total Undeveloped Slums 444 101,201 11,484

Developed Slums: Estimate for Further U/G 987 224,967 0.040 9,000

Total Investment for All Slums 1,431 326,168 20,484

Sources and assumptions: Number of slums and dwelling units based on the TNSCB data including report on Pre-Feasibility Study

For Identification Of Environmental Infrastructure Requirement In Slums (2004 data). Unit cost for Rehabilitation and Resettlement of Rs 300,000, TNSCB Unit cost for In-Situ Upgrading of Rs 75,000, Consultant estimate Developed Slum Unit number, Consultant estimate Unit cost for further Upgrading of Developed Slums of Rs 40,000, Consultant assumption




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29. Urban Renewal

29.1 Current Scope of Urban Renewal

"Urban Renewal" in the CMA has a specific connotation of a limited scope referring to a set ofprojects allocated to the TNSCB. This Revised CDP broadens the definition of "urban renewal"to encompass a full range of rehabilitation, infill, redevelopment, conservation, preservation andoptimisation concept approaches.

One of the strategies proposed for housing and inclusive development in the SMP is to identifysuitable land for urban renewal such as redevelopment and rehabilitation taking intoconsideration the age and structural stability of buildings, land use and level of infrastructure byTNHB and TNSCB.

One of the Mission objectives of JNNURM is to focus on urban renewal programs for the old cityareas to reduce congestion. TNSCB has been implementing the urban renewal schemes in theState. The TNSCB initiatives essentially consist of removing urban slums and redevelopingindividual properties with a combination of commercial and residential intended as replacementshelter for the former slum dwellers. These programmes have been implemented out of theinstitutional loan assistance and the repayment of the loan is taken care of by TNSCB. Thestatus of the urban renewal projects in CMA implemented by the TNSCB is shown on Map 12.

Existing urban renewal projects have a traditional and somewhat narrowly focused approachwhich relies almost exclusively on physical redevelopment initiatives in a piecemeal, ad hocway. Most of the schemes ignore the wider dimensions of urban renewal, such as the need tosupport local businesses and to tackle social issues. TNSCB's efforts at redeveloping urbansites for a mix of commercial and slum-relocation have met with limited success. However,much more can and should be included in this sector to develop a series of integratedregeneration, revitalisation, and roadway and other infrastructure optimisation projects thatprovide benefits to all of Chennai's residents.

29.2 Expanded Scope of Urban Renewal - Concept

Making maximum use of existing infrastructure is one of the key principles of sustainableinfrastructure economics and affordable urban development. By optimising land use andinfrastructure in already developed areas, the need for expensive new infrastructure is avoided,the loss of agricultural or natural lands is minimized and development remains moreconcentrated reducing the need for expensive and environmentally damaging travel. Growthtrends in recent decades suggest a fleeing from the City to rural areas, largely becauseconditions in the urban centre have been allowed to deteriorate making it no longer an attractiveplace to live for those who can afford to go elsewhere. Revival of urban cores and a return tocentral live-work conditions is now being demonstrated throughout the world in response toeconomic and environmental realities.

29.3 Urban Renewal Programme

Urban renewal is not just about the replacement of old buildings with new ones. The purpose ofurban renewal is to address the problem of urban decay and to improve the living conditions ofresidents in dilapidated urban areas.

The Urban Renewal Programmes will be aimed at "renewing" strategic urban areas or localities,to improve the quality of life through innovative planning and development. The urban renewalprocess is a complex combination of social, economic, planning, construction and managementactivities. These elements of urban renewal are brought together to improve the sustainability ofthe urban landscape it occupies.




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Map 12: Urban Renewal Projects - Chennai City




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29.4 Key Approaches to Urban Renewal

A comprehensive and holistic approach should be adopted to revitalise strategic older urbanareas by:

Optimising existing transportation and other urban infrastructure;

Redevelopment by replacing old buildings with new to provide a better living environmentand neighbourhood;

Rehabilitation of dilapidated buildings to prevent further urban decay; Maintaining and restoring buildings of historical and architectural value, and to sustain

local characteristics; Revitalising roads and streets with landscaping, lighting and footpath improvements to

optimise conditions of all current users; Enhancing and strengthening the socio-economic and environmental fabric for the benefit

of local urban communities; Creating opportunities for affordable housing and both formal and informal economic

activities.

29.5 Guiding Princ iples for the Urban Renewal

Some of the Guiding Principles for the Urban Renewal in Achieving Urban Sustainabilityinclude:

Emphasizing strong political will and local leadership to drive the urban renewal process; Reflecting the people’s oriented approach in the urban renewal strategy Retaining a unique original character and the social network• Optimising existing infrastructure Providing tax incentives and grants to refurbish properties; Maximising prime real estate utilisation for increased tax revenues by encouraging

redevelopment of derelict buildings or under utilised industrial sites / areas. Encouraging economic initiatives, formal and informal, (eg small shops, business centres

etc.) which provide more accessible employment opportunities for local people Conserving buildings of heritage value to renovate buildings which are in poor condition

Local development partnerships should be given a role in promoting urban renewal projects,which would be supported by funding from state government and central government levels.Careful consultation with, and participation by, the local affected community and allstakeholders should take place throughout all stages of the project. It is important to ensure thatall affected parties, including (a) owners whose properties are acquired for the implementationof redevelopment projects should be offered fair and reasonable compensation; (b) tenantsaffected by redevelopment projects should be provided with proper re-housing; and (c) thecommunity at large should benefit from urban renewal.

29.6 Urban Renewal Plan

CMDA should have responsibility for preparing a comprehensive urban renewal strategy as theoverall guiding framework with identified priorities. A target area approach is suggested to focusconcerted efforts and resources on where priority redevelopment or rehabilitation actions arerequired.

The Urban Renewal Plan for each of the priority (target) areas shall include, but not be limitedto, the following:

Identification of the proposed boundaries of the urban renewal area. A description of the conditions that qualify the area as an urban renewal site for

redevelopment and the kinds of redevelopment activities, including actions that areproposed to address these conditions

Identification of the anticipated impact of the proposed redevelopment activities on theurban renewal area and on the larger community such as job creation and/or retention,




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business expansion, housing development, traffic and infrastructure improvements and adescription of the resulting public benefits.

Identification of any relocation that will result from the proposed actions and theresources available for displaced businesses/people

Identification of current owners of land parcels within the proposed project area, currentzoning, land use and proposed changes in land use and zoning.

Identification of investment projects including aspects which would be of communalbenefit to the wider community. This could include public parks, community halls, sportsand leisure facilities and public services, such as health centres, etc.

Identification of investment required and funding sources Project implementation

The Urban Renewal Plan shall also include maps of the project area and the adjacent orsurrounding area illustrating:

Boundaries of the project area and typography, Boundaries of areas proposed for clearance and areas proposed for rehabilitation, Property lines and the foot-print of buildings, existing and proposed, Existing uses, including identification of land in mixed uses and land in public use, and

the current zoning, Proposed land uses, other activities, Parcels to be acquired, Buildings to be demolished, rehabilitated, constructed and preserved.

Planning must be closely integrated with separate slum improvement initiatives being carriedout by TNSCB or others. See Section 28.

Urban Renewal Implementation

The projects will be implemented under the overall coordination and supervision of CMDA byvarious government line agencies, the private sector and non-governmental agencies.

A New Urban Renewal Cell or department in CMDA shall be established to plan, coordinate andsupervise the urban renewal activities. See Section 19 on Institutional Development andCapacity Building.

29.7 Priori ty (Target) Areas for Urban Renewal

A preliminary list of identified priority Urban Renewal areas includes:

Basin Bridge New Secretariat – Government House Estate Royapuram George Town Perimedu (near Egmore) Mylapore Temple and Tank Area Perambur

Triplicane (Thiruvallikeni)

Map 13 shows priority areas for urban renewal.

Figure 14 shows a Conceptual Approach to Urban Renewal linked with Street SpaceOptimisation as further discussed under Transportation and Mobility, Section 20. Figure 15illustrates a Conceptual Approach to Urban Renewal for the priority Basin Bridge area. See alsoSection 30 on Integrated Development.




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Map 13: Chennai - Priori ty Areas fo r Urban Renewal




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Figure 14: Street Space Optimization - Concept




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Figure 15: Basin Bridge – Conceptual Urban Renewal




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30. Integrated Developments

30.1 Definition

The term "integrated development" refers to simply taking into consideration the full range ofcomponents affecting or affected by planning for a particular development. Too often, duelargely to siloed bureaucracies that fail to cross-communicate, developments are planned andimplemented in isolation often creating conflicts or missing valuable opportunities for integratingother benefits to a community and saving resources. Figure 16 conceptually illustrates therange of typical components that should be considered for any piece of urban development.

Figure 16: Integrated, Sustainable Urban Development

30.2 CDP Appl ications

All proposed project investments in every sector should be subject to an "integration" analysis tomaximise investment opportunities and spin-off socio-economic or environmental benefits andminimize the negative impacts on the same. The following are some more specific cases:

30.2.1 Urban Renewal

Urban Renewal initiatives discussed in more detail in Section 29 are integrated developmentsand should adopt the principles outlined here.




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30.2.2 Slum Upgrading

Slums comprise complex and integrated social, economic and physical networks like any otherform of settlement. Initiatives to upgrade and improve conditions in slums must be cognizant ofthis complexity and not attempt to simply tackle an isolated situation.

30.2.3 Sustainable Neighbourhood Development

Introduction

A sustainable neighbourhood means a well serviced, safe and healthy neighbourhood withoptimum local accountability and influence over service management. It should comprise of awell planned, integrated and identifiable local and neighbourhood centres, a range of housingchoices for different income groups and access to jobs, education, healthcare, schools, leisure,retail, public transport and open space contributing to a high quality of life.

A neighbourhood plan may be for an area of undeveloped land (i.e greenfield development) ormay be for infill or redevelopment of an already built up area of the settlement, or a combinationof both.

Proposed Sustainable Neighbourhoods

A series of approximately six new composite neighbourhoods is proposed along the plannedOuter Ring Road (ORR) in CMA. Each of these new neighbourhoods is envisaged to cater toapproximately 30,000-40,000 persons and represent a prime opportunity to undertakeinnovative sustainable development. Most likely these new neighbourhoods will be centred onan existing settlement as a core, which is then subject to integrated urban renewal to upgrade,revive the existing settlement and form the nucleus of a new neighbourhood. Infill developmentand redevelopment of existing settlement will offer new commerce and housing options thatenhance the neighbourhood character.

Developing these will of necessity be "integrated developments" and planning for them must be

approached in that manner, rather than ad hoc as a series of disconnected infrastructureinvestments. Successful integrated development is based on full stakeholder’s participationfrom the outset, well before any physical planning or land allocations are decided upon.

New neighbourhoods should be planned within tight, specifically defined boundaries beyondwhich development is not permitted. New neighbourhood development must be based ondecentralised local governance with the necessary resources - human, technical and financial -to plan, implement and manage, if the new settlements are to be sustainable. In this way one ofthe environmental goals of minimising further ad hoc sprawl in sensitive areas is addressed.

Neighbourhood Plan

The Neighbourhood Plan is intended to (a) provide guidance for the development of large and

complex areas of the community through the development of neighbourhood plans; and (b)provide planning for small areas of vacant, underutilized or redeveloping lands within the builtup area of existing settlement.

Public input and participation by the local community in the neighbourhood planning process iscritical to the plan’s success. Neighbourhood plans should be viewed as living documents thatcontinue to evolve as local community expectations change and additional renewalopportunities arise.

Guiding Principles for the Sustainable Neighbourhood Planning are to:

Improve the appearance and character of the existing settlement and neighbourhoodareas through the development of streets and open spaces;

Protect and preserve green spaces, agricultural land and environmental / ecologicalsensitive areas;




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Ensure housing meets the needs of the whole community; Create strong, compact and complete neighbourhoods; Create a culture of sustainability; Facilitate creation of employment opportunities, both formal and informal, within

neighbourhoods; Improve traffic circulation and safety;

Improve pedestrian and landscape links between community facilities; Revitalize the old core settlement area.

The Neighbourhood Plan will identify and consider the following:

Current and future community needs; Community impact and benefit; Context of the community planning area within the neighbourhood ; Natural features and environmental management considerations; Potential historical, cultural or archaeological significance of the area or site if any; Existing and required infrastructure (e.g. storm, sewer, water, roads); Transportation linkages (e.g. vehicle, pedestrian, cycling, etc.); Parks, recreation and open space; Community facilities, services and amenities; Land use and densities; Development pattern and sequencing.

CMDA should have responsibility for preparing and implementing Neighbourhood Plans.

The projects will be implemented under the overall coordination and supervision of CMDA byvarious government line agencies, ULBs, the private sector and non-governmental agencies

A New Integrated Planning and Development Cell or Wing in CMDA shall be established toplan, coordinate and supervise the neighbourhood development activities. See Section Error!Reference source not found. on Institutional Development and Capacity Building.

Figure 17 illustrates a Conceptual Approach to Sustainable Neighbourhoods along the plannedOuter Ring Road.

Table 51 summarises proposed projects on integrated development and urban renewal.

A series of approximately 6 new neighbourhoods are proposed along the planned Outer RingRoad. Developing these will be "integrated developments" while also including elements ofUrban Renewal where existing towns or villages are incorporated. Planning for newneighbourhoods must be approached in that manner, rather than ad hoc as a series ofdisconnected infrastructure investments. Successful Integrated Development is based on fullStakeholder Participation from the outset, well before any physical planning or land allocationsare decided upon.




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Figure 17: Conceptual Sustainable Neighbourhoods




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Table 51: Project Summary - Integrated Development and Urban Renewal



Integrated Development and Urban Renewal TBD: To be decided



CMA

ID1 Preparation of Integrated development strategy and plan 3.00 TBD CMDA

ID2 Detailed urban renewal plan & approaches for 2 priority areas 5.00 TBD CMDA

TOTAL PROJECT COST 8.0

Cost (Rs. Million)




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31. Social Amenities

Health, educational and recreational components are not directly addressed in this RevisedCDP, but form an integral part of urban living and must be key considerations in urban renewal,slum upgrading or new neighbourhood developments. Current initiatives by the TNSCB, forexample, ignore the importance of providing appropriate access to these social amenities when

re-locating urban slum dwellers well beyond city boundaries and far removed from their pointsof origin.

National and State standards for provision of social amenities based on population andproximity must be adhered to and periodically reviewed for appropriateness for ever-changingconditions. In addition to the capital expenditure hardware side of built facilities, a matchingneed must be addressed for qualified personnel and recurrent management/maintenance costs.

32. Heritage Resources - Natural and Manmade

The city is well known for its temple architecture, cultural heritage and classical dance. Thereare several ancient temples around the city, and within the city itself are two magnificenttemples - a temple in Triplicane and another in Mylapore. Mahalapuram is a temple townlocated close to Chennai on the shores of the Bay of Bengal. It is known for its architecturallybrilliant monuments, caves and beaches and has the famous shore temple. Natural and CulturalHeritage assets need to be recognized as the valuable resources they are, identified, protected,incorporated sensitively into contemporary development and made available to the public toenjoy. Costs of preservation may be significant, but the costs of irreplaceable loss are evengreater.

The State Department of Archaeology was started in the year 1961 with the objectives of (a)conservation and preservation of ancient monuments in Tamil Nadu, and (b) to conduct

excavations at historical sites. Subsequently, its activities were expanded to include Epigraphy,setting up of site museums, chemical preservation of art objects, registration of antiquities etc.In Chennai district, the Department of Archaeology has identified the Memorial Pillar ArasuPannai in Guindy-Mambalam taluk as a protected monument under the control of thedepartment.

INTACH9 has put together a list of heritage buildings, precincts and natural features in the citywhich is presented in Volume 3 Annex 9.

The Second Master Plan provides the Special Rules for conservation of buildings of historical orarchitectural interest. In the opinion of the Authority, if a building or premises not covered underthe Archaeological Monuments Act is of historical or architectural interest and needs to beconserved, such heritage buildings/premises shall be listed and notified and any development at

such heritage building premises shall conform to the regulations given in Annexure XXV of theSecond Master Plan.

9 The Indian Trust for Art and Cultural Heritage (INTACH) is a nationwide, non-profit membership organisation. INTACH was set

up in 1984 to protect and conserve India’s vast natural and cultural heritage..




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Part E: Investment Selection and Prioritisation

33 Investment Selection

Preparation of the Revised CDP includes three investment selection elements:

1. Review and incorporation of investments proposed in the 2006 CDP;

2. New investments identified in, or in support of, the subsequently approved Second Master Plan(SMP);

3. "Gap" investments identified by Stakeholders and/or the Consultant Team in support ofachieving the goals and objectives of the SMP.

34 Investment Priori tisation

In order to achieve orderly and feasible development of the CMA in accordance with the approvedMacro-Level Growth Management Strategy, and acknowledging the reality of limited available

resources, it is essential that investments be organised and prioritised within a logical framework andin a logical order. Four organisational/prioritisation steps are used:




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Step 1: Geographic Organization:

a. Overall CMAb. City of Chennaic. Peri-urban Municipalitiesd. Village Panchayats

All geographic components require development support, and their respective developmentsare integrated in support of achieving sustainable macro-level growth. If priority is assignedanywhere, it is to the Peri-Urban Municipalities as proposed prime recipients of futurepopulation growth.

Step 2: Investment Categories

Within each geographic area, there are two proposed categories of investment, both of whichare required for comprehensive development:

a. Optimisation - First Priority

Making the best use of existing through redevelopment, rehabilitation, re-management,etc.

Advantages

supports the basic infrastructure economic principle of making best use ofexisting infrastructure and investments prior to embarking on new ones;

typically more effective and efficient at less cost, are less disruptive toexisting communities with potential to be more responsive, environmentallymore sustainable; and

may eliminate the need for many expensive new capital works investments;

Disadvantages

require more sensitive understanding and analysis of situations, andperhaps more design and management effort;

may be perceived to be publicly less visible; fewer opportunities to award large contracts (also an advantage).

b. New

Advantages

typically easier to design and manage as complicated existing conditionscan be ignored;

more publicly visible; offer greater business opportunities through larger-scale contracts.

Disadvantages

typically more expensive; typically more disruptive and less sensitive to existing conditions,

communities, environment. In urban areas, large-scale transportinfrastructure projects often benefits high-income groups the most and haveoften been negatively associated with ‘failed’ attempts at achieving urbanprogress.

A strong central planning and coordination agency can weave together a combination of "new"and "optimisation" investments to achieve strong and sustainable development.




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Step 3: Sector Prioritization

Within both "Optimisation" and "New" investments are further prioritised by Sector whileacknowledging the frequent need for considerable overlap and integration. Refer to respectiveSections for detailed discussions:

1. Institutional Structure, Reform and Capacity BuildingPriority #1: Without an adequate institutional structure in place and operating, no othersector can be sustainably planned, implemented or managed. Ideally, the structure andcapacities are in place prior to undertaking development investments. However, ifproperly structured and supported, the planning, implementation and management ofinvestments can simultaneously serve as real-life capacity building opportunities.

Environmental Management is the underlying and cross-cutting base layer for all developmentinvestments. Two sectors emerge as priorities once the supportive institutional work is in place:

2. Solid Waste Management

Priority for health of all residents and key to successful implementation of Water Body

Management and Sanitation Programmes.

3. Water Ways Management

Priority for all parts of the CMA to address water source availability, flood management,mosquito control.

Other sectors also have significant environmental impacts, and all must be carefully integrated.

4. Water Supply

An essential basic service that relies also on implementation of the above programmes.

Optimisation and upgrading in City with focused expansion Expand, optimise and upgrade in Peri-Urban Municipalities and Growth Points Consolidate development of new infrastructure and services in new Outer Ring

Road neighbourhoods Limited upgrading of existing in Village Panchayats to discourage significant new,

ad hoc development

5. Sanitation

An equally important basic service closely tied to water supply in most urban situations.Investments should follow the same prioritisation as outlined above for water supply.

6. Transportation/Mobility

The related physical infrastructure forms the main physical framework for urbandevelopment. However, effective mobility relies as much on institutional capacity as itdoes on physical infrastructure. No amount of investment in hardware will compensate fordeficient software. Optimisation of existing infrastructure combined with a focus onefficient mass public transit are the priorities in this sector.

A number of other sectors addressed in the CDP are really the more complex integration of thespecific sectors outlined above:

7. Slum Upgrading - Basic Urban Services for the Poor

Involves all of the sectors outlined above, but is currently treated institutionally separate

for slum areas. A review of this segregation policy is recommended if all segments of the




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population are to be democratically recognised as valuable and legitimate elements of thecommunity.

8. Shelter

Includes a wide range of formal, informal, public, private and PPP initiatives to support

access to safe, healthy and affordable shelter in conjunction with all related infrastructure,social and economic amenities.

9. Integrated Urban Development and Urban Renewal

This term is used with reference to more new development than renewal work. Specificreference is made to the new Neighbourhoods to be developed along the Outer RingRoad. However, it can equally apply to the larger scale development or redevelopment ofvacant or underutilised urban lands. Once again this involves all of the above sectors.The term urban renewal is currently used institutionally throughout India, and specificallyby the Tamil Nadu Slum Clearance Board in a very narrow context. The Revised CDPexpands the definition to its full meaning as discussed in Section 29 involving integrationof all of the other sectors.

10. Heritage Resources: while last on the list these are critical assets that can be identifiedindividually in isolation and also need to be carefully identified and managed inconnection with any and all of the other development sectors where impacts oropportunities may occur.

Step 4: Individual Project Selection, Prioritization

Within each Sector there is a long-list of possible Projects. The final Prioritisation Step requiresthe objective scoring of these on the basis of:

Technical feasibility; Environmental impact; Socio-Economic impacts; Financial-Economic feasibility; Linkages to other investments; and Institutional readiness.

Less objective, but also critical in the prioritisation process is consideration of communityperceptions and political will.

The earliest possible visible demonstration of action resulting from the considerable efforts andcontributions of all participating stakeholders will help to build CDP acceptance. Selectioncriteria should include: be immediate and short-term, low-cost but community-visible projectinvolving and benefiting both the formal and informal sectors. A Pilot Project in Street Space

Optimisation is one viable option. This meets all of the criteria. Providing the opportunity forserious local stakeholder participation will demonstrate CoC's commitment to the concept, whileensuring that word spreads quickly through the majority informal sector. Visible results will bequickly achieved. Actions by agencies such as Chennai City Connect have already establisheda starting point.

Table 52 presents the full range of projects considered by the CDP with implementation priorityas short, medium and long term. See Part F for a discussion of financing and implementation.




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Table 52: Investment Priorit isation

CMA Sector Project Category Cost Phase Remarks

Component Optimise New Study Under Mil lion

Upgrade Implem. Rupees

Chennai Metropolitan AreaInstitutional Devel. Institutional Reforms X 200.00 S-M See Annex of Institutional & CB

Training and workshops X 25.00 S See Annex of Institutional & CB

Sub-Total 225.00

Basic Urban Services Socio-Economic Study of Private Land Slums X 5.00 S See section on basic services for poor

Sub-Total 5.00

Integrated Develop /Urban Renewal

Preparation of Integrated development strategy and planX 3.00 S See Urban Renewal, Neighbouhoods

Detailed urban renewal plan & approaches for 2 priority

areas X 5.00 S See Urban Renewal, Neighbouhoods

Sub-Total 8.00

Transportation Urban Bus Transit System

New 11 Bus terminals & 26 depots 2,451.00

New Link Roads

Tambaram Eastern Bypass 450.00

ORR from NH45 to TPP Road :

Outer Ring Road from ECR to NH45 1,570.00

ORR from Seemapuram to Ennore Port 934.00

Link of ORR from MBI Road to OMR 600.00

Ambattur Estate to ORR 1,500.00

IRR south Mount St. Thomas - OMR

Link of OMR to ECR (Prathana) 300.00

Bridges/Culverts/ROB/RUB-Widening 4,380.00

Mobility hubsNear St. Thomas Mount (MRTS & Metro ) 235.00

Sub-Total 12,420.00

Waterways Mgmt. River

Rehab.Projects River Rehabilitation - Cooum X 4,000.00 S-M Refer to PFS for details

River Rehabilitation - Adyar (Including river front

development)* X 2,900.00 S-M Refer to PFS for detailsRiver Rehabilitation - Kosasthalayar X 160.00 S-M Refer to PFS for details

Sub-Total 7,060.00




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Component Optimise New Study Under Mil lion


Waterways Mgmt.

(Stormwater Drain

projects) Cooum River Growth Corridor X 9,500.00 S-M Refer to PFS for details

Adyar River Growth Corridor X 550.00 S-M Refer to PFS for details

Buckingham Canal growth Corridor X 1,100.00 S-M Refer to PFS for details

Block Cost Est imates for Drainage Systems in CMA 20,670.00 S-M Refer to PFS for details

Construction of collecting and feeder drains X

Silt Catch pits with SFRC cover and inlet X

Other ancillary structures X

Engg, Contingencies, Admn. Charges X

Sub-Total 31,820.00

Solid Waste

Management

Improvement of Integrated Solid Waste

Management System in Cluster - I

Implementation of Reclamation and Restoration of the

existing solid waste dumping sites at Kodungaiyur leading to

safe closure X 734.00 S-M Refer to PFS for details

Construction of 8 Transfer Stations including computerized

weighing system except CoC X 9.60 S-M Refer to PFS for details

Modernization of record keeping and communication facilities X 4.00 S-M Refer to PFS for details

Construction of Vehicle Depot with Workshop Facility X 5.00 S-M Refer to PFS for details

Public Awareness Programs X 35.00 S-M Refer to PFS for details

Procurement of collection and transportation

equipments/vehicles X 606.18 S-M Refer to PFS for details

Development of 1000 TPD Capacity Compost Plant

including infrastructure facilities (After finalization of site) X 450.00 S-M Refer to PFS for detailsDevelopment of Sanitary Landfill Site including infrastructure

facilities (After finalization of site) X 500.00 S-M Refer to PFS for details




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Component Optimise New Study Under Million



Management System in Cluster - II


weighing system X 13.20 S-M Refer to PFS for details






Development of 400 TPD Capacity Compost Plant including

infrastructure facilities(After finalization of site) X 180.00 S-M Refer to PFS for details

Development of Sanitary Landfill Site including infrastructure

facilities(After finalization of site) X 315.00 S-M Refer to PFS for details

Studies X S-M Refer to PFS for details

Study on solid waste quantification and characterization X S-M Refer to PFS for details

Preparation of Comprehensive solid waste Master Plan X S-M Refer to PFS for details

Study for identification and finalization of solid waste disposal

site X S-M Refer to PFS for details


Management System in Cluster - III

Implementation of Reclamation and Restoration of the

existing solid waste dumping sites at Perungudi leading to

safe closure X 587.00 S-M Refer to PFS for details








Development of 1200 TPD Capacity Compost Plant

including infrastructure facilities(After finalization of site) X 540.00 S-M Refer to PFS for details






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Detailed study on Reclamation and Restoration of the

existing solid waste dumping sites at Perungudi X S-M Refer to PFS for details





Improvement of Int egrated Solid Waste

Management System in Cluster - IV















Improvement of Int egrated Solid Waste

Management System in Cluster - V

Construction of 2 Transfer Stations including computerizedweighing system X 2.40 S-M Refer to PFS for details











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Management System i n Cluster -VI

Construction of 2 Transfer Stations including computerizedweighing system X 2.40 S-M Refer to PFS for details




Development of 25 TPD C apacity Compost Plant including










Management System i n Cluster - VIIConstruction of 1 Transfer Station including computerized

weighing system X 1.20 S-M Refer to PFS for detailsPublic Awareness Programs X 20.00 S-M Refer to PFS for details



Development of 50 TPD C apacity Compost Plant including







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Management System in Clus ter - VIII












Preparation of Comprehensive solid waste Master Plan X S-M Refer to PFS for detailsStudy for identification and finalization of solid waste disposal


Sub-Total 6,552.27




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Solid Waste Mgmt. Solid waste Management of Chennai X 2,553.20 S-M On-goingSolid waste Management for Alandur, Tambaram and

Pallavaram X 442.10 S-M On-going

Sub-Total 2,995.30

Water Ways Mgmt.

(Stormwater drain

Projects Improvement of storm water drains X 3,598.64 S-M On-going

Improvement of storm water drains in the Eastern Basin of

Chennai X 4,440.70 S-M On-goingImprovement of storm water drains in the Southern Basin of

Chennai X 2,989.70 S-M On-goingImprovement of Storm Water Drains in the Central Basin of

Chennai X 3,450.00 S-M On-going

Sub-Total 14,479.04

Water Supply Improvements to Existing System X X 4,000.00 S On-going

Sump cum Pumphouse - Poondi Reservoir X X 91.10 S On-going

Leak Detection and Rectification X 120.00 S Optimise utilisation & revenue

Replace old PVC & CI Mains with DI Pipes X 4,000.00 S Optimise utilisation & revenue

Refurbish Water Treatment Plants & Pumping Stations X 2,000.00 S Optimise utilisation & revenue

Improve Water Treatment Tlant at KK Nagar X 110.00 S Optimise utilisation & revenue

Implement Water Metering X 2,400.00 S Optimise utilisation & revenue

Comprehensive Water Supply Devel. Plan for CUA X 70.00 S Prepare for future activities

Water Quality Studies and Monitoring X 60.00 S Prepare for future activities

GIS Mapping for Various Water Supply Zones X 110.00 S Prepare for future activities

Energy Audit Studies X 120.00 S Prepare for future activities

SCADA Arrangement & Automation X 1,000.00 S Prepare for future activitiesDesalination Plants X 9,962.00 S On-going

Sub-Total 24,043.10

Sanitation Construction of Additional STP at Perungudi X X 350.00 S On-going

Rehabiltation of Existing Sewers X X 200.00 S-M Optimum utilisation

Rehabiltation of Pumping Stations and Automation X X 1,000.00 S Improve operations and optimisation

Construction of Additional STP at Nesapakkam X X 615.00 S On-going

Energy Audit of Pumping Stations X X 80.00 S Improve operationsComprehensive Sewerage Development Plan for CUA X 50.00 S Prepare for future activities

Sub-Total 2,295.00




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Transportation Link of OMR to ECR at Palavakkam X 300.00

New Avadi Road/Medavakkam Tank Road 50.00

Major Flyovers

Madhya Kailash junction X 1,500.00

LB Road junction at Thiruvanmiyur X 300.00

Anna Salai x Blackers Road junction, X 1,250.00

Anna Salai x General Patters Road X 820.00

Anna Salai x Binny’s Road X 750.00

Anna Salai x Eldams Road X 220.00 Cenatoph Road junction X 199.00

At Perambur crossing rail line X 510.00

Anna Salai X Sardar Patel Road X 300.00

Periyar EVR Salai X Nelson Manickam X 300.00

Periyar EVR Salai x Anna Nagar III Ave. X 320.00

IRR x Anna Nagar II Ave X 300.00

IRR x Arcot Road X 300.00

GNT Road X Madhavaram High Road X 428.00

Mount Poonamallee Rd x Kundrathur Rd X 284.00

Taramani Link x M.B.I.Road X 600.00

M.P.road x Poonamallee Kundrathur Rd X 600.00

Madipakkam Rd x Pallavaram Rd X 600.00

Anderson Rd Medavakkam Tank Road X 300.00

At Anna Nagar Round about X 300.00

New Avadi Road x Kilpauk Garden Road X 150.00

Mini Flyover X 1,260.00

Optimization Gap Projects

Nungam. High rd (From Beach to NH-4) X 250.00 Greenways Road/Sardar Patel rd (From Santhome Church-

GST rd) X 300.00

Kodambakkam High Rd. (Gemini - IRR) X 300.00

ECR (From Thiruvanmiyur to Kottivakam) X 150.00

Velachery Main Rd (OMR - GST rd) X 250.00

Mint St.(From Central to Thiruvottiyur) X 150.00

IRR Restoration (Kathipara-CMBT) X 150.00




Main Report 157




Cycle trackGandhi Nagar neighbourhood X 10.00

Under MRTS at Certain Segment X 20.00

Missing Links

From Prop.elevated Adyar rd to OMR X 1,300.00

Railway station improvement

City Wide Railway Station Improvements X 150.00 BRTS

BRTS study for North Chennai X 20.00

Standards and Guidelines

Standards and guidelines for transit node X 10.00

Standards and guidelines for roadway X 10.00

Guidelines for peds/cycle path X 10.00

Land Development Manual for CMA X 10.00

Bus terminus RelocationMandaiveli bus terminus relocation X 500.00

Adyar bus terminus relocation X 500.00 Thiruvanmyur bus terminus relocation X 500.00

Sub-Total 16,531.00

Slum Upgrading

Basic Urban Services Upgrade existing in-situ slums X X 2,261.80 S-M-L

Re-locate objectionable location dwellers X X X 3,545.70 S-MFurther upgradation of already developed slums X X 8,999.00 S

Sub-Total 14,806.50




Main Report 158


Component Optimise New Study Under Mill ion


Municipalities

Water Supply Water Supply Facilities to Tambaram X X 806.16 S Priority Urban Area and On-going

Water Supply Facilities to Ambattur X X 3,350.00 S Priority Urban Area and On-going

Water Supply Facilities to Avadi X X 1,300.00 S Priority Urban Area and On-going

Water Supply Facilities to Alandur X X 730.00 S Priority Urban Area and On-going

Water Supply Facilities to Maduravoil X X 280.00 S On-going

Water Supply Facilities to Thiruvottiyur X X 1,020.00 S On-going

Water Supply Facilities to Ullagaram- Puzhutivakkam X X 280.00 S On-going

Water Supply Facilities to Pallavaram X 720.00 M-L Low Priority

Water Supply Facilities to Thiruverkadu X 644.00 M-L Low Priority

Sub-Total 9,130.16

Sanitation Sewerage to Manali X 552.00 S Priority Urban Area

Sewerage to Poonamalee X 750.00 S Priority Urban Area

Sewerage to Ambattur X X 1,700.00 S Priority Urban Area and On-going

Sewerage to Avadi X X 1,800.00 S Priority Urban Area and On-going

Sewerage to Maduravoil X X 630.00 S On-going

Sewerage to Ullagaram- Puzhutivakkam X X 365.00 S On-going

Sewerage to Tambaram X X 3,488.00 S Priority Urban Area and On-going

Sewerage to Pallavaram X 417.00 M-L Low Priority

Sewerage to Thiruverkadu X 444.00 M-L Low Priority

Sewerage to Pammal X 570.00 M Low Priority

Sewerage to Kathivakkam X 390.00 M Low Priority

Sewerage to Madhavaram X 150.00 M Low Priority

Sewerage to Anakaputhur X 360.00 M Low PrioritySub-Total 11,616.00

Slum Upgrading Upgrade existing in-situ slums X X 692.80 S-M

Basic Urban Services Re-locate objectionable location dwellers X X X 3,327.00 S-M

Sub-Total 4,019.80




Main Report 159


Component Optimise New Study Under Mill ion


Towns Panchayats Not major focus of CDP.

Water Supply Summary estimate. X 3,050.00 S-M See Water Sector for Details

Sanitation Summary estimate X X X 4,770.00 S-M Upgrading underway in most Towns.

Slum Upgrading Upgrade existing in-situ slums X X 351.20 S-M

Basic Urban Services Re-locate objectionable location dwellers X X X 1,306.20 S-M

Sub-Total 1,657.40

Village Panchayats Not specifically addressed in CDP

Water Supply Summary estimate. X 906.00

Sanitation Summary estimate X X X 2,088.00






Main Report 161

Part F: Summary Investment and Implementation Plan

This section presents a consolidated summary of investment requirements for each sector discussedabove. It places the total needs within the context of overall financial capacity of Chennai and sets outproposals for an Implementation Strategy. Separately prepared Communication and MarketingStrategies further support implementation.

35 Investment Financing

The total investment requirement for infrastructure development within CMA is approximatelyRs. 236,402.61 million:

State Government / ULB share of JNNURM (65% for UIG component and 50% for BSUPcomponent) is Rs. 36,308.50 million;

Additional cost to complete the on-going JNNURM projects because of time and costescalation and for providing additional infrastructure to augment the on-going projects tobe borne by the State Government / ULB is Rs. 6,886.34 million;

Cost of New Projects- Other than approved under JNNURM is Rs. 171,182.27 million;

Funds available under JNNURM are not sufficient to meet the growing needs of infrastructuredevelopment. The CDP 2009 recommends a number of alternative methods of financing, eachwith advantages and limitations. The implementing agencies i.e. CoC, CMWSSB, othermunicipalities, and other GoTN agencies must ensure proper financial management to selectthe right mix of each source, thus ensuring maximum financial advantage and mitigating risks.

Table 53 summarises the infrastructure investment plan and indication of potential funding sources foreach component of the CMA and each infrastructure sector.




Main Report 162

Table 53: Investment and Funding Summary

Sanctioned

Cost

Possible Cost

to complete

GoI share

(35% or 50%)

State

govt/ULB

(65%or 50%)

Internal

Accrual s of

Implementing

Agencies

State Govt -

Budgetary

Support

GoI

Support

GoI

Schemes

(including

JNNURM)

Indian Financial

Institutions (Urban

Development

Financing)

Bi- lateral

Funding

Multi-lateral

Funding

Commercial

Borrowings /

Issue of Bonds

PSP

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

- - - - - - 58,090.27 58,090.27

Institutional Devel.

Studies & Training - - - - - - 225.00 225.00

Projects -

Basic Urban Services

Studies - - - - - 5.00 5.00 Projects - - - - - - -

Intgrtd Devlp/ Renewal

Studies - - - - - 8.00 8.00

Projects - - - - - - -

Transportation

Projects 12,420.00 12,420.00

Waterways Mgmt

River Rehabilitation - Cooum 4,000.00 4,000.00

River Rehabilitation - Adyar * 2,900.00 2,900.00

River Rehabi, - Kosasthalayar 160.00 160.00

Water Ways Mgmt.

Storm Water Drainage in ULBs

within CMA except CoC 31,820.00 31,820.00

SWM (For all Clusters) 6,552.27 6,552.27

42,758.00 44,295.34 16,573.90 26,184.10 1,537.34 13,907.00 81,579.00 123,207.44

Water Ways Mgmt.

Storm Water Drainage 14,479.04 14,479.04 5,067.66 9,411.38 - - - 9,411.38

Solid Waste Mgmt.

Studies

Projects 2,995.30 2,995.30 1,048.36 1,946.95 - - - 1,946.95

Water Supply

Studies 360.00 360.00

Projects 12,902.00 14,053.00 4,515.70 8,386.30 1,151.00 49,630.00 59,167.30

Sanitation

Studies - - - - - 130.00 130.00

Projects 830.00 965.00 290.50 539.50 135.00 1,200.00 1,874.50

Transportation

Projects 827.66 1,079.00 289.68 537.98 251.34 - 15,452.00 16,241.32

Slum Upgrading


Studies -

Projects 10,724.00 10,724.00 5,362.00 5,362.00 - 13,907.00 14,807.00 34,076.00

JNNURM

Additi onal Cost

to complete

(State

Govt/ULB)


JNNURM Approved ProjectsJNNURM Projects - approved

share

CMA

ComponentSector

New Projects-

Other than

approved

under JNNURM

Total Investment

requirement

(6+7+9)

Possible Funding Source

Chennai Metropolitan Area

Other

Assisted

Projects

(Funding

Identified)

Separate Funding sources recommended for each cluster - refer PFS report




Main Report 163

Sanctioned

Cost

Possible

Cost to

complete

GoI share

(35% or 50%)

State

govt/ULB

(65% or 50%)

Internal

Accruals of

Implementing

Agencies

State Govt -

Budgetary

Support

GoI

Support

GoI

Schemes

(including

JNNURM)

Indian Financial

Institutions

(Urban

Development

Financing)

Bi- lateral

Funding

Multi-

lateral

Funding

Commercial

Borrowings /

Issue of

Bonds

PSP

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

11,361.00 15,749.00 3,976.35 7,384.65 4,388.00 - 9,017.00 20,789.65

Water Supply

Studies - - - - - -

Projects 6,006.00 7,766.00 2,102.10 3,903.90 1,760.00 1,364.00 7,027.90

Sanitation

Studies - - - - - - - Projects 5,355.00 7,983.00 1,874.25 3,480.75 2,628.00 3,633.00 9,741.75

Slum Upgrading


Studies -

Projects 4,020.00 4,020.00

4,023.00 4,970.00 1,408.05 2,614.95 947.00 - 5,801.00 9,362.95 Water Supply

Studies - - - - - - -

Projects 541.00 700.00 189.35 351.65 159.00 2,349.00 2,859.65

Sanitation

Studies - - - - - - -

Projects 3,482.00 4,270.00 1,218.70 2,263.30 788.00 1,795.00 4,846.30

Slum Upgrading


Studies -

Projects 1,657.00 1,657.00

192.00 206.00 67.20 124.80 14.00 - 2,788.00 2,926.80 Water Supply

Studies - - - - - - - Projects 192.00 206.00 67.20 124.80 14.00 700.00 838.80

Sanitation

Studies - - - - - - -

Projects - - - - - 2,088.00 2,088.00

58,334.00 65,220.34 22,025.50 36,308.50 6,886.34 13,907.00 157,275.27 214,377.11

* If without river front development, then the project cost would be Rs. 2,150 million and total requirement would reduce by Rs.750 million

Village Panchayats

CMA

ComponentSector

JNNURM Approved

Projects

JNNURM Projects -

approved shareJNNURM

Additio nal

Cost to

complete

(State

Govt/ULB)

Other

Assiste d

Projects

(Funding

Identified)

New Projects-

Other than

approved

under

JNNURM

Total

Investment

requirement

(6+7+9)

Municipalities

Towns Panchayats

Possible Funding Source

Total




Main Report 164

35.1 Financing Issues

The major concerns in urban infrastructure financing seen in all implementing agencies are:

Insufficient financial and managerial resources with Urban Local Bodies/parastatals/utilities

Institutional delinquencies and high administrative overheads; Inadequate coverage and service level; Low quality of service and lack of consumer orientation High non-revenue component Wastage Pilferage Unaccounted-for losses Free riders and rebates Inefficient operation and maintenance Poor monitoring and cost recovery Unsustainable resource management practices High capital and maintenance costs

35.2 Potential Financing Sources

1. Internal Accruals of Implementing Agencies

This is the most important source for infrastructure financing, which has the leastencumbrance on any municipal assets, and there is no cost for sourcing this finance.However, internal accruals are not always buoyant. Internal accruals can assist in takingup projects of smaller value and projects which are less revenue generating. The possibleways to generate internal accruals are:

Improvements in property tax and other tax assessment procedure, removal ofexemptions and improved collection efficiency – carry out multi-purpose householdsurvey to identify and bring under tax net unassessed and under assessed properties;

Annual revision in user charges to ensure full cost recovery of all municipal services inmedium term – also use innovative methods for recovery of charges following indirectrecovery method such as betterment levy, development charges, entry fees etc;

Improving the collection mechanism of user charges and if possible entering intoagreements with third party service providers of inelastic services like electricitydistributing companies to allow them to collect the service charges on behalf of ULBs torecover cost of public lighting;

Levying land development charges, wherever applicable to finance low-cot housing forurban poor settlements;

Controlling expenditures through better internal control and initiating cost-efficiencymeasures like energy audits, use of vehicle pools for travel, use of alternative energysources, etc;

Pooling of funds under MP/MLA Local Area Development schemes and pooling fundsunder other untied schemes for infrastructure development.

2. State Govt - Budgetary Support

Assigned revenues from state governments is an important source of infrastructurefinancing. There would be no encumbrance, however, the quantum and timing of the flowof assigned revenue is uncertain. Hence, infrastructure planning based on the assignedrevenues is difficult. However, the ULBs can earmark a portion of the assigned revenuesand then utilize the earmarked fund for specific purposes. In addition, state governmentscan levy additional cess on consumption of electricity or fuel and finance development andO&M of infrastructure like roads and roads furniture, streetlights, etc.




Main Report 165

3. GoI Support

Government of India support out of the various central finance commissions, schemes likeJNNURM, SJSRY, SSA, are vital to finance basic infrastructure of the city. ULBs canclaim higher share of user charges from GoI units like Railways, Airports Authority forusing the civic infrastructure. GoI’s support through schemes like that of JNNURM would

boost the infrastructure development.

4. Indian Financial Insti tutions (Urban Development Financing)

There are various Indian financial institutions engaged in urban development financing.ULBs can enter into agreements with them for financial support. The various agenciesproviding finance in India are TNUIFSL, HUDCO, IL&FS, LIC, and other developmentbanks. Various studies can be undertaken using specific funds earmarked for suchtechnical assistance. Main ULBs may also consider restructuring of existing debts withcheaper interest rate and phased repayment.

5. Bi- lateral Funding

Access to bi-lateral funding agencies can come from agencies like, KfW, SIDA, CIDA,GTZ, JBIC, Department for International Development, UK (DfID) etc. ULBs can requestthe GoI for accessing such funds. These agencies provide grant and loan funding fortaking up various studies and for capital-intensive projects.

6. Multi -lateral Funding

Access multi-lateral funding route to finance the capital-intensive projects and for projects,which provide a steady flow of income. The future income flow would assist in paying themulti-lateral loans. Multi-lateral agencies include the Asian Development Bank and theWorld Bank.

7. Commercial Borrowings/Issue of Bonds

Commercial borrowings include accepting loans from various commercial banks atcompetitive rates of interest. This route also includes issue of tax-free municipal bonds. Inaddition, ULBs can try conversion of future cash receivables into financial or debtinstruments tradable in capital market, issue of Quasi Equity Instrument with Flexiblematurity and payment terms where interest rates could be higher than normal loan withlonger tenor. ULBs can also seek Foreign Direct Investment (FDI) where possible throughFinancial Collaborations, Joint Ventures / Technical Collaborations, Capital Markets viaGlobal Depository Receipts (GDRs / Euro issues), Private Placements, or Preferential Allotments for those sectors, where there is possibility of steady income flow.

8. Private Sector Partic ipationPrivate sectors would be interested in investing in those sectors, where there would be

mutual interest of revenue earning for the private player. Usually, private players wouldnot be keen to invest in sectors, which are not revenue generating from them. Privateplayers can be invited to beautify specific zones of the city, where from they can earnrevenue from advertisement rights. They can assist in O&M activities of municipal assetswhere there can be congenial share of use of the municipal asset like municipal schools,hospitals, parks and squares, community halls, riverfronts, lakes and water bodies, trafficislands and medians.

36 Implementation Capacity

Table 54 provides a summary indication of a number of Implementation considerations and assessedcapacities of key Implementing Agencies to undertake related projects.




Main Report 166

Table 54: Implementation Capacity

Key Implementing Agencies and Service Sectors

CoCCMWSSB

within CMAOther ULBswithin CMA

TNSCBParameters

(Roads, SWM,Drainage, Street

Lights)

(Water Suppl y,Sewerage &Sanitation)


Street Lights)

BasicServices fo rUrban Poor

Demand-Supply mismatch ofinfrastructure requirement

Roads –Weak

SWM – Strong

Drains – Strong

Street Lights -Medium

Strong Very Strong Very Strong

Financial Capacity – Internal Accruals to Finance Infrastr.

Medium Weak Very Weak Very Weak

Financial Capacity – To BorrowFrom Markets

Strong Medium Weak Very Weak

Institutional Framework – To Adopt Reform Measures

Medium Medium Weak Average

Legislative Framework – ToEnforce Reform Measures

Weak Strong Weak Average

Capacity and Skills Available toImplement New Projects

Medium Medium Weak Weak

Requirement for Capacity Building Very Strong Very Strong Very Strong Very Strong

Political Will to InitiateDevelopment

Weak Weak Weak Weak

37 Monitoring and Evaluation

On-going sustainable development with efficient resource utilisation requires the development ofcomprehensive monitoring and evaluation programmes to ensure investments and projects are carriedthrough the full project-cycle (Figure 3) allowing later stages to benefit from the experience of earlierones. Institutional structuring, reform and capacity building must include provision for this componentas discussed in Section 16.

38 Communication & Marketing Strategy

A comprehensive communication and marketing strategy that would integrate the marketing goals,

policies, and action sequences (tactics) into a cohesive whole, which primarily concerns reaching outto prospective investors has been suggested

10. The objective of the marketing strategy would be to

provide a foundation from which these agencies can develop a tactical plan. The communicationsstrategy would act as a guide to communicate with stakeholders – both externally and internally.

10 See Marketing & Communications Strategy and Plan.




Volume 2: Stakeholder Participation

Part 1: SMP Workshop

Part 2: CDP Stakeholder Participation Events

Volume 3: Technical Annexes

Annex 1: The Residents of the CMA - Demographic Profile

Annex 2: The Economy

Annex 3: JNNURM Funding and Reforms

Annex 4: Traffic and Transportation

Annex 5: Water Supply

Annex 6: Sewerage and Sanitation

Documents

Chennai City Development Plan 2009