planning for urban governanace

URBAN INSTITUTIONAL FRAMEWORK
AIM: To enhance effective governance at urban institutional level
AIM AND OBJECTIVES
OBJECTIVES
 To study governance in urban infrastructure projects
 Identification of problems and issues at urban institutional levels
 To provide suggestions that would increase the share of public participation
at governance level

IMPORTANCE OF URBAN INFRASTRUCTURE
PROGRAMMES IN INDIA
PERFORMANCE AUDIT OF
IMPLEMENTATION OF JNNURM IN AP
EVOLUTION OF URBAN GOVERNANCE
SCENARIO OF URBAN INSTITUTIONS IN
HYDERABAD
SUGGESTIONS TO OVERCOME THE ISSUES
INTRODUCTIONTOURBANGOVERNANCE
JNNURM
AMRUT
PROS AND CONS
HISTORY
MCH
GHMC
METHODOLOGY

• The term “institutional framework” refers to a set of formal organizational
structures, rules and informal norms for service provisions. Such a
framework is the precondition for the successful implementation of a
project.
• A lack of a sound institutional framework is the root cause of many
failures in service delivery.
INSTITUTIONAL FRAME WORK ?
REFERENCES: Challenges in Developing an Institutional Framework

• It is a system by which a state, nation or community is governed. It is something
that makes the law of the land and ensures that all the people in that nation or
community are treated fairly by those laws.
• It makes laws for the social and economic welfare of all members of the
community.
• Governments can be classified into several types. Some of the more common
types of governments are:
REFERENCES: MOCOMI.COM, SLIDEPLAYER.COM
GOVERNMENT ?

GOVERNANCE ?
• The exercise of political, economic and administrative authority in the
management of a country’s affairs at all levels.
• Governance is a broader notion than government. Governance involves interaction
between formal institutions and civil societies. "Governance" is the art of public
leadership. There are three distinct dimensions of governance:
 The form of political regime.
 The process by which authority is exercised in the management of a country’s
economic and social resources.
 The capacity of governments to design, formulate, and implement policies and
discharge functions.
REFERENCES: INTERNATIONAL INSTITUTE OF ADMINISTRATIVE SCIENCES, NOVARTIS
FOUNDATION FOR SUSTAINABLE DEVELOPMENT

GOOD GOVERNANCE?
Good governance occurs when societal norms and practices empower and
encourage people to take increasingly greater control over their own development in
a manner that does not impinge upon the accepted rights of others.
The criteria that constitute good governance:
• Legitimacy of government (degree of "democratization"),
• Accountability of political and official elements of government (media freedom,
transparency of decision-making, accountability mechanisms),
• Competence of governments to formulate policies and deliver services,
• Respect for human rights and rule of law (individual and group rights and
security, framework for economic and social activity, participation).
REFERENCES: UNDP Internet Conference Forum on "Public Private Interface in Urban
Environmental Management“, Policy Affairs Centre

URBAN GOVERNANCE ?
• Urban governance can be defined as the many ways that institutions and
individuals organize the day-to-day management of a city, and the processes used
for effectively realizing the short term and long-term agenda of a city's
development.
Urban Governance Indicators:
• Decentralization – Financial, political
• Planning and predictability
• Effectiveness
• Private sector
REFERENCES: UNCHS Expert Group Meeting on Urban Poverty and Governance
Indicators
• Freedom,Justice,Fairness,EquitY
• Accountability and Transparency
• Responsiveness
• Participation

GOOD URBAN GOVERNANCE?
•It is a process by which quality of life in the cities can be improved. It is inextricably linked to
citizen welfare and enables the community to access the benefits of urban citizenship including
adequate shelter, security of tenure, safe water, sanitation, a clean environment, health, education and
nutrition, employment and public safety and mobility.
REFERENCES: The Governance Working Group of the International Institute of Administrative Sciences 1996.
URBAN GOVERNANCE INSTITUTIONS
• There are a large number of institutions at state and city levels associated with governing urban
areas – cities and towns. They include:
• State Level – Departments of urban administration, housing, water supply, public health,
environment, welfare, education, health, home, planning, etc. State Finance Commission, State
Election Commission, are the other institutions
• City level - Urban Local Bodies, City Police Department, Pollution Control Boards,
• Parastatal Agencies –DUDA, Development Authorities, Housing Boards, etc

(JNNURM & AMRUT)
IMPORTANCE OF URBAN
INFRASTRUCTURE IN INDIA

INTRODUCTION
• Infrastructure is the basic structure, services and facilities required for the proper
functioning of an economy.
• It refers to the structure require to support the society such as Transportation,
Agriculture, Water Management, Tele - communication, Industrial and
commercial development, power, petroleum and natural gas, Housing and other
segments such as mining, disaster management services and technology related
infrastructure.
• Urban Infrastructure refers to the physical structure present in cities and towns.
• Infrastructure development is a key role to play in both Economic growth and
poverty reduction.
Source: urban infrastructure –in-India by kanishka-87

• In the 1950s the general perception of the policy makers was that India is pre-
dominantly an agriculture-based economy.
• The importance of urban infrastructure has seen a dramatic change from the 1950s
till now.
• Its importance can easily be estimated by the fact that the percentage of urban
population increased from 17.28% in 1951 to 33% in 2015.
• The contribution of the urban population to the GDP has been calculated to be
around 35% and by 2050 it is estimated that cities would contribute 70% of
country’s GDP.
IMPORTANCE
Source: urban infrastructure –in-India by kanishka-87

JNNURM
Jawaharlal Nehru National Urban
Renewal Mission (JnNURM)
• JnNURM is a unique project dedicated to
the redevelopment of India's cities.
• Cities and towns of India constitute the
world’s second largest urban system. They
contribute over 50% of country’s Gross
Domestic Product (GDP) and are central
to economic growth.
• JnNURM was a massive city-
modernisation scheme launched by the
Government of India under Ministry of
Urban Development.
• It was launched in 2005 for a seven-year
period (up to March 2012)
Source: www.jnnurm.nic.in

AMRUT
Atal Mission For Rejuvenation and Urban
Transformation (AMRUT)
• The scheme was launched by Prime
Minister Narendra Modi in June 2015 with the
focus of the urban renewal projects is to
establish infrastructure
• The scheme is dependent with public private
partnership model(PPP). It includes various
other schemes like Swatch Bharat
Mission, Housing for All 2022, along with the
local state schemes related to water supply and
sewerage and other infrastructure related
schemes.
• The focus will be on core infrastructure services
Source :www.amrut.gov.in

DIFFERENCES
Source :www.amrut.gov.inSource :www.jnnurm.nic.in
JnNURM AMRUT
1.JnNURM aims at creating
‘economically productive, efficient,
equitable and responsive Cities
1.It aims at Providing basic services (e.g.
water supply, sewerage, urban transport)
to households and Build amenities in
cities
2.It is a wide-ranging urban sector
reforms to strengthen municipal
governance in accordance with the 74th
Constitutional Amendment Act, 1992
2.This will improve the quality of life for
all, especially the poor and the
disadvantaged.
3.The Mission shall comprise two Sub-
Missions,
(i) Sub-Mission for Urban Infrastructure
and Governance
(ii) Sub-Mission for Basic Services to the
Urban Poor
3.AMRUT can be considered to be a
remodelled version of the JnNURM
wherein the government has worked on
many flaws present under the earlier
programme.

FOCUS
Source :www.amrut.gov.inSource :www.jnnurm.nic.in
JnNURM AMRUT
Urban Renewal Water Supply
Water Supply Sewerage facilities and septage management
Sewage and Sanitation Storm Water drains to reduce flooding
Solid Waste Management Pedestrian, non-motorized and public transport
facilities, parking spaces
Storm Water Drains Enhancing amenity value of cities by creating
and upgrading green spaces, parks and recreation
centre's, especially for children
Urban Transport
Parking spaces Reform Management & support
Housing Capacity building.
Development of heritage
areas
Preservation of water bodies
Prevention & rehabilitation
of soil erosion

COVERAGE OF JnNURM
A
Cities/UAs with 4 million plus
population as per 2001 census
07
B
Cities/UAs with 1 million plus but less
than 4 million population as per 2001
census
28
C
Selected cities/UAs (state capitals and
other cities/UAs of religious/historic
and touristic importance)
28
• JnNURM concentrated the most populous
states in the country.
• The JNNURM which was the primary
urban development programme under the
UPA Government covered 63 urban
agglomerations/cities across the country
Source : jnnurm.nic.in

AMRUT
• 500 cities across the country having a population > 1 lakh.
 Some cities situated on stems of main rivers
 A few capital cities
 Important cities located in hilly areas, islands and tourist areas
 AMRUT would have to ensure that the projects are not concentrated in a few
states and major cities. The government needs to ensure that the scheme aids
small towns across the country.
Source : thekarmayogi.com
COVERAGE

S.N
O
NAME OF
THE
STATE/CIT
Y
NO.OF
CITIES
/
TOWN
S
S.N
O
NAME OF
THE
STATE/CITY
NO.OF
CITIES/
TOWNS
1 Andhra
Pradesh
31 19 Chattisgarh 9
2 Telangana 11 20 Andaman &
Nicobar
1
3 Uttar Pradesh 64 21 Arunachal
Pradesh
1
4 Maharastra 37 22 Chandigarh 1
5 Tamil Nadu 33 23 Goa 1
6 Gujarat 31 24 Assam 4
7 Karnataka 21 25 Delhi 4
8 Rajasthan 30 26 Dadar & Nagar
Haveli
1
9 West Bengal 28 27 Daman & Diu 1
10 Bihar 27 28 Jammu &
Kashmir
3
11 Odisha 19 29 Madhya Pradesh 32
12 Haryana 19 30 Uttarakhand 6
13 Kerala 18 31 West Bengal 59
14 Punjab 17 32 Pondichery 2
15 Manipur 1 33 Nagaland 2
16 Meghalaya 1 34 Tripura 1
17 Mizoram 1 35 Sikkim 1
18 Jharkhand 7 36 Himachal Pradesh 1
Source: amrut.gov.in
COVERAGE contd…

FUNDING PATTERN & BUDJET ALLOCATION
JNNURM
Urban Infrastructure and Governance
Funding Pattern
Grant ULB/Parastatals/Loan
from Financial InstitutionCentre State
Cities with 4 million plus population
35% 15% 50%
Cities with million plus but less than 4 million population
50% 20% 30%
Cities in North Eastern States and J&K
90% 10%
Other Cities
80% 10% 10%
Setting up desalination plants (for any city) 80% 10% 10%
Source : jnnurm.nic.in
• The MoUD used to give project-by-project sanctions.
• An amount of Rs. 50,000 crore is earmarked during the seven year period.
under:
 UIG : Rs. 25500 Crore
 BSUP : Rs. 13650 Crore
 UIDSSMT : Rs. 6400 Crore
 IHSDP :Rs. 4450 Crore

• Formula for allocation to states – Total
population and no. of statutory urban towns
(50:50)
• The total outlay for AMRUT is Rs.50,000
crore for five years from 2015-16 to 2019-
20.
• The Central Assistance (CA) for the
projects will be in three instalments of
20:40:40 of the approved cost.
• In the AMRUT this has been replaced by
approval of the State Annual Action Plan
once a year by the MoUD
Funds Distribution Annual
Budgetary
Allocation
Project fund 80%
Incentive for reforms 10%
State funds for A&OE 8%
MoUD funds for A&OE 2%
½ of project cost to
cities having population
< 10 lakhs
1/3 of project cost to
cities having
population > 10 lakhs
Source : amrut.gov.in
AMRUT
FUNDING PATTERN & BUDJET ALLOCATION
• Central Govt. assistance:

ORGANISATION STRUCTURE
JnNURM AMRUT
National Level – Apex
Committee(AC) chaired by Secretary
(UD), GOI
State Level – SHPSC chaired by
Chief Secretary, UDD
District Level – Review and
Monitoring Committee co-chaired by
M.P with D.C.
City Level – ULBs will be
responsible for implementation of
Mission
Source :www.amrut.gov.in
Joint Secretary & Mission
Director (JNNURM)
Director (NURM)
Secretary (NURM)
Section Officer
Source :www.jnnurm.nic.in

TRANSFORMATION: From JnNURM to AMRUT
Issue in JNNRUM Corrective Measure through AMRUT
1 Unsatisfactory Implementation of Reforms: Less
than 3/4th of the reforms were implemented in
North East States, Haryana and Bihar; while
some states could not even manage to roll out the
reforms.
AMRUT seeks to incentivize reform by earmarking 10%
of the total funds as an incentive to be released on
implementation of reform measures.
2 Slow Progress of Projects: Overall, only 42%
projects were completed under JNNRUM (even
after extension of deadline by 2 years).
Government would be allocating funds for these
incomplete projects and extend the deadline for their
completion. Also, now the state governments would only
submit a State Annual Action Plan based on which they
would be allocated funds. The Centre will not appraise
individual projects.
3 Narrow Eligibility Condition For Projects: The
eligibility conditions for assistance under the
JNNURM were narrow and only 63 cities/urban
agglomerations qualified for assistance under the
scheme.
AMRUT would cover projects in 500 cities and towns
each with a population of 1 lakh and above, some cities
situated on stems of main rivers, a few capital cities and
important cities located in hilly areas, islands and tourist
areas.
4 Limited Scope of Modernization: JnNURM
focused upon treatment of sewage and garbage,
augmentation of water supply, building roads and
flyovers.
New additions being introduced include digitization and
Wi-Fi zones in cities, aimed at improving urban
governance.
Source :www.swanithi.com

SECTOR WISE LIST OF PROJECTS SANCTIONED AND
COMPLETED UNDER JNNURM
0
20
40
60
80
100
120
140
160
180
Sector wise comparison of projects
sanctioned vs completed
No.of projects sanctioned No.of projects completed

STATE WISE PROJECTS SANCTIONED AND COMPLETED
UNDER JNNURM
And
hra
Pra
des
h
Aru
nac
hal
Pra
des
h
Cha
ndi
gar
h
Cha
ttisg
arh
Del
hi
Guj
arat
Har
yan
a
Kar
nata
ka
Ma
dhy
a
Pra
des
h
Ma
hara
stra
Nag
alan
d
Oris
sa
Pun
jab
Raj
asth
an
Sik
kim
Ta
mil
nad
u
Utta
r
Pra
des
h
Utta
rak
han
d
We
st
Ben
gal
No.of Projects Sanctioned 52 3 2 1 23 71 4 47 22 80 3 4 4 12 2 48 33 14 66
No.of Projects Completed 25 2 2 1 9 52 3 26 11 42 1 1 2 4 1 23 4 1 17
Column1
0
10
20
30
40
50
60
70
80
90
State wise projects Sanctioned & Completed
No.of Projects Sanctioned No.of Projects Completed

JnNURM POSITIVES(UIG)
• According to the MoUD, as on july 2012, there were a total of 554 projects approved
under UIG with a total cost of 622.53 billion.
• Out of these 554 projects:
 Maharashtra (with 5 mission cities) had the maximum number of 80 projects,
 Gujarat (with 5 mission cities) at 72,
 West Bengal (with 2 mission cities) at 69,
 Andhra Pradesh (with 4 mission cities) at 52 and
 Tamil Nadu (with 3 mission cities) at 48.
• When it comes to implementation of reforms, initiation of early action to get projects
approved, commitment to speedily implement projects and the inclination to take up
parallel urban initiatives, andhra pradesh, gujarat, karnataka, maharashtra, tamilnadu
madhya pradesh and west bengal has showngood number of urban best practices.
Source : www.planningcomission.gov.in

BSUP PROJECTS UNDER JnNURM
STATE NO.OF HOUSES
SANCTIONED
NO.OF HOUSES
COMPLETED
Andhra Pradesh 60,534 22,024
Tamil Nadu 47,797 9,598
Gujarat 42,396 15,596
West Bengal 98,530 30,598
Karnataka 13,777 7,370
Maharashtra 75,404 17,248
Delhi 67,784 14,844
Uttar Pradesh 63,537 26,303
• A Total of 1,610 projects had been approved under BSUP.
• Total project cost of Rs. 417.23 billion as of December 2012, for
construction/upgradation of 1.57 million units in various cities and towns.
• Out of this, a total of 0.62 million houses were reported to have been
completed

FEW BEST PRACTICES IN JNNURM
• Andhra Pradesh, off-site real-time monitoring system to provide real-time
information on solid waste management, urban planning, public works and street
lighting to municipal managers and citizens in the Greater Hyderabad Municipal
Corporation and taking up innovative IT solutions for improving urban water supply
management through Supervisory Control and Data Acquisition (SCADA) in
Vijayawada
• In Gujarat, the introduction of Bus Rapid Transit System in Ahmedabad and a
citywide e-governance system to improve service delivery in Surat
• In Karnataka, using GIS for a better property tax regime, thereby also ensuring a
four-fold increase in the tax revenue of the Brihan Bangalore Mahanagar Palika, and

• In Maharashtra, Nagpur’s city-wide 24x7 water supply initiative and
• Pune’s solid waste management project integrating the informal sector, moving
towards 100 per cent scientific processing of waste.
• Tamil Nadu focused on timely implementation and completion of a large number
of their small town projects, thereby reaching the benefits to the urban residents
faster.
• There are specific instances of definite change for the better, like the project taken
up in Sellur area of Madurai to ensure better living conditions for slum dwellers
through preventing stagnation of garbage in Sellur Odai, and providing safe and
quality drinking water to slum dwellers
FEW BEST PRACTICES IN JNNURM CONTD…

FAILURE OF JnNURM
 Competence of Planners
• The mission was centrally planned in New Delhi and its objectives were blindly
accepted and adopted across the states
• The required administrative reforms and accountability were ignored.
• The infrastructure planning was limited to just addition of new Core Infrastructure as
suggested by private consultants.
• The planners were neither trained nor competent in understanding the social needs
for which they were planning
• This was one of the major flaws that resulted in failure
Source :www.effectivestates.org

 Approach adopted by Planners.
• One of the mission's primary objective was a projection that improving
infrastructure would be a solution and would cause urban renewal.
• The objective failed to account for capability/capacity & willingness of ULB
authorities to learn, participation of the citizens being limited to just inviting
comments, and lack of focused research were the important reasons for its failure.
 Funding of Projects.
• Since the Objectives of the mission were vague and not easily understood, the funds
were either diverted or misused.
The central funding had to be matched by the states to achieve stability. But lack of
monitoring, review and no provision for midterm course correction caused serious
damage to the renewal mission.
FAILURE contd…
Source :www.effectivestates.org

PERFORMANCE AUDIT OF
IMPLEMENTATION OF JNNURM IN AP

PERFORMANCE AUDIT OF IMPLEMENTATION OF JNNURM IN AP
ORGANISATIONAL SETUP
 JNNURM functions under the overall guidance of a National Steering Group (NSG)
 The NSG is supported by a Technical Advisory Group (TAG) whose task is to appraise
proposals, and a Central Sanctioning and Monitoring Committee (CSMC)
 At the State Level, the programme is co-ordinated by a State Level Steering Committee
(SLSC).
Agency Function(s) Remarks
STATE LEVEL NODAL
AGENCY (SLNA)
Appraisal of projects, management of
grants, management of revolving fund
for O&M
APUFIDC
PROGRAMME
MANAGEMENT UNIT (PMU)
Providing requisite technical and
managerial support
PMU for AP was
sanctioned in 2008
PROJECT
IMPLEMENTATION UNIT
(PIU)
With a focus on enhancing the pace and
quality of implementation of JNNURM.
17 PIUs for 3 mission
and non mission cities
Source: JNNURM guidelines

AUDIT FRAMEWORK
AUDIT OBJECTIVES
 Reform agenda was implemented effectively;
 Individual projects were planned properly and executed economically and efficiently and
achieved their intended objectives;
 Financial control was exercised adequately; and
 Mechanism for monitoring and evaluation was adequate and effective.
AUDIT CRITERIA
 Mission Guidelines, instructions, circulars, orders and toolkits issued by the GoI from
time to time;
 Tripartite Memorandum of Agreement signed between the GoI, State Government and
the ULBs;
 Detailed Project Reports (DPRs) of selected projects; and
 Andhra Pradesh Financial code and instructions issued by the State Government from
time to time.
SOURCE : www.saiindia.gov.in

 Audit was carried out between April 2011 and June 2012 and covered
the implementation of projects during the entire mission period of JNNURM
 Out of the 251 projects approved for the State under JNNURM, 74 projects with (53 percent) falling under
the 4 Mission cities and 38 Non-Mission cities were selected for detailed audit scrutiny.
Status of sampled projects
Component wise details
AUDIT SCOPE

EXECUTION OF PROJECTS
The year-wise break up of projects approved and completed as reported (December 2012) by the State
Government
As of March 2012, 251 projects were approved by GoI for implementation under JNNURM in Andhra
Pradesh

LIST OF COMPLETED POJECTS UNDER UIG & BSUP IN HYDERABAD
S.N
O
UIG SECTOR (IN
LAKHS)
1 Rajiv Gandhi circle Flyover/roads 3,300.00
2 GreenlandJunction Flyover/roads 1,727.00
3 chandrayangutta Flyover/roads 1,101.00
4 pipeline Shadnagar
to prashanth nagar
Water Supply 9,493.00
5 Diversion Krishna
to sec-bad
6 storage facilities on
South of south
Musi
7 storage facilities on
South of north
Musi
Water supply 2,981.00
8 Control and Data
Acquisition System
Water Supply 990.00
9 Strengthening of
Sewerage system in
Old City area
Sewerage 14,505.00
10 Krishna Drinking
Water Supply
Project - Phase II
Water supply 60,650.00
SOURCE: www.jnnurm.nic.in
Data as on 07-08-2014
S.N
O
BSUP SECTOR COST
(CRORES)
1 Revised BSUP Project
for Construction of
25761 DUs.
housing 414.62
2 Providing Infrastructure
Houses Constructed
Under VAMBAY
Intrenal Roads & Site
Leveling
infrastructure 49.73
3 provision of
infrastructure facilities
in the slums of MCH
divisions I to IV, by
GHMC
4 provision of
in the slums of
MCH divisions V to
VIII
5 provision of
in the slums of
MCH divisions IX to
XII
SOURCE: www.jnnurm.nic.in
Data as on 16-11-2015

CONCLUSION
 Implementation of the mandatory and optional reforms by Government was largely satisfactory.
 Execution of a majority of test checked projects was adversely affected due to non-availability of required
land/defective designs.
 Lack of co-ordination with the related departments, splitting up of works into innumerable sub-works, change
of technology
 Monitoring mechanism was not adequate to ensure that projects were executed within time to the envisaged
quality standards.
RECOMMENDATIONS
 State Government should ensure preparation of Detailed Project Reports with authenticated inputs from
survey reports and ensure strict compliance with all the pre-requisites before commencing project execution.
 Effective co-ordination with other Departments responsible for granting clearances must be ensured.
 Government orders relating to two-stage tendering process (survey and investigation, and execution) should
be strictly adhered .
 Monitoring mechanism, as stipulated in the guidelines, should be strengthened to ensure that projects are
executed on time within the budgeted cost.

EVOLUTION OF MUNICIPAL GOVERNANCE IN INDIA
Time Period Developments
2300-1750 BC
(Indus Valley
Civilisation)
wide streets, market places, public offices, drainage and
sewerage system
Post-Mauryan Appointment of a chief executive officer
320-540 AD
(Gupta)
•Towns administered by a council
•Provision of having elected administrative officers
1526-1707 AD
(Mughal)
Municipal administration vested in kotwal.
Between disintegration of Mughal
Empire
and advent of the British
•Anarchy and military feudalism in most parts of the
country
•Local institutions perverted or weakened
1642 Sir Josia Child obtains a Charter from the British
Monarch, James II, to set up a corporation
at Madras
1720 A royal Charter issued for establishing a mayor’s court in
each of the three presidency towns of Madras, Bombay
and Calcutta

1793 By a Charter Act, the British establish local institutions in Bombay,
Calcutta and Madras
1850 Act passed to permit formation of local committees
Up to 1863 Local institutions in urban areas did not make much progress and
were confined to about 20
Towns.
1870 •Lord Mayo’s resolution released
•Municipal Acts passed to enlarge municipal powers , introduced the
system of local finance
After 1870 and up
to 1880
•Principle of local self-government put into practice only in the
cities of Calcutta and Bombay.
1882 Lord Ripon’s resolution released; advocated for establishment of a
network of local self government Institutions.
1888 Functioning of local governments for several years had some
positive results.

1907 Municipal Acts of several provinces amended , but no real
progress achieved
•Local self government continued to be one of the
functions of the district officer
1914-1919 Government of India Act, 1919 enacted; responsibility for
local government transferred.
Up to 1947 Laws governing local bodies enacted during the period
1917 to 1937 fail to prescribe an effective system for day-
to-day management of municipal affairs
1950 Constitution places local government & urban local
government, within the legislative competence of the
States.
Since 1949 Numerous committees and commissions appointed by the
Central and State
1985 •Ministry of Urban Development established
•National Commission on Urbanisation

1989 Attempt to introduce the Constitution (63rd Amendment)
Bill; also known as Nagarpalika
(Municipality) Bill; contained provisions for strengthening
of urban local governments
1991 Bill [named Constitution (73rd Amendment) Bill]
introduced again by the Government
1992 Constitution (74th Amendment) Act finally accepted and
enacted
Since 1992 Most State municipal Acts amended
• Reforms underway in the structure and functioning of
urban local governments

SCENARIO OF URBAN
INSTITUTIONS IN HYDERABAD

• THE QUTB SHAHI STAGE (OR) THE FIRST TWIN CITY STAGE (1591-1687).
Hyderabad city was planned on a grid pattern consisting of two main roads, running East–West and
North–South and intersecting at Charminar, the city centre.
• THE TRANSITIONAL PHASE (1687-1725).
This period began with a halt in the active life and growth of the city.
The authority was shifted from Hyderabad to Aurangabad, the Southern headquarters of Moghul
Empire.
Towards the end of 1725 Nizam Mulk Asaf Jah founded the Asaf Jahi Dynasty of Hyderabad and took
firm control of the Deccan & the Hyderabad city.
• THE EARLY ASAF JAHI PERIOD (1725-1798).
This period is characterized by two distinct phases,
• INHIBITION (1725–1763):-
It was one of the great economic stress and strain for Hyderabad because Aurangabad was still the
capital.
The death of Asaf Jahi I in 1748 and the Anglo – French struggle for supremacy over Deccan (1750-
1760) renewed political uncertainty which adversely affected Hyderabad’s growth.
• ACCELERATION (1763–1798):-
The Nizam of the Deccan, Nizam Ali Khan (1761-1796) shifted his head quarters to Hyderabad.
Hyderabad thus re-emerged as the Chief City of the Deccan after an eclipse of seventy six years.
HISTORY

4 THE SECOND TWIN CITY STAGE (1798-1874).
In 1798 two significant political decisions profoundly altered the course of the city’s development.
Decision 1:-
In the first instance the subsidiary alliance of the Nizam with the East India Company in 1798 created
Secunderabad and consequently ushered in second phase of the development of Hyderabad through
with settlements.
Decision 2:-
The Nizam’s permission for the construction of the British Residency on the North bank changed the
trend of the Hyderabad’s growth.
In 1886, the Chadargat becomes Chadarghat Municipality. The Hyderabad City Police, established in
1847, is the law and order enforcement agency.
https://en.wikipedia.org/wi
ki/Hyderabad

5 THE RAILWAY PERIOD (1874-1908).
The inception of the Railway in the twin cities led to a considerable growth, much of it oriented to the
Railway stations, goods yards, associated ware house areas and industrial regions. From Bombay, the
Railway line spanning Hyderabad and Secunderabad in 1874 was extended to Madras via Warangal in
1898.
6 THE MODERN (OR) METROPOLITAN STAGE (1908-1956).
 The modern area of the twin settlements and their fusion into a great metropolis. The flood of 28th
September, 1908 was subsequently followed by events of economic & political significance which
changed the social, cultural, political & economic structure of the twin cities.
 In the year 1912 and greater attention was given to the provision of infrastructure facilities have
added to the physical growth of the city.
 In 1921, Hyderabad Municipality increases to 84 sq km. Electricity, water and sewerage services to
general public were first commissioned in 1925, with the establishment of The City Endowment
Board.
 In 1933, The two Boards amalgamated into a Corporation and given statutory status under the
Hyderabad Municipal Act,

7. THE DEVELOPING STAGE (1956-1985).
Hyderabad is constructed as Capital of Andhra Pradesh from 1st November, 1956.
In 1960, the budget of the Corporation was 1.5 crores; raised to 1000 crores in the next 45 years
8 . THE PRE-IT REVOLUTION STAGE (1986-2000).
Hyderabad witnessed growth of public sector enterprises. Numerous organizations set up base and
attracted people to come and settle down in Hyderabad.
In 1992, 74th act has been enacted this marks the beginning of a historic reform to decentralize power
to the people. It provides a constitutional form to the structure and mandate of urban local bodies to
enable them to function as effective institutions of self-government.
9 THE TRI-CITY STAGE HYDERABAD-SECUNDERABAD, CYBERABAD (2001
ONWARDS).
The development of HITECH City led to the formation of Cyberabad City.
The city grew in leaps and bounds during this decade. the civic agencies were faced with complex
urban challenges. Highlights of this period are the development of the International Airport, Financial
District, Outer Ring Road and the expressways.
Source: cgg.gov

URBAN GOVERNANCE IN HYDERABAD:
•All states amended the municipalities and corporation Acts in 1994 to give effect to
the 74th Constitution Amendment Act
•There were two municipal laws in the state prior to the 74th Constitution Amendment:
(a)Andhra Pradesh Municipalities Act, 1965
(b)Hyderabad Municipal Corporations Act, 1955 (which governs Hyderabad,
Visakhapatnam and Vijayawada Municipal Corporations)
THE AIM OF THE DECENTRALIZATION PROCESS WAS TO:
•Make urban governance closer to people.
•Efficient delivery of urban services and improve quality of life.
TASK OF GOVERNANCE IN HYDERABAD :
Alleviating poverty, infrastructure, sanitation, transport, environment, etc.
Soure:www.cgg.gov.in

PRE-MCH:
FORMATION OF HYDERABAD MUNICIPAL BOARD AND CHADERGHAT MUNICIPAL
BOARD :
• In the year 1869, Municipal administration was first introduced for the city of Hyderabad. At that time,
city was just 55 km2 with a population of 3.5 lakhs.
THE FIRST CORPORATION:
• In 1933, Chaderghat Municipality was merged with Hyderabad Municipality to form Hyderabad
Municipal Corporation
• The Hyderabad Corporation and the Secunderabad Corporation, were established in 1950 via the
Hyderabad Corporation Act.
• Once again in "1955", both the municipal corporations of Hyderabad and Secunderabad were merged
to form Municipal Corporation of Hyderabad (MCH).
• In 1956, Hyderabad became capital of Andhra Pradesh after the state was formed.
FORMATION OF GHMC:
• The Greater Hyderabad Municipal Corporation was formed on 16 April 2007 by merging 12
municipalities and 8 gram panchayats with the Municipal Corporation of Hyderabad.
SOURCE:Municipal_governance_in_India

HYDERABAD AREA MAP
HMDA: 7,228 sq kms.
GHMC: 625 sq kms.
MCH: 173 sq kms.

AREA & DEMOGRAPHY
• Hyderabad is the sixth largest city in the urban agglomeration in India.
• The Urban Agglomeration consists of the Municipal Corporation of Hyderabad (MCH) (172 sq.km),
surrounding 12 municipalities.
• The urban agglomeration population has increased from 4.3 million in 1991 to 5.7 million in 2001.
This as more than 50 % during 1981-91 and 27% during 1991-2001.
AREAS THAT WERE COVERED UNDER
MCH
Circle I – Moosarambagh, Saidabad, Saroornagar, Barkas,
Moghalpura, Chaderghat.
Circle Ii – Falaknuma, Zoo Park, Puranapul, Begum Bazaar,
Shali Banda Etc.
Circle Iii – Amberpet, Kachiguda, Himayathnagar,
Bholakpur, Nallakunta Etc.
Circle Iv- Golkonda Military Area, Hakimpet,
Mehdipatnam, Mallepally, Langer House.
Circle V – Jubilee Hills, Banjara Hills, Yousufguda,
Sanathnagar, Khairatabad Etc.
Circle Vi – Esamia Bazaar, Agapura, Gun Foundry Etc.
Circle Vii – Secunderabad Division.

• As per the 2011 census, the urban population of Hyderabad city was more than 77 lakh.
• Total Metropolitan Area Population of Hyderabad in 2015 - 11,458,741 (11.4 million)
• After the formation of GHMC, infrastructure works costing Rs.13470 Crores have been
sanctioned out of which works costing Rs.6531 Crores have been completed.

GHMC SERVICES:
a) Public Health, Sanitation, Street Lighting etc.
b) Provision and maintenance of infrastructure – Roads, Storm Water Drainage, Under
Ground Drainage ,Street Lights, Parks & Play Grounds etc
c) Regulatory activities – building constructions, trade licenses etc
d) Resource mobilization.
e)Implementation of urban poverty alleviation programmes.

• Among large cities in India, Hyderabad has been at the forefront of
municipal reforms in areas such as
• Municipal finance,
• partial privatization of urban services,
• Introduction of new public-private partnership arrangements for service delivery,
• “Good governance” through measures aimed at improving transparency and
accountability of the government.

RS. 5 MEAL SCHEME:
• A pilot project offering hot and hygienic meals for the poor
at Rs. 5 .
• It provided food to as many as 12.50 lakh people in
the last one year
• GHMC has introduced this scheme with the help of Hare
Krishna Foundation
HYGIENIC ‘GREEN TOILET‘CONCEPT:
• April 30, 2011, the first ‘green toilet' in the city was
opened
• It equipped with solar power system, energy-efficient
LED lights and waterless
• It is constructed in built-operate-transfer model
• The GHMC had also announced that it would build 50 bio-
toilets for women on priority.
www.newindianexpress.com/ghmc-public-toilets www.thehansindia.com

THE E-SEVA INITIATIVE:
 Designed to simplify and accelerate public services, and most
importantly to improve the relationship between government and the
public by reducing corruption,
 It is a single-window set-up that allows “customers” to pay their
utility bills at one stop .
PROPERTY TAX REFORM
 A self-assessment scheme for property tax, was
successful in increasing revenues.
 To be successful, it was important that tax-payers
perceive rapidly visible improvements in service
quantity, quality and delivery system
SOURCE:www.meeseva.gov

CITIZENS’ CHARTER:
• The public is a partner in resource mobilization, and that citizens who meet
their responsibilities have the right to demand a certain level of service in
return.
• These rights have been spelled out by the MCH in the form of a Citizens’
Charter. i.e; Simple, Moral, Accountable, Responsive and Transparent
SOURCE:http://www.tniusnews.org

OFF SITE REAL TIME MONITORING SYSTEM (OSRT)
•OSRT is a unique easy-to-use mobile phone mechanism to generate real-time off-site images of
municipal activities valued by citizens.
•OSRT utilizes image compression, photo comparison and perimeter binding
technologies.
BIRTH / DEATH CERTIFICATES:
•The service helps the citizen to apply for death and birth
certificate from the e-Seva center or through online.
CITIZEN SERVICE CENTRES:
•The objective of the Citizen Service Centres is to provide complete disintermediation in
providing services and make officers became responsive and responsible.
GREEN CHANNEL:
•This initiative has been launched for the hassle free and speedy issuance of building
permits to the citizens.
SOURCE:http://www.tniusnews.org

NON-STATE ACTORS IN URBAN GOVERNANCE:
• The World Bank - Municipal Services for the Urban Poor, Water and Sanitation Programme ,with
UNDP.,
• The UK development agency DFID - Report Card on Civic Services in Hyderabad, Centre for Good
Governance,
• UN-Habitat and Cities Alliance - City Development Strategy .Had an impact on urban governance
by introducing new norms in service delivery.-civil society organizations are also involved.
Ex: Lok Satta and PUCAAR
• Lok Satta (People’s Power) is an organisation whose goals include promoting good government and
fighting corruption and the criminalisation of politics.
• People’s Union for Civic Action and Rights (PUCAAR) emphasis is on communal harmony and the
empowerment of the marginalized and poor
• SOURCE:www.cess.ac.in

ROADS
• The Greater Hyderabad Municipal Corporation’s (GHMC) is failing in maintaining standards in
laying the roads in the capital city.
• Use of sub standard material on BT roads causes damage of roads instantly on busy roads, a
report says
• Delay in repairs on stretches carrying heavy vehicular traffic causes frequent road accidents
• Roads and Buildings Department and submitted a report to the government revealed that The
Black Tap (BT) roads laid by the contractors on the busy areas have not more than 6 months life
due to usage of substandard material.
• The road network connecting Hi-tech City to Panjagutta and Hi-tech city to Borabanda eroded
within a month after the works completed in the last two years due to the use of low quality
substances.
• The R&B was maintaining 190 km, including intercepting State highways, and the remaining
80km road was owned National Highway Authority.
CONTINUED ……
ISSUES

CONTINUED ……
RAIN WATER PITS
A whopping Rs 100 crore collected by the Greater Hyderabad Municipal
Corporation (GHMC) from house owners and building contractors over the past
three years for digging rainwater harvesting pits have allegedly been diverted or
lying unaccounted.
The GHMC, under the Water, Land and Trees Act (WALTA) had been collecting
Rs 8 for every square yard for recharge pits. "It is evident that no proper records
were maintained about the funds.

TAX PAYERS
• Home owners who paid their tax early are disappointed with the GHMC for its failure to live up to
its promise. The Greater Hyderabad Municipal Corporation had announced that five per cent
discount would be offered on property tax for owners who paid their tax by April-end.
• With just four days to go for the first month of the current financial year to end, the tempting sop
is yet to be implemented. Over 90,000 tax payers have till now paid `22 crore, but nobody has
got the rebate.
• “The tall promises of five per cent discount on tax paid before April-end,2013.
UNDERGROUND DRAINAGE SYSTEM
 The under ground drainage system in the city is about 60 kms.
 There are about 30 NALAS in the city which are not maintaining properly and some under KABJAH
which are blocking the passage.
 Due this the rain water is stagnating on the roads.
 Through JnNURM about 266 crores has been sanctioned which are been wasted.
 Due the KABJAHS, the 30feet NALAS are getting decreased to just 7 feet.
 According to the govt about 10,000 crores has been sanctioned for improvisation.

ISSUES IN WATER SUPPLY:
HMWSSB is monitoring of water supply in the entire GHMC area including 10 peripheral municipalities
and sewerage operations in the core city
• 30 colonies in the surrounding circles of the (GHMC) have been waiting for piped water supply for the
past two years despite residential welfare associations paying their 30% contribution.
• Thirteen colonies in the GHMC's LB Nagar circle had paid their share for providing water pipeline
network in 2010.
INSUFFICIENT SUPPLY OF WATER:
• As against the demand of 490 Million Gallons of water per day (MGD), the HMWS&SB claims to
supply about 340 MGD but in reality not even 320-330 MGD is being supplied.
• The board is chalking out contingency plans to use additional pumping motors for drawing water from
dead storage levels of Osmansagar and Himayatsagar.

CONCLUSION :
 Clearly, the “good governance” policies did not always achieve their goals, but it can
be argued that they contributed to creating awareness among the public and within
the administration and have influenced the discourse surrounding both public service
delivery and development in the state.
 Grass root level approach like bottom up required in any decision making process at
local level and need political support .
 Making each service online is a big initiative from government but it is important
that how far it reaches a common man . ?

SOLUTIONS:
• Measuring effectiveness:
• Public opinion polling results on satisfaction with government performance.
• Polling results and customer satisfaction ratings of individual urban services.
• Rate of vandalism in public places and theft of public property.
• Rate of community participation in planning and implementation of programs.
Public Engagement in Decision-Making :
• Engage residents as elected or appointed members of governing boards of appropriate
municipal organizations, such as libraries, schools, police oversight boards or power
authorities.
• Conduct systematic public consultations before adopting plans and budgets, and adopt
results of consultations within limits of available resources

Public Information and Access:
• Provide public and media access to most city council sessions.
• Provide minutes of council sessions on notice boards at city hall, in public
libraries and other public locations.
• Publish proposed plans for land use, municipal budgets, etc. in advance for
public comment.

Questions?
The 74th Constitutional Amendment requires that 18 functions be
transferred to urban local bodies, as per Schedule XII. Yet, it can be
seen that many functions are still be held by state governments, para-
statal bodies, etc. What are your thoughts on the extent of full
decentralisation of functions? What challenges are facing state
governments from implementing the 74th CAA? How can these be
overcome?

Questions?
• What are your thoughts on the reliance of municipalities on grant funding for
their activities? What should be the political obligations for grant support to
municipalities
• What role can communities and localised user groups play in being part of such
new arrangements? How can these be integrated into the municipality’s larger
decision-making processes?
• What are the capacity issues being faced by elected representatives at the
municipal level? How can these be addressed?
• How can we provide an integrated platform for community engagement on
various public issues facing our municipalities, in a manner that is linked into
the municipality’s overall political structure, rather than treat communities
differently for each service?

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