revised city development plan for hubli-dharwad, 2041 · revised city development plan for...

Revised City Development Plan for

Hubli-Dharwad, 2041

(Draft City Development Plan)

August 2014

Supported under

Capacity Building for Urban Development project

(CBUD)

A Joint Partnership Program between

Ministry of Urban Development, Government of India

and

The World Bank

Ministry of Urban Development

Capacity Building for Urban Development Project

City Development Plan for Hubli Dharwad - 2041

Draft City Development Plan

August 2014

CRISIL Risk and Infrastructure Solutions Limited

” Commercial, cultural and educational hub of North

Karnataka and create an opportunity for growth to all

segments of people


[iii]] Draft City Development Plan – Hubli-Dharwad

Contents

List of Abbreviations ......................................................................................................................... xiii

List of Tables ....................................................................................................................................... xv

List of Figures .................................................................................................................................... xix

1. Project Background .................................................................................................................... 22

1.1 Context .................................................................................................................................. 22

1.2 Revised CDP under CBUD Project ....................................................................................... 23

1.2.1 CBUD Programme ................................................................................................... 23

1.2.2 Preparation of Revised CDP under CBUD Programme .......................................... 24

1.3 Revised CDP Guidelines – Key Areas of Emphasis ............................................................. 24

1.3.1 Vision Led Planning ................................................................................................. 24

1.3.2 Resource based planning ........................................................................................ 25

1.3.3 Participatory approach ............................................................................................. 25

1.3.4 Equity concerns, poverty and local economy development .................................... 25

1.3.5 Capacity Building in ULB ......................................................................................... 25

1.3.6 Sectoral Action Plans with Goal Oriented Targets .................................................. 26

1.3.7 Monitoring and Evaluation Arrangements ............................................................... 26

1.4 Objective of the Assignment ................................................................................................. 26

1.5 Approach and Methodology .................................................................................................. 26

1.6 Brief on Comprehensive Development Plan ......................................................................... 28

1.7 Brief on 1st generation CDP .................................................................................................. 29

1.7.1 Projects proposed in 1st generation CDP ................................................................ 30

1.8 Brief scenario after 1st generation CDP ................................................................................ 30

1.9 Key process undertaken for revised CDP preparation process ............................................ 31

1.9.1 Committee Formation – Technical and Policy ......................................................... 31

1.9.2 Stakeholder‘s consultation brief ............................................................................... 32

2. Introduction to the City .............................................................................................................. 34

2.1 Regional Setting .................................................................................................................... 34

2.2 Administrative Boundary ....................................................................................................... 36

2.3 Location and Connectivity ..................................................................................................... 36

2.4 Defining the Study Area ........................................................................................................ 37


[iv]] Draft City Development Plan – Hubli-Dharwad

2.5 Physical Setting ..................................................................................................................... 37

2.5.1 Topography and Geology ........................................................................................ 37

2.5.2 Climate ..................................................................................................................... 37

2.5.3 Agriculture, Mineral, and Industry ............................................................................ 37

2.5.4 Water Resources ..................................................................................................... 37

2.5.5 Forest Resources .................................................................................................... 38

3. Demographic Profile of the Town ............................................................................................. 39

3.1 Background ........................................................................................................................... 39

3.2 Population and Urbanization ................................................................................................. 39

3.2.1 Dharwad district population ..................................................................................... 41

3.2.2 Hubli-Dharwad city ................................................................................................... 42

3.3 Population Growth Trend ...................................................................................................... 43

3.4 Population Density ................................................................................................................ 44

3.4.1 Ward-wise demographic profile ............................................................................... 45

3.5 Average Household Size ....................................................................................................... 48

3.6 Literacy Rate ......................................................................................................................... 49

3.7 Sex Ratio ............................................................................................................................... 49

3.7.1 Age-sex distribution ................................................................................................. 49

3.8 Scheduled Caste and Scheduled Tribe Population .............................................................. 50

3.9 Key Observations .................................................................................................................. 50

3.10 Population Projections .......................................................................................................... 50

3.10.1 Methodology adopted for the estimation of population ............................................ 50

3.10.2 Basic assumptions made for population projection ................................................. 52

3.10.3 Recommended population projection ...................................................................... 52

4. Economic Profile of the Town ................................................................................................... 53

4.1 Background ........................................................................................................................... 53

4.2 Overview of Economic Situation of the State and Town ....................................................... 53

4.2.1 Karnataka state economic profile ............................................................................ 54

4.2.2 Gross district domestic product (GDDP) ................................................................. 55

4.2.3 Dharwad district economic profile ............................................................................ 55

4.2.4 Economic profile – Hubli-Dharwad .......................................................................... 55

4.3 Industrial and Commercial Activities ..................................................................................... 56

4.3.1 Informal commercial activity .................................................................................... 58

4.3.2 Specific norms for the ULBs .................................................................................... 59


[v]] Draft City Development Plan – Hubli-Dharwad

4.4 Workforce Participation Rate ................................................................................................ 60

4.4.1 State work participation ........................................................................................... 60

4.4.2 HDMC work participation rate .................................................................................. 60

4.5 Worker Classification ............................................................................................................ 60

4.6 Horticulture ............................................................................................................................ 61

4.7 Key Issues ............................................................................................................................. 62

5. Physical Planning and Growth Management ........................................................................... 63

5.1 Background ........................................................................................................................... 63

5.2 Constituents of Planning Area............................................................................................... 63

5.3 Projected Population under Development Plan .................................................................... 63

5.4 Spatial Growth Trends .......................................................................................................... 65

5.5 Spatial Distribution of Population .......................................................................................... 65

5.6 Critical Appraisal of the Master Plan/Development Plan ...................................................... 67

5.6.1 Land use analysis .................................................................................................... 67

5.6.2 Comparison with URDPFI guidelines ...................................................................... 70

5.6.3 Development proposals ........................................................................................... 70

5.7 Urban Planning Functions and Reforms ............................................................................... 71

5.8 Roles and Responsibilities of ULB and Parastatals .............................................................. 71

5.9 Key Issues ............................................................................................................................. 71

6. Social and Cultural Environment .............................................................................................. 73

6.1 Background ........................................................................................................................... 73

6.2 Health Facilities ..................................................................................................................... 73

6.2.1 Existing situation ...................................................................................................... 73

6.2.2 Basic public health indicators .................................................................................. 74

6.2.3 Disease pattern ........................................................................................................ 74

6.2.4 Role of HDMC in health programmes ...................................................................... 74

6.2.5 Comparison with URDPFI norms............................................................................. 75

6.2.6 Key issues ................................................................................................................ 75

6.3 Educational Facilities ............................................................................................................ 76

6.3.1 Existing situation ...................................................................................................... 76

6.3.2 Key concerns ........................................................................................................... 77

6.4 Recreational Facilities ........................................................................................................... 78

6.4.1 Parks, grounds, and open spaces ........................................................................... 78

6.4.2 Comparison with URDPFI norms............................................................................. 80


[vi]] Draft City Development Plan – Hubli-Dharwad

6.4.3 Town halls and libraries ........................................................................................... 81

6.4.4 Sports facilities ......................................................................................................... 81

6.4.5 Key concerns/issues ................................................................................................ 81

7. Infrastructure and Services ....................................................................................................... 83

7.1 Water Supply ......................................................................................................................... 83

7.1.1 Existing Water Supply Situation............................................................................... 83

7.1.2 Water supply - Future demand ................................................................................ 89

7.1.3 24×7 urban water supply – A PPP attempt in Hubli-Dharwad ................................. 89

7.1.4 Critical analysis of water supply system post-1st Generation CDP ......................... 90

Status of projects .................................................................................................................. 91

7.1.5 Institutional framework for water supply system ...................................................... 91

7.1.6 Key issues ................................................................................................................ 91

7.2 Sewerage and Sanitation ...................................................................................................... 92

7.2.1 Existing sewerage and sanitation system ................................................................ 92

7.2.2 Ongoing projects ...................................................................................................... 94

7.2.3 Key issues ................................................................................................................ 95

7.3 Solid Waste Management ..................................................................................................... 95

7.3.1 Existing solid waste generation ............................................................................... 95

7.3.2 Future solid waste generation.................................................................................. 98

7.3.3 Critical analysis of solid waste management system .............................................. 99

7.3.4 Ongoing projects ...................................................................................................... 99

7.3.5 Institutional framework for SWM ............................................................................ 100

7.3.6 Key issues .............................................................................................................. 100

7.4 Storm Water Drainage ........................................................................................................ 101

7.4.1 Existing drainage system ....................................................................................... 101

7.4.2 Operation and maintenance of storm water drainage ........................................... 102

7.4.3 Service-level benchmarking ................................................................................... 102

7.4.4 Critical analysis of drainage system: Post-1st Generation CDP Scenario ............ 102

7.4.5 Key issues .............................................................................................................. 102

8. Traffic and Transportation System ......................................................................................... 104

8.1 Existing Road infrastructure ................................................................................................ 104

8.1.1 Road hierarchy system in the city .......................................................................... 105

8.1.2 Important junctions ................................................................................................ 108

8.2 Existing Traffic and Transportation System ........................................................................ 111


[vii]] Draft City Development Plan – Hubli-Dharwad

8.2.1 Traffic volumes....................................................................................................... 111

8.2.2 Modes of transport ................................................................................................. 112

8.2.3 Existing Transportation Infrastructure .................................................................... 112

8.2.4 Parking facilities ..................................................................................................... 114

8.2.5 Safety and traffic management measures ............................................................. 114

8.2.6 Issues and key challenges ..................................................................................... 115

8.3 Review of Institutional and Investments .............................................................................. 115

8.3.1 Ongoing projects .................................................................................................... 116

8.4 Transit-Oriented Development ............................................................................................ 116

8.5 Street Lighting ..................................................................................................................... 118

8.6 Analysis of Post-1st Generation CDP Scenario .................................................................. 119

8.7 Review of Comprehensive Traffic and Transport Plan (CTTP) .......................................... 120

9. Housing and Urban Poverty ..................................................................................................... 126

9.1 Overall Housing Scenario in the City .................................................................................. 126

9.1.1 Present availability of housing stock ...................................................................... 126

9.1.2 Quality of housing stock ......................................................................................... 126

9.1.3 Spatial distribution of houses and settlement characteristics ................................ 127

9.1.4 Housing requirement as per the future projected population ................................ 128

9.1.5 Overview of growing housing sector in the town ................................................... 129

9.2 Urban Poverty and Slums ................................................................................................... 130

9.2.1 Slum profile in Hubli-Dharwad ............................................................................... 130

9.2.2 Existing situation of slums in HDMC ...................................................................... 133

9.2.3 Available infrastructure for slum communities ....................................................... 134

9.2.4 Housing stock requirement .................................................................................... 135

9.2.5 Urban poverty reduction and slum improvement projects ..................................... 135

9.2.6 Institutional framework ........................................................................................... 136

9.2.7 Key issues .............................................................................................................. 136

10. Baseline Environment: Urban Environment and Disaster Management ............................ 138

10.1 Pollution Level in the Town ................................................................................................. 138

10.1.1 Ambient Air Quality ................................................................................................ 138

10.1.2 Noise Quality.......................................................................................................... 138

10.1.3 Water Quality ......................................................................................................... 138

10.2 Ecology ................................................................................................................................ 140

10.3 Disaster-Proneness Assessment of the City ....................................................................... 140


[viii]] Draft City Development Plan – Hubli-Dharwad

10.4 Disaster Management Mitigation Measures ........................................................................ 141

10.5 Key Observations ................................................................................................................ 141

11. Climate Change and Sustainable Development .................................................................... 142

11.1 Climate Change & City ........................................................................................................ 142

11.2 Risk of Climate Change in Karnataka ................................................................................. 143

11.2.1 Carbon emission scenario ..................................................................................... 143

11.3 Risk and impacts of Climate change in Hubli Dharwad ...................................................... 144

11.3.1 Urban Heat island .................................................................................................. 144

11.4 Initiatives for energy conservation and sustainable development ...................................... 145

11.4.1 State Action plan on climate change (SAPCC) ..................................................... 145

11.4.2 Ongoing initiatives at Sectoral level ....................................................................... 145

11.5 Initiatives in Hubli-Dharwad for sustainable development .................................................. 146

12. Cultural Resources, Heritage and Tourism ............................................................................ 148

12.1 Historical Importance of the town ........................................................................................ 148

12.2 Existing situation of Heritage Zone (Protected and un-protected) ...................................... 148

12.3 Heritage Conservation Initiatives ........................................................................................ 149

12.4 Tourism Scenario ................................................................................................................ 150

12.4.1 Strategies for Tourism Development in Hubli-Dharwad ........................................ 150

12.4.2 Key Issues ............................................................................................................. 151

13. Assessment of Institutions, Systems and Capacities .......................................................... 152

13.1 Urban governance system .................................................................................................. 152

13.2 Hubli Dharwad Municipal Corporation ................................................................................ 152

13.3 Urban reforms /transfer of function ..................................................................................... 155

13.3.1 Progress in Implementation of Reforms – State Level Reforms ........................... 157

13.4 ULB Level Reforms – Mandatory and Optional .................................................................. 157

13.4.1 Mandatory Reforms ............................................................................................... 157

13.4.2 Optional reforms .................................................................................................... 158

13.4.3 ULB Level initiatives .............................................................................................. 158

13.5 Roles and Responsibilities of various Institutions ............................................................... 160

13.6 Key Issues ........................................................................................................................... 161

14. Financial Assessment .............................................................................................................. 162

14.1 First Generation CDP– Key Features of Municipal Finance ............................................... 162

14.2 Status of Key Financial Indicators ....................................................................................... 163

14.3 As Is Assessment of Municipal Finance ............................................................................. 163


[ix]] Draft City Development Plan – Hubli-Dharwad

14.4 Revenue Account ................................................................................................................ 164

14.4.1 Revenue Income ........................................................................................................ 164

14.4.2 Revenue Expenditure ................................................................................................ 170

14.5 Capital Account ................................................................................................................... 174

14.5.1 Capital Income ........................................................................................................... 174

14.5.2 Capital Expenditure ................................................................................................... 176

14.6 Salient Features .................................................................................................................. 177

14.7 Key Issues and Concerns ................................................................................................... 178

15. SWOT Analysis ......................................................................................................................... 179

15.1 SWOT Analysis ................................................................................................................... 179

15.2 City-Level SWOT ................................................................................................................ 182

16. City Vision, Development Goals and Strategies .................................................................... 183

16.1 Stakeholder consultation ..................................................................................................... 183

16.2 Focus group discussions ..................................................................................................... 184

16.3 Stakeholders workshops ..................................................................................................... 184

16.4 Issues identified in interim workshop .................................................................................. 186

16.5 Stakeholder suggestions ..................................................................................................... 187

16.6 Sub-Visions ......................................................................................................................... 188

16.7 Development Goals ............................................................................................................. 189

17. Sector Plan, Strategies and Investment Plan ......................................................................... 196

17.1 Institutionalizing CIP ............................................................................................................ 196

17.2 Water supply sector plan ..................................................................................................... 196

17.2.1 Capital Investment Plan ......................................................................................... 198

17.2.2 Project details ........................................................................................................ 199

17.2.3 Phasing of investment ........................................................................................... 200

17.2.4 Possibility of PPP ................................................................................................... 200

17.3 Sewerage and Sanitation Sector Plan ................................................................................ 201


17.3.2 Project details ........................................................................................................ 202


17.3.4 Possibility of PPP ................................................................................................... 203

17.4 Solid Waste Management sector plan ................................................................................ 204


17.4.2 Project details ........................................................................................................ 206


[x]] Draft City Development Plan – Hubli-Dharwad


17.4.4 Possible PPP interventions .................................................................................... 207

17.5 Storm Water Drainage Sector Plan ..................................................................................... 208


17.5.2 Project details ........................................................................................................ 209


17.6 Urban Roads, Traffic and Transportation Sector Plan ........................................................ 210


17.6.2 Project details ........................................................................................................ 213


17.7 Plan for Basic Services for Urban Poor Sector ................................................................... 215


17.7.2 Project Details ........................................................................................................ 217


17.8 Social infrastructure and Heritage Sector Plan ................................................................... 218


17.8.2 Project Details ........................................................................................................ 221

17.8.3 Phasing of projects ................................................................................................ 221

17.9 Urban Environment, Disaster Management Sector Plan .................................................... 222


17.9.2 Project Details ........................................................................................................ 223


17.10 Local Economic Development Sector Plan ................................................................... 224


17.10.2 Project Details ........................................................................................................ 225


17.11 Tourism Sector Plan ...................................................................................................... 227


17.11.2 Project Details ........................................................................................................ 228


17.12 Summary of Capital Investment .................................................................................... 229

17.13 Summary of Investment Phasing .................................................................................. 230

17.14 Composition of investment ............................................................................................ 230

17.15 Priority Projects ............................................................................................................. 232


[xi]] Draft City Development Plan – Hubli-Dharwad

18. Financial Operating Plan .......................................................................................................... 234

18.1 Financial Plan for the City ................................................................................................... 234

18.2 Methodology ........................................................................................................................ 234

18.3 Financing Strategies for CIP ............................................................................................... 236

18.3.1 Financial Projections .............................................................................................. 237

18.4 Investment Sustenance Capacity ....................................................................................... 237

18.4.1 Key Assumptions ................................................................................................... 238

18.5 Investible Surplus ................................................................................................................ 239

18.6 Business as Usual Scenario ............................................................................................... 239

18.7 Improved Case Scenario – Reforms Implementation ......................................................... 240

18.8 Improved Case Scenario – Debt ......................................................................................... 241

18.8.1 Key Summary ........................................................................................................ 242

18.9 Revenue Enhancement Initiatives....................................................................................... 243

18.10 Expenditure Management Initiatives ............................................................................. 244

18.11 Asset Management Initiatives ....................................................................................... 245

18.12 Financial Management Initiatives .................................................................................. 245

18.13 Projects on PPP basis ................................................................................................... 245

18.14 Land Resource Leveraging ........................................................................................... 246

18.15 Key Conclusion.............................................................................................................. 247

19. Review and Monitoring framework ......................................................................................... 248

19.1 Framework for Review and monitoring ............................................................................... 249

19.1.1 Timeline and Periodicity of review ......................................................................... 249

19.2 Reviewing of the CDP Document ....................................................................................... 250

19.2.1 Engaging with Community and Stakeholders‘ Consultation .................................. 250

19.2.2 Data Update and Mapping of the City ................................................................... 250

19.2.3 Capacity Building ................................................................................................... 250

19.3 Review and Monitoring of Reforms and Project Implementation ........................................ 250

19.3.1 Assessment of Reforms and Project Implementation............................................ 250

19.3.2 Financial Reforms .................................................................................................. 250

19.3.3 Property Tax Reforms ............................................................................................ 251

19.3.4 Sector /Ward Development Plans.......................................................................... 251

19.3.5 Review of the Project Priorities .............................................................................. 251

19.4 Monitoring of Financial Operating Plan and Capital Investment Plan................................. 251

20. Bibliography .............................................................................................................................. 252


[xii]] Draft City Development Plan – Hubli-Dharwad

21. Annexures.................................................................................................................................. 253

21.1 Technical and Policy committees ........................................................................................ 253

21.2 Ward wise distribution of population in HDMC limit ............................................................ 257

21.3 Ward wise Data ................................................................................................................... 258

21.4 List of monuments identified by ASI in Dharwad District .................................................... 263

21.5 Annexure –Stakeholder Consultation ................................................................................. 264

21.6 Workshop – Attendance ...................................................................................................... 266

21.7 Workshop – Suggestions .................................................................................................... 270


[xiii]] Draft City Development Plan – Hubli-Dharwad

List of Abbreviations

BPL Below Poverty Line

BSUP Basic Services to Urban Poor

CAA Constitutional Amendment Act

CAGR Compounded Annual Growth Rate

CSP City Sanitation Plan

CDP Comprehensive Development Plan

CDS City Development Strategy

CRIS CRISIL Risk and Infrastructure Solutions Limited

DEAS Double-Entry Accounting System

DMA Directorate of Municipal Affairs

DPR Detailed Project Report

DULT Directorate of Urban Land & Transport

ESR Elevated Service Reservoir

EWS Economically Weaker Sections

GAD General Administration Department

GIS Geographical Information System

GSR Ground Service Reservoir

HDMC Hubli Dharwad Municipal Corporation

HDUDA Hubli Dharwad Urban Development Authority

HESCOM Hubli Electricity Supply Company Limited

JNNURM Jawaharlal Nehru National Urban Renewal Mission

KRDCL Karnataka Road Development Corporation Ltd.

KSDB Karnataka Slum Development Board

KSRTC Karnataka State Road Transport Corporation

KUWSDB Karnataka Urban Water and Sewerage Development Board

LED Light Emitting Diode

LIG Low-Income Group

MLD Million Litres per Day

MoUD Ministry of Urban Development

MRC Municipal Reform Cell

MSL Mean Sea Level

MSW Municipal Solid Waste Management

NH National Highway

NMAM National Municipal Accounting Manual

NRW Non-Revenue Water

NULM National Urban Livelihood Mission

OBS Opening Balance Sheet

O&M Operation and Maintenance

PMIUPEP Prime Minister's Integrated Urban Poverty Eradication Programme

PPP Public-Private Partnership

RAY Rajiv Awas Yojana


[xiv]] Draft City Development Plan – Hubli-Dharwad

SFCPoA Slum Free City Plan of Action

SJSRY Swarna Jayanti Shahari Rojgar Yojana

STP Sewerage Treatment Plant

SWD Strom Water Drainage

SWM Solid Waste Management

UFW Unaccounted-for Water

UGD Underground Drainage

ULB Urban Local Body

WTP Water Treatment Plant


[xv]] Draft City Development Plan – Hubli-Dharwad

List of Tables

Table 1: Projects proposed in CDS ....................................................................................................... 30

Table 2: Population in various cities of Karnataka ................................................................................ 41

Table 3: Comparative population of HDMC .......................................................................................... 43

Table 4: Population Trends in HDMC ................................................................................................... 43

Table 5: Ward-wise population in HDMC .............................................................................................. 45

Table 6: Population Projections for Hubli-Dharwad (in lakhs) .............................................................. 50

Table 7: Population projections using various methods ....................................................................... 52

Table 8: Projected population in Hubli-Dharwad................................................................................... 52

Table 9: District-wise performance ....................................................................................................... 55

Table 10: Existing industrial units in Dharwad ...................................................................................... 56

Table 11: Existing industrial units in Navanagar ................................................................................... 57

Table 12: Major crops grown in the region ............................................................................................ 58

Table 13: Occupational structure .......................................................................................................... 61

Table 14: Change in the occupational structure - 199-2011 ................................................................. 61

Table 15: Hubli-Dharwad: Land-use distribution in 1986 and 2000 ...................................................... 67

Table 16: Land use comparison ............................................................................................................ 70

Table 17: Status of Hospital .................................................................................................................. 73

Table 18: Health facilities owned by HDMC.......................................................................................... 74

Table 19: The comparison of Health care facilities as per URDPFI guidelines .................................... 75

Table 20: City-wise distribution of educational institutions in Hubli and Dharwad ................................ 76

Table 21: The comparison of Educational facilities as per URDPFI guidelines .................................... 77

Table 22: List of parks/open spaces in the city, owned by HDMC........................................................ 78

Table 23: The comparison of recreational facilities as per URDPFI guidelines .................................... 81

Table 24: List of ESRs and GSRs in the city ........................................................................................ 85

Table 25: Type of water connections .................................................................................................... 86

Table 26: Connection charges and water tariff ..................................................................................... 87

Table 27: HDMC: Water supply – O&M recovery ................................................................................. 87

Table 28: Demand-collection statement ............................................................................................... 88

Table 29: Service delivery indicators .................................................................................................... 88

Table 30: Water supply demand projections......................................................................................... 89

Table 31: As per the CDS 2006, over view of the water supply system in Hubli-Dharwad .................. 90


[xvi]] Draft City Development Plan – Hubli-Dharwad

Table 32: Strategies Proposed in CDS 2006 ........................................................................................ 91

Table 33: Rating and categorization of cities based on sanitation practices ........................................ 92

Table 34: Sanitation arrangements in Hubli-Dharwad .......................................................................... 93

Table 35: Service-level benchmarking .................................................................................................. 93

Table 36: Future sewerage generation ................................................................................................. 94

Table 37: Key status of sewerage section in 1st generation CDP ......................................................... 94

Table 38: HDMC: Solid Waste Generated per Day .............................................................................. 96

Table 39: Solid waste management facilities ........................................................................................ 97

Table 40: User fee - SWM ..................................................................................................................... 98

Table 41: Service-level indicators ......................................................................................................... 98

Table 42: Future solid waste generation ............................................................................................... 99

Table 43: Details of drains and natural channels ................................................................................ 101

Table 44: Service-level benchmarking in storm water drainage ......................................................... 102

Table 45: Types of roads in HDMC ..................................................................................................... 105

Table 46: Composition of vehicles in Hubli and Dharwad .................................................................. 111

Table 47: Public transport scenario on PB Road ................................................................................ 113

Table 48: Multiple organizations are involved with the transport sector in Hubli-Dharwad ................ 116

Table 49: Availability of various types of lamps for streetlights in Hubli-Dharwad .............................. 119

Table 50: Housing requirement for the future years ........................................................................... 129

Table 51: Real estate rates ................................................................................................................. 129

Table 52: Details of slums over the years ........................................................................................... 131

Table 53: Category-wise distribution of slums .................................................................................... 133

Table 54: Housing stock demand ....................................................................................................... 135

Table 55: Natural hazards vulnerability mapping Hubli Dharwad ....................................................... 140

Table 56: Natural hazards Vulnerability mapping Hubli Dharwad ...................................................... 143

Table 57: Framework for the heritage conservation ........................................................................... 150

Table 58: Legal framework of Governing Institutions ......................................................................... 152

Table 59: Karnataka: Decentralization of functions to HDMC ............................................................ 156

Table 60: Compliance of the 74th Amendment Act Provisions........................................................... 157

Table 61: Roles and Responsibilities of various Institutions ............................................................... 160

Table 62: 1st generation CDP key features of municipal finance ........................................................ 162

Table 63: Municipal financial status, HDMC ....................................................................................... 163

Table 64: HDMC: Number of properties ............................................................................................. 167

Table 65: HDMC: Property tax demand-collection statement ............................................................. 167


[xvii]] Draft City Development Plan – Hubli-Dharwad

Table 66: Competitive position of the city ........................................................................................... 179

Table 67: Strengths of the city ............................................................................................................ 180

Table 68: Weaknesses of the city ....................................................................................................... 180

Table 69: Opportunities in the city ...................................................................................................... 181

Table 70: Threats to the city................................................................................................................ 181

Table 71:.SWOT Analysis for Hubli-Dharwad ..................................................................................... 182

Table 72: Stakeholder priority sectors ................................................................................................ 183

Table 73: Key issues raised by the stakeholders................................................................................ 186

Table 74: Goals and strategies suggested by the stakeholders ......................................................... 187

Table 75: Sector-wise developmental goals ....................................................................................... 189

Table 76: Water supply sector plan .................................................................................................... 197

Table 77: Water supply capital investment plan ................................................................................. 198

Table 78: Water supply project details ................................................................................................ 199

Table 79: Water Supply Phasing ........................................................................................................ 200

Table 80: Sewerage sector plan ......................................................................................................... 201

Table 81: Projects identified and phasing – Sewerage and sanitation ............................................... 202

Table 82: Projects Details – Sewerage and sanitation ....................................................................... 203

Table 83: Project Phasing – Sewerage and sanitation ....................................................................... 203

Table 84: Solid Waste Management sector plan ................................................................................ 204

Table 85: Projects identified – Solid waste management ................................................................... 206

Table 86: Project Details – Solid waste management ........................................................................ 206

Table 87: Phasing of investment – Solid waste management ............................................................ 207

Table 88: Storm Water Drainage sector plan ...................................................................................... 208

Table 89: Projects identified – Storm water drainage ......................................................................... 209

Table 90: Projects Details – Storm water drainage ............................................................................ 209

Table 91: Phasing of Investment – Storm water drainage .................................................................. 209

Table 92: Urban Roads and Traffic and Transportation ..................................................................... 210

Table 93: Projects identified – Traffic and transportation ................................................................... 212

Table 94: Project Details– Traffic and transportation .......................................................................... 213

Table 95: Phasing of investment – Traffic and transportation ............................................................ 214

Table 96: Basic Services for Urban Poor sector plan ......................................................................... 216

Table 97: Urban poverty alleviation – Projects identified .................................................................... 217

Table 98: Urban poverty alleviation – Projects Details ....................................................................... 217

Table 99: Urban poverty alleviation – Phasing of investment ............................................................. 218


[xviii]] Draft City Development Plan – Hubli-Dharwad

Table 100: Social infrastructure sector plan ........................................................................................ 218

Table 101: Socio-cultural infrastructure – Projects identified .............................................................. 220

Table 102: Socio-cultural infrastructure – Projects Details ................................................................. 221

Table 103: Socio-cultural infrastructure – Phasing of projects ........................................................... 221

Table 104: Urban environment sector strategy ................................................................................... 222

Table 105: Urban environment– Projects identified ............................................................................ 223

Table 106: Urban environment – Project Details ................................................................................ 223

Table 107: Urban Environment– Phasing of investment .................................................................... 224

Table 108: Local Economic Development sector strategy .................................................................. 225

Table 109: Local Economic Development – Projects ......................................................................... 225

Table 110: Local Economic Development – Project Details ............................................................... 226

Table 111: Local Economic Development – Phasing of investment ................................................... 226

Table 112: Tourism Development sector strategy .............................................................................. 227

Table 113: Tourism Development sector – Project details ................................................................. 228

Table 114: Tourism Development sector – Project details ................................................................. 228

Table 115: Tourism Development sector – Phasing of investment .................................................... 228

Table 116: Summary of capital investments ....................................................................................... 229

Table 117: Summary of investment phasing....................................................................................... 230

Table 118: Implementing agency-wise breakup of investment ........................................................... 231

Table 119: Priority projects ................................................................................................................. 232

Table 120: Methodology for City Financial Plan ................................................................................. 234

Table 121: Key assumptions ............................................................................................................... 238

Table 122: FoP- Business as usual scenario...................................................................................... 240

Table 123: FoP- Improved case scenario – Reforms implementation ................................................ 241

Table 124: FoP- Improved case scenario – Debt ............................................................................... 242

Table 125: Projects on PPP basis ...................................................................................................... 246

Table 126: Framework for Monitoring and Evaluation of various components in the CDP ................ 249

Table 127: Ward wise distribution of slums in Hubli-Dharwad ............................................................ 258


[xix]] Draft City Development Plan – Hubli-Dharwad

List of Figures

Figure 1: CBUD project components .................................................................................................... 23

Figure 2: CDP Approach ....................................................................................................................... 27

Figure 3: Revised CDP Preparation Methodology ................................................................................ 28

Figure 4: Inception meeting at HDMC ................................................................................................... 31

Figure 5: Stakeholder consultations ...................................................................................................... 33

Figure 6: Regional setting of Hubli-Dharwad ........................................................................................ 35

Figure 7: Location map of Hubli-Dharwad ............................................................................................ 36

Figure 8: Urbanization Trends in Karnataka ......................................................................................... 40

Figure 9: Major Urban Centres in Karnataka ........................................................................................ 41

Figure 10: Major Urban Centres in Dharwad district ............................................................................. 42

Figure 11: Population growth trends in HDMC ..................................................................................... 44

Figure 12: Density trends in HDMC ...................................................................................................... 44

Figure 13: Density trends in major cities of Karnataka ......................................................................... 45

Figure 14: Sex ratio trends .................................................................................................................... 49

Figure 15: Population projections using various methods .................................................................... 51

Figure 16: Sector-wise contribution in GSDP ....................................................................................... 54

Figure 17: Sector-wise contribution in GDDP ....................................................................................... 56

Figure 18: Work participation profile - Kollam 1980-2011 ..................................................................... 60

Figure 19: Year-wise distribution of workers and non-workers in Hubli-Dharwad ................................ 61

Figure 20: Planning Area of Hubli-Dharwad ......................................................................................... 64

Figure 21: Ward-wise density pattern ................................................................................................... 66

Figure 22: Land-use Plan 2000 ............................................................................................................. 68

Figure 23: Proposed land use - 2021 .................................................................................................... 69

Figure 24: Performance comparison of health indicator ....................................................................... 74

Figure 25: Location of recreational facilities in HDMC .......................................................................... 79

Figure 26: Unkal Lake and the park ...................................................................................................... 80

Figure 27: Existing water supply system of Hubli-Dharwad .................................................................. 84

Figure 28: Organization structure of Health Department/SWM of HDMC .......................................... 100

Figure 29: Existing status of open drains in Hubli ............................................................................... 101

Figure 30: Existing road network in HDMC ......................................................................................... 105

Figure 31: Right of way map for Hubli-Dharwad ................................................................................. 107


[xx]] Draft City Development Plan – Hubli-Dharwad

Figure 32: Important Junctions in Hubli .............................................................................................. 108

Figure 33: Map traffic junctions in Hubli-Dharwad .............................................................................. 109

Figure 34: Composition of vehicles in HDMC ..................................................................................... 112

Figure 35: Vehicle share vs. passenger share - PB Road .................................................................. 113

Figure 36: Road accident data for HDMC ........................................................................................... 114

Figure 37: Transit-oriented development concept .............................................................................. 117

Figure 38: Fig existing land use in 2000 and proposed land use in 2031 .......................................... 127

Figure 39: Locations of slums in Hubli and Dharwad, ........................................................................ 132

Figure 40: Sectoral break up of Karnataka GHG emission percentage ............................................. 143

Figure 41: Organization Structure of HDMC ....................................................................................... 154

Figure 42: HDMC – Revenue Income Growth Trend .......................................................................... 164

Figure 43: Revenue Income – Contributions ...................................................................................... 165

Figure 44: Tax Revenue Growth trends .............................................................................................. 166

Figure 45: Tax Revenue Composition ................................................................................................ 166

Figure 46: Non-Tax Revenue Trends ................................................................................................. 168

Figure 47: Non-Tax Revenue Trends ................................................................................................. 169

Figure 48: Revenue grants trends ...................................................................................................... 169

Figure 49: Revenue Grants - Composition ......................................................................................... 170

Figure 50: Revenue Expenditure ........................................................................................................ 170

Figure 51: Revenue Expenditure Composition ................................................................................... 171

Figure 52: Salary expenditure composition ......................................................................................... 172

Figure 53: O&M expenditure Trends ................................................................................................... 172

Figure 54: O&M expenditure Composition .......................................................................................... 173

Figure 55: Revenue Surplus: Trends .................................................................................................. 174

Figure 56: Revenue Surplus margin trends ........................................................................................ 174

Figure 57: Capital Grants Trends ........................................................................................................ 175

Figure 58: Capital grants composition ................................................................................................ 176

Figure 59: Capital Expenditure Trends ............................................................................................... 177

Figure 60: Capital Expenditure Composition ...................................................................................... 177

Figure 61 – Media coverage for stakeholder workshop ...................................................................... 186

Figure 62: Milestones .......................................................................................................................... 189

Figure 63: Capital investment for 2021 (figures in Rs. crores) ........................................................... 230

Figure 64: Implementing agency-wise breakup of investment for 2041 ............................................. 232

Figure 65: Investible surplus – Base and improved case ................................................................... 239


[xxi]] Draft City Development Plan – Hubli-Dharwad

Figure 66: Financial capacity – Key scenarios.................................................................................... 242


[22]] Draft City Development Plan – Hubli-Dharwad

1. Project Background

1.1 Context

The need for an overall urban improvement and development to sustain the economic growth momentum post the liberalization era first found its expression in the mandate of Jawaharlal Nehru National Urban Renewal Mission (JnNURM) launched by the Government of India (GoI) in 2005. The project endeavored to bring about an improvement in urban quality of life and make them as investment destinations. The programme derived its initial rationale from the ―National Common Minimum Programme‖ of the GoI that laid stress on expansion of physical infrastructure and therefore, comprehensive urban renewal and slum development could be taken up. The second rationale for such a large scale programme was derived from India‘s International commitment to achieving the Millennium Development Goals and therefore, the GoI proposed to

Facilitate investments in the urban sector; and Strengthen the existing policies in order to achieve these goals.

In recognition to the above mandate, the JnNURM programme was conceived. The scale of the programme was aimed to be in a mission mode primarily to make the cities realize their full potential and become engines for growth. It is argued that the urban sector contributes to over 50% of the country‘s Gross Domestic Product (GDP) and therefore, focused attention is required for urban infrastructure development.

As already mentioned above, the JnNURM is the first flagship national programme for urban development of this nature and size by the GoI. The programme sought to bring about a change in the way urban development has been perceived. It recognized the importance of two major aspects for urban development in the country including

The need for urban infrastructure improvement in order to improve quality of life and sustain the local economy as well as to attract more investments; and

The need for investment for carrying out the urban infrastructure improvements.

In doing the above, the programme brought about the necessary awareness among the Urban Local bodies (ULBs) for planning and implementation of projects, need for systematizing the urban services and their management, the need for involving stakeholders in project planning and raising revenues for the urban areas that can sustain the urban infrastructure. Significant emphasis was given to urban governance reforms and the need to link reforms with investments. Assistance therefore, to the state governments and ULBs was proposed to flow through a reforms linked plan. Introduction of such reforms were considered crucial for developing sustainable infrastructure that would include,

Efficient management of created physical assets so as to increase self-sustainability; and Enhance efficient service delivery.

Both these aspects were to be achieved through the agenda of reforms in the cities.

Progress

Over the past nine years, the programme has committed over Rs. 286 billion for 552 projects involving a total investment of over Rs. 620 billion. Some of the key achievements of the project include:

The mission has been successful in catalyzing multi-year investments and reformed development in urban infrastructure;

There has been visible improvement in the delivery of municipal services in many cities; Some cities have prepared development/master plans for the first time. There is also greater

awareness in the ULBs for the need to develop systematic plans for improvement in infrastructure. There is also an increase in aspiration levels among communities and there is a demand for better infrastructure and services;

Several projects especially in transport sector have been taken up within the JnNURM framework that has significantly improved the quality of life in the cities; and

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



level. Most of the states have framed their policies on reforms and started implementing the same. ULBs have started implementing the reforms in the areas of accounting, e-governance, and property tax and user charges.

While there has been significant change in the urban sector due to JnNURM, challenges have emerged which will need to be addressed going forward:

CDP was seen as an investment plan for projects in the immediate term and not as a vision document for the city with very limited cities revising the same;

While preparing the CDP, consultations with the stakeholders was limited and mostly restricted to the line departments and Parastatals agencies;

The pace of project execution has been found to be slow. Some states have been able to take greater advantage of the programme than others;

Cities have also not been very successful in leveraging JnNURM funds to raise finances on their own or to attract private or PPP-based investment;

The ULBs are not in a position to take over all the functions mentioned under 12th schedule of 74th Constitutional Amendment Act (CAA) at present. Most ULBs are also not in a position to take over functions like roads and bridges, water supply sewerage, drainage and urban forestry due to their present incapacity to do so; and

Institutional strengthening and capacity buildings initiatives are yet to initiate in most of the ULBs. Most of the ULBs are facing capacity related issues such as lack of staff (staff recruitment has not been carried since long).

The Planning Commission of GoI, through a committee has devised a framework for JnNURM Phase-II. This framework has been prepared after studying and analyzing the success and challenges arising from JnNURM and the initiatives taken by other Ministries.

The High Powered Expert Committee (HPEC) report, 2011 further identified about Rs. 39,000 billion of investment in infrastructure in the urban areas of India.

1.2 Revised CDP under CBUD Project

1.2.1 CBUD Programme

In order to give an impetus to reforms under JnNURM, the Ministry of Urban Development (MoUD) and Ministry of Housing and Urban Poverty Alleviation (MoHUPA) have launched a new project called ―Capacity Building of Urban Development” (CBUD). The project has been launched with support from The World Bank (WB). The GoI has received the financing from the WB/International Development Association (IDA) towards CBUD project. The broad aim of the CBUD project is to address the major constraints of urban development and specifically focus on the capacity building requirements for successful urban management and poverty reduction across the selected ULBs in India.

The project will contribute to GoI‘s overarching objective of creating economically productive, efficient, equitable and responsive cities. Achieving this objective, will help sustain high rates of economic growth, accelerate poverty reduction, and improve services, especially to the urban poor.

The project has three components as presented in the figure below.

Figure 1: CBUD project components



1. Capacity Building for Strengthened Urban Management: This component is aligned with the infrastructure and governance sub-mission of JnNURM and will thus support technical assistance across the several urban management topics.

2. Capacities Building for Effective Urban Poverty Monitoring and Alleviation: These capacity building initiatives are aligned with the basic services to the urban poor sub-mission. They reflect the need for building information systems, sharing experiences, and designing strategies on urban poverty alleviation.

3. Implementation Support: This component will support a national Project Management Unit (PMU) for providing overall technical and managerial support during the implementation of the Programme. The PMU will have a critical role in promoting and support the project.

1.2.2 Preparation of Revised CDP under CBUD Programme

In order to identify broader issues for intervention and areas of assistance pertaining to development of city, City Development Plans (CDPs) which were already available for most of the cities under the JnNURM is required to be revised as per the revised CDP Guidelines (April, 2013) issued by MoUD.

The MoUD has identified 30 cities across India under the CBUD project to facilitate the support. The MoUD invited proposals and entrusted CRISIL Risk & Infrastructure Solutions (CRIS) with the responsibility of preparing the City Development Plans.

1.3 Revised CDP Guidelines – Key Areas of Emphasis

The revised guidelines issued by MoUD further incorporate certain additional aspects; these aspects shall be covered while preparing both the fresh and revised CDP. The aspects to be incorporated are:

Formation of CDP Committees – Policy and Technical; Inclusion of Heritage, Health and Education sector in the CDP; Stress on infrastructure management aspects; Outcome parameters of projects; Revenue enhancement initiative, expenditure management initiatives and asset management

initiatives; Special emphasis on PPP projects; and Transit Oriented Development (TOD).

Apart from the above points, some of the other key areas of importance in the revised guidelines are as follows.

1.3.1 Vision Led Planning

The revised guidelines specify that unlike the past CDPs the vision for city need to be more detailed. They need to be based on understanding the Strengths, Weaknesses, Opportunities and Threats (SWOT) for the city, the needs and priorities of the people of the city. The people must be encouraged

Capacity Building of Urban Development

Capacity Building for Strengthened Urban

Management

Capacity Building for Effective Urban Poverty

Monitoring and Alleviation Implementation Support



at workshops and consultation sessions to visualize their future of the city, their aspirations and the consequent growth that they anticipate in the city. This vision finally can be translated into respective sectoral visions.

1.3.2 Resource based planning

Every city in India in the context of its regional location has particular strengths in terms of its resource endowments. Such resources need to be assessed and their strengths realized for city development. The approach for plan preparation could be: a) national resource led planning for cities endowed with natural resources like water bodies) OR b) Economy based (for an industrial or trading city), OR c) Tourism based for heritage cities OR d) combination of the above. This helps in settling the city apart from the rest. This approach can be identified based on:

a) Existing city strengths and its opportunities, b) Regional role of city in the context of state development, and c) Needs of the city.

1.3.3 Participatory approach

As already mentioned above, the revised CDP guidelines have specified that the CDP be treated as a ―living document‖. For this periodic revision and updation of the CDP is necessary. Such revisions have to and must be conducted with a participatory planning approach. The CDP outlines that local area plans need to be prepared in consultation with the ward committees to fulfill the expectations of the citizens. Also, the guidelines specify that such an approach is necessary to ensure equity concerns and poverty issues are integrated in the CDP. Consultations also need to be carried out at every stage of the plan preparation and implementation. The citizens must be able to prioritize and choose their needs for infrastructure development.

1.3.4 Equity concerns, poverty and local economy development

Poverty and local economy development go hand in hand. Understanding of the local economy would help in devising appropriate infrastructure development strategies that can help in/be conducive to the growth of local economy and thereby nurture local talent and resources. These need to be given adequate focus in the present CDP exercises and therefore help in not just local economy development but also in regional economy development.

The 12th five year plan has also started a mission for National Urban Poverty Alleviation (NUPAM) for

targeting housing and poverty alleviation based on recommendations of the NUPAM identifying the issues of poverty and housing in city and implementation status of programmes such as Rajiv Awas Yojana, Integrated Housing and Slum Development Programme (IHSDP), etc. Integration of these aspects would be crucial in making the CDP relevant to state and central government policies.

1.3.5 Capacity Building in ULB

The ULBs presently face serious human resource shortage for planning, development and urban management activities (including operations and maintenance, monitoring and evaluation, financial management and procurement). This issue has been highlighted by the study on appraisal of JnNURM projects as well. The guidelines have proposed that the CDPs must address this issue as to the gaps in such capacity can be addressed.

Also, it has been suggested in the guidelines that urban reforms need to be done with greater participatory approach. The strategies to arrive at the vision for the city should be linked to the reform agenda. ULBs should be asked to furnish the reforms and propose a time line to achieve the same. Administrative and structural reform should be made mandatory and carried out as soon as possible. Financial thresholds need to be decided and adhered to in terms of the central assistance under JnNURM being given as a soft loan or a grant. This approach would help in designing an appropriate capacity building strategy.



1.3.6 Sectoral Action Plans with Goal Oriented Targets

The revised guideline specifically also lay out the need for preparation of sectoral action plans that have targets that are oriented towards specific goals. Action plans are specifically required for sectors including Local Economic Development Plan, Infrastructure Development Action Plan, Housing and Poverty Alleviation Action Plan, City Mobility Plan (CMP), Heritage Management Plan (Where needed), Financial Management Plan, Institutional and Capacity Building Action Plan and Environment Management Plan (including disaster management). Such sectoral plans would be based on clearly identified goals. Also, Inter-sectoral as well as intra-sectoral linkages need to be addressed through the CDP.

1.3.7 Monitoring and Evaluation Arrangements

The guideline clearly spells out the need for monitoring and evaluation at regular intervals as to the extent of implementation of the CDP. Also, development of such monitoring arrangements would go a long way in securing community participation who can be involved in the process of monitoring.

1.4 Objective of the Assignment

The CDP aims to identify an integrated solution to the challenges facing the city. It recognizes the economic growth strategy as well as the actions that would be required by various agencies to ensure the sustainable development of the city. The CDP is the ULB‘s strategy that presents the vision of a desired future for the city, and the mission statements on how the ULB, together with other stakeholders, intends to work towards achieving this long-term vision. The City Development Plan incorporates the assessment of city on majorly four levels: Socio Cultural and Economic Environment; Physical Environment; Infrastructure Services and Institutions; Urban Poverty and Heritage.

The primary objective of this assignment is – to revise and update the existing CDP.

The scope of work in brief shall entail –

Profiling the present status of the city, giving an in-depth analysis of its demographic, economic, financial, infrastructure, physical, environmental and institutional aspects;

Based on the above analysis, the consultant shall develop a perspective and a vision for the city, which would be prepared in consultation with its relevant stakeholders. In order to achieve the vision, a formulation strategy for bridging the gap between where the city is at present and where it wishes to reach need to be prepared;

The CDP should provide for a City Investment Plan (CIP), based on which the concerned ULB will be able to access funds under central/ state government schemes as well as from own and other sources based on priority actions and projects identified in the CDP;

The document should also provide Financial Operating Plan (FOP) to direct the ULBs for mobilizing various financial resources to implement the identified projects. The inter-sectoral and intra-sectoral issues need to be addressed by the CDP;

Preparation of the CDP will consist of city development strategies that will emerge out of a structured consultative process. The process will enable elected representatives, key staff of departments of Municipal Corporation/ Municipal Council, Parastatals agencies and other institutions, policy makers and the citizens to participate and plan for spatial, social and economic development of the concern cities; and

The CDP has to adhere to the latest revised toolkit prepared by the MoUD for CDP preparation published on its website www.jnnurm.nic.in in April 2013.

1.5 Approach and Methodology

The approach to the assignment would be based on consultative and analytical assessment of the existing situation. The inputs from stakeholders would be used to prioritize areas of development and to formulate the strategies in order to make the revised CDP an implementable document. The approach of revised CDP preparation is presented in the figure below.



Figure 2: CDP Approach

The revised CDP would be prepared for the period of next 30 years, i.e. 2041. It will be a forward-looking consensus program for the city that outlines the path with respect to the following aspects:

Infrastructure Development – Assessment, gap analysis, arriving at investment requirement (short term and long term) and prioritization of various services provided by Municipal Corporation - water supply, sewerage, storm water drainage, roads, traffic & transportation, street-lighting, solid waste management, firefighting, education, health, etc.

Slum Development – Prepare a programme for the development of slum pockets in the city. This includes access to all the basic services as well as housing for urban poor.

Economic Development – The revised CDP will focus critically on tapping the existing potential and identifying key economic development opportunities for the city.

Social Development – The revised CDP will take into account the social development needs of the city such as the need for hospitals, education institutes, and recreational centers.

Institutional Development – Assessment of capacity-building required for ULBs to undertake development of city.

Financial sustainability -The revised CDP will assess the revenue sources, areas of expenditure and current and future investment requirement of the city. Based on this, it would arrive at a sustainable investment capacity and would suggest measures to improve revenues and control expenditures.

Reform Assessment Plan –The revised CDP will also discuss status of various reforms undertaken by the ULBs to bring about improvements. These reforms are in the areas of accounting, e-Governance, property tax, user changes, building byelaws, etc.

Moreover, the approach will be based on the philosophy of developing workable solutions. The methodology for undertaking the work of preparation of revised CDP is presented in the figure below. Broadly there are five steps in a sequential order to undertake this work.



Figure 3: Revised CDP Preparation Methodology

1.6 Brief on Comprehensive Development Plan

We have reviewed the comprehensive development plan for Hubli Dharwad which was prepared in

the year 2001 for the year 2021. The silent features of the comprehensive development plan are as

follows.

The comprehensive development plan 2021 caters to the needs of 1.25 million people.

Bridging the gap between Hubli & Dharwad is primary objective of the plan.

The plan suggests predominant development of residential and recreational activities

between Unkal in Hubli and Tadasinakoppa Village in Dharwad all along the peripheral roads

viz.

Commercial, institutional and industrial developments are to come up predominantly along the

NH4 and rail corridor.

A Central Business District is (CBD) is proposed to be established in Sutgatti-Rayapur area

near HDUDA Office Complex.

Proposed High Court Bench and Indian Institute of Technology may be located in the new

C.B.D.

Southwest Railway Zonal Head-quarters be located near Amargol Railway station.

Alternatively, the area where Kirloskar Precision Tools Factory was functioning (now closed)

is suggested for locating Railway Headquarters. This land, which was acquired, and allotted

by Government for the industry may be resumed.

Inception meeting

City level Assessment, SWOT Analysis, Review of SLB indicators and ongoing projects & reforms

Submission of Interim ReportStakeholder

Meeting

Preparation of FOP and CIP, framing Vision, Goals, Identification of priority sectors and identification of Infrastructure projects.

Submission of Draft Report

Stakeholder

MeetingFinal City Development Plan

Committee Formation

CDB Policy Committee

CDP Technical Committee

1st Step

2nd Step

3rd Step

4th Step

5th Step

Data collection as required for CDP

Review of 1st Generation CDP

Submission of Inception Report



An Information Technology Park may be established by Government in KIADB land in

Rayapur area. At least, one labour intensive (employing 1,000 or more labours) heavy

industry be established in KIADB area of Rayapur.

The Children‘s Park proposed in Sutagatti area may be developed as a long term project on

joint venture basis by private participation.

The Regional Park area proposed on either side of catchments area of Unkal Tank is

proposed to be developed as a short-term scheme. Water sports may be developed here.

The proposed regional parks in Dharwad area may be developed as a long-term scheme.

The government land on the elevated terrain near Gamanagatti Village is transferred to H-D

UDA for developing a sports centre, in about five years. The Nrupatunga Hill at Hubli is

developed as a picnic spot in joint sector.

A work centre with horticultural and agro based industries be created in the Lakhamanahalli

industrial area for the benefit of fruit growers and agriculturists in the area.

The sites in Lakhamanahalli Scheme (where no houses have come up even after ten years of

making the scheme) may be utilised for housing the poor and industrial labours of

Lakhamanahalli industrial area on the principles of cross subsidy. All allotments made in

favour of defaulters are cancelled.

Short term (Five years) proposals for construction of proposed peripheral and outer ring road:

Long term proposals for ring roads (5-20 years)

Short term proposals for arterial roads including widening/improvements to existing roads (5 -

10 years)

Comprehensive water supply distribution system and U.G.D system is an emergent need of

the City. Treatment plant is suggested in agricultural zone.

The garbage dump yard on Hubli-Karwar Road be shifted. Two sites-one at Hubli and another

at Dharwad be earmarked in agricultural zone, for solid waste disposal. A comprehensive

solid waste management system is introduced.

There is a need redevelopment plan for ‗Cotton Market‘ area in Hubli (the name should be

changed). Transport business in this area should be prohibited. This market area is proposed

to be reserved for wholesale and retail commercial activities and also for ‗group housing‘

(Apartment regulated under ownership of Apartment Act)

All transport companies and transport business in Cotton Market and Gandhi Market area of

Hubli be shifted to Karwar Road and relocated in the present garbage dump yard.

A state of the art Central Bus Station is proposed in the C.B.D. of Navanagar. Zonal

Headquarters of the K. S. R. T.C along with central depot established here.

1.7 Brief on 1st generation CDP

HDMC has prepared the City Development Strategy (CDS), with an aim to improve infrastructure and provide better governance to its citizens. The Cities Alliance, USA has provided the technical assistance for preparation of CDS. The CDS document was prepared based the CDP guidelines issued by GoI. The document was prepared through intensive consultation process with the citizen groups, the stakeholders, elected representatives and the government departments/agencies.

Vision formulated – The stakeholders envisaged

A historical, cultural city and a regional hub of diverse economic activities – agro based, trade and industry, IT enabled services, retail trade, tourism, finances, education and health - that provides a high standard of living and high quality of civic services to all its citizens and preserves its natural ecology and environment.



1.7.1 Projects proposed in 1st generation CDP

The CDS has envisaged the projects along the strategic direction identified for the city to achieve the vision and also to improve the urban services in the city. The following table lists out the major projects identified in the CDS. The CDS submitted to the GoI however the CDS was not approved as the city wasn‘t a JNNURM city hence it is not been referred for any development activity in the city.

Table 1: Projects proposed in CDS

Sr.No Sector Investment Envisaged (Rs in crores)

% to total

1 Water Supply 678.10 23%

2 Sewerage 543.70 18%

3 SWM 96.00 3%

4 Storm Water Drainage 387.40 13%

5 Roads/ Traffic/ Transportation 612.00 21%

6 Street lighting 0.00 0%

7 Urban Poor 649.00 22%

8 Environment 0.00 0%

9 Others 0.00 0%

Total 2966.20 100%

Source: CDS Hubli-Dharwad

The estimated investment required for the identified projects would be Rs. 2966 crores. The water

supply project accounts for 23% of the total investment followed by slum development with 22% and

roads and traffic and transportation sector with 21% of total investment. Further, the sewerage sector

accounts for 18% of the investment; the rest of the investment is towards storm water drainage and

solid waste management. The breakup of the proposed investment has been presented in the figure

below.

1.8 Brief scenario after 1st generation CDP

The CDS was not approved by the GoI and hence it was not referred any of the development

activities. The CDS was prepared in 2006 and since then significant change has occurred in the

socio-economic and demographic characters of HDMC. Also, the demand for services has increased

further the gap has been widened between the demand and supply.

23%

18%

3%

13%

21%

22%

Water Supply Sewerage

SWM Storm Water Drainage

Roads/ Traffic/ Transportation Urban Poor



1.9 Key process undertaken for revised CDP preparation process

In Hubli Dharwad, the process of revision of CDP was commenced in September 2013. CRIS team

has organised the inception meeting on 11th Sep 2013 at HDMC. The objective of the meeting was to

discuss with the HDMC officials on the revised CDP preparation process and the role of the ULB and

other line departments in the revision process etc. Also, explained the relevance of various technical

committees as envisaged in revised CDP Toolkit by Ministry of Urban Development. Subsequently,

the review of 1st generation CDS has been carried out and the inception report has been submitted to

MoUD & HDMC on 30th September 2013.

Figure 4: Inception meeting at HDMC

Data collection:

Secondary data on various sectors had been collected from the respective departments such as

HDMC, HDUDA, KUWSB; KSCB etc. major documents such as master plans, detailed project reports

of various urban services, municipal budget, and slum free city plan of action and physical progress of

on-going projects were collected. CRIS team has carried out consultations with various stakeholders

of the city and carried out City level assessment and SWOT analysis.

1.9.1 Committee Formation – Technical and Policy

HDMC had formulated the policy and technical committees in line with the GoI‘s revised toolkit and

communicated the same to MoUD. The policy committee has been constituted with

mayor/commissioner of HDMC as the chairman and deputy mayor/secretary as vice chairmen,



officials from the following organisation HDUDA, KUWSB; KSCB, KUIDFC, BSNL,KIADB,KSSIDC,

KPTCL, Chairmen of DPC, DTCP, PWD and National Highway superintending engineer, HDMC and

Deputy Commissioner have nominated as members of policy committee.

Further, seven technical committees have been formed such as land use and infrastructure, Municipal institutional strengthening, Environment sustainable development and disaster management, Social and livelihoods and economic development, Heritage and conservation and culture and tourism development, water supply, sewerage and SWM and Traffic and transportation. The details of the policy and technical committees have been annexed (annexure 21.1) with this report.

1.9.2 Stakeholder’s consultation brief

1. Kick off meeting

CRIS team has organised the inception meeting on 11th Sep 2013 at HDMC. The objective of the

meeting was to discuss with the HDMC officials on the revised CDP preparation process and the role of the ULB and other line departments in the revision process etc.

2. Interim workshop

In order to ensure a participatory and inclusive development process CRIS team in association with HDMC organized a consultative workshop on 12

th February 2013 at Kannada Bhavan in Hubli. The

Objective of the workshop was to discuss about status and performance of service delivery mechanism in Hubli-Dharwad, City SWOT analysis, to understand aspirations of the citizen on city development and framing of the vision for the twin cities. The workshop was attended by 110 participants who include the elected representatives, representatives from Parastatals agencies, HDMC officials, NGOs and academicians.



Figure 5: Stakeholder consultations



2. Introduction to the City

Hubli and Dharwad are twin cities in the state of Karnataka and are referred as Hubli-Dharwad. The Hubli-Dharwad is the oldest city in Karnataka state with strong cultural and historical importance, and is also the second-largest urban settlement in Karnataka after Bengaluru. Hubli-Dharwad has historical significance dating back to the Vijayanagar Empire and the Marathas. The British captured the town in the early 19

th century and established it as an administrative and educational centre. Hubli

was identified as an important commercial and trade centre for the entire northern Karnataka region by the British.

Hubli local body was constituted in 1865 with an area of 2.06 sq. km and a population of 35,278. Hubli and Dharwad were separate municipal entities, but these two cities were so interdependent that a common municipal borough was constituted in the year 1925 for the combined population of 69,940. Further, Hubli-Dharwad municipality was upgraded to a corporation in the year 1962. After the formation of Karnataka state in the year 1956, many regional offices were set up in the city, and the increased importance of the city in the region resulted in a population growth.

2.1 Regional Setting

Hubli and Dharwad are separated by a distance of 20 km. Dharwad is the district headquarters and Hubli is the business hub. Hubli was identified as an important commercial hub for the entire northern Karnataka region with respect to its connectivity to Bengaluru, Pune, Panjim, Hospet, Bellary, Karwar, and Bijapur through highways and rail network.

The city attracts floating population from neighbouring urban centres such as Karwar and other towns from north Karnataka as well as Dharwad district, for the purpose of trade and commerce, health, and education. Dharwad is being the district headquarters attracts population from across the district to avail the administrative services provided at various district offices both in Hubli and Dharwad. Hubli is the educational hub of north Karnataka and attracts population from the north Karnataka region for educational purpose.

As indicated in the figure below, cities such as Belgaum, Karwar, Devengere, and Bellary are located within 50 km radius of the city. The cities are connected with intercity bus services. The city‘s connectivity and historic significance played a major role in making it an important city of the region. However, the city is also facing competition from Belgaum, Bellary, etc.



Figure 6: Regional setting of Hubli-Dharwad



2.2 Administrative Boundary

Dharwad is the administrative headquarters of Dharwad district. Hubli Dharwad Municipal Corporation (HDMC) is a part of Dharwad district. As per Census 2011, the population of HDMC is about 9.3 lakhs and covers an area of 202 sq.kms. HDMC has been divided into the 67 wards for administrative purpose.

2.3 Location and Connectivity

Hubli is located between 15°11' - 15°31' north latitude and 75°01' - 75°28' east longitude at an altitude of 627.97 m above sea level, while Dharwad is located between 15°19' - 15°41' north latitude and 75°15' - 75°36' east longitude at an altitude of 696.97 m above sea level in Dharwad district of Karnataka and about 480 km north of Bengaluru.

The twin cities have excellent road connectivity to every part of Karnataka and even to neighbouring states and other popular destinations. In addition, Hubli is well connected by rail and air. The national highway from Bengaluru to Pune passes through the twin cities and the highway has enhanced the connectivity of the twin cities with the two major urban centres. The twin cities are also connected to other urban centres Panjim via NH8.

The rail links connect the city with Hotgi, Sholapur, Marmagoa, and Bellary. Hubli is has a railway station and most of the trains on the south central line stop at Hubli. Dharwad is dependent on Hubli for rail and air connectivity.

Figure 7: Location map of Hubli-Dharwad



2.4 Defining the Study Area

The jurisdiction of HDMC is about 202 sq. km. The CDP has been updated and revised for the existing HDMC limits. The existing population of the study area as per Census 2011 is about 9.43 lakhs.

2.5 Physical Setting

2.5.1 Topography and Geology

Hubli-Dharwad is situated on the edge of Western Ghats. Dharwad is a hilly city spread over small hills at an average altitude of 700 m above sea level. Hubli is located on the sides of a natural valley leading to Unkal Lake and has a flat terrain compared to Dharwad.

There is a variation in the quality and type of soil found in different parts of the region. Mostly black cotton soil is found towards the northern and eastern sides of the region of the twin cities, but slight variation on the quality and type of soils is observed in between areas. The soil in the southern and western regions of the city is medium red and gravelly, which attributes to the current spread of the city.

2.5.2 Climate

Hubli-Dharwad experiences a tropical climate with distinct wet and dry seasons. Owing to the location, Dharwad enjoys a pleasant weather with moderate climate throughout the year. The coolest month is December with an average low temperature of 15.4 °C and the hottest month is April with an average high temperature of 32.8 °C. The region receives rainfall from both northeast and southwest monsoons, and the wettest months are September and October. The average annual rainfall is around 675 mm for Hubli and 812 mm for Dharwad. The summer heat is moderated by fairly frequent thunderstorms, which occasionally cause power outages and local flooding.

During the colonial era, Britishers settled in Dharwad due to its pleasant climate. Also, the pleasant climate of the region attracted many health and educational institutions to the city. Also, owing to its locational advantage, the cities are resistant to natural calamities like earthquake, cyclones, and landslides.

2.5.3 Agriculture, Mineral, and Industry

Hubli-Dharwad lies on the Deccan Plateau. Mineral deposits like manganese, iron, and copper are available here.

2.5.4 Water Resources

The twin cities had nine lakes, of which only two exist today, Kelgari and Sadankeri. During earlier times, people in the twin cities drew water mainly from dug wells and water harvesting tanks, which collected surface run-off during monsoons. Open wells are typically 10-15 m deep and dry up during March-June. Later, the primary source of drinking water for the people of Hubli was Unkal Lake, and Neerasagar Lake. Dharwad depended on the Kelgari tank.

Groundwater in the HDMC area occurs mainly in the fractured and weathered zone in an unconfined state. The increasing numbers of boreholes are abstracting groundwater from a deeper confined aquifer, which fluctuates less than the open wells. Maximum yields are achieved in boreholes drilled between 40 and 80 m depth, which can be interpreted as the zone of most intensive fracture in the greywackes, with the fractures tending to be less well developed or closing below 100 m. Measured values for the lower aquifer transmissivity ranged from 12 to 66 m

2/day (average 30 m

2/day) and

specific yield was in the range of 1.8E-06 – 2.5E-01 (average 0.03). The specific yield of 0.03 implies that every 10 mm of effective recharge would raise the water table by 0.3 m.

Growing water shortages in the twin cities have resulted in the uncontrolled extraction of groundwater. In the absence of a licensing plan, bore wells are being drilled in twin cities for both domestic as well



as agricultural purpose. Over-extraction has led to lowering of the groundwater table, and further increasing salinity in the peri-urban areas of the city.

2.5.5 Forest Resources

Deciduous forests and thorn and scrub forests are the two major types of forests seen in this region, and these types of forests are conducive for the growth of timber yielding trees like rose wood, teak, honne, and nandi. The average forest area in the district is about 0.04 hectares and none of them fall within the HDMC limits.



3. Demographic Profile of the Town

The chapter presents a detailed overview of the demographic profile of the city and its overall position with reference to the state and district. It also describes the population growth trends, spatial distribution, and other demographic characteristics of the city. In addition, based on the past trends and potential of the city, the future population has been estimated through various scientific methods.

3.1 Background

As per Census 2011, the level of urbanisation in Karnataka has increased from 29% in 1981 to 39% in 2011. Karnataka state has been divided into coastal, Malnad, southern Maidan, and northern Maidan regions. The southern Maidan region has reported the highest urbanisation (50.6%) due to its location advantages and infrastructure facilities, and has also recorded the highest urban population growth in the state. At the same time, the coastal region (7.4%) has reported the least urbanization. Both Malnad (21.4%) and northern Maidan (20.6%), for obvious constraints, have medium levels of urbanisation.

3.2 Population and Urbanization

The urban population in Karnataka has grown from 16.40 lakhs in 1901 to 236.26 lakhs in 2011. As per Census 2011, the proportion of urban population to the total population of Karnataka state is about 39%, higher than the national average of 27.78%. The state accounts for 6.28% of the country‘s urban population.

Karnataka state has been divided into 27 districts for administrative purpose. Among the 27 districts of the state, Bengaluru urban district has the highest concentration of urban population, with 88.08% of the district population residing in urban areas. The Bengaluru urban district accounts for over 32% of the state‘s urban population. The next highest concentration of urban population is in Belgaum district. The current urbanization in the state has been promoting uneven urban development both functionally and spatially. The higher concentration of population and higher levels of urbanization is experiencing particular in the regions adjoining to Bengaluru, which is located almost in the southern tip of the state boundary.



Figure 8: Urbanization Trends in Karnataka



Karnataka has about 214 ULBs. Further, the ULBs have been divided into 8 city corporations, 44 city municipal councils, 68 town municipal councils, and 94 town panchayats in the state as per the population size. The Directorate of Municipal Administration (DMA) supervises the functioning of the municipalities. Out of the 8 city corporations, 5 municipal corporations have population above 5 lakhs. However, Bengaluru is only city has the population more than one million and the remaining 5 corporations have population within the 5-10 lakh category. The remaining ULBs fall in the 0.2 to 3.0 lakh category.

Figure 9: Major Urban Centres in Karnataka

It can be observed from the following table that Hubli-Dharwad stood next to Bengaluru city and

reported a growth rate of 20% over the last decade. Gulbarga and Belgaum have also reported a

growth rate of about 20% over the last decade. At the same time, Mysore has reported least growth in

the 5 lakh category. Gulbarga has reported a gross density of about 8,310 persons per sq. km,

whereas HDMC has reported a density of about 4,292 persons per sq. km.

Table 2: Population in various cities of Karnataka

Sr. No.

Name of the city/state

Area (sq. km)

Population (in lakhs)

Growth rate (%)

Density (Persons/Sq. km)

1 Bengaluru 6911 84.74 51 7500

2 Hubli-Dharwad 202 9.43 20 4292

3 Mysore 128 8.87 13 6911

4 Gulbarga 64 5.32 26 8310

5 Belgaum 95 5.10 20 5389

Source: Census 2011

3.2.1 Dharwad district population

Dharwad district accounts for 2.2% of the total area of the state and accommodates 3% of the state‘s

population. As per Census 2001, the total population of the district was about 13,74,895, with 47.47%

of the total population residing in rural areas and the rest 52.52% residing in urban areas. The

average population density of the region is about 377 persons per sq. km. Dharwad district have five

Ban

galo

re

Hu

bli

- D

harw

ad

Myso

re

Gu

lbarg

a

Belg

au

m

-20.0

0.0

20.0

40.0

60.0

80.0

100.0

Po

pu

lati

on

in

lakh

s

Urban Centers in Karnataka



talukas, viz., Dharwad, Hubli, Kalaghatagi, Kundagol, and Navalgund. Dharwad and Hubli have the

highest densities and these talukas accommodate Dharwad and Hubli city, respectively. There are 6

urban centres in the district. Out of the 6 urban centres, Hubli Dharwad accounts for 90% of the total

district urban population followed by Annigeri (TMC) with 3%. The remaining 4 urban centres account

for 8% of the total urban population.

Figure 10: Major Urban Centres in Dharwad district

The major challenges of urbanization faced by the state are increased demand of all kinds of urban infrastructure and services hence demand for all services over taking supply and high expectation on service delivery by citizens. There is a need for policy direction to encourage balanced urban development in the state by diverting population concentration especially from the mega city region to the emerging potential growth centres or regions.

Accordingly, the state level urban development strategy, 1994, focused on the dispersal of urbanization and equitable distribution of urban benefits; development of counter magnets to slow down the growth of mega cities; development of areas of special potentials like west coast, growth areas, and administrative towns; establishment of proper hierarchy of small, medium, and large towns; and development of urban-rural linkages.

3.2.2 Hubli-Dharwad city

Hubli-Dharwad is one of the largest urban centres and fast-growing cities in the state. According to Census 2011, the city had a population of 9.43 lakhs. Hubli-Dharwad is the second largest city in the state in terms of population. HDMC population accounted for 2% of the total state‘s population and 51% of the Dharwad district population. HDMC‘s population accounts for 4% of the urban population of the state and 90% of the urban population of the district. The comparison of Hubli-Dharwad city‘s population to the total population and urban population in the state and district is presented in the table below.

Aln

av

ar

(TP

)

Nav

alg

un

d (

TM

C)

An

nig

eri

(T

MC

)

Kalg

hatg

i (T

P)

Ku

nd

go

l (T

P)

Hu

bli

-Dh

arw

ad

(M

C

orp

.)

-200000

0

200000

400000

600000

800000

1000000

1200000

Po

pu

lati

on

in

lakh

s

Urban Centers in Dharwad District



Table 3: Comparative population of HDMC

Indicator Population (In Lakhs)

% of Urban Population w.r.t. Total Population

Urban population comparison

Total population comparison

Total Rural Urban

Karnataka State

610.95 374.69 236.26 39% 4% 2%

Dharwad District

18.47 7.97 10.50 57% 90% 51%

HDMC 9.43 0 9.43 100% 100% 100%

Source: Census 2011

3.3 Population Growth Trend

In Hubli-Dharwad, growth of population was highest after the formation of Karnataka state in 1956. A number of regional offices of the state government for North Karnataka were set up in Dharwad district, which resulted in increased migration to the twin cities during 1961-71. During the decade 1961-71, the population of Hubli-Dharwad has to 3.79 lakhs from 2.49 lakhs and reported a decadal change of 1.32 lakhs and decadal growth of 53%. However, since 1981, growth rate has been declining primarily due to the development of other district centres in the region and also due to the lack of new economic activities. In the subsequent decades, HDMC witnessed a declining trend in population.

Table 4: Population Trends in HDMC

Year Area in Sq. km Population Decadal Change Decadal Growth (%)

1961 190.9 248489

1971 190.9 379166 130677 52.59

1981 190.9 527108 147942 39.02

1991 190.9 648298 121190 22.99

2001 202.3 786018 137720 21.24

2011 202.3 943857 157839 20.08

Source: Census 2011

Further, during Census 2011, the population increased to 9.43 lakhs from 7.86 lakhs in the previous decade and registered a decadal growth of 20%. Despite being the largest centre for trade and commerce in the north Karnataka region, the city experienced a low population growth during the past three decades as compared to the decades 1961-71.



Figure 11: Population growth trends in HDMC

3.4 Population Density

The population density in Hubli-Dharwad has been on an increase during the past three decades. The

density increased from 1,837 persons per sq. km in 1971 to 4,292 persons per sq. km in 2011.

However, the area of the corporation remained the same. While the core inner areas and some older

areas of the city are experiencing high density compared to the fringe areas and newly developed

areas in both the cities. However, the density of Hubli at 5,169 persons/km2 is more than two times

that of Dharwad‘s density at 2,464 persons/km2.

It is evident that the population is distributed equally in all almost all wards with a highest population of

around 32,000 persons and lowest of 6,000 persons. This is very important to note while preparing

the DPRs for various urban services, the wards with highest population get priority in implementing

the projects so that maximum people could get benefit from the projects.

Figure 12: Density trends in HDMC

248489

379166

527108

648298

786018

943857

53

39

23 21 20

0

10

20

30

40

50

60

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

1000000

1961 1971 1981 1991 2001 2011

%

Po

pu

lati

on

in

lakh

s

Population Growth Rate

190.9 190.9 190.9

202.3 202.3 1837

2761

3396

3886 4292

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

184

186

188

190

192

194

196

198

200

202

204

1971 1981 1991 2001 2011

Den

sit

y P

ers

on

s p

er

sq

.km

Are

a i

n S

q.K

ms

Area Sq. Km Density Person/sqkm



In order to observe the density in the major cities of Karnataka, a density comparison has been

carried out with major cities such as Bengaluru, Hubli-Dharwad, Mysore, Gulbarga, and Belgaum.

Gulbarga has reported the maximum density of 8,310 persons per sq. km followed by Bengaluru with

7,500 persons per sq. km and Mysore with 6,911 persons per sq. km. As indicated in the figure below,

the density in HDMC is lowest among the major cities in the state. This indicates that there is scope

for further development within the city.

Figure 13: Density trends in major cities of Karnataka

3.4.1 Ward-wise demographic profile

The population distribution pattern in both the cities are characterised by a very dense core with

residential and commercial activities, surrounded by a moderately dense zone with residential and

institutional activities, and low dense areas with agricultural activities in between the cities. The ward-

wise analysis on the sex ratio and the literacy has been discussed in the following table.

Table 5: Ward-wise population in HDMC

Ward Population

Sex ratio

Sex ratio (0-6)

Literacy rate

% SC % ST Remarks

1 16491 981 911 86 11.76 5.07 About 16% of the population

belongs to the SC/ST category Low sex ratio among children

2 11961 1070 936 96 4.82 3.88 Favourable sex ratio and literacy rate


belongs to the SC/ST category

4 14447 993 963 90 6.08 2.39 Comparatively better sex ratio

among children and literacy rate better than the city average

5 12331 1003 927 88 2.71 1.48 Favourable sex ratio but low

literacy rate

6 11287 973 946 83 2.55 3.87 Low literacy rate

7500

4292

6911

8310

5389

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Bangalore Hubli- Dharwad Mysore Gulbarga Belgaum



Ward Population

Sex ratio

Sex ratio (0-6)

Literacy rate

% SC % ST Remarks

7 14806 993 978 85 8.78 1.53 Around 10% of the population

belongs to the SC/ST category and low literacy rate

8 13128 966 997 88 6.79 1.76 Low literacy rate and low sex

ratio


literacy rate


literacy rate


literacy rate


belongs to the SC/ST category High literacy rate

13 10379 1016 880 94 8.17 4.87 Favourable sex ratio and high

literacy rate but low sex ratio among children


literacy rate


literacy rate

16 11358 1012 981 71 24.56 7.60 Favourable sex ratio and low

literacy rate


belongs to SC/ST category and high literacy rate


belongs to the SC/ST category Low sex ratio and literacy rate




literacy rate

21 12060 975 1031 76 6.61 3.51 Favourable sex ratio among

children but low literacy rate

22 22926 980 1008 80 10.48 18.44 Favourable sex ratio among

children but low literacy rate

23 14821 968 896 89 5.42 5.71 Low sex ratio and low literacy


25 22232 979 980 84 6.50 3.64 Low sex ratio and low literacy Ward with second highest

population





29 16998 983 961 84 12.79 3.79 Low literacy


belongs to the SC/ST category Favourable sex ratio

31 14816 1000 947 96 6.15 2.42 Favourable sex ratio and literacy

rate



Ward Population

Sex ratio

Sex ratio (0-6)

Literacy rate

% SC % ST Remarks

32 12081 1007 969 89 9.47 10.24 Favourable sex ratio and literacy

rate

33 14957 1022 962 92 10.14 2.71

Favourable sex ratio and literacy rate

About 12% of the population belongs to the SC/ST category

34 9796 978 846 93 8.66 3.35

Low population About 10% of the population

belongs to the SC/ST category Favourable literacy rate















42 11509 980 908 86 4.35 0.96 Low sex ratio and literacy rate


literacy rate

44 13551 991 983 85 15.41 1.11 Low sex ratio and literacy rate

45 10145 1030 942 86 25.23 4.29

1/3rd of population belongs to the SC/ST category

Favourable Sex ratio but low literacy rate

46 8193 992 1019 96 6.01 1.81 Ward with lowest population Favourable sex ratio and literacy

rate

47 11953 1038 1007 92 16.47 2.82

20% of the populations belongs to the SC/ST category

Favourable Sex ratio and literacy rate

48 18258 993 941 93 22.80 3.22 26% of the populations belongs

to the SC/ST category Favourable literacy rate

49 6051 1009 1068 88 35.78 3.01

39% of the population belongs to the SC/ST category

Favourable sex ratio but low literacy rate



Ward Population

Sex ratio

Sex ratio (0-6)

Literacy rate

% SC % ST Remarks

50 19572 1018 876 88 19.48 2.39


Favourable sex ratio but low sex ratio among children and low literacy rate

51 10345 1044 885 88 10.25 1.44


Favourable sex ratio but low sex ratio among children and low literacy rate

52 9999 994 1047 95 1.98 0 .47 Favourable sex ratio among

children and high literacy rate

53 11138 995 929 91 0.57 1.05 High literacy rate



56 10324 984 944 89 3.22 0.99 Comparatively low literacy rate


literacy rate


literacy rate


rate


rate

61 11662 981 978 75 10.11 4.90 Low sex ratio Lowest literacy rate among the

wards

62 11072 993 930 81 22.99 0.92

24% of the persons belongs to the SC/ST category

Low sex ratio and low literacy rate


rate


rate


rate


rate


literacy rate

Source: Census 2011

3.5 Average Household Size

As per Census 2011, the average household size in the twin cities is about 4.7 persons per

household, which is slightly higher than state average of 4.5 persons per family, and in the urban

areas of Karnataka, the household size is about 4.4 people per family.



3.6 Literacy Rate

As per Census 2011, the twin cities are witnessing a steady increase in the literacy rate. It has

increased from 81.8% to 87% in the last one decade. But female literacy is yet to catch up with male

literacy, which is on the higher side. The higher literacy rate in the Hubli-Dharwad city is attributed to

the educational infrastructure in the city.

The average literacy rate of Dharwad district is about 80%, but higher than the state average of

75.36%. The literacy rate is higher than that of Bengaluru and Karnataka. During the last decade, In

Karnataka, male literacy has increased from 76.10% to 82.47%; female literacy rate has increased

from 56.87% to 68.08% The increase in the female literacy by 11.21% points against a male literacy

rate increase of 6.37 percentage points has substantially narrowed the gap between male-female

literacy rates.

3.7 Sex Ratio1

As per Census 2011, sex ratio in Hubli-Dharwad city is 988, which is higher than the state and national urban average. Between 1971 and 1981, the ratio has recorded a continuous decline from 950 to 912. But it has shown significant improvement in the last three decades to reach 988. The following chart describes the trends in sex ratio over the past four decades.

Figure 14: Sex ratio trends

3.7.1 Age-sex distribution

The age-sex pyramid has been analysed to estimate the working group population, and further to

determine the dependant population in the city. As per the socio-economic survey of Hubli-Dharwad

city conducted by the Centre for Multi-Disciplinary Development Research (CMDR), Dharwad,

children (in the age group of 0-14 years) and adolescents (in the age group of 15-24 years)

constituted 47% of the total population, while the proportion of population in the actively working and

employable age group of 25-49 years constituted 37%. This can be considered as a positive feature

as it makes available human resources for development in the present and future.

1 As per Census 2011, the sex ratio is defined as the number of females for every 1000 males.

950

912 922

949

988

860

880

900

920

940

960

980

1000

1971 1981 1991 2001 2011

Sex Ratio

Sex Ratio



3.8 Scheduled Caste and Scheduled Tribe Population

In Hubli-Dharwad, 92,744 persons (9.7%) belong to the SC category and the sex ratio among them is

983, while 34,235 persons (4%) belong to the ST category and the sex ratio is 1013.

3.9 Key Observations

1.5% of the state population lives in the twin cities and 4% of the state urban population lives in

HDMC areas. Hubli-Dharwad is the most urbanized area in the Dharwad district, and 50% of

the Dharwad district‘s population lives in the twin cities.

Despite being the largest centre for trade and commerce in the north Karnataka region and the

second largest city in state after Bengaluru, the city experienced a low population growth during

the past decades

The twin cities are experiencing reduction in migration due to the development of other towns

like Belgaum and Bijapur in the region.

Sex ratio and literacy rates in the twin cities are better than that of Bengaluru and Karnataka

state. However, it is important to further improve and maintain the increase in the literacy rate of

both males and females.

The twin cities are experiencing high-density development in the core area, which is leading to congestion and increasing pressure on the existing infrastructure network. While the area in between the cities remains to be under developed.

3.10 Population Projections

The population projections would play a vital role in the assessment of future needs for the city. The

projected population would assist in estimating the demand for water supply, sewerage, solid waste

management, and social infrastructure facilities such as schools, hospitals, and parks in the ensuing

years. The population projections have been carried out for the study area for the next 30 years using

various methods. The following sections describe the method adopted for population projections and

the recommended population projections for the study area.

3.10.1 Methodology adopted for the estimation of population

In order to estimate the population for the next 30 years, initially the population projections finalized in the 1

st generation CDP, city sanitation plan, BRTS feasibility report, and master plan were reviewed.

The review indicates that the projected population in the city sanitation plan was on the lower side as compared to other studies. However, the population projections in the BRTS feasibility report and mater plan are same for the year 2021. The trends in population projections in various studies have been provided in the chart below.

Table 6: Population Projections for Hubli-Dharwad (in lakhs)

Study 2011 2021 2026 2031

1st Generation CDP 9.58 11.37 12.31 -

City Sanitation Plan - 10.41 - 11.08

BRTS Feasibility Report - 12.50 - 15.00

Mater Plan - 12.50 -

Source: Various study reports

The appropriate method for population projection is adopted to estimate the demand gap analysis for the horizon years, i.e., 2021, 2031 and 2041. Based on this, the infrastructure requirement in water



supply, sewerage and sanitation, solid waste management, storm water drainage, traffic and transportation, and other amenities is forecasted.

Under the BRTS project, HDMC has forecasted the population for the said horizon years. The project has been sanctioned and is currently being implemented. Hence, it is considered that projections for the study area should be in line with the projections made during the BRTS project.

Further, based on the population trends during the past four decades, CRISIL has projected the population for the study area using the following methods:

Arithmetic;

Geometric;

Incremental increase;

Exponential;

Power;

Log;

2nd order polynomial; and

3rd order polynomial.

It can be observed from the chart below that the population projected through the power and log methods is on the lower side. The exponential method projects the population on a higher side as compared to the other methods. It is estimated that the population would increase to 23.8 lakhs by the end of 2041. Similarly, methods such as the geometric method projected the population on a moderately higher side. The population projections made using the 3

rd order polynomial method are

reasonable and in line with the BRTS project projections. It is estimated that the population would increase to 18.3 lakhs by the end of 2041. The population projections made through various methods for the next three decades have been presented in the chart and table below.

Figure 15: Population projections using various methods

11.6

14.5

18.3

10.9

12.3

13.7

11.4

13.8

16.8

12.5

16.7

22.1

15.2

19.0

23.8

10.8 11.7

12.4

6.5 7.0 7.4

0.0

5.0

10.0

15.0

20.0

25.0

2021 2031 2041

Polynomial 2nd order Polynomial 3rd order Arithmetic

Incremental Geometric Exponential

Power Log



Table 7: Population projections using various methods

Year 2021 2031 2041

2nd order polynomial 10.9 12.5 14.1

3rd order polynomial 11.6 14.5 18.3

Arithmetic 10.9 12.3 13.7

Incremental 11.4 13.8 16.8

Geometric 12.5 16.7 22.1

Exponential 15.2 19.0 23.8

Power 10.8 11.7 12.4

Log 6.5 7.0 7.4

Source: CRIS analysis

3.10.2 Basic assumptions made for population projection

While adopting the population for the next three decades, the following factors were considered which would influence the city‘s future growth:

Urbanization trends in the district and the city;

Economic activities such as trade and commerce, industrial development, and social infrastructure-related activities;

Assuming the growth rate will increase because of new infrastructure projects in the city

The growth rate will be high due to development imparted by the newly developed infrastructure projects like BRTS, ToD, Industrial investment etc.

In 2041, assuming stabilization of growth in the city due to development in other parts of the region and the state.)

3.10.3 Recommended population projection

The projected population under various methods has been compared with the population projections finalized in the 1

st generation CDP, city sanitation plan, BRTS feasibility report, and master plan. The

3rd

order polynomial projections are slightly on the higher side as compared to the population finalized in the BRTS feasibility report.

Based on the above factors, the population trends during the past four decades, and the projected population in various studies and methods, the 3

rd order polynomial projections were found

appropriate. The population projections made using this method have been provided in the below table.

Table 8: Projected population in Hubli-Dharwad

Year 3rd order polynomial (In Lakhs)

2021 11.6

2031 14.5

2041 18.3



Transport

Education

sector

Industrial

Activities

Trade and

Commerce

Hubli

Dharwad

4. Economic Profile of the Town

The chapter presents a detailed assessment of the economic profile of the city such as key economic drivers of the city, spatial distribution of economic activity, industrial profile, workforce participation rate, workers‘ classification, state-level economic policies that impact the city‘s economy, key economic indicators with reference to the state and the district, and a brief on informal sector activity in the city. The sector-wise workforce projections have been carried out for future years. Further, the key issues with respect to the economic base have been detailed out at the end of the chapter.

4.1 Background

The four pillars of the city‘s economy are trade and commerce, the services sector, industries, the education sector. Hubli-Dharwad is the most urbanized area in north Karnataka. The city serves as the commercial hub of the region. The primary drivers of Hubli-Dharwad city‘s economy are tertiary-based activities, namely, trade and commerce including agro-based activities, transport, and the education sector. More than half of the city‘s working population is involved in the tertiary sector.

The cities economic growth was triggered by the establishment of the railway workshop during the 1880s. The workshop manufactures passenger coaches and goods wagons. Also, the Karnataka Central Co-operative Textile Mill was started during that period. Industrialisation progressed in course of time.

Dharwad was developed as an administrative capital by the British, and many educational and cultural institutions were also established in the city even before the independence. Major industries in Dharwad are Plywood Factory, Karnataka Paper Mill, and other wood industries, which are based on forest produce. As Hubli and Navanagar are more suitable for industries compared to Dharwad, Dharwad‘s remains an administrative, educational, and cultural centre.

Some of the key functions related to development that the city provides are:

Acting as the main centre of capital market for the entire northern region of Karnataka and as

a centre of economic activities including industry, trade, and commerce;

Functioning as a very important regional node for traffic and transport - both passenger and

freight;

Providing the location for regional headquarters for several state government

organizations/departments;

Functioning as centre cultural and recreational activities.

4.2 Overview of Economic Situation of the State and Town

Karnataka is one of the fastest growing states in the country and is known as the IT capital of the

country. The state also has a significant share of India‘s agriculture production. The state has shown



significant increase in production of cereals, pulses, cotton, sugarcane, and tobacco. However, the

share in production of oilseeds has declined, which is mainly due to diversion of area to other crops.

However, the share of agriculture in the GSDP has been declining over the years. Karnataka has

been spearheading the growth of Indian industry, particularly in terms of high-technology industries in

the areas of electrical and electronics, information and communication technology (ICT),

biotechnology, and, more recently, nanotechnology.

4.2.1 Karnataka state economic profile

The industrial structure of Karnataka presents a blend of modern high-tech capital goods and

knowledge intensive industries on the one hand and traditional consumer goods industries on the

other. The annual survey of industries (ASI) statistics show that Karnataka accounted for 5.07% of the

total number of registered factories in 2010-11 in the country. The contribution of registered factories

of Karnataka stood at 6.76% of the total fixed capital, 6.10% of the total output, and 5.86% of the

gross value added (GVA) in the same year.

As per the economic survey of Karnataka, the state has made notable progress in all sectors during

the course of the 11th Plan. The increase in state income has been satisfactory in spite of the global

slowdown in recent years. The increase in the state gross domestic product was 6.9% during the

11th Plan.

The agriculture sector has particularly performed well by achieving a growth of 5.1%, while the growth

in the services sector was at 8.7% and the industrial sector recorded a growth of 4.8%. The major

factor for the slow growth in the industrial sector was the global slowdown witnessed since the

beginning of 2008. Due to an uncertain and challenging macroeconomic situation globally and

nationally and the widespread drought situation in the state, the economy could not grow at the pace

as planned during the 11th Five Year Plan.

The per capita GSDP during 2008–2009 was US$1034.9. Karnataka recorded the highest growth

rates in terms of GDP and per capita GDP in the last decade as compared to other states. In 2008–

09, the tertiary sector contributed the most to the GSDP amounting to US$31.6 billion (55%), followed

by the secondary sector, contributing US$17 billion (29%), and the primary sector, contributing

US$9.5 billion (16%).

Figure 16: Sector-wise contribution in GSDP

19%

26% 55%

Sector wise constribution-GSDP (2008-09)

Primary Secondary Tertiary



4.2.2 Gross district domestic product (GDDP)2

In 2013-14, advance estimates show that Karnataka's gross state domestic product (GSDP) at

constant (2004-05) price is expected to grow at 5.0% and reach Rs. 311628 crores. The agriculture

and allied sector showed a negative growth of 4.9% during 2012-13. The industry sector (comprising

mining and quarrying, manufacturing, construction and electricity, gas, and water supply) is estimated

to grow at 1.2% during 2013-14. The rate of the service sector in 2012-13 was 7.2%. Real estate,

Ownership of dwellings and Business services, and public administration and other services have

each grown by more than 9% during 2013-14.

4.2.3 Dharwad district economic profile

In Karnataka, Bengaluru is the major contributor to the GSDP, followed by Belgaum. The contribution

of Mysore and Bellary to the state‘s economy is higher than that of Dharwad district. Though Dharwad

district is the second highest urbanized district, it ranks sixth in terms of contribution to the GSDP.

Also the per capita GDP in Dharwad is less than the state average. However, the per capita share of

Dharwad is higher than the state share when it is computed without Bengaluru‘s contribution.

Table 9: District-wise performance

State/District

Primary Secondary Tertiary GDP Per capita

Rs. Lakhs

% State

Rs. Lakhs

% State

Rs. Lakhs % State

Rs. Lakhs % State

GDP (Rs)

Bengaluru

89184 2.7 1933177 40.1 2879993 33.8 4902354 29.5 71636

Belgaum 266275 8.1 285812 5.9 428216 5.0 980304 5.9 22219

Dharwad 27647 0.8 131237 2.7 291952 3.4 459254 2.8 27345

Mysore 174781 5.3 260470 5.4 371218 4.4 806469 4.8 29169

Karnataka

3299330 100.0 4817924 100.0 8513314 100.0 16630569 100.

0 30059

Source: Directorate of Economics & Statistics, Bengaluru

4.2.4 Economic profile – Hubli-Dharwad

Hubli-Dharwad is the most urbanized area in north Karnataka and also the city serves as the

commercial hub of the region. The primary drivers of Hubli-Dharwad city‘s economy are tertiary-based

activities, namely, trade and commerce including agro-based activities, transport and Education

sector. Hubli is the commercial hub of north Karnataka and major economic activities include

industrial activities and trade and commerce. Hubli is an important industrial centre of the region with

more than 3,000 small and medium industries. Approximately 55% of the city‘s population is involved

in the tertiary sector.

The railway workshop and Karnataka Central Co-operative Textile Mill were established in the city

during the British regime. A number of ginning and pressing units were established during the early

2 The GDDP has been analysed on the basis of 2009-10 figures available in the AP Economic Survey, 2012-13.



20th century in the cotton belt region around it; the activity has gradually declined due to export of

cotton to Mumbai and other areas.

There were 6 textile industries in Hubli including the Maratha Spinning and Weaving Mill. About 2,000

persons were employed in these textile units. The railway workshop in Hubli manufactures passenger

coaches and goods wagons. KSRTC also established its workshop in Hubli and is engaged in

bodybuilding for buses belonging to the corporation.

The other modern industries in the area includes food processing, woodworking, steel furniture,

printing, domestic utensils, service industries, and miscellaneous units. The region also has rich

mineral deposits like manganese, iron, and copper, but not in sufficient quantity for economic

exploitation.

Figure 17: Sector-wise contribution in GDDP

Dharwad city is primarily an administrative, educational, and cultural centre. However, there are few industries in Dharwad including plywood factory, Karnataka paper mill and other wood industries which are based on forest produce. However, SSI units are employing around 15000 persons. Whereas, among the slum dwellers most of them are employed on a daily wages basis, the nature of the job is temporary and not secured and nearly 21% of the slum households are still un-employed.

Attributing to the vibrant trade and commerce activities, accommodating many public administrative institutions and educational institutions, the tertiary sector dominates the economic profile of the region. In 2011, 65% of the GDDP was contributed by the tertiary sector, while the contribution of the secondary sector is 29% and primary sector is only 6%.

4.3 Industrial and Commercial Activities

Industries are located along national highway, station road, Koppikar Road, Neeligin Road, and Dajibanpeth area of Hubli. The numbers of industries located in Hubli taluka were as follows.

Table 10: Existing industrial units in Dharwad

Types Number of Units Number of Employees

Major Industries 10 5255

Medium Industries 8 1112

Small Units 9853 50676

Total 9871 57043

Source: Comprehensive Development Plan

6%

29%

65%

Sector-wise contribution to GDDP

Primary Secondary Tertiary



Industries in Dharwad

In Dharwad district, there are around 19 large and medium industries worth investment of INR 744.66 Cr. Also, 18,203 MSME units employ 147,958 people with an investment of INR 588.15 Cr. The region has 1 industrial growth centre, 7 industrial areas, and 2 industrial estates.

Industries in Dharwad are the Plywood Factory near Dharwad Railway Station, Karnataka Paper Mill, and other wood industries, which are based on forest produce. There are quite a few miscellaneous industrial units. Hubli and Navanagar are more suitable for industries compared to Dharwad, which is an administrative, educational, and cultural centre. The number of industries in Dharwad taluka is as follows:

Industries at Navanagar:

To encourage industrial development in Hubli-Dharwad, a new industrial township was planned in between Hubli and Dharwad, where large extent of land was available. The Department of Town Planning planned the new township during 1960 with industrial zones on the east, i.e., between the national highway and the railway line to Pune, with a view to make these two cities develop contiguously. Administrative, recreational, and residential areas were planned to the west between the national highway and its proposed bypass, as the soil is not fertile for agriculture view print.

Table 11: Existing industrial units in Navanagar

Types Number of Units Number of Employees

Major Industries 5 3029

Medium Industries 4 476

Small Units 3077 14905

Total 18590

Source: Comprehensive Development Plan

This also aims at merging the two built up areas of Hubli and Dharwad, which were separated by a gap of 18 km. Local trains were introduced between Hubli and Dharwad and city buses arranged with short frequencies between these two places.

The township covers Unkal, Bhairideverkoppa, Amargol, Rayapur, Navalur, and Sattur, which are situated along the national highway and Pune-Bengaluru railway line. The industries existing in the township are the Kirloskar Factory, Milk Dairy, and a branch of NGEF Factory.

KEONICS, with support of the state government, has developed an IT park in the district in an area of 3.2 acres with 265,000 sq. ft. of office space in the district. Tata Marcopolo, Telcon, bharat Petrolimum, Bharat NRE Coke Ltd., TINNA Agro Industries Ltd., Microfinish Valves Pvt. Ltd., Mevin Mifron Pvt. Ltd., VRL Logistics Pvt. Ltd., Bellad Group of Industries, etc., are the key industrial and manufacturing players in the district.

Engineering and Automobile: The district has many industrial units of engineering products such as

industrial valves, machine tools, steel furniture, electrical goods, and agricultural implements. 14% of

the total SSI units in the district (largest in the district) belong to this sector. Tata Marcopolo has made

an investment of INR 300 crores and INR 1,200 crores for manufacturing buses and light motor

vehicles; the other major player in the sector is Apex Auto India Ltd.

Electronics and Information Technology: Special concession is given for electronics, telecom, and

informatics (software) industries to be set up in Dharwad. The companies are eligible for 100% sales

tax exemption (KST & CST) on output for a period of 6 years. Telcon is the major player in the sector.

Agriculture and Food Processing: Presence of many subsidiary agricultural industries such as

pickle making and cotton ginning and pressing, gives a thrust to this sector. The district has the

second highest number of SSI units in this sector. The fertile soil along with good monsoon showers

allows farmers to grow crops like chilli, cotton, maize, wheat, onion, mango, and food grains.

Signifying the scope of the sector.



Table 12: Major crops grown in the region

Sr. No.

Category Crop types

1 Food crops Jowar, Wheat, Bengal Gram, Tur, Maize, and Sunflower

2 Horticulture crops Potato, Chilli, Onion, Mango, Sapota, Banana, and Guava

3 Commercial crops Groundnut, Coconut, Cashew, and Cotton

Articles made of silk, lacquer, and sandalwood are some of other products/sectors making significant

contributions to the economy of the region.

Textiles: The district also has a readymade garment cluster, a handloom cluster, and a dedicated

apparel zone planned along the SKDC, which gives these sector huge opportunities of investment.

A computerized trade information centre to facilitate the exporters, warehousing facilities (12 godowns

with a capacity of 4,700 MT -7-KFCSC & 5-Cooperative), and a land bank of 9,347 acres are the

supporting infrastructure in the district to facilitate growth of industries in the region.

4.3.1 Informal commercial activity

Street vending is an indispensable economic activity in urban India. It is the largest informal sector, which caters to the livelihood of the urban poor. Since the era of economic reforms in the country, the sector has faced many challenges. Street vendors account for about 2% of the population and provide ‗affordable‘ as well as ‗convenient‘ services to a majority of the urban population.

The report Conditions of Work and Promotion of Livelihoods in the Unorganized Sector, 2007, of the National Commission for Enterprises in the Unorganized Sector (NCEUS), suggests that the vendors‘ earnings are very low, although they vary from trade to trade and from location to location. The average daily income of men is around Rs. 70 in most cities, and women earn considerably less – Rs. 40 per day.

Article 39 (a) of the Constitution clearly mentions that the state shall in particular direct its policy so that the citizens, men and women equally, have the right to an adequate means of livelihood. To improve the condition of urban street vendors, the Government of India has made numerous legislative attempts starting from the regulation of hawker trade in the Bombay Municipal Corporation in 1980 till the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act, 2014.

Of the major attempts made, the National Policy on Urban Street Vendors, 20093, was a comprehensive attempt that promoted spatial, legal, and participative means of improving the conditions of the urban street vendors. According to this policy, a 'street vendor' is defined as 'a person who offers goods or services for sale to the public in a street without having a permanent built-up structure‘. The policy was somewhat similar to its predecessor and got a feeble response from the states. To overcome the shortcomings of this policy, a draft bill, ‗Model Street Vendors (Protection of Livelihood and Regulation of Street Vending) Bill, 2009, was introduced, but the governments did not take sufficient legislative action. However, the bill was critiqued to have ignored many pressing issues. The foremost problem that it overlooked was the issue of natural markets, which sprang up in places where consumers found them useful. Further, it ignored the vending rights of those who were already selling on the street. Still the policy was somewhat able to recognize certain issues related to the street vendors and has provided certain powers to ULBs to regulate, monitor, and promote street vendors in towns/cities.

3 In 2004, the National Urban Street Vendors Policy (NSVP) was announced. It was the first national level regulatory framework

on street vending which was left to the states to adopt and implement. In 2009, NSVP was revised and a model draft bill on the subject was presented by the Central Government. The states and union territories were to implement the National Policy for Street Vendors of 2004, taking into account this model bill. However, it received a feeble response from the states and soon demands were made for a mandatory central legislation on the subject.



The policy recognized and explicated the positive role of street vendors in providing essential commodities to people at affordable prices and at convenient places. It also recognized the need for regulation of street vending by way of designated ‗restriction-free vending‘, 'restricted vending' and ‗no vending‘ zones based on certain objective principles. Overall, the policy meant to foster a congenial environment for the urban street vendors to carry out their vocation and at the same time, ensure that it does not lead to overcrowding or unsanitary conditions at public spaces and streets.

4.3.2 Specific norms for the ULBs

I. Spatial planning norms - Demarcation of vending zones

The demarcation of hawking zones should be city/town specific. The master plans, zonal plans,

etc., should take into account the natural propensity of the street vendors to locate in certain

places at certain times in response to patterns of demand for their goods/services.

City authorities should provide sufficient spaces, designated as ‗vendors markets‘, in layout plans

at locations of natural markets, and they should permit mobile vending in all areas even outside

the designated markets, unless designated as ‗no-vending zone‘ through a participatory process.

Designation of vendors markets/no-vending zones should not be left to the sole discretion of any

civic or police authority, but must be accomplished by a participatory process by a Town Vending

Committee (which for large towns/cities may be constituted on the basis of wards) whose

membership may be as follows: municipal authority, traffic and local police, public land owning

authority, associations, representatives from associations of street vendors, representatives from

lead nationalized banks/commercial banks.

II. Quantitative norms - refer to the norms on amount of space and facilities to be provided for

vendors‘ markets by the civic authorities. At the town/city level, enough space should be

designated for vendor markets at least to the extent of 2% to 2.5% of the total city population. The

facilities required at the vendor markets invariably include solid waste disposal facilities, public

toilets to maintain cleanliness4, Aesthetic design of mobile stalls/ push carts, electricity, drinking

water facilities, protective covers to protect their wares as well as themselves from heat, rain and

dust, and storage facilities including cold storages.

III. Regulatory process - The policy thrusts on having a system of registration of hawkers and non-

discretionary regulation of access to public spaces in accordance with the planning standards and

nature of trade/service. The Town Vending Committee5/Ward Vending Committee has the

power to register the vendors6. All vendors in each city should be registered at a nominal fee and

the registration should be renewed after every three years. The TVC should issue identity cards to

the vendors and charge a monthly fee for access to various services. For better regulation, there

should be a direct linkage between the urban local bodies (ULBs) and hawkers for the collection

of registration fee, monthly maintenance charges7, and fines, if any. The Town Vending

Committee/Ward Vending Committee should monitor the hawking activity of a particular ward and

4 In spite of the government‘s fervent concern regarding public sanitation and safety, a number of public events, bazaars,

religious festivals, and other activities take place on our streets with the whole-hearted approval of government authorities.

5 The committee has no fixed tenure and there is no removal mechanism mentioned.

6 The National Policy on Urban Street Vendors, 2009. Under Provision 4.5.4 of this policy, the municipal authority is under an

obligation to undertake a comprehensive census of the existing vendors in consultation with the Town Vending Committee for the purpose of granting them lease to vend. Hence, we see that here the burden of registration is on the municipality, which significantly smoothens the exercise of registration and to a large extent simplifies the process for street vendors.

7 Every street vendor is under an obligation to pay periodic maintenance charges for the civic amenities and facilities provided

in the vending zone, as may be determined by the local authority. Thus, these provisions impose a monetary burden on street vendors.



the quality of the services provided, take corrective action, if required, report to the city level

committee, if required, and recommend revaluation/changes in the specified norms for hawking.8

4.4 Workforce Participation Rate

4.4.1 State work participation

According to Census 2011, the work participation rate (WPR) in the state is 2,78,72,597 persons constituting 45.6% of the total population have enumerated themselves as workers. 59% of the total male population and 31.8% of the total female population are in the workforce.

As per Census 2001, the WPR in the state was 44.5% comprising 56.6% male workers and 31.9% female workers. The WPR in 2011 increased in general, irrespective of gender and more significantly in urban areas (4%), compared to 2001. while the female WPR has marginally declined in rural Karnataka.

4.4.2 HDMC work participation rate

According to Census 2011, the workforce participation in Hubli-Dharwad city is about 35.4%. The workforce participation rate of urban Dharwad (Hubli-Dharwad) in 1991 was 29.7%. The positive factor is the growth in workforce participation rate in urban areas by about 4% over the last decades. In terms of classification of workers, the percentage of main workers has increased.

Figure 18: Work participation profile - Kollam 1980-2011

4.5 Worker Classification

Hubli being the economic centre of the region, it is providing employment which is more regular in nature as the table shows 90% of the workers are in the main category. It is also evident that the percentage of women in the total workforce is about 15%, while among male it is 55%. Also, it is interesting to note that the proportion of women among the marginal workers is comparatively high in the city. The city also has a large dependent population, especially the elderly, females, and children.

8 Concentration of powers in the hands of the municipal authorities that do not have any representation of street vendors

29.7

33.2

35.4

26

27

28

29

30

31

32

33

34

35

36

1991 2001 2011

Work Particiation Rate

WPR



Table 13: Occupational structure

Sr. No.

Workers

Non-Workers Category Main Marginal Total

No % No % No % No %

1 Total 298264 89.29 35773 10.71 334037 35.4 609751 64.6

2 Male 239500 91.23 23034 8.77 262534 55.2 211984 44.54

3 Female 58764 82.18 12739 17.82 71503 15.3 397767 85.02

Source: Census 2011

The figure below clearly highlights that in the last two decades, there has been a considerable increase in the number of main workers and hence the total workforce. However, the number of non-workers has also increased and it is a matter of concern and needs to be studied further.

Figure 19: Year-wise distribution of workers and non-workers in Hubli-Dharwad

It is evident that the proportion of the main workers has increased from 28.6% to 32% in during 1991-2011. Also, the share of marginal workers has increased from 0.6% to 3.79% in the last two decades. In absolute terms, the number of marginal workers has increased from 4,083 to 35,773. This indicates the growth of employment in unorganized sectors.

Table 14: Change in the occupational structure - 199-2011

Classification of workers 1991 2001 2011

Population % Population %

Main workers 181723 28 232120 29.5 298264 31.6

Marginal workers 4083 0.6 18692 2.4 35773 3.79

Non-workers 462492 71.3 535206 68.1 609751 64.61

Grand total 648298 100 786018 100 943788 100

Source: Census 1991-2011

4.6 Horticulture

The climate and soil in this region are conducive to horticultural segments. Dharwad district is blessed with 3 agro-climatic zones, high-end research-based agriculture universities, and testing labs. Chilli, onion, mango, guava, and sapota are the dominant varieties grown in the region. Mango, sapota, coconut, cashew, and guava are grown widely in Hubli and Dharwad talukas. The region has the

181723

4083

185806

462492

232120

18692

250812

535206

298264

35773

334037

609751

0

100000

200000

300000

400000

500000

600000

700000

Main Marginal Total Workers Non workers

1991 2001 2011



potential for enhancing agriculture and horticulture activities in the region. There is scope for introducing floriculture and new crops/herbs of medicinal, aromatic qualities.

Animal husbandry is also a regular activity in this region. Animal husbandry is a growing sector in the district with increasing production trends. Milk production in the district has increased from 49,523 to 74,800 tons during 2002-06; also, the region has many milk cooperatives. Egg production has increased from 12.3 to 17.9 mn and meat production increased from 2,578 to 3,890 tons. Also, the district has 109 veterinary institutions, 2 livestock breeding farms, and 1 semen collection centre (source: KSAPPEC).

4.7 Key Issues

There is a decline in the primary and secondary sector activities in terms of employment and

economic contribution.

Many of the industries in the manufacturing sectors are being closed down.

There is no focused plan at the ULB level for local economic development.

Land is reserved for industrial development and commercial development; however, growth is

not happening as envisaged in the master plan due to lack of supporting infrastructure

facilities.

The city has the second highest population in the state; however, its economic contribution is

only the fourth highest in the state.

The city is not getting priority for investments. Also, new developments are moving towards

Belgaum, Mysore, Bijapur, etc.



5. Physical Planning and Growth Management

This chapter presents a detailed assessment of the planning area, spatial growth trends and distribution of population, and critical appraisal of the development plan, master plan, and land use analysis (existing and proposed). The assessment of existing land and proposed land use has been compared with the Urban & Regional Development Plans Formulation and Implementation (URDPFI) guidelines. Also, the roles and responsibilities of the urban local body (ULB) and parastatal agencies in urban planning functions have been discussed in the chapter.

5.1 Background

Hubli and Dharwad were the two oldest settlements in north Karnataka, and later, during the colonial rule, establishment of the railway coach factory, southern Maratha spinning and weaving mills in the region prompted the growth of Hubli. In Dharwad, the town municipality was constituted in 1885 for civic administration; municipal limit covered was 2.059 sq. m [km?] with a population of 35,278. Since then, Dharwad has grown as an administrative and educational centre, whereas Hubli has developed as a centre of trade and commerce and industrial activities with the establishment of a number of ginning and cotton mills.

Later in the year 1925, the two cities were combined to form a common municipal borough for the combined population of 69,940. In 1962, the city was declared a corporation with an area of around 182 sq. km. Later in 1997, with the addition of adjacent villages, the area of HDMC jurisdiction increased to 202.96 sq. km; the area has remained constant till date.

The urban character of both Hubli and Dharwad cities is found to be complex, and the old city areas in both cities have been retained their original and traditional character. They are acting as religious nodes and are with narrow streets and inefficient infrastructure services.

However, in other areas, due to the availability of services, cultural attractions, proximity to city core has always been under constant development pressure and resulted in over densification. While fringe areas are exhibiting a different development pattern which is comparatively organized growth pattern. Both cities exhibit medium density with medium-rise buildings with average 3-4 storeys.

5.2 Constituents of Planning Area

As per the Karnataka Town and Country Planning Act, 1961, the Hubli-Dharwad Urban Development Authority (HDUDA) was constituted in the year 1987 for undertaking the responsibility of physical planning, and its jurisdiction includes the HDMC area and about 10 km area beyond HDMC, to include villages that could eventually become part of the urban area in future. The jurisdiction of HDUDA is about 413 sq. km and the planning functions of HDUDA include the following:

Preparing development plans and scheme plans for the twin cities

Approving development plans for group housing and layouts

Furnishing opinion to revenue authorities regarding non-agricultural land

5.3 Projected Population under Development Plan

The existing comprehensive development plan for HDMC was prepared by HDUDA in the year 2003, considering the population trend, growth of economic activities, and the potentialities available, the development plan has estimated that the population in the twin cities would be around 12.50 lakhs by 2021.



Figure 20: Planning Area of Hubli-Dharwad



5.4 Spatial Growth Trends

As envisaged in the comprehensive development plan, recently the growth is promoted along the Hubli Dharwad high way. This region offers good connectivity to both cities and also easy access to the educational and economic centres. Navanagar, the area between the two cities, is emerging as a major urban centre.

The BRTS proposed along this network is expected to enhance the connectivity to both cities and facilitate growth in the region along the corridor. The scope for TOD in and around Navanagar is also being assessed along with the BRTS project. Also, the areas along Gokul Road and Keshavpur are developing rapidly. The area near Vidhyanagar being an educational hub, the entire economy of the locality revolves around it. There are mainly shops to cater to the needs of the educational institutions and students, like food joints, internet café, bookshops, photocopying and printing centres, and garment stores.

A multi-modal/integrated logistics transport centre with warehouses, inland container depots, domestic railhead, and air cargo centres are proposed in 56 acres near Anchatgeri village on Karwar road in Hubli. The project would be implemented through the PPP model and is expected to help in reducing traffic congestion in Hubli.

5.5 Spatial Distribution of Population

The overall density of the city is around 4,000 persons per sq. km. However, the map above indicates that the wards in the core city area of both the cities are experiencing very high density, more than 60,000 persons/sq. km. This implies the need to regulate growth within the old city areas of both Hubli and Dharwad. However, the density decreases towards the outskirts.

The average density in the city peripheral areas is 4,000-10,000 people per sq. km; however, the average density in Hubli is higher than that in the Dharwad city core. Also, the percentage developed area in Hubli is higher than that in Dharwad. The newly merged areas such as Keshavpur and corridor along Gokul road are experiencing medium density growth.

However, the area in between Hubli and Dharwad remains thinly populated with an average density less than 4,000 persons per sq. km. These areas have hinterlands where agriculture is practiced. It is clear from the map that the area in between the cities remains underdeveloped and a huge reserve of developable land is available within the HDMC limits.



Figure 21: Ward-wise density pattern



5.6 Critical Appraisal of the Master Plan/Development Plan

5.6.1 Land use analysis

The first comprehensive development plan was successful in promoting development along the highway between the cities, but the plan did not directly address the growth trends in the urban area. Therefore, the plan was revised in the year 2003 to address the developmental issues and to meet the future requirements. CDP 2003 for Hubli-Dharwad envisaged a continuous development between the twin cities by developing a system parallel to the old highway in the form of a ring road.

As per the comprehensive development plan, the percentage of land under residential use has gone up from 25% to 31% between 1986 and 2000. However, this is still low compared to the suggested norm of 35% to 40% of land under residential use, indicating the availability of potential land for residential development. Growth in commercial land use is also not happening as envisaged in the comprehensive development plan due to overcrowding in the existing CBD at Hubli and lack of demand for commercial space in CBD at Navanagar. Similarly, insufficient and inefficient infrastructural support for the new/existing industrial establishments has also reflected in the growth pattern.

Table 15: Hubli-Dharwad: Land-use distribution in 1986 and 2000

Sr. No. Land Use 1986 2000

Category Area (Ha) % Area (Ha) %

1 Residential 1,356 25% 3,196 31%

2 Commercial 194 4% 336 3%

3 Industrial 296 5% 528 5%

4 Public and Semi-Public 719 13% 1,750 17%

5 Recreational 409 8% 663 6%

6 Transportation and Communication 1,531 28% 2,269 22%

7 Water Bodies, Agricultural & Others 935 17% 1,632 16%

Total 5,440 100 10,374 100

Source: Comprehensive Development Plan (2003), HDUDA

The revised comprehensive development plan has projected a population of 12.5 lakhs by 2021. The growth rate envisioned in Comprehensive Development Plan 2021 gives the residential sector prime importance with the focus on enhancing commercial areas. The public and transportation uses remain more or less the same therefore aiming at a higher density. The expansion of residential and institutional areas however remains along the old highway between the twin cities. The comprehensive development plan claims that the Zoning Regulations were simplified to encourage planned development and to make it easy for the public to get the approval for building and layout plans.



Figure 22: Land-use Plan 2000



Figure 23: Proposed land use - 2021



5.6.2 Comparison with URDPFI guidelines

As per the population projections carried out in the demography section, the city would have a population of 11.6 lakhs by 2021. Hence, the comparison has been carried out with URDPFI guidelines for the medium towns. Following table presents the land use comparison with the URDPFI guidelines.

Table 16: Land use comparison

Sr. No.

Land Use 2021 proposed URDPFI Met the

benchmark

Category Area (Ha) %

1 Residential 5,717 42% 35-40% Yes

2 Commercial 835 6% 4-5% Yes

3 Industrial 738 5% 10-12% No

4 Public and Semi-Public 2,021 15% 12-14% Yes

5 Recreational 1,431 10% 18-20% No

6 Transportation and Communication 3,005 22% 12-14% Yes

7 Water Bodies, Agricultural & Others Balance

Total 13,747 100

Source: Comprehensive Development Plan (2003), HDUDA

As indicated in the table above, the proposed land use meets the requirement in the case of residential, commercial, and transportation categories. Interestingly, unlike in other major cities, the percentage share of transportation is 22% and is very impressive for the development of the new roads and widening of existing roads. However, in other categories like industrial and recreational categories, the proposed land use share is grossly low with respect to the URDPFI guidelines.

5.6.3 Development proposals

The comprehensive land use plan recognized that land is a key resource and therefore provided enough flexibility to accommodate the changing needs. Comprehensive Development Plan 2021 has been prepared to cater to the needs of 1.25 million population. The primary objective of the plan is to bridge the gap between Hubli and Dharwad. The CDP [use either the full form or the abbreviation consistently throughout the document.] focused on the physical, geographic, historic, and cultural characteristics of the city, its habitat, and sectoral development plans and proposed harmonious development. The plan suggests predominant development of residential and recreational activities between Unkal in Hubli and Tadasinakoppa village in Dharwad all along the peripheral roads. The major proposals include:

a) Road between Tarihal and Kalghatgi road via Lakhamanahalli Scheme of HDUDA and road

between Gamangatti village and Housing Board sites and service scheme at Sattur

b) Commercial, institutional, and industrial developments predominantly along NH4 and the rail

corridor

c) A CBD in Sutgatti-Rayapur area near HDUDA Office Complex

d) Southwest Railway Zonal Headquarters be located near Amargol Railway station

e) An information technology park in KIADB land in Rayapur area

f) Children‘s park in Sutagatti area to be developed under PPP

g) Regional park area on either side of catchments area of the Unkal Tank

h) The government land on the elevated terrain near Gamanagatti Village is transferred to H-D

UDA for developing a sports centre and the Nrupatunga Hill at Hubli is developed as a picnic

spot in joint sector.

i) Works centre with horticultural and agro-based industries at Lakhamanahalli industrial area

for the benefit of fruit growers and agriculturists in the area



j) The sites in Lakhamanahalli Scheme for housing the poor and industrial labours of

Lakhamanahalli industrial area

5.7 Urban Planning Functions and Reforms

Revision of Building Byelaws to Streamline Approval Process: With the introduction of the

Building Plan Approval Management System (BPAMS) with Automatic Development Control

Regulations by HDMC, residents can now get building permission within a week. Earlier they had to

wait for over 21 days to get the same.

Now, once a resident applies for building permission, the documents and details furnished by him or her are uploaded to the corporation's database. If any violations of guidelines are found in the documents, the applicant is called in for clarification. If the documents conform to the guidelines, then the authorities will courier the building permission to the applicant within seven days. The system has been made mandatory for sites with area of over 150 sq. m in approved layouts in Hubli and Dharwad from April 1, 2010.

Revision of Building Byelaws for Rainwater Harvesting and Water Conservation: The Karnataka

Housing Board (KHB) has made rainwater harvesting compulsory in all its layouts in Hubli and

Dharwad.

If owners of new buildings fail to set up a rainwater harvesting (RWH) facility in their buildings, HMDC will not issue completion certificate to them. HDMC had in 2004 enacted a building byelaw, instructing the owners to ensure a RWH facility in their new buildings.

Earmarking of Land for EWS/LIG Housing + System of Cross Subsystem: This is policy matter that needs to be decided at the state level. So far, no government order has been received by HDMC for earmarking land for EWS/LIG is only on development on Government lands.

Byelaws for Reuse of Recycled Water: No Progress, the byelaws to be formulated at the state level.

5.8 Roles and Responsibilities of ULB and Parastatals

HDMC: As per the amendment of the KM Act, 1976, in 1995, the function of urban planning including

town planning has been transferred to the ULB, but in the Hubli-Dharwad region (including the twin

cities and surroundings), the town planning functions are performed by multiple departments. The

master plan/land use plan is prepared by HDUDA in consultation with the Karnataka State Town

Planning Board, while the implementation and monitoring are the responsibility of HDMC. In HDMC,

the Town Planning section looks after the planning related activities like sanctioning the building

approval and monitoring compliance with DCR.

Hubli-Dharwad Urban Development Authority (HDUDA): HUDA is the agency responsible for undertaking the physical planning activities including the preparation of master plans, TP schemes, infrastructure development in HDUDA area, etc. The specific of HDUDUA includes preparing development plans and scheme plans for the twin cities, approving development plans for group housing and layouts, and furnishing opinion to revenue authorities regarding non-agricultural land.

District Planning Committee (DPC): DPC was constituted in Dharwad district to coordinate the

integrated development of the region, but it is not functioning efficiently.

5.9 Key Issues

The spatial isolation and unequal distribution of infrastructure between the twin cities have

resulted in adding upon to the pressure of existing city centres and in non-contiguous

development between Hubli and Dharwad.

The development plan has proposed for commercial growth between the cities and in



Navanagar; however, lack of basic infrastructure in the area resulted in the decreasing

demand for development in these areas.

The development along the radial roads without complementary growth of ring/orbital roads is

resulting in locking up of developable plots in and around the city.

Also, the horizontal growth of residential areas has resulted in increased land prices in the

peri-urban areas.

HDMC is the agency responsible for layout approval and issue of the building permit in

accordance with land use proposed in the development plan. However, many illegal housing

constructions are taking place on the outskirts of both Hubli and Dharwad without the

permission from concern authorities. Agricultural lands are being converted into housing

layouts without proper approval from HDMC or HDUDA.

The land use reserved for the recreational purpose is about 10%, while as per URDPFI

guidelines, it is 20%. The city has many developable plots that could be developed for

recreational use.

The function of urban planning has been transferred to the ULBs, but the development plans

in the twin cities are prepared by HDUDA. There is lack of coordination between HDMC and

HDUDA in the preparation of plans and implementation of the same. Also, there is lack of

clarity on the urban planning function, implementation of the master plan, and framing of the

various building byelaws.

The team at HDMC and HDUDA lacks trainings on preparation of plans and land use

regulations and various building byelaws.



6. Social and Cultural Environment

This chapter presents a detailed assessment of the social and cultural environment of the city, which includes health services, education status and role of various agencies involved in the service provision. The key findings of the analysis indicate the status of Hubli-Dharwad city in terms of health, educational, and recreational service provision. The existing facility has been compared with URDPFI guidelines to arrive at the gap in service provisioning.

6.1 Background

Hubli-Dharwad is considered as the hub for educational and medical facilities in northern Karnataka. As discussed, both the towns have a good number of general hospital offering free health care services to the coastal districts in the state. Further, the city has a wide range of educational institutions such as universities, science and management colleges, and research institutions established by the government and private organisations.

6.2 Health Facilities

6.2.1 Existing situation

Hubli-Dharwad is a prominent centre for health care in the north Karnataka region. The twin cities have 56 major hospitals. Hubli alone houses 33 major hospitals and there are 11 government hospitals in the region and the civil hospital has a bed capacity of 168 patients. One of the oldest mental health institutes is situated in the city. The number of dispensaries and hospitals in Hubli-Dharwad city is given in the table below.

Health facilities are distributed across both cities and also both cities accommodate medical colleges also. However, the health facilities are not distributed in between the twin cities. The twin cities have good infrastructure in terms of overall healthcare facilities. But most of the healthcare facilities are under private ownership, and the governmental hospitals are not able to cater to all the needs of the EWS.

Dharwad district has 2 community health centres (CHC) with labour room facilities and 11 public health centres (PHC). 8 PHCs have labour room facilities, while only 5 have operation facilities. Also, these there are 17 sub-centres in the district but only 13 of them have regular water supply. These centres are run by the Health Department, GoK, and they cater to the health requirement of the entire district.

Table 17: Status of Hospital

Sr. No.

Category of hospitals No. of hospitals No. of beds

1 Dispensaries 680 Only OP

2 Private hospitals 112 20-500

3 Government hospitals 10 10-150

4 Municipal hospitals 4

Source: HDMC

Recently, Sneha Clinics have been set up in the health sub-centres to deal with sensitive problems of adolescent children. Experts at these centres counsel adolescents on various issues including how to face examinations and overcome stress and other physical and mental problems. It is reported that the clinics set up by the government in primary health centres in Hubli have helped over 15,131 adolescents during May–August 2013.



6.2.2 Basic public health indicators

According to the task force report on health and family welfare, the infant mortality rate (IMR) for females is quite high in Dharwad, Bellary, and Bidar districts. Similarly, the indicators such as Institutional delivery, children dying below 5 years etc. are also not favourable in the city. Besides, Dharwad has a sex ratio of 948 females per 1000 males, one of the three lowest places in the state, the other two being Haveri (942) and Bengaluru (906). The following figure depicts the performance of the health indicator at various places.

Figure 24: Performance comparison of health indicator

6.2.3 Disease pattern

A survey carried out by the Centre for Global Health Research reveals that the 57% cause of death in the city can be attributed to chronic diseases like heart problems, lung problems, stroke, and cancer, while 31% of death is caused by infectious diseases. Reports from government hospitals and health centres indicate that the incidence of waterborne diseases, respiratory diseases, and lifestyle disease is increasing among the urban dwellers in Dharwad district. This can be attributed to the deteriorated environmental conditions caused by disposal of untreated sewerages to open land, air pollution etc.

6.2.4 Role of HDMC in health programmes

The Directorate of Health, GoK, is responsible for providing major health facilities in the city. HDMC assists the state Health Department in campaigning, providing the required infrastructure, enlisting beneficiaries, etc., for various health programmes. HDMC‘s health-related obligatory functions are restricted to a few conservancies, but HDMC is responsible for the functioning of municipal hospitals in the city.

Table 18: Health facilities owned by HDMC

Sr. No.

Category Numbers No. of doctors

Bed capacity

1 Maternity-Child Welfare Centres 5 11 180

2 Hospitals 5 11 180

3 Health Centres 12 12

4 Dispensaries 5

5 PPC 3 4

Source: HDMC

2

25

18.8

5.7 2.7

65

23.5

7.9 2.5

55

22.1

7.2 3.2

63

25

8.1

0

10

20

30

40

50

60

70

Total fertility rate Infant mortality rate Crude Birth rate Crude Death rate

Hubli-Dharwad Dharwad District Karnataka India



Other responsibilities of HDMC include supervision of all hospitals in HDMC limits and functional control over employees in the health sector and authority for recommendations on health sector reforms etc. The Health Department of HDMC is responsible for public health-related activities such as:

Solid waste collection, conservancy, and sanitation

Carrying out the state/central government health-related programmes

Providing basic health facilities (essentially curative services)

Issuing birth and death certificates and maintaining relevant records

Preventing food adulteration

Monitoring and regulating trade licences

The only health centre owned by HDMC is in a deteriorate state with deteriorated infrastructure and shortage of qualified staffs. The higher income groups invariably use private sector services and therefore have least or no interest in improving the system.

6.2.5 Comparison with URDPFI norms

The existing healthcare facility has been compared with the URDPFI guidelines to identify the gap in the healthcare facilities. In the current situation, the number of dispensaries, nursing homes, polyclinics, and general hospitals is sufficient, and the existing facilities are on the higher side as compared to URDPFI guidelines. As per the guidelines, the city lacks veterinary hospitals, but has a few private dispensary facilities for pets. The nearest government veterinary hospital is 29 km from Hubli in Kalghatgi. Following table presents the existing status of health facilities and the comparison with URDPFI guidelines.

Table 19: The comparison of Health care facilities as per URDPFI guidelines

Healthcare facility URDPFI Guidelines Requirement as per guidelines

No. of facilities

Met the Benchmark

Dispensary 1 for 15000 population 63 680 Yes

Nursing home, child welfare and maternity centre

45000 to 1 lakh population 18 6 Yes

Polyclinic 1 for 1 lakh population 10 114 Yes

General Hospital (NBC) 1 for 2.5 lakh population 4 10 Yes

Diagnostic centre 1 for 0.5 lakh population 18 22 Yes

Veterinary hospital for pets and animals

1 for 5 lakh population 2 Nil No

Dispensary for pet animals and birds

1 for 1 lakh population 9 6 No

6.2.6 Key issues

The overall healthcare facilities are good in the twin cities. However, most of the health care

facilities are run by private owners, and the city has only limited public health care system.

Majority of the slum dwellers are dependent on the public health care systems.

The PHCs and other public aided health facilities are situated in the core of the city, and the slum dwellers are located in the outskirts of the cities and other residents living in between the cities doesn‘t have public health facilities within 3-5 kms.

The occurrence of waterborne diseases, respiratory diseases, and lifestyle diseases is increasing among the urban dwellers in Dharwad district. This can be attributed to the deteriorated environmental conditions caused by disposal of untreated sewerages to open land, air pollution etc.



The major hospital owned by HDMC is in a deteriorating state; the corporation is not able to place permanent staff and maintain the buildings due to lack of funding and scarcity of qualified health professionals.

The improper management of biomedical waste is an emerging issue in both the cities. Though majority of the private hospitals use the centralised facility to treat the waste, many of the hospitals fail in regular disposal of medical waste and a very few dispose the waste on weekly basis.

6.3 Educational Facilities

6.3.1 Existing situation

Dharwad is an established educational centre in north Karnataka. Hubli-Dharwad is known for the availability of educational institutions of various categories ranging from primary schools to professional colleges. Dharwad has Kannada, English, and Urdu medium schools in its credit. Within the HDMC limit, there are government schools, aided schools, and private institutions that support the school education. It is estimated that there are about 171 state government schools, another 65 state government aided schools, and over 150 private schools of different hierarchies in the city. Hubli-Dharwad has around 72 registered nursery schools.

Table 20: City-wise distribution of educational institutions in Hubli and Dharwad

Hubli Dharwad

Primary Schools 38 52

High Schools 26 123

Ore-University Colleges 5 23

Colleges 19 15

Polytechnics 2 6

Engineering Colleges 1 2

Medical Collages 1 1

Libraries 5 13

Law Colleges 4 5

Source: HDMC

From the table above, it is evident that Hubli and Dharwad have educational institutions of all categories. However, the comparatively Dharwad has higher number of institutions attributing to the land availability of institutional development, pleasant weather conditions and other supporting institutions such as universities, research institutions libraries etc. As on date, the total student strength is 179,511 in Hubli and Dharwad. Revised Comprehensive Development Plan 2021 estimates the student strength to be 1.30 lakh by 2021 (for a population of 12.5 lakhs) and a need for 290 more schools to cater to the student strength.

The Education Department of the state government is the agency responsible for administrative and financial aspects of the schools, while the Education Officer at the Block Education Office is the monitoring authority for all government and aided schools within HDMC limits. The Department of Welfare of Disabled and Senior Citizen, GoK, runs special schools for the visually impaired children in Hubli. These schools provide free food, shelter, and education to the children. Manovikasa is an institute of training and rehabilitation for the mentally handicapped at Devangapet, Hubli.

Higher education facility in Hubli-Dharwad

Dharwad has a number of renowned centres of learning, including arts, science, commerce, and law colleges. Currently, the twin cities accommodate around 60 colleges, with student capacity exceeding the estimated demand. Of these, 2 are engineering colleges, 5 are medical colleges, and 50 are degree colleges. The headquarters of Karnataka University is in Dharwad and was established in 1949. Karnataka University offers 47 PG courses, 17 diploma courses, and 11 certificate courses.

The city is also home for universities including Karnataka University, University of Agricultural



Sciences, Dharwad and Karnataka Law University. The renowned institutions for higher education in the city are as follows:

New proposed IIIT (Indian Institute of Information Technology) at Dharwad

Karnataka Institute of Medical Sciences (KIMS)

SDM college of Engg., Medical & Dental Sciences

BVB College of Engineering & Technology

KLE Society‘s Polytechnic

Nettur Technical Training Foundation

Kousali Institute of Management

KLE Society‘s Institute of Management Studies

Appa College of Engineering

Government polytechnic

Other premier institutions in the region are the Karnataka Arts and Science College and Agriculture College, which was subsequently established as the Agriculture University.

Karnataka University and other private educational societies manage general educational colleges. Comprehensive Development Plan 2021 estimates a demand of 22 colleges for Hubli-Dharwad, to meet the student strength of 20,500 for 2021. In recent years, the city has experienced rapid investment into the educational sector; many private universities have shown interest in setting up their campus in the city due to various factors such as availability of land, favourable climate, and supporting policies from the state.

The existing education facilities have been compared with the URDPFI guidelines to identify the gap in the services. It is observed that the city has adequate facilities in terms of higher education and graduation schools. The city lacks sufficient schools at the primary and pre-primary school levels. As per the URDPFI norms, there is a deficit of schools at the pre-primary level. Further, the city lacks integrated schools with hostel facilities and schools for the physically and mentally challenged. Following table presents the existing status of education facilities and the comparison with URDPFI guidelines.

Table 21: The comparison of Educational facilities as per URDPFI guidelines

Educational facility URDPFI Guidelines

Requirement as per guidelines

No. of institutions

Met the Benchmark

School for physically challenged

1 for 45000 population

22 1 No

School for mentally challenged

1 for 10 lakh population

1 1 Yes

College 1 for 1.25 lakh 8 32 Yes

Technical education 1 for 10 lakh population

1 12 Yes

Engineering college 1 for 10 lakh population

1 3 Yes

Medical college 1 for 10 lakh population

1 2 Yes

Other professional college


1 22 Yes

Nursing and paramedical institute


1 11 Yes

6.3.2 Key concerns

Dharwad city is known for its educational infrastructure including the oldest universities, medical

and dental colleges, engineering colleges, and other professional colleges. However, most of the



newly established institutes are under private category catering to the educational needs of

students from other cities and states.

The primary schools and other major upper primary and higher secondary schools are located

within the core of twin cities. Students from the slums located on the city outskirts are forced to

depend on the private schools.

6.4 Recreational Facilities

In addition to the core urban services, HDMC also provides the recreation facilities within HDMC limits. The amenities such as gardens, libraries, swimming pool, community halls, parks, playgrounds, sports facilities and rest houses. Parks and lakes are the important places of interest within HDMC limits. Glass House and Unkal Lake in Hubli and Kittur Channamma Park in Dharwad are the major choice for recreation and outings in and near the city.

6.4.1 Parks, grounds, and open spaces

There are around 16 places where parks, playgrounds and open spaces are located in 496 plots in HDMC. The major parks in Hubli are Mahatma Gandhi Park, Kittur Chennamma Park, Azad Park, and University Park. The number of parks in each area is provided in the table below.

The educational institutions have their own smaller parks and play grounds. The major stadiums in Hubli are Karnataka University Stadium, Police Headquarters Stadium at Dharwad, and HDMC Playground. A new stadium has been constructed at Dharwad with the support of the town planning authority.

Table 22: List of parks/open spaces in the city, owned by HDMC

Sr. No. Name of the place No. of plots

1 Unakal 165

2 Krishnapur 67

3 Bengeri 58

4 Nagashettikoppa 41

5 Keshwapur 50

6 Amargol 18

7 MTS 26

8 M Aralikatti 6

9 Gopanakoppa 18

10 Ayodhya 8

11 Bhairdevarakoppa 7

12 Gamanagatti 18

13 Yallapur 1

14 Sutagatti 4

15 Ahoballapur 1

16 Raynal 8

Total 496



Figure 25: Location of recreational facilities in HDMC

Unkal Lake: Unkal is one of the large lakes in the Hubli-Dharwad region and is about 110 years old. This lake is spread across 200 acres of land. A statue of Swami Vivekananda is situated at the centre of the lake and it is a prime attraction for the public. Recently, the lake and its surrounding were developed to protect its water-shed area and also to facilitate the public to enjoy its scenic surroundings. The southeast bank of the lake is surrounded by pedestrian walkways and parks along with boating facilities. However, the residents are of the opinion that the lake is not being maintained regularly after the improvement activities.



Figure 26: Unkal Lake and the park

Indira Gandhi Glass House Garden, Hubli

The glass house Garden Park is located in the heart of Hubli city and Indira glass house is a unique palace made of glass resembles Lalbagh garden at Bengaluru. The glass house is surrounded by green lawns, parks, and children play areas including skating ground. Flower shows, various exhibitions, and cultural programmes are often conducted here. The glass house was inaugurated by the former Prime Minister Smt. Indira Gandhi and hence called Indira Glass House. An undated poll on the HDMC website indicates that an overwhelming majority of the citizens feel that the maintenance of the parks in the twin cities is poor.

6.4.2 Comparison with URDPFI norms

The existing recreational facilities have been compared with the URDPFI guidelines to identify the gap



in the services. As per the land use survey, around 663 ha of land in the city is under recreational use, which includes parks, open spaces, stadiums, etc.

However, the required area as per URDPFI guidelines is about 323 ha. Unkal Lake is one of the major city-level recreational centres and the lake alone covers an area of 200 acres. Indira Glass House is another major park in the city. However, both these major parks are situated in Hubli. KC Park is the major children park in Dharwad. Most of the institutions within the city have their own private gardens. In both the cities, the core area is highly populated and only few residential areas have either a housing area park or the neighbourhood parks. The slum areas don‘t have either neighbourhood parks or community parks. The newly developed residential properties by HDUDA have incorporated the space for neighborhood recreational facility.

Table 23: The comparison of recreational facilities as per URDPFI guidelines

Recreational facility URDPFI Guidelines Unit area (ha)

Required area (ha)

Existing area (ha)

Met the Benchmark

Housing area park 1 for 5000 population 0.5 100

Yes

Neighbourhood park 1 for 15000 population 1 63

Community park 1 for 1 lakh population 5 10

District park 1 for 5 lakh population 25 50

Sub-city park 1 for 10 lakh population 100 100

TOTAL 323 663 ha

6.4.3 Town halls and libraries

HDMC owns town halls around the city, and these places are rented out for several community gathering and cultural programmes. Kannada Bhavan is a recent addition to the city; it is a 200-seater hall constructed by HDMC in Hubli as an initiative to promote cultural programmes. The Library Department of HDMC owns and maintains 21 public libraries . HDMC collects Library Cess for maintaining the libraries.

As per the HDMC records, there are 7 auditoriums and 4 stadiums in Dharwad and 4 auditoriums and 4 stadiums in Hubli city. Also, there is 1 market in Dharwad and 3 markets in Hubli. About 12-15 temporary weekly markets are held at different places.

6.4.4 Sports facilities

Rajnagar Cricket Stadium, Hubli Raj Nagar stadium is situated on the outskirts of Hubli city and

spread across 15 acres of land, KSCA took the ground under contract from the government and

renovated at a budget of Rs. 65 lakhs. The Raj Nagar cricket stadium has a length of 80 feet and

width of 100 feet. It consists of eight pitches, outfield, pavilions, players' dressing rooms,

administrative office room, gym, and dormitory. The stadium has been host for many national cricket

matches and an international cricket match.

Nehru Stadium, Hubli: Nehru Stadium is situated in Hubli and is owned by HDMC. It is the only

stadium available for the public in both Hubli and Dharwad. However, the sports infrastructure

facilities are in a deteriorated state, and the gymnasium within the park has been closed down. The

public had gathered at HDMC in August 2013 to highlight the poor state of park to the HDMC officials.

6.4.5 Key concerns/issues

The parks or neighbourhood parks are not available in most of the residential areas. While the slums doesn‘t even have community parks in the close proximity.

Lack of periodic maintenance of parks owned by HDMC



Deteriorated seating and other amenities like bathrooms and parking at the recreational places

Places reserved for the garden turning into waste dumping yards at many places in the city

Encroachment of public places by private people

Lack of sufficient playgrounds in the outskirts of the city where the majority of the slum dwellers are located

Nehru stadium is the only ground open for public however the sports infrastructure within the

stadium are in a deteriorated conditions.

City lacks neighbourhood and residential play grounds.



7. Infrastructure and Services

This chapter presents the status of key urban services such as water supply and sanitation (which

includes sewerage, solid waste management), storm water drainage, and street lighting in HDMC

jurisdiction. The chapter also elaborates on the key issues in the service delivery mechanism, service

level gaps, and the interventions required for bridging the gaps and improving service delivery in

HDMC jurisdiction.

7.1 Water Supply

Good quality drinking water supply and sanitation are the essential basic needs of every citizen.

Increasing urbanization has put pressure on the existing urban water supply and sanitation systems,

leading to increasing demand to augment the source and improve distribution and to increase the

coverage of underground drainage. It is the responsibility of the ULBs to ensure universal coverage of

water and sanitation services to its citizens.

7.1.1 Existing Water Supply Situation

The Karnataka Urban Water Supply and Drainage Board (KUWSDB) is the agency responsible for

provision and maintenance of water supply to the twin cities.

a. Water supply source and storage

HDMC meets its water requirements from two major water projects – Malaprabha Scheme and

Neersagar scheme for supply of water to HDMC were commissioned in 1969 and 1993 respectively.

At present, major portion (above 95%) of the total system draws water from the Malaprabha River,

situated North, at around 42 km from Dharwad. Water from the Malaprabha reservoir is tapped

through a stone masonry dam near Manoli village.

The Malaprabha Project is being executed in three stages.

Stage I and II of the project have been completed, including the construction of systems with

the intake works, pumping station and the trunk mains.

As a part of the third stage works, under Malaprabha Project, KUWSDB has formulated a

scheme for extraction of 63 MLD water for 2031.

While the second stage works meets the 2021 demand of 131 MLD

Third stage works is scheduled to commerce in 2011 to meet the 2031 demand, with supply

of approximately 195 MLD.

Raw water is drawn at Jack-well and pumped up to the Soundatti water treatment plant. The water is

transmitted via 26 km long gravity main to the Aminbhavi pumping station, to be supplied to Dharwad

through Sarawatpur tank and Hubli through Nruptang Betta reservoir. The treated water is supplied to

Dharwad at distance of 26 km and Hubli at 55 km.

In the Neerasagar scheme, raw water from Neersagar tank was pumped by the Dharwad pumping

station to the water treatment plant located at Kanavihonnavur. The treated water, through gravity

mains, is supplied to only Hubli. A new pumping system has been proposed for the Neersagar

scheme. The surrounding land use here is agricultural.



Figure 27: Existing water supply system of Hubli-Dharwad



b. Storage system

There are total 37 water reservoirs in the both the cities with an aggregated storage capacity of about

62 MLD. The storage capacity in Hubli is about 45 MLD and in Dharwad is about 17 MLD. It can be

observed from the below table that about 51 MLD of storage capacity was constructed between 1945

and 1996 and only 11 MLD of GSR/ELSR were constructed after 2003. Most of the old ESRs/GSRs

had to be rehabilitated to control the water loss and increase the storage capacity. Following table

provide the list of ESRs/GLSRs along with their location across Hubli and Dharwad.

Table 24: List of ESRs and GSRs in the city

City Sr. No.

Name of Reservoir (Location) Year of Construction

Capacity in litres lakhs

ESR/GSR

Hubli 1 NR Betta Old Tank 1967 27.240

GLSR

2 NR Betta 1996 54.480

3 Keshwapur 1955 45.400

4 HDMC Park 1996 45.400

5 Old Hubli, Karvar Road 1996 22.700

6 Old Hubli, Ayodya Nagar 1955 13.600

7 NR Betta 3 2011 68.430

8 Tabib Land 1996 13.600

ESR

9 Gabbur 1996 13.600

10 Balajinagar 2003 13.600

11 Nekar Nagar 2003 9.100

12 Keshwapur 1970 4.500

13 Bhairidevar Koppa 1990 2.250

14 Neharunagar 1996 13.600

15 Old Hubli 1996 4.500

16 HDMC Park 1996 9.080

17 Murarjinagar 2005 9.080

18 HDMC Premises (2) 2011 10.000

19 Tabib Land (2) 2011 10.000

20 Mahadevi Layout 2011 10.000

21 SM Krishana Nagar 2011 10.000

22 Sun City 2011 10.000

Dharwad 23 Saraswathpur 1995 32.680

24 DC Compound 1945 & 1965

50.850

GLSR 25 Madaramaddi 1960 27.240

26 Rajathgiri 1993 22.700

27 Gulaganjikoppa 1963 13.620

28 Rayapur Village 1998 4.540

29 Madaramaddi, Rajathgiri, DC Compound, HSR, Saraswathpur (4 Nos., 25000 Gallons Each)

4.540

ESR 30 Police Headquarters 1992 4.540

31 Mrutyunjaya Nagar 1992 4.540

32 KC Park 1992 9.080

33 Saptapur 1992 9.080

34 Tejashwi Nagar 1992 9.080

35 Navalur 2004 4.540



City Sr. No.

Name of Reservoir (Location) Year of Construction

Capacity in litres lakhs

ESR/GSR

36 Kalyan Nagar 2004 4.540

37 Sattur 1998 2.270

Grand Total 624.0

c. Water distribution network

The total length of the distribution network is about 640 km

(255 km in Dharwad and 385 km in Hubli) and that of

transmission mains is about 64 km (12 km and 52 km in

Dharwad and Hubli, respectively). Owing to the long water

network from the reservoir to the treatment plant to the

storage tanks in both the schemes, a considerable amount

of water is lost in transmission.

About 75% of the total municipal corporation area and

water supply facilities are provided to all families. While

55% of the households have access to individual piped

water supply connection.

Hubli-Dharwad has also been facing the problem of

contaminated drinking water due to an unscientific

sewerage system. Sewerage pipes were laid along drinking

water pipes. Sewerage water leaking from the pipes at several points enters the drinking water

pipeline through cracks and contaminates the drinking water. In 2007, residents of Chennpet in Old

Hubli protested against the supply of contaminated water.

d. Water connections

In Hubli-Dharwad, the water supply network is connected to

74,436 consumers, and 97% of them belong to the domestic

category. The city also has installed 774 public stand posts

(PSP) in the clusters of economically weaker sections who

otherwise cannot afford individual house connections. The

remaining areas depend on water tankers throughout the

year.

The average per capita supply at the consumer end after

water losses in transmission and distribution is estimated to

be between 80 and 90 lpcd. However, the frequency of

supply of water in the twin cities is inadequate to meet the

current demand and except in 5 wards, the supply is only once in 3 or 4 days for a duration of 2 to 3

hours.

Table 25: Type of water connections

Sr. No.

Category No. of consumers as on date

(Up to September 2013) %

1 Residential (Domestic) 72454 97.34

2 Non-Domestic 619 0.83

3 Commercial / Industrial 1363 1.83

Total 74436 100.00

Source: HDMC 2013



e. Water metering

Water meters are installed in all the domestic connections however about 53290 connections has the

functional meters. Because of low frequency of water distribution and low pressure, few areas in old

Hubli are not installed with meters. HDMC has passed a resolution to double the flat rate charges for

consumers who have not installed water meters so far.

Water is supplied once in three to four days for 2-4 hours. In some wards, there is continuous

provision of water through the 24×7 water supply initiatives. The connection charges and rates for

domestic, non-domestic, and industrial/commercial purposes are as shown in the table below.

f. Water connection and user charges

The water connection and user charges are presented in the table below. HDWSSB charges Rs.

2,000 for domestic connections and Rs. 4,000 for non-domestic users. The user charges vary for

metered and non-metered connections. HDWSSB charges Rs. 5.80 per kL for domestic connections;

for the non-metered domestic connections the tariff is about Rs 60.

Table 26: Connection charges and water tariff

Sr. No.

Type of connection Connection Charge (Rs)

Rates (Rs/kL)

Min. Charge (Rs)

Remarks

1 Domestic 2 000 5.80 60 (APL) 45

(BPL) Water quantity is 15 kl/month for Rs. 60 for metered connections and 10 kl/month for houses without metered connections

2 Non-Domestic 4000 11.60 120

3 Industrial/Commercial 8000 23.20 240

4 Government Schools

Free

Source: HDWSSB

g. Water account - O&M recovery

As mentioned above, HDWSSB is responsible for the overall operation and maintenance of water

supply in the twin cities. However, during the transfer of the function from HDMC to HDWSSB, HDMC

has transferred around 105 employees to HDWSB for the same.

HDWSSB collects the revenue from consumers and operates and maintains the water supply system.

It can be observed from the following table that, on an average, the authority collects about Rs. 20

crores as water charges. At the same time, the operating expenses are about Rs. 21 crores.

However, the authority is receiving the other grants and income from the government to meet the

O&M expenditure. Therefore, during the year 2011-12, the authority was able to recover 100% O&M

charges on water supply services.

Table 27: HDMC: Water supply – O&M recovery

Rs. Lakhs 2010-11 2011-12

Revenue

Water charges 1,587 2,584

Others 225 559

Government grants - 2,346

Total Revenue (Rs. Lakhs) 1,812 5,488

Operating Expenditure

Power charges - 2,046

HDMC salary - 300



Rs. Lakhs 2010-11 2011-12

Staff cost 326 386

Power and fuel 1,624 1,906

Others 20 14

Operating Expenditure (Rs. Lakhs) 1,970 2,305

O&M Recovery (%) 81% 112%

Source: HDWSSB

h. Water supply – Demand-collection balance statement

On an average, over the review period, HDWSSB had a current demand of about Rs. 20 crores and

arrears demand of about Rs. 20 crores. However, the collection efficiency was poor – the authority

was able to recover only 29% (Rs. 16 crores) of the total demand. However, the collection efficiency

has increased from 26% to 35% during 2008-2013. Following are the major reasons for the poor

collection efficiency:

The collection efficiency of water charges is very low at HDWSSB. After KUWSDB took over

the operation and maintenance related works in 2003, during 2005-2009, it did not send any

bills to the residents (around 40% of residents), resulting in huge arrears.

There was a severe protest from the residents against paying huge arrears, with collection of

arrears still pending.

As a result, presently about 60% of the residents pay the water bills regularly and the

remaining are with huge arrears.

Table 28: Demand-collection statement

Year/Rs. Lakhs 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Average

Arrears-Demand 1979 2534 3161 3965 4937 4531 3518

Current-Demand 1868 1766 1908 2490 2433 2037 2084

Total Demand 3847 4300 5069 6455 7370 6567 5601

Total Collection 1091 1137 1197 1548 2709 2309 1665

Balance 2534 3163 3873 4907 4660 4258 3899

Collection efficiency 28% 26% 24% 24% 37% 35% 29%

Source: KUWSDB 2013

i. Status of service level

Following table presents the service level benchmarking for the water supply system at Hubli and

Dharwad.

Table 29: Service delivery indicators

Sr. No.

Indicators Value MoUD Benchmark

Water Supply Services

1 Coverage of water supply connections 56% 100%

2 Per capita supply of water 159 135

3 Extent of metering of water connections 45% 100%

4 Extent of non-revenue water 30% 20%



Sr. No.

Indicators Value MoUD Benchmark

5 Continuity of water supply 2-3 hr, once in

3-4 days 24 hr

6 Efficiency in redressal of customer complaints 80% 80%

7 Quality of water supplied 100% 100%

8 Cost recovery in water supply services 100% 100%

9 Efficiency in collection of water supply related charges 29% 90%

Source: HDMC

7.1.2 Water supply - Future demand

The clear water demand has been calculated on the basis of CPHEEO norms9. (135 LPCD + 20%

Unaccounted for Water) Accordingly, the per capita water supply has been determined as 162 LPCD.

Based on the per capita water supply demand, the clear water demand has been forecasted on the

basis of the population projections finalized in the demography section. Accordingly, the city would

require around 187 MLD of clear water by 2021, 234 MLD by 2031, and 297 MLD by 2041. The

detailed gap analysis has been discussed under the sector plans. The water supply demand

projection for the design year has been presented in the table below.

Table 30: Water supply demand projections

Year Projected population (in lakhs) Water supply demand in MLD

2021 11.57 187

2031 14.45 234

2041 18.33 297


7.1.3 24×7 urban water supply – A PPP attempt in Hubli-Dharwad

Project details

Ensuring 24x7 water supply in select zones of Dharwad-Hubli (Karnataka) through a structure of system improvements under the aegis of an ‗operator–consultant‘

Name of the company

Karnataka Urban Infrastructure Development & Finance Corporation (KUIDFC), as the nodal agency of the state government under the World Bank sponsored the Karnataka Urban Water and Sanitation Improvement Program (KUWASIP). The operator-consultant is M/s Compagnie Generale Des Eaux-Seureca JV.

Project background

The urban water supply situation in Karnataka has a lot of scope for improvement, since just about 50% households have direct access to drinking water within their premises, with about 14% having access away from the premises. About 78% of the urban households in Karnataka have tap water source, while the remaining households are served with wells, ponds, etc.

Project

9 CPHEEO recommended the minimum water supply levels for metropolitan and mega cities where a sewerage system has

been contemplated.



KUWASIP was initiated under the aegis of the World Bank. KUWASIP had a component for carrying out technical studies in the cities of Belgaum, Gulbarga, and Hubli-Dharwad. Following the study, the process envisaged the selection of an operator consultant (a private party) who would be responsible for making improvements to the existing distribution systems within few zones (known as demo zones) within the municipal wards in these cities, supply continuous drinking water1 twenty four hours a day on all seven days of the week. KUIDFC acted as the nodal agency of the state government to undertake multilateral assisted and financed infrastructure projects. KUWSDB, a statutory entity of the state, is also a party to this contract and is responsible for supplying bulk water at the entry points to these demo zones. The project concept also includes monitoring of the contract by an independent entity known as the technical auditor. The demo zones for 24x7 water supply in Hubli-Dharwad are as follows:

Dharwad - 8, 9, 10, & 11

Hubli - 27, 28, 29 (part) & 32 (part)

The zones were selected after a feasibility study, which considered the possibility of measurement of water and wastewater at single entry and exit points. The zones were also selected to ensure a cross-section of economic strata, including economically weaker sections. The zones represented at least 10% of the total households in the city. Details on number of connections (as on the date of commencement of the project) and the proposed new connections are given in the table below.

7.1.4 Critical analysis of water supply system post-1st Generation CDP

The 1st generation CDP envisaged an investment Rs. 678 crores and key assessment of the water

supply has been presented in the table below.

Table 31: As per the CDS 2006, over view of the water supply system in Hubli-Dharwad

Description Parameters

Source of water supply Neersagar and Malaprabha Lake (located at 20 & 55 km respectively from Hubli)

Water treatment 2 WTPs - Kanvihonnapur & Amminbhavi

Storage and distribution 19 OHTs – Dharwad

44 reservoirs

House service connection Connections - 87361

PSPs – 901

Per capita consumption/duration of water supply

124 lpcd, Frequency of water supply - 2-3 hr in 3-4 days

User charge

Metered

Domestic: Rs. 5.80/kL

Non-domestic: Rs. 11.60/kL

Commercial: Rs. 23.20/kL Flat

Domestic: Rs. 60/mth

Non-domestic: Rs. 120/mth

Commercial: Rs. 240/mth

Cost recovery 35%

Key issues

supply of water is at consumer end - 80 – 90 lpcd at the consumer end Uncontrolled exploitation of underground water sources Frequency of supply varies from once in 3 to 4 days Unaccounted-for water – 40-50% - High distribution losses




Project estimate As per CDS 2006, the demand for water is expected to increase to 166 MLD (36.60 MGD) by 2016 and 224 MLD (49.30 MGD) by 2031.

Table 32: Strategies Proposed in CDS 2006

Sr.No Component 2006 2011 2016 2021

1 Network Coverage 65% 75% 85% 95%

2 Access to Piped Supply 55% 65% 75% 95%

3 Per capita supply 124 170 170 170

4 Hours of supply 2-3 hrs once in

3 days 2-3 hrs daily 2-3 hrs daily 24hrs/daily

5 24x7 water supply Pilots in 2

zones 4 zones 8 zones 12 zones

6 Non-revenue Water 35-40% 30% 25% 25%

7 O&M Cost Recovery <100 100 100 100

Status of projects The CDS was not approved and therefore the projects identified to improve the water supply were not implemented.

The water supply situation continues to be grim even today; HDMC couldn‘t make major progress

during the post-CDP period in the water supply sector. However, in January 2014, GoK approved the

DPR for 24×7 water supply in Hubli-Dharwad, initiated by KSUWB; funding support for the project is

from the World Bank. The estimate project cost is Rs. 1146 crores. The project components include a

new water network and service reservoirs.

7.1.5 Institutional framework for water supply system

KUWSDB is the agency responsible for the provision and maintenance of water supply systems in the

twin cities. In Karnataka State, KUWSDB is responsible for the regulation and development of drinking

water and drainage facilities in the urban areas. Till 2003, the responsibility of supplying water in the

city was with HDMC, but was later transferred to KUWSDB. It takes care of the planning, designing,

provision, and operation and maintenance of the water supply system in Hubli-Dharwad.

KUIDFC is the nodal agency for externally aided projects and centrally sponsored schemes. KUIDFC

is responsible for assisting the ULBs in Karnataka in planning, financing, and providing expertise to

develop urban infrastructure. KUIDFC is extensively involved in funding various sectoral projects like

NKUIDP and continuous water supply initiative.

7.1.6 Key issues

The estimated requirement of the city for water by 2021 is 38 MGD, while the design capacity

of the existing system is only 24 MGD.

20% of water requirement is met from ground water source. In this context, a major challenge

is to identify a secure source on a long-term basis.

The water supply distribution systems are deteriorating in old areas of both the cities; the

network suffers from leakages and inadequate carrying capacity.

Low pressure at consumer end, un-even distribution of water

Unauthorized connections and metering is not institutionalised.

Non-revenue water supply is high in both the cities. The transmission and distribution loss of

water is estimated to be around 30-40%.

The per capita supply of water in the twin city is 124 lpcd. If transmission and distribution



losses are considered, the average per capita supply of water is estimated to be around 80–

90 lpcd at the consumer end.

Multiple agencies in service delivery and lacks efficient cost recovery approaches

Being a very old water supply system, network mapping of distribution system is not updated

Low frequent water supply only 2-3 hours of supply in 2-3 days.

No water network in the newly developing areas in and around Hubli and Dharwad

Overextraction of ground water is resulting in the decline in the level of the ground water

table.

7.2 Sewerage and Sanitation

Sewerage and sanitation is one of the key areas of concern for HDMC. The city lacks an organized

sewerage collection system and treatment facility. A city sanitation plan (CSP) for the city has been

prepared in 2010, in line with the National Urban Sanitation Policy. The detailed assessment of the

existing sewerage system covers sewerage generation, sewerage network, treatment facilities, and

sanitation system in the city. Further, the section highlights the key issues in the sewerage and

sanitation system.

7.2.1 Existing sewerage and sanitation system

MoUD rated Indian cities on safe sanitation practices of Class-I cities based on total of 19 sanitation

parameters such as access to community toilets, safe management of human excreta, and solid

waste collection and treatment. Four colour codes have been assigned to the cities based on the

points they obtained in the rating. None of the cities fall in the green category. The distribution of the

436 cities in the said categories has been presented in the table as follows.

Table 33: Rating and categorization of cities based on sanitation practices

Sr. No. Category Marks Description

No. of cities in each category

1 RED <33

Cities on the brink of public health and environmental ―emergency‖ and need immediate remedial action 204

2 BLACK 34-66 Needing considerable improvements 228

3 BLUE 67-90 Recovering but still diseased 4

4 GREEN 91-100 Healthy and clean city 0

5

TOTAL 436

6 Hubli-Dharwad Rank 196 (35.23 marks)

7 Hubli-Dharwad Black Category

Source: CSP 2010

As per the table above, the sanitation situation in the Hubli-Dharwad areas is unsatisfactory with

regards to discharged waste water, sewerage, solid waste management and improper services and

unhygienic conditions.

a. Status of toilets

Around 70% of the total households have access to toilet facilities including toilets connected to UGD

while around 14% of the toilets are connected with septic tanks and 3% of the toilets are connected to

pit latrines.



Table 34: Sanitation arrangements in Hubli-Dharwad

Sr. No. Sanitation arrangement %

1 Toilets connected to conventional sewer line 70%

2 Toilets connected to septic tank 14%

3 Toilets connected to open nalas 10%

4 Toilets connected to pit latrine 3%

5 Households practicing open defecation 3%

6 Total 100%

Source: CSP 2010

It is a serious concern that 13% of the toilets are discharging untreated waste into the open drains.

The lines that are connected to open nalas often get blocked, leading to overflow of wastewater and

severe health hazards.

However, the CSP reveals that there are only 52 community toilets with 349 seats are functional.

Also, 6,322 (3%) of the households are practicing open defecation. Around 41 wards out of 67 wards

resort to open defecation mainly because of unavailability of community toilets, lack of water supply,

space constraint to construct toilet places, reluctance for pay and use toilets or proximity to the open

areas, behavioural attitude, etc.

b. Sewerage network and coverage

The underground drainage (UGD) system was developed in the early 1960s. The length of the

sewerage network is about 556 km, covering an area of 54 sq. km, and the coverage is only about

60% in Hubli and 40% in Dharwad. The topography of Hubli city is flat and is favourable for

developing UGD as compared to Dharwad, which has an undulating topography.

As per the table above, 70% of the households are connected to the sewer network. Most of the

newly developed areas/extension areas along Gokul road, Navanagar, etc., are not served by the

sewer network and depend on septic tanks.

c. Sewerage treatment

Sewerage treatment facilities are unavailable in both the cities, and the collected sewage is ultimately

discharged into natural streams.

d. Sewerage charges

No direct user charge is collected from the households, but minimal percentage of amount is collected

from the users annually along with the property taxes.

e. Service-level indicators

Table 35: Service-level benchmarking

Sr. No.

Indicator Value MoUD benchmark

1 Coverage of toilets (lakh toilets / lakh properties)

88% 100%

2 Coverage of sewerage network services 70% 100%

3 Collection efficiency of wastewater network 0% 100%

4 Adequacy of sewerage treatment capacity 0% 100%

5 Quality of sewerage treatment 0% 100%

6 Extent of reuse and recycling of sewerage 0% 20%

7 Extent of cost recovery in sewerage management 1% 100%



Sr. No.

Indicator Value MoUD benchmark


9 Efficiency in collection of sewerage related charges 0% 90%

Source: HDMC 2013

f. Future sewage generation

Sewage generation has been estimated at 80% of the water supplied. Accordingly, sewage generation has been projected as 150 MLD for 2021, 187 MLD for 2031, and 237 MLD by 2041. The sewage generation projected for various horizon years has been presented in the table below.

Table 36: Future sewerage generation

Year Projected population (in Lakhs) Sewage generation (in MLD)

2021 11.57 150

2031 14.45 187

2041 18.33 237


g. Critical analysis of sanitation sector Post 1st Generation CDP Scenario

Table 37: Key status of sewerage section in 1st generation CDP


House service connection Network coverage - 50 Access coverage - 55%

Coverage of sewerage network Waste water collected from UGD is drained into open land agri fields

Sewerage treatment Not Available

User charge Nil

Proposals

The CDP has envisaged an investment of Rs. 260 crores to improve the sanitation services in the city. The components include:

Preparation of a comprehensive sewerage master plan

Laying of 500 km sewer network

Construction of 17000 manhole chambers

Construction of 6 pumping stations

Rehabilitation of the existing sewers (50 km) and road overlays (500 km)

Construction of sewage treatment plants (2 nos. with a total capacity of 120 MLD)

The situation in the city continues to be unsatisfactory even today; HDMC couldn‘t implement any

project proposed in CDP 2006, as it was not approved by the GoI.

7.2.2 Ongoing projects

UGD project:

Under NKUSIP, a comprehensive DPR was prepared to improve the sanitation situations in the twin

cities, and the total investment for the entire city has been assessed to be of Rs. 800 crores.

Currently, NKUSIP has taken up a part of the comprehensive plan of construction of major

components like sewerage treatment plants, trunk mains, and secondary mains (selected areas with

dense population) in both Hubli and Dharwad.

An underground drainage project worth Rs. 164 crores with the support of KUIDFC and NKUSIP is

being implemented in the city. The length of sewer lines in the project is about 96 km in Hubli and



42.5 km in Dharwad. STPs are also proposed in the project and the capacity in Hubli is 40 MLD and

in Dharwad is 20 MLD; the STPs are expected to be commissioned in December 2014.

7.2.3 Key issues

Only about 50% of the HDMC area is covered with UGD, and the system is quite old and

deteriorated. Also, the network is under pressure in the old areas of both the cities where it is

densely populated.

The sewerage from UGD is not treated, but discharged into open spaces and lakes, leading

to the pollution of the surface and ground water sources and environment.

Lack of a sewer network in the peri-urban areas has led to the dependence on septic tanks.

Newly developing areas are predominately depending on individual toilets and onsite septic

tanks. However, no guideline or specification has been issued with regards to the construction

of septic tanks and septage management.

More than 50% of slum dwellers lack proper sanitation services. Though open defecation is

still practiced by the slum dwellers and needs to be addressed.

Improper disposal of sewerage, sewage, and sullage is leading to health and environmental

hazards. Occurrence of contagious diseases and waterborne diseases is frequent among

slum dwellers.

Though a sanitation project has been initiated under NKUSIP, its implementation has been

delayed due to technical and policy constraints.

7.3 Solid Waste Management

This section presents a detailed assessment of the existing SWM system, which includes waste generation, collection, transportation, and treatment facilities. Further, the section highlights the key issues in the SWM sector.

7.3.1 Existing solid waste generation

a. Solid waste generation

The primary sources of waste generation are households and other bulk waste generators such as

markets, hotels, restaurants, shops, and establishments. The total waste generated (excluding

biomedical waste) in the city is around 400 tons per day. The major contributors are households

(55%) and commercial areas, including hotels and markets (17%). DMC is responsible for the

collection, transportation, and safe disposal of solid waste within the HDMC jurisdiction, except

biomedical waste.

b. Types of wastes

Households, markets, hotels, restaurants, shops, and establishments are the major source of waste

generation in HDMC. Therefore, it is clear that more than 80% of the waste generated in the city is

degradable. The quantity and type of waste generated in the city are given in the table below.

Biomedical waste and other hazardous wastes are handled by KSPCB and are not considered as part

of municipal solid waste management. At present, Hubli-Dharwad has a privately owned and operated

biomedical waste disposal unit and another two units located in the Karnataka Institute of Medical

Science (KIMS) and SDM Medical College.



Table 38: HDMC: Solid Waste Generated per Day

Source: HDMC 2013

c. Street sweeping

HDMC is responsible for street sweeping and collection of waste from 26 wards, and the balance 41

wards are contracted out. Presently, street sweeping is carried out by 653 pourakarmikas. The streets

are swept daily, and the drains are cleaned on as-needed basis. On an average, 36 TPD of waste is

collected through sweeping, which constitutes 8% of the waste generated in the city. In October 2012,

HDMC bought two street sweeping machines at a cost of Rs. 1.10 crores.

Solid waste collection and transportation system

The total waste generated by all sources in the twin cities is 400 TPD, of which 370 TPD (93%) is

collected and transported daily to the dumping sites. The average per capita waste generation is

around 0.3 kg/day. The primary sources of waste generation are households and other bulk waste

generators including markets, hotels, restaurants, shops, and establishments. The door-to-door

collection is about 43% (81,379) of the total 189,249 households in the city. Out of the 67 wards,

door-to-door waste collection is handled by the HDMC pourakarmikas in 19 wards and is outsourced

in the remaining 48 wards. NGOs are engaged in door-to-door waste collection. Solid wastes are also

collected from the garbage bins placed on the streets.

HDMC has provided with 1,269 garbage bins (3 cu. m capacity) spaced at a distance of 200–250 m

55%

9%

8%

17%

1%

3% 5%

2%

Households Hotels Markets

Commercial Areas Institutional Areas MSW from Industries

Debris Miscellaneous

Sr. No. Source of Waste Quantity (TPD) %

1 Households 220 55%

2 Hotels 36 9%

3 Markets 34 8%

4 Commercial Areas 65 17%

5 Institutional Areas 3 1%

6 MSW from Industries 12 3%

7 Debris 20 5%

8 Miscellaneous 10 2%

Total 400 100%



across all the 67 wards. Additionally, 160 containers of capacities ranging from 1.2 to 1.8 tons are

placed across the wards; these containers are emptied at regular frequencies and the waste is

transported to dumping sites using trucks.

HDMC has also privatized the collection of MSW from the 6 markets within its jurisdiction. The MSW

is transported in 16 dumper placer vehicles, 3 open trucks, 4 tipper trucks belonging to HDMC, and 75

contracted tractor trolleys. Drain cleaning is carried out by 3 sucking cum jetting machines available

with HDMC.

Table 39: Solid waste management facilities

Sr. No.

Indicators Value

1 Total waste generation 400 TPD

2 Per capita waste generation 0.3 kg/day

3 Collection of waste 370 TPD

4 No. of dust bins (3 cu. m capacity) 1269

5 Total capacity of dustbins 3807 cu. m

6 Avg. spacing of dustbins 200-250 m

7 No. of vehicles 37

8 Frequency of collection (trips/day) 2

9 No. of disposal sites 2

10 Distance of disposal point 5 km

11 No of sweepers 553

12 No. of sweepers per km (2100 km/553) 3.79 km

d. Processing and disposal system

Currently, no waste processing is

practiced in the city, but a

rudimentary vermin composting of

average 10 TPD is in practice

(Vegetable waste from market and

slaughter house waste) at the

disposal sites, which is not at all

effective. Around 90-100 tons of

compost is produced every year,

which is sold for Rs. 3.5 kg to

farmers/customers and is also used

in HDMC gardens.

e. Landfill site or dumping site

The city has two garbage dumping sites: one in Hubli (22 acres) on Karwar road and the other in

Dharwad (16 acres) at Hosayallapur. Recently, HDMC has identified a land for developing treatment

plants near Shivalli and Hebballi, which are 19 km away from Hubli and 13 km away from Dharwad,

but are yet to be developed.

f. SWM user charges

Since 2011, HDMC is collecting SWM charges along with the property tax. The tariff structure has

been provided in the table below.



Table 40: User fee - SWM

Area in sq. ft. Cess per month (Rs.)

A Residential

<1,000 10

1,000-3,000 30

>3,000 50

B Commercial establishments

<1,000 50

1,000-5,000 100

>5,000 200

C Hotels and choultries

<10,000 300

10,000-50,000 500

>50,000 600

D Industrial establishments

<1,000 100

1,000-5,000 200

>5,000 300

g. Service-level indicators

Table 41: Service-level indicators

Sr. No. Indicator Value MoUD

Benchmark

1 Household-level coverage of SWM services 75% 100%

2 Efficiency of collection of municipal solid waste 90% 100%

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

4 Extent of municipal solid waste recovered 0% 80%

5 Extent of scientific disposal of municipal solid waste 0% 100%

6 Extent of cost recovery in SWM services 1.1% 100%


8 Efficiency in collection of SWM related user related charges (SWM Cess)

66% 90%

7.3.2 Future solid waste generation

For the purpose of solid waste generation projection, the waste generated per capita for the current year has been considered as 407 gm. Accordingly, the average per day waste generation has been estimated as 400 tons and the annual waste generated as 1.46 lakh tons.

The per capita waste generation has been projected at 2.2% till 2021; further, it has been projected at 1.9% till 2031 and 1.6% till 2041. Accordingly, the annual solid waste generation has been calculated till 2041. Based on the solid waste generation estimates, the infrastructure requirement for primary and secondary collection, transportation, landfill, and treatment capacity has been estimated, and the same has been discussed in the sector plans.



Table 42: Future solid waste generation

Year Projected population (Figures in lakhs)

Average per day waste generation

(in tons)

2013 11.57 400

2021 14.45 471

2031 18.33 588

2041 11.57 746


7.3.3 Critical analysis of solid waste management system

Strategies proposed

Source Segregation

Door-to-Door Waste Collection (100%)

Collection and Transportation

Treatment and Disposal

User Charge Collection

Ring-fencing SWM function – professional management

Estimated project cost -96 Cr


a. Zero waste project

HDMC is aggressively trying to solve the issues related to SWM. The DPR for SWM has been

prepared for an estimated cost of Rs. 100 crores with the support of DMA. The tender is floated and

after finalizing the evaluation and getting the necessary approval from the government. The municipal

corporation has also taken the support of Mysore MC where a ―zero waste‖ project has been

implemented.

b. Key initiatives by HDMC to improve the SWM system

Biometric attendance system has been implemented for pourakarmikashas to monitor their

attendance.

Zero waste management (ZWM) is being implemented in 3 wards (Ward no. 3, 34, and 24),

which includes door-to-door collection of segregated waste and processing of waste at the

ZWM centre.

A project for integrated municipal solid waste processing and land-filling facilities is proposed

in HDMC, and the DPR for project worth Rs. 100 crores has been approved by GoK.

A weighbridge has been installed at Hubli‘s garbage yard for MSW quantification. Another

weighbridge is proposed to be installed at Dharwad.

A penalty of Rs. 1,000 is imposed on conventional tractors carrying garbage if they are not

covered with tarpaulin to avoid spillage of garbage on roads while transporting garbage to the

disposal site. A penalty of Rs. 100 is imposed on public and shop owners for littering.

Awareness programmes are organised through the Children‘s Movement for Civic Awareness

(HDMCA) in a phased manner to encourage source-level segregation of SMW.



7.3.5 Institutional framework for SWM

SWM is an obligatory function of the ULB and is undertaken by the Health Department in HDMC. The

team is headed by a health officer. A deputy environmental officer and an environmental engineer

assist the health officer in technical matters. Three health supervisors provide support to the health

officer at HDMC in monitoring the implementation of the SWM. Health Inspectors, two to three at each

of the twelve Zonal Offices, who report to the Health Supervisor at HDMC.

The zonal assistant commissioner/zonal officer at each of the zonal offices, perform the supervisory

role at the field level in implementing SWM. The total number of health inspectors/sanitary inspectors

is 39. Health jamadars, 6 to 8 in each of the zonal offices, implement SWM at the field level with the

assistance of pourakarmikas/conservancy staff. Of the 653 pourakarmikas, 553 are deployed for

sweeping and other works, and 100 are involved in loading garbage into trucks. The typical

absenteeism in the pourakarmikas is between 10-20%. 15 drivers transfer the waste from secondary

collection centres to the dumping yard.

Figure 28: Organization structure of Health Department/SWM of HDMC

7.3.6 Key issues

No integrated solid waste management mechanism

Inadequate solid waste collection, resulting in disposal of waste into streets drains and open

spaces

Containers for collection are few and far between

Ineffective primary collection mechanism leading to unhygienic conditions in the city

Inadequacy of conservancy staff for street cleaning

Segregation of waste practiced only in five wards, no segregation of waste either at

households level or at the disposal stage in the remaining wards

No treatment facility for solid waste, waste dumped in open site

Ongoing projects for SWM getting delayed due to various technical and administrative

reasons



Quantity of SWM generated increasing every year, character and type of waste changing over

the period

Solid waste management system in HDMC not compliant with the Municipal Solid Waste

(Management and Handling) Rules, 2000

7.4 Storm Water Drainage

The detailed assessment of the existing SWD systems includes existing drainage network, and water

logging areas and the existing institutional arrangement has been presented in the sub-sections

below.

7.4.1 Existing drainage system

The storm water drainage system in Hubli-Dharwad runs along 377 km and covers 49.17% of the total

road length in the twin cities. It is estimated that around 60% of the households have access to the

storm water drains. Out of the 377 km long drainage network, only 5 km stretch has closed pucca

drains. About one-third of the slums are covered with drains, and all the drains are open drains.

Clogging of drains due to dumping of solid waste and inflow of household sullage have become

common practice across the city and it makes the system inefficient.

Table 43: Details of drains and natural channels

Sr. No.

Drain type Length (in km)

1 Open drains (Pucca) 310

2 Open drains (Kutcha) 12

3 Closed drains 5

4 Natural drains 40

Total 377

Apart from the storm water drains, there is a network of natural streams running for a length of 40 km.

The city has six major natural canals: Unkal Nala, Islampur Nalla, Karigannavar Hakkal Nala, Madihal

Nala, Kelageri Nala, and Navalur Nalla. These canals dispose household and industrial wastewater

into Madihal at Dharwad and open fields to the south of Hubli.

Figure 29: Existing status of open drains in Hubli

Source: CSP 2010



Water logging areas

Dharwad is situated on hillocks and has an undulating topography, while the Hubli has a relatively flat

terrain. The lack of storm water drainage often results in the flooding of roads and residential areas for

3- days during the monsoon. The low-lying areas in both cities (around 30 areas) are prone to

flooding during the monsoon.The areas include Jannat Nagar, Laxmi Singanakeri, Bhavikatti Plots,

Supermarket, MB Nagar, and Koppadakeri in Dharwad, and Sadarsofa, Narayansofa, Mastansofa,

Banatikatti, Toravi Hakkal, Nekar Nagar, Anand Nagar, Ganeshpet, and Tabibland in Hubli.

7.4.2 Operation and maintenance of storm water drainage

HDMC is responsible for planning, designing, and implementing projects related to storm water

drainage. The Health Department of HDMC is responsible for the maintenance of the drains.

Pourakarmikas are responsible for cleaning the drains on as-needed basis along with street

sweeping, while the nalas are cleaned twice a year. From the discussions with the slum dwellers and

local households, it is understood that the storm water drains are not maintained properly in the city.

7.4.3 Service-level benchmarking

Table 44: Service-level benchmarking in storm water drainage

Sr. No.

Indicator Value MoUD

Benchmark

Storm Water Drainage

1 Coverage of storm water drainage network 49% 100%

2 Incidence of water logging / flooding 5-10 days 0

Source: HDMC - Engineering department

7.4.4 Critical analysis of drainage system: Post-1st Generation CDP Scenario

As per the CDS 2006, over view of the Storm water drainage in Hubli-Dharwad

Limited Coverage

Open drains (Pucca) - 310 km

Closed drains (Kutcha) – 12 km

Closed drains - 5 km

Cross connection of UGD and Open Drains

Unregulated Outflow of Sullage / Septic Tank Effluents

Clogging of drains, resulting in flooding

Lack of integrated drainage master plan

Strategies proposed

Comprehensive drainage master plan

Immediate rehabilitation, strengthening, and expanding of the network

Estimated investment requirement for improving storm water drainage -387.40 crores

7.4.5 Key issues

The twin cities lack a comprehensive storm drainage system, and the existing system does

not conform to the natural topography, the natural streams, and their courses. Due to this,



low-lying areas of the city get flooded during the monsoon.

The open channels do not have retaining walls, leading to sewage infested rain flow flooding

the neighbouring areas.

Due to dumping of solid waste and inflow of household sullage, the storm water drains get

blocked and the system becomes inefficient frequently.

Only half of the city area is covered with the storm water drainage systems. The network is

inadequate in the old earlier developed areas and as well as in the newly developed layouts.



8. Traffic and Transportation System

This section presents the assessment of the existing roads, traffic, and transportation system in the

city. Further, the section presents the key observations, key issues, and the institutional responsibility

for the delivery of services.

Being an educational and commercial hub, a large floating population of around one lakh per annum

from the surrounding region visits the city. Transportation infrastructure plays a dominant and vital role

in the growth and development of a metropolitan area. The transport infrastructure for Hubli-Dharwad

was mainly developed during the late 19th century. During this period, the railway network was

installed, and a number of arterial roads were constructed. Hubli-Dharwad city is well connected to

other towns in the north Karnataka region through a well-developed road network and also with other

cities of the state and country through road, rail, and air ways.

The British developed the railway network in Hubli-Dharwad in the late 19th century. Rail network

within HDMC. Hubli is well connected by the rail network to Bengaluru and other major cities such as

Mumbai in the north and Thiruvananthapuram in the south. Being an important railway junction, there

are daily trains to Bijapur, Solapur, Bellary, Pune, Ajmer, New Delhi, Hyderabad, Ahmedabad, Vasco,

Vijayawada, Mysore, Tirupati, Chennai, and Howrah.

The twin cities have an airport is situated at Hubli, and it is one of only two operational airports in

north Karnataka, with the other one in Belgaum. The airport is spread over an area of 369 acres and

has one runway of 1,670 m in length. The airport has all basic air navigation and night landing

facilities. The terminal building can handle 150 passengers. Currently, Spice Jet operates flights

to Bengaluru, Mumbai, and Hyderabad from Hubli.

8.1 Existing Road infrastructure

Hubli-Dharwad city has a well-developed road network system, connecting it to various cities across

the states. The major roads in both cities follow a radial pattern. NH4 is the major corridor of Hubli-

Dharwad passing through the central city core and connects Pune and Bengaluru. Roads originating

from the centre of Hubli city connect the city with major towns like Bijapur, Karwar, Marmagoa, and

Sholapur.

Dharwad is predominantly set to the west of NH4. In Dharwad too, all important roads radiate from the

centre. The total length of roads in the territorial jurisdiction of HDMC is about 630 km, of which 67%

are surfaced (Bitumen–top / WBM). The density of roads in the city is approximately 3.29 km/sq. km.

The per capita road length is about 0.8 km. The average width of the roads in the town is about 9.5 m.

As per the HDUDA comprehensive development plan, 22% of the land use is reserved under traffic

and transport. However, there is a need to increase the road density in the city to cater to the increase

in the vehicle population and to support the traffic management efforts otherwise quality of

transportation infrastructure would deteriorate.



Figure 30: Existing road network in HDMC

Source: DULT, Bengaluru

8.1.1 Road hierarchy system in the city

The road network in the twin cities consists of regional roads including national and state highways,

sub-arterial roads (connecting the regional roads to the inner arterial roads), inner arterial roads, and

the collector road network. The road network in Hubli-Dharwad has been developed along the radial

traffic corridors.

Table 45: Types of roads in HDMC

Type of road Length in KMs Share Width

Arterial (National highways, state highways) 52 7% 30 to 50 m

Sub-arterial roads (District roads and other major roads 17 2% 20 to 25 m

Collector roads 595 85% 12 to 15 m

other roads 35 5% 3 m

Total 700.00 100%

Source: CTTP, Hubli-Dharwad

The primary system of roads in the twin cities consists of national highways, regional highways (state

and district), and they constitutes the arterial roads. Three major national highways pass through

Hubli-Dharwad. NH4 connecting Bengaluru to Pune passes through the twin cities and is like a spine

for Hubli-Dharwad. The other highways connect the twin cities with Bijapur, Karwar, and Goa are:

NH218 - Hubli–Bijapur Section

NH63 - Hubli-Gadag Section

The state highways connecting Hubli-Dharwad are SH65 - Bijapur-Dharwad Road, Dharwad

Anamond road and Haliyal Dharwad Hubsur road. The major district roads connect Kalghatagi,



Soundatti, and Halyal etc.

NH Bypass

The NH bypass road project was developed on BOT basis, and the bypass was completed in 2001 at

a cost of Rs. 94 crores. The length of the bypass is about 30.35 km and has interchanges on Karwar

Road, Karghatgi Road, and Goa Road. The two-lane highway presently has provision to expand to

four lanes later. The time taken to cover the bypass is 40 min compared to 1 h 20 min on the existing

highway. The intercity transport trucks and buses pass through the city core to avoid paying the toll on

the bypass.

As per the feasibility report for BRTS, the condition of roads in the city is not in a favourable state.

Most of the sub-arterial and collector roads are in a poor condition. Pedestrian safety is poor with

either no footpaths or footpaths in poor condition. Lighting is not as per standards. As per the land use

proposals in Comprehensive Development Plan 2021, 3005 ha (22%) are proposed under

transportation covering the entire twin city area. Several road widening and bypass proposals have

been made in CDP and other studies, truck terminal proposed at the junction of National Highway etc.

are reserved in the plan.

However, most of these proposals have not been implemented so far, resulting in severe stress on

the PB Road between Hubli and Dharwad. The bypass, which is meant for through traffic, is not

widely patronized due to the toll.



Figure 31: Right of way map for Hubli-Dharwad



8.1.2 Important junctions

A junction, when discussed in the context of transport, is a location where traffic can change between

different routes, directions, or sometimes modes of travel. The efficiency of the road network is highly

dependent on the performance of traffic intersections and bottlenecks. The intersections which are

over the capacity with higher degree of saturation will result in higher junction delays, traffic jams and

chaos.

There are 8 major junctions within the city, and the junctions have either traffic signals installed or are

maintained by the traffic police. Signals at 5 junctions have been installed with funding from the state

government. Most of the junctions in the city are not well planned and do not have proper

channelization apart from signals not being operational. This results in congestion at major junctions

during peak hours. At many of these junctions, traffic police manage the traffic during peak hours.

Figure 32: Important Junctions in Hubli



Figure 33: Map traffic junctions in Hubli-Dharwad



Rani Chennamma Circle

The Chennamma circle is the major junction in the Hubli city. The total volume of vehicles in the circle is about 83,771 PCU, while the peak hour volume is 9,832 PCU. The circle connects seven roads. Peak hour flow diagram of the junctions is presented in the figures above.

Hosur Circle

The Hosur circle is a major junction in the Hubli city. The total volume of vehicles in the circle is about 65,192 PCU, while the peak hour volume is about 7,612 PCU. It connects three roads. But majority of intersections in Hubli are controlled by traffic police with traffic management techniques. The peak hour flow diagram of the junctions is presented in the figures above.

Jubilee Circle

The Jubilee circle is a major junction in the Dharwad city core. The total volume of vehicles in the circle is about 44,975 PCU, while the peak hour volume is about 6,082 PCU. The circle connects five roads. The peak hour flow diagram of the junctions is presented in the figures above.

During peak hours, most of the junctions experience traffic congestion and need immediate attention

in terms of engineering interventions. There is lack of pedestrian facilities at most of the major

junctions that need to be looked into to avoid pedestrian vehicular conflicts at junction. Parking at

junctions reduces carriageway capacity and leads to obstruction in the movement of traffic.

8.1.3 Non-Motorised transport facilities

Non-motorized transport (NMT) plays a dominant role as an affordable transport mode for the EWS in

Hubli-Dharwad. Bicycle serves as a means of transport of goods and people, while among the HIG,

cycling is a recreational activity. However, NMT is the convenient and non-polluting local mode in

multi-modal systems. The percentage share of cycles in the city is negligible owing to the availability

of public transport system served by the buses and lack of supporting infrastructure for bicycles.

a. Pedestrian facilities

The share of pedestrian traffic, especially in the CBD areas of both the cities, is significant, and it is on

an increase in some of the important areas with the increase in the commercial activity. There is an

increased demand for better pedestrian facilities. The increase in vehicular traffic has given rise to

widening the carriageway width to accommodate the vehicles resulting in reduction in the size of the

foot paths and also the spillover of the pedestrians to the carriageway, thereby affecting the flow of

vehicles. As per a report on CTT, more than 60% of the road network doesn‘t have proper pedestrian

facilities within the twin cities.



8.2 Existing Traffic and Transportation System

8.2.1 Traffic volumes

Passenger traffic

The twin cities experience peak hour volume ranging from 1,100 to 3,000 PCU at mid-block locations

and 1,100 to 5,000 PCU at screen line locations. The peak hour share ranges between 5-9% of the

24hr traffic volume at mid-blocks & 7-13% at screen line locations. At the outer cordon locations, the

AADT ranges from 12,000 to 52,000 PCU. The traffic composition is dominated by two-wheelers,

cars, and three-wheelers at the mid-block and screen line locations and by two-wheelers, cars, and

goods vehicles at major outer cordon locations.

In terms of speed, 56% of the roads have speeds below 30 kmph. About 11% of the roads have

speed above 40 kmph. The average journey speed is 27.85 kmph, and the average running speed is

32.05 kmph. The delays on the network are mainly due to heavy flow of traffic coupled with frequent

pedestrian crossing. Overall, the low speed profiles in the CBD area are due to large scale of

activities, curbside parking, and heavy concentration of traffic. As the vehicles grow, the traffic

congestions are increasing in the core areas of Hubli and Dharwad. Therefore, it is necessary to

widen the urban roads in the HDMC limit.

Vehicular growth

The number of registered vehicles has grown by 20% from 309,455 in 2010 to 338,481 in 2009. The

table below shows the total number of vehicles per year. These figures are for the entire district. It

may be assumed that Hubli-Dharwad city accounts for 70% of the total number.

Table 46: Composition of vehicles in Hubli and Dharwad

Percentage vehicles (%) Percentage passengers (%)

Modes Hubli Dharwad Navanagar Hubli Dharwad Navanagar

Private vehicles 67 72 72 19 16 16

Buses 7 11 10 71 80 79

Trucks 7 6 9 3 2 3

IPT 12 4 3 5 1 1

Others 7 7 6 2 1 1

100 100 100 100 100 100

Goods traffic

The presence of a large number of industries in and around the city attracts more goods traffic. The

Hubli APMC truck terminal handles freight from different parts of the state. The highest freight comes

to Hubli from Belgaum with share of 14% in total freight destined for the city. Also, a high percentage

of freight is interchanged between Hubli and Dharwad, i.e., 12% from Hubli to Dharwad while 9% from

Dharwad to Hubli of the total freight movement. Manufacturing goods (31%) constitute the highest

stake in the total inflow and outflow of goods in Hubli-Dharwad, followed by Agriculture (31%).

Hubli-Dharwad does not have a truck terminal, and the trucks and light commercial vehicles (LCV) are

parked on the roads at several places and it serves as a goods terminal. This unorganized parking

inconveniences the citizens as well as the operators. The goods vehicles also enter the city roads

during peak hours, which further increases the traffic woes.



67%

10%

6%

1% 2%

0.4% 1%

2% 7% 4%

Vehicle composition

2- wheeler

4- wheeler

Autorickshaw

Taxis

KSRTC bus

Private bus

Mini bus

LLW

HLV

Others

8.2.2 Modes of transport

a. Road transportation

Hubli, being the commercial hub, has registered a higher vehicle growth rate compared to Dharwad. As per the DULT study 2010, two-wheelers constitute about 71% of the total vehicles in Hubli-Dharwad. 21.82% of the registered vehicles are privately owned. 17% are autos and 1% is government-owned vehicles.

Figure 34: Composition of vehicles in HDMC

8.2.3 Existing Transportation Infrastructure

Public transport system

Main Public Transport system in Hubli Dharwad is City Buses. All the urban and suburban areas are

provided with bus facilities by NWKRTC. As per the comprehensive traffic and transportation plan,

there are about 180 routes connecting city and suburban areas. The operational intra-city routes have

a fleet deployment of about 298 buses catering to about 4,00,000 passenger trips. Almost 1,300

passengers are carried per bus per day.

The maximum demand is in the city core because of location of the Central Bus Stand, but in terms of

intra-city connectivity, the coverage of public transport is better in the city core and northern region as

compared to the southern region. Due to majority of the buses having their terminal at Central Bus

Stand, the large number of interchange trips coverage at the CBS. However, all the terminals

experience space constraints to handle buses smoothly, due to inadequate space.

Inter-city transportation between Hubli and Dharwad

Hubli and Dharwad are connected by NH4 and now a bypass has been developed parellely to ease

congestion of long-distance traffic between the cities. Inter-city transportation between Hubli and

Dharwad primarily uses the public transport system run by NWKRTC and Bendre Nagara Sarige (a

consortium of private bus owners).



Table 47: Public transport scenario on PB Road

Sr. no.

Indicators Value

1 Average passengers/per day that uses public transport system in Hubli-Dharwad

1.7 lakh

2 Intercity commuters 67%

3 No. of buses used for city operation 279

4 Fleet utilization 92%

5 Vehicle utilization 273 km/day

6 Average no. of passengers per day 875

7 Average earning per bus 5270 INR

Source: BRTS Hubli-Dharwad

PB Road

The major intra-city passenger‘s share is on the PB Road that connects the twin cities. This is also

emphasis on the inter dependency of its natives on each other. From the figure below, it is evident

that more than 3/4th of the passenger on PB Road prefers to travel by buses, while the percentage

share of private vehicles is around 70%. Apart from NWKRTC, the private buses are also runs within

the twin cities to cater the needs of intra city passengers. The railways and luxury buses also cater to

the needs of interstate and intercity passengers.

Figure 35: Vehicle share vs. passenger share - PB Road

Intermediate public transport system

Auto rickshaws and taxis dominate the intermediate public

transport system present in Hubli-Dharwad. Auto rickshaws are

often used as the mode of transport for short distance trips within

the city.

Taxis are also an important mode of travel within the twin cities.

The cities are separated by a distance of 20 km, and taxis serve

as a comfortable mode of travel between the two cities. The

average trip length is around 4 to 6 km, while the average trip cost varies between Rs. 300 and Rs.

400. The average travel time is 20 to 30 min.

Private vehicles

Buses

Truck

IPT

others

0 10 20 30 40 50 60 70 80 90

Vehicle share Vs Passenger share - PB b Road

Passengers Vehicle Composition



0

200

400

600

800

1000

2005 2006 2007 2008

639

811 750 866 863

996 853

777

86 109 107 125

No of Accedents Injury (persons) Death (persons)

8.2.4 Parking facilities

Being the commercial hub of the region, Hubli

attracts lot of HMVs and LMVs into the core of the

city. Moreover, the percentage share of private

vehicles on the road is on an increasing trajectory.

Though the land use plan for the twin cities has

reserved 22% of the land use for traffic and

transportation. However, the cities have only a

very few designated parking areas.

This intern had resulted in the off street parking

reducing the carriage width of the major roads and

adds to the traffic congestions. From a study on

traffic accumulation pattern, it was found that the maximum volume is during 12 PM to 2 PM and 5 PM

to 8 PM. Major on-street parking is seen at the Jublie circle to St Joseph‘s School, in front of Dharwad

Hotel, Shivaji road nr regal theatre, Selection to KCC

bank (4 wheeler), In front of Hoysala hotel (2

wheeler)in Dharwad.

The demand for parking would increase CBD areas

and other work/activity centres of the both cities. The

building byelaws mandate the provision of parking

space in the basement and adequate number of car

parks in the buildings. However, there has been

rampant violation. The basements of many buildings

designated for parking have been turned into shops or

stores.

Auto rickshaws park their vehicles as per their convenience and short parking also impacts the

smooth flow of traffic. Similarly, small & non-motorised vehicles such as push carts, hand carts have

no space reserved close to the communities. The urban poor and slum dwellers have no options other

than to park their vehicles on the road, sidewalks.

8.2.5 Safety and traffic management measures

The major accident prone areas in the city are Rani Chennama Circle, Unkal Lake, Gokul bypass,

Raipur, NTTF Cross, near Tollnaka, Vidyagiri, and Jubilee Circle. In 2008, of the total 125 fatalities, 63

fatalities occurred on the PB Road.

Figure 36: Road accident data for HDMC



The number of accidents has been increasing over the years in the city due to conflicts of heavy

vehicle, two-wheeler, and pedestrian traffic. However, the number of fatal accidents has been

stagnant.

8.2.6 Issues and key challenges

CRIS has highlighted the important issues in traffic and transportation in Hubli-Dharwad based on

filed visits and review of the comprehensive traffic study and 1st generation CDP. The traffic and

transportation issues are as follows.

The transport network and infrastructure are reasonably developed in Hubli and Dharwad and

22% of area is reserved under transport. The road network density of the developed area is

about 7 km/sq. km. However, the roads within the city are narrow and not fully functional.

Majority of the road network has no provision for service roads, which forces the traffic to use

the principal network for all its local movement. The short trips mixed with long trips severely

affect the level of service of the roadway network as short-trips try to travel at leisure as well

as friction created due to merge/diverge/turning.

It was observed that all major roads have on-street parking, which reduces the effective width

of the travel way intended for traffic movement.

Double parking on some of the major roadways (mostly near the bus stops) has significant

impact on the traffic carrying capacity of the roadway.

Absence of sidewalks on major arterials roads.

It was also observed that pedestrian crossing on the major roadways at undesignated

locations resulted in reduced capacity and unsafe traffic operations along the roadways.

Public transport vehicles account for about 7-11% of the total traffic flow; they take a

disproportionately high load of people movement. Buses carry about 70-80% of the people.

The city lacks an integrated public transportation system. Also, the public transportation hubs,

integrating different mode of public transportation are not available in both the cities.

Lack of exclusive public transportation corridors.

No Integrated transportation infrastructure plans integrated with land use planning

Footpaths/sidewalks are encroached by the hawkers.

Absence of bicycle paths and lack of pedestrian underpasses and over bridges for crossing

the road.

Lack of parking facilities hence people have force parking their vehicles on the streets

8.3 Review of Institutional and Investments

Karnataka Road Transport Corporation (KSRTC) was established in 1960 with the objective of

providing adequate, efficient, economic, and properly coordinated road services. KSRTC has four

corporations in each regions of the state. In Hubli, it is North West KSRTC (NWKSRTC). NWKSRTC

runs interstate, intercity, and intracity buses, and these buses possess the major share of public

transport within the twin cities. NWKRTC division has 540 buses. 6 depots operate under the Hubli

division. Following table presents the functions and responsibilities of various agencies in the

provision of traffic and transportation facility in HDMC limits.



Table 48: Multiple organizations are involved with the transport sector in Hubli-Dharwad

Sr. No.

Name of the Agency

Functions

1 RTO Manage the driver licensing, vehicle registration, and route licensing machinery

2 PWD Maintain major district roads and state highways, including PB Road connecting Hubli and Dharwad

3 KRDCL Construct suburban roads and bridges outside the city limits for maintenance up to first 3 years

4 Police Undertaken traffic management and enforcement of traffic laws

5 NWKRTC Operates intercity and intracity buses for public transport

6 HDMC

Manage public spaces in the city, provide water and sanitation infrastructure facilities, remove encroachments from public spaces, provision of parking spaces, street lighting, footpath development, road maintenance within Hubli and Dharwad

7 HDUDA Undertake master planning and land allocation

8 DULT Coordinate planning and implementation of urban transport projects and programmes

9 HDBRT ltd Coordinate implementation of BRTS project in the twin cities of Hubli and Dharwad

10 KPCB Prescribe and monitor emission standards


Bus rapid transit system (BRTS)

Currently, about 70-80% of the passengers are dependent on the bus service between Hubli and

Dharwad. In this regards, Hubli-Dharwad BRTS Company has been established by GoK for the

specific purpose of implementation of BRTS project in the twin cities of Hubli and Dharwad.

The company has an authorized share capital of Rs. 20 crores, out of which 70% is the share of GoK

and the remaining is shared by HDMC, NWKRTC, and HDUDA. The BRTS project has started and is

expected to be commissioned by 2015.

A BRTS corridor has been proposed between Hubli and Dharwad and is 22.25 km long with the width

of the cross sections ranging from 44 m to 35 m. The dedicated bus corridor shall start from Hosur

circle in Hubli to Jublie circle in Dharwad. The BRT buses ply along with the mixed traffic in following

routes:

Beyond Hosur circle up to CBT

Hubli and beyond Jubilee circle up to CBT, Dharwad

The proposal includes trunk corridor segregated bus ways, controlled bus stations, physical and fare

integration with BRT feeder, off-board ticketing through smart cards and tokens, and high quality

buses.

8.4 Transit-Oriented Development

Transit oriented development (TOD) is a recent trend in creating vibrant, livable, compact, walk-able

communities around or along transit (rail/bus) systems to achieve a higher quality life by reducing car

dependency. TOD is defined as a high density, mixed-use type of development close to transit

services.



Figure 37: Transit-oriented development concept

TOD is compact, mixed-use development near new or existing public transportation infrastructure that

provides housing, employment, entertainment, and civic functions within the walking distance of

transit. The pedestrian-oriented design features of TODs encourage residents and workers to drive

their cars less and use public transport more. A 500 m area around the transit station is considered a

5-minute walking distance in the vicinity of transit stations.

Indian cities traditionally have high-density and mixed-use type of development. In such a context,

TOD might already be a reality in some form in Indian cities.

8.4.1 Combination of public transport and land Use

TOD is an integrated approach to land use and transport planning. The primary goal of transit-

oriented development is to shift the auto-centric realm of urban living to a transit-centric realm of

urban living.

TOD is ideal for high-capacity systems such as metro rail, monorail, high-speed rail, regional rail

systems, or high-capacity bus-based mass transit systems. The systems can be selected depending

on the current and future needs, geographical factors, funds availability, etc. Unfortunately, master

plans of most of the Indian cities have not integrated the transport system plans into them.

8.4.2 TOD in India

TOD has been implemented in most developing countries since the 1980s, but this emerging trend is

slowly catching up in India, with the advent of the Mass Rapid Transit System (MRTS) in the form of

metro rail services and high speed transit corridors.

In India, as of now, Delhi has started looking towards TOD as a solution to its mobility and air quality



issues. The city recently prepared a TOD policy document regarding the development of Delhi metro

stations.

Cities such as Delhi, Mumbai, Ahmedabad, and Surat are already looking towards TOD. Medium-size

cities like Visakhapatnam and Pimpri-Chinchwad are also planning their transit (bus-based) systems

taking into considerations of TOD.

8.4.3 Advantages

TOD has the potential to boost transit ridership and minimise the traffic impacts of the new transit

infrastructure by providing trip end land uses. The pedestrian-oriented environment offers greater

mobility.

Transit helps in mitigating sprawl by increasing densities near the stations. It enables corridor

development in a city, making it easier to provide infrastructure. Also, transit investments are

economically viable as they have greater economic benefits in comparison to highway investments.

8.4.4 Challenges

The availability of land is a crucial requisite for TOD development or redevelopment. In a greenfield

development, the volatile land market poses challenges of acquisition, land valuation, rehabilitation,

and compensation along with many other deterring factors. In a brownfield TOD, it is crucial to

integrate the existing structures, land use, and road network. The R&R issues are more complex, and

the number of stakeholders is much more.

8.4.5 TOD possibilities in Hubli-Dharwad

Within HDMC, TOD can be explored along the proposed BRTS corridor between Hubli and Dharwad.

The success of TOD will depend on the efficiency of public transportation and its connectivity with

dedicated corridors, conducive local conditions, development control regulations, and proper

coordination between various stakeholders (transport authorities, urban development authorities, and

various parastatal agencies).

8.5 Street Lighting

HDMC is responsible for the installation, operation, and maintenance of streetlights in entire Hubli-

Dharwad. The twin cities have more than 40,000 streetlights. HDMC now uses tube lights, sodium

vapour lamps, mercury vapour lamps, high-mast installations, and other bulbs for illumination. HDMC

pays an electricity bill of Rs. 8 crores annually to HESCOM.

HDMC Council in September 2012 cleared a proposal for a project to ensure energy efficiency in

street lighting on a pilot basis in a municipal zone in Dharwad. Since then, HDMC is installing LED

bulbs on streetlights to beat the rising cost of electricity bills and to save energy. During March 2013,

HDMC installed LED bulbs in 49 streetlights from Hosur Circle to KIMS, 48 bulbs from Ambedkar

Circle to suburban police station, and work on installing 72 such bulbs in the street lights from KC

Circle to Indi Pump Circle. However, around 28 km of stretch is still not served with streetlights.

HDMC expects to save about 40% in the monthly electricity bills by using LED lights.

Streetlight operation and maintenance in all the wards of Hubli Dharwad is privatized. The lighting

inspector of the respective wards monitors the operator‘s performance, and monthly payments are

made based on the annual contract amount. The scope of work of the private operator includes

switching on and off streetlights, maintaining fixtures based on the unit rate, and attending to

streetlight complaints within 48 hours, failing which he/she is liable to a fine.

As per the survey conducted by the public affairs centre, Bengaluru in 2007, 90% of the area in



HDMC is covered by streetlights and the lights function regularly. The survey also stated that the

failure of the services is very minimal.

Table 49: Availability of various types of lamps for streetlights in Hubli-Dharwad

Sr.

No.

Type Number

1 Tube Light 23,126

2 Sodium Vapour Lamps 7078

3 Mercury vapour Lamps 3417

4 High Mast Installation 1012

5 Others 7207

Total 41840

Source: HDMC

HDMC has estimated an amount Rs. 43 crores for the replacement of street lights with energy saving

devices and automatic timers and for up-gradation and beautification of streetlights on main roads

and to install high masts.

8.6 Analysis of Post-1st Generation CDP Scenario

As per the 1st generation CDP, following were the key facts in the traffic and transportation section for

Hubli-Dharwad:

Hubli-Dharwad has a road network of 700 km.

67% of the roads are surfaced (Bitumen – top /WBM).

The density of roads in the town is approximately 3.29 km/sq. km.

The per capita road length is 0.8 km.

The average width of the roads in the town is 9.5 m.

Densification of Hubli and Dharwad road connectivity

Limited share of public transport

Lack of modern traffic management system

Inadequate infrastructure - Roads, truck terminal etc.

Increasing pressure on the core city [Please rewrite in the form of complete sentences.]

Following strategies have been proposed in the 1st generation CDP.

Road Infrastructure

Upgrading Existing Roads

Road Widening

Fly Over Junctions Improvements

Parking and Pedestrianisation

Modern traffic management

Traffic Signals and modern traffic management Enhancing the share of public transport

Dedicated Bus Corridors Rail transport Provide FOBs, footpaths, signage Constitution of an integrated transport authority

The estimated project cost is Rs. 612.00 crores.



8.7 Review of Comprehensive Traffic and Transport Plan (CTTP)

The comprehensive traffic and transport plan for the two cities was prepared by the Directorate of

Urban Land Transport (DULT). The CTTP [If you wish to use the abbreviation, please use it right from

the starting of the document.] outlined the strategies to be followed to ensure mobility and

accessibility to the growing population of the twin cities. The review of CTTP has been provided in the

sub-sections below.

Existing Traffic and Transport Situation

Hubli-Dharwad has a road network of 700 km. The total length of roads in the territorial jurisdiction of

HDMC is 630 km, of which 67% are surfaced (Bitumen –top / WBM). The density of roads in the town

is approximately 3.29 km/sq. km. The per capita road length is 0.8 km. The average width of the roads

in the town is 9.5 m. Roads cover an area of 22.69 sq. km.

The city experiences peak hour volume ranging from 1,100 to 3,000 PCU at mid-block locations and

1,100 to 5,000 PCU at screen line locations. Peak hour share ranges between 5-9% of the 24hr traffic

volume at mid-blocks & 7-13% at screen line locations. At outer cordon locations, the AADT ranges

from 12,000 to 52,000 PCUs. The traffic composition is dominated by two-wheelers, cars, and three-

wheelers at the mid-block and screen line locations & by two-wheelers, cars, and goods vehicles at

major outer cordon locations.

In terms of speed, 56% of the roads have speeds below 30 kmph. Only 11% of the roads have speed

above 40 kmph. The average journey speed is 27.85 kmph and the average running speed is

32.05 kmph. Delays on the network are mainly due to heavy flow of traffic coupled with frequent

pedestrian crossing. Overall, the low speed profiles in CBD area are due to large scale of activities,

curbside parking, and heavy concentration of traffic.

Hubli-Dharwad city is witnessing considerable pedestrian traffic, especially in the CBD areas with the

increase in the commercial activity in some of the important areas. There is an increased demand for

better pedestrian facilities. The increase in vehicular traffic has given rise to widening the carriageway

width to accommodate the vehicles resulting in reduction in the size of the foot paths. This in turn has

given room for pedestrians to spill over to the carriageway, thereby affecting the flow of vehicles.

Main Public Transport system in Hubli Dharwad is City Buses. There are about 180 routes connecting

the city and suburban areas. The city buses operate from 4 different terminals. All the urban and

suburban areas are provided with bus facilities by NWKRTC. All the terminals experience space

constraints to handle buses smoothly, due to inadequate space. Also, it is observed that in terms of

intracity connectivity, the coverage of public transport is better in the city core and northern region as

compared to the southern region, and there is overlapping component in city core area due to which

travel demand from other areas is not fully catered to.

The intermediate public transport system present in Hubli-Dharwad consists of auto rickshaws and

taxis. Auto rickshaws are often used as a mode of transport for school children. With the upsurge of

the city area, the public transport system has not been able to justify the mobility needs of the Hubli-

Dharwad citizens. Thus, there is an increase in the usage of auto rickshaws and taxis. Taxis are an

important mode of travel in the twin cities. The cities are separated by a distance of 21 km, and taxis

serve as a comfortable mode of travel between the two cities. The average trip length is around

4.0 km to 6.0 km, while the average trip cost varies between Rs. 30 and Rs. 40. The average travel

time is 20-30 min.

From the traffic flow analysis and junction inventory details, it is observed that some of the junctions

experience traffic snarls and needs immediate attention in terms of engineering interventions. There is



lack of pedestrian‘s facilities at most of the major junctions that need to be looked into to avoid

pedestrian vehicular conflicts at junction. Parking at junctions reduces the carriageway capacity and

leads to obstruction in the movement of traffic.

In Hubli-Dharwad, the growth of vehicles had been exponential with no specific parking lots designed.

As a result, the vehicles are generally found to be parked on road, causing traffic congestion and

conflict points. The parking on the road eats up the valuable space for movement leaving lesser place

for the vehicles to move. This reduces the speed of travel and reduces the level of service of the

roads. Thus, an efficient system of parking needs to be evolved, which would solve the parking woes

of the city.

Goods traffic is significantly high in Hubli-Dharwad due to the presence of a large number of industries

in and around the city. Hubli-Dharwad does not have any defined goods terminal. Presently, trucks

and light commercial vehicles (LCV) are parked on roads at several places and it serves as a goods

terminal. This unorganized parking inconveniences the citizens as well as the operators. The vehicles

also enter the city roads during peak hours, which further increase the traffic woes. The Hubli APMC

truck terminal handles freight from different parts of the state. The highest freight comes to Hubli from

Belgaum with share of 14% in total freight destined for the city. Also, a high percentage of freight is

interchanged between Hubli and Dharwad, i.e., 12% from Hubli to Dharwad while 9% from Dharwad

to Hubli of the total freight movement. Manufacturing goods (31%) constitute the highest stake in the

total inflow and outflow of goods in Hubli-Dharwad, followed by Agriculture (31%).

The existing infrastructure and facilities for transport and communication in Hubli-Dharwad are

inadequate to meet the requirements of the city. Integration of transport facilities with the economic

activity areas has not been a priority.

Travel Demand Forecast and Model

For the preparation of the comprehensive traffic and transport plan for Hubli-Dharwad, the population

projection is taken from the Hubli Dharwad City Development Strategy. The average population as

given in the strategy is 10.5 lakhs in 2021. This translates to a 1.6% annual growth rate. Based on this

growth rate the population has been projected. The strategic urban travel demand model developed

under this study is used to predict the travel patterns and modal shares for the horizon years, i.e.,

2018, 2023, and 2028, under respective land-use and transport network scenarios.

The population growth rates have been taken from the city development plan of Hubli-Dharwad. The

population of Hubli-Dharwad has been projected using the geometric method, arithmetic progress

method, incremental increase method, and trend line method. The projected population and

employment for 2018, 2023, and 2028 were used for estimating trip ends in the corresponding years.

Hubli-Dharwad is estimated to have a population of 12.66 lakhs and employment of 4.34 lakhs in

2028.

Name of the Area Projected Population in the Study Area

2009 2018 2023 2028

Hubli - Dharwad LPA

9,59,844 10,80,820 11,70,097 12,66,748

Projected Employment in the Study Area Hubli Dharwad LPA

3,29,226 3,70,721 4,01,343 4,34,495

Trip end models have been used to predict the number of trips generated from and attracted to each

of the zones in the study area for the horizon year. The projected trip ends along with the network

options in the future were provided as inputs to the trip distribution and modal split models to arrive at

future trip matrices for public and private vehicles. The proposed land use 2021 has been used for



projecting the trip ends. Following scenario has been considered for the city traffic and transportation

improvement plan.

Scenario: Construction of Outer Ring Road and Public Transport Route Rationalization

Considering the evaluation of the above scenario, the most important issue to reduce traffic will be to

increase the share of trips by public/mass transport. This will mean providing public transport services

on all corridors. The public transport network and road network has to be introduced on certain

network. The backbone to a city‘s transport system will be the Public / Mass Transport System. The

basic premise of the transport plan in terms of the National Urban Transport Policy is to create an

efficient, cost-effective, and extensive network of public transport, which could provide comfortable,

convenient, and affordable means of transport to the maximum number of commuters. In this

direction, a number of schemes are already under implementation and quite a few on board. Keeping

in view these plans, there exist a large number of requirements for additional facilities in respect of

public transport system.

There are few additions to network modification in Scenario 3:

Construction of Outer Ring Road

Expansion of public/mass transport (BRT) on to major corridors

Construction of two new bypasses

It is understood that only network changes will not be able to suffice the changing transport

requirements of the city. Thus, change in travel patterns has to be introduced. Improvements in public

transport system have to be detailed with the network improvements to achieve the targeted modal

split.

The share of person trips for public/mass transport is targeted to increase to 60% by 2028, as is

desirable for Hubli-Dharwad city in this scenario. The increase in modal split is attributed to the

expected shift of people from private to public due to the improved public transport system. This

translates to 24.4% of the users of other modes shifting to buses. At conservative year-on-year

growth, this is targeted to result in a modal split of 40% for 2018, 50% for 2023, and 60% for 2028.

The willingness to shift to the public transport system has been assumed based on secondary

research.

It is also observed that for the horizon year 2028, the peak hour peak direction traffic (p) for following

corridors is greater than 10,000. Hence, it is proposed to introduce high-capacity buses in these

corridors in order to achieve a modal split of more than 60% in the favour of public transport.

The introduction of high-capacity buses and a significant modal split will change the traffic and

transport scenario of Hubli-Dharwad. The volume by capacity ratio on major stretches after public

transport improvement and construction of ring road is calculated it indicates that certain stretches still

have unacceptable values of V/ C ratios. In such a case, it is necessary to find alternatives to control

private vehicular movement on such stretches. Some measures that can be adopted are as follows:

One-way schemes

Banning of private vehicles during peak hours

Construction of elevated / subway for these particular roads

It is important to note that the bypass around Hubli and Dharwad helps in diverting the rail-based

freight traffic entering destined or generated in Hubli and Dharwad. In addition, stringent enforcement

measures are needed (that shall ban the entry of freight vehicles on city roads) to force the external

traffic to use NH4 and Hubli-Dharwad bypass, thus reducing the loading of the internal roads.



Recommended Scenario

The transport scenario should be such that transport continues to be an induced demand and does

not changes into an activity itself, i.e., the role of transport systems should be of facilitating

connectivity and not resisting it consuming indefinite passenger hours leading to lower productivity

and high social costs. The reasoning behind considering the scenario Construction of Outer Ring

Road and Public Transport Route Rationalization to be of high utility value is:

Higher modal split in favour of PT

Provision of better public transport facilities to stimulate modal shift from private to public

Incorporation of all existing proposals regarding capacity augmentation

Capacity augmentation on critical road sections

Construction of ring road

Improvement in the public transport system includes a variety of systems that will use buses to

provide a service that is of a higher speed than an ordinary bus line. This will be achieved through

improvements to the existing infrastructure, vehicles, and scheduling. The goal of this system will be

to achieve the service quality of rail transit still enjoying the cost effectiveness of bus transit.

Proposals, Recommendations, and Institutional Framework

In accordance with the recommended scenario priorities, the proposed transport development

programme has been framed. On the basis of projected traffic, a public transport system plan

indicating different transport systems on various corridors has been suggested in order to cater to the

traffic up to the year 2028. The balance traffic should be carried by road system in order to satisfy the

needs of normal bus system and other modes such as two wheelers, cars, bicycles, trucks,

pedestrians etc. The proposed traffic and transportation plan for Hubli-Dharwad contains the following

types of proposals, which will cater to the requirements of the projected travel demand up to the year

2028:

Mass Transport System

Bus Rapid Transport System

City Bus System

Augmentation of Bus Fleet

Bus Terminal cum Traffic and Transit Management Centres (TTMC)

New Bus Stations/Bus Shelters

IT Infrastructure

HRD Infrastructure

Transport Integration

Transport System Management Measures

Pedestrian/NMT Facilities

Footpaths

Skywalks/Subways

Road Development Plan

New Roads/Missing Links

Road Widening

Construction of ROBs and RUBs

Grade Separator

Parking Facilities

Integrated Freight Complexes



While framing proposals, priority has been given to public transport and non-motorized transport such

as pedestrian facilities and public transport improvement strategies.

On the institutional framework front, HDUDA and HDMC have been envisaged as the most important

institutions responsible for the planning, development, and maintenance of the city transport system,

particularly of its road network system, parking areas, bus terminals, etc. While it is not contemplated

to restructure HDUDA/HDCC under the CTTP project, the above proposals are recommended to

enable HDUDA/HDCC to undertake and monitor CTTP projects. Other recommendations on the

institutional framework are:

Representation in Hubli Dharwad Unified Transport Authority

Establishing Traffic Engineering and Management Unit

Establishing Traffic Engineering Cells

Establishing Traffic Management Group

Establishing Transport Development Fund

Strengthening Logistics Support & Capacity Building to Traffic Police

Promoting Private Sector Participation

Cost Estimates of Proposals and Phasing of Implementation

The estimated investment for the entire traffic and transportation plan based on the public transport

oriented system for the period till 2028 is estimated to be Rs. 3,105 crores at 2009 prices. More than

three-fourth of this investment is proposed during the period 2009-18, which coincides with the

JNNURM mission period. The proposed Implementing agency and tentative financing structure for

each of the major investments proposed is dealt with briefly below.

Sr. No.

Project Implementing Agency

Funding Mechanism

Phase Cost (Rs in Crores)

Road Infrastructure Development Plan: Rs. 1109.38 crores

1.1 Construction of Hubli Ring Road

HDMC / HDUDA PPP / BOT(Annuity) Phase I 321.82

1.2 Radial Roads Improvement

Cash Contract Phase I 62.10

1.3 Hubli Dharwad Bypass (new construction plus improvement)


1.4 Other City Roads Improvement


1.5 Construction of Missing Links

435.48

Improvement in City Bus System and Intercity Bus Terminals: Rs. 1528.58 crores

2.1 Addition of Bus Fleet

NWKRTC Cash Contract Phase I, II, and III

140.14

2.2 Bus Terminal cum Traffic and Transit Management Centres (TTMC)


2.3 New bus shelters Cash Contract Phase I 18.20

2.4 Improvement and addition of depots

PPP/BOT Phase I, II, and III

37.88

2.5 Improvement of IT infrastructure


2.6 Multimodal Transit Centre at Hubli-Dharwad




Sr. No.

Project Implementing Agency

Funding Mechanism

Phase Cost (Rs in Crores)

2.7 Development of HRD Centre

Cash Contract Phase I 15

2.8 Environment Protection Projects


2.9 Intercity Bus Terminals

PPP/BOT Phase I 49.00

BRT Phase I, II 667.97

3. Junction improvements: Rs. 128.60 crores

3.1 Geometric Improvements

HDMC / HDUDA Cash Contract Phase I 1.10

3.2 Signalized Cash Contract Phase I 1.00

3.3 Roundabout Cash Contract Phase I 6.50

3.4 Grade Cash Contract Phase I 120.00

4 ROBs, RUBs and Rail

HDMC / HDUDA /Railways


5 Pedestrian facilities

130.79

5.1 Footpath HDMC Cash Contract Phase I 105.00

5.2 Passenger subway Cash Contract Phase I 12.00

5.3 Passenger skyway Cash Contract Phase I 13.79

6 Parking facilities HDMC PPP/BOT 69.90

7 Integrated Freight Complexes

HDUDA PPP/BOT Phase I 5

8 Transport System Management Measures

HDMC Multilateral Agencies -World Bank, Asian Development Bank

Phase I 132.00

9 IPT stands HDMC / HDUDA Cash Contract Phase I 0.80

10 NMT Track Cash Contract Phase I 100.20

Grand Total 3285.25

Source: Comprehensive Traffic and Transportation Plan –Hubli Dharwad



9. Housing and Urban Poverty

The section provides a detailed overview of the existing housing scenario in the city in terms of

present housing stock, quality of housing, and housing requirement for future projected population.

Also, the housing typology in the inner city, newly developed areas, and peripheral zones has been

discussed. Based on discussions with officials and stakeholders, the future housing growth scenario

has been forecasted. The section on urban poverty explains the demographics, social profile, and

coverage of key infrastructure services in the urban poor area of the city. Also, the status of the

projects related to the urban poor has been discussed.

9.1 Overall Housing Scenario in the City

Hubli-Dharwad city exhibits a complex urban character where each area exhibits its own

characteristics. The old city areas of both the cities have retained their traditional character and ethos,

thereby acting as religious nodes. The core is thickly populated with deteriorated infrastructure and

weak service levels. The adjacent area to the city core has always been under constant development

pressure due to the availability of basic services, cultural attractions, and density is increasing.

In contrast, the peripheral areas exhibit a different development pattern with comparatively planned

development pattern and better infrastructure, thereby encouraging the population to shift from older

areas to these areas for a better living and hygienic life. The areas in between the cities more or less

retain their original character and are not so influenced by urbanization in the way it is happening in

the city centre. The city is characterized by medium-rise and high-density housing in the core city and

low-rise moderate dense housing in the peripheral areas. The last decade has witnessed

development of multi-rise residential and commercial structures.

9.1.1 Present availability of housing stock

As per Census 2011, around 2.14 lakh houses are available in Dharwad‘s urban area. It is estimated

that Hubli-Dharwad city has nearly 1.82 lakh census houses under residence and residence cum

other use categories. As per the comprehensive development plan, the number of houses estimated

in the city was around 1.40 lakhs, and houses required by the year 2021 will be about 2.20 lakhs.

This means that addition of about 80,000 houses is necessary. With the increasing urbanization and

population, the increase in housing could not match with the increasing demand, which resulted in

housing gap and insufficient infrastructure.

9.1.2 Quality of housing stock

The quality of the housing stock for residential and residential cum other use categories has been

analyzed for 2011. As per Census 2011, the city has nearly 1.82 lakh census houses under residence

and residence cum other use categories. Out of this, about 1.26 lakh houses are in a good condition,

which accounts for 69% of the total housing. And 0.53 lakh houses are in a livable condition, which

account for 29% of the total houses. About 3,615 houses are in a dilapidated condition, which account

for merely 2% of the total houses.



Figure 74: Quality of housing

9.1.3 Spatial distribution of houses and settlement characteristics

As per Comprehensive Development Plan 2003, about 31% of the total land area was developed

under the residential category. It is evident from the figure below that the major concentration of

houses was within in the core of Hubli and Dharwad. A significant percentage of land in Dharwad was

under the industrial category. The development plan has envisaged increased residential

development within and in between the twin cities and reserved around 42% of the land area under

the residential category, of which 21% is in Hubli, 11% is in Dharwad, and 9% is in Navanagar.

Figure 38: Fig existing land use in 2000 and proposed land use in 2031

The plans proposed for high intensive development in between the cities. In Navanagar, large areas

to the west of the national highway are proposed for development, covering Tadasinakoppa, Sattur,

Sutagatti, and Gamanagatti areas. However, most of the new residential developments are

concentrated around the twin cities due to the lack of infrastructure in-between areas and also the

proximity to the commercial establishments and transport nodes. KSHB has developed a residential

colony on the west side of the PB Road in Navanagar.

The old city core of both Hubli and Dharwad is getting crowded. The density analysis indicated that

the pressure on land and infrastructure is high, beyond the carrying capacity. Also, it is observed that

the buildings are in a poor condition and around 50% of the buildings in the old city area of Hubli

required to be either repaired or replaced.

In the last decade, the eastern area of Hubli has experienced high residential development;



Keshwapur has emerged as one of the best residential areas, due to its locational advantage and

proximity to the transport nodes. Keshwapur has planned layouts with wide road networks and plotted

development is more prevalent in the area. Most of the residential buildings are of independent 2-3

storied villas. The plot sizes available in the area are in the range of 1600 to 4000 sq. ft.

Gokul Road is the major investment destination emerged in Hubli, where all the new commercial and

residential projects are coming up. Most of the residential projects in the area are under the apartment

category with 3-4 storeyed buildings.

Hubli-Dharwad city has around 45 villages; the villages on the outskirts are in a deteriorate condition

compared to the upcoming areas. The residents were dependent on agriculture, and induced

urbanization has forced them sell of their fertile land for real estate development. The housing

condition in the gamathal area has clustered type of settlements with single story buildings either

thatched or tiled, but it is observed that the most of the houses are in livable condition but lacks

modern amenities and infrastructure. These clusters neither have modern facilities nor are eligible for

any government aid under slum improvement.

The slums are spread across both cities; most of the slums within the city are notified and regularized.

HDMC is providing the basic infrastructure services like drinking water, roads, and waste collection.

The slums located on the outskirts of the cities are not notified and hence not able avail all the

services offered by the municipal corporation. A detailed analysis of the slum situation is included in

the subsequent sections.

9.1.4 Housing requirement as per the future projected population

As per the projected land use for the city, 42% of the area has been earmarked for residential use for

the year 2021. In order to estimate the housing stock requirement for the next three decades, we

have adopted the following assumptions:



The household size is expected to decrease in the next three decades.

0.2% of the houses need to be replaced every year over the next three decades.

Population projections as finalized in demography section above

Residential and mixed use would increase by 2% over the next three decades.

Based on the above assumptions, the city will have 4.5 lakh houses by the end of 2041. It indicates

that the city would require additional 2.4 lakh houses by the end of 2041. Following table presents the

assumptions and housing requirement in the city for the next three decades.

Table 50: Housing requirement for the future years

Parameters 2013 2021 2031 2041

Projected population (lakhs) 9.5 11.6 14.5 18.3

Household size 4.5 4.3 4.2 4.1

Total housing requirement (lakhs) 2.1 2.6 3.5 4.5

Replacement (2%) 0.04 0.05 0.06 0.08

9.1.5 Overview of growing housing sector in the town

The pleasant weather, booming educational sector, post retirement employment opportunities for

middle-aged persons, etc., are pulling the crowds from the smaller cities to settle in Hubli-Dharwad.

Also, the low land rates compared to Bengaluru, Pune, Goa, etc., and its proximity to these locations

make the city an investment destination for realty developers. More than 70% of the real estate

projects are in residential sectors.

Major upcoming residential projects are along the Gokul Road in Nehru Nagar Manjunath Nagar,

Hosur, etc. The conversion of agricultural lands into residential plots without the change of land use

and other required approvals from the concerned authorities has become a serious issue in the city.

Several unauthorized layouts have come up on the outskirts of Hubli and Dharwad near Kelageri,

Muruga Mutt, Hubli-Dharwad bypass road, etc.

Table 51: Real estate rates

Category Land Rates

Commercial Rs. 15-30/sq. ft. for rental Rs. 1,000-3,000 for purchase in Hubli city

Residential

Housing rent: Rs. 2,500-5,000 for a two-bedroom apartment

Rs. 700-1,000/sq. ft. for purchase of ready to occupy apartments

Source: CRISIL survey

a. Housing societies

The private housing societies are also actively involved in the housing market through providing

developed sites in Hubli-Dharwad. The private societies are encouraged to develop layouts subject to

conformity with the approved plans and regulations as they facilitate the supply of developed sites. As

per the comprehensive development plan, 169 housing societies with 59,632 members have allotted

14,573 sites.

b. Schemes under Karnataka Housing Board (KHB)

KHB has initiated 16 schemes covering 299 acres 8 guntas in which 2,822 houses were constructed



and 1,819 sites were formed. Five schemes are proposed covering 191 acres 34 guntas at

Gopanakoppa, Amargol, Lakamanahalli, Gamangatti, and Doddanaykanakoppa. The layouts by

Karnataka Housing Boards have come up along the old highway.

c. Housing for EWS

The Karnataka Slum Clearance Board (KSCB) has notified 48 slums in Hubli-Dharwad covering 216

acres 33.5 guntas in which 9,539 houses are presented. The population in these slums is about

80,592 persons. However, in the SFCPoA, the number of notified slums has been increased to 93

and the total number of slums to 127.

The rapid growth of slums in Hubli-Dharwad has put a lot of pressure on the existing land resources

and infrastructure services, leading to further deterioration of physical infrastructure. Factors that

contribute to slum development in Hubli-Dharwad include migration of people for jobs and availability

of cheap living options such as outside temple complex where they get offerings of pilgrim and

tourists.

9.2 Urban Poverty and Slums

One of the key objectives of the city development plan is to create pro-poor and inclusive cities.

During the visit to the city, during the field study it is observed that the categories of settlements that

are the manifestation of poverty in the Hubli-Dharwad:

Low-income group settlements: Pucca and semi-pucca houses with limited urban services and

dedicated for lower income groups

Village settlement: The settlements which were earlier villages but have now become part of the

city and such settlements still retain their cluster development structure. About 45 villages were

included in HDMC jurisdiction.

Slums: Kutcha houses with unhygienic living condition and with limited urban services

Population below the Poverty Line (BPL)

As per the BPL survey conducted in the year 2000, under Nirmala Jyothi Scheme, it was estimated

that 6% (47,160) of the total population in Hubli-Dharwad were in the BPL category. In 2006, the SE

survey conducted by CMDR reported that 26% of the population in Hubli-Dharwad is the BPL and

43% of them reside in slums.

9.2.1 Slum profile in Hubli-Dharwad

The slum free city plan of action (SFCPoA) for Hubli-Dharwad has identified about 127 clusters as

slums in the city, and out of which, 93 have been declared as notified slums by KSCB. The total

population in slums is about 174,577, which is 18% of the total city population. About 37,319

households are living in slums and 84% (31225) of them belong to the BPL category.

However, as per HDMC, in 2013, the number slums in the twin cities was 138 with 201,752 people in

37,611 households. The percentage of notified slums and slum population in Hubli-Dharwad are on

an increase primarily due to rural to urban migration. This is evident from the increase in the number

of slums declared by KSCB during the previous two decades.



Table 52: Details of slums over the years

Sr. No.

Slums Source

Total Notified Non-Notified Population Household

1 70 48 22 101372 14311 KSCB 2001

2 127 93 34 174577 37319 AKM Survey 2010

3 138 100 38 201752 37611 HDMC 2013

Sources: CDP 2003, SFCPoA 2010, HDMC

As per the AKM survey, most of the working population is engaged in unorganized sectoral activities,

as daily wage labourers, cleaners, waiters, unskilled labourers, etc., resulting in a poor economic

status and weak savings.

Women are either involved in basket making or working as domestic helps. About 21% of the slum

households (notified) are still unemployed. About 15% of the slum population is illiterate, making it

difficult for them penetrate into the mainstream employment and thus forced to do low or moderately

paid jobs on a daily basis.



Figure 39: Locations of slums in Hubli and Dharwad,



9.2.2 Existing situation of slums in HDMC

Nature and Status of Slums

The Karnataka Slum Development Board (KSDB) is responsible for slum improvement activities.

KSDB has notified 100 slums in the twin cities and remaining 38 slums

are under non-Notified category. the notified alums are developed on

private lands.

Hubli-Dharwad is one of the oldest cities in the state and the city has

been one of the continuously inhabited areas in India as well. It is

important to see that 7% of existing slums are more than 50 years.

Also, more than 50% of the slums are either concentrated around CBD

or in prime locations, and the remaining 46% slums are located in the

fringe area. However, majority of the slums are developed in the

residential areas. 27% of the slums are located along the major road

network and railway lines; about 12% are along nallahs and water

bodies, and are thereby vulnerable to natural disasters/ flooding. As per

SFCPoA 2010, 47% of the slums are located on non-hazardous sites.

Table 53: Category-wise distribution of slums

Land Tenure Status

Land tenure is secured for 78% of the slums and has access to basic

amenities and in possession of certificates while land tenure is

unsecured in the reaming slums, which needs regularization.

Tenability Status

As per the SFCPoA guideline, under all identified settlements are

classified into tenable or untenable based on tenure status. In Hubli-Dharwad, only 3 slums out 127

are identified as untenable; these slums require to be resettled from the current location.

Land Ownership

Land ownership is one the major indicators in developing slums as it is easy to bring in programmes

in slums owned by the ULB compared to the slums developed on private land.

41% of the slums are developed on land owned by the ULB and 16% on land owned by other

government departments. About 40% of the slums are developed on private lands. However, the

households in the slums on private lands have received possession certificates and are eligible for

various slum redevelopment programmes sponsored by the Central and State Government.

Category No of Slums %

Status Notified 93 73

Non-Notified 34 27

Tenability Tenable 124 98

Untenable 3 2

Tenure Secure 99 78

Insecure 28 22



Distribution of Slums by Physical Location

54% slums are situated in the core area such as near CBD and around temples and small-scale

industries, and the remaining 46% are in the fringe areas near agricultural lands. Around 37% are

located along the major transport alignment such as national highways and railway lines. About 33%

of the slums are located along drains, river beds, etc. 28% of the slums are located on the sites of

nonhazardous / non-objectionable areas. 3 slums are under hazardous and these slums require

special attention before undertaking any development.

9.2.3 Available infrastructure for slum communities

Water supply

Most of the slums are connected with the water supply

network and for individual households have access to

water distribution networks. However, the efficiency of

the water network is poor. About 41% of the slums are

fully connected to the citywide water supply system and

56% of slums are partially connected. On an average,

about 15 households share one public tap. The

remaining 3% of the slums do not have connectivity to

the city water supply system.

The frequency and duration of water supply both in city and slums are very low – about 2-3 hr in 3-4

days. In 17% of the slums, piped water supply is available for 1 to 2 hr every day.

Sanitation

In 27% of the slums, toilets are fully connected to the existing UGD, and about 42% are partially

connected to the system. The individual toilets constructed are poorly connected to the open drains

without UGD connection. As per the AKM survey, around 51% of the slum household sewerage

system is not connected, which indicates absence of toilets and open defecation or usage of

community toilets.

Storm water drainage system

About 28% of the slums are fully connected to storm water drainage. 57% of the slums are partially

linked to the system, but 15% of the slums are not covered by the citywide system. Given the

situation, it is necessary to improve the system as well as provide new connections before it infiltrates

into the environment.

Solid waste management

HDMC is responsible for solid waste collection in both notified and non-notified slums. In 36% of the

slums, solid waste is cleared on a weekly basis. From 10% of the slums, the solid waste is collected

on a daily basis. The inadequate and low frequency of collection of solid waste is resulting in

unhealthy environment in and around the slums.

Nature of approach road and internal road network

More than 50% of the slums are in the core area of the city. About 39% of the slums are accessible

through pucca roads and 48% slums are served with kutcha roads. However, 13% of the slums have

no proper approach road, making their mobility difficult. The internal road network is absent in almost

all the slums.



Mode of travel

From the AKM survey data, it is observed that 41% of households are dependent on the non-

motorized transport system, and about 32% use two-wheelers and 4% use three-wheelers.

Street lighting facility

HDMC has provided street lighting facilities in 77% of the slums.

Educational facilities

Around 80% of the slums have aganwadis run by social welfare departments and primary schools run

by the municipal corporation within the slums within a distance of 500 m. HDMC is running only one

major school, which is near the corporation office. Almost 28 slums do not have high schools run by

the government within a distance of 5 km. About 19 slums have high schools run by different

agencies within a distance of 0.5 km to 1.0 km.

Health facilities

About 57% of the slums do not have primary health facilities within their premises, and hence,

households in 69% of slums are dependent on private clinics and registered practitioners. However,

38% of slums have government hospitals within the accessibility and 43% of the slums have primary

health centres in the vicinity.

Community facilities

58 slums have community halls.

50% of the slums have slum dwellers‘ associations.

51% of the slums have women‘s associations to empower women through home-based

employment.

The slums do have self-groups as well as credit societies.

9.2.4 Housing stock requirement

The SFCPoA identified around 37,319 households that do not pucca housing facilities, and as per the

analysis, the housing deficit is about 29,698.

Table 54: Housing stock demand

Sr. No. Year Population No. of Households

1 2012-2013 176222 349

2 2013-2014 177984 352

3 2014-2015 179764 356

4 2015-2016 181561 360

5 2016-2017 183377 363

Total 1780

Source: SFCPoA, HDMC 2013

9.2.5 Urban poverty reduction and slum improvement projects

National Livelihood Mission

NULM is in continuation with SJSRY that is being implemented in HDMC. NULM targets the urban

poor who are occupationally vulnerable. The programme provides skill training to help them get

gainful employment. Besides, the scheme supports self-employment programmes and provides

financial assistance aid to individuals and groups of urban poor to set up micro-enterprise ventures.



Interest Subsidy Scheme for Housing the Urban Poor (ISHUP)

ISHUP has been conceived for providing interest subsidy on housing for the urban poor to make

housing affordable and within the repaying capacity of EWS/LIG. The scheme encourages poor

sections to avail of loan facilities through commercial banks/HUDCO for the construction of houses,

and avail 5% subsidy in interest payment for loans up to Rs. 1 lakh.

Rajiv Awas Yojana (RAY)

RAY aims at slum-free India by improving and provisioning housing, basic civic infrastructure, and

social amenities in intervened slums and enables policy intervention to facilitate the supply of

affordable housing and developed plot so as to arrest the formation of new slums.

RAY is being implemented in HDMC with the support of KUIDFC. Under RAY, AKM has carried out a

survey, and HDMC prepared the database of 127 slums in HDMC. SFCPoA was prepared to assess

the technical and financial interventions required for slum improvement projects. The DPR for

construction of 1,056 houses in 6 slums of Hubli-Dharwad has been approved by MoHUPA. Also,

DPRs for remaining slums are being prepared under this scheme.

State Sponsored Schemes

Nirmal Jyothi Project was initiated by GoK to improve the service levels in the slums in all major cities.

9.2.6 Institutional framework

Karnataka Slum Improvement Board (KSIB) is responsible for the provision of Infrastructural

facilities and housing in the declared slum areas in accordance with the provision of KSA (I & C) Act,

1973. KSIB is responsible for enabling slum dwellers to live in hygienic conditions by providing the

basic amenities, constructing new houses and upgrading the existing houses, preventing

unauthorized constructions in the said slum areas, identifying and declaring the slum areas, carrying

out socio-economic surveys, and preparing slum databases.

HDMC: As per the KM Act, 1976, under the 12th

schedule, the responsibility of urban poverty alleviation and housing for EWS has been transferred to the ULB. HDMC is responsible for implementing the poverty alleviation and slum improvement projects sponsored by MoHUPA, GoI. HDMC is implementing RAY, NULM, RIN, etc., with the technical support of KUIDFC.

9.2.7 Key issues

The housing demand is increasing in the city, but no regulated mechanism exists to ensure

housing supply and also no policy intervention to ensure supply in affordable housing category.

The newly developing residential areas are not provided with the city-wide water supply or

sewerage network.

The slums are spread across the core area of both Hubli and Dharwad. The city has a total of 127

slums, in which 93 slums are notified and the remaining 34 slums are non-notified. Where most of

these are built on lands under private ownership. About 7% of the slums have existed for more

than 50 years in the city.

The Inadequate and irregular drinking water supply system; about 44% of the slums do not have

access to drinking water sources.

59% of the households lack a storm water drainage system and 62% do not have a underground

sewer system. Lack of drainage and solid waste management is resulting in an unhealthy

environment.

Dilapidated housing structures are forcing the poor household to invest in housing every year for



non-structural maintenance.

About 84% of the slum dwellers belong to the BPL category, without a reliable income, people

living in slums are unable to invest in improving their homes and living conditions.

The weak economic status and lack of entitlement over the land have forced the poor to depend

on private money lenders or agents, who charge very high interest rates and further impoverish

them.

The hazardous conditions in slums lead to the spread of deadly diseasessuch as cholera,

malaria, and diarrhoea.



10. Baseline Environment: Urban Environment and Disaster Management

This chapter would describe the major sources of pollution in Hubli-Dharwad. Further, the chapter shall describe the various inherent issues of the urban environment. A detailed overview of the existing water bodies and the city‘s green cover has been provided. Moreover, the vulnerability of the city has been discussed.

10.1 Pollution Level in the Town

The report published by CPCB in association with CSE in March 2013 reveals that Hubli-Dharwad is in high particulate pollution category of cities that exceed the ambient air quality standards for PM10 (particulate matter 10), along with Bangalore.

10.1.1 Ambient Air Quality

As per the report for environmental clearance for Hubli Airport March 2014 and the ambient air quality with respect to a 10-km radius around theairport, the various sources of air pollution in the region are industrial, vehicular traffic-related, and related to rural activities.

The maximum and minimum concentrations for PM10 recorded were 115.2μg/m3 and 53.4μg/m3 respectively. The PM10 value is more in some locations due to dust generation activities and vehicular load.

The maximum and minimum concentrations for PM2.5 were recorded as 48.4μg/m3 at Unkal Kere and 19.7μg/m3 at Anchatgeri.

The maximum and minimum SO2 concentrations were recorded as 13.9μg/m3 at Anchatgeri, and 10.8μg/m3 at the project site.

The minimum concentration of 18.9μg/m3 for NOx was recorded at Gamangatti and the maximum concentration of 21.4μg/m3 was observed at Anchatgeri.

The maximum concentration of 1.20μg/m3 for CO was recorded at Unkal Kere with a minimum of 0.89μg/m3 observed at Gamangatti.

There is an immediate need to check massive vehicular population in Hubli-Dharwad as motor transport is the main contributor of air pollution in the city. Moreover, the dust and smoke emitted during the burning of solid waste is adding to the air pollution in the city. This has resulted in an increase in victims of asthama and other communicable diseases in the city.

10.1.2 Noise Quality

Motor transport is the major contributor of noise in Hubli and Dharwad. There are no regulations in the city for installing loud-speakers at various community halls, religious places, marriage halls, and public functions. As per the report for environmental clearance for Hubli Airport March 2014, in Hubli the Leq were recorded in the range of 46.2 to 55.4 dB(A) during daytime and 34.7 to 38.4 dB (A) during night time. The noise levels are within acceptable levels as per standards for various zones as prescribed by the Central Pollution Control Board (CPCB).

10.1.3 Water Quality

Ground water

In the HDMC area, about 22% of the water demand is met from ground water. As per the report for environmental clearance for Hubli Airport March 2014, the quality parameters for ground water in Hubli are as follows:



PH ranges between 7.2 and 7.8 and is well within the specified standard of 6.5 to 8.5.

Total hardness was observed to be ranging from 223.5 to 284.2 mg/l.

The maximum hardness (223.5 mg/l) was recorded at Tarihal and the minimum (284.2 mg/l) was recorded at Unkal city. The hardness was found to be within the acceptable limit of 300 mg/l as per IS 10500:2012.

Sulphate was found to be in the range of 8.9 mg/l to 11.8 mg/l. The maximum value was observed at Amargoal whereas the minimum value was observed at Gokul and that is well within the specified standard of 200 mg/l, as per IS 10500:2012.

It can be concluded that the ground water quality meets the standards of IS 10050:2012 and can be used for drinking purposes. It is observed that the concentrations of all the parameters are in comparison with IS: 10500-2012 and does not indicate any industrial contamination.

Unregulated drilling of bore wells is taking place throughout the city. The individual owners of plots in the developing areas are installing bore wells for domestic purposes while entrepreneurs amongst them have been extracting ground water for selling during the drought period. Even HDMC has drilled a number of bore wells to meet the drinking water demand. Recently, it has been made mandatory to set up rainwater harvesting facilities in building structures with more than 200 sq. m built-up area.

Surface Water

Hubli-Dharwad was known for its lakes but several of them have dried up. Many of the lakes have now been converted into residential layouts of the rich and EWS. Moreover the existing tanks also face the threat of silting and being converted into residential layouts.

Currently, there are 6 water bodies in the city namely, Unkalkeri Hubli, Sadhankeri, Rayapur kere, Kelagerikeri, Navalur kere and Koli kere. Sadhankeri is a manmade lake created during the British rule and is almost 100 years old. As per the report for environmental clearance for Hubli Airport March 2014, the quality parameters for surface water in Hubli are as follows:

PH value is in the range of 7.3 to 7.8; these values were observed at Sanatorium and at Devragudihal respectively.

TDS was observed in the range of 412 mg/l to 564 mg/l, indicating that the surface water bodies have TDS values within permissible limits as per IS-2296, Class-C code. The water is suitable for drinking after conventional treatment followed by disinfection as per IS-2296, Class-C.

DO was found to be in the range of 2.4 to 3.1 mg/l. It indicates that water is suitable for irrigation and other agricultural purposes.

Chloride and sulphate were in the range of 94.8 to 138.4mg/l and 10.4 to 15.2 mg/l respectively and are well within permissible limits.

The BOD levels in the water samples are very high compared to the specified standards with 10.8mg/l as the minimum value observed at Nirsagar and 18.2mg/l as the maximum value observed at Dumvada. This was mainly due to discharge of sewerage and bathing of humans and cattle in these water bodies. Consequently, the COD of the water samples was found to be high.

As per IS:2296, the surface water quality meets the criteria for Class C and Class-E (for DO and BOD); therefore, it can be used for drinking purpose after conventional treatment and disinfection. It was observed that the surface water could be used for drinking after conventional treatment and for irrigation purpose.

Contamination of water is another major concern in both the cities. Open defecation is observed near the water bodies which needs to be eliminated in the near future to keep the water bodies in healthy condition. Untreated sewerage from UGD and unscientific disposal of solid waste has resulted in the contamination of both surface and underground water. Hirekeri which is also known as Koli Keri is a major lake in the heart of the city of Dharwad; it is highly polluted and poses severe danger to the people living nearby. Conservation of water bodies is the responsibility of HDMC but maintenance of lakes is taken care of by the state‘s irrigation department.



10.2 Ecology

The Dharwad district accommodates varied type of flora. The forest type seen in the outskirts of the city is scrub forest. The Forest Department has recorded the presence of a few Schedule I species in the district, but no such species exist within the city area.

10.3 Disaster-Proneness Assessment of the City

The risk of natural disaster is very low in the twin cities. As per the seismic zoning map of India, Dharwad district falls under Seismic Zone II which is a low-damage risk zone (MSK VI or less). However, being a land-locked city, the city faces no risk from cyclones, landslides and tsunamis. Flooding is frequent during the monsoon near water bodies; the canals and other low-lying areas and EWS settlements are predominant in these areas. Also, road accidents involving two-wheeler riders are common in both the cities.

Table 55: Natural hazards vulnerability mapping Hubli Dharwad

Category Peril Risk in Hubli Dharwad

Climate Related Hazards

Drought Moderate

Flood Moderate

Cloudburst Low

Hailstorm Safe zone

Lightning Safe zone

Coastal Erosion Safe zone

Storm Surge Safe zone

Cyclone Safe zone

Geological Hazards

Earthquake Zone II and has low damage risk zone

Landslide Moderate Risk

Tsunami Safe zone

Hydrological Hazards

Groundwater depletion Moderate risk

Aquifer Salinity Moderate Risk

Biological Hazards Plant :

Pest and Insect attack Moderate Risk

Human: Plague, SARS, Bird Flu, Dengu Moderate Risk

Source: KSNDMC

Hazard Vulnerability in Dharwad

Dharwad District receives average annual rainfall of 776 mm. In September 2007, the entire district faced unprecedented continuous heavy rainfall. The intensity and period of the rainfall was so severe that it caused extensive flooding in many parts of the district. The excessive rain and resultant overflowing of rivulets caused major losses, flooding in the low-lying villages, extensive damage to standing crops, house damage, death of livestock, disruption of communication and damages to roads and bridges. Due to this, more than 40 villages covering Kundgol taluka, 41 villages in Navalgund taluk and 8 villages in the Hubli taluka were badly affected.



10.4 Disaster Management Mitigation Measures

Disaster mitigation at the city level is a holistic management of disasters (both manmade and natural). It involves the management of events to minimize damage during a disaster and the development of preparedness to cope with disasters, to reduce risks and losses. As per the general disaster management structure in India, the district collector is the responsible agency for disaster management within a district. The district plays a key role in disaster management and relief activities.

Karnataka State Disaster Management Authority (KSDMA): KSDMA is the state-level agency responsible for carrying out various activities under disaster management in Karnataka.

Karnataka State Natural Disaster Monitoring Centre (KSNDMC):

An autonomous body, registered under the Society Registration Act and affiliated to the Department of Science & Technology, Government of Karnataka, KSNDMC is providing a formal common platform to achieve synergy in the field of disaster management in Karnataka. The responsibility of KSNDMC includes hazard mapping and vulnerability studies, strengthening of information technology for natural disasters‘ management, monitoring and impact assessment of natural hazards, and human resource development, mainly by imparting training.

DC and Revenue department

The revenue department coordinates DM‘s activities in the Dharwad district. The District Commissioner is the nodal officer for overall control and supervision of DM activities, including damage assessment, finalization of reports and declaration of L1/L2 disasters and mobilization of finance.

Police department

Any emergency situation pertaining to law and order anywhere in Hubli city is handled by the Hubli Dharwad Police. The Hubli Dharwad Police has special emergency departments and has also set up police stations at key locations in the city.

Fire and Safety department

Under the 12th Schedule, fire and safety services are not devolved to the ULBs in Karnataka. The department is under the direct control of home affairs. The city as of today has two fire stations, which are responsible for tackling any fire accident that happens in the city. They are located in the Old Hubli area and the Amargol area.

HDMC

HDMC has a section for emergency responses and around 30 employees are working in this department. The major activities of this section is to clean the overflowing storm water drains and nalas which usually create flood-like situation during heavy rains.

10.5 Key Observations

Inadequate and inefficient infrastructure led to the degradation of environmental elements such as water, land and soil.

Lakes are drying up and no major programmes for conservation and rejuvenation of lakes and ponds are afoot.

Growth of vehicles contributed to air pollution. Unscientific disposal of sewerage from UGD is causing land degradation, and contamination

of both surface and ground water. Over-extraction of ground water has led to a decline in the water table and salinity. Hubli-Dharwad is in high particulate pollution category of cities that exceed the ambient air

quality standards for PM10 (particulate matter 10).



11. Climate Change and Sustainable Development

For centuries, human activities have released large amounts of carbon dioxide and other greenhouse gases into the atmosphere. The majority of greenhouse gases come from burning fossil fuels to produce energy, heating houses, and transportation purpose. Deforestation, industrial processes, and some agricultural practices also emit gases into the atmosphere. This has led to Climate change which is refers to any significant change in the measures of climate lasting for an extended period of time. In other words, the climate change includes major changes in temperature, precipitation, or wind patterns, among other effects, that occur over several decades or longer. Various evident impacts of the ongoing climate change at broad level are as follows;

Rise in global average temperature near Earth's surface.

Change in the monsoon pattern.

Change in the pattern of wind.

Increase in incidents of natural calamities such as floods, droughts, earthquake, severe heat waves, cyclones, etc.

Decline in agriculture yields

Melting of ice and rise in sea level, etc.

The impacts of the climate change are evident from the past incidents around the countries and presents challenges for the societies and environment. Thus, planning to mitigate the impact of climate change and reduce the emission of greenhouse gases is becoming more important for sustenance of our present societies and to save for future generation. This is possible by adopting sustainable and low carbon emission development measures.

11.1 Climate Change & City

In 12th Five-Year Plan of the country urges for low carbon growth. The strategies are proposed to

reduce India‘s emission intensity from 20% to 25% by 2020 with respect to the emissions in 2005.This includes policy interventions to reduce emission intensity through fuel-efficiency standards, green building codes and energy efficiency certificates. In this context, numerous challenges that are to be addressed include the growing population coupled with urbanization, industrialization and provision of infrastructure and transport facilities. Decentralised mitigation strategies are necessary to minimize carbon emissions which require sector wise and region wise interventions.

a. Climate Change on cities

As per the International Panel for Climate Change (IPCC) 5th assessment report, the cities across the world, due to their rapid population growth and large-scale developmental and economic investments, are at high risk to the impacts of climate change. Most of the rapid growth will take place in the urban areas of Asia and Africa. In view of this, the cities should focus on developing adaptation capacity towards the climate variability.

Indian cities are characterized by high density of population, housing stock, and poor infrastructure, which make them all the more vulnerable to climate change. Given that the most valued infrastructure is usually located in cities, the economic and social costs of climate change will be much higher in cities. For example, cities house valuable communications infrastructure as they do physical infrastructure such as buildings, roads, bridges, and flyovers. Hence, any climate change impacts in the form of damage will be quite expensive. Climate change impacts the physical assets used within cities for economic production, the costs of raw materials and inputs to economic production, the subsequent costs to businesses, and thus output and competitiveness.

b. Learning from the Past

Extreme climate events are expected to become more frequent as a result of climate change. The climate extremes can have devastating effects on human societies. The effects of climate change are expected to have substantial impacts on our human settlements and our development trajectory.



Priority health research areas for different risk factors resulting from climate change are presented in the following table.

Table 56: Natural hazards Vulnerability mapping Hubli Dharwad

Health effects Priority focus areas

Temperature, humidity, precipitation

Vector borne diseases Climate related diseases transmission dynamics, improved surveillance

Precipitation, water temperature Water borne diseases Climate and water related diseases

Local air pollution and stagnant air masses

Air pollution related health effects

Combined effects of climate factors and air pollution, weather related allergens

Extreme heat or cold Temperature related illness Improved prediction, warming and response

Also, Climate conditions affect the water availability and quality, the timings and intensity of rainfall can influence the spread of various viruses/bacteria into the ground water and surface water and EWS are mostly vulnerable to water bone diseases.

11.2 Risk of Climate Change in Karnataka

The state of Karnataka is India‘s eighth largest state in terms of geographical area with 191,791 km2 area, with 19.96% forest cover, the largest connected range of which is formed by the Western Ghats; the state also acts as carbon sink. A total of 104 lakh hectares land is under cultivation in the state.

The state receives 80% of the annual rainfall in the southwest monsoon period, 12% in the post‐monsoon period, 7% in the summer and only 1% in winter season. The windward side of the Ghats (coastal region) records 3,350 mm of rainfall during the southwest monsoon while on the leeward side of the Ghats, the rainfall drops to 600 to700 mm. The state has witnessed a high rate of urbanization and development during last few decades.

11.2.1 Carbon emission scenario

As per BCCIK, estimated annual total emissions from Karnataka to be 80.2 million tons of CO2

equivalents (eq). Out of the total estimated emissions2:

CO2 emissions are 44 million tons (national emissions are 1221.7 million tons)

CH4 emissions are 0.9 million tons (national emissions are 20.6 million tons)

N2O emissions are 0.01 million tons (national emissions are 0.24 million tons)

The state of Karnataka contributes 4.6% to total emissions of India

Figure 40: Sectoral break up of Karnataka GHG emission percentage

In Karnataka, the power sector (electricity – 35.9%) is the major contributor of GHGs emission

followed by Agriculture (20.2%). well‐developed transportation sector of the state contributes 10.4% to total state GHGs emission. Nearly 80% GHGs emission is from the fuel combustion process in various sectors like power generation, transportation and industries. Most of these sectors emit CO2 as main GHG mainly due to combustion of fossil fuels (Coal, and petroleum products) while the agriculture sector which emits a major amount of CH4.

As per the SAPCC, agriculture is the most vulnerable sector to climate change. The impacts of climate change on agricultural production includes variability in temperature, precipitation, and carbon dioxide concentrations while change in soil moisture contents and the increased frequency of pest infection and consequent diseases are the secondary impacts. It is expected that climate change may



induce phonological changes (timing of life history) in fishes specially species with shorter life spans such as such as plankton and small pelagic fish. Many tropical fish stocks are already exposed to high temperature and may experience regional extinction or migration towards higher latitudes. The changing climate with altered feed resources is adversely affecting the general immune status of animals leading to more incidences of diseases and lower productivity. However, Ruminants release methane (CH4) as a part of their natural digestive process.

The changing pattern of temperature, precipitation would cause extreme weather events like floods, drought etc. Not only these events will affect the availability of water for agriculture and animal husbandry, but also cause decreased resistance in local varieties of crops, animals etc.

11.3 Risk and impacts of Climate change in Hubli Dharwad

Like any other city Hubli-Dharwad, is also under threat of climate change. The major risks with regard to Climate Change in the city includes growing vehicular population, reduction in the green cover due to change in the land use from agriculture to non-agriculture uses, absence of scientific solid waste and sewerage management systems, in the absence of treatment facilities, the sewage is disposed into natural streams, the recent studies on ground water have indicated that the water table is rising in central parts of the city due to percolation of sewage water. The twin city of Hubli Dharwad lies in the semiarid zone of South India. Rainfall is highly variable as it is located in the rain shadow zone of Western Ghat at the drainage divide between West flowing rivers and Deccan Plateau. As a result, the surrounding region has traditionally been drought prone.

Water scarcity, occasional floods, and temperature increase are the expected direct risks to the city. Since Hubli-Dharwad lies in the rain shadow zone, climate change related deviation in rainfall either ways is likely to impact the city. Likely impacts of climate change in the city could be of various dimensions.

The population is expected to increase from 9.5 lakhs in 2011 to nearly 19 lakhs in 2041. This would more than double the water demand and would neutralize any effects of the increased rainfall. Water scarcity may become even more acute in the event of an increase in temperature-leading to likelihood of droughts. Droughts can impact the city in terms of water scarcity and rise in food prices and also indirectly though seasonal migration from rural areas. Impact on food security will lead to severe health impacts. The acute shortage in water is also likely to increase the incidence of waterborne diseases. As per the study of (Bhattacharya, 2006)

The major contributors of greenhouse gases in the city includes the growing vehicular population, anaerobic decaying of municipal solid waste at disposal site and in the septic tanks, manure from poultry and animal farms, industrial areas etc. Therefore decentralized source specific interventions are necessary to formulate to minimize carbon emissions in the city.

11.3.1 Urban Heat island

The studies have stated that urbanization has led to micro-climate changes, particularly with regard to the thermal structure of the location. Major factors leading to the excess heat of towns are primarily due to high specific heat capacity of building materials and their emissivity changes in comparison to the natural surroundings, impervious engineered surfaces like roads and paved spaces, change in surface roughness, blockage of wind due to buildings, blockage of outgoing long wave radiation from surfaces due to high density of structures, reduction in vegetation and associated reduction in cooling through evapotranspiration, etc.

Major contributors of urban island in both Hubli and Dharwad are the concrete and the tarred roads, pavements, stored heat energy released by the concrete and glass buildings, industries and through traffic combustion process. Urban heat island formation usually reduces the cooling rate at night and raises the air temperature. In Hubli the difference in temperature between the city and adjacent rural areas is only 5.0 to 5 degree Celsius.

While in Dharwad attributing its high altitude topography and low density development compared to Hubli the existing temperate difference between the urban core and adjacent rural areas is only 2.0 to 2.5 degree Celsius only. In major metros like Chennai, Delhi etc. the temperate variation is in the range of 8-10 degree Celsius in Dharwad. However, the high cooling rate of the urban island in Hubli



Dharwad compared metro cities because of the presence of lakes canals and the green cover in between and adjacent areas of both the cities. The water body absorbs a large amount of heat and the moist soils of agricultural land enhance cooling in the city.

11.4 Initiatives for energy conservation and sustainable development

11.4.1 State Action plan on climate change (SAPCC)

In Karnataka SAPCC was prepared in line with NAPCC by EMPRI and TERI. As per the SAPCC analysis, Agriculture and allied sectors are having the highest risk due to climate change. The changing pattern of temperature, precipitation would cause extreme weather events like floods, drought etc. Not only these events will affect the availability of water for agriculture and animal husbandry, but also cause decreased resistance in local varieties of crops, animals etc., shift in cropping pattern, loss of traditional species, increased vulnerability of crops and animals to various vector borne disease is also projected to overall decrease the productivity of this sector.

Tumkur, Mandya, Hassan and Haveri have around 34% of the population dependent on primary sector and hence they will be the most vulnerable to erratic climate pattern. While Udupi, Kodagu, Dakishna Kannada and Bangalore districts are affected least as they have lowest percent of population dependent on agriculture and associated sector.

As per BCCIK (2011) prepared on composite vulnerability indices (Demographicand Social, Occupational, Agriculture and Climate), Gulbarga and Bijapur districts of North Karnataka are most vulnerable to Agricultural and Climatic vulnerability respectively. Kannada, Kodagu and Bangalore are least vulnerable districts. This indicates that districts falling in north region of states are to be vulnerable. Hubli Dharwad falls in the North Karnataka region.

11.4.2 Ongoing initiatives at Sectoral level

a. Agriculture and allied sectors

Introduction of water tariffs in irrigation

Provision of crop insurance under the National Agricultural Insurance Scheme and (NAIS) and Weather Based Crop Insurance Scheme (WBCIS)

Bhoo Chetana (land improvement) programme

Promotion of organic farming

Sookshma Neeravari (Micro irrigation) scheme

Implementation of the Rashtriya Krishi Vikas Yojana (National Agriculture Development

Scheme)

Implementation of the Rashtriya Krishi Bima Yojana (National Agricultural Insurance Scheme) programme

Implementation of the Suvarna Gramodhya (village development) scheme

Implementation of the Suvarna Bhoomi (land prosperity) scheme b. Water resources

Mandatory use of rainwater harvesting in residential and commercial buildings in certain areas

Passing of the Karnataka Groundwater (Regulation and Control of Development and Management) Bill, 2011 in Assembly for better protection of groundwater resources

Rainwater harvesting by creating barricade of about 3 feet around roadside trees

Watershed development and construction of groundwater recharge structures

Launch of the Jalasiri (water recharge) programme

Mandatory dual piping in new layouts for use of treated water c. Forestry and Biodiversity

Approximately 80,000 ha of plantation were planted by KFD in 2010-11

Development of carbon sinks and potential

Protection of forests, enhancement of resources productivity & growing of medicinal



plants

Establishment of the Western Ghats Task Force d. Coastal zone

Initiation of the construction of a sea wall to prevent salt water entry into paddy fields. However, poor quality of construction destroys the wall and the problem persists.

e. Energy

Mandatory use of solar water heaters, CFLs, ISI marked motor pump sets and integration of energy efficiency and renewable energy in new buildings

Incentivisation of installation of solar water heater by BESCOM through tariff discounts

Tariffs for power purchase from renewable energy sources

Decision of creating a Green Energy Fund (Akshaya Shakti Nidhi) to generate financial resources within the state to implement its policy

Belaku (light) scheme to replace up to four incandescent bulbs with CFLs at a subsidized rates per household

Decision to introduce a Green Energy Cess of Rs. 0.05 (five paise) per kWh on commercial and industrial consumers to generate about INR 55 crore annually through the Karnataka Renewable Energy policy 2009 to 2014.

Decision to reserve 10 % of land in SEZ‘s for development of renewable energy

11.5 Initiatives in Hubli-Dharwad for sustainable development

Hubli Dharwad city has moderate risk of both environmental degradation and climate change. Over extraction of ground water, erratic rainfall, increasing temperate are causing challenges to the citizens everyday life. HDMC is the primary agency involved in the planning and development of the Hubli Dharwad city. Though functions such as water supply, slum clearance, urban planning, protection of weaker section have not been devolved completely to HDMC. These functions are carried by the state government and Parastatals organizations. HDMC and other departments with the support of GoK have initiated many unique innovative programmes for promoting sustainable development, protection of environment and to reduce the emissions and increase the absorption of carbon. However, HDMC has been effective in improving the public services and urban governance. HDMC is one of the few municipal corporations in the country to get the certification of ISO 9001:2000. HDMC is the first corporation to have got the roads insured by citizens.

a. Solid and Liquid waste management projects under KUIDFC

Anaerobic composting of untreated waste is the one of the major contributor of methane gas in Hubli Dharwad. However, integrated solid waste and liquid waste management projects are being implemented in the city under KUIDFC for safe disposal and treatment of waste in the city.

b. Rain water harvesting

Rainwater harvesting is gaining momentum in the twin cities. The measures have been initiated by HDMC to make rain water harvesting mandatory. The Karnataka Housing Board (KHB) has made rainwater harvesting compulsory in all its layouts in Hubli and Dharwad. The rain water harvesting has been implemented in the eight layouts of KHB. The KHB has setup rainwater harvesting units in gardens developed in all layouts.

c. Initiatives reduce the energy consumptions

HDMC has initiated a project to replacing all streetlights with CFLs. HDMC have used tube lights, sodium vapour lamps, mercury vapour lamps, high-mast installations and other bulbs for illumination. The twin cities have more than 40,000 streetlights. The HDMC expect to save about 40% energy and Rs 3 crores in electricity bills by using CFLs and LED lamps.

d. HBRTS tree planting initiatives

The tree planting drive was initiated in Hubli Dharwad by HDBRTS ltd to compensate for the ecological losses caused by the felling of trees during the implementation of the BRTS project. The project has proposed to plant around eight thousand on the campuses of different schools and colleges in the city.



e. Children's movement for civic awareness- CMCA

HDMC in association with NGOs has initiated CMCA with aim of inculcating civic awareness in the children and make them ambassadors of HDMC. ‗Civic clubs‘ are established in all 123 schools of the city. Activities under CMCA include regular interaction of the students with Mayor and Commissioner, trips to water supply installations, etc.



12. Cultural Resources, Heritage and Tourism

Cultural resources mean historic and cultural significance of the city. The cultural resources include

the tangible heritage in terms of built environment including the monuments, public buildings, and

historic areas, open spaces of social, ecological and historical importance. The integrated tourism and

culture development would benefit the local economy as well.

Moreover, the detailed assessment has been carried on the heritage value, heritage management

plan and projects being implemented. The key findings of the analysis indicate the status of heritage

value and the need of the hour to conserver the heritage monuments and heritage management

plans. The chapter presents over view of built heritage, fair and festivals and tourism scenario in the

city.

12.1 Historical Importance of the town

Karnataka‘s cultural heritage and historic sites are well recognized and acknowledged across the

world. Mysore, Hampi, Bijapur, Badami and Pattadakkal are some of the important historic and

cultural centres in Karnataka. Kannada is one of the four classical languages in the country and

occupies an important position in Indian history. The contribution of Kannadiaka to the field of art,

music, religion and philosophy are well recognized. The state is also endowed with natural beauty

especially along the Western Ghats.

Hubli -Dharwad is one of the oldest settlements and first city in the state of Karnataka. The city was

ruled by great dynasties from 5th century onwards - Chalukyas, Rastrakutas, Vijayanagar, Adilshahi,

Mysore kingdom and Peshawas of Pune. The natives are following different religious faiths including

Hinduism, Islam, Jainism and Christianity.

12.2 Existing situation of Heritage Zone (Protected and un-

protected)

Chandramouleshwara Temple

Chandramouleshwara is a 900 year old temple from the

Badami Chalukyan located at Unkal in the suburbs of

Hubli. It is one of the good examples of the Chalukya

Architecture. The temple was built on the lines of Badami,

Aihole and pattadakal temples. This monument is of

National Importance and is designated as a Protected

Monument under the Ancient Monuments and

Archeological Sites (Act (1958)) by ASI. However there is

an urgent need of Conservation and Restoration of this

temple. Road leading to the temple is narrow with arrack shops and other illegal trades.

Encroachments are observed along all sides of the temple.



Banashankari Temple, Amargol, Hubli

A temple of Shankarlinga built by Jakkanacharya in the early

13th century. Amargol is located at around 5km from Unkal

towards Dharwad on SH73. The temple has nagara articulation,

built in the stepped diamond and the square plan natural to a

nagara superstructure. Similar to Unkal, the temple here is not

maintained and also not a healthy surrounding.

Someshwara temple is one of the oldest temple was built during the Chalukya dynasty. It is one of

the great religious places in the city. The idols of Chatrubhuja and Mahishasur Mardini are the major

attraction in the temple, which are very old and were established here by the Chalukya ruler. Ganesha

Chaturthi is the major festival which is celebrated here and lots of people visit this temple every here

during the festival. Lush green grasslands and beautiful plants surrounded by the temple add to the

value of the place.

Amruteshwara Temple at Annigeri was built in10th centaury with

dravida articulation, and was the first temple made of soapstone. The

large and black stone Amruteshwar Temple is in the Kalyani Chalukyas

style. The temple has a roof supported by 76 pillars and carvings of

mythological figures on its walls. Car festival is the major festival at

Amruteshwara temple and it is celebrated during December and

January. This temple is located 20 km west of Gadag en route to Hubli

and 35 km from Hubli.

12.3 Heritage Conservation Initiatives

ASI is the organization for the archaeological researches and protection of the cultural heritage of the

country set up under ministry of culture. Maintenance of ancient monuments and archaeological sites

and remains of national importance is the prime concern of the ASI. Besides it regulate all

archaeological activities in the country as per the provisions of the Ancient Monuments and

Archaeological Sites and Remains Act, 1958. It also regulates Antiquities and Art Treasure Act, 1972.

For the maintenance of ancient monuments and archaeological sites and remains of national

importance the entire country is divided into 24 Circles. The Circles carry out archaeological fieldwork,

research activities including carrying out village-to-village survey of antiquarian remains; exploration of

archaeological sites, documentation of loose sculptures, excavation of archaeological sites,

Conservation and day-to-day maintenance of protected monuments and Providing basic amenities at

the monuments for tourists etc. . There are two ASI circles in Karnataka state and they are Bangalore

Circle and Dharwad circle. There are 32 heritage sites in Dharwad district identified by ASI the list is

annexed to the report.

Though , there is no major internationally acknowledge heritage sites in Hubli-Dharwad region, the

sites of Hampi, Bijapur, Badami and Pattadakkal are conserved by the Dharwad ASI circle. This

signifies the potential of Hubli to be promoted as the tourism node that connects the major heritage

sites in the North Karnataka region. It is important to improve the basic amenities at all sites of interest

to fully explore the tourism potential and make tourism one of the largest economic and employment

contributor in city.



Table 57: Framework for the heritage conservation

Sr. No

Frame work Status

1 Legislation, policy, and planning framework

Policy frame work that guides the conservation in the country are

Ancient Monuments and Archaeological Sites and Remains Act, 1958

Antiquities and Art Treasure Act, 1972.

Departments working in the sector are

Department of Tourism, GoK

Department Archaeology, Museums &Heritage, GoK

2 Institutional framework Dharwad Circle of ASI is the only agency currently works on Heritage sector in the city.

No initiatives from HDMC for the conservation of the heritage buildings.

3 Conservation programmes

No major conservation/restoration programmes in the cities

12.4 Tourism Scenario

Hubli is not a major tourism spot within the Karnataka state, also the contribution of tourism to city‘s

economy is also not substantial. However, the position of city as the commercial hub of North

Karnataka and the accessibility to some of the internationally renowned heritage hubs like Hampi,

Bijapur makes the city potential to evolve as tourism node. No major studies are available on the

current status of tourist arrival to the twin cities, but it is evident from the discussions with the

stakeholders that the city caters to travel and resting needs of the domestic tourists to Hampi, Bijapur,

Badami, Goa etc.

12.4.1 Strategies for Tourism Development in Hubli-Dharwad

In order to capitalize the potential of Hubli-Dharwad as a tourism node, it is important to invest in

infrastructure development and proactively promote the city as the tourism node of North Karnataka.

As a first step, it is required to carry out feasibility studies to understand the important tourism

activities in the North Karnataka region in terms of the percentage share of tourist, their travel pattern

etc. and also to analysis the quality of supporting infrastructure such as road network, availability of

hotels and other options for safe and secure stay etc.

At the primarily level, it is absolutely important to improve the connectivity between the twin cities and

various tourism destinations through road, rail and air networks. The GoK has proposed to upgrade

the existing Airport at Hubli and to develop new rail connectivity between Hubli and Akola in

Maharashtra. The supporting infrastructure that would support the growth of city as a tourism node

could be

Health and Wellness Tourism promotion: Dharwad and Hubli to be positioned and promoted as

premier Health and wellness destination. The links all major existing health facilities with international

standard and interlink the health infrastructure within and around the cities through transit systems.

Also, promote Karnataka‘s potential in traditional systems of wellness and medicines like Ayurveda,

Unani, Siddha, and Yoga, etc. project the cities as a unique destination for health and wellness.



Education Tourism: Dharwad to be positioned and promoted as premier destination for all types of

education and academic researches. The guidelines to be issued in consultation with the national and

international agencies. Only the certified institutions to be made be eligible for incentives that are

available for tourism projects and interlink and integrate the institutions.

Exhibition and Convention Complexes: Adequate number of world-scale, world-class exhibition

and convention complexes to be established with appropriate PPP model.

Theme and Entertainment Parks: Theme and Entertainment parks to be promoted and established

with appropriate PPP model.

Wayside Amenities: Wayside amenities including gender distinct toilets, cafeteria, mini

store/Pharmacy and an information / souvenir booth to be established along the major corridor

gateways could be developed through private entrepreneurs /franchisees.

Hotels and public accommodations: Promote and facilitate the investment in the hospitality sector

to increase the availability of quality accommodations for the international tourists. Also, all

accommodation available with the government to be consolidated into a public accommodation

network and makes it available for the domestic tourists.

12.4.2 Key Issues

In spite of being the oldest urban settlement in the North Karnataka region, the history, culture

and heritage of Hubli Dharwad is not getting enough attention in the development process.

City required a comprehensive plan for heritage management but lack of initiatives from

HDMC to promote the culture and tradition.

Though many old buildings with heritage value are available in the city, they are not yet

identified or listed by HDMC or any other government authority. Even the monuments and the

sites identified by ASI are in a deteriorated condition

The twin cities has lots of scope for promoting it as tourism node however potential for

integrating heritage with tourism is not being explored.

Lack of awareness among the general public on heritage value of the city.



13. Assessment of Institutions, Systems and

Capacities

This chapter would briefly elaborate on the urban governance status in HDMC, role of HDMC and

Parastatals in service delivery, status of human resources along with the trainings and requirements,

and key issues in the urban governance.

13.1 Urban governance system

HDMC is the prime agency responsible for governance in the twin cities but there are other institutions

performing municipal and urban development functions. These institutions can be categorized

Statutory Authorities, & Government departments.

Table 58: Legal framework of Governing Institutions

Sr.No Agency Legislation

1 Hubli-Dharwad Municipal Corporation The Karnataka Municipal Corporations Act, 1976

2 Hubli-Dharwad Urban Development Authority

The Karnataka Urban Development Authorities Act, 1987/Karnataka Town and Country Planning Act 1964

3 Karnataka Urban Water Supply and Drainage Board

The Karnataka Urban Water Supply and Drainage Board Act, 1973

Karnataka Slum Clearance Board The Karnataka Slum Areas (Improvement and Clearance) Act, 1974

5 Karnataka State Pollution Control Board

Karnataka State Pollution Control Board Water (protection and control

6 Karnataka Industrial Areas Development Board

Karnataka Industrial Areas Development Act, 1966

7 Karnataka Housing Board Karnataka Housing Board Karnataka Housing Board Act, 1962

13.2 Hubli Dharwad Municipal Corporation

Hubli Dharwad Municipal Council was constituted in 1925 and later in 1962 it was elevated to a

Corporation. The HDMC jurisdiction is divided into 67 wards and election is conducted in every five

years. The terms of the councilors are for five years. The mayor is selected from elected members

and the tenure is only for a year. General body of HDMC is constituted by elected members from 67

wards and up to five members nominated by the government, MLA & MLC representing whole or part

of the city whose constituencies lies in the city and MLA& MLC who are registered as electoral of the

city. As per the KMC Act four Standing Committees are constituted to coordinate the activities on

behalf of the General body and following are Standing Committees (SCs) in HDMC;

Taxation, Finance and Appeals

Public Health, Social Justice and Education

Town Planning and Improvement

Accounts

The SCs are constituted for the dispatch of business in the municipal office and makes regulations

with respect to meetings and to the scrutiny of the municipal account .The SC meets once a week and

other times if it find necessary. Each SC would have seven councilors as its members and Mayor and



Deputy Mayor are ex-officio members of all the standing committees. The KMC Act has the provisions

for the formation of Ward Committees in larger cities where populations is more than 3 lakhs and a

WC could be constituted for one or more wards but no ward committees are constitute in HDMC. The

recent election for HDMC was held during May 2013, but the council hasn‘t been constituted yet due

to legal issue as the leading party in the council doesn‘t have majority in the general body of HDMC.

Administrative Wing

Commissioner is the head of the executive body and is appointed by the state government after the

consultation with the Mayor and ordinarily holds the office for a term of two years. The Administrative

wing implements the Council decisions based on the resolutions adopted by the Council. He reports

compliance to the Council and exercises powers and discharges duties conferred under the KM Act.

The Commissioner implements all the decisions/directions of the Mayor, ensures safe custody of the

Municipal Fund and attends to all litigations for or against the HDMC.

For administrative conveniences, the corporation is organized into various functional departments and

the departments are PWD, DDTP, Revenue and Accounting and Education. The other functional

areas are Health, Hospitals, HRD, and Horticulture etc.

General Administration Department

General Administration Department (GAD) is responsible for overall administration in the Corporation;

the department manages staff postings and transfers, defines staff duties and responsibilities,

prepares administration reports and ensures proper communication between the departments and the

Corporation Council.

Accounts Department

Accounts department manages HDMC finances and monitors the use of allocated funds for different

schemes. It plays a major role in the formulation of the budget. Chief Accounts Officer (CAO) is

responsible for supervising all the financial transactions related to the HDMC, advising the Secretary

on all internal financial matters, maintaining records of financial receipts and expenditure in

accordance with the purpose and utilization of funds, reporting deviations in utilization of funds in any

of the approved schemes, assisting the MC in budget preparation, maintaining accounts regarding

stamp duty surcharge and State grants, maintaining petty cash book and general cash book and

attending to audit requirements and other such accounts-related duties.

The Accounts Department is also responsible for internal audit of all bills for payment, audit

clearances, preparation of annual financial statements and the Demand, Collection and Balance

statement (DCB). In HDMC, customised software system has been developed to manage the

accounts systematically with limited time and to bring in more transparency in all transactions.

Engineering Department

A Superintending Engineer (SE) heads the Engineering Department. The major duties and

responsibilities of the Engineering Department include construction and maintenance of roads, drains

and other public works. An Executive Engineer (EE) in-charge of projects handles the major projects

of the Municipal Corporation. There are eight EEs in HDMC looking after general projects, water

works, environment-swm, electrical, IT and horticulture The EE is supported by an AEE and an AE in

overseeing construction of major projects like shopping complexes, bus terminals, etc. AE in the

Drawing Section supports the Engineering Department in preparing requisite detailed engineering

drawings for undertaking works



Figure 41: Organization Structure of HDMC



Revenue Department

The Revenue Department is another key department in HDMC and it is headed by a revenue office.

Major responsibilities of the Revenue department includes collecting taxes such as, property tax,

advertisement tax, and entertainment tax; issuing notices for recovery of tax; and monitoring revenue

collections of the Municipal Corporation etc.

Town Planning Department

A Town Planning Officer heads the HDMC‘s Town Planning Department (DDTP). The department is

primarily responsible for enforcing Master Plan regulations, awarding building permissions and

facilitating land acquisitions for major schemes. The TPD also conducts routine inspection of HDMC

properties. TPOs and Building Inspectors carry out the department‘s functions.

Zonal offices

The HDMC has adopted a decentralized administration process and is divided into 12 zones and are

headed by Assistant Commissioners. The Zonal offices coordinate the activities of on behalf of the

HDMC for the provision of municipal services in their respective zones.

However, the zonal office does not have adequate staff to perform all the stipulated functions and

staffs are forced to take the responsibilities of more than three zones at a time. Especially in case of

specialized experts like environmental engineer, revenue officers etc. are addressing the issues of

multiple zones and lead to customer dissatisfaction

13.3 Urban reforms /transfer of function

One of the pre-requisite for assistance under the JnNURM was timeline implementation of urban

sector reforms. In Karnataka, a State Level Steering Committee (SLSC), under the Chairmanship of

the Chief Minister, has been constituted to identify, prioritize and recommend the project proposals

under JnNURM as per the Guidelines. Also, a State Level Empowered Committee (SLEC), under the

chairmanship of Chief Secretary to Government, is constituted to facilitate timely decisions on project

approvals and achieve co-ordination of the various agencies and departments under JnNURM. State

Government has appointed Karnataka Urban Infrastructure Development & Finance Corporation

(KUIDFC) as the State Level Nodal Agency (SLNA) for JnNURM to assist Urban Local Bodies (ULBs),

place proposals to SLSC for approval, manages grants, release funds to ULBs, maintain revolving

fund and monitor the physical and financial progress and implementation of reforms as committed in

the Memorandum of Agreement.

Under JnNURM certain reforms were to be undertaken by the State Governments in implementing the

74th CAA, which included the transfer of functions listed under the 12th Schedule of the CAA by

incorporating into the Municipal Act. In Karnataka state, the 12th Schedule has been in corporate in

the Municipal Act 1976, in 1995. The revised Act has provision for constituting DPCs, MPCs and Area

sabhas. Also, 16 functions except fire service and town planning have been transferred to the ULBs.

The transfer of fire service is not envisaged because of its specialized nature but Urban Planning is

not yet transferred to the ULBs.

The functions that have not been devolved to the ULB include urban planning, regulation of land use

and building regularisation activity, planning of economic and social development, and fire services.

Even though certain functions have been transferred to the ULBs in Karnataka, there are certain

functions that are performed by other agencies. For instance, the function of water supply and

drainage systems is being performed by the Karnataka Urban Water Supply and Drainage Board

(KUWSDB), which under takes capital projects related to water supply (in all the ULBs except



Bangalore).

Since 2003, KUWSDB is responsible for both capital and operation and maintenance of water supply

in Hubli-Dharwad. Similarly, slum clearance and improvement is the responsibility of the Karnataka

Slum Clearance Board (KSCB).The town planning functions is performed by the Hubli-Dharwad

Urban Development Authority (HDUDA), the Karnataka State Town Planning Board, and the Town

Planning Department.

Table 59: Karnataka: Decentralization of functions to HDMC

Sr. No. Function Transferred

1 Urban planning and town planning No HDUDA‘s are performing these functions

2 Regulation of land-use and building activity

No

3 Planning economic and social development

Yes

4 Roads and bridges Yes

5 Water supply-industrial, commercial, and domestic

Yes

6 Public health, sanitation, conservancy, and solid waste management

Yes

7 Fire services No Under Fire Services Department

8 Urban forestry, protection of environment, and promotion of ecological aspects

ULB/Forest Department

9 Safeguarding the interests of the weaker sections, physically handicapped, and mentally retarded

Yes

10 Slum improvement and up-gradation ULBs have responsibility to provide services to undeclared slums. KSCB, a special purpose agency, has the mandate for development programmes in the notified slums.

11 Urban poverty alleviation Yes

12 Provision of urban amenities like parks, gardens, playgrounds, and others

Yes

13 Promotion of aspects like education, aesthetics, and others

Yes

14 Burial and burial grounds, cremations, cremations grounds, and electric crematoria

Yes

15 Cattle ponds and prevention of cruelty to animals

Yes

16 Vital statistics, registration of births and deaths

Yes

17 Public amenities like, street lighting, parking lots, bus shelters, public conveniences, and others

Yes

18 Regulation of slaughterhouses and tanneries

Yes



Source: HDMC

13.3.1 Progress in Implementation of Reforms – State Level Reforms

Table 60: Compliance of the 74th Amendment Act Provisions

Sr.No

Karnataka Impact at ULB level

1 Constitution of ULBs Yes HDMC in place

2 Reservation of Seats Yes

Seats reserved to ensure the representation of weaker sections and women in the council 50% seats reserved for women

3 Regular conduct of Elections Yes

Regular and fair conduct of municipal elections periodically (in every five years).

4 Constitution of WCs No

Ward Sabhas are not constituted in all wards of HDMC. But provisions for Area sabhas included in the municipal act.

5 Constitution of DPCs Yes District planning Committees formed in Dharwad district but it is not functioning.

6 Constitution of MPCs No

Section 54 of KM Act, 1994 provides for constitution of MPC but not applicable for Hubli-Dharwad

7 In cooperation of 12

th Schedule

into municipal act Yes

Karnataka Municipal Act was revised in 1995 to in cooperate the 12

th Schedule.

8 Constitution of SFCs Yes

Second State Finance Commission has submitted its Report, its recommendations are implemented and third SFC has been constituted.

13.4 ULB Level Reforms – Mandatory and Optional

As mentioned, HDMC is not part of the JNNURM scheme. However, HDMC has taken initiatives to

implement the reforms at the city level. Following is the status of mandatory reforms at HDMC.

13.4.1 Mandatory Reforms

Adoption of modern accrual based double entry system of accounting

Identification of all the properties with reference to G.I.S. mapping, in 2011-12 the tax

collection was to the tune of 80%. And it is expected that the tax collection efficiency will

increase to more than 85% in years to come.

24x7 water supply is implemented on pilot basis in 8 of the 67 wards in HDMC and, the plan

to extend this system to other wards in phased manner is also approved by the State

government.

Water tariff from wards with continuous water supply is based on the quantity of water used

and expected to collect at least 50% of the O& M cost of the water supply, by levying the

water charges suitably.

HDMC is also planning for 100% coverage of door to door waste collection, and to collect

user charges for SWM.

Internal ear marking of the corporation budget for the weaker section, moreover programmes

are being implemented under RAY, NULM and other state sponsored schemes.



13.4.2 Optional reforms

Building bye-laws have been reformed and stream lined and the building permission and

building completion certificates are being issued by ―Auto Development and control

Regulations‖

Corporation is having in-house quality control cell

―Management Information System‖ has been introduced to support the administrative

activities and to have financial control over the expenditure.

Citizen charters have been released

13.4.3 ULB Level initiatives

HDMC has initiated several initiatives to improve service delivery and strengthen municipal

performance in the city and they are

Status of e-governance implementation

The Municipal Reforms Cell (MRC) was created in 2005 as the Nirmala Nagar Project under the DMA

of GoK, exclusively for the implementation of computerization and other reforms in all the ULBs of

Karnataka. These reforms are being implemented in selected 49 ULBs (including HDMC) of

Karnataka under the Asian Development Bank funded ‗Nirmala Nagar Project‘ and in the remaining

164 ULBs, under World Bank funded ‗Karnataka Municipal Reforms Project‘. The Municipal Reforms

Cell is headed by the Joint Director.

The Municipal Reforms Cell coordinates with the project partners, namely, e-Governments

Foundation (application support organization), Survey of India (technical advice support agency in

GIS implementation), Karnataka Urban Infrastructure Development Finance Corporation (funding

agency), and Software Technology Parks of India, Bangalore (for O&M of data Centre).

A state-level municipal data centre has been established within the Municipal Reforms Cell and a

centralized database of all the ULBs is being maintained by them. The entire process of rolling out of

municipal applications of ULBs is handled by the IT professionals of the Municipal Reforms Cell, duly

appointed by the department, directly from the market. The Municipal Reforms Cell handholds the

ULBs in the implementation of computerization and maintenance. The task of capacity building and

training of the municipal staff is also vested with the cell.

HDMC is a pioneer in developing integrated management information system (MIS) software –

designed to conduct day-to-day activities and transactions of ULBs. In fact, HDMC has given this MIS

software to Mangalore, Mysore, and Belgaum city corporations. The software is an integration of

various software programmes developed by the MIS Cell, HDMC (The MIS Cell was set up to

facilitate computerization of the HDMC). HDMC now has custom-made software for handling birth and

death registrations and issuing certificates, and accounting software for transfer and receipt of funds

and tax collection.

The MIS Cell has also developed various working modules for different departments and software that

would ensure adherence to administrative procedures and guidelines. For instance, the software

developed for the corporation‘s PWD enables the concerned officers to keep track of the all the

pending, sanctioned, and on-going works.

Building Plan Approval Management System

HDMC is the first corporation in Karnataka to implement the Building Plan Approval Management

System (BPAMS) with Automatic Development Control Regulations (AutoDCR). It is a single window



for the architects and license engineers to submit their proposal for getting Building Permission.

The software facilitates the mapping of scanned Auto CAD drawings and to Development Rules. The

BPAMS has facilitated workflow management, saves time from long manual process of checking the

development regulations for building plan approval and standardize the drawing process, and also

resulted in increased Fee collection. During 2012-13 Building Permission is integrated with property

tax resulted in an improvement in the tax collection

24x7 Public Grievance Redressal System

HDMC has established an Emergency Response Centre which is working round the clock with an

average response time of 30 minutes. During normal days it also acts as Public Grievance Redressal

Centre to facilitate efficient service.

Services to the citizens – 24/7 water supply

Karnataka Urban Water and Sanitation Improvement Program was initiated by KUIDFC under the

assistance of world Bank in 2005 and the project was implemented in 4 wards of Dharwad and in

whole area of 4 wards in few areas of five wards in Hubli.

A total of 11,225 houses are covered under this project in the first phase. As a part of the initiative, the

entire supply network in the demonstration zones in Hubli-Dharwad was replaced. The project is

expected to be extended to all the wards in Hubli-Dharwad in next 5 years.

HD-One Counter

Hubli-Dharwad One counter were introduced in the twin cities on the lines of Bangalore One, for

facilitating easy payment of bills. Services of multiple government departments and private companies

are available in a single window. At present these centres are providing around 20 services along with

seasonal services like university application forms, PUC application forms, election roll services and

regular services like payment of water tax, municipal tax, Hescom services, BSNL, life and vehicle

insurance, income tax and bus pass fees. There are around 8 such centers across the twin cities.

Reforms for Improving Administration/Governance

Decentralised Administration

Decentralization of HDMC‘s administration by dividing the twin cities into 12 Zones, administered by

Zonal offices headed by the Assistant Commissioners and this helped in improving efficiency of

administration and management.

Transparency in Expenditures

HDMC has developed website to enable the interface between citizens to know about their civic

organization, service and receive information. It has also tried to publish the details of all the works

including the listing of bills in the website every month through transparent information system readily

available to its citizens. Complaints against the work done by the HDMC are systematically enquired

by senior officials and resolutions are made at the earliest. Management information System (MIS)

HDMC has developed a MIS to facilitate and organise the functioning of the HDMC. Database of all

departmental function, activities etc. are created and made available through MIS. The other

information systems functioning in the HDMC includes.

File and Letter Tracking System: online system to track the actions taken on letters received by

HDMC

Record Management System- To track inter and intra departmental movements of records.



Biometric Attendance System- HDMC has installed Biometric Attendance System which is linked

with the Payroll

Online payment through IPG, Net Banking and IVRS system through which Citizens can pay the tax

and other fees to HDMC by cash to the banks as cheque DD also the online payment.

ISO Certification

ISO certification had been awarded to HDMC for upgrading the quality of service and administration

of the corporation. Certification has helped to increase the confidence of its citizen on its services

provided by HDMC.

13.5 Roles and Responsibilities of various Institutions

HDMC and other Parastatals agencies are involved in providing the key services to the citizens and

planning and implementation of the projects within the jurisdictions of HDMC. Following section

provides the key functions, role, and responsibilities of HDMC and other agencies.

The Directorate of Municipal Administration (DMA) Acts as the chief controlling authority in

respect of all matters relating to the administration of the KM Act. It is responsible for supervising the

functioning of the municipalities, formulating suitable human resource development policies,

exercising disciplinary control over the staff of municipalities, monitoring the tax collection of ULBs,

laying down policies for transparency in expenditures, hearing appeals against the decisions of

municipalities, releasing the government transfers to the ULBs, as well as implementing schemes like

SJSRY (for urban poverty alleviation), IDSMT, and Nirmala Nagar Project.

The Public Works Department (PWD) is responsible for road works including maintenance of state

highways and major district roads and construction and maintenance of government buildings.

The Karnataka Industrial Areas Development Board (KIADB) is an infrastructure agency

responsible for establishing infrastructure for orderly development of industries.

The Directorate of Social Welfare (DSW) is responsible for the implementation of various schemes

and programmes, funded by both central and state governments for the welfare of scheduled caste

population within the state.

Table 61: Roles and Responsibilities of various Institutions

Sr. No.

Key Infrastructure Services

Planning and Design Construction/ Implementation

O&M

1 Water Supply KUWSDB,HDMC,KUIDFC KUWSDB, HDMC HDMC

2 Sewerage HDMC, KUIDFC HDMC HDMC

3 Storm Water Drains

HDMC HDMC HDMC

4 Solid Waste Management

HDMC , DMA HDMC HDMC

5 Urban Transport NWKRTC, DMLT,HDBRT ltd

NWKRTC,DMLT,HDBRTltd

NWKRTC,HDBRT ltd

6 Municipal Roads HDMC, PWD, HDUDA HDMC, PWD, HDUDA HDMC, PWD, HDUDA

7 Street Lighting HDMC HDMC HDMC

8 Preparation of Master Plan/Development Plan

HDUDA HDMC HDUDA



Sr. No.

Key Infrastructure Services

Planning and Design Construction/ Implementation

O&M

9 Housing for the Urban Poor

KSDB,HDMC KSDB, HDMC HDMC

13.6 Key Issues

In Hubli-Dharwad the municipal elections were held during May 2013, however no Council,

Mayor and General body in place due to legal issues.

Key functions such as water supply and urban planning are transferred to HDMC but no

clarity about their role and responsibility and also lack proper coordination between HDMC

and KUWSDB. Eventually, service delivery is affected in HDMC.

Master Plan, Land use plan and TP schemes for the area are prepared by the HDUDA and

HDMC has no role in the plan preparation hence any participation of public in plan

preparation.

HDMC is yet to constitute the ward committees to initiate the people participations in the

planning and implementation of the projects. Due to this, the ward/zone works are carried

without consensus and people‘s participation.

Inadequate staff at zonal office of HDMC to carry out the zonal works. As a result, there is an

additional pressure on the technical staff and eventually they have to monitor multiple zone

works. This is further leading to inefficient service delivery in the zones.

Frequent transfer of key officials such as Commissioner and Joint Commissioner is a matter

of concern. As a result of the transfers, priorities of HDMC keep changing affecting the overall

efficiency of the system.

DPC is constituted in the Dharwad district as an initiative to strengthen the decentralized

governance but the DPC is not in function.



14. Financial Assessment

The administration of finance in HDMC is looked after by the accounts department. The department is

headed by the Chief Accounts Officer, supported by the Chief Audit Officer, Assistant Revenue

Officer, Accountant, clerks, computer operators, and peons. The main functions of department

include:

Preparing the budget every year and monitor account head wise income and expenditure

Giving status regarding financial matters

Checking income and expenditure periodically

Preparing periodical reports on income/expenditure

Coordinating payments and Depositing funds in various banks

Repaying loans obtained from the government and other financial institutions.

Budgeting is an essential element of the financial planning, control and evaluation processes of ULBs.

HDMC prepares budget to arrive at a scientific framework for building linkage between the nature of

receipt or payment with the functions and services. In HDMC budget is prepared with the participation

of public representatives along with the HoDs. Introduction of pre-budget public consultations during

budget preparation has resulted in higher transparency, general awareness about HDMC‘s

accounts/finances, and increased accountability. The process of budget preparation starts in October

and draft budget is placed in Council after the approval of the Municipal Commissioner (MC) in

February.

14.1 First Generation CDP– Key Features of Municipal Finance

The 1st generation CDP has provided the financial status of HDMC for the review period 2000-02 to

2005-06. The status of Revenue account, capital account and collection of taxes and charges is

shown in the table below:

Table 62: 1st

generation CDP key features of municipal finance

Component 2005-06 1st generation CDP scenario

(Rs. In lakhs)

2011-12 Post CDP scenario

(Rs. In lakhs)

Revenue Income 6605 15982

Revenue Expenditure 5034 12335

Capital Income 1165 2033

Operating ratio 0.76 0.78

Capital Expenditure 2472 3641

Source: 1st generation CDP and HDMC annual accounts

Key Issues identified under 1st

generation CDP

High dependence on state devolutions/grants

Steady increase in revenue income through property tax reforms

Current revenue growth cannot match requirements – especially capital investment programs

Increased expenditure on pensions

Increased O & M liability in view of cap investment

Need to identify additional sources of revenue - user charges, impact fee, licenses, and

advertisement tax



14.2 Status of Key Financial Indicators

Following table provide the key financial indicators at HDMC.

Sr. No. Indicators Value

1 Own revenues as a proportion of total revenue receipts 26%

2 Per capita own revenues Rs. 381

3 Non-tax revenues as a proportion of own revenues 11%

4 Per capita property tax current demand Rs. 428

5 Coverage of property tax net 82%

6 Property tax collection performance 77%

8 Operating ratio (revenue expenditure/revenue receipts) 0.83

9 Per capita O&M expenditure Rs. 566

10 Salary as percentage of revenue income 40%

11 Salary as percentage of revenue expenditure 48%

14.3 As Is Assessment of Municipal Finance

For effective implementation of the fund-based double-entry accounting system, HDMC has adopted

FBAS implementation in 2005-06; there is no parallel cashbook entry. The web-based software has

helped the government in accessing database of all the ULBs on the centralized server. DMA can

monitor transactions on a day-to-day basis.

In order review and carry out the municipal finance assessment for HDMC, we have split HDMC‘s

financials into the following main sections: Revenue Account (RA) and Capital Account (CA).

Following sections would provide the detailed analysis and performance of each item.

We have presented below, HDMC‘s Municipal Fund Statement for the period Financial Year (FY)

2007-08 to 2011-12 (herein after referred to as the ―analysis period‖). The statement provides a

snapshot of the financial position of HDMC during the analysis period. The statement has been

prepared based on the financial information provided in the budget documents of HDMC.

Table 63: Municipal financial status, HDMC

Items 2007-08 2008-09 2009-10 2010-11 2011-12 CAGR

Actuals (Rs. lakhs) %

Opening Balance 1,527 3,222 1,981 2,278 2,402

Revenue Account

Income 11,657 12,372 14,399 14,140 15,892 8%

Expenditure 9,097 10,457 11,909 12,802 12,335 8%

Operating Surplus/ (Deficit)

2,560 1,915 2,490 1,338 3,557 19.9

Capital Account

Receipts 2,127 2,573 5,344 2,636 2,033 (1)

Payments 3,085 6,027 7,912 3,771 3,641 4.2

Capital Account Status

(958) (3,454) (2,568) (1,135) (1,608)

Extraordinary Account

Income 1,253 1,884 1,591 589 1,183



Items 2007-08 2008-09 2009-10 2010-11 2011-12 CAGR

Expenditure 972 1,586 1,217 668 656

Closing balance 3,222 1,981 2,278 2,402 4,879

Source: HDMC annual accounts and CRIS Recast

The following sections provide an in-depth review of the revenue and capital account, in order to

assess the municipal fiscal status and to provide a base for determining the potential of each of the

sources and the ability of HDMC to sustain the extent of planned investments identified under the

CDP.

14.4 Revenue Account

Revenue Account is comprises of Revenue Income (RI) and Revenue Expenditure (RE). Analysis of

each of the above elements is presented as under.

14.4.1 Revenue Income

Revenue Income consists of own Sources of revenue and revenue grants & contributions. Further, Own Sources of revenue comprises of tax revenues and non-tax Revenues. Composition of Revenue Income is as under:

Own Sources

Tax Revenues

Property Tax Advertisement and Entertainment tax Other Taxes

Non-Tax Revenues

Rent from municipal properties License Fees Building permission and development charges Road cutting fees Market fees SWM and public health related charges Other fees and interests

Key sources of Revenue Grants are:

Salary and electricity grants Stamp duty surcharge transfer SFC united grants Other state government grants

Revenue Income of HDMC has increased from Rs. 11657 lakhs in 2007-08 to Rs. 15890 lakhs in 2011-12, registering a CAGR of approximately 8% over the analysis period. While, Revenue Income grew on a year on year basis, the annual rate of growth also increased except for 2010-11 when growth rate of RI declined to 2% compared to 16% in 2009-10. This decline was mainly on account of decline in revenue grants from the state government. During this period, revenue grants were declined to 7% as compared to 115% in 2009-10

HDMC is heavily dependent on revenue grants, revenue grants accounts for 74% of total revenue

income followed by property tax, building permission and development charges and rent from

municipal properties. These are the 3 biggest contributors to HDMC‘s Revenue Income. Following

figures presents the trends in revenue income at HDMC.

Figure 42: HDMC – Revenue Income Growth Trend



Contribution of each of the sources i.e. Tax Revenue, Non-Tax Revenue and Revenue Grant has

been depicted the figure below

Figure 43: Revenue Income – Contributions

The above figure indicates the over dependency on revenue grants and it would be a threat for HDMC

in near future since HDMC is not tapping the potential revenues from the own sources of revenue

income.

The figure also indicates the stable nature of RI composition. Contribution of Non-Tax Revenues in

total Revenue income has been very stable, falling within a range of 9%-13% of total RI, with an

average of 11%. Contribution of Tax Revenues in RI has also been stable, falling within a range of

13% to 38%, with an average of 16%. Contribution of Revenue Grants in RI has been in a range of

70% - 77%, with an average of 74%.

The figures are indicates that HDMC‘s tax and non-tax revenues are contributing around 26% of total

revenue income. This would be indicate the area for the improvement and increase the own source of

revenues to mitigate the financial crunch over a period of time.

Each component of RI has been analysed in detail below.

Tax Revenues

As mentioned above, HDMC‘s Tax Revenue is generated by levy of the following taxes and the share of the various taxes such as professional tax:

Property Tax Advertisement and Entertainment tax

Tax Revenues which accounted for approximately 16% of HDMC‘s Revenue Income grew from Rs.

11657 12372 14399 14136 15890

3%

6% 16%

-2%

12%

-5%

0%

5%

10%

15%

20%

0

5000

10000

15000

20000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n lakh

s

Revenue Income Growth

16% 15% 13% 18% 16%

9% 10% 10% 10% 13%

75% 75% 77% 73% 70%

0%

20%

40%

60%

80%

100%

2007-08 2008-09 2009-10 2010-11 2011-12

Tax Revenue Non Tax Revenue Revenue Grants



1866 lakhs in 2007-08 to Rs. 2618 lakhs in 2011-12, translating into a CAGR of approximately 9%.

Year-on-year growth rate is inconsistent with Tax Revenue growing by around 8% every year.

However, during the year 2008-09, growth rate has been declined to 1% as compared to 3% in

previous year. The growth rate has been decreased on account of negative growth rate reported in

property tax revenues. During this period, the property tax collection was declined by 1% as

compared to previous year collection.

Figure 44: Tax Revenue Growth trends

On an average, property tax accounts for approximately 98% of Tax Revenue followed by

advertisement tax 2% of total tax revenues. Composition of Tax Revenue is presented in the figure

below.

Figure 45: Tax Revenue Composition

Assessment of property tax system at HDMC

HDMC has implemented property taxes reforms and property related GIS. Municipal Geographic

Information System (MGIS) was developed and it enables the user for self-assessment of property

tax. Citizens pay property tax through the Self-Assessment Scheme (SAS). Zonal offices also

facilitate door to door collection of taxes. The taxes could be paid in the banks as well. As per the

1866 1856 1850

2478 2618

3%

-1% -0.3%

34%

6%

-5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

0

500

1000

1500

2000

2500

3000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n L

akh

s

Tax Revenue Growth

99% 99%

98% 98% 98%

1% 1%

2% 2% 2%

96%

97%

97%

98%

98%

99%

99%

100%

100%

2007-08 2008-09 2009-10 2010-11 2011-12

Property Tax Advertisment Tax



municipal records, a considerable number of un-assessed and under-assessed properties still exist.

HDMC follows centralized property tax system for assessment, billing and collection of property tax

hence no provision to track zone wise status or performance in each ward for assessment and

collection of property tax.

Coverage of properties

Tax is levied on all the buildings, land, structures with land, and all the non-agricultural lands within

the limits of city Municipal Corporation. HDMC has identified around 2.18 lakh properties combining

both the cities of Hubli and Dharwad out of which 65,000 are open lands. A unique ID is allotted for

each tax assesses, which is called PID. The tax is fixed as per the guidance value.

Table 64: HDMC: Number of properties

Year No. of properties % Increase

2008-09 196,829

2009-10 203,155 3.11

2010-11 211,175 3.80

2011-12 214,407 1.51

2012-13 218,337 1.80

Source: HDMC

It is observed a decrease in the growth rates new property in the city and it is because the

assessment of new properties and revaluation of the existing properties are delayed. Further, it is

affecting the property tax revenues.

Demand, collection, and balance statement

HDMC‘s overall collection performance for the current demand and current arrears for 2012-13 stands

at 81%. Revenue from property tax has increased from Rs. 20.70crores in 2008-09 to Rs. 32.59crores

in 20012-13; it has been growing at a compounded annual growth rate (CAGR) of approximately 12%

over the analysis period.

Table 65: HDMC: Property tax demand-collection statement

Sr.No Year Demand Collection Efficiency

(Rs Lakhs) (Rs Lakhs)

1 2008-09 3,471 2,070 60%

2 2009-10 3,534 2,455 69%

3 2010-11 3,532 2,885 82%

4 2011-12 3,309 3,018 91%

5 2012-13 4,041 3,260 81%

Source: HDMC

The table above provides the demand and collection statement for the period 2008 to 2012. It is

evident from that table that demand has decreased during FY 2011-12 but collection efficiency has

increased since significant arrears have been recovered and also increased the current collection.

The collection efficiency has increased since the last two years as HDMC introduced self-assessment

of property and also introduced H-Done to collect taxes.

Billing and collection

HDMC launch campaigns every year to meet its annual property tax collection targets,



announcements were made over loudspeakers and distributed pamphlets. Till 2012-13, Tax

collections were through zonal office centres/online/nationalised banks. During the financial year

2013-14, HDMC initiated door-to-door collection of property tax from July 1. Bill collectors were

appointed by the corporation visit houses and issue notices for the annual property tax. Point-of-sale

(PoS) machines are provided to bill collectors and they issue the tax notice, collect the money and

issue receipts to property owners. Earlier, the notice was issued to defaulters manually within the first

three months of the financial year. However, the corporation faced problems in collection due to lack

of manpower.

Online property tax system (e-payment) was introduced by HDMC in 2012. Hubli-DharwadOne

counter were introduced for facilitating easy payment of bills. Services of multiple government

departments and private companies are available under the one roof. At present these centres are

providing regular services like payment of water tax, municipal tax etc. Under the new system, tax

could be assessed by the individual but many people still prefer manual payment of property tax at

various counters of Hubli-Dharwad One Centre.

Non-Tax Revenues

Non-tax revenues are generated from the following sources

Rent from municipal properties

License Fees

Building permission and development charges

Road cutting fees

Market fees

SWM and public health related charges

Other fees and interests

Non-tax revenue of HDMC has been growing. Non-tax revenue has increased from Rs. 1093 lakhs in

2007-08 to Rs. 2125 lakhs in 2011-12, translating into a CAGR of approximately 18%. On an average,

building permission and development charges have contributed 49% of non-tax revenues, while fee

for municipal properties accounted for 19% and licenses accounted for 16 of the total non-tax

revenues. Trend of non-tax revenues is indicated in the figures below:

Figure 46: Non-Tax Revenue Trends

1093 1256

1478 1388

2125

3%

15% 18%

-6%

53%

-10%

0%

10%

20%

30%

40%

50%

60%

0

500

1000

1500

2000

2500

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n lakh

s

Non Tax Revenue Growth



Figure 47: Non-Tax Revenue Trends

Revenue Grants:

HDMC is receiving following grants

Salary and electricity grants

Stamp duty surcharge transfer

SFC united grants

Other state government grants

As mentioned earlier, HDMC is highly depended on revenue grants as source of income. These grants are received from various state government departments for related schemes. As the below chart indicates, periodicity with which HDMC receives revenue grants and the quantum of these grants is not fixed.

Figure 48: Revenue grants trends

Out of the grants listed above, HDMC has been receiving regular funding from the following sources: Share of Revenue Grants in HDMC‘s RI has been in the range of 70% to 77%. In terms of

29% 20% 18% 19%

10%

40% 52%

38% 51% 66%

16% 12% 30%

15% 10% 7% 5% 8% 9% 5%

0%

20%

40%

60%

80%

100%

2007-08 2008-09 2009-10 2010-11 2011-12

Rent from municipal properties Building permission and development charges

Fees fron licenses Road cutting fees

Market fees SWM and Public health related charges

UGD related charges Interest

Sale of tenders and othres

8698 9260 11071 10270 11147

4% 6%

20%

-7%

9%

-10%

-5%

0%

5%

10%

15%

20%

25%

0

2000

4000

6000

8000

10000

12000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n L

akh

s

Revenue Grants Growth



composition, salary grant accounts for 44% of total grants received followed by electricity grant 26% and SFC unity grants 24%. Composition of Revenue Grants received between 2007-07 and 2011-12 is presented as under.

Figure 49: Revenue Grants - Composition

14.4.2 Revenue Expenditure

Revenue Expenditure (RE) covers expenditure incurrred by HDMC on its day to day operations. Key componets of RE are:

Salary expenditure

Operation and Maintanance

Debt repayment

Overall, the revenue expenditure has been increased from Rs 9097 lakhs in 2007-08 and Rs 12335

lakhs in 2011-12 and registered a CAGR of 8% over the review period. The trends in revenue

expenditure have been presented in below chart.

Figure 50: Revenue Expenditure

Composition of Revenue expenditure over the recent years has been consistent. During the review

period, the salary expenditure in the range of 40-50%; the average salary expenditure is about 49% of

40% 42% 41% 46% 50%

26% 19% 14%

25% 23%

27% 29%

21%

20% 24%

4% 8%

23%

8% 1%

0%

20%

40%

60%

80%

100%

2007-08 2008-09 2009-10 2010-11 2011-12State government gratns SFC united grant

Stamp duty surcharge Grant received for reimbursement of Expenses

Electricity Grant Salary Grant

9097 10457

11909 12802 12335

8%

15% 14%

8%

-4%

-5%

0%

5%

10%

15%

20%

0

2000

4000

6000

8000

10000

12000

14000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n L

akh

s

Revenue Expenditure Growth



total revenue expenditure. O&M expenditure is in the range of 41-58%; the average O&M expenditure

is about 47% of total revenue expenditure. The interest component accounts for 4% of total revenue

expenditure. Average composition of RE over the analysis period is exhibited in the figure below.

During the year 2011-12 the O&M expendiutre has increased on account of implemeation of capital

projects under variosu schemes and proponetinally the salary expenditure composition has been

reduced.

Figure 51: Revenue Expenditure Composition

Salary and pension expenditure

Salary expenditure has been increased from Rs 3741 lakhs in 2007-08 to Rs 7122 lakhs in 2011-12

and registered a CAGR of 17.5% over the review period.

HDMC is paying the salaries for the regular employees as well as contract employees. In addition to

this, HDMC is also disbursing the pension amount and the administrative related expenditure on

regular basis.

On an average over the review period, general administration departments accounts for 37% of total

salary expenditure followed by public health department with 30% and SWM collection and

transportation employee‘s accounts for 15% of salary expenditure. The remaining departments are

accounts for 18% of the total salary expenditure. Overall, it indicates that HDMC incurring huge salary

expenditure on public health related activities in the city.

41% 51% 46% 49%

58%

51% 40% 53% 50%

41%

8% 9% 1% 1% 1%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007-08 2008-09 2009-10 2010-11 2011-12

Salary Expenditure O&M Expendtirue Debt Repayment



Figure 52: Salary expenditure composition

Operation and Maintanance expenditure:

O&M expenditure has increased from Rs 4611 lakhs in 2007-08 to Rs 5101 lakhs in 2011-12 and

reported a CAGR of 3% over the review period. O&M expenditure is mainly incurred on GAD

department, key civic amenities, street lighting and the O&M expenditure on the grant based projects.

Figure 53: O&M expenditure Trends

Further, over the review period, O&M expenditure on various grants received from state government

accounts for 17% of total O&M expenditure. This expenditure is consistent and has been growing on

regular basis. However, during the year 2011-12, the O&M expenditure has declined due to decline in

grant based O&M expenditure. It has reduced to 4% of the total O&M expenditure as compared to

15% in the prevision year.

35% 42% 38% 36% 36%

4% 4%

4% 4% 4%

34% 29%

29% 27% 30%

12% 13% 14% 19% 16%

6% 5% 6% 5% 6% 5% 4% 4% 4% 4% 2% 2% 2% 2% 2%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007-08 2008-09 2009-10 2010-11 2011-12

General Administration General body

City Planning Public Works - General

Street lighting Public Health Department

Solid Waste Mgmt (Contract employees) Water supply

Tax Department Other departmetns

4611 4205

6314 6457

5101

5%

-9%

50%

2%

-21% -40%

-20%

0%

20%

40%

60%

0

1000

2000

3000

4000

5000

6000

7000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n L

akh

s

O&M expenditure Growth



On an average, water works 10

department accounts for 23% of total O&M expenditure followed by

street lighting accounts for 22% of total O&M expenditure. Rest of the departments accounts for 21%

of the total O&M expenditure. Overall, the O&M expenditure is consistent for the remaining

departments.

Figure 54: O&M expenditure Composition

Debt reapayment

HDMC has taken loans from the banks and financial institutors to implement the projects within in the

city. In accordance with loans, HDMC is repaying the interest component on regular basis. On an

average, over the review period, HDMC is repaying around Rs 423 lakhs towards interest and capital

component for the loans taken. Over the past five year, HDMC has paid Rs 2118 lakhs as repayment

towards the loans.

Revenue Surplus

Revenue Account of HDMC has been in surplus across the analysis period. This clearly indicates the

sufficiency of Revenue Income to meet the Revenue Expenditure on an on-going basis. As indicated

in the figure below, revenue surplus earned by HDMC has been growing steadily, increasing from Rs.

2560 lakhs in 2007-08 to Rs. 3555 lakhs in 2011-12. However, during the year 2010-11, HDMC has

reported revenue surplus of Rs 1334 lakhs; this was due to increase in salary expenditure; during this

period the salary expenditure has increased from Rs 5420 lakhs to Rs 6224 lakhs and also the salary

expenditure has increased in the subsequent year as well.

10

However, the function is being handled by line departments. But, at the same time, the accounts reflect the expenditure towards water works. Hence, this would be corrected while finalizing the draft CDP for the city after discussion with the officials



Figure 55: Revenue Surplus: Trends

HDMC has maintaining the operation ratio less than 1 over the review. On an average, the operating

ratio is 0.83 it indicates the HDMC is able to manage the Revenue Expenditure and surplus amount is

being transferred to capital account in order to carry out the capital expenditure in the city.

Figure 56: Revenue Surplus margin trends

14.5 Capital Account

Capital Account comprises of Capital Income (CI) and Capital Expenditure (CE) Analysis of each of

the above elements is presented as under.

14.5.1 Capital Income

Capital Income (CI) consists of loans and grants received by HDMC under various schemes for

capital works. Loans and the key capital grants received by HDMC during the analysis period were:

Loans:

During the analysis period, HDMC has received the loans from various banks and financial

institutions. Over the review period, HDMC has received the loan amount of Rs 500 lakhs; the loan

amount accounts for 5% of total capital income. In addition to that, the loan amount has not received

on regular basis. Also, HDMC has also repaying the interest component for these loans. The trends in

2560

1915

2490

1334

3555 5%

-25%

30%

-46%

167%

-100%

-50%

0%

50%

100%

150%

200%

0

500

1000

1500

2000

2500

3000

3500

4000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n L

akh

s

Revenue Surplus Growth

-100%

-50%

0%

50%

100%

150%

200%

2007-08 2008-09 2009-10 2010-11 2011-12

RI RE Surplus



loans have been presented in the below figure.

Grants:

HDMC is receiving following capital grants to take-up the capitals works and improve the service

delivery in the city.

Deferred income in respect of asset created out of grants and contributions (UIDSSMT, SFC,

Additional)

Road Grants

Health Grant

MP, MLC and MP grants

Finance commission grants

NKUSIP and KUWISIP

State government grants

Overall, capital grants accounts for 96% of total capital income. On a regular basis, HDMC is

receiving the above mentioned capital grants from the state government and other sources. On an

average, HDMC is receiving capital about Rs 2300 lakhs. However, during the year 2009-10, HDMC

has received Rs 5344 lakhs and it is reported top in the review period. During this, period, HDMC has

received Rs 3946 lakhs as capital grant due to this, there is a sudden increase in the grants. Apart

from this year, the trends are normal during the review period.

Figure 57: Capital Grants Trends

Road development grants accounts for 37% of total capital grants, followed by the finance

commission grants with 26%, state government grants are accounts for 14% of total capital grants

and rest of the grant sources are accounts for 20% of total grants.

Apart from these, HDMC is receiving the MLA and MP grants to improve the roads, sanitation, and

drainage and storm water service in the city. NKUSIP and KUWSIP grants are aimed for particular

sector and the projects; currently the sewerage related projects are being planned in the city.

2,127 2,573

5,344

2,636 2,033

5% 21%

108%

-51%

-23%

-100%

-50%

0%

50%

100%

150%

0

1,000

2,000

3,000

4,000

5,000

6,000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n l

akh

s

Capital Grants Growth



Figure 58: Capital grants composition

14.5.2 Capital Expenditure

Capital Expenditure (CE) consists of regular capital works as well as capital works funded by specific

grants / scheme e.g. NKUSIP and KUWSIP. As indicated in the figure below, HDMC‘s expenditure on

capital works has increased during the period 2007-08 to 2011-12. Capital expenditure indicates the

uneven trends during the review period since the capital expenditure is mainly on the grants revived

from the various sources.

During the periods 2008-09 and 2009-10, HDMC has incurred huge capital expenditure and

remaining year the capital expenditure is about Rs 3300 lakhs. Since HDMC could not submit the

DPRs under JNNURM/UIDSSMT and hence there was no huge capital works at HDMC.



Figure 59: Capital Expenditure Trends

Overall, the analysis indicates the HDMC is incurring huge capital expenditure on road development

projects, sewerage works and the projects related to slum development. During the review period,

Roads - Bridges, Flyover and subways also accounts for 67% of capital expenditure followed by

others with 11%, finance commission grant projects 7.2% and sewerage project accounts for 6% of

total capital expenditure.

Figure 60: Capital Expenditure Composition

14.6 Salient Features

Revenue Income of HDMC has increased from Rs. 11657 lakhs in 2007-08 to Rs. 15890

lakhs in 2011-12, registering a CAGR of approximately 8% over the analysis period.

HDMC is heavily dependent on revenue grants, revenue grants accounts for 74% of total

revenue income followed by property tax, building permission and development charges and

3,085

6,027

7,912

3,771 3,641

5%

95% 31%

-52%

-3%

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%

120%

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

2007-08 2008-09 2009-10 2010-11 2011-12

Rs i

n L

akh

s

Capital Expenditure Growth

67% 65% 60% 55% 40%

6% 6% 4% 12%

8%

12% 6%

4% 3%

10%

7% 14%

5%

9% 12%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007-08 2008-09 2009-10 2010-11 2011-12

Roads - Bridges, Flyover and subways Street lighting

Public Health and SWM Sewerage

Urban Povery Related Others

MP, MLC and MP gratns Finance commission grants

State government gratns



rent from municipal properties

On an average, property tax accounts for approximately 98% of Tax Revenue followed by

advertisement tax 2% of total tax revenues. Composition of Tax Revenue is presented in the

figure below.

Non-tax revenue has increased from Rs. 1093 lakhs in 2007-08 to Rs. 2125 lakhs in 2011-12,

translating into a CAGR of approximately 18%

the revenue expenditure has been increased from Rs 9097 lakhs in 2007-08 and Rs 12335

lakhs in 2011-12 and registered a CAGR of 8% over the review period

Composition of Revenue expenditure over the recent years has been consistent

HDMC has maintaining the operation ratio less than 1 over the review. On an average, the

operating ratio is 0.83 it indicates the HDMC is able to manage the Revenue Expenditure

capital grants accounts for 96% of total capital income

14.7 Key Issues and Concerns

Lack of technically qualified staff in the accounts department of HDMC, is affecting the

efficiency.

The outcome and performance budgets yet to be prepared for HDMC. Hence, HDMC is

unable to prepare the outcome of each budget head/ outcome of the work such as

improvement of services.

There is delay in the assessment of new properties, revaluation of the existing properties,

Collection of property tax. Further, it is affecting the property tax revenues; eventually it is

hitting the collection efficiency. The arrears collection is also major concern for HDMC.

HDMC follows the centralized property tax system for assessment, billing and collection of

property tax. Hence, there is no system to track the status/performance in each ward/zone for

assessment and collection of property tax. As a result, HDMC has reported poor assessment

and collection efficiency in property tax.

HDMC don‘t have dedicated vigilance team to track and monitor unauthorized constructions,

un-assessed properties, and violations in the buildings. As a result, the number of properties

are out of the property tax net; further it is adversely hitting the substantial revenues from the

property tax

User Charges are not levied on SWM service, due to this, there is no cost recovery of O&M of

SWM service.

HDMC is recovering only 35% of O & M by way of water charges, indicating both low tariff

and poor collection efficiency, thus affecting the O&M of water supply service.



15. SWOT Analysis The transformation of Hubli-Dharwad into an urban centre has been the result of a combination of factors including climate, academic strengths, skill base, and industrialization. The twin cities have some impressive and incontestable advantages, which have propelled the growth of the cities. However, it is imperative to ensure that the infrastructure needs of the city are met, and that the social fabric is coherent on a sustainable basis.

Table 66: Competitive position of the city

Parameter Scale Remarks

Efficiency in Governance

High E – Governance systems – Online tax , Building approval system, Citizen facilitation centers- HD , 24X 7, 24x7 Public Grievance Redressal System

Competitive economic growth

High Primary economic drivers are tertiary-based activities (trade and commerce including agro-based activities, transport and service sector).

Economic/market center for the surrounding villages

Rich mineral deposits like manganese, iron and copper are available.

The city has a diversified industrial base with human resources like laborers, technicians, engineers and managers to support in all categories of work.

Social cohesion & prosperity

Medium Divide between rich and poor is widening.

It is a safe city but percentage and absolute number of urban poor is on the increase.

Sustainable environment

Low Over-extraction of ground water

Ther is contamination of land and water due to untreated UGD and dumping of solid waste

Lakes are disappearing.

Air pollution- vehicular pollution and dust

Efficient Infrastructure

Medium Water is available for 2-3 hours in 2-3 days.

No integrated SWM, sewerage management

New projects from water, swm and ugd are being implemented.

BRT and ToD along Hubli-Dharwad high way

Skilled & motivated workforce

High More than 1/3rd of the people are in the workforce.

Ther is good availability of educational institutes and skilled human resources.

Labour force in secondary sectors – construction workers and factory factors

Slum dwellers - unorganized force

Female work participation rate is very low-15%

Protected Heritage Low There is no major focus on heritage conservation and preservation.

32 sites are listed by ASI in and around the cities.

There are no major initiatives by HDMC.

15.1 SWOT Analysis

Hubli-Dharwad is the second-largest urban settlement in Karnataka next to Bangalore and the commercial hub of the North Karnataka region. However, in spite of the conducive position of the city in the region‘s economy, the city is not getting priority for investment in comparison to Bangalore. The current urbanisation pattern in Karnataka is concentrated primarily in and around Bangalore and this has resulted in an uneven regional growth. In this context, Hubli-Dharwad has the advantage of



getting developed to compliment the higher order needs of the north Karnataka region. A SWOT analysis has been carried out to analyze the existing potential of Hubli-Dharwad city and to identify the factors hindering the city‘s growth. Ranking of importance on a scale of high to medium has been developed based on interactions with stakeholders and officials.

Strengths and Weaknesses

Table 67: Strengths of the city

Strength

Sr.No Factors Priority

1 Second-largest urban settlement

Commercial, health, educational and cultural hub of north Karnataka High

2

Conducive environment for industrial growth

Diversified industrial activities – manufacturing to high-end services

Four industrial areas - 2 KSSIDC, 2 KIADB

Land reserved for industrial growth

High

3

Regional location and intra-interstate connectivity

Well-connected to surrounding villages and towns through well-developed road network

Connected with major cities in Karnataka and other states through road, rail and air network

High

4

Educational hub of North Karnataka region

Hosts three universities

Schools, arts and professional colleges offering quality education o Professional colleges offering multi-disciplinary and diversified courses

o Availability of talent pool and skill base

High

5

Efficient governance system

Conduct of elections to the Corporation Council

Effective institutional frame works

E-governance – Online property tax system, building permit system, 24X7 complaint redressal system

Decentralized planning – zones

High

6

Availability of infrastructure

Land reserved to promote various activities like industries, institutions, residential and recreational development

Availability of good internal roads and public transportation by NWKRSTRC

24X7 water supply projects in all wards

Ongoing infrastructure projects for improving water supply system, UGD , SWM, logistic parks and BRT

Medium

Table 68: Weaknesses of the city

Weakness

1

Infrastructure “shadow areas” and under-equipped outskirts

Water availability is only for 2-3 hours in three-four days

No integrated systems for SWM, sewerage and storm water management

Unscientific traffic designs – junctions, sidewalks, bus shelters

Absence of parking lots and no provision for NMT

High



Weakness

2

Unregulated spatial growth

Core city areas of both cities getting over-crowded

Growth along ring road resulting in ribbon development and limiting the development of locked-up, lands- lacks ring roads

Developments not complying to the master plan

Limited coordination between HDUDA and HDMC – No role for HDMC in the preparation of master plan or land use plan

Medium

3

Widening the gap between rich and poor

Inefficient infrastructure facilities in slums and in the settlements of LIG – water supply, swm , storm water drains

Limited access to higher education

Super-specialty health care systems are affordable

Medium

4

Administrative and structural differences between HDMC and state-level departments:

Multiple agencies in service delivery

Lack of coordination among departments

Supply-driven approach in implementing state and centrally sponsored schemes

Medium

5 Decline in the traditional industries

Unskilled/semi-skilled labourers struggling in new job market Low

6 Weak financial resource base of the Municipal Corporation

Dependency on external grants Low

Table 69: Opportunities in the city

The following table gives the ranking for identified opportunities and threats and impact on the city.

Opportunities

Fact Possibility of occurrence

Impact on City

The city has been selected for CBUD project and has the potential to be a JNNURM city in the second phase.

High High

Heritage tourism development in the neighboring towns (Bijapur, Badami, Hampi, etc.) is enabling an environment to develop Hubli-Dharwad as a tourism node.

Building upon experience gained in formulating infrastructure projects on a PPP format

Medium Medium

Availability of developable land in HDUDA planning area ( outside HDMC limit)

High Medium

Willingness of NGOs and their ability for participative governance of the city

Medium Medium

Availability of academic institutes and R&D centers High Low

Table 70: Threats to the city

Threat

Factors Possibility of occurrence

Impact on City

Slow progress in the implementation of infrastructure projects

High High

Delays in policy formulation and implementation in the area of urban governance/management

High Medium



Threat

Factors Possibility of occurrence

Impact on City

Environmental degradation High High

Competition from other cities, especially Bellary, Belgaum, etc.

Medium Medium

Outmigration of skilled human resources High Medium

Based on the review of the current city-level assessment, the growth drivers for Hubli-Dharwad, the competitiveness of Hubli-Dharwad and discussions with various stakeholders at Hubli-Dharwad, the following are strengths, weaknesses, opportunities, and threat (SWOT) for the city‘s future development have been identified.

15.2 City-Level SWOT

Table 71:.SWOT Analysis for Hubli-Dharwad

Strength Weakness

Favorable climatic condition and safe city Regional settings and inter and intra-state

connectivity with attractive tourist spots in surrounding areas

Main commercial and cultural centre of north Karnataka

Educational hub of the north Karnataka region

Availability of talent pool and skill base Diverse and balanced industrial base Four industrial areas - 2 KSSIDC, 2 KIADB

Increasing economic disparity in the society and increasing slum population

Unregulated growth pattern: Land use/ planning issues of clear CBD

Infrastructure ―shadow areas‖ and under-equipped outskirts

Shortage of middle and low-income housing stock

Weak financial resource base of institutions Industrial decline

Opportunities Threat

Eco-friendly high-technology industries and R&D

Availability of land and capacity for planned unlocking of land in the city and its periphery

Utilizing citizens/NGOs‘ willingness and ability for participative governance of the city

Building upon experience gained in formulating infrastructure projects on a PPP format

CBUD project and potential to be a new mission city to be launched by MoUD

Slow implementation of infrastructure projects

Competition from Bellary, Belgaum, etc. Delay in policy formulation and

implementation in the area of urban governance/management

Lack of high-end service sector employment opportunities leading to out-migration of skilled human resources



16. City Vision, Development Goals and Strategies ‗Vision‘ in the context of a CDP is a vivid and idealized description of a desired outcome that inspires, energizes, and helps stakeholders in creating a future picture of the city with positive changes. It can also be defined as a position which a city aspires to reach in the medium to long term (beyond 10 years, but within 20-30 years). It is important that the vision for a city is defined in simple terms, which all citizens can share and identify with.

In the above context, the CRIS team had conducted a wide range of stakeholder consultations in the city. Further, the team in association with HDMC organized a consultative workshop on 12

th February

14 at Kannda Hall, Hubli. The objective of the workshop was to discuss the status and performance of service delivery and to understand the aspirations of citizens on city development and framing of the vision for Hubli-Dharwad. The workshop was attended by various stakeholders of the city.

The present chapter provides a documentation of the discussions carried out with various city-based stakeholders. Further, the details of the 1st stakeholder workshop conducted in the city for vision formulation has been provided. The sector-wise vision, development goals and action plans to fulfil the overall vision for the city have been discussed.

16.1 Stakeholder consultation

GoI has envisaged the revised CDP preparation process through a consultative and participatory approach; it requires the involvement of various stakeholders at the ULB, regional and state levels. In this phase, the CRISIL team conducted consultative meetings with various stakeholders to discuss about the status and performance of service delivery mechanisms and the aspirations of the citizens on city development as also to ensure a participatory and inclusive development process.

Further, the CRIS team has carried out a prioritization exercise during consultations with various stakeholders about priority sectors for service improvement. The table below presents the priority sectors suggested by the stakeholders.

Table 72: Stakeholder priority sectors

Sector Description Rank

Drinking water 24X7 water supply in all wards 1

Solid Waste Management Solid waste collection, segregation, disposal and treatment 2

Traffic & transport Traffic management, pedestrian pathways, parking lot, integration of transport nodes, etc.

3

Sewerage Treatment Facility

Sewerage network, STP and prevention of seepage to ground water

4

Employment generation IT, ITES and industrial growth 5

Environmental conservation

Conservation of lakes etc. 6

Affordable housing Policies to arrest the increase in land price and construction cost

7

Urban poverty Slum improvement and UPA programmes 8

Governance Efficient admin system in HDMC, e-governance 9

Heritage Conservation of old city area 10



16.2 Focus group discussions

The team has conducted stakeholder consultations with Government department officials of various parastatals agencies and representative business and trade organisations like Chamber of Commerce and Builders‘ Welfare Association. Further, the views of academicians and city-level CBOs and NGOs have been gathered. Focussed group discussions have been conducted in identified slums. The table below presents a snapshot of various categories of consultations carried out in the city.

The details of the stakeholder consultations comprising the dates of consultation, names of the stakeholders, and discussion points have been annexed with this report.

16.3 Stakeholders workshops

To ensure a participatory and inclusive development process, the CRIS team in association with HDMC, organized a consultative workshop on 12th February 2014 at 10.00 am at Kannada Bhavan in Hubli. The objectives of the workshop were to discuss the status and performance of service delivery mechanisms in Hubli and Dharwad, do a city SWOT analysis, understand the issues faced by the citizens and their vision for Hubli and Dharwad, and to finalize the vision for the twin cities.

16.3.1 Interim Workshop process

A half-day workshop was conducted at Kannada Bhavan in Hubli. The workshop had a turnout of more than 120 participants. The participants included MLA, MLCs, former Mayors and council members, departmental heads, and representatives from parastatal agencies, educational/academic institutions, NGOs, trade unions, etc.



The consultative meetings started with a formal inaugural session. HDMC Commissioner Mr. Ramndeep Chowadary IAS welcomed the participants and briefed them on the revised city development plan process, scope of CBUD, and the possible impact on Hubli and Dharwad. The welcome speech was followed by a formal inauguration – lighting of the lamp by MLA and former mayors; later they outlined the city‘s profile and aspirations.

After the inaugural session, the CRIS team presented the outcomes of city-level assessment of various sectors like demography, economy, land use planning, service delivery, urban poverty, heritage and municipal finance. Subsequent to the presentation, the participants were grouped for detailed discussions on each sector.

Formation of Groups

The participants were divided into five different groups namely: Spatial Planning, Heritage & Tourism, Local Economic Development, Urban Infrastructure, Social infrastructure & Urban Poverty Alleviation, and Municipal Finance & Governance. Experts and officials from each sector participated in the group discussions.

Each group deliberated on various challenges, issues, potential and scope for improvement of the respective sectors, and also discussed broad-level strategies to solve the identified issues in the sector. The findings and recommendations of each group were presented to the rest of the participants and their suggestions were recorded also.



Figure 61 – Media coverage for stakeholder workshop

During the consultations carried out prior to the workshop, the relevant stakeholders were appraised on the need for revision of the city development plan for HDMC. The participants have shown proactiveness in sharing their visions for the city‘s development. The following are the key issues and strategies suggested by the stakeholders during the workshop.

16.4 Issues identified in interim workshop

The following table provides the key issues identified in each sector during the city-level workshop.

Table 73: Key issues raised by the stakeholders

Sector Issues raised by the stakeholders

Spatial Planning, Heritage & Tourism

Decline of green area

Congestion in the old city

Parking issues, narrow roads, lack of integration of different modes of transport.

Traffic congestion

Stray animals and street vendors on the road

Dust on the roads

Local Economic Development

Industries declining

Lack of transport infrastructure Tourism sector not explored effectively

Water Supply Irregular water supply

Alternate water sources to be identified

Old & deteriorated water network

Flat water tariff structure

Shortage of staff

Sewerage and sanitation

Individual septic tanks

No citywide sewer network

No treatment plant and polluting the ground water and the surface water



Sector Issues raised by the stakeholders


No integrated SWM strategy – Collection, disposal & treatment Lack of awareness

Dumping of untreated waste leading to ground water and air pollution

Storm water drainage Existing drains in poor condition, lack of periodic maintenance

Transportation Lack of pedestrian pathways, no parking space

Through traffic affecting intra-city mobility

Lack of integration of various modes of transport Lack of ring roads to connect the radial roads

Urban Poverty Alleviation

Public health & educational systems in very bad shape

Lack of funding for health and education sector No proper data base on urban poor No convergence between the departments and programmes

Municipal Governance Weak assessment and poor coverage of tax collection

Slow implementation of projects No periodic revision of tax rates No provision to identify un-authorized constructions

16.5 Stakeholder suggestions

The stakeholders have made the following suggestions regarding each sector.

Table 74: Goals and strategies suggested by the stakeholders

Sector Stakeholder suggestions

Spatial Planning Pedestrian pathways and junction improvement Heritage conservation plan

Conservation of lakes and greenery

Revival of the existing parks and grounds

Identification and conservation of monuments Promotion of e agriculture in the peripheral villages Ring roads and flyovers to ease traffic Measures to reduce dust Stray animals


Develop industrial zones

Prepare master plan to develop the city as a tourism node – develop hotels, improve connectivity, build recreational centers, etc.

Evolve strategies to improve infrastructure to attract investment Promote health tourism

Develop the city as an educational hub/ knowledge hub – IIT, AIIMs, etc.

Promote festivals and culture Promote agriculture in the peripheral villages Rejuvenate cultivation of Dharwad cotton

Establish agriculture research centers

Develop a sports centre

Rejuvenate SSIs

Create six-lane roads to GoA, Pune and Bengaluru

Water Supply Augment existing network Implement 24X7 water supply in all wards

Regularize the extraction of ground water Ensure water metering and tariff collection



Sector Stakeholder suggestions

Sewerage and sanitation Complete all the ongoing activities Connect the whole city area with sewerage network

Discourage use of individual septic tanks

Solid waste management Ensure 100% door-to-door solid waste collection

Ensure segregation of waste at origin

Require treatment plants Decentralize SWM plants

Equipments and vehicles for SWM

Instutute measures to reduce air pollution Use plastic for road construction

Fertilizers from waste

Storm water drainage All the streets and roads should be covered with sewerage network

Transportation Effective traffic management, BRTS

Multistoried parking options

Integration of various modes of transport Truck terminals and logistics hubs

Improve the major junctions

Rehabilitate street vendors

Pedestrian pathways

Social Infrastructure & Urban Poverty Alleviation

Strategies to provide for affordable health services

Improve the public educational infrastructure

Convergence between the departments and programmes

Enure skill up-gradation for livelihood promotion

Encourage group enterprises

Implement programmes under NUHM Improve infrastructure PHCs in every ward

Rehabilitate street vendors

Municipal finance and Governance

Conduct tax revision to increase corporation revenue

Construct more shopping complexes to improve revenue Regularize illegal constructions

Agenda groups to monitor the activities of various departments

Vision statement

Subsequent to the group discussion on issues and strategies, a discussion was carried out on the city‘s vision. The city vision has been framed based on the common consensus that emerged among the stakeholders during the workshop. The vision statement has been framed to balance the competing demands rising from various sectors as well as from different stakeholders in the city.The vision for Hubli-Dharwad city has been framed as such. (Please change this vision statement wherever it appears into the following)

Turn Hubli-Dharwad into a commercial, cultural and educational hub of north Karnataka and create opportunities for growth for all segments of people

16.6 Sub-Visions

The city vision has been built on the three pillars of development which are economic growth, quality of life and environmental sustainability. In order to achieve the overall vision within the horizon period, sub-visions have been developed. The figure below presents the sub-visions to be achieved within 2041, to fulfil the city vision.



Figure 62: Milestones

16.7 Development Goals

Based on the city-level assessment and the city vision framing, the wish list of the citizens has been translated into development goals with specific strategies for the key sectors. Sectors such as water supply, sewerage and sanitation, solid water management, storm water drainage, traffic and transportation, urban poverty and slum improvement, local economic development, urban environment, social infrastructure, and heritage management are covered under the development goals. The development goals have been framed on the basis of priority areas, to achieve the common goals for the city and to meet the desired sector-specific, service-level benchmarks and indicators.

Table 75: Sector-wise developmental goals

Sector Vision Development goals Action points





To develop the city as a regional hub of diverse economic activities – agro-based, trade and industry, IT-enabled services, retail trade, tourism, finances, education and health

Promoting economic growth drivers through the cluster-based approach (SEZ model)

Integrated development of infrastructure and land use for economic development

Incentives and business-friendly environment

Livelihood development action plan for the poor

Holding investors‘ conclave

Branding Hubli Dharwad as a tourism, IT and investment destination through media campaign.

There is a need to set up a large-scale economic unit such as an automobile company or IT player to support these units and promote demand.

There is also a need to set up a national- level educational institution such as IIT or IIM to support a number of universities and engineering colleges and to strengthen the role of the education sector in the city.

A cluster-based approach should be adopted by allocating land and infrastructure at appropriate places. Right kind of incentives and support should be provided

The industrial and economic policy should be favourable and needs to be simplified in terms of procedures and time taken for granting approvals and clearances. There is a need to set up single window cell to clear the applications at one point.

A comprehensive scheme should be prepared for the development of new markets.

Social infrastructure

To ensure quality services to the citizens in health and education and ensure recreational facilities such as playgrounds, parks, gardens, and community halls to adequately cater to the citizens‘ needs.

Development of health and education infrastructure to meet the URDPFI guidelines for the horizon year.

Identification of areas for development of new schools and hospitals

Development of night shelters and old age home in the city limits

Provision for marketing facilities in areas with dense population in the north, east and west corners of the city

Establishing a clear system outlining the role of HDMC in education and demarcating responsibilities regarding regulation and monitoring of education and associated facilities with the state education department

Improving quality of education in the municipal schools and transforming the school buildings from dilapidated to well-equipped structures, with proper investment

Renovation and improvement of the children‘s zoo, which is in dilapidated condition

Providing for more town halls, conventional centers and recreational centers




Water supply

To provide water supply to all and 24 x 7 water supply with adequate pressure and quality

Provide 24 X 7 water supply

The quality of the water should meet the CPHEEO standards.

Undertake tariff revision and reduction to achieve 100% O&M cost recovery

Minimize the energy consumption during water supply operations

Increasing coverage and access Shifting the priority to distribution

management Source augmentation for water

security

Lowering connection costs and promoting individual taps

Targeting subsidies to the poor (important)

Upgrading and providing a distribution network

Reduction in NRW Installing bulk and consumer

meters Adopting various leak detection

techniques to detect invisible leaks

Kick-starting a communication strategy

Legitimizing illegal connections

Ensuring effective billing and collection, realistic pricing and cost recovery

Improving billing, collection efficiencies

IT enablement Rationalization of tariff structure Targeted subsidies

Conducting energy audit Protecting water bodies including

RWH

Ground water regulation

Sewerage

Hubli-Dharwad city should aim to provide 100% UGD in the long run.

Develop decentralised sewerage collection, treatment, and disposal system within HDMC limits

Ensure 100% treatment of sewerage water and safe discharge into the rivers

Explore the reuse and recycled of wastewater

Preparation of a comprehensive sewerage master plan

Increased coverage and access to sewerage network

Remodelling of old sewers‘ line

Laying of new sewers

Kick-starting communication strategy

Sewage treatment and disposal Construction of sewage treatment

plants (STP) Recycle and reuse of treated waste

water for various purposes Out-sourcing of O&M for UGD Regularization of illegal

connections

Regulation of septic tank usage – important

Cost recovery – user charges




Strom water drainage

Providing 100% pucca drainage system to all and upgrading the existing system by 2021

Improve storm water collection efficiency with proper drainage system

Minimize water logging of areas and flooding incidence in the city

Need for a comprehensive drainage master plan

Immediate rehabilitation and strengthening and expanding the network

Map the entire water regime of the city and changes in natural course

Channelize and desilt the major natural drainage course in the city and further provide green belt along the natural courses


To provide its citizens an environmentally friendly and sustainable waste management system with complete safe disposal facilities

100% door-to-door collection and segregation of waste at source

Maximize recycling and reuse capacity and minimize disposal at landfill

Disposal mechanism should be followed as per the CPHEEO norms

In a phased manner, the door-to-door collection system by mobilizing, facilitating, organizing and supporting community activities and with the help of NGOs.

Installation of community storage bins in areas where house-to-house collection cannot be implemented

Expanding voluntary garbage disposal scheme for more restaurants/hotels and commercial establishments and collection of user charges

Placement of dumper placers in sufficient numbers in markets to ensure that all vendors place the waste in the containers

Identification of a suitable and potential private partner to treat and safely dispose the waste under Public-Private Partnership

Build capacities of health section of HDMC over a period of time to implement complete SWM practices on their own

Enhance capacities of the private partner and HDMC to adhere to Solid Waste (Handling and Management) Rules 2000t.

Undertake awareness campaigns and capacity-building initiatives to elicit the support of stakeholders and communities in achieving complete source segregation and collection of waste

Strengthen the ‗Emergency Response Centre‘ to provide accountable, transparent and responsive solid waste management services

The existing dumping yards are located near human settlements. These may be closed once a proper and scientific landfill facility is developed.




Urban roads, Traffic and transportation

To make the city a transportation node for the region with an efficient road network and safe, reliable public transport system

Maximize the share of public transport and minimize traffic congestion

Minimize road accidents and improve pedestrian-related infrastructure

Improve parking facilities across the city

Development of Road Infrastructure Upgrading Existing Roads and

Widening roads

Construction of flyovers

Taking up junction improvements

Develop parking and pedestrianisation

Develop modern traffic management systems

Improve the traffic signals and modern traffic management system

Increase the share of public transport

Develop dedicated bus corridors

Develop rail transport Provide FOBs, footpaths, signages

Constitution of an integrated transport authority

Higher modal split in favor of PT

Provision for better public transport facilities to stimulate modal shift from private to public


Proposal for capacity augmentation on critical road sections

Construction of ring road




Urban Poverty

To become a slum-free city by 2021

Improve the access to physical and social infrastructure for slum-dwellers

Develop livelihood strategies to improve work force participation

Ensure that every household living in slums has access to basic services

Improve overall health status through preventive and curative community-based methods

Increase the education status by making critical innovative interventions

Enable long-term sustenance of Integrated Slum Development Programmes through community participation in planning, implementation, management and financial contribution

Integrate municipal, state and NGO/private sector initiatives.

Increase and reinforce earning skills of slum residents and design appropriate livelihood options

Increase options and infrastructure for increasing incomes

Enable savings and access to formal credit and reduce dependence on private money lenders

Establish women's self-help groups (SHG) with the help of NGOs, and build their capacity through training and awareness generation. Provide adequate financial assistance for the same.




Urban environment

‗Highly liveable environment with conducive atmosphere for biological, social and environmental development.

Hubli-Dharwad city is located in the zone of ecological bio-diversity. Efforts should be made to preserve the bio-diversity in the city.

HDMC to frame a policy to mitigate various kinds of pollution and ensure effective use of natural resources in the city

Develop green zones/breathing spaces in the city to improve the quality of life

Active peoples‘ participation should be made compulsory for decision-making in the case of all developmental activities

Rain water harvesting and maintenance of individual premises – ensuring they are hygienic and pollution-free – should be encouraged and strictly followed, as per the regulations of the Municipal Corporation Act.

Environmental planning should be part and parcel of city planning. Green belt areas should be incorporated between the industrial and surrounding zones. This will limit residential and other areas from expanding closer to the industries.

A ‗Botanical garden‘ of state and national-level importance containing ‗endangered species‘ should be developed in Hubli-Dharwad.

Three major open drains/ nalas shall be upgraded.

Sewerage and industrial waste can be treated and sold to agricultural farmers and industrial units.

Use of plastics bags should be banned and recycling and reuse of plastics should be promoted through public awareness campaigns particularly targeting school children.

The water bodies and green areas around the should be preserved and protected.

Regulatory measures should be introduced and awareness campaigns conducted to minimize the use of plastics.



The phasing of identified projects and

investments is based on the following

principles:

Priority needs with developed areas receiving priority over future development areas

Inter and intra-service linkages, viz., water supply investments shall be complemented by corresponding sewerage/sanitation improvements.

Size and duration of the requirements, including preparation and implementation period

Project-linked revenue implications

17. Sector Plan, Strategies and Investment Plan Sector plans in line with the identified vision for the city have been prepared through a comprehensive process of gap assessment and stakeholder consultation. This assessment has also led to the identification of sector-specific strategies, implementation actions, and associated reforms with specific inputs from stakeholders also.

The strategies adopted primarily have three dimensions: improving service delivery through efficiency measures, improving service delivery by creating infrastructure assets, and improving the governance aspects. This section summarises the sector plans and capital investments required for creating infrastructure assets and various strategic interventions required in the implementation of such projects.

A CIP is needed for: Assessment of city growth and infrastructure

needs Scheduling of investments for on-going

projects Assigning of priorities within the constraints of

available financial resources A CIP allows for multi-year scheduling of identified and prioritized investments. The scheduling or phasing of the plan is based on:

Studies of fiscal resource availability (for new investments and O&M), Technical capacity for construction and O&M, and Choice of specific improvements to be carried out for a period of four to five years.

17.1 Institutionalizing CIP

The CIP is an important element and is significant in terms of the city‘s management process and sustainability with regard to the delivery of basic services. The CIP also provides a framework for the annual budget cycle for the future 6-10 year period. The CIP identifies the roles and responsibilities of various stakeholders in the implementation of identified projects. The CIP involves the identification of public capital facilities to cater to the city population‘s medium and long-term infrastructure needs.

Project identification has been carried out through a demand-gap analysis and stakeholder consultations. Further, project prioritisation and strategising of investments/phasing of investments are based on the strategies listed out under each service sector, as identified through stakeholder consultations. The projects derived are aimed at ensuring the optimal and efficient utilisation of the existing infrastructure systems and enhancing the capacity of the systems/services to cater to the demands of future population additions. Certain projects have been identified in consultation with the stakeholders.

The CIP and the forecasted future needs for the provision of capital facilities under each identified sector are presented below. These assets will help to universalise services for the current population as well as accommodate the expected increase in population.

In sectors where long-term planning is required (for example, source development for water supply, sewerage, etc.), a 25-year planning horizon is considered. Assets created in such sectors consider the projected population in this horizon. These infrastructure assets would not only guarantee services to the citizens but also signal a proactive commitment to potential investors considering the region.

17.2 Water supply sector plan

As discussed in the water supply section, the key challenges in the water supply sector are 20% of the water requirement is met from ground water source. In this context, a major challenge is to identify a secure source on a long-term basis. The water supply distribution systems are deteriorating in old



areas of both the cities; the network suffers from leakages, inadequate carrying capacity, low pressure at consumer end, and un-even distribution of water.

To estimate the investment priorities in this sector, a gap analysis has been carried out, to analyse the current deficit in the system and future requirement for the design year 2041. The sector plan for water supply improvement in the city has been presented in the table below.

Table 76: Water supply sector plan

Water Supply Sector

Sector goals

Provide 24 X 7 water supply in both the cities The quality of the water should meet CPHEEO standards. Undertake tariff revision and reduction to achieve 100% O&M cost recovery Minimize the energy consumption during water supply operations

Design parameters

Base year as 2013 and design year as 2041

Demand estimation based on the projected population for HDMC Daily water supply demand (162 LPCD) calculated on the basis of daily per

capita water supply norm (135 LPCD +20% unaccounted-for water) Quality of water as per CPHEEO standards

100% treatment capacity 33% of water supplied as storage capacity Distribution network coverage – 100% of road network

Cost recovery through user charges (100% O&M expenses)

Demand gap assessment

Component 2013 Current

gap

2021 (Short term)

2041 (long term)

Demand Gap Demand Gap

Source (Daily Supply in MLD)

150.00 9.26 187 37 297 147

Distribution network coverage (km)

730.00 84.74 1024 294 1326 596

Elevated Storage capacity (MLD)

19.51 33.58 62 43 99 79

Treatment capacity (% of Water Supply)

111.00 48.26 187 76 297 186

Desired outcomes

2013 2017 2019 2021 Remarks

Network coverage to households

56% 65% 80% 100% -

Per capita supply (LPCD)

153 135 135 135 -

24x7 water supply 111

50% 70% 100% -

Quality of water 100% 100% 100% 100% -

Non-revenue water 50% 30% 30% 20% -

Consumer metering

2% 50% 70% 100% -

Action Plans Activities

Increase the household-level coverage

Increase water supply coverage through individual service connections. Provide water supply to uncovered areas.

Water Supply System Rehabilitation Plan

The old, defunct, and inadequate piping system needs to be replaced by a proper distribution network.

11

24X7 is implemented in one zone (total 8 wards) in Hubli and Dharwad



Water Supply Sector

Comprehensive Water Supply Plan

HDWSSB should implement 24X7 water supply project on priority basis

This focuses on source augmentation, adequate storage, and distribution network and treatment facilities for future requirement.

Operation and Maintenance Plan

This focuses on development of the asset inventory. Organising workshops on water supply and other services to create

awareness among the citizens

Preparation of training calendar to impart training to all the staff members throughout the year on O&M of assets

Imparting training for expenditure control and reduction

Unit Rates

Component Unit Unit Cost (Rs in Lakhs)

Source Development (Daily Supply) MLD 50.00

Distribution Network (% Roads Covered) Kms

25.00

Elevated Storage capacity (% of Water Supply) MLD

140.00

Treatment capacity (% of Water Supply) MLD

50.00

Refurbishment of old Pipelines Km 20.00

Domestic Meters NO 0.02

SCADA system Per zone 25.00

17.2.1 Capital Investment Plan

Based on the above key requirements in the water supply sector, a capital investment plan for a water supply project is presented in the table below. Table 77: Water supply capital investment plan

Project Sub project Estimated cost in Rs. Crores

Remarks

A) Augmentation of Water supply source and construction of raw water mains for the city

1. Augmentation of additional 147 MLD water supply system of Hubli and Dharwad

73

HDWSSB is implementing the 24X7 water supply project under World Bank funding.

B)Treatment capacity and clear water mains

1. Construction of Water Treatment Plants (WTPs) with a capacity of 186 MLD for both the cities for 2041 demand

93

c) Elevated storage capacity

1. Construction of ESRs with a storage capacity of 79 MLD and refurbishment of old ESRs across the city.

111

D) Distribution network

1. Laying of new distribution network of 596 kms

193

2. Replacement of old distribution network (30% of existing network)

E) Metering and leak detection and installation of SCADA system

1) Installation of 0.74 lakh domestic water meters across the city

18

2) Installation of the SCADA system to monitor water supply losses in distribution

Total investment identified 489




Remarks

Total investment required for 204112

359

17.2.2 Project details

The key projects and project details of the water supply sector are presented in the table below.

Table 78: Water supply project details

Project Project details

A) Augmentation of Water supply source and construction of raw water mains for the city

There is a current gap of 9 MLD in the existing water supply demand. Further, in order to meet the future requirement for the ultimate population of 2041, the city requires around 147 MLD of additional water. However, the existing water supply sources could not compensate for the same. Hence, new source augmentation has been envisaged.

B)Treatment capacity and clear water mains

There is a gap of 488 MLD in the existing system. However, most of the new areas are dependent on ground water sources and lack conventional treatment capacity.

In order to meet the water quality issues in new areas and future population growth, additional 186 MLD of treatment capacity has been projected for the year 2041.

c) Elevated storage capacity

The future requirement of storage capacity for the design year 2041 has been forecasted to cater to the desired water supply.

The capital investment has been envisaged for developing new ESRs of 79 MLD capacity for 2041 and refurbishing the old ESRs in the core city.

D) Distribution network

The distribution network is the most critical in HDMC jurisdictions. The system may be integrated with the existing transmission and

distribution system in the city by laying clear water mains. The investment has been envisaged for laying of new distribution

network and replacement of the old network.

E) Metering and leak detection and installation of SCADA system

One of the key strategies suggested by the stakeholders is to develop the existing water supply system as a 24x7 water supply system.

This suggested system would be sustainable only if 100% metering were achieved at intake and outflow points and at the consumer end.

Further, in order to prevent transmission and distribution losses, regular water monitoring and a SCADA system has been proposed.

F) Refurbishment of old pumps and electrical fittings

The other capital facilities include replacement of old pumping mains, development of new pumping capacity, electrical and civil works, water quality monitoring system, and water audits.

12

The investment identified for 2041 is towards additional components which are not covered in the APMDP.



17.2.3 Phasing of investment

It may be noted that HDWSSB is already implementing the water supply improvement project with the World Bank‘s funding assistance. Hence, as indicated in the table below, no additional investment has been identified in the water supply sector for the year 2021. Table 79: Water Supply Phasing

Sector/Component

Implementing

agency Total

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Augmentation of water supply source and construction of raw water mains for the city

HDWSSB 73

7 7 15 11 11 11 11

B Treatment capacity and clear water mains

HDWSSB

117 12 12 23 18 18 18 18

C Elevated storage capacity

HDWSSB

60 6 6 12 9 9 9 9

D Distribution network

HDWSSB

93 9 9 19 14 14 14 14

E

Metering and leak detection and installation of SCADA system

HDWSSB 15

1 1 3 2 2 2 2

Total 359 36 36 72 54 54 54 54

17.2.4 Possibility of PPP

The entire project from source augmentation to metering of water connections can be developed on the public-private partnership mode. Under PPP, HDWSSB would undertake implementation of O&M of the water supply system which involves the following steps:

HDMC shall fix the tariff for water user charges.

Hand over the assets to the operator for operation and maintenance.

Billing and collection of the water charges should be done by the private operator.

The assets would be maintained by the private operator, and HDMC shall pay revenues to the private operator.

Under the PPP model, the developer would have the following responsibilities: • The entire project can be awarded for a period of 30 years. • Developers can bid on either the tariff required to operate and maintain the project or

on annuity support from HDMC. Key service-level parameters HDUSSB needs to set performance parameters for the private developer, to be obliged during the contract period. The performance parameters would in the area of:

Daily hours of supply

Supply levels as stipulated by HDWSSB

Quality of water as per CPHEEO norms

Improvement in coverage of water supply connections

Reduction in non-revenue water

Improvement in collection efficiency

Frequency of billing of water bills

Number of complaints received Key note: HDWSSB would require to appoint a transaction advisor to undertake a detailed feasibility assessment, prepare bid documents (request for qualification – RFQ, request for proposal – RFP), and manage the bid process leading to the award of contract to the private developer.



17.3 Sewerage and Sanitation Sector Plan

As mentioned in the sewerage assessment section, about 75% of the area has been covered by the sewerage network within HDMC. However, the sewerage system is quite old. At the same time, there is no sewerage treatment plant in the city.

However, an underground sewerage project worth Rs. 164 crores is being implemented in the city under the NKUSIP project. Under this project, sewer lines of length 96 km approx. are being laid in Hubli and lines of 42.5 km length in Dharwad. STPs are also proposed with capacities of 40 MLD and 20 MLD in Hubli and Dharwad respectively. The STPs shall be commissioned by the end of December 2014.

As per the gap analysis, the city requires 238 MLD capacity of sewerage treatment plan by the end of 2041. Also, for the short term (till 2021), the city requires 150 MLD STPs and 1165 km of branch sewer lines and trunk sewers of 52 kms. The sector plan for sewerage and sanitation system in the city has been presented in the table below.

While estimating the overall investment required for the city in the sewerage sector, the above project components have been taken into account. Accordingly, the investment plan for the sewerage sector has been prepared and the same has been presented in the table below.

Table 80: Sewerage sector plan

Sewerage and Sanitation Sector

Sector goals

Develop decentralised sewerage collection, treatment, and disposal system within HDMC limits

Ensure 100% treatment of sewerage water and safe discharge into the rivers

Explore the reuse and recycling of wastewater Maximize cost recovery and collection efficiency

Design parameters

Base year as 2013 and design year as 2041

Treatment capacity – 80% of water supply Sewerage pumping systems – as per the system design and topography of the

city

Sewer network would cover 75% of the road network in the city Household-level coverage – Sewerage connections as percentage of water

supply connections (80-90%) Public toilets as per requirement in the slums and public areas



gap

2021 (Short term)

2041 (long term)


UGD network (km) 674 1024 350 1326 652

Sewerage Treatment Plant (MLD)

60 (under NKUSIP Project)

150 90 237 177

Desired outcomes

2013 2017 2019 2021 Remarks

Households covered with UGD

75% 80% 90% 100% -

Treatment capacity 40% 60% 80% 100% -

Reuse and recycling of wastewater

0% 5% 10% 20% -

Cost recovery on sewerage services

0-5% 60% 80% 100% -

Sewerage user charges -collection efficiency

0% 60% 70% 80% -

Action Plans

Activities



Sewerage and Sanitation Sector

Comprehensive sewerage plan

Achieve 100% coverage of sewerage network within HDMC limits

Replace the existing outdated sewerage network

Explore cost-effective STPs to meet the present and future demand Decentralise STPs within the zones

Explore treatment technologies such as sequential batch reactors which consume less area

Institutional strengthening and capacity-building

Develop sludge management in the initial phase and phase out onsite sewage disposal mechanisms

Introduce sewerage user charges to meet O&M expenses for new infrastructure to be developed

Operation and maintenance plan

Develop asset inventory

Organise workshops on the sewerage sector to create awareness among citizens Prepare a training calendar and provide trainings to all the staff members

throughout the year on O&M of assets

Faecal sludge management

Carry out mapping of onsite sanitary disposal systems in the city Faecal sludge management to be carried out at regular intervals

Unit Rates


Trunk sewers (for 24 meter roads) Kms 30

New branch sewerage lines Km 20

Treatment capacity MLD 50

Sewerage Cleaning Equipment LS 100


Based on the above key requirements in the sewerage and sanitation sector, the capital investment plan has been estimated and presented in the table below.

Table 81: Projects identified and phasing – Sewerage and sanitation

Project Sub project Investment estimated in Rs. crores

A. Construction of Underground sewerage network for 2041 for Hubli Dharwad

1. Construction of underground drainage of 652 kms for 2041 for Hubli-Dharwad 146

2. Construction of 52 kms trunk sewers for 2041

B. Construction of Sewerage Treatment Plant

1. Construction of 177 MLD Sewerage Treatment Plant for 2041

89

C. Procurement of Sewerage cleaning equipment

1. Procurement of 8 sewerage cleaning equipment by 2041

8

Total investment required for 2041 243



The key projects and project details of the sewerage sector have been presented in the table below.



Table 82: Projects Details – Sewerage and sanitation

Project Details

A. Construction of underground sewerage network for 2041 for Hubli-Dharwad

It has been estimated that a network of 1326 km of branch/house sewers would be required by 2041.

The project also comprises laying of trunk sewers (approximately 52 km).

B. Construction of Sewerage Treatment Plant

It is assumed that the city requires about 237 MLD of STP by the end of 2041.

C. Procurement of sewerage cleaning equipment

Procurement of 8 sewerage cleaning equipment by 2021 and 4 by 2041 to carry out desiltation of drains


The phasing of investment has been carried out for a short-term horizon (till 2021). The sewerage project has been divided into various components and timelines have been proposed for implementation purpose. The phasing of investment and implementing agencies for the sewerage and sanitation sector for 2021 have been presented in the table below. Table 83: Project Phasing – Sewerage and sanitation

Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Construction of underground sewerage network for 2041 for Hubli-Dharwad

HDMC

70 7 7 14 10 10 10 10

B Trunk sewer lines

HDMC 16 2 2 3 2 2 2 2

C

Construction of sewerage treatment plants

HDMC 64 6 6 13 10 10 10 10

D

Procurement of sewerage cleaning equipment

HDMC 8 1 1 2 1 1 1 1

Total 157 16 16 31 24 24 24 24

17.3.4 Possibility of PPP

HDMC could undertake construction, operation, and maintenance of STPs under the PPP model:

Invest HDMC‘s financial contribution and take care of any additional cost under the project. The project can be awarded for a period of 30 years.

Under the PPP model, the developer would have the following responsibilities: HDMC shall hand over the land for construction of STPs. O&M of STPs has to be carried out by the private operator as per the contract period. The operator would be responsible for the O&M of STPs and further selling of the treated

sewerage water to potential users. Revenue-sharing between HDMC and the private operator can be explored. HDMC can ask the private developer to consider selling treated water as part of the contract. HDMC needs to set performance parameters for the private developer to be obliged during

the contract period. The annuity payment should be a factor of performance parameters achieved by the

developer



Key service-level parameters

The performance parameters would in the areas of: o Quality of treated water o Number of closure days of STP

Key note

The above model is indicative. HDMC would require to appoint a transaction advisor for undertaking detailed feasibility assessment, preparation of bid documents (request for qualification – RFQ, request for proposal – RFP), and bid process management leading to award of contract to a private developer.

17.4 Solid Waste Management sector plan

As mentioned in the solid waste management sector assessment, the coverage of door-to-door waste collection in the city is about 75%. However, there is no waste recovery mechanism and scientific landfill site. It is estimated that by the end of 2041, around 740 MT of waste would be generated by HDMC. The sector plan for solid waste management in HDMC has been presented in the table below. Table 84: Solid Waste Management sector plan

Solid Waste Management Sector

Sector goals

Effective implementation of outreach mechanisms to improve door-to-door collection and segregation at source

Improve infrastructure related to treatment of waste (to ensure recovery of at least 30% waste collected)

Develop MSW processing plant disposal site at Shivaalli which is located 20 kms from Hubli and 18 kms from Dharwad city

Introduce new solid waste management user charges

Design parameters

All the households should be covered with the door-to-door waste collection system.

Segregation of waste at source – (ensure 70% of waste would be segregated at the source)

Optimum fleet utilization (No. of trips/ vehicle/ days - average minimum of 2) Desired SWM treatment capacity – 70% of generated waste Desired landfill site – 30% of the waste generated



gap

2021 (Short term)

2041 (long term)


Primary collection –push carts

0 350 742 742 742 742

Vehicles for transportation of waste (capacity in MT)

13

97 103 457 360 457 360

Waste Treatment (tonnes)

0% 400 471 471 746 746

Landfill (in acres) (30% of the water will go to land fill site)

22 0 11.8 0 48.6 0

Desired outcomes

2013 2017 2019 2021 Remarks

Door-to-door waste collection

75% 85% 90% 100% -

13

The existing fleet for secondary transportation is about 5 to 10 years old. Hence the existing capacity has not been considered while estimating demand for 2021 and 2041.




Segregation at source

0% 30% 70% 100% -

Mechanised waste handling

30% 60% 80% 100% -

Waste treatment capacity

0% 10% 30% 50% -

Scientific waste disposal

0% 40% 70% 100% -

Cost recovery of O&M

0% 50% 70% 100% -

Private sector participation

The private operat

or is involved in

collection of solid

waste

HDMC should continue the contractor for collection and transportation of waste

-


Door-to-door waste collection

HDMC should initiate the steps for door-to-door collection and separation of waste at source. HDMC should form a task force for monitoring and effective implementation of the same. The officials of the health department should visit the towns where the door-to-door collection system is effectively implemented.

Source segregation and collection of commercial waste

The segregation of biodegradable and non-biodegradable wastes should be done at the source level.

This segregation of waste would improve the recovery from waste collected since the calorific value of dry waste is not affected.

Composting of organic waste

About 55-60% of the waste generated in the city is organic in nature.

Hence, the technology and treatment plant should be in line with the waste generated in the city.

Scientific landfill The landfill site with closure mechanism for inorganic wastes is to be

developed at Shivaalli in accordance with the CPHEEO norms.

IEC

For effective solid waste management in the city, regular awareness campaigns have to be organised following the 4R strategy (reduce, reuse, recycle, and recover).

Unit rates


Twin container duper placer Nos 10

Push cart Nos 0.15

Tricycles Nos 0.2

Auto Tippers No 8

Tractors No 15

Tipper Trucks Nos 15

Waste processing & Compost Plant

Per 100 TPD Waste generation 600

Landfill site

Per 100 TPD Waste generation 1600




SWM- ICE Lumsum 2000


Based on the above key requirements in the SWM sector, the capital investment plan for the sewerage project is presented in the table below.

Table 85: Projects identified – Solid waste management

Project Sub project Investment estimated in Rs. crores

A. Improvement of Primary collection system for Hubli and Dharwad city for 2021

1. Purchase of 742 pushcarts for 2021 for door to door collection in HDMC

36

2. Procurement of 132 tricycles for 2021 for water collection in the wards

3. Procurement of twin container duper placers of 38 for 2021

B. Procurement of vehicles for secondary collection and transportation of water to the treatment plant

4. Procurement of auto trippers 174 for 2021

5. Purchase of tractors of 75 for 2021

6. Purchase of 38 tripper trucks for 2021

C. Procurement of machinery for treatment

1. Construction of 746 MT waste processing and compost plant for 2041 for the HDMC region

45 2. Construction of a facility for the waste generated in the year 2021 471

3. Construction of Biogas plant as per the requirement

D. Development of scientific landfill facility

1. Construction of 49 acres landfill facility for 2041 for HDMC

48




The key projects and project details for the SWM sector are presented in the table below.

Table 86: Project Details – Solid waste management

Project Details

A. Improvement of primary collection system for Hubli- Dharwad city for 2021

The components envisaged under primary collection are push carts (1 push cart for 350 households) and about 2,500 community bins along the main roads.

Procurement of two tricycles for each ward for effective collection of waste from the wards

Information and education campaigns (IEC) are recommended for effective primary collection and segregation at source.

B. Procurement of vehicles for secondary collection and transportation of water to the treatment plant

Investment has been proposed for purchase of auto tippers, tractors and tipper trucks.



Project Details

C. Procurement of machinery for treatment

Investment envisaged towards development of compost plant-cum-waste processing plant, RDF plant and bio-gas plant

D. Development of scientific landfill facility

It is assumed that on development of treatment facility, about 30% of the waste would be sent for landfilling.

Accordingly, the investment has been envisaged for the development of a landfill site of 49 acres with the required infrastructure.


The SWM project components have been divided into various components for implementation purpose. Further, the timeliness and implementing agency have been proposed for each component, and the same have been presented in the table below.

Table 87: Phasing of investment – Solid waste management

Sector/Component

Implementing agency

Total 2015-16 2016-17 2017

-18 2018-19

2019-20

(Rs. In Crores)

A

Improvement of primary collection system for Hubli-Dharwad city for 2021 HDMC

36 4 7 7 9 9 B

Procurement of vehicles for secondary collection and transportation of water to the treatment plant

HDMC/PPP operator

C

Procurement of machinery for treatment HDMC

28 3 6 6 7 7

D

Development of scientific landfill facility

HDMC 26 3 5 5 6 6

E SWM- iCE

HDMC 10 1 2 2 3 3

Total 100 10 20 20 25 25

17.4.4 Possible PPP interventions

PPPs in SWM are in accordance with the nature of work, viz., Collection and transportation of waste Landfilling Composting

Landfilling – This can be developed on BOT basis. HDMC would provide the land to the developer, and the developer shall be responsible for the construction and O&M of the facility. The private developer can bid on annuity support required to construct and operate and maintain the project.

Composting – HDMC may create a market by floating tenders whereby the developer can be asked to set up a composting facility, and the maximum contribution from the revenues bid by the developer shall be the winning bid.

HDMC would require to appoint a transaction advisor to undertake detailed feasibility and preparation of bid documents (request for qualification – RFQ, request for proposal – RFP) and bid process management leading to award of contract to a private developer.



17.5 Storm Water Drainage Sector Plan

As discussed in the sector assessment, about 49% of the road network is covered with the open drainage system. There are about 30 areas prone to water-logging in both the cities; water-logging has been reported during the monsoons.

Table 88: Storm Water Drainage sector plan

Strom Water Drainage sector

Sector goals Improve the storm water collection efficiency with proper drainage system Rejuvenate the existing natural drainage course in the city

Minimize the areas prone to water-logging and flooding incidence in the city

Design parameters

Storm water network on all roads and link to major channels

Storm water drains as percentage of road length is considered as 110%. Roads with dividers should have drains on either side of the road. 90% of the storm water drains are pucca closed. Size of drains to be designed according to the rainfall and runoff



gap

2021 (Short term)

2041 (long term)


Kutcha Open 310.00 0.00 0.00 0.00 0.00 0.00

Pucca Open 12.00 716.97 824.52 812.52 1090.42 1078.42

Pucca Closed 5.00 179.24 206.13 201.13 272.61 267.61

Desired outcomes

2013 2017 2019 2021 Remarks

Storm water drainage network coverage

49% 70% 90% 100% -

Rehabilitation of existing pucca drains

20% 50% 80% 100% -

Rehabilitation of existing primary nallahs and primary drains

- 40% 60% 80% -


Storm water drainage rehabilitation plan

Identification of areas prone to water-logging, contour survey of areas Development of pre-monsoon maintenance plan to include cleaning and

desilting of the surface drains

Rehabilitation and strengthening of nallahs

Unregulated construction and siltation along these channels hamper the drainage system during the monsoon.

Hence, it is important that these nallahs be mapped and developed with the retaining walls.

Up-gradation of roadside storm water drains

Upgrade and extend the roadside surface drains across the city.

Unit Rates


Rehabilitation of Vagus /Nallahs - Primary SWD 20.00

Upgrade Kutcha to Pucca Open Drains Per km

30.00

New Pucca Open Drains Per km 35.00

New Pucca Closed Drains Per km 45.00




Based on the above key requirements in the storm water drainage sector, the capital investment plan‘s sewerage project is presented in the table below.

Table 89: Projects identified – Storm water drainage

Project Sub Project Estimated cost in Rs. Crores

A. Upgrade Kutcha to Pucca Open Drains

1. Upgrade about 310 kms of Kutcha storm water network into pucca drains

93

B. New Pucca Open Drains

2. Construction of 768 kms of new Pucca open drains by 2041 for both the cities

269

C. New Pucca Closed Drains

3. Construction of 268 kms of new Pucca closed drains by 2041 for both the cities

120

D. Rehabilitation of four Major Nallahs in the city

4. Construction of retaining walls along the major nallahs

8




The key projects and project details of storm water drainage are presented in the table below.

Table 90: Projects Details – Storm water drainage

Projects Project Details

A. Upgrade Kutcha to Pucca Open Drains

Upgrade about 310 kms of Kutcha storm water network into pucca drains

B. New Pucca Open Drains

Construction of 768 kms of new Pucca open drains by 2041 for both the cities

C. New Pucca Closed Drains

Construction of 268 kms of new Pucca closed drains by 2041 for both the cities

D. Rehabilitation of four Major Nallahs in the city

Construction of retaining walls along the major nallahs


The storm water drainage project has been divided into various components for implementation purpose. Further, the timeliness and implementing agency have been proposed for each component, and the same have been presented in the table below.

Table 91: Phasing of Investment – Storm water drainage

Sector/Component

Implementing agency

Total

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Upgrade Kutcha to Pucca Open Drains

HDMC 28 3 3 6 4 4 4 4

B Upgrade Kutcha to Pucca Open Drains

HDMC

251 25 25 50 38 38 38 38

c

New Pucca Closed Drains

HDMC 91 9 9 18 14 14 14 14



Sector/Component

Implementing agency

Total

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

D

Rehabilitation of four Major Nallahs in the city

HDMC 8 1 1 2 1 1 1 1

Total 378 38 38 76 57 57 57 57

17.6 Urban Roads, Traffic and Transportation Sector Plan

As discussed in the assessment chapter, Hubli-Dharwad has a road network of 700 kms. The total length of roads in the territorial jurisdiction of HDMC is 630 kms, of which 67% are surfaced (Bitumen–top / WBM). The density of roads in the town is approximately 3.29 km/sq. km. The per capita road length is 0.8km. The average width of the roads in the town is 9.5 meter.

The existing infrastructures and facilities of transport and communication in Hubli-Dharwad are inadequate to meet the requirements of the city. The integration of transport facilities with economic activity is a priority area in the city.

Table 92: Urban Roads and Traffic and Transportation

Urban Roads and Traffic and Transportation

Sector goals

Higher modal split in favor of PT

Provision of better public transport facilities to stimulate modal shift from private to public


Proposal of capacity augmentation on critical road sections

Minimize road accidents and improve pedestrian-related infrastructure Improve parking facilities across HDMC

Design parameters

At least 60% of the roads must have footpaths (i.e., roads of 20 feet and above).

As per the Development Plan, 22% of land use is to be under roads. All roads have to be surfaced with about 20% being concrete roads. All major roads should have utility corridors for laying of telecom, gas, and

electrical infrastructure in future. Streetlight spacing – should be 30 m between the poles.


For the demand and gap assessment in the traffic and transportation sector, we have reviewed the existing comprehensive traffic and transportation plan (CTTP). The proposal of CTTP has been considered as the demand in the sector for the future years. The review of the CTTP has been provided in the above traffic and transportation assessment chapter.

Desired outcomes

2013 2017 2019 2021 Remarks

% of surfaced roads

85% 100% 100% 100%

Reduction in travel time

- 80% 100% 100%

Transport safety - 60% 80% 100%




Urban Roads and Traffic and Transportation

Comprehensive Traffic and Transportation plan for Hubli-Dharwad

On the basis of the projected traffic, a public transport system plan indicating different transport systems on various corridors has been suggested in order to cater to traffic up to the design year. The proposed Traffic and Transportation Plan for Hubli-Dharwad contains the following types of proposals, which will cater to the requirements of the projected travel demand up to the year 2028.

Mass Transport System Bus Rapid Transport System

City Bus System

Augmentation of Bus Fleet Bus Terminal-cum Traffic & Transit Management Centers (TTMC) New Bus

Stations/bus shelter IT Infrastructure

HRD Infrastructure

Transport Integration


Pedestrian/NMT Facilities

Footpaths

Skywalks/Subways

Road Development Plan

New Roads/Missing Links

Road Widening

Construction of ROBs and RUBs

Grade Separator Parking Facilities


Institutional Framework

On the institutional framework front, the Hubli-Dharwad Urban Development Authority and HDMC have been envisaged as the most important institutions responsible for planning, development and maintenance of the city transport system, particularly its road network system, parking areas, bus terminals, etc. While restructuring HDUDA/HDCC is not contemplated under the CTTP project, the above proposals are recommended to enable HDUDA/HDCC to undertake and monitor CTTP projects. Other recommendations on institutional framework are:

Representation in Hubli-Dharwad Unified Transport Authority

Establish Traffic Engineering and Management Unit Establishing Traffic Engineering Cells

Establishing Traffic Management Group

Establish Transport Development Fund

Strengthen Logistics Support & Capacity Building to Traffic Police

Promote Private Sector Participation

Transit- oriented development (TOD)

TOD has been proposed as part of the BRTS project and the same should be implemented on priority basis.

In addition to the above, the development of new transit-oriented development to decongest the existing city by providing access to public transport, and encouraging transit ridership are suggested.

TOD can be achieved by changing the land use plans and amending the building byelaws, by giving higher FAR/FSI around the transit areas.

Unit Rates


The cost of each project component has been taken from the CTTP. Hence, no separate cost is assumed and estimated for the project cost under the traffic and transportation sector.




Based on the key proposal in the CTTP, the capital investment plan for the traffic and transportation sector has been presented in the table below.

Table 93: Projects identified – Traffic and transportation


A. Road Infrastructure Development Plan

1. Construction of Hubli Ring Road 322

2. Radial Roads‘ Improvement 62

3. Hubli-Dharwad Bypass (new construction plus improvement)

268

4. Other City Roads‘ Improvement 22

5. Construction of Missing Links 435

6. Construction of Hubli Ring Road 322

7. Radial Roads‘ Improvement 62

B. Improvement in City Bus System and Intercity Bus Terminals

1. Bus Terminal-cum-Traffic and Transit Management Centres (TTMC) 292

2. New bus shelters 18

3. Improvement of IT infrastructure 239

4. Multimodal Transit Centre at Hubli-Dharwar 5

5. Development of HRD Centre 15

6. Environment Protection Projects 64

7. Intercity Bus Terminals / 49

C. Junction improvement 1. Geometric Improvements

1

2. Signalized 1

3. Roundabout 7

4. Grade 120

D. ROBs , RUBs and Rail

1. ROBs , RUBs and Rail across the cities 80

E. Pedestrian facilities

1. Footpath 105

2. Passenger subway 12

3. Passenger skyway 14

F. Parking facilities 1. Construction of parking facilities across HDMC 70

G. Integrated Freight Complexes

1. Development of Integrated Freight Complexes 5

H. Transport System Management Measures

1. Development of Transport System Management Measures

132

I. IPT stands 1. Construction of IPT stands across the city 1

J. NMT Track 1. Development of NMT tracks across the city 100

K. Development of Modern Bus Station & Commercial Building on NWKRTC site at Hubli Bus Stand

1. Development of Modern Bus Station and& commercial building on NWKRTC site at Hubli Bus Stand

42




L. Construction of Multilevel car parking & Shopping Complex in survey No.CTS173 near court Hubli

1. Construction of Multilevel car parking & Shopping Complex in survey No.CTS173 near court Hubli

42

M. BRTS- Phase II 1. Construction of BRTS corridor for phase 11 as per the detailed project report for BRTS corridors

230

N. Street lighting 2. Installation of street lights across the city 4




The key projects and project details of traffic and transportation are presented in the table below.

Table 94: Project Details– Traffic and transportation

Project Project Details

A. Road Infrastructure Development Plan

Construction of Hubli Ring Road

Radial Roads‘ Improvement Construction of Hubli-Dharwad Bypass (new construction plus

improvement) Development and improvement of Other City Roads in both cities Construction of Missing Links


B. Improvement in City Bus System and Intercity Bus Terminals

Construction of new bus shelters

Improvement of IT infrastructure for the buses Development of Multimodal Transit Centre at Hubli-Dharwad

Development of HRD Centre at Hubli Taking up Environment Protection Projects

Development of Intercity Bus Terminals

C. Junction improvement

Geometric Improvements across all the major junctions in the city

Installation of traffic signals and signalization Construction of Roundabout Development of Grading

D. ROBs, RUBs and Rail

Construction of ROBs, RBUs across the major crossings in the city as identified in the CTTP

E. Pedestrian facilities Construction of Footpaths across both the cities Construction of Passenger subways

Construction Passenger skyway as per the CTTP

F. Parking facilities Construction of parking facilities across HDMC

G. Integrated Freight Complexes

Development of Integrated Freight Complexes

H. Transport System Management Measures

Development of Transport System Management Measures

I. IPT stands Construction of IPT stands across the city

J. NMT Track Development of NMT tracks across the city



Project Project Details

K. Development of Modern Bus Station & Commercial Building on NWKRTC site at Hubli Bus Stand

Development of Modern Bus Station & Commercial Building on NWKRTC site at Hubli Bus Stand

L. Construction of Multilevel car parking & Shopping Complex in survey No.CTS173 near court Hubli

Construction of Multilevel car parking & Shopping Complex in survey No.CTS173 near court Hubli

M. BRTS- Phase II Construction of BRTS corridor for phase 11 as per the detailed project report for BRTS corridors

N. Street lighting Installation of street lights across the city


The traffic and transportation project has been divided into various components for implementation purpose. Further, timeliness and implementing agencies have been proposed for each component, and the same have been presented in the table below. Table 95: Phasing of investment – Traffic and transportation

Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A


HDUDA 161 16 16 32 24 24 24 24

B Radial Roads‘ Improvement

HDUDA 31 3 3 6 5 5 5 5

C

Hubli-Dharwad Bypass (new construction-plus improvement)

HDUDA

134 13 13 27 20 20 20 20

D

Other City Roads' Improvement

HDMC 11 1 1 2 2 2 2 2

E

Construction of Missing Links

HDUDA 218 22 22 44 33 33 33 33

F

Bus Terminal-cum-Traffic and Transit Management Centres (TTMC)

NWKRTC

146 15 15 29 22 22 22 22

G New bus shelters

NWKRTC 9 1 1 2 1 1 1 1

H

Improvement of IT infrastructure

NWKRTC 120 12 12 24 18 18 18 18

I

Multimodal Transit Centre at Hubli-Dharwar

NWKRTC

3 0 0 1 0 0 0 0

J

Development of HRD Centre

NWKRTC 8 1 1 2 1 1 1 1



Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

K

Environment Protection Projects

NWKRTC 32 3 3 6 5 5 5 5

L

Intercity Bus Terminals /

NWKRTC

25 2 2 5 4 4 4 4

M

Rotary, Junction Improvements, Signals, Flyovers etc.

HDMC

64 6 6 13 10 10 10 10

N

ROBs , RUBs and Rail

HDMC 40 4 4 8 6 6 6 6

O Pedestrian facilities HDMC 65 7 7 13 10 10 10 10

P Parking facilities HDMC 35 3 3 7 5 5 5 5

QR


HDUDA 3 0 0 1 0 0 0 0

S


HDMC

66 7 7 13 10 10 10 10

T IPT stands HDUDA 0 0 0 0 0 0 0 0

U NMT Track HDMC 50 5 5 10 8 8 8 8

Development of Modern Bus Station & Commercial Building on NWKRTC site at Hubli Bus Stand

NWKRTC

21 2 2 4 3 3 3 3

V

Construction of Multilevel car parking & Shopping Complex in survey No.CTS173 near court Hubli

HDMC

20 2 2 4 3 3 3 3

W BRTS- Phase II DULT 115 12 12 23 17 17 17 17

X Street lighting HDMC 3 0.5 0.5 0.5 0.5 0.5 0.5 0.3

Total 1379 138 138 276 207 207 207 207

17.7 Plan for Basic Services for Urban Poor Sector

With respect to housing and basic services for the urban poor, the key challenges are dilapidated housing and lack of service coverage in terms of individual toilets and social infrastructure facilities. The sector plan for basic services for the urban poor has been presented in the table below.



Table 96: Basic Services for Urban Poor sector plan

Basic Services for Urban Poor

Sector goals Improve access to physical and social infrastructure for slum-dwellers Develop livelihood strategies to improve work-force participation

Design parameters

New houses for households living in kutcha houses and dilapidated structures in both the cities

In-situ upgradation of existing slums in both the cities

Upgradation of slum housing in both cities Water supply – Provide individual house service connections to all the slum

households or group connections

Sewerage – Provide individual house service connections Sanitation – Construct community toilets Solid Waste Management - Coverage of all slum households under door-to-

door collection and awareness campaigns of source segregation

Desired outcomes

2017 2019 2021 Remarks

Pucca housing for the urban poor

60% 100% 100% -

Adequate access to water supply

80% 100% 100% -

Access to open drains 80% 100% 100% -

Access to sanitation 80% 100% 100% -

Percentage of CC roads 90% 100% 100% -

Access to UGD 40% 80% 100% -

Access to health and education facilities

(based on discussions with municipal public health officer)

80% 100% 100% -


Categorization of slums

House-to-house slum survey has to be carried out for this purpose.

Integrated development of slums

Slum networking strategies have to be adopted to improve the services in the slums.

This would help in building low-cost services in the slums (especially in water supply, sewerage, and SWM sectors).

Rehabilitation of slums

Pucca housing with infrastructure facilities to be developed in feasible locations

Construction of housing

The slums in low-lying areas and along the natural drains could be proposed for relocation.

A suitable financing strategy could be developed to minimize the burden on the beneficiaries.

The beneficiaries could be provided access to banks for availing of the long-term housing loans.

Access to health and education

The health action plan should control prevalent diseases and reduce infant mortality rate.

Access to emergency medical services should be provided to the BPL population.

The education action plan should involve renovation of existing municipal schools and regular awareness campaigns to limit the dropout rates.

Livelihood restoration

Activity centres to be established for skill development programmes

Unit Rates


Housing along with Infrastructure development (New layouts) Per dwelling unit 5



Basic Services for Urban Poor

In-situ upgradation of existing slums Per Hectare 10


Based on the above key requirements in the basic services to urban poor sector, the capital investment plan for projects in this sector is presented in the table below.

Table 97: Urban poverty alleviation – Projects identified


A. Development of new housing and infrastructure

1. Construction of 1072 dwelling units for the urban poor in the city

54

B. In-situ upgradation of existing slums

1. In-situ up-gradation in 4537 houses in the tenable slums

22

C. Upgradation of existing slums

1. Upgradation of housing facilities in 5281 houses. Further, provision of basic services such as primary schools, health care centres, and community halls

264 2. Construction of primary health

centres in the slums of the city

3. Construction of community halls in the slums. Establishment of vocational training institutes will enhance the skills of the slum-dwellers.



17.7.2 Project Details

The key projects and project details of basic services to the urban poor are presented in the table below.

Table 98: Urban poverty alleviation – Projects Details

Projects

A. Development of new housing and infrastructure

New housing and infrastructure requirement for 1072 dwelling units has been projected for the year 2021.

It is recommended that in slums where relocation is possible, in-situ up-gradation may be taken up.

B. In-situ upgradation of existing slums

In-situ up-gradation of 4,537 houses in the identified slums



Projects

C. Upgradation of existing slums

Up-gradation of housing facilities in 5281 houses. Further, provision of basic services such as primary schools, health care centres, and community halls in the identified slums. Vocational training for employment generation and development of social security mechanisms


The basic services to the urban poor projects have been divided into various components for implementation purpose. Further, the timeliness been proposed for each component, and the same have been presented in the table below. Table 99: Urban poverty alleviation – Phasing of investment

Sector/Component

Implementing

agency Total

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crs)

A

Development of new housing and infrastructure

HDMC

54 5 5 11 8 8 8 8

B In-situ upgradation of existing slums

HDMC 227 23 23 45 34 34 34 34

C

Upgradation of existing slums

HDMC 264 26 26 53 40 40 40 40

Total 544 54 54 109 82 82 82 82

17.8 Social infrastructure and Heritage Sector Plan

As discussed in the assessment chapter, the key challenges are lack of adequate education infrastructure for pre-primary, primary, and higher secondary education. There is a need for health care facilities such as veterinary hospitals for pets and animals. Alongside, there is a need for Intermediate Hospitals (Category B), Intermediate Hospitals (Category A) and Multi-Specialty Hospitals (NBC) for the projected population for the year 2041.

Socio-cultural infrastructure such as community centres are to be developed in the identified wards. In addition, there are four old temples in the city which need to be renovated under the heritage improvement plan for the city.

Table 100: Social infrastructure sector plan

Social Infrastructure

Design parameters

Schools, hospitals, socio-cultural, and parks and playground requirements assessed as per URDPFI guidelines

Demand gap assessment for education infrastructure

Component Existing

2021 2041


Pre-primary, nursery school

270 463 193 578 308

Primary school 180 231 51 289 109

Senior secondary school

130 154 24 193 63

Integrated school (with hostel facility)

0 12 12 14 14

School for physically challenged

1 26 25 32 31




School for mentally challenged

1 1 0 1 0

Demand gap assessment for healthcare infrastructure

Component Existi

ng

2021 2041


Dispensary 680 77 -603 122 -558

Nursing home, child welfare and maternity centre

6 26 20 41 35

Polyclinic 114 12 -102 18 -96

Intermediate Hospital (Category B)

0 12 12 18 18

Intermediate Hospital (Category A)

0 12 12 18 18

Multi-Specialty Hospital (NBC)

12 12 18 18

Specialty Hospital (NBC)

12 12 18 18

General Hospital (NBC)

10 5 -5 7 -3

Family Welfare Centre

5 5 7 7

Diagnostic centre 7 23 16 37 30

Veterinary Hospital for pets and animals

0 2 2 4 4

Dispensary for pet animals and birds

6 12 6 18 12

Demand gap assessment for parks and play grounds

Component Existi

ng

2021 2041


Organised green areas (in hectares)

663 424 -239 672 9

Action Plans

Identification of areas for development of new schools and hospitals

Action plan for improvement of facilities at the parks and recreational places in both the cities

In addition, regular operation and maintenance of the Unkal lake and the park and Indira Gandhi Glass House Garden, Hubli

Renovation of old temples in the city

Development of night shelters and old age homes within the city limits

Development of ward-level community centers and anganwadis

Heritage Management

Establishment of heritage cell at HDMC headed by an architect to carry out listing of heritage structures if any in the city

Undertaking preparation of either DPRs or feasibility studies for restoration and refurbishment of old temples on priority basis

Creation of a heritage fund to undertake small-scale restoration works of the identified heritage structures

Installation of direction signages and information boards at appropriate locations in the city

Unit Rates


Preprimary, nursery school LS 4

Primary school LS 6

Senior secondary school LS 10




Integrated school (with hostel facility) LS 12

School for physically challenged LS 9

School for mentally challenged LS 8

Intermediate Hospital (Category B) LS 100

Intermediate Hospital (Category A) LS 250

Multi-Specialty Hospital (NBC) LS 600

Specialty Hospital (NBC) LS 900

General Hospital (NBC) LS 1300

Family Welfare Centre LS 65

Diagnostic centre LS 75

Veterinary Hospital for pets and animals LS 30

Dispensary for pet animals and birds LS 30

Anganwadi - Housing area/cluster LS 5

Community hall, mangal karyayala, barat ghar/ library LS 8

Music, dance and drama centre LS 8

Meditation and spiritual Centre LS 8

Recreational Club LS 8

Old age home LS 10

Parks Per Sq.meter 0.0007

Play grounds Per Sq.meter 0.0005


Based on the above key requirements in the social infrastructure sector, the capital investment plan for social infrastructure projects is presented in the table below.

Table 101: Socio-cultural infrastructure – Projects identified


A. Education Sector 1. Development of school and

other education infrastructure in both the cities 47

B. Health Sector 1. Development of health care

facilities in both the cities to meet the demand for 2041 336

C. Socio-cultural infrastructure 1. Development of socio-cultural

infrastructure 12

D. Parks and play grounds 1. Development of parks and play

grounds 28

E. Renovation of identified temples/ structures

1. Restoration of the following temples:

Chandramouleshwara Temple

Banashankari Temple, Amargol, Hubli

Someshwara temple Amruteshwara Temple

10

F. Urban renewal 1. Signage improvement and city

beautification 5







The key projects and project details of the social infrastructure sector are presented in the table below.

Table 102: Socio-cultural infrastructure – Projects Details

Project Details

A. Education Sector Renovation of existing dilapidated schools and construction of new schools other than education infrastructure in both the cities.

B. Health Sector Development of urban health centres, intermediate hospitals, and one super-speciality hospital within the HDMC limits

C. Socio-cultural infrastructure Construction of ward-level community centres, meditation and spiritual centres, and libraries as per the URDPFI guidelines

D. Parks and play grounds Up-gradation of existing parks and development of new parks in the neighbourhood, and at the community and city levels as per the URDPFI guidelines

E. Renovation of identified temples/ structures

Renovation of the identified temples in terms of façade upliftment, structural strengthening and exterior landscape

F. Urban renewal The project involves improvement of signage boards in historically prominent stretches in both the cities.

17.8.3 Phasing of projects

The social infrastructure project has been divided into various components for implementation purpose. Further, timeliness have been proposed for each component, and the same have been presented in the table below. Table 103: Socio-cultural infrastructure – Phasing of projects

Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Development of education infrastructure

HDMC & State Government departments 11 1 1 2 2 2 2 2

B Development of hospital infrastructure


C Development of socio-cultural infrastructure


D Development of parks and playgrounds

HDMC 28 3 3 6 4 4 4 4

G

Renovation of identified temples/ structures

HDMC

5 1 1 1 1 1 1 1

H Urban renewal HDMC 5 1 1 1 1 1 1 1



Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

Total 218 22 22 44 33 33 33 33

17.9 Urban Environment, Disaster Management Sector Plan

Three major interventions have been identified under urban environment: 1) rejuvenation of water bodies, 2) pollution mitigation strategies, and 3) energy efficiency in street lighting. Further, it is recommended to establish a disaster management cell in HDMC to coordinate with various departments for disaster rescue operations.

Under pollution mitigation, augmentation of pollution control check devices, installation of sprinklers in identified corridors, and plantation activities have been identified. Further, projects have been identified in the areas of energy efficiency in street lighting through the uses of ESCOs, Hubli-Dharwad.

Table 104: Urban environment sector strategy

Urban Environment

Sector goals

HDMC to frame a policy to mitigate various kinds of pollution and promote effective use of natural resources in the city

Develop green zones/breathing spaces in the city to improve the quality of life

Utilize the potential for ecosystem services to improve resilience, subsistence

and livelihoods in the city

Desired outcomes

2013 2017 2019 2021 Remarks

Preservation of water bodies

40% 60% 80% 100%

Ground water recharge Nil 60% 80% 100%

Beautification of the water bodies

Nil 60% 80% 100%


Mapping of water bodies

Mapping of water bodies to be carried out to assess their physical extent, cultural, natural and social values

Eviction of encroachments

Participatory approach for resettlement of encroachments around the water bodies

Construction of rainwater harvesting pits

Development of rainwater harvesting pits in the schools, urban health centres, HDMC main and zone offices, HDMC quarters, parks, reservoirs, stadiums, etc.

Rainwater harvesting should be made compulsory in large establishments such as shopping complexes, cinema halls, and function halls

Identifying apartments and shopping complexes without percolation pits Motivating apartment owners to install percolation pits

Pollution mitigation strategies

Increasing the green cover and buffer zones in the city to mitigate air pollution in the city

Energy conservation

HDMC may take up energy conservation measures such as solar signalling and street lighting.

Impact assessment and monitoring

Regular monitoring of air quality, water quality (surface and ground), and noise pollution

Carrying out environmental impact assessment prior to implementation of infrastructure projects



Urban Environment

Disaster Management

Developing Hubli-Dharwad as a disaster-resilient city

Development of control room or city-level service center Development of emergency control responsive system

Mapping of water inundation areas in the city

Climate Change

Energy-efficient street lighting to be introduced in HDMC limits

Energy auditing at building level in Government and institutional buildings Decentralized Solar Photovoltaic paneling in Government and institutional

buildings Creating awareness amongst citizens of suitable renewable energy and

energy efficiency technologies

Awareness activities for school children on renewable energy and energy efficiency measures

Unit Cost


Walking track and landscape around water bodies

Lump Sum per water body 400

Rooftop solar panel Per MW 6.5


Based on the above key requirements in the urban environment sector, the capital investment plan for projects in this sector is presented in the table below.

Table 105: Urban environment– Projects identified


A. Rejuvenation of water bodies

1. Construction of walking tracks around water bodies and improving physical infrastructure facilities of the water bodies in both the cities

20

B. Pollution control check devices, installation of sprinklers in identified corridors, and plantation activity

1. Pollution control check devices, installation of sprinklers in identified corridors, and plantation activity

5

C. Establishment of Disaster management cell at HDMC with Emergency response system

1. Establishment of Disaster management cell at HDMC with Emergency response system

10

D. Energy Efficiency in Street Lighting though use of ESCOs, Hubli-Dharwad

1. Solar street lighting along major arteries

2. Installation of Rooftop Photovoltaic paneling in Government and institutional buildings

20




The key projects and project details of the urban environment sector are presented in the table below.

Table 106: Urban environment – Project Details

Project Details



Project Details

A. Renovation of water bodies in the city

Deweeding of water bodies in HDMC limits to control eutrophication

Construction of bunds/retaining walls along the water bodies and linking these to storm water channels

Construction of walking tracks around water bodies

B. Pollution control check devices, installation of sprinklers in identified corridors, and plantation activity

Installation of pollution control check devices along highways and major arteries

C. Establishment of disaster management cell in HDMC with emergency response system

Disaster management cell to be established at HDMC to act as the nodal point for all emergency-related activities in the city.

Installation of communication devices to facilitate information dissemination on natural disasters

D. Energy Efficiency in Street Lighting though use of ESCOs, Hubli-Dharwad

Installation of streetlights with solar panels along the major arteries of the city


The urban environment project has been divided into various components for implementation purpose. Further, the timeliness been proposed for each component, and the same have been presented in the table below. Table 107: Urban Environment– Phasing of investment

Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Rejuvenation of water bodies HDMC 20 2 2 4 3 3 3 3

B Urban pollution mitigation

HDMC & Pollution Control board 5 1 1 1 1 1 1 1

c

Establishment of Disaster management cell at HDMC with emergency response system

HDMC and District

collector 10 1 1 2 2 2 2 2

D

Solar street lighting along major arteries HDMC 20 2 2 4 3 3 3 3

Total 55 6 6 11 8 8 8 8

17.10 Local Economic Development Sector Plan

The projects under local economy development have been identified to boost the economic development of the city and further to create employment opportunities in both the cities. As the vision suggests, the city could be developed as a commercial, cultural and educational hub of North Karnataka and create opportunities for growth for all segments of people.



Table 108: Local Economic Development sector strategy


Sector goals Development of infrastructure to facilitate IT/BT/Business parks and

SEZ

Development of special industrial zones within the HDMC jurisdiction.


Agriculture & Biotech Park, Dharwad

Promotion of industries which are related to the agriculture sector; further, it would assist the biotech parks in the city

Redevelopment of markets in the city

Relocation of markets in congested areas and structural strengthening of old market areas

Development of theme and entertainment parks and exhibition/convention centres

Development of theme and entertainment parks and exhibition/convention centres

Shopping complex at Super Market, Hubli and Dharwad

Areas to be identified for shopping complex in both the cities

Development of supporting infrastructure for Special Economic Zones

Feasibility studies to be carried out for identification of land for development of special economic zones

The proposed land use in the land identified for SEZ is to be revisited to ensure curbing of delays in NA conversions.

Introduce the single window clearance policy for identified investments.

Regularising street vending in line with Protection of Livelihood and Regulation of Street Vending Act, 2014

Survey and identification of hawkers in the city

Development of infrastructure for regularised street-vending activity


Based on the above key requirements in the local economic development sector, the capital investment plan for projects in this sector is presented in the table below.

Table 109: Local Economic Development – Projects

Project Estimated cost in Rs. Crores

A. Agri & Biotech Park, Dharwad 60

B. Construction of Shopping Complex at Super Market at Dharwad

83

C. Construction of Shopping complex at Super Market, Hubli 83

D. Development of Sports & retail complex at Heggeri Ground Hubli

50

E. Theme and Entertainment Parks 25

F. Exhibition and Convention Centers 25

Total investment required till 2041 328



The key projects and project details of local economic development are presented in the table below.



Table 110: Local Economic Development – Project Details

Project Details

A. Agri & Biotech Park, Dharwad

The project involves development of a biotech park in Dharwad city.

B. Construction of Shopping Complex at Super Market in Dharwad

The project involves construction of a shopping complex at the super market in Dharwad city.

C. Construction of Shopping Complex at Super Market in Dharwad

The project involves construction of a shopping complex at super market in Hubli city

D. Development of Sports & retail complex at Heggeri Ground Hubli

The project involves development of a multipurpose complex which will have provisions for sports, amp and retail shops.

E. Theme and Entertainment Parks

It is suggested to develop a theme and entertainment park in Hubli and Dharwad city to boost ttourism development and further to create employment opportunities in the city

F. Exhibition and Convention centers

It is recommended to develop an exhibition center in Hubli and a convention center in Dharwad so that it could host high-profile meetings and exhibitions a la Bangalore.


The local economic development project has been divided into various components for implementation purpose. Further, timeliness have been proposed for each component, and the same have been presented in the table below. Table 111: Local Economic Development – Phasing of investment

Sector/Component

Implementing

agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Agri & Biotech Park, Dharwad

Karnataka Biotechnology and Information Technology Services 60 6 6 12 9 9 9 9

B

Construction of Shopping Complex at Super Market at Dharwad

HDMC

84 8 8 17 13 13 13 13

C

Construction of Shopping Complex at Super Market at Dharwad

HDMC

84 8 8 17 13 13 13 13

D

Development of Sports & retail complex at Heggeri Ground Hubli

HDMC and state government – sports department 50 5 5 10 8 8 8 8



Sector/Component

Implementing

agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

E

Theme and Entertainment Parks

HDMC/ and state government cultural department 25 3 3 5 4 4 4 4

F

Exhibition and Convention centers

HDMC/ and state government cultural department 25 3 3 5 4 4 4 4

Total 328 33 33 66 49 49 49 49

17.11 Tourism Sector Plan

Hubli is not a major tourism spot within the Karnataka state; also the contribution of tourism to the city‘s economy is also not substantial. However, the position of the city as a commercial hub of North Karnataka and its closeness to some internationally renowned heritage hubs like Hampi and Bijapur suggest the city‘s potential to evolve as a tourism node.

Table 112: Tourism Development sector strategy

Tourism Sector

Sector goals Hubli-Dharwad to act as transit hub for regional tourist activity in North

Karnataka

Development of local tourist points in the city


Feasibility studies

In order to capitalize the potential of Hubli-Dharwad as a tourism node, it is important to invest in infrastructure development and proactively promote the city as the tourism node of North Karnataka.

As a first step, it is required to carry out feasibility studies to understand the important tourism activities obtaining in the North Karnataka region, in terms of the percentage share of tourists, their travel pattern, etc. and also to analyse the quality of supporting infrastructure such as road network, availability of hotels and other options for safe and secure stay, etc.

Health and Wellness Tourism promotion

Dharwad and Hubli to be positioned and promoted as premier health and wellness destination. The links all major existing health facilities with international standard and interlink the health infrastructure within and around the cities through transit systems.

Also, promote Karnataka‘s potential in the traditional systems of wellness and medicines like Ayurveda, Unani, Siddha, and Yoga; project the cities as unique destinations for health and wellness.

Education Tourism:

Dharwad to be positioned and promoted as a premier destination for all types of education and academic researches

The guidelines to be issued in consultation with national and international agencies. Only the certified institutions to be made eligible for incentives that are available for tourism projects and interlink and integrate the institutions.

Renovation of parks

Improvements in existing lakes and parks to attract tourists


Based on the above key requirements in the tourism sector, the capital investment plan is presented in the table below.



Table 113: Tourism Development sector – Project details


A. Unkal lake and the park development - Improvements

1. To improve the physical infrastructure at Unkal lake

5

2. Regular operation and maintenance of Unkal park

B. Indira Gandhi Glass House Garden Hubli - Improvements

3. To improve the physical infrastructure at the glass house 5

4. Regular operation and maintenance of glass house

C. Feasibility study and detailing of tourist places

D. Carry out feasibility studies to understand the important tourism activities in the North Karnataka region

2

Total investment required till 2041 12



The key projects and project details of the tourism sector are presented in the table below.

Table 114: Tourism Development sector – Project details

Project Details

A. Unkal lake and the park development - Improvements

Construction of bund along the water body, walk ways, landscape, play areas, boating activity

Development of other physical infrastructure facilities at the park

Regular operation and maintenance of the park and lake

B. Indira Gandhi Glass House Garden Hubli - Improvements

To improve the physical infrastructure at the glass house

C. Feasibility study and detailing of tourist places

To appoint a consultant to prepare the feasibility report-cum-detailed project report, to identify important tourism activities in the North Karnataka region


The tourism sector project has been divided into various components for implementation purpose. Further, timeliness have been proposed for each component, and the same have been presented in the table below. Table 115: Tourism Development sector – Phasing of investment

Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Rs. In Crores)

A

Unkal lake and the park development - Improvements HDMC

5 1 1 1 1 1 1 1

B

Indira Gandhi Glass House Garden Hubli - Improvements HDMC

5 1 1 1 1 1 1 1



Sector/Component

Implementing agency

Total 2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

C

Feasibility study and detailing of tourist places

State tourism department

2 0 0 0 0 0 0 0

Total 12 1 1 2 2 2 2 2

17.12 Summary of Capital Investment

The total estimated capital investment required for providing efficient services to the present population and future population of the city by 2041 is Rs. 5556 crores. A total sum of Rs. 3589 crores is proposed for investment by 2020-21 to cater to infrastructure requirement. The table below presents the summary of sector-wise total investment needs and investments.

Table 116: Summary of capital investments

Sr.No Sector Short Term Long term Grand Total For 2021 - Rs in

Crs

For 2041 - Rs in Crs

1 Water Supply 359 130 489

2 Sewerage & Sanitation 157 86 243

3 Urban Roads, Traffic & Transport 1,379 1,377 2,756

4 Storm Water Drains 378 112 490

5 Solid Waste Management 98 42 140

6 Housing and Urban Services for Poor 544 0 544

7 Urban Governance 61 0 61

8 Social Infrastructure 218 220 438

9 Tourism Development 12 0 12

10 Urban Environment, Climate Change and Disaster Management

55 0 55

11 Local Economic Development 328 0 328

Total 3,589 1,967 5,556

About 50% of the investment has been proposed towards urban roads, traffic and transportation sector; 10% of the investment has been proposed towards housing and basic services for the urban poor; and 9% of the investment each proposed for the water supply and storm water sectors. In addition to this, about 8% of the investment has been earmarked for social infrastructure and heritage management; 6% of the investment has been proposed for local economic development; and 2% of the investment proposed towards solid waste management. The rest of the investment is expected to go to tourism development and urban governance. A sector-wise breakup of investments identified for 2021 is presented in the graph below.



Figure 63: Capital investment for 2021 (figures in Rs. crores)

17.13 Summary of Investment Phasing

While doing the phasing, the timelines for preparation of detailed project reports and necessary approvals have been considered. The project prioritization and detailed project phasing have been discussed in the table below.

Table 117: Summary of investment phasing

Sr.No

Sector Total investment

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

(Figures in Rs. Crores)

1 Water Supply 359 36 36 72 54 54 54 54

2 Sewerage & Sanitation 157 16 16 31 24 24 24 24

3 Urban Roads, Traffic & Transport 1379 138 138 276 207 207 207 207

4 Storm Water Drains 378 38 38 76 57 57 57 57

5 Solid Waste Management 98 10 20 20 24 24 0 0

6 Housing and Urban Services for Poor 544 54 54 109 82 82 82 82

7 Urban Governance 61 6 6 12 9 9 9 9

8 Social Infrastructure 218 22 22 44 33 33 33 33

9 Tourism Development 12 1 1 2 2 2 2 2

10 Urban Environment, Climate Change and Disaster Management 55 6 6 11 8 8 8 8

11 Local Economic Development 328 33 33 66 49 49 49 49

Total 3589 360 370 719 549 549 525 525

Source: CRIS Analysis

17.14 Composition of investment

The following agencies would be responsible for implementing the projects identified in the CDP.

1. HDMC: HDMC would be responsible for design, construction, operation, and maintenance of the sewerage system, SWM, SWD, housing and basic services for the urban poor, municipal roads, parks, and playgrounds. HDMC would be the implementing agency for the projects identified in the above-mentioned sectors. HDMC has to contribute 44% of the total

0

157

355

378

98

544

61

45

0

40

168

0 100 200 300 400 500 600

Water Supply

Sewerage & Sanitation

Urban Roads, Traffic & Transport

Storm Water Drains

Solid Waste Management

Housing and Urban Services for…

Urban Governance


Tourism Development

Urban Environment, Climate…


Rs. Crores



investment. 2. HDUDA: HDUDA would be responsible for revision of master plans and land use

conversions. Hence, HDUDA would be the implementing agency for all roads‘ projects – ring roads, radial roads and the proposed transit-oriented development in the city. Also, the regional transport projects such as the construction of a logistic hub, a transport nagar and truck terminals would be the responsibility of HDUDA. HDUDA has to contribute 20% of the total investment.

3. NKWKRTC: NKWKRTC would be responsible for procurement, operation and maintenance of the public transport system including rolling stock and nodal terminals. NKWKRTC has been identified as the implementing agency for the public transport system obtaining in the city. NKWRTC has to contribute 13% of the total investment.

4. HDWSSB: HDWSSB would be responsible for water supply capital works and operation and maintenance of the system. HDWSSB has been identified as the implementing agency for water supply projects taken up in the city. HDWSSB has to contribute 9% of the total investment

5. Department of Education and Health: The state department for education and health would be responsible for the development of education and health facilities identified as per the URDPFI guidelines. The education department has to contribute 1% of the total investment and the health department has to contribute 6% of the total investment.

6. Department of Urban Land Transport (DULT): The department is identified as the implementing agency for introduction of BRTS phase 11. DULT has to contribute 4% of the total investment towards the BRTS project

7. Karnataka State Small Industries Development Corporation Ltd. (KSSIDC): KSSIDC is responsible for the development of common infrastructure facilities in industrial zones and other industries to boost the economic activities in the region. KSSIDC has to contribute 3% of the total investment.

8. Karnataka State Tourism Development Corporation (KSTDC): KSTDC would be responsible for construction, operation and maintenance of tourist points within the state. KSTDC has been identified as the agency responsible for carrying out tourism development projects as identified in the CDP. KSTDC has to contribute 0.2% of the total investment.

9. Karnataka State Pollution Control Board (KSPCB): KSPCB would be responsible for the implementation of urban environment projects in the city. KSPCB has to contribute 0.3% of the total investment.

Table 118: Implementing agency-wise breakup of investment

Sr.No Name of Agency 2,021 2041

Investment Estimated -

% Investment Estimated

- 2041

%

1 HDMC 184,600 51% 244,924 44%

2 HDUDA 54,657 15% 109,313 20%

3 NKWKRTC 36,210 10% 72,420 13%

4 HDWSSB 35878 10% 48,888 9%

5 Department of Education 1,134 0% 4,698 1%

6 Department of Health 16,172 5% 33,611 6%

7 KSTDC 1,200 0% 1,200 0%

8 KSSIDC 16,000 4% 16,000 3%

9 KSPCB 1,500 0% 1,500 0%

10 DULT 11,523 3% 23,046 4%

Total 358,874 100% 555,600 100%

All figures are in Rs lakhs




Figure 64: Implementing agency-wise breakup of investment for 2041

17.15 Priority Projects

Based on the stakeholder consultations and demand and gap assessment, the following have been idenitifed as priority projects for Hubli-Dharwad.

Table 119: Priority projects

Sector Projects

Drinking water 24X7 water supply in all wards

Sewerage Treatment Facility STP and prevention of seepage to ground water

Solid Waste Management Solid waste collection, segregation, disposal and treatment

Traffic & transport Traffic management, pedestrian pathways, parking lots, integration of transport nodes, etc.

Employment generation IT, ITES and industrial growth

44%

20%

13%

9%

1% 6%

0.2%

3%

0.3%

4%

HDMC HDUDA NKWKRTC

HDWSSB Department of Education Department of Health

KSTDC KSSIDC KSPCB

DULT



Sector Projects

Environmental conservation Conservation of lakes and marine resources, prevention of coastal erosion, reduction of water pollution

Urban Poverty Slum improvement and UPA programmes

Governance Efficient admin system in HDMC, e-governance

Heritage Conservation of old city area



18. Financial Operating Plan

The investment capacity of HDMC is assessed through a financial operating plan (FOP), which gives

a multi-year forecast of finances for the medium term. In line with the phasing of identified in the

capital investment (CIP), the FOP has been generated for the same period for HDMC. A salient

feature of the FOP is that all outstanding dues, including debt and non-debt liabilities if any, are also

taken into account.

18.1 Financial Plan for the City

ULB: HDMC is responsible for provision of basic services such as sewerage, solid waste

management, storm water drainage, roads and basic services for urban poor within its jurisdictions.

Therefore, HDMC accounts have been reviewed and further the accounts have been forecasted to

prepare the financial plan for the city. Accordingly, the annual accounts of HDMC for the period

between the financial years 2007-08 and 2011-12 are used to determine past trends for both revenue

and expenditure items and to arrive at appropriate growth assumptions for each of the income and

expense items. After forecasting the revenue account, the CIP has been loaded on to cash flow. The

FOP is generated to assess the investment sustaining capacity of HDMC.

Parastatals: HDWSSB is responsible for provision of water supply services in the HMC limits.

However, HDWSSB maintains the accounts for the Hubli division. Hence, the financials of HDWSSB

is not included in the City Financial Plan (CFP).

18.2 Methodology

For the preparation of FoP for HDMC, we have adopted the following methodology as provided in the

revised CDP toolkit. The stage wise methodology and the key references has been presented in the

below table.

Table 120: Methodology for City Financial Plan

Task Step Key Stages Description Remarks

Task1 Step 1 Defining Objectives

The key objectives have been defined for following key areas.

Revenue enhancement initiatives

Expenditure management initiatives

Asset management initiatives

Financial Management initiatives Further, it has been discussed in detailed in the subsequent sections.

The sub sections 20.9 to 20.12 has provided the details

Task2

Step 2 Data Collection

The annual accounts, balance sheets, debt schedules, DCB statements for water and sewerage have been collected from HDMC and HDWSSB for the past five years.

The recasting and trend analysis has been carried and the findings have been presented in the financial assessment chapter above.

Chapter 14 has detailed out the recasting and trend analysis.

Step3 Business-As-Usual scenario --- CFP Version I

As a first step in preparation of FoP for the city, we have prepared the Business-As-Usual scenario and provided the overall capacity of HDMC to take-up the infrastructure projects.

The scenario has been discussed in the section FOP scenario considered

The sub section 20.6 has provided the details.




Step 4 Analysis / Interpretation of the results

Post finalization of Business-As-Usual scenario, we have carried out the analysis on the revenue and expenditure to check the performance of key items. The same has been presented in the annexure.

Task3

Task5 Identification of areas of improvement / reforms

We have identified the property tax and sewerage charge are the key revenue source where the reforms can be explored to improve the coverage and collection efficiency and the same has been detailed out in the Revenue enhancement initiatives

The sub sections 20.7 and 20.9 have provided the details.

Step6 Select / priorities areas of improvement / reforms

Under the revenue enhancement initiatives, we have identified the key reforms to be implemented in the property tax and user charges.


Task4

Step7 Finalizing basic assumptions for resource mobilization forecast

Key assumptions for the income and expenditure side have been presented in the key assumptions section.

The sub section 20.4.1 has provided the details.

Step8 Ascertain investible surplus for ULB / Parastatals / Development authority

Ascertain investible surplus for HDMC has been discussed in the investible surplus section.


Task5

Step9 Ascertain combined investible surplus CFP Version II

Not Applicable Not Applicable

Step10 Component-wise allocation of combined investible surplus

Not Applicable Not Applicable

Task6

Step11 Listing of Project Proposals – linkage to CDP

The priority project as identified in the CIP section has been linked with the FOP. Further, HDMC investment capacity has been tested on various scenarios.

Chapter 19 has detailed out the CIP for HDMC.

Step12 Priorities Project Investments

The priority project investment has been finalized in the CIP section further it has been linked with the financial model for the city.




Task7 Step13 Preparation of draft CFP --- CFP Version III & Financial Plan report (prioritized project investment loaded on combined investible surplus)

The current chapter has detailed out the overall financial plan for the city under various scenarios.

Sector plans and capital investment plan chapter detailed out the CIP for HDMC.

Task8 Step14 Ascertain source and amount of funding, external borrowing, debt servicing mechanism, etc.

Under the improved investment capacity with grant plus debt support, we have tested the capacity of HDMC to go for debt and external borrowing.


Task9 Step15 CFP Appraisal and Public Verification

We shall present the findings to the stakeholder during the final city level workshop and accordingly we shall take the suggestions on the overall financial plan for the city.

This section would be presented in the final CDP.

Task10

Step16 Finalization of CFP report

Post completion of final city level workshop, we shall discuss with HDMC officials and finalize the financial plan for the city

Task10

Step17 Annual revision of CFP (linkage to annual capital investment and improvements achieved)

We will suggest this step in the way forward section in the final CDP.

18.3 Financing Strategies for CIP

The project funding structure comprises grants under the New Urban Renewal Mission14

(accounting

for 70% of the funding as per JNNURM-I structure has been assumed); internal surplus and debt are

considered to meet the balance fund requirement. The level of investment that HDMC can sustain is

determined by studying the overall surpluses/year-to-year opening balance and debt-service

coverage ratio (DSCR).

If DSCR (amount of surplus available to pay interest and to repay principal that is due) falls below

1.25 (i.e., less than 25% cushion), then the investments are reduced gradually till DSCR exceeds 1.25

in all the years in the forecast period. The main items of income and expenditure, classified into the

14

Based on the past trends, it is assumed the funding structure would remain same as it was in the JNNURM 1; the revised funding structure is yet to be announced by the ministry.



revenue account and the capital account, are projected in the FOP under the following categories.

Categories of FOP Projections are as follows.

Revenue Account Receipts:

Taxes, Non-Tax Sources, and

Grants, Contribution, and Subsidies Revenue Account Expenditure:

Establishment

Operation and Maintenance

Debt Servicing - Existing and New Loans

Phasing of Non-debt Liabilities, and

Additional O&M for New Assets Created Capital Income

New Urban Renewal Mission Capital Grants

Regular State or Central Grants

Debt

Capital Expenditure

In determining a long-term financial strategy, HDMC plans to raise resources and fund the CIP

through:

Grants available under the New Urban Renewal Mission framework (as percentage of

investment proposed in urban infrastructure sectors – (50% Central Government Grants and

20 % State Governments Grants)

Available internal resources and improving the same through

Revision of the property taxation at certain levels by HDMC and also improving the

coverage and collection

Revision of sewerage charges at specific defined intervals and also improving the

coverage and collection

Maintenance of the collection performance of taxes and charges at certain minimum

levels for current and for arrears

Borrowings

18.3.1 Financial Projections

Current revenue sources are projected under built-in growth assumptions for income and expenditure

items, to assess the impact of each such revenue enhancement measure being suggested. The

projections also aim at estimating the surplus that will be available for servicing new debt. Part of the

surplus, after meeting the additional O&M expenses on newly created assets and infrastructure, is

translated into debt size and project size (grant component plus debt component) based on certain

assumptions regarding interest rate, repayment method, and loan-grant mix.

A spread sheet FOP model has been customized to depict the financial position of HDMC. The

investment sustaining capacity of HDMC is assessed based on the FOP assumptions. The model was

used to calculate the overall surpluses under various scenarios involving combinations of internal

revenue improvement, state support, financing terms, etc.

The standard assumptions under which the projections are carried out and certain expenditure control

and revenue augmentation measures proposed in line with the mandatory and optional reforms under

the JNNURM framework are presented below.

18.4 Investment Sustenance Capacity



Given the existing financial position of HDMC, the revenue and capital accounts of HDMC are

projected against the growth scenario. The FOP is generated from the sustainable investment point of

view in line with the current growth trends against the identified investment. It has been estimated that

HDMC would require about Rs. 1846 15

crores to improve the infrastructure for meeting the current gap

and medium-term requirement. In order to check the financial capacity of HDMC, following

assumptions have been considered.

18.4.1 Key Assumptions

Table 121: Key assumptions

Head Assumptions

Guiding factor for assessing the sustaining capacity

Surplus Positive surplus - year-on-year basis

DSCR Greater than 1.25

Project Financing – For Admissible Components under New Urban Mission

Project Costing Unit Cost, with 7% price contingency and 8% physical contingency

New/Additional O&M

Water Supply 3%

Sewerage and Sanitation 5%

Urban Roads, Traffic and Transport 4%

Storm Water Drains 1%

Solid Waste Management 10%

BSUP 2%

Urban Environment 1%

Social Infrastructure 1%

For projects to be approved under New Urban Renewal Mission

Grant from GoI 50% of sanctioned cost

Grant from GoK 20% of sanctioned cost

Loan for balance funding Repayment in 15 years @11% interest rate

Regular capital expenditure

Rs. 58 crores per annum (growth rate 3% over current expenditure)

Revenue Expenditure

Growth in Expenditure

Minimum growth rate: 8%

Maximum growth rate: 10%

Pay Commission Revision

7th Pay Commission revision from 2016 and 2022 (Currently, in HDMC, the salaries are being paid from State treasuries i.e.)

Assumption for assessment of HDMC’s sustainability

Income Items

Growth in revenue income Minimum growth rate: 8%

Maximum growth rate: 12%

Income items - Property tax

Annual growth in Assessment 1.75% per annum

Revision of Tax 10% every year starting from 2015-16

Collection Performance 80% (Maximum collection performance over the last 5 years)

15

Overall the investment required for the year 2021 is Rs 3589 crores. However, HDMC would be responsible to take-up the projects worth Rs 1846 crores and the remaining investment to be taken-up by the Parastatals/state government departments. Therefore, the financial operating plan has been prepared for HDMC with an estimated investment for Rs 1846 crores.



Head Assumptions

Income Items - Sewerage

Sewerage Connections 70% of water supply connections

Sewerage Charge Rs. 150 per month per connection (if NA, then 50% of water charges). The first revision will take place in 2019-20.

18.5 Investible Surplus

Based on the various assumptions, the investible surplus has been estimated16

for the city in base

and improved case scenarios. As per the base case scenario, on an average, HDMC will have

investible surplus of Rs. 12 crores over the next 10 years. However, over the last three years of the

projected period, the investible surplus became negative on account of huge revenue expenditure. At

the same time, in the improved case scenario, on an average, HDMC will have investible surplus of

Rs. 52 crores. Following figure presents the investible surplus in base and improved case scenarios.

Figure 65: Investible surplus – Base and improved case

18.6 Business as Usual Scenario

Business as usual scenario: In this scenario, it is assumed that HDMC shall do business as usual

and endeavour to implement the capital projects. This scenario will indicate the overall capacity of

HDMC to take up projects on business as usual basis.

Investment capacity: Rs. 122 crores

The key considerations in this scenario are as follows:

16

Investible surplus = (Revenue (own sources of income) income + Capital (own sources of income income) - Revenue expenditure. And, excluding the revenue and capital grants received for specific purpose

57.3

40.6

27.7 22.7

16.1 11.0

4.6 1.5

-6.6

-15.9

-26.6

64.9

53.9 53.5 52.5 51.1 54.4 53.5 51.3 48.5

45.3 47.4

-40.0

-30.0

-20.0

-10.0

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

Rs i

n C

rs

Investible Surplus - Base Case Investible Surplus - Base Case



Property Tax

On immediate basis, reforms are to

be implemented in property tax to

improve the coverage and

collection efficiency

State government should revise the

property tax rate

the property tax rate should be

increased about 10% every three

years

Identified the poor performing zone

in term of recovery of arrears

Restructure the property tax

department

HDMC will not take up any reform measures to improve the revenues.

The income and expenditure growth would follow the past trends.

The regular capital expenditure would grow at 3% on year-on-year basis.

HDMC should maintain the minimum closing balance of Rs 10 Crores on regular basis

Table 122: FoP- Business as usual scenario

18.7 Improved Case Scenario – Reforms Implementation

In this scenario, it is assumed that HDMC shall take up revenue improvement measures such as

property tax and sewerage charge coverage and collection efficiency improvement. Further, it is

assumed that HDMC shall receive capital grants from

the state and central governments (from New Urban

Renewal Mission). HDMC shall endeavour to implement

the capital projects. This scenario will indicate the overall

capacity of HDMC to take up projects on improved case

scenario with grant support.

Investment Capacity: Rs. 878 crores

The key considerations in this scenario are as follows:

HDMC is going to undertake reforms leading to

improved financial sustenance capacity.

The reforms are especially in the areas of

property tax and sewerage and swm charges.

HDMC shall receive grant from the state and

central governments for the approved projects

(New Urban Renewal Mission).


HDMC should maintain the minimum closing balance of Rs 10 Crores on regular basis.

Financial Year ------> 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25

Figures in Rs. Lakhs

Summary

Opening Balance 1,981 2,278 2,402 4,879 4,879 8,118 12,100 13,511 13,568 12,524 11,213 9,406 8,234 6,611 5,911 4,583

1 Revenue Income 14,399 14,140 15,892 17,872 19,295 21,283 23,165 23,995 25,628 27,387 29,282 31,307 33,503 35,877 38,437 41,198

2 Revenue Expenditure 11,909 12,802 12,335 12,625 13,835 15,163 18,713 20,568 22,587 24,786 27,188 29,815 32,583 35,737 39,198 42,995

a Surplus/Deficit- Revenue Account 2,490 1,338 3,557 5,247 5,460 6,121 4,452 3,427 3,041 2,601 2,094 1,492 919 140 (760) (1,797)

b Operating Ratio 0.83 0.91 0.78 0.71 0.72 0.71 0.81 0.86 0.88 0.91 0.93 0.95 0.97 1.00 1.02 1.04

c Debt Servicing Ratio 1.2% 0.9% 0.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

d Investible Surplus 2490 1338 3557 5247 5460 6121 4452 3427 3041 2601 2094 1492 919 140 (760) (1797)

3 Capital Income 5,344 2,636 2,033 2,745 2,964 3,202 3,458 3,734 4,033 4,356 4,704 5,080 5,487 5,926 6,400 6,912

4 Capital Expenditure 7,912 3,771 3,641 5,034 5,185 5,340 6,498 7,104 8,117 8,267 8,606 7,744 8,030 6,765 6,968 7,177

d Surplus/Deficit- Capital Account (2,568) (1,135) (1,608) (2,289) (2,220) (2,139) (3,041) (3,370) (4,084) (3,912) (3,901) (2,664) (2,543) (839) (568) (265)

e Overall Surplus/Deficit- Municipal Account 297 124 2,477 2,958 3,240 3,982 1,411 57 (1,044) (1,311) (1,808) (1,171) (1,624) (699) (1,328) (2,062)

f Closing Balance 2,278 2,402 4,879 7,837 8,118 12,100 13,511 13,568 12,524 11,213 9,406 8,234 6,611 5,911 4,583 2,521

Actuals Projection



Table 123: FoP- Improved case scenario – Reforms implementation

18.8 Improved Case Scenario – Debt

In this scenario, it is assumed that HDMC shall take up revenue improvement measures such as

property tax and sewerage and SWM coverage and collection efficiency improvement. Further, it

is assumed that HDMC shall receive capital grants from the state and central governments (New

Urban Renewal Mission). Further, HDMC shall opt for loan to take up the capital works. This

scenario will indicate the overall capacity of HDMC to take up projects on improved case

scenario with grant and debt support.

Investment Capacity – Rs. 1051 crores

HDMC is going to undertake reforms leading to improved financial sustenance capacity.

The reforms are especially in the areas of property tax, sewerage and SWM charges.

HDMC shall receive grant from the state and central governments for the approved

projects (New Urban Renewal Mission).

HDMC shall take loan from external sources to implement the investment plan.


HDMC has to take Rs. 200 crores as loan from external borrowings.

HDMC should maintain the minimum closing balance of Rs 15 Crores on regular basis.

Financial Year ------> 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25


Summary

Opening Balance 1,981 2,278 2,402 4,879 4,879 8,393 12,745 13,374 12,725 9,325 6,067 2,764 1,677 1,038 4,781 8,452

1 Revenue Income 14,399 14,140 15,892 18,201 19,570 21,654 24,105 25,865 27,749 29,789 32,499 35,022 37,675 40,553 43,688 47,692


a Surplus/Deficit- Revenue Account 2,490 1,338 3,557 5,576 5,734 6,492 5,392 4,994 4,625 4,309 4,511 4,352 4,872 4,582 4,240 4,428



d Investible Surplus 2490 1338 3557 5576 5734 6492 5392 4994 4625 4309 4511 4352 4872 4582 4240 4428

3 Capital Income 5,344 2,636 2,033 2,745 2,964 3,202 7,921 10,381 14,238 14,691 15,763 10,784 11,583 5,926 6,400 6,912



e Overall Surplus/Deficit- Municipal Account 297 124 2,477 3,287 3,514 4,353 629 (650) (3,399) (3,258) (3,303) (1,087) (639) 3,742 3,672 4,163


Actuals Projection



Table 124: FoP- Improved case scenario – Debt

18.8.1 Key Summary

Further, the results of the above scenarios have been presented in the figure below. The overall

investment estimated is Rs. 1842 crores (on constant prices). However, as per the current prices, the

estimated investment would be Rs. 2438 crores (which includes the cost escalation and physical

contingencies). It is observed that without any grant support, HDMC can implement projects worth Rs.

122 crores only. Based on the availability of grants, HDMC can take up priority projects in the area of

sewerage and sanitation, solid waste management, and traffic and transportation.

Business as usual scenario: Rs. 122 crores

Improved investment capacity with grant support: Rs. 880 crores

Improved investment capacity with grant plus Debt support: Rs 1051 Crores

Figure 66: Financial capacity – Key scenarios

Financial Year ------> 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25


Summary

Opening Balance 1,981 2,278 2,402 4,879 4,879 8,393 12,745 14,470 15,021 13,472 11,388 8,911 7,231 5,915 6,826 7,661

1 Revenue Income 14,399 14,140 15,892 18,201 19,570 21,654 24,105 25,865 27,749 29,789 32,499 35,022 37,675 40,553 43,688 47,692


a Surplus/Deficit- Revenue Account 2,490 1,338 3,557 5,576 5,734 6,492 5,392 4,699 3,970 3,102 2,788 2,091 2,411 1,749 1,404 1,588



d Investible Surplus 2490 1338 3557 5576 5734 6492 5392 4699 3970 3102 2788 2091 2411 1749 1404 1588

3 Capital Income 5,344 2,636 2,033 2,745 2,964 3,202 10,414 13,890 19,939 20,232 21,691 14,367 15,414 5,926 6,400 6,912



e Overall Surplus/Deficit- Municipal Account 297 124 2,477 3,287 3,514 4,353 1,725 551 (1,549) (2,084) (2,477) (1,679) (1,316) 910 835 1,323


Opening Balance 1,981 2,278 2,402 4,879 4,879 8,393 12,745 14,470 15,021 13,472 11,388 8,911 7,231 5,915 6,826 7,661

Actuals Projection

1842

2438

122

880 1051

0

500

1000

1500

2000

2500

3000

Total Investment -Constant

Total Investment -Current

Business as usual- Without grant

and Debt

Improved CaseScenario: With

grant

Improved CaseScenario : withGrant +Debt



18.9 Revenue Enhancement Initiatives

Property tax, sewerage charges, and development charges are the key own sources of revenues of

HDMC. These revenues are performing within the range and account for 26% of the total revenue

income. However, there is scope for further improvement of these revenues in order to enhance the

overall sustainability of HDMC. Following sections describe the revenue enchantment measures for

key revenue sources such as property tax and water charges.

1. Property tax: The revenue enhancement measures for property tax are categorised into the

following four categories:

a) Policy-level interventions:

The property tax rate is revised by the state government every five years. Hence, it is

suggested to change the rate in every three years. Also, the system should be developed

in such a way that the changes should be reflected in the demand bills without any human

intervention.

It is also suggested that the property tax rate should be increased about 10-15% every

three years.

it is suggested that the state government should amend the municipal laws if required to

enhance the percentage of water and other tax rates. For instance, as per the existing

municipal laws, HDMC can only levy 5% as water charges. However, this can be

enhanced to 10% by considering the huge capital works to be taken up by HDMC in near

future.

The state government should take appropriate steps for the revision and accordingly

implement the same to enhance the revenues.

b) Recovery of arrears

Identified the poor performing zone in term of recovery of arrears

Prepared the list of defaulters with outstanding arrears <=Rs 10,000

Prepared the action plan to issue of warrant notices

Carried out daily the monitoring of each tasks

The recovery staff provide the sample warrant notices to defaulters

c) Revision of tax calendar

Preparation of tax demand bills latest by 30th April 2015

During 1st to 31st May 2015, all the tax demand bills must be served by using Indian

postal service or courier services etc.

30 days grace period should be given for demand bills served from 1st to 30th June 2015.

Necessary changes should be made in tax software and pre-printed stationery to show the

per day penal interest.

The collection counters should be opened at as many places across the city.

As soon as grace period ends, the ward-wise list of tax defaulter along with the demand

notice should be made available.

With rationalization of the tax calendar, various tax processes and reduction in the work

load of tax personnel; it will be possible to do work division of personnel.

In the light of above, daily targets should be provided to each team working in the tax

administration.

Monitoring of the targets vs. actual should be carried out.

d) Restructuring of Property Tax Department

The proposed structure is based on a functional-cum-geographical approach.



Expenditure

HDMC should ensure that the

contractor carries out the O&M of

the assets (STP, and SWM plant)

for a period of 5-8 years after the

completion of test run.

HDMC should curtail the regular

capital expenditure over the next 5-

10 years. HDMC should take up

only priority works in wards

Explore the outsourcing option

wherever possible

The proposed structure clearly identifies four main functions: assessment, billing and

collection, appellate, and vigilance.

The four functions are to be managed independently by different senior officers.

2. Sewerage Charges: The revenue enhancement measures for Sewerage charges are broadly

categorised into the following four categories:

HDMC should undertake the following initiatives for sewerage charges:

o Introduction of sewerage charges from the year 2015-16

o It is proposed Rs 150 as monthly flat tariff for sewerage charges

o Increase the sewerage charges in every three years

o Improve billing and collection efficiency

O&M recovery

o The first step in implementing user charge reform is to understand the real costs of

operation and maintenance for each service.

o HDMC should ring-fence all the related costs pertaining to a specific service with

clear demarcation in capital and revenue accounts.

o This permits the identification of the real costs for O&M so that the unit costs, which

need to be recovered from the users, can be assessed for the respective service.

3. SWM- Conservancy cess: In order to meet the O&M expenditure in SWM sector, it is proposed

introduce the SWM cess as part of holding tax (necessary amendments to be made in the act if

required):

HDMC should undertake the following initiatives for SWM cess:

o Introduction of SWM cess from the year 2015-16

o It is proposed that 10% of property tax to be levied as SWM cess

o Increase the percentage of SWM cess in every three years

18.10 Expenditure Management Initiatives

Over the review period, the revenue and capital expenditure of HDMC has increased. In order to

reduce the revenue and capital expenditure at HDMC, following key initiatives are to be taken up.

Reduction in establishment expenditure

Outsourcing of certain functions: HDMC should explore outsourcing of some functions in

order to reduce the establishment expenditure.

For instance, HDMC can outsource the collection,

transportation, and treatment of SWM. In addition,

maintenance of public toilets, parks, and other play

grounds on outsourcing basis.

Moreover, HDMC can outsource the clerical posts

such as data entry operator and clerks to reduce

the establishment cost.

Reduction in capital expenditure

HDMC is implementing the capital works on a

regular basis.

Overall, this would be a burden for HDMC. In near

future, if HDMC wants to take up the projects on

Central funding, then it would be difficult to fund the

projects.



Therefore, HDMC has to curtail the regular capital expenditure (say 10%); at the same time,

HDMC should take up priority projects only.

Also, HDMC should focus on projects to be implemented through central/state funding.

18.11 Asset Management Initiatives

The establishment of linkage between the asset creation and asset management should be through a

series of reforms for project sustainability. HDMC should ensure adequate funds to meet the

deficiencies in urban infrastructural services.

In order to maintain the assets over the project cycle, HDMC should allocate 5-10% of funds for

operation and maintenance of the project components. For sewerage related projects, the O&M cost

would be 3% of the project cost, and this would be on a recurring basis.

Deprecation account/fund

HDMC should ideally practice to maintain the depreciation account in order to replace the existing

asset with a new asset post its life cycle.

Key steps to be taken by HDMC for better management of assets

HDMC should focus on department wise budget and O&M cost for newly created assets,

Explore the best practice to reduce the O&M cost on sewerage and solid waste management

Study the existing status of the assets of key sectors, prepare a tangible action plan for the

maintenance of assets, provide the replacement list for the assets

Conduct workshops/trainings for the staff on management of O&M, best practices across the

states

Organize study tours for the staff and elected representatives for effective implementation of

reforms for full O&M recovery

Latest techniques and technology for management (inventory, maintenance cycle,

replacement time, etc.) of municipal assets.

Conduct trainings in the area of sewerage, asset management, new techniques in operation

and maintenance of STPs, and maintaining the power factors during the peak time

18.12 Financial Management Initiatives

In order to implement the identified projects over the project cycle, HDMC has to take-up the financial

management initiatives for smooth implementation of the projects. The key initiatives are as follows.

First and foremost, the accounts department of HDMC should maintain the separate account for

the projects. The financial transactions such as deposit the grants and release the payments

should be carried out thorough the project account.

Transfer the part of the revenue surplus (own source of revenues) to the project account to

implement the project

Internal audit of the project accounts has to be carried out on quarterly basis

External audit has to be carried on annual basis

18.13 Projects on PPP basis

HDMC may explore the PPP route in the following projects. The details of each component have been

provided in the table below.



Table 125: Projects on PPP basis

Sector Development Possible PPP

interventions Key Aspects

Sewerage

Construction.

operation, and

maintenance of

STPs

Construction and

O&M of STPs and

selling of treated

sewerage water to

potential users

HDMC shall handover the land for

construction of STPs.

O&M of STPs has to be carried

out by private operator as per the

contract period.

The operator would be

responsible for the O&M of STPs

and further selling of the treated

sewerage water to potential users.

The revenue sharing between

HDMC and the private operator

can be explored.

Solid Waste

Management

Improve the waste

collection and

transportation

recovery &

scientific landfill

BOT basis

HDMC shall procure the vehicles

and handover the same to the

private operator.

The operator would be

responsible for collection and

transportation of the waste.

HDMC may allocate the land to

develop the SWM treatment plant.

The assets would be created and

maintained by the operator.

Further, the private operator may

sell the manure and pallets and

further generate revenues.

The revenue sharing between

HDMC and the private operator

can be explored.

Parking

Multilevel car

parking complex

on PPP basis

Land to be

provided on lease

basis

The feasibility to be improved by introducing a mixed use – shops & offices

18.14 Land Resource Leveraging

HDMC should focus on preparing the inventory of available land in the city in order to explore the land

based financing offers to implement the infrastructure projects. Following steps are to be taken up

HDMC.

HDMC should initiate the inventory of the land parcels available in the city. Further, HDMC

should create the database of the same.

HDMC should crosscheck the proposed land use as per the zonal development plan. If

required, HDMC needs to initiate for the land use conversation.

May explore these land parcels for development affordable housing projects, parking projects,

real estate projects and convention centres on PPP basis



18.15 Key Conclusion

Overall, on short-term basis, HDMC requires around Rs. 1846 crores to improve the municipal

services in the city. However, as per the business as usual scenario, HDMC has the financial capacity

about Rs. 122 crores to take up the infrastructure projects.

Given the importance of Hubli Dharwad city in the north Karnataka region, it is very important to

improve the basic infrastructure facilities to attract the investment and industries in the city and further

to boost the economic development in the region.

Therefore, HDMC should aim to implement the improved case investment capacity (Rs. 880

crores) with grant support for state and central governments. Following key steps to be taken

by HDMC to achieve the improved case scenario investment:

Property Tax: On immediate basis, reforms are to be implemented in property tax to improve

the coverage and collection efficiency; the reforms could be policy levels change to streamline

the department.

Sewerage: sewerage tariff structure is to be revised immediately.

SWM Charges: HDMC should levy the user charges on SWM services – HDMC may explore

this initiative as part of property tax.

Establishment Expenditure: HDMC should explore the outsourcing of certain function to

reduce establishment expenditure.

O&M new assets: HDMC should ensure that the contractor carries out the O&M of the assets

(STP, and SWM plant) for a period of 5-8 years after the completion of test run.

Regular Capital works: HDMC should curtail the regular capital expenditure over the next 5-

10 years. HDMC should take up only priority works in wards.

PPP route: HDMC should explore the PPP route to implement either the projects or project

components.

Capacity Building: It is very important that HDMC should keep on imparting training to the

staff on various aspects starting from technical to managerial skills.

Study Tours: HDMC should organise study tours to know the best practices in the sectors

and also to understand the challenges faced by others cities in the implementation of projects

and reforms.



19. Review and Monitoring framework The monitoring and evaluation (M&E) framework has been designed to help cities integrate M&E into

their city development plan (CDP) from the initial phases. M&E is important to enable cities determine

whether their CDP is achieving its vision and goals and realising its intended outcomes or not. It is a

tool that shall enable cities to monitor the progress on the plan at regular intervals.

The information generated by M&E can be used to provide information and support for the

implementation of CDP. It shall help in strengthening the downstream project implementation,

undertaking programme and investment activities, and devising strategies for future planning

initiatives. A basic principle of the CDP approach is that the way in which the CDP is developed and

the development issues that it addresses are determined by each city and community to meet their

own needs. There is no ‗one size fits all‘ approach to designing and implementation of CDP.

The framework mentioned below clearly lays down the broad principles that need to be fine-tuned

based on the city specific needs and inputs from various officials at the city level to develop for each

city.

Process Design

Deciding on the phases and

framework for the CDP

preparation, including

discussions with key

stakeholders

Institutionalisation

Putting the CDP into the

day-to-day management of

the city and into its cycles

for planning and budgeting

Action Plans and

Implementation

Translating the vision,

goals and priorities into

achievable programs and

projects

Initial or Updated

Assessment

Identifying key issues, trends

and opportunities plus gaps

in information to be filled.

Action Plans and

Implementation

Gathering all stakeholders‘

views on what needs to be

done

Vision, Goals and

Objectives

Developing a clear, shared

vision plus agreed goals and

priorities for action.

Monitoring & Evaluation

Framework

Analysing and

discussing the process

and results achieved at

all stages



19.1 Framework for Review and monitoring

In the context of the ever changing landscape of the developments in the city, the impacts on the

growth of the city will have wide ramifications if it is not factored into the City Development Planning

process in a dynamic manner. The CDP should have a fixed time frame for its implementation, and

shall be followed by a review to study and analyse the impact of the implementation of the plan, in

order to make mid-term course corrections, wherever necessary. A monitoring mechanism should

also be established for measuring the identifiable indicators provided in the CDP for each sector and

there after implementation of CDP can be measured.

The table below gives a framework for updating and reviewing CDPs; this needs to be followed as per

the revised tool kit.

Table 126: Framework for Monitoring and Evaluation of various components in the CDP

Sr. No. Framework for Updating and Reviewing City Development Plan (CDP) to make it a living document

Activity Yea

r

1

Yea

r

2

Yea

r

3

Yea

r

4

Yea

r

5

Yea

r

6

Yea

r

7

1 Reviewing CDP Document √ √

2 Community and Stakeholder Consultation

√ √ √ √ √ √ √

3 Data Update and Mapping the City

√ √

4 Capacity Building √ √ √ √ √

5 Planning Building Regulations Reforms

√ √

6 Property Tax Reforms √ √ √ √ √ √

7 Institutional Reforms √ √ √ √ √

8 Financial Reforms √ √ √ √ √

9 Sectoral/Ward Development Plans

√ √

10 Review of Project Priorities √ √ √

11 Financial Operating Plan √ √

12 Capital Investment Plan √ √

Source: Revised City Development Plan toolkit

19.1.1 Timeline and Periodicity of review

To make CDP as a living document, it is essential to understand that the city landscape, growth

source as well as direction keep changing with time. Hence, the CDP should have a fixed time frame

for its implementation, and shall be followed by a review to study and analyse the impacts of the

implementation in order to make mid-course corrections, wherever necessary. The monitoring

mechanism should be on the activities based on the identified indicators in each sectors in the CDP.

Some of the identified activities that could be monitored are given below.



19.2 Reviewing of the CDP Document

The foremost thing that comes up is the reviewing of the CDP document. As the city‘s conditions may

change after few years, the CDP needs to be reviewed and evaluated after a particular time before a

new development plan is proposed. It is necessary to identify the sectors that are growing and sectors

that are lagging, to achieve the vision framed for the city. The CDP is prepared for a long term vision

for 30 years and the investment plan is prepared for a time frame for 7 years. Thus it mandatory that

review of the City Development Plan is taken up after every five years.

19.2.1 Engaging with Community and Stakeholders’ Consultation

CDP focuses on the holistic development and betterment of the city as looked upon by various

communities and stakeholders. Therefore, it is very important to keep consulting with them about the

process of the work to be undertaken to achieve the framed vision for the city. This could be done by

conducting a meeting every alternate year, i.e., once in every two years. The feedback should be

incorporated and the shared with citizens through a common platform like website etc.

19.2.2 Data Update and Mapping of the City

In case of any major changes in the city limits/boundaries, a complete data updation exercise should

be carried out for effective implementation. Therefore, data updates and mapping of the city become

very essential. This should always be done before the preparation of the CDP.

19.2.3 Capacity Building

Capacity building initiatives should focus on understanding the areas where in capacity needs to be

built in terms of project implementation, reform implementation etc. The regular assessment of the

needs can ensure better capacity building measures to be adopted by city.

19.3 Review and Monitoring of Reforms and Project

Implementation

The CDP Technical and Policy Committee should be involved in the monitoring and evaluation of

the CDP across various components.

19.3.1 Assessment of Reforms and Project Implementation

Regular assessment of reform and project implementation is necessary for the city to achieve its vision.

Reforms should be framed for all the institution responsible for the development process of any city. These reforms are very important for all the institution to work in a synchronized manner for the development of the city. Hence, they must be monitored every year.

19.3.2 Financial Reforms

Finance being a most important part for any ULB of the city. The funds are to be utilized according to the kind of development approach adopted to achieve the city vision. Therefore, financial reforms must be monitored and evaluated on yearly basis.



19.3.3 Property Tax Reforms

All the properties abiding under the ULB should be carefully mapped and marked, as it is an important source of revenue for a city. Hence it should be prepared before the implementation of the CDP and monitored at frequent intervals.

19.3.4 Sector /Ward Development Plans

Vision of the city could only be implemented at a macro level only if there is prominent change at the

micro level like at the ward level or the sectoral block level planning. To make a CDP document

comprehensive in approach, the M&E of these micro level plans should be evaluated at the very

beginning and impact should be reviewed in the very first year.

19.3.5 Review of the Project Priorities

The project prioritized in the CDP to achieve the vision may have to undergo changes in their priority

order once the implementation of the CDP starts. The reason may be due to any practical issues that

arise during project implementation or any other complication. Hence, it is very important to monitor

and evaluate the projects that are underway and projects that need to be taken up for the

development of the city. The updating process should be regular, but M&E should be done every

alternate year.

19.4 Monitoring of Financial Operating Plan and Capital

Investment Plan

A capital investment plan (CIP) provides a detailed understanding of anticipated investments into

tangible capital assets. The assets include basic facilities, services, and installations needed for the

functioning of the community, such as bridges, roads, water, and wastewater systems. This helps the

ULBs to formalize their priority setting and decision making process. Therefore, the M&E of CIP

should be done on regular basis every year.

A financial operating plan (FOP) outlines the revenues and expenses over a period of time. An FOP

uses past performances, incomes, and expenses to forecast what to expect in the following years. It

then incorporates the past and recent trends into the planning so as to most accurately forecast what

is to come. Therefore, for city development plan in a proper way, it is necessary to monitor and

evaluate the FOP regularly every year.



20. Bibliography

Census of India. (n.d.). 2001 Census data - A Census of India Website. Retrieved May 2014, from Census of India Web site.

Directorate of Economics and Statistics, planning Department, Government of Karnataka Pradesh. (2012-13). Economic Survey of Karnataka.

Hubli Dharwad Municipal Corporation (2009). City Development Strategy

Hubli Dharwad Urban Development Authority (2005), Comprehensive Development Plan for HDMC

Directorate Of Urban Land Transport (2010) Comprehensive traffic and transportation plan for Hubli Dharwad

National Skill Development Corporation (December 2013), District wise skill gap study for the

state of Karnataka (2012-17, 2017-22)

Ministry of Health and Family Welfare , Government of India (December 2011), Annual Report

to the people on health

Directorate of Municipal Administration Government of Karnataka (2012), City Sanitation Plan

for Hubli Dharwad

IIED Urban Climate Resilience: A review of the methodologies adopted under the ACCCRN

initiative in Indian cities,

Ministry of Urban Development (2014), Urban and Regional Development Plans Formulation

& Implementation Guidelines, 2014

Karnataka Slum Development Board (2013), Rajiv Awas Yojana (RAY) for Hubli Dharwad

Directorate Of Urban Land Transport (2013), Detailed Feasibility Report for BRTS corridor for

Hubli Dharwad

Karnataka Urban Infrastructure Development Finance Corporation (2009), North

Karnataka Urban Sector Investment Program (Tranche 2)—Hubli-Dharwad, DPR on

UGD system for Hubli Dharwad

Karnataka Urban Infrastructure Development Finance Corporation, World Bank

assisted Karnataka Urban Water Sector Improvement Project (KUWASIP) –

Experience on PPP for achieving 24X7 water Supply and control of UfW



21. Annexures

21.1 Technical and Policy committees



21.2 Ward wise distribution of population in HDMC limit

Ward Number Persons % of the total population Sex Ratio

1 16490 1.75 966

2 11821 1.25 1031

3 16637 1.76 903

4 14406 1.53 990

5 12436 1.32 979

6 11294 1.20 967

7 14796 1.57 985

8 13117 1.39 965

9 10814 1.15 996

10 12367 1.31 1027

11 10986 1.16 1001

12 9805 1.04 974

13 10397 1.10 1003

14 13589 1.44 1001

15 11029 1.17 1034

16 11351 1.20 1004

17 16947 1.80 983

18 16341 1.73 970

19 11166 1.18 963

20 17267 1.83 987

21 12070 1.28 969

22 22920 2.43 977

23 14798 1.57 965

24 15629 1.66 995

25 22223 2.35 973

26 11627 1.23 977

27 11848 1.26 993

28 12979 1.38 980

29 16996 1.80 978

30 19043 2.02 1003

31 14836 1.57 993

32 12014 1.27 999

33 14964 1.59 1010

34 9789 1.04 974

35 21632 2.29 985

36 18997 2.01 982

37 19533 2.07 900

38 14976 1.59 975

39 18854 2.00 959

40 31799 3.37 974

41 12750 1.35 1001

42 11509 1.22 974

43 9295 0.98 1004



Ward Number Persons % of the total population Sex Ratio

44 13673 1.45 981

45 10143 1.07 1025

46 8215 0.87 986

47 11941 1.27 1039

48 18235 1.93 986

49 6054 0.64 1005

50 19575 2.07 1013

51 10349 1.10 1043

52 9991 1.06 994

53 11134 1.18 997

54 11273 1.19 977

55 10938 1.16 946

56 10326 1.09 981

57 13866 1.47 1013

58 10770 1.14 990

59 14951 1.58 983

60 10967 1.16 951

61 11672 1.24 976

62 11068 1.17 992

63 15328 1.62 950

64 15577 1.65 957

65 23440 2.48 982

66 14330 1.52 961

67 15904 1.69 1019

Grand Total 943857 100.00 983

21.3 Ward wise Data

Table 127: Ward wise distribution of slums in Hubli-Dharwad

Sr.

No.

Ward

No

Slum Name Area

sq. Km

Slum

Status

Population

House

hold

1 1 Anjaneya Nagar 0.016 Nd 872 174

2 Bhavikatti plot 0.029 Nd 1206 232

3 Neharu nagar 0.069 Nd 3317 638

4 Shakti nagar Saptapur 0.016 Nd 0

5 Shivashakti nagar 0.018 Nd 1231 228

6 Behind Tapovan Slum area 0.013 Nd 313 54

7 Basav Nagar R.S.No. 116/1,116/2

Haliyal road

Non-Nd 1044 197

8 Patil Layout, R.S. No. 101, Haliyal

road

Non-Nd 275 53



Sr.

No.

Ward

No

Slum Name Area

sq. Km

Slum

Status

Population

House

hold

9 Shakti colony, R.S. No.25, Haliyal

road

Non-Nd 599 111

10 3 Adarsh badavane (arjant nagar)

Malligwad Road left side

Non-Nd 711 127

11 Basaveshwar nagar, Malligwad road

left side(Near Police headquarters)

Non-Nd 405 75

12 6 Haveri peth 0.022 Nd 6936 1196

13 Jirali plot, near Mahant nagar Non-Nd 371 70

14 7 Gollar colony 0.001 Nd 2491 470

15 8 Balajimath 0.028 Nd 1728 339

16 Dharwad Form, Hebballi road Non-Nd 832 160

17 9 Kolikeri area, Hosayallapur,

Navalur agasi

Non-Nd 1826 332

18 10

Hosayallapur 0.005 Nd 684 120

19 Madar oni, Hosayallapur Non-Nd 1182 219

20 11 Gavali galli 0.012 Nd 453 84

21 Kurubar Oni 0.012 Nd 1873 466

22 Mochi society 0.004 Nd 1109 188

23 13 Krupali nagar 0.001 Nd 1776 323

24 Saidapur 0.040 Nd 3024 560

25 Saidapur (Oppisite Mazid) 0.020 Nd 1372 259

26 14 Barakotri 0.004 Nd 593 108

27 Saptapur (RS No.57) 0.013 Nd 132 245

28 16 Laxmisinganakeri 0.017 Nd 9570 1709

29 Nagarkar colony 0.008 Nd 2160 400

30 Malamaddi (Gouli galli) Nd 4001 702

31 17 Shreeramnagar Nd 2802 519

32 Basava nagar portion-2,

Haliyal road left side

Non-Nd 202 39

33 Ganesh nagar (goulidaddi Haliyal

road left side)

Non-Nd 1609 298

34 Shreeramnagar Non-Nd 632 113

35 18 Attikoll (Playwood Factory) 0.040 Nd 2024 397



Sr.

No.

Ward

No

Slum Name Area

sq. Km

Slum

Status

Population

House

hold

36 Danunagar (Attakolla) 0.051 Nd 1876 335

37 Lakamanahalli 0.061 Nd 4202 824

38

19

Saraswatapur 0.040 Nd 313 55

39 Masalagar Oni 0.002 Nd 832 157

40 20 Chapparband colony 0.012 Nd 2178 411

41 Jannatanagar 0.138 Nd 5952 1063

42 Dr. Ambedkar nagar Non-Nd 962 175

43 21 Vaddar oni 0.004 Nd 134 24

44 Harijankeri navalur Non-Nd 378 70

45 22 Rajiv gandhi nagar 0.150 Nd 3539 694

46 Sudagad siddar samaj 0.008 Nd 869 161

47 Tadasinakoppa 0.012 Nd 1664 292

48 Keri Angal, Sattur gram Non-Nd 447 86

49 24

Nadishwar nagar 0.025 Nd 1456 260

50 Nava nagar (Basavann devar gudi &

near KHB colony)

Non-Nd 0

51 25 Chennakeshav nagar Non-Nd 442 79

52 27 Sidrameshwar nagar 0.009 Nd 827 156

53 Bapuji nagar Non-Nd 917 161

54 Shiddarameshwar nagar Non-Nd 0 0

55 Shiddeshwar nagar Non-Nd 378 70

56 Gavi siddeshwar nagar Non-Nd 182 35

57 Subani nagar Non-Nd 540 100

58 Shikkaligar lamani tanda Non-Nd 212 40

59 28 Chamundeshwari nagar 0.012 Nd 1285 238

60 Girirajnagar 0.004 Nd 793 139

61 Shiradi nagar (150) Indira nagar (40) Non-Nd 1641 304

62 Shivagiri nagar Non Nd 0 0

63 29

Madhavan gar 0.021 Nd 2357 421

64 Madav nagar(Near Santosh nagar) Non-Nd 0 0

65 30 Gandhi nagar 0.013 Nd 702 130



Sr.

No.

Ward

No

Slum Name Area

sq. Km

Slum

Status

Population

House

hold

66 31 Jems land 0.001 Nd 108 20

67 Shabari nagar Non-Nd 518 96

68 32 Barakotri Keshwapur 0.012 Nd 1089 198

69 Nagashettikoppa 0.001 Nd 649 114

70 Nagashetti koppa keri tank side huts Non-Nd 763 144

71 Dayanand colony keshwapur Non-Nd 432 80

72 33 Uday nagar Bengeri 0.001 Nd 1139 211

73 34 Lokkappa hakkal 0.012 Nd 2064 356

74 Vaddar oni Deshapande nagar 0.005 Nd 769 148

75 35 Timmasagar Oni 0.004 Nd 637 125

76 Hosur plot 0.008 Nd 1350 250

77 Mayur Ngar Hosur Jopadi 0.013 Nd 577 107

78 36 Ramlingeshwar nagar Nd 9497 1696

79 37 Gokul Harijankeri colony 0.006 Nd 168 33

80 Nanda gokul 0.025 Nd 858 156

81 Tarihall - Nd 2228 398

82 38

Krishna colony 0.013 Nd 1134 210

83 Nava Anand nagar 0.036 Nd 3837 724

84 Shakti colony 0.021 Nd 0 0

85 40 Jagadeesh nagar (Shikkaligar tanda) Nd 1560 300

86 Maruti nagar heggeri 0.029 Nd 4326 759

87 Shivaputra nagar 0.013 Nd 1353 246

88 Jagadish nagar Non-Nd 467 85

89 Arjun nagar Non-Nd 259 49

90 41 J.P. Nagar 0.000 Nd 769 145

91 42 Assarhonda 0.008 Nd 3369 581

92 43 Kolikeri plot 0.037 Nd 4360 765

93 Narayan Sofa 0.001 Nd 785 151

94 Myadar oni 0.016 Nd 1160 200

95 44 Ambedkar nagar (Chennapeth) Nd 1063 197

96 Toravi hakkal 0.042 Nd 3328 640



Sr.

No.

Ward

No

Slum Name Area

sq. Km

Slum

Status

Population

House

hold

97 45 Girani chawal Nd 3240 600

98 K.C.T. Mill 0.005 Nd 0

99 Yavagal plot 0.008 Nd 693 136

100 47

Station road 0.016 Nd 594 110

101 Ram nagar 0.013 Nd 2170 402

102 48 Kanya nagar 0.008 Nd 967 186

103 Sagar colony Non-Nd 766 142

104 49 Gandi wada 0.013 Nd 1421 245

105 50 Kulkarni hakkal 0.024 Nd 3898 684

106 M. Aralikatti 0.025 Nd 1430 251

107 Moulali Jopadi 0.001 Nd 2192 406

108 Sudugad chawal 0.012 Nd 1262 214

109 Matur road (sudagad chawal) Non-Nd 176 31

110 Myanganiz plot Non-Nd 535 101

111 51 Doddakeri east Portion 0.004 Nd 0

112 Kumbar Oni 0.008 Nd 1331 242

113 Tatuskar Factory 0.005 Nd 418 71

114 Virapur Oni (Mohar Jopadi) 0.008 Nd 4354 764

115 53 Murusavir adde 0.016 Nd 1927 357

116 Bani Oni 0.001 Nd 453 84

117 Gavali galli Nd 1237 221

118 54 Pendar Galli 0.008 Nd 618 119

119 55 Sarve No. 10A Yallapur Oni 0.012 Nd 683 122

120 Yallapur Oni 0.005 Nd 475 88

121 58 Karigannavar hakkal 0.001 Nd 536 101

122 Mehaboob nagar 0.001 Nd 1519 262

123 Valwekar Hakkal 0.009 Nd 0 0

124 Valwekar Hakkal(Bankapur chowk) Non-Nd 1089 198

125 Tayammana nagar Non-Nd 348 60

126 59 Sadarsofa 0.009 Nd 1171 221

127 61 R.S.No.124, Krishnapur 0.017 Nd 232 440



Nd- Notified

Non –Nd – Non notified

21.4 List of monuments identified by ASI in Dharwad District

SN Monument Location

1 Banashankaridevi temple Amargel

2 Sankaralinga temple Amargel

3 Amritesvara temple Annigeri

4 Kalamesvara temple Balambid

5 Nagaresvara temple or Aravattu Kambadagudi Bankapur

6 Inscribed memorial stones in a walled enclosure Betgiri

7 Muktesvara temple Chudadanpur

8 Doddabasappa temple Dambal

9 Somesvara temple Dambal

10 Two forts gates (inner & outer) Dharwad

11 Saraswati temple Gadag

12 Somesvara temple Gadag

13 Galagesvara temple Galaganatha

14 Old ruined temple between the fort & tank with two dies of a finely sculptured doorway partly buried in accumulated earth

Hangal

15 Tarakesvara temple Hangal

16 Veerabhadra temple in Hangal Fort Hangal

17 Somesvara temple Haralahalli

18 Kallesvara temple Haralahalli

19 Siddesvara temple Haveri

20 Two inscribed stones leaning against Shankaralinga temple to the left of the main Entrance.

Hombal

21 Jaina Basti Lakkundi

22 Kasivisvesvara temple Lakkundi

23 Kumbaresvara temple Lakkundi

24 Manikesvara temple at Muskinbhavi Lakkundi

25 Muskin Bhavi Lakkundi

26 Naganatha near Jaina temple Lakkundi

27 Nanesvara temple Lakkundi

28 Sarvesvara temple Naregal

29 Stone inscription inside the Shankaralinga temple Nargund

30 Kadambesvara temple Rattihalli

31 Basavannadevi temple Tambur

32 Chandramoulesvara temple Unkal

Source: ASI 2013



21.5 Annexure –Stakeholder Consultation

Stakeholder Suggestions

Dr Patil ,Former

Mayor

Venue : HDMC, 12 pm 22nd

October 2013

Infrastructure investment alone would not ensure city development and City Should be developed in line with culture of the people.

The city has developed over the years and city is in the path of progress

Lack of financial capacity even after the CAA -1992 Funds are still in form of grants and no regular fund allocation No qualified staff and only one DDTP HDMC hospitals should be adopted by the private medical colleges Develop as a tourist zone Strategies to attract investment in IT/ITES sector.

Mr.Veeranna

Sawadi , Former

Mayor

Venue : Residence of Mr. Veranna Savadi

9.30 am, 22nd

October 2013

Vision Hubli-Dharwad to be developed as Commercial Hub of North

Karnataka Major Issue : No new employment is generated in the area Suggestions

o 100% UGD o 100% network coverage and supply of water o UG cabling of electric lines o Mayors tenure to be for 5 years o Improve the inter departmental coordination o Invest to develop cultural centres o Develop Hwakers zones o Small markets in extension areas o Improve the collection efficiency of all types of taxes o Revived with hospitals under HDMC should be revived with

help of private practioners. Industrial Corridor between Tumkur and Kolhapur

Mr .Altaff Kitu,

Coporator, JDS

Venue :HDMC

Vision : Green Clean City

Special focus on Urban Poor Infrastructure development Solid Waste Management

Focused Group

Discussions

Venue :HDMC

Issues /Concerns

Irregular water supply NO provisions for Solid waste management Lack of awareness among the citizen regarding Rights &

Responsibilities, the SWM No measures for pollution control No bus bays and Bus shelter Frequent theft and robbery



Stakeholder Suggestions

FGD : Slums

Locations : Sidha Rameshwar Nagar and Gandhi Nagr

Migrants from villages Slums are increasing and no land ownership for slum dwellers infrastructure services are poor in slums No sanitation facility Kucha access road and no internal roads Poor housing condition Illiteracy, and School dropouts Poverty and poor food habits

Dr Neelam

Mr. Stanely George

Deshpane

Foundation

Deshpande Foundation , 11.00 am 23rd

October 2013

Issues/Concerns

Illegal construction along the urban periphery Area under green cover is decreasing Disparity among rich and poor is on increase, Weak livelihood

activities in slums Deteriorated CBD and market areas Poor traffic management

Suggestions

Enforcement of DCR and regulate illegal construction Conserve and protect the water bodies and lakes Proper signage, foot paths and traffic management Make city affordable for EWS and LIG

FGD Dept. of Architecture , BVB College Hubli,23rd

October 2013

Concerns issues :

Improper traffic management, bus shelters and bus bays Urban growth led by pvte developers Lack of social interaction spaces, City plaza, and Open spaces are not

connected. No participatory mode of governance and planning Area under green cover is decreasing Non-qualified people preparing the land use plans at HDUDA.

Dr Pushpa

Director, CMDR,

Dharwad

Concerns/Issues

Increasing number of Urban poor Poor Solid waste collection practices Water supply is not frequent



21.6 Workshop – Attendance



21.7 Workshop – Suggestions

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