Draft-City-Development-Plan-Ajmer-Pushkar

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Government of Rajasthan

DRAFT FOR DISCUSSION

“

City Development Plan For Ajmer & Pushkar”

Submitted to

PDCOR Limited

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EXECUTIVE SUMMARY

The City Development Plan under JNNURM

The Jawaharlal Nehru National Urban Renewal Mission is an ambitious programme of the Government of India to bring about improvement in the existing urban service levels and urban infrastructure in a financially sustainable manner. The primary objective is to create economically productive, efficient, equitable and responsive cities. This programme, to be implemented over a period of 7 years with a financial outlay of around Rs 50,000 crores from the Government of India, will be executed in 63 cities and towns across India. In order to access funds through the Mission, the Mission requires State Government and Cities seeking assistance to sign up to a set of reforms covering various areas of urban management and good governance. In addition, cities will need to prepare a City Development Plan (CDP) and develop Detailed Project Reports for projects for which assistance is sought.

The CDP and will set a “vision” for the future development of the city, a set of objectives and goals which the city aims to achieve and identifies thrust areas in various sectors which need to be addressed on a priority basis in order to achieve the objectives and the vision. It thus provides the overall framework within which projects will be identified and put forward in a City Investment Plan. In Rajasthan, the city of Jaipur and the cities of Ajmer-Pushkar (jointly) have been selected as eligible cities which can seek assistance under the JNNRUM. The nodal agency for the JNNURM in Rajasthan is the Rajasthan Urban Infrastructure Finance and Development Corporation Limited (RUIFDCO). The Project Development Corporation of Rajasthan (PDCOR) has been mandated with the task of preparing CDPs for the mission towns.

The Planning Process

The ethos around which a City Development Plan is built is the notion of participatory planning so as to ensure buy-in of the plan from a cross-section of stakeholders. The planning process therefore needs to be a consultative one, with stakeholders representing a wide spectrum of interests taking part in the discussions and dialogue leading to the formulation of a vision and development objectives, identification of priority sectors and projects.

The Planning Process1_{followed for preparing the CDP for Ajmer-Pushkar has remained faithful to} this ethos. Exhaustive consultations were carried out with key stakeholders, both institutional and individual. These stakeholders included key representatives (both elected and administrative) of Ajmer Municipal Council and Pushkar Municipal Board, the Urban Improvement Trust (Ajmer), line departments of the state government such as PHED, PWD, Irrigation, Transport, Railways, Tourism

et al, prominent citizens of Ajmer and Pushkar, representatives from trade and commerce, NGOs,

slum inhabitants, representatives of education institutes.

In addition to one-on-one interactions, a Preliminary Stakeholders workshop was held on 21 February 2006 in both Ajmer and Pushkar. A rapid city assessment was presented in each of these workshops and consensus was sought on the key issues facing each of these cities. A draft “vision” was also finalised in these workshops.

A second Stakeholders Workshop was held on ___ March 2006 in Ajmer. In this workshop, the draft CDP for Ajmer and Pushkar was presented to the stakeholders presented and consensus was sought on the projects identified in the CDP along with the prioritisation of these projects.

The CDP for Ajmer and Pushkar was then finalised on the basis of this feedback.

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Core Issues

The City Development Plan is an assimilation of a number of “Sector Plans”. The sectors covered in the CDP are:

• Land Use and Spatial Growth • Roads and Transport

• Water Supply

• Sewerage and Sanitation • Drainage

• Lake Rejuvenation • Solid Waste Management

• Tourism and Heritage Conservation • Basic Urban Services for the Poor • Institutional Strengthening

Each Sector Plan covers the current status in each sector, emerging issues in the sector, likely future demand, development objectives and strategies for improvement and identified projects to meet these objectives.

Some of the core issues which emerged during interaction with stakeholders include provision of adequate and quality water supply to all the residents of both cities, improvement in solid waste management and augmenting the sewerage systems in both cities (both currently impacting the physical environment in a negative manner), rejuvenation of lakes in both cities, decongestion of the Dargah area and reducing traffic bottlenecks in Ajmer, conservation of heritage monuments and improving the financial and technical capacity of both the municipal bodies2_.

The “Vision” for Development

The Vision for Development for Ajmer as identified through stakeholder discussions is as follows:

“Ajmer aspires to be an international destination for religious tourism and a centre for learning by leveraging the existing regional setting, historical significance, religious and educational institutions and government establishments and by making the city efficient and livable for all.”

The Vision for Development for Pushkar, also identified through stakeholder discussions is as follows:

“Pushkar aspires to be a centre of religious and cultural tourism based on the history and mythology associated with the town, traditional cultural events and by retaining the historical character and conserving the built and natural heritage”

2_{Issues have been generalized in this section. For details on issues in each sector for each of the cities, refer to} the individual Sector Plans for Ajmer and Pushkar.

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i Identified Projects for Ajmer

F.Y 2006-07 F.Y 2007-08 F.Y 2008-09 F.Y 2009-10 F.Y 2010-11 F.Y 2011-12 F.Y 2012-13 Total Desilting of 8.42 Km of Drains 0.52 0.52 1.04

Lining and Restructuring of 18.88 Km of Drains

7.90 7.90 15.80

Construction of New drains in New Colonies

3.91 3.91 3.91 3.91 3.91 19.55

Two STPs (50+ 8) MLD 9.00 9.00 18.00

Laying of Secondary and Tertiary Sewers in Anasagar Zone

7.85 7.85 15.69

Laying of Secondary Sewers in City Zone

2.00 2.00 4.00

Civil and Electro-Mechanical works of SPS in Anasagar Zone

0.10 0.10 0.20

Laying of Secondary Sewers in Dargah Area

2.67 2.67 2.67 8.00

Sewerage Network in Newly Developed Areas

2.29 2.29 2.29 2.29 2.29 11.43

Construction of Public toilets near Dargah Area

0.31 0.31 0.61

Construction of toilets at Vishramsthali’s

0.50 0.50 1.00

Design & Supervision Consultancy Cost 0.71 0.71 0.71 0.71 0.71 3.53

Aforestation and Soil conservation measures

0.72 0.72 0.72 0.72 0.72 3.60

Desiltation of Anasagar lake 1.49 1.49 1.49 1.49 1.49 1.49 8.91

Equipment for Deweeding 0.90 0.90

Construction of community toilets complexes

0.50 0.50 1.00

Public Awareness and Training 0.23 0.23 0.23 0.23 0.23 0.23 1.35

Lab for Water quality monitoring & biological research

0.68 0.68 1.35

Creation of Lake conservation Authority 3.15 3.15 6.30

Drainage

Waste Water

Lake Rejuvenation

Investments Required (Rs in Crores) Name of the Sector Projects

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ii F.Y 2006-07 F.Y 2007-08 F.Y 2008-09 F.Y 2009-10 F.Y 2010-11 F.Y 2011-12 F.Y 2012-13 Total

Equipment for solid waste management 1.14 1.14 2.27

Solid waste composting plant 2.65 2.65 5.30

Laboratory for solid waste treatment plant

0.30 0.30

Awareness 0.00

Decentralising wholesale commercial activities

35.00 35.00 70.00

Large scale housing development 25.00 25.00 25.00 25.00 25.00 25.00 150.00

EWS Housing 4.00 4.00 4.00 4.00 4.00 20.00

Traffic Improvement of Hathi Bhata Area

2.00 2.00

Traffic Improvement of Railway Station Area

0.75 0.75

Improvement of road geometry for Pushkar road.

1.00 1.00

Traffic improvement of Dargah Area 20.00 20.00 20.00 20.00 20.00 100.00 Decongestion of Railway Station Area 5.00 5.00 5.00 15.00 Road widening and improvement of

Taragarh road

2.00 2.00

Widening and strengthening of internal roads

10.00 10.00 10.00 30.00 Shifting of Pvt. Bus terminal from

Daulat bagh to HBU Ext.

2.50 2.50 5.00

Construction of ROB/RUB 20.00 20.00

Solid Waste Management

Name of the Sector Projects Investments Required (Rs in Crores)

Land Use, Spatial Development and Housing

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iii F.Y 2006-07 F.Y 2007-08 F.Y 2008-09 F.Y 2009-10 F.Y 2010-11 F.Y 2011-12 F.Y 2012-13 Total

Pre-paid counters at bus stands and railway station

0.05 0.05

Establishment of tourist information centers

0.50 0.50

Promotion of Ajmer as a tourist destination

2.00 2.00

Development works in and around Dargah Sharif

8.00 8.00

Construction of New Vishram sthali 1.25 1.25 2.50

A Promenade around Anasagar near ACR

10.00 10.00 20.00

Conservation of Heritage monuments 3.33 3.33 3.33 10.00

Development of Arts and Crafts village 1.00 1.00 2.00

Rope way from Dargah to Taragarh 5.00 5.00 10.00

Sound and light show at Tara garh fort 2.00 2.00

116.19 141.41 99.63 113.63 99.44 68.68 65.00 703.99 Total (All Sectors)

Tourism and Conservation

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iv Identified Projects for Pushkar

F.Y 2006-07 F.Y 2007-08 F.Y 2008-09 F.Y 2009-10 F.Y 2010-11 F.Y 2011-12 F.Y 2012-13 Total

Implementation of Double Entry Accrual based Accounting

0.08 0.08

Training and Institutional Strengthening 0.01 0.01 0.01 0.01 0.01 0.07

Implementation of Geographical Information System

0.25 0.25 0.50

E-Governance System for Municipal Services

0.14 0.14 0.27

Communication and Citizen Participation Programme

0.03 0.03 0.03 0.10

Modernising Office Infrastructure 0.10 0.10

Construction of OHSR, CWR for Zone-1 & 3

0.69 0.69 1.37

Rising main and extension of Distribution Network for water supply from Bisalpur

0.64 0.64 0.64 1.93

Electro-Mechanical Works 0.03 0.03 0.03 0.10

Energy Efficiency Study 0.10 0.10 0.20

Establishing Customer Connection Meters

0.18 0.18 0.18 0.18 0.18 0.88

Establishing DMAs (4 DMAs) 2.15 2.15 4.29

Leak Detection Study and Rehabilitation Program for Water Supply System

0.30 0.30 0.60

Extension of Water Supply to New Colony Areas

0.16 0.16 0.16 0.16 0.16 0.80

Bulk Meters (3nos) 0.25 0.25

Construction of CWR for Pushkar Mela (4ML)

0.25 0.25 0.50

Sector Projects Investments Required (Rs in Crores)

Institutional Strengthening

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v F.Y 2006-07 F.Y 2007-08 F.Y 2008-09 F.Y 2009-10 F.Y 2010-11 F.Y 2011-12 F.Y 2012-13 Total STP 0.7 MLD 0.03 0.03 0.05

Laying of Sewer Network in IDSMT Colony and Parashar Colony and Uncovered area

1.47 1.47 2.93

Desilting of Open Sewers 0.40 0.40

Sewerage Network in New Areas 0.10 0.10 0.10 0.10 0.10 0.50

Public toilet for Pushkar fair 0.50 0.50 1.00

Channelization, training and lining of Kharkheri Feeder, Savitri and Kharkheri

0.72 0.72 1.44

Construction of New drains in New Colonies

1.04 1.04 1.04 1.04 1.04 5.19

Aforestation of Nag Pahar, Nand Narwar &Kanas Makrawali

0.18 0.18 0.18 0.18 0.18 0.90

Soil conservation measures 0.23 0.23 0.23 0.23 0.90

Desiltation of Lake 0.18 0.18 0.36

Water treatment plant 1.25 1.25 2.50

Laboratory 0.75 0.75

Public awareness & Training 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.75

Equipment for solid waste management 0.16 0.16

Solid waste composting plant 0.25 0.25 0.50

Laboratory for solid waste treatment plant

0.20 0.20

Pedestrianisation of the heritage precinct 1.10 1.10 2.20

Provision of parking spaces 0.50 0.50

Conservation of the abandoned Ghats 0.67 0.67 0.67 2.00

Waste Water

Drainage

Lake Rejuvenation

Solid Waste Management

Sector Projects Investments Required (Rs in Crores)

Land Use and Conservation

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vi F.Y 2006-07 F.Y 2007-08 F.Y 2008-09 F.Y 2009-10 F.Y 2010-11 F.Y 2011-12 F.Y 2012-13 Total

Establishment of tourist information centers

0.50 0.50

Improvement of the approach roads to various religious and archeological sites

1.25 1.25

Development of Mela Ground 0.25 0.25

Development a new camping site 2.00 2.00

Development of tourist circuits 1.00 1.00

Development of arts and crafts village 1.00 1.00

Construction of Heritage hotels, budget hotels and dharamshalas

0.00

Development of Pushkar helipad 0.50 0.50

13.27 14.40 6.93 4.33 2.47 0.25 0.11 41.76

Total (For all Sectors) Tourism

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SECTION I

BACKGROUND TO THE CITY

DEVELOPMENT PLAN

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BACKGROUND TO THE CITY DEVELOPMENT PLAN Introduction

This City Development Plan has been prepared for the cities of Ajmer and Pushkar, as part of the initiative of the Government of Rajasthan to access funds from the Jawaharlal Nehru National Urban Renewal Mission (JNNURM). In this introductory section (Section I), the background and context to this City Development Plan has been established by providing a perspective on the phenomenon of urbanisation being faced by cities around the world, its implication on city level planning, the proposed role of the JNNURM in assisting the development of city level infrastructure and basic services backed by a strong delivery mechanism, details of the planning process undertaken during the preparation of the CDP and some of the challenges of preparing such a plan.

Section II details the development plan for Ajmer, which includes the Vision for the city,

development objectives, sectoral strategies for achieving these objectives and projects to be implemented for executing the strategies. In addition, a Capital Investment Plan has also been prepared for the 7 year time period of CDP.

Section III details the development plan for Pushkar and follows a similar structure as

Section II.

Urbanisation as a Phenomenon

It is widely acknowledged that the 21st_{Century will emerge as the era of urbanisation, with} rapid global economic integration driving forward growth, prosperity and social well-being in cities across the world. Cities will emerge as important nodes in a network of flowing investments, information, goods and people, as well as centres of culture, innovation and knowledge management.

The emergence of the “urban space” as a vanguard of evolution and progress in socio-economic development has largely been an organic process. The “urban space” is typified through a complex and multi-dimensional interactions between various characteristics, including:

• Social and demographic character – size, composition and socio-economic make-up of the urban residents.

• Historical character – the temporal changes experienced by the city.

• Geographical character – largely driven by location, topography and climatic environment.

• Economic character – economic activities that enables sustenance and growth. • Cultural character – the artistic, intellectual and literary milieu.

• Physical character – the physical spaces, infrastructure and built environment. • Institutional character – the urban governance mechanism.

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A recent analytical framework3_{(outlined in Table 1) captures the above characteristics and} defines six types of “Capitals” which need to be managed and developed to ensure that urban growth is sustainable, equitable and productive. The efficacy of this framework lies in the fact that it captures all the characteristics of an “urban space” as outlined above and also provides the platform for a more inclusive and integrated mode of urban planning. Figure 1 depicts this relationship and also highlights the inter-linkages with the “sectoral plans” considered in this

City Development Plan.

Capital Focus

Intellectual and Social Capital

People and Knowledge resource

Democratic Capital Transparency, participation and partnerships Cultural and Leisure

capital

Values, behaviours and public expressions Environmental Capital Natural resources Technical capital Man-made capital

infrastructure Financial Focus Money and assets

3_{“Cities of the Future – Global Competition, Local Leadership”, published by PricewaterhouseCoopers 2006} Table 1: The “Capitals” Framework

Figure 1: The Planning Framework

Social & Demographic Character Historical Character Geographical Economic Character Cultural Character Physical Character Institutional Character Intellectual & Social Capital Democratic Capital Cultural & Leisure Capital Environmental Capital Technical Capital Financial Capital Socio-economic Plan Land Management & Housing Plan

Traffic & Transport Plan

Water Supply Plan

Sewerage & Sanitation Plan Drainage Plan Lake Conservation Plan Solid Waste Management Plan

Tourism & Heritage Conservation Plan

Institutional Strengthening Plan

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Till recently, urban planning was primarily considered as planning for physical spaces in anticipated new human settlements, and therefore was primarily focussed on ‘land-use planning’. Regulation too was focussed on ensuring compliance with designated use of land and built environment.

In recent times, however, planning has evolved into developing a long-term perspective, as encapsulated in a “vision”, developing integrated multi-disciplinary strategies for achieving the “vision” and specific and identifying specific action plans and initiatives for implementing the identified strategies supported by a robust financial and capital investment plan. The key objective of such a plan was to guide public investments, programmes and plans of various government agencies and also to identify opportunities for community and private sector participation. Therefore, urban planning has transformed into managing and building on the six types of “capitals” as identified in the framework above. Herein lies the genesis of the

City Development Plan. Urbanisation in India

Cities in India have not been immune from the rapid changes taking place globally. The urban population has increased from 21% in 1975 to around 28% in 2003 and it is expected that by 2015, around a third of India’s population will be an urban resident. Indian cities have been experiencing rapid change characterised by burgeoning population growth, pressure on urban services and infrastructure, competitive forces driving inward investment into cities and the need to create a socially, economically and environmentally conducive living space.

Agencies engaged in planning and regulating the urban environment, creating and managing infrastructure services and economic actors need to constantly recognise and adapt to the changing characteristics of the city, as outlined in the earlier section. From an institutional perspective too in the Indian context, agencies that focussed on planning and infrastructure creation were typically different from agencies that operated and managed cities on a day-to-day basis (usually urban local bodies). Multiplicity of urban agencies, especially in large cities, while having helped build a level of technical specialisation has also been the cause of some of the ills in urban management in India, viz. duplication or gaps in mandates and responsibilities, incongruent investment and operational plans between different agencies, and poor levels of accountability to one another and to the citizens.

In the era post the 74th_{Constitutional Amendment Act, urban local bodies are emerging as the} focal point of city management and there is an increasing focus on making the these institutions the centre of all urban management plans, investments and operations. In view of the mandate ordained in the 74th_{Constitutional Amendment Act, urban planning therefore} acquires an even wider meaning to include – socio-economic development with focus on urban poverty alleviation, financial sustainability of investments being made and participation of citizens and civil society in the process of governance and service delivery; apart from the traditional areas of land-use, infrastructure and physical environment.

The Jawaharlal Nehru National Urban Renewal Mission

The Jawaharlal Nehru National Urban Renewal Mission is an ambitious programme of the Government of India to bring about improvement in the existing urban service levels and urban infrastructure in a financially sustainable manner. The primary objective is to create economically productive, efficient, equitable and responsive cities. This programme, to be implemented over a period of 7 years with a financial outlay of around Rs 50,000 crores from the Government of India, will be executed in 63 cities and towns across India.

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Mission Statement: The aim is to encourage reforms and fast track planned development of identified cities. Focus is to be on efficiency in urban infrastructure and service delivery mechanisms, community participation, and accountability of urban local bodies/ para-statal agencies towards citizens.

The Mission, comprising of 2 sub-missions – one each for Urban Infrastructure & Governance and Basic Services to Urban Poor, will support projects in various sectors such as water supply, sewerage and sanitation, solid waste management, renewal of inner city areas, urban transport, preservation of water bodies and integrated development of slums. However, in order to access funds through the Mission, the Mission requires State Government and Cities seeking assistance to sign up to a set of reforms covering various areas of urban management and good governance. In addition, cities will need to prepare a City Development Plan (CDP) and develop Detailed Project Reports for projects for which assistance is sought.

There are a 3 categories of cities selected for financial support under the JNNURM. Each category of cities has a specific financing pattern with variable grant funding from the Government of India and the respective State Government. The categories are as follows:

1. Cities/Urban Agglomerations with 4 million plus population as per 2001 census 2. Cities/Urban Agglomerations with 1 million plus but less that 4 million population as

per 2001 census

3. Selected Cities/Urban Agglomerations (these are state capitals and other cities and urban agglomerations of religious, historic and tourist importance).

On completion of the Mission period, it is expected that urban local bodies and parastatal agencies will have achieved the following:

• Modern and transparent budgeting, accounting, financial management systems, designed and adopted for all urban service and governance functions

• City-wide framework for planning and governance will be established and become operational

• All urban residents will be able to obtain access to a basic level of urban services • Financially self-sustaining agencies for urban governance and service delivery will be

established, through reforms to major revenue instruments

• Local services and governance will be conducted in a manner that is transparent and accountable to citizens

• E-governance applications will be introduced in core functions of urban local bodies/para-statal resulting in reduced cost and time of service delivery processes.

In Rajasthan the city of Jaipur and the cities of Ajmer-Pushkar (jointly) have been selected as eligible cities which can seek assistance under the JNNRUM. The nodal agency for the JNNURM in Rajasthan is the Rajasthan Urban Infrastructure Finance and Development Corporation Limited (RUIFDCO). The Project Development Corporation of Rajasthan (PDCOR) has been mandated with the task of preparing CDPs for the mission towns.

Rationale for Selection of Ajmer and Pushkar as a “Single Urban Entity” under JNNURM

Although the cities of Ajmer and Pushkar have historically, politically and geographically separate identities, with each city being founded on and thriving on their unique characteristics, there are a number of commonalities which can be seen to have driven the choice of Ajmer and Pushkar as a “single urban entity” under the JNNURM. In brief, these are as follows:

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• Geographical Proximity – both cities are located in Ajmer District separated by a distance of around 12 km. This close geographical proximity has implications on developing common transport linkages as well as movement of sections of the population between the cities and common economic activities.

• Geophysical Similarities – both cities are located in a semi-arid region of the state bounded by hills in the Aravalli range, with the visible presence of ecological pressures on water bodies and green cover.

• Historical and Religious Antecedents – both cities are old by any chronological standard and have a rich historical past. Ajmer was founded in the early 7th_Century by Ajaipal Chauhan and has witnessed a succession of rulers (including the Mughals and the Marathas), with the British finally taking over the city in 1818. The importance of Ajmer as a religious centre came about with presence of Hazrat Khwaja Moinuddin Chishti, who spent his last years in the city. The genesis of Pushkar is interwoven with Hindu mythology and it forms one of the five places of pilgrimage held in high esteem by Hindus. A visible imprint of this rich historical and religious significance of both cities is the presence of a large number of historical monuments and places of religious importance and the large number of tourists visiting both cities.

• Infrastructure Needs – both cities have mutual dependencies and similarities when it comes to basic infrastructure such as water supply, sewerage and sanitation, housing and environment protection. The tourist potential of both cities also leads to the need to explore the role of common tourism infrastructure wherever possible.

In addition to the above, the investment needs of both the cities if considered as a single entity is likely to be more amenable to leveraging funds from multiple sources and managed and executed by a common institutional mechanism. However, each city also has its unique needs. Therefore, although for the purposes of the Mission, the cities are being treated as a “single urban entity”, this City Development Plan has been prepared keeping the requirements of each city in mind, identifying common initiatives wherever it has been deemed feasible.

City Development Plans under JNNURM

The City Development Plan is an essential element of a State Government’s overall application for funds under the JNNURM. CDPs provide cities the opportunity to achieve convergence of opinion and ideas across various infrastructure, service delivery and institutional reforms agenda. Prepared through a participatory process with various urban stakeholder groups, The CDP and will set a “vision” for the future development of the city, a set of objectives and goals which the city aims to achieve and identifies thrust areas in various sectors which need to be addressed on a priority basis in order to achieve the objectives and the vision. It thus provides the overall framework within which projects will be identified and put forward in a City Investment Plan. Seen in this light, the City Development Plan differs from a traditional Master Plan which focuses on development trends based on land use and related controls.

Although CDPs are a mandatory requirement to access large investible funds from GoI, they should be seen by State Governments and ULBs as an initiative to usher in a new era

of urban local self governance.

Features of a City Development Plan

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Prepared for a 5-10 year horizon, such plans are based on past trends, existing strengths

and limitations

The planning horizon is set to be foreseeable and achievable

The plans seek to integrate infrastructure requirements and environmental concerns together with land-use patterns and regulation of the same

The plans derive the vision, objectives and targets from socio-economic needs and quality

of life needs as articulated by their citizens, their representatives and other stakeholders from civil society

Poverty alleviation and needs of urban poor are important elements of such plan with commensurate allocation of resources

The plans focus on resources available, seek to balance needs and priorities with available resources

Multiple stakeholder agencies are involved in such planning to ensure a shared and

commonly owned vision, development objective and plan of action

Private sector role in preparation of such plans, financing and implementation is ingrained

Institutional reforms and capacity enhancement measures of urban local bodies and / or other civic agencies are integral to such plans

The Planning Process

The ethos around which a City Development Plan is built is the notion of participatory planning. The planning process therefore needs to be a consultative one, with stakeholders representing a wide spectrum of interests taking part in the discussions and dialogue leading to the formulation of a vision and development objectives, identification of priority sectors and projects. Keeping this in mind, the following process, highlighted in Figure 2, has been followed in preparing the City Development Plan for Ajmer-Pushkar.

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Field Level Situation Assessment

Preparation of Plans

Consolidation of Vision, Development Objectives/Goals, Strategy and Plans for all sectors into draft CDP Task 7: Demand Analysis

. Task 3: Rapid Assessment of:

Infrastructure Land Use & Environment

Rapid field assessments with ULB / PHED / UIT and other stakeholders.

Task 10: Workshop 2 - Prioritisation of Project Proposals and Consensus on draft CDP

A full day workshop of all key stakeholders

Task 6: Workshop 1 (Stakeholder Workshop) – A full day stakeholders workshop

for Ajmer and Pushkar with a presentation on State of City and identified priority issues.

Task 1: Initial consultation

Initial meeting with PDCOR, ULB leadership and other key parastatal agencies (eg. DLB, UIT, PHED).

Convey requirements for data.

Task 2: Analysis of secondary data

Analysis of secondary data, maps, drawings, existing project reports, ongoing portfolio of projects, demographic & socio-economic & ULB financial and

orgn. information. Rapid review of relevant Acts.

Task 4: Rapid Assessment of Socio-Economic Issues

Rapid assessments of local economy, income profile, key occupations primary health and education services (if relevant).

ULB performance in poverty schemes

Task 5: Rapid Assessment of Institutional Capacity

ULB and UIT organisation structure and staffing and Municipal finances

Demand analysis taking citizen priorities into account. Assess infrastructure & service delivery

gap

Task 8: Supply Analysis

.

Coordination mechanisms between all city level agencies. Projection of ULB

finances, org. capacity

Task 9A: Project Identification

Based on population norms, unit costs, empirical considerations

.

Task 9B: Institutional Strengthening Plan

. For Infrastructure, Service Delivery, Urban Renewal etc

Task 11: Finalisation of the CDP Inception Report

Consultations:

Consultations with ULB councillors, parastatal officials, NGOs, prominent local citizens, representatives of religious bodies etc.

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Task 1: Initial Consultation: The first task following mobilisation, this task is an important

first step in the whole consultative process. Discussions were held with PDCOR, regional and local government departments and civic officials. During these preliminary discussions, the overall approach to preparing the CDP, data requirements and availability, list of key stakeholders in Ajmer and Pushkar, a field visit plan and counterpart responsibilities were discussed and finalised.

Task 2: Analysis of Secondary Data: This task was carried out in parallel with Task 1 and

involved desk research and analysis of data provided by PDCOR, various line departments of the state government including PHED, PWD, Tourism, Ajmer Municipal Council, Pushkar Municipal Board, Ajmer Urban Improvement Trust and RUIDP. This task was important as it provided an initial background and context to the socio-economic and historical development, geo-physical characteristics, present status of infrastructure, as well as key emerging issues in both Ajmer and Pushkar.

Task 3: Rapid Assessment of Infrastructure, Land Use and Environment: This consisted

of discussions and consultations with key officials from various government departments, Ajmer Improvement Trust, the municipal bodies in Ajmer and Pushkar, citizens’ societies, civil society organisations4_{to understand the current situation, identify key issues and critical} infrastructure gaps and bottlenecks as well synthesize suggestions for improvement from the various stakeholders.

Task 4: Rapid Assessment of Socio-Economic Issues: Assessment comprised of primarily

of field visits to identified slums to obtain feedback on socio-economic issues as well as infrastructure gaps. In addition, discussions were held with various economic stakeholders such as entrepreneurs, NGOs and representatives of various occupational categories5_.

Task 5: Rapid Assessment of Institutional Capacity: Assessment comprised of discussions

with municipal officials in Ajmer and Pushkar as well as officials of Ajmer Improvement Trust6_{, examining institutional and financial issues and identification of key constraints, and} points of citizen interface. Discussions were also held on the potential for revenue mobilisation and leveraging the municipal asset base.

Task 6: Stakeholder Workshop (Workshop I): State of City and consensus on priority issues: A full day Stakeholder Workshop was held on 21st February 2006 at Pushkar and

Ajmer to present the findings of the rapid assessment and also to obtain feedback from the stakeholders, through group discussions, on the priority issues affecting the growth and development of the respective cities. Elements of the vision for each of the cities were also discussed in the workshop.

Task 7: Demand Analysis for Infrastructure and Basic Services: A demand analysis for

infrastructure and service delivery requirements was carried out to ensure that the proposed initiatives and action plans as outlined in the CDP not only fills the critical gaps and bottlenecks but also caters to future demand given the growth in population and the urban sprawl.

Task 8: Supply Analysis: The purpose of this task was to focus on the financial and human

resources capacities of the various urban agencies to develop and manage the infrastructure that is proposed to be created during the implementation of the CDP. This focus was on achieving institutional convergence through developing mechanisms for joint / coordinated

4_{Refer to Annex for a full list of stakeholders consulted during the CDP preparation process} 5_{Refer to Annex for a full list of stakeholders consulted during the CDP preparation process} 6_{Refer to Annex for a full list of stakeholders consulted during the CDP preparation process}

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working of multiple city level agencies, sharing responsibilities as well as achieving financial synergies.

Task 9A: Project Formulation: Based on the demand analysis carried out and the issues

identified earlier, specific projects were conceptualised. Details of project plans have sought to articulate key project parameters such as:

• Current situation / standards of service • Targeted situation / standards of service • Location and sizing of the project package

• Estimated one-time capital investment requirements (based on unit-cost estimates normative costs)

• Estimated time required for execution

• Opportunities for direct collection of user charges from beneficiary group/ opportunity for public-private partnerships

Task 9B: Institutional Strengthening Plan: Incorporated in the CDP, the plan for

strengthening the municipal bodies in Ajmer and Pushkar as well as the Ajmer Improvement Trust include measures to improve its organisational performance through capacity building, introduction of e-Governance and GIS, communication and citizen participation programmes and modernising office infrastructure. The plan also projects municipal finances, options for improvement in finances through resource mobilisation, and better asset management through public-private partnerships.

Task 10: Workshop II - Prioritisation of Project Proposals and Consensus on draft CDP:

Following task 9B, a draft CDP was compiled. This draft also included a phased Capital Investment Plan. During this workshop organised for key stakeholders from Ajmer and Pushkar, the draft CDP was presented with the objective of obtaining consensus on project prioritisation.

Task 11: Finalisation of the CDP: Feedback obtained from Workshop II was used in

making alterations to the draft CDP. The final CDP was then submitted to the Government of Rajasthan.

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Key Challenges in Preparing the City Development Plan

There were significant challenges faced during the preparation of the City Development Plan. The following table highlights some these challenges (in a generalised form) and also lists measures undertaken/to be undertaken to mitigate these challenges in the future. This will be a useful guide for agencies involved in similar endeavours in future.

Table 2: Challenges in Preparing a CDP

Challenge Faced Mitigation Measure

Although the municipal bodies need to be at the centre of a participatory planning process, they currently have very limited experience and technical capacity in planning

Involving key officials from the municipal bodies at all stages of the planning process will be the preliminary basis of building capacity. Further capacity augmentation needs to be carried out through a focussed capacity building plan identified in the CDP

Limited mechanisms exist for multi-agency coordination in planning and execution of their mandates

Agencies need to develop closer working relationships and need to articulate a clear mechanism in the CDP

Higher levels of participation from citizens often raises expectations that local bodies / State agencies find themselves incapable of managing and fulfilling

Citizen expectations should be managed from the initial stages of the CDP preparation process through pro-active dialogue with various citizens forums

Priorities and needs of different stakeholders within a city may often contradict one another. Prioritisation is also impacted by a scenario of limited financial resources

The prioritisation process should be transparent and as objective as possible. Where possible, a clear prioritisation framework should be developed in consultation with various stakeholder groups Infrastructure needs in a city will tend to crowd

out need for financial resources leaving little attention to other socio-economic needs

A conscious effort needs to be made during the planning process to cover socio-economic issues, with a particular focus on the needs of the urban poor. This can be achieved by including NGOs and representations from poor communities (such as CDS) in the planning process

There is a tendency for prioritising resources for new / green-field projects, while smaller investments can make existing assets useful, tackle priority issues and be accomplished in shorter time frame

The prioritisation of identified projects should be such that the high priority projects are of a relatively short duration and visible in nature, meeting immediate gaps and priority needs. In absence of high quality / reliable data,

planning will need to rely on empirical evidence and best estimates

The CDP process should emphasize on developing a vision and creating a rationale for the initiatives and interventions through identified projects. Comprehensive quantitative data will form the basis of Detailed Project Reports to be taken up following the preparation of the CDP

Plans for building institutional capacities needs to be commensurate with needs and requirements of development objectives and targets set in the CDPs, else they will remain unachieved

The Institutional Strengthening Plan which forms part of the CDP should clearly focus on building organisational and financial capacities of the urban local bodies which will ensure that they are in a position to implement the plan

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SECTION II

AJMER

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1 CITY PROFILE

1.1 Introduction

The historic city of Ajmer is situated in the geographic centre of Rajasthan and lies about 135 kms South-west of Jaipur. The strategic position of this city has been the key to its long and rather turbulent history. Ajmer is an important tourist destination from historic and pilgrimage aspect. The Dargah of Khwaja Mouinuddin Chisti in Ajmer is one of the most sacred pilgrimage centres for the Muslim, next only to Mecca. This great Sufi saint’s Dargah is equally sacred for the followers of Islam, as well as Hinduism. It is a transit point between important tourist destinations –Jaipur- Jodhpur, Jaipur-Udaipur. Also traditionally Ajmer has been an important education centre in the region. Mayo College (1875), Sophia School (1919), Govt. College are premium institutes in the city imparting knowledge since the last century.

1.1.1 Regional setting

Ajmer is situated in the cradle of the Aravalli mountain range in the centre of Rajasthan. It is surrounded by three hills of Aravalli Ranges i.e. Nag hills, Madar hills & Taragarh hills at an average of 486.0 MSL. Anasagar forms the natural boundary in the north-west direction. Ajmer is connected to the state capital Jaipur & other important cities of the region by rail & roads.

1.1.2 Climate

The city has moderate climate, daily temperature ranging from 26.90_{C to 39.4}0_{C during May,} and 7.60C to 22.50C during January, the coldest month. The average rainfall is about 50cm and average humidity is 57%. The rainfall in the region is very erratic. The city recorded maximum rainfall of 1200.4mm in 1975 leading to severe floods.

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1.1.3 History of Ajmer

Ajmer was founded by Ajaipal Chauhan, in 7th_{century. Ajmer derives its name from ‘Ajaya}

Meru’ the invincible hill, at the foot of which the present city stands. Here he built India’s

first hill fort Taragah. Ajmer was a Chauhan stronghold till 1194. The only remains of their times are the fort and the beautiful Anasagar lake built in 1150 by Anaji.

It was during the regime of Prithviraj Chauhan, in 1194, that Muhammad of Ghori invaded India. Ajmer remained under the Sultanate till 1326. Thereafter, it became a bone of contention between the Sultans of Delhi, the Ranas of Mewar, the Rathores of Marwar and the Sultans of Gujarat. Peace was restored with the accession of Akbar to the Mughal throne in 1556. He made Ajmer a full fledged province and the base for his operations in Rajputana. He fortified the city, but only parts of the 4045-yard (3735-m) long wall remain.

In 1659 a battle was fought in Ajmer between the Mughal princes, Aurangzeb and Dara Sukoh, during which Taragarh was greatly damaged. In the first half of the 18th century, Ajmer was affected by the political chaos in Delhi and the Scindia rulers of Gwalior took over Ajmer. In 1755, the situation became more complex with the involvement of the Marathas. In 1818, finally the Marathas ceded Ajmer to Sir David Ochterlony and, as part of the British empire, it remained under the care of successive superintendents.

During British rule, the city became the military headquarters of the British government. Post independence, with the reorganization of the princely states Ajmer became a part of Rajasthan.

1.1.4 Growth of Ajmer

Till the 18th century the town grew organically around the Dargah of Khwaja Mouinuddin Chisti, south of Anasagar. After 1818 the city came under the British empire and subsequently Ajmer Municipal Council was established in 1869. The inception of colonial

era marked the birth of two distinct cities - the new colonial city and the indigenous city.

Setting up of new institutions like schools (Mayo College and Sophia school), colleges, law courts, hospitals, military and railway establishments in Indo Sarsenic style redefined the spatial structure in the new expansion areas of the old city that served both native and European population. Subsequent growth took place around the old city. The advent of railways in 1870-85 marked a turning point in the history of growth and development of the city. Beginning of 20th century marked the development of planned residential colonies like Kesarganj, Gulab Bari, Adarsh Nagar, Christianganj, which had wide roads, water supply and sanitation facilities.

Post independence, the development activity slowed down as Jaipur; a neighbouring city became the state capital. However, certain state level functions had been located in Ajmer viz, public Service commission, Secondary Education Board, Revenue Board etc. High influx of refugees from Pakistan after independence resulted in sharp population increase and haphazard growth of the city. In 1960s the establishment of regional College, Medical College and Hindustan Machine Tools accelerated the growth of the city.

With the setting up of Urban Improvement Trust in Ajmer in 1962 new developments took place.

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Population Growth 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 1941 1951 1961 1971 1981 1991 2001 2011 2021 Year P opul a ti o n ( la k h )

In 1970-80 Shastri Nagar, Shastri nagar Ext., Bhagwan Ganj, Vaishali NagarAnasagar Circular Road, Dhola Bhata residential project were developed.

In 1980-90 Jwala Prasad Nagar, Arjunlal Sethi Nagar and M.D. Nagar colonies were planned.

1990-2000 witnessed the growth of H.B.U Nagar, B.K. Kaul Nagar, Chnadravardai Nagar, Maharana Pratap Nagar.

Rail network across the city and the interspersed hills formed limitations for development resulting in a high density city core.

Recent Growth trend is towards North and South along the major transport corridors (NH-8) along Jaipur and Beawar Road.

1.1.5 Issues

During the colonial era new colonies were planned, the old city however continued to be ignored but for some rudimentary infrastructure inputs.

The colonial urban fabric departed substantially in morphological structure, building typologies and architectural character, from the native settlement around Dargah Sheriff which was distinct in community structure and morphology.

The development of the Colonial part of the town led to over crowding in the old city of functions like wholesale markets, retail bazaars, warehousing and other services.

Intense commercialization in the old city has continued unabated post independence, with no regulations to guide their development.

The built fabric has undergone maximum misuse and transformation in the absence of building regulations, while non residential densities are swelling in the fast deteriorating fabric.

1.2 Demographic characteristics 1.2.1 Population Growth

The present population of Ajmer is estimated at around 5.4 lakhs (at the rate of 2% annual growth). As shown in the able below population of the city in the last six decades has grown more than three folds from 1.47 lakhs in 1941 to 4.85 lakhs in 2001. This population growth of the city could largely be attributed to:

Post independence high migration which resulted in 33% increase in population.

Establishment of Regional college, Medical college and Hindustan Machine Tools in 1960s accelerated city growth

Change in municipal jurisdiction before 1981 and 1991 Census. In 1981 the Ajmer Municipal jurisdiction was increased to include the nearby villages but in 1987 the municipal boundary was changed to the present area of 55 sq.km

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Table 1.1: Population Growth of Ajmer

Year

Population (lakh)

Avg. Decadal

Growth Growth Rate

1941 147258 - 1951 196633 49375 33.5 1961 231240 34607 17.6 1971 264291 33051 14.3 1981 375593 111302 42.1 1991* 402700 27107 7.2 2001 485575 82875 20.6 Projected 2006 539321 2011 593066 107491 22.14 2021 717609 124543 21.00

Source: Census of India - 2001

1.2.2 Issues

Apart the resident population, the city has a high floating population (avg. 1.25 lakh/month, i.e. 4000 tourists/day).

Being the district head quarter the numerous administrative functions result in regular floating population from the entire district.

During Urs, the holy festival related to the Dargah, daily tourist traffic is about 30,000.

Besides this the residential schools like Mayo College and Sophia school and college also generate transit population into the city.

1.2.3 Density

Ajmer is a low density city with a very high density inner core, with population density of over 50000 persons/sq.km. The Anasagar zone consisting of Anasagar area, Vaishali Nagar and Chaurasiyawas have the lowest density of less than 2000 persons/sq.km. While the gross average density of the city is 5750 persons/sq.km.

In 1991 there were 45 wards in Ajmer, however the wards were increased to 55 in 1995 and the population of 45 wards was redistributed into 55 wards. The wardwise density is shown in the graph below.

Wardwise Population density - 2001

0 20000 40000 60000 80000 100000 120000 140000 1 4 7 ₁₀ ₁₃ ₁₆ ₁₉ ₂₂ ₂₅ ₂₈ ₃₁ ₃₄ ₃₇ ₄₀ ₄₃ ₄₆ ₄₉ ₅₂ ₅₅ Ward No. D e ns it y ( P e rs ons /s qk m )

The densely populated wards are – Ward no. 15, 16, 17, 19, 20, 22, 29, 30, 32.

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The abnormally high density within the inner city has led to unhygienic living conditions and is a potential health hazard.

The low density in the remaining part of the town has led to urban sprawl thus increasing the distribution network of the urban services.

1.2.5 Literacy

Ajmer has a fairly high literacy rate of 83.7% against the State average of 63.6%. Ajmer has traditionally been an important education centre with a number of schools and colleges. There are around 350 primary and secondary schools in Ajmer. For higher education there is Maharishi Dayanand University, Medical College, Regional College, Engineering College and Polytechnic.

1.3 Economic Development 1.3.1 Economic Base

The working population of Ajmer comprises 28% of the total population of the city, of which 90% population constitutes main workers whereas the rest 10% fall under marginal workers category.

1.3.2 Occupational Pattern

Traditionally, Ajmer has been an important commercial, administrative, transportation and education centre of the region. With the presence of world famous Dargah of Sufi Saint in the city and close proximity to Pushkar (the religious town) tourism is also a major contributor to the city’s economy.

Table 1.2: Occupational distribution (2001)

Occupation category No. of workers %

Primary sector 9330 7.0

Industry 33384 24.9

Trade & Commerce 28311 21.2

Construction 8246 6.2

Transport, storage & Communication 14938 11.2

Others 39648 29.6

Total 133857 100

Source: Ajmer Master Plan 2001-2003

Ajmer being the district head quarter houses most of the state and central administrative offices and district level education institutions. The number of offices and the number of people employed are given in the following table:

Table 1.3: Employment in the Government offices

Office No. of Offices Employees

Central Govt. 45 30573 State Govt. 167 15902 Quasi Govt. 59 5085 Local Govt. 5 2047 Others 61 1965 Total 337 55572

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Central government is the largest employer – approx 10000 people are employed in Railway workshop. Railway workshop and HMT factory are the only major industrial centres in the city. Ajmer is also a large market for metal scrap – thus resulting in a number of small scale industries such as foundries & iron works. RIICO has developed two industrial estates (small scale industries) at Parbatpura and Makhupura. There are 165 industrial units providing employment to around 6500 individuals, one third of which is engaged in bidi manufacture.

There are also a large number of poultry farms in and around Ajmer. The moderate climate of Ajmer is conducive to poultry farming and it supply poultry products to the other cities in the state.

Table 1.4: Details of Registered Industrial Units with the District Industry Centre (DIC)

Sr. No. Type of Industry No. of Units Labour Force

1 Food Processing 14 364

2 Bidi manufacturing 14 2403

3 Iron Works 24 403

4 Wire, Cable & Machines 9 83

5 Scientific Equipment & Machine Parts 18 345

6 Plastic Works & Utensils 7 43

7 Cement products 4 70

8 Stones & Mineral grinding works 19 212

9 Refrigeration & Dairy 5 474

10 Electronic Goods 5 238

11 Chemicals & products 9 68

12 Paan masala & Gutkha 3 52

13 Press, News Print & News Papers 4 169

14 Paper products 6 60

15 Printing & Publications 4 26

16 Sewing Machines 2 39

17 Automobile Parts 7 650

18 Furniture Works 6 650

19 Cotton Waste & sizing works 4 34

20 Gas Plant 1 18

Total 165 6401

Source: Ajmer Master Plan

With presence of Dargah in the city and proximity to Pushkar, tourism is also a key economic driver. Tourism related services provide employment to a considerable percentage of the population in the formal and informal sector - hotels, restaurants, tour operators, transport operators, retail trade.

Ajmer also acts as a wholesale commercial centre for the surrounding towns and villages.

Bidi and gota manufacturing constitute a significant part of the informal household industry.

Local crafts such as bangles and silver jewelry also employ a large number of women.

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The Vision for the City

7

is:

“Ajmer aspires to be an international destination for religious

tourism and a centre for learning

by

leveraging the existing regional setting, historical significance,

religious and educational institutions and government

establishments

and

by making the city efficient and liveable for All.”

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2 LAND USE AND SPATIAL GROWTH

The spatial growth and sprawl of the city is guided by Master Plan prepared by the Town and Country Planning Organisation. The first Master Plan of the city for the period of 1971-1991 was notified in 1976, which was further extended to 2001. Subsequently a Revised Master Plan for the period 2001 to 2023 was prepared which was sanctioned in April 2005. This Sanctioned Master Plan is the guiding plan for spatial development of Ajmer till 2023.

2.1 Land Use

2.1.1 Existing Situation

As per the existing land use plan the total urbanized area is 13,444 acres (53.8 sq.km) of which 11482 acres (45.9 sq.km) is the developed area. 85% of the total urban area is developed so far. 5% of the total area is government reserved land under CRPF and Defence force. The remaining 10% comprises of open spaces and water bodies.

Of the total developed area the largest land is under residential use (45%) followed by transport (18%) and public and semi public (12%). The high portion of land use under transport is because of national highway 8 passing through the city and the newly built NH-8 by pass.

Table 2.1: Land Use 2001 and 2023

Land Use 2001 Land Use 2023

Area Area Landuse Acres (sq.km) % Acres Sq.km % Residential 6000 24.0 44.6 15423 61.7 46.3 Commercial 564 2.3 4.2 1155 4.6 3.5 Industrial 586 2.3 4.4 1044 4.2 3.1 Govt. 140 0.6 1.0 355 1.4 1.1 Public/Semi Public 1571 6.3 11.7 4135 16.5 12.4 Recreation 138 0.6 1.0 3078 12.3 9.2 Transport 2483 9.9 18.5 3688 14.8 11.1

Green area/Open spaces (including dairies and

poultry farms) 510 2.0 3.8 1233 4.9 3.7

Govt. Reserved 656 2.6 4.9 574 2.3 1.7

Waterbodies 796 3.2 5.9 902 3.6 2.7

Hilly area 1704 6.8 5.1

Total 13444 53.8 100.0 33291 133.2 100.0

Source: Ajmer Master Plan 2001-2003

Ajmers’ urban development is typical of any old historic town in the country with a high density historic urban core and a vast low density urban sprawl. Prominent occurrence of mixed land uses, in the inner city is a key feature. The pattern of growth is a ring and radial pattern with a central nucleus. While the residential developments over the last few decades have been spreading outwards, the commercial activities are still concentrated in and around the inner city.

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2.1.2 Issues

The natural topography and the rail network across the city posed limitations for development thus resulting in a high density city core.

The growth in the city clearly shows lack of implementation of development controls.

There is excessive mixed land use in the inner city, encroachment on the streets by the shopkeepers and unabated conversion of residential to commercial use. This increases congestion in the city and also stresses the already strained infrastructure services.

UIT developed colonies by reclaiming northern part of Anasagar thus paving way for further development/encroachment upon the lake. Presently there are two brick kilns operating in the reclaimed land in Anasagar besides residential colonies.

The most peculiar feature of Anasagar is that in the absence of water in the lake it is privately owned, while the land submerged in water is under Municipal Council.

There is lack of hierarchy of commercial spaces. Both whole sale and retail commercial activities exist within the city core. Recently some wholesale activity has been shifted to Beawar Road and other wholesale markets and warehouses have been proposed along Jaipur Road and Beawar Road as a measure to decongest the core, still wholesale trade continues to operate from the inner city.

The land use map clearly shows acute shortage of recreation and sports facilities. The existing land under recreation use is only 1% of the total area.

In spite of large area under circulation (18.5), the internal road network in the city is inadequate as most of the roads pass through railways property and are not being made available for public use.

2.1.3 Development Objectives

To promote a spatial structure of the city that caters to the emerging economic activities and population growth by integrating land use and transport development that preserves natural assets and overcomes constraints imposed by railways.

2.2 Housing

2.2.1 Existing Situation

Urban Improvement Trust and Rajasthan Housing Board are the two agencies involved in planning various schemes and providing houses or plots for development. The total number of plots or houses provided by UIT are 18,719 Housing stock available as per Census 2001 is 86576 units, and the deficit as per 2001 population works out to be around 10,500 units. This deficit is expected to double by 2021.

Most of the buildings in the inner city area are 3-4 storey high without proper access and poor or no ventilation at all. These houses lack basic amenities. Both electricity and water supply within the inner city are frugal and the sewage lines remain chocked. Its is estimated that almost 25% of the houses within the inner city area are more than 100 years old, which require urgent renewal.

2.2.2 Issues

The current supply of formal housing does not meet the entire incremental requirement of housing. This has led to 25% population living in slums.

Severe shortage of supply of formal housing has resulted in overcrowding in the inner city.

Lack of access to planned spaces for the urban poor has resulted in encroachment on hill slopes and water bodies.

Draft-City-Development-Plan-Ajmer-Pushkar

Government of Rajasthan

DRAFT FOR DISCUSSION

“

City Development Plan For Ajmer & Pushkar”

Submitted to

PDCOR Limited

Table of Contents

EXECUTIVE SUMMARY

SECTION I

BACKGROUND TO THE CITY

DEVELOPMENT PLAN

SECTION II

AJMER

1

CITY PROFILE

The Vision for the City

is:

“Ajmer aspires to be an international destination for religious

tourism and a centre for learning

by

leveraging the existing regional setting, historical significance,

religious and educational institutions and government

establishments

and

by making the city efficient and liveable for All.”

2

LAND USE AND SPATIAL GROWTH