Ajmer

The following table summarises the income and expenditure of Water Supply: UWSS Ajmer,
which is responsible for supply of water within the Ajmer city
Table 1: Summarised Financial Statements (Actuals) - PHED Ajmer (In Rs. lakhs)
Particulars

2007-2008

2008-2009

2009-2010

Income-(A)

1050.25

1180.25

1008.30

Sale of Water Including Meter Rent

450

525.20

430.00

from Government
Sale of Water Including Meter Rent

515.25

580.00

510.10

50.00

70.00

50.00

from Private Parties and SemiGovernment Departments

Income from Public Stand
Miscallenous Receipts
Expenditure-(B)
Establishment Expenses
Administrative Expenses
Operation and Maintenance
Other Expenses
Depreciation Expenses
Net Profit/(Loss)
Operating Ratio (Total

20.00
3586.88
1050.20
50.08
2430.50
156.10
76.74
(2536.63
3.58

5.00
3586.88
1150.20
50.08
2360.50
120.10
77.27
2398.68
3.58

Expenditure/Total Income)
The above table clearly shows that financials of PHED for the Ajmer Circle are unsustainable,
with revenue expenditure almost three times of the revenue income. The total accumulated losses
for last three years are about Rs 4331 Lakhs, which is about 5.4 times of the Income for F.Y 0506. As a State Government Department, these losses are supported by State budgetary support, as
the operation in itself is not self-sustainable.The following table gives the ratio of total revenue
to different expenditure heads.
Table 2: Expenditure items as percentage of Total Income

18.00
3762.94
1261.40
61.25
2330.00
110.29
79.00
2654.64
3.66

Expenditure Head
Establishment Expenses
Administrative Expenses
Operation and Maintenance Expenses
Other Expenses
Depreciation Expenses

2007-08
110
5
273

2008-09
125
6
256

2009-10
150
8
272

20
12

15
12

18
14

The above table clearly shows that Establishment Expenditure and Operation and Maintenance
Expenses are the two major sources of Expenditure. The proportion of Establishment
Expenditure is also increasing, and is about 95% of the income for F.Y 2004-05.
Operation and Maintenance expenses are about 170% (in F.Y 04-05) of the total Income. The
further break up of the Operation and Maintenance Expenses for last three years is reflected
below:

Table 3: O& M expenses as % of Total Operation and Maintenance Expenses

Particulars
Power Charges
Chemical Charges
Repair and Maintenance
Water Bill Collection Charge

2007-08
198.4
15
13.5
10.6

2008-09
194.06
15
13.9
2.6

2009-10
198.4
10
13.7
2.10

Collection Efficiency
Collection efficiency is an important parameter to judge the operational efficiency of a water
utility. The following table provides the collection efficiency of the PHED with regard to last
three Years.
Table 4: Collection Efficiency (%)
Category
Central
State
Local

2007-08

2008-09

2009-10

Arrear

Current

Total

Arrear

Current

Total

Arrear

Current

Total

10.7
1226
57

50
195.4
199.2

516.25
196.4
121.8

10
44
10

200
200
198

210
199
122

0
29
0

200
201
201

127
200
49

Sub-total 1
Domestic
Non Domesti

0.6
60.3
61.3

99.3
95.0
90.8

53.56
92.9
87.8

1
35
18

99
93
92

58
88
82

0
49
30

100
92
92

56
87
82

Industrial
Sub-total 2
Grand Total

18.2
55.6
8.6

92.8
94.5
96.2

78.7
91.7
73.6

13
30
6

92
92
95

75
87
73

17
43
11

95
92
95

76
86
70

The above table clearly shows low collection efficiency with regard to Arrear Demand, which is
as low as11%. The Collection Efficiency with regard to the Government entities is also very low.
Metering Efficiency
The following table gives the no. of working meters as on March 2005.
Table 4: Metering Efficiency
Sl. No.

Category

Total

Working

Working
Percentage

1
2

Domestic
Non

Domestic
Industrial
Total

174166
12973

117018
12100

22.9%
70.6%

1445
198589

1257
130375

57.8%
25%

The above table clearly shows very low level of metering in Ajmer. The overall working meters
is as low as 25%.

Pushkar
The following table summarizes the income and expenditure of Water Supply: UWSS Pushkar,
which is responsible for supply of water within the Pushkar city.
Table 5: Summarised Financial Statements (Actuals): PHED-Pushkar (In s. Lakhs)

Particulars
Income-(A)
Sale of Water Including Meter Rent

2007-08
80.55
85.35

2008-09
50.37
10.11

2009-10
88.10
12.10

from Government
Sale of Water Including Meter Rent

67.15

37.04

70

Government Departments
Income from Public Stand Posts
Miscellaneous Receipts
Expenditure-(B)
Establishment Expenses
Administrative Expenses
Operation and Maintenance Expenses

2.05
3.00
90.10
45.00
2.25
6.20

2.05
1.11
88.60
32.10
2.10
6.20

4.00
2.00
86.13
31.10
2.40
6.10

Other Expenses
Depreciation Expenses
Net Profit/(Loss)
Operating Ratio (T.E/T.I)

30.55
6.10
9.45
1.19

42.10
6.10
38.31
1.72

40.40
6.10
2.00
1.03

from Private Parties and Semi-

The above table shows that financials of PHED-Pushkar are fluctuating in nature, with Operating
Ratio increasing to 1.72 in F.Y 2003-04 and dropping back to 1.03. The average operating ratio
for the last three years has been 1.31.
The following table gives the ratio of total revenue to different expenditure heads.
Table 6: Expenditure as percentage of Total Income
Expenditure Head
Establishment Expenses
Administrative Expenses
Operation and Maintenance Expenses
Other Expenses
Depreciation Expenses

2007-08
145
2
115

2008-09
161
21
123

2009-10
135
200
114

143
15

165
23

140
14

The above table illustrates that operation and maintenance expenses in Pushkar are not as high as
operation and maintenance expenses in Ajmer. This is on account of the fact that the water
supply infrastructure assets in Pushkar are relatively new.
Solid Waste Management
The standards of service levels with respect to Solid Waste Management in Ajmer and Pushkar is
explained in detail in section 2.8.2 and 2.7.2 of the Ajmer and Pushkar sections of the CDP
respectively.
Public Welfare and Public Health Department of Ajmer Municipal Council is responsible for
public health and solid waste management in the City of Ajmer. The various revenue expenditure
of this department of last three years is stated below:

Table 7: Revenue Expenditure (Actuals) - Public Welfare and Public Health

Department (In Rs. Lakhs)

Particulars
2006-07
2007-08
2008-09
2009-10
Salary and Allowances
2051.00
2322.10
2348.00
2452.00
Medical Expenses
51.00
90.18
40.00
30.00
Other Allowances
164.00
174.62
180.20
200.80
Uniform & Dress
36.00
42.00
40.00
52.00
Medicines and Phenyl
20.00
16.11
14.00
18.00
Other Expenses
10.00
10.00
10.00
10.00
Contingencies
471.18
387.06
471.10
576.40
Total Expenditure
2833.18
2942.07
3003.30
3339.20
The various revenue income, which can be directly related to this department, are as follows:
Table 8: Revenue Income (Actuals) - Public Welfare and Public Health Deptt. (In Rs. Lakhs)
Particulars
Birth and Death

2006-07
4.400

2007-08
4.420

2008-09
4.260

2009-10
4.26

1.000

1.000

1.270

1.08

1.14

1.16

1.14

1.160

act and
X-Ray Machines
0.40
0.42
0.47
Garbage, debris collection
13.95
11.82
11.56
Total
20.89
18.82
18.70
The consolidated departmental revenue and expenditure are produced in the following

0.48
29.06
36.79

Income from contract of Dead

Animals
Prevention of Food Adulteration

Table 9: Consolidated: Revenue Income and Expenditure (Actuals) :

Public Welfare and Public Health Department (In Rs. Lakhs)
Particulars
Departmental Income
Departmental Expenditure
Difference

2006-07
25.29
1833.18
(1827.89)

2007-08
23.52
1942.07
(1941.55)

2008-09
20.00
2003.3
(1986.30)

2009-10
55.74
2139.2
(2,183.54)

The above table clearly shows that departmental Income is negligible as compared to
departmental expenditure.

Comment 6: Information should be provided on investments made in slum up-gradation,

provision of housing and total housing requirement for the urban poor.
Citys Response:
Information regarding investments made in slum up-gradation may be provided by the respective
ULBs. Information pertaining to provision of housing and housing demand estimate for Nonslum and Slum population is detailed out in Section II Chapter 2 Para 2.1.6, 2.1.7 and 2.1.8.
Amount spent on Infrastructure for poor are as below

Comment 7: In the institutional framework section there should be a write-up on the

jurisdiction of each agency, which should clarify how all these agencies are working within the
same city on all aspects.

Citys Response:
A matrix has been provided section on Institutional Framework which definitely shows the
jurisdictional overlaps that are there in the existing system, under JnNURM as per the MoA
signed Municipality will take over all the municipal functions over next seven years. A brief
writeup of jurisdiction of each agency is as follows:
AMC/PMB is responsible for carrying out the core municipal functions within the municipal
limits except for water supply. AMC is responsible for the approval of the building plans in the
AMC limits, enforcement of building byelaws, O&M of the sewerage system, Solid waste
management etc.
Urban Improvement Trust acts similar to Development Authorities. It is responsible for new
planned and controlled development. Its functions also include beautification of the urban area
such as city squares, lakes, and gardens.
PHED is responsible for planning, construction and design of water supply system for the city.
The system was constructed at the request and requirement of AMC/ UIT.
RUIDP is a project which aimed at integrated development of infrastructure in six cities of
Rajasthan, Ajmer Pushkar being one of these six urban centers. RUIDP was responsible for
creation of the assets. The assets thus created were handed over to the line departments for
operation and maintenance, eg water supply related assets are handed over to PHED for
operation and maintenance and SWM, sewerage and drainage related works are handed over to
AMC for O&M.
Comment 8: Inter-sectoral prioritisation of projects needs to be given. This should indicate
which sectors would be taken up for funding first.

Citys Response:
In various stages of the consultative meetings, the list of projects were identified in the process
of developing the CDP, in the course of field visits and discussions and which later with
stakeholders. Demand assessment was also evaluated in relation to the service levels, growth
trends and future needs of the city.