Dhanbad Municipal Corporation i - JnNURM

City Development Plan, Dhanbad 

Final Report 

Dhanbad Municipal Corporation 

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Final Report 


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Final Report 

SECTION I: INTRODUCTION 

Table of Contents 

I. BACKGROUND....................................................................................................... 1 

A. Introduction.................................................................................................................................1 

B. Outcomes of JNNURM...............................................................................................................1 

C. Admissible Component under JNNURM.....................................................................................2 

D. Scope of Work .........................................................................................................................2 

E. Approach Methodology ...............................................................................................................3 

1. Stage 1- Preparatory Phase ............................................................................................................3 

2. Stage II – Consensus-building / Visioning Phase...............................................................................3 

3. Stage III – Strategy Formulation Phase............................................................................................4 

F. Report Structure...........................................................................................................................7 

SECTION II: CITY ASSESSMENT 

II. CITY PROFILE.................................................................................................... 8 

A. Overview .....................................................................................................................................8 

B. Population Trends and Urbanization..........................................................................................15 

Growth Trends and Projections .............................................................................................................20 

C. Socio-Economic Profile .............................................................................................................21 

1. Health .....................................................................................................................................21 

2. Education Facility......................................................................................................................22 

III. ECONOMIC BASE ............................................................................................ 23 

A. Overview ...................................................................................................................................23 

Value of Coal Production ....................................................................................................................28 

Coal Acts and Notification..................................................................................................................28 

New Government Policy for the Coal Sector.............................................................................................28 

Manpower ........................................................................................................................................29 

1. Sectoral Growth.........................................................................................................................29 

2. Industrial Development................................................................................................................30 

B. Tourism Development ...............................................................................................................34 

C. Urban Economy - SWOT Analysis.............................................................................................35 

IV. MUNICIPAL FINANCIAL MANAGEMENT................................................... 37 

A. Overview ...................................................................................................................................37 

B. Financial Status ..........................................................................................................................37 

C. Revenue Income ........................................................................................................................40 

D. Revenue Expenditure.............................................................................................................43 

E. Capital Account .........................................................................................................................45 

F. Financial Performance Indicators and Key Issues.......................................................................46 

MADA – Fund Assessment...............................................................................................................49 

G. Municipal Finance - SWOT Analysis......................................................................................53 


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Final Report 

V. EXISTING INFRASTRUCTURE ASSESSMENT............................................. 54 

A. Water Supply..............................................................................................................................54 

1. Overview ..................................................................................................................................54 

2. Sources of Water Supply..............................................................................................................55 

3. Distribution System....................................................................................................................57 

4. Water Supply - SWOT Analysis .................................................................................................62 

5. Performance Indicators and Key Issues............................................................................................63 

B. Sewerage and Sanitation .............................................................................................................65 

1. Overview ..................................................................................................................................65 

2. Sewerage & Sanitation - SOWT Analysis.....................................................................................65 


C. Storm Water Drainage and Primary Drainage.............................................................................66 

1. Overview ..................................................................................................................................66 

2. Natural/Primary Drainage System...............................................................................................67 


D. Preservation / Rejuvenation of Water Bodies.........................................................................69 

1. Overview ..................................................................................................................................69 

2. Key Issues.................................................................................................................................69 

E. Solid Waste Management ...........................................................................................................70 

1. Overview ..................................................................................................................................70 

2. Solid Waste Management - SOWT Analysis..................................................................................74 


F. Roads and Traffic Management..................................................................................................77 

1. Road Sector Overview .................................................................................................................77 


3. Traffic and Transportation Sector Overview.....................................................................................79 

4. Urban Roads - SOWT Analysis..................................................................................................82 

5. Key Issues.................................................................................................................................83 

G. Street Lighting........................................................................................................................85 

1. Overview ..................................................................................................................................85 


H. Fire Services...........................................................................................................................86 

VI. URBAN ENVIRONMENT................................................................................ 88 

A. Overview ...................................................................................................................................88 

B. Soil Types & Soil Erosion ..........................................................................................................88 

C. Mining Environment..................................................................................................................89 

D. Water Resource......................................................................................................................90 

E. River Water Quality....................................................................................................................92 

F. Air Environment........................................................................................................................92 

G. Study Findings .......................................................................................................................97 

H. Noise Quality.........................................................................................................................97 

I. Hot Spots...................................................................................................................................99 

J. Hazards....................................................................................................................................100 

VII. PHYSICAL PLANNING AND GROWTH MANAGEMENT .......................... 109 

A. Overview .................................................................................................................................109 

B. Planning Efforts in the Past .....................................................................................................109 

C. Land Use Management.............................................................................................................109 

D. Urban Sprawl .......................................................................................................................111 

E. Jharia Rehabilitation Plan .........................................................................................................113 


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F. Key Developmental Issues .......................................................................................................115 

VIII. URBAN GOVERNANACE............................................................................ 116 

A. ULBs in the Context of 74th Constitutional Amendment.........................................................116 

1. Political Context......................................................................................................................116 

2. Administrative and Financial Context.........................................................................................116 

B. Institutions and Capacity..........................................................................................................119 

1. Institutional Framework............................................................................................................119 

2. Service Delivery and Performance of ULB.....................................................................................121 

C. Proposed Organization Structure of DMC ...............................................................................121 

1. Institutional Strengthening and Capacity Building...........................................................................127 

D. Urban Governance - SWOT Analysis...................................................................................127 

E. Key Issues................................................................................................................................127 

F. Key Initiatives ..........................................................................................................................127 

SECTION III: BASIC SERVICES TO THE URBAN POOR (BSUP) 

IX. BASIC SERVICES FOR URBAN POOR........................................................... 129 

A. Overview .................................................................................................................................129 

B. Infrastructure Provision in Slums .............................................................................................133 

C. Key Issues................................................................................................................................134 

SECTION IV: VISION, CAPITAL INVESTMENT PLAN & FINANCING 

STRATEGY 

X. VISION, GOALS AND SECTORAL STRATEGIES ......................................... 135 

A. Identification of Stakeholders...................................................................................................135 

B. Consultation Process................................................................................................................135 

C. Vision ......................................................................................................................................137 

1. Urban Planning & Growth Management.....................................................................................137 

2. Water Supply..........................................................................................................................140 

3. Sewerage and Sanitation............................................................................................................142 

4. Storm Water Drainage and Primary Drainage ..............................................................................143 

5. Preservation and Rejuvenation of Water Bodies ..............................................................................145 

6. Solid Waste Management ..........................................................................................................146 

6. Roads and Traffic Management ..................................................................................................148 

7. Street Lighting.........................................................................................................................150 

8. Basic Services for Urban Poor.....................................................................................................151 

9. Urban Environment .................................................................................................................153 

10. City Beautification and Tourism Development............................................................................155 

11. Disaster Preparedness and Response/Action Plan ......................................................................155 

XI. DEMAND, SUPPLY, GAP ASSESSMENT OF SERVICE DELIVERY............ 159 

A. Rationale, Need and Demand...................................................................................................159 

1. Water Supply..........................................................................................................................160 


3. Storm Water Drainage .............................................................................................................164 


5. Urban Transport .....................................................................................................................166 


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XII. CAPITAL INVESTMENT PLAN & FINANCING STRATEGY...................... 170 

A. Concept Plan for Proposed Investment....................................................................................170 

B. Capital Investment Plan ...........................................................................................................170 

1. Urban Planning & Growth Management.....................................................................................170 

2. Water Supply..........................................................................................................................170 



5. Storm Water Drainage .............................................................................................................173 

6. Urban Transport .....................................................................................................................174 


8. Urban Environment, City Beautification and Tourism Development ..................................................178 

9. Preservation of Water Bodies ......................................................................................................179 

10. Other Developmental Projects .................................................................................................179 

11. Disaster Management pre-preparedness.....................................................................................180 

12. Urban Governance ...............................................................................................................181 

13. Basic Service for Urban Poor and Housing................................................................................181 

14. Summary of Investments ........................................................................................................181 

C. Investment Sustenance.............................................................................................................195 

1. Revenue Income Assumptions .....................................................................................................195 

2. Expenditure Considerations .......................................................................................................196 

3. Key Assumption for FOP..........................................................................................................196 

D. Public Private Sector Partnership .........................................................................................197 

1. Overview ................................................................................................................................197 

2. Parking Lots on Public Private Partnership ..................................................................................198 

3. Redevelopment of Existing Bus Terminus on PPP framework...........................................................199 

4. New Inter State Bus Terminus (ISBT) near Barwadda on PPP format..............................................199 

5. Transport Nagar at Pandukki on PPP format..............................................................................199 

6. New Ring Road/Elevated High Road on PPP format....................................................................200 

7. Redevelopment of Existing Municipal Corporation on PPP format.....................................................201 

8. Construction of New Sports Complex/ Stadium at Bhelatandh on PPP format ...................................201 

9. Development of Other Projects on PPP format................................................................................201 

10. Water Supply System – Operation and Maintenance on Management Contract................................201 

11. Solid Waste Management – Collection and Transportation Outsourcing..........................................202 

12. Solid Waste Management – Scientific Disposal Facility Development on BOT basis .........................202 

13. Construction and Maintenance of Sewerage Treatment Plant on BOT basis .....................................202 

14. Construction of Housing complex at Bhelatandh and Sugiadih & New Residential Township on BOT 

basis 203 

15. Development of Amusement Park at Rejili Bandh on BOT basis .................................................203 

E. Funding Pattern .......................................................................................................................207 

Annexure 

Annexure 1: Primary Stakeholders Consultation findings ...............................................................................208 

Annexure 2: Consultation Workshop -Group Discussion Findings..............................................................240 

Annexure 3: List of Participants attend for first day Consultation Workshop ............................................246 

Annexure 4: List of Participants attend for second day Consultation Workshop.......................................248 

Annexure 5: Reform Agenda................................................................................................................................250 

Annexure 6: List of Detailed Project Reports (DPRs) Available with the Local Authorities....................253 

Annexure 7: Financial Operating Plan for Dhanbad Municipal Corporation..............................................255 

Annexure 8: Zone wise proposed investment for major sectors with tentative phasing............................273 


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Final Report 

List of Tables 

Table 1: Block wise Registered Rain fall during the Year 2005 in Dhanbad DMC .......................................13 

Table 2: Decadal Growth Rate and CAGR of Dhanbad Urban Agglomeration Population ......................15 

Table 3: Town wise Decadal Growth of Population in Dhanbad Urban Agglomeration ...........................17 

Table 4: Town wise Decadal Population Growth Rate of Dhanbad Urban Agglomeration.......................18 

Table 5: Projected Populated of Dhanbad Municipal Corporation .................................................................21 

Table 6: Health Facilities in Dhanbad Municipal Corporation Jurisdiction ...................................................21 

Table 7: Basic Health Indicators - Dhanbad Municipal Corporation..............................................................22 

Table 8: Disease Pattern - Dhanbad Municipal Corporation............................................................................22 

Table 9: Organization wise no Coal Mines Operated and its Production.......................................................23 

Table 10: Future Production Plan of BCCL.........................................................................................................25 

Table 11: Category wise Coal Reserves in Underground Blocks in JCF..........................................................26 

Table 12: Category wise Coal Reserves in Opencast Blocks in JCF.................................................................27 

Table 13: Work Force Participation Rate..............................................................................................................30 

Table 14: Category wise Registered SSI Units, Investments and Employment Generation in Dhanbad 

District................................................................................................................................................................31 

Table 15: Month wise Domestic Tourist Inflow to Dhanbad...........................................................................34 

Table 16: Urban Economy – SWOT Analysis .....................................................................................................35 

Table 17: Abstract Financial Status of Erstwhile Dhanbad Municipality Account Statement.....................38 

Table 18: Abstract Financial Status of Erstwhile Sindri Notified Area Committee ......................................39 

Table 19: Details of Erstwhile Dhanbad Municipality Revenue Income ........................................................40 

Table 20: Details of Erstwhile Sindri NAC Revenue Income ..........................................................................41 

Table 21: Details of Erstwhile Dhanbad Municipality Revenue Expenditure................................................43 

Table 22: Details of Erstwhile Sindri NAC Revenue Expenditure..................................................................44 

Table 23: Details of Erstwhile Dhanbad Municipality Capital Account Statement ......................................45 

Table 24: Details of Erstwhile Sindri NAC Capital Account Statement.........................................................46 

Table 25: Key Financial Performance Indicators of Erstwhile Dhanbad Municipality................................46 

Table 26: Annual Receipt Statement of MADA..................................................................................................50 

Table 27: Annual Expenditure Statement of MADA.........................................................................................50 

Table 28: DCB Statement of Water Supply and Holding tax............................................................................52 

Table 29: Municipal Finance – SWOT Analysis..................................................................................................53 

Table 30: Water Supply Sources – Dhanbad Municipal Corporation..............................................................55 

Table 31: Water Supply Surface Sources Details .................................................................................................56 

Table 32: Treatment Plant wise Design and utilized Capacities........................................................................57 

Table 33: Rising Main Details.................................................................................................................................57 

Table 34: Type wise Location of Storage Reservoirs and its Capacity.............................................................58 

Table 35: Type wise Distribution Network Details ............................................................................................60 

Table 36: Storage Reservoir wise pumping capacity and Type .........................................................................62 

Table 37: Water Supply – SWOT Analysis...........................................................................................................62 

Table 38: Performance Indicator - Water Supply................................................................................................63 

Table 39: Sewerage and Sanitation – SWOT Analysis........................................................................................65 

Table 40: Performance Indicator – Sewerage & Sanitation...............................................................................66 

Table 41: Details of Road side Storm Water Drains...........................................................................................67 

Table 42: Performance Indicators - Road side Storm Water Drains ...............................................................67 

Table 43: Block wise area of the Water Bodies ...................................................................................................69 

Table 44: Source wise Distribution of waste Generated....................................................................................71 

Table 45: Solid Waste Transportation Vehicle Details.......................................................................................73 

Table 46: Solid Waste Management – SWOT Analysis......................................................................................74 

Table 47: Performance Indicators - Solid Waste Management.........................................................................75 

Table 48: Category wise Road Length...................................................................................................................77 

Table 49: Performance Indicators - Road Sector ................................................................................................79 

Table 50: Year on Year Registered Vehicles in Dhanbad..................................................................................80 

Table 51: Traffic and Transportation – SWOT Analysis ...................................................................................82 

Table 52: Street Lights Break-up............................................................................................................................85 


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Table 53: Performance Indicator - Street Lights .................................................................................................86 

Table 54: Year wise no of case attended by the Fire Department....................................................................87 

Table 55: Details of Fire Service Equipments......................................................................................................87 

Table 56: Staffing Pattern in Fire Service Department.......................................................................................87 

Table 57: Ground Water Resources in Dhanbad ................................................................................................90 

Table 58: Ground Water Resources in Dhanbad................................................................................................91 

Table 59: Sewerage Quality Test Results at Damodar River .............................................................................91 

Table 60: Industrial Pollution Level ......................................................................................................................93 

Table 61: Ambient Air Quality in Dhanbad Municipal Corporation Jurisdiction..........................................93 

Table 62: Industrial Pollution Level of SO 2 in Urban Areas of Dhanbad from year 1997 – 2005.............94 

Table 63: Industrial Pollution Level of NO 2 in Urban Areas of Dhanbad from year 1997 – 2005 ...........95 

Table 64: Industrial Pollution Level of SPM in Urban Areas of Dhanbad from year 1997 – 2005 ...........96 

Table 65: Noise Quality Results in Residential Area...........................................................................................98 

Table 66: Noise Quality in Commercial and Residential Areas ........................................................................98 

Table 67: Noise Quality in Commercial and Residential Areas ........................................................................98 

Table 68: List of Collieries affected by Mine Fires .............................................................................................99 

Table 69: List of Disaster Specific Proneness to Various Types of Hazards in Dhanbad .........................100 

Table 70: Significant Earthquakes in Dhanbad & Nearby Vicinities in Jharkhand.....................................102 

Table 71: Displacement of Tribe Families..........................................................................................................108 

Table 72: Proposed Land Used - 2011................................................................................................................111 

Table 73: Draft Jharia Rehabilitation Plan..........................................................................................................115 

Table 74: Institutional Responsibility in Service Delivery ...............................................................................120 

Table 75: Role of the Private Sectors in Urban Infrastructure Provision .....................................................120 

Table 76: Proposed Staffing Pattern for Dhanbad Municipal Corporation .................................................122 

Table 77: Urban Governance – SWOT Analysis ..............................................................................................127 

Table 78: List of Slums ..........................................................................................................................................129 

Table 79: Strategy Time Frame – Planning & Growth Management.............................................................139 

Table 80: Goal and Service Outcome - Water Supply......................................................................................140 

Table 81: Strategy Time Frame - Water Supply .................................................................................................141 

Table 82: Goal and Service Outcome – Sewerage and Sanitation..................................................................142 

Table 83: Strategy Time Frame – Sewerage and Sanitation .............................................................................143 

Table 84: Goal and Service Outcome – Drainage............................................................................................144 

Table 85: Strategy and Time Frame – Storm Water Drainage ........................................................................145 

Table 86: Goal and Service Outcome – Preservation of Water Bodies.........................................................145 

Table 87: Strategy Time Frame – Preservation of Water Bodies....................................................................146 

Table 88: Goal and Service outcome – Solid Waste Management .................................................................146 

Table 89: Strategy Time Frame – Solid Waste Management...........................................................................148 

Table 90: Goal and Service Outcome – Roads and Traffic Management.....................................................149 

Table 91: Strategy Time Frame – Roads and Traffic Management................................................................150 

Table 92: Goal and Service Outcome – Street Lighting...................................................................................151 

Table 93: Goal and Service Outcome – Basic Services for Urban Poor .......................................................151 

Table 94: Water Demand for the Dhanbad .......................................................................................................160 

Table 95: Demand, Supply, Gap Assessment for Water Supply System - 2026 ..........................................160 

Table 96: Sewage Generation ...............................................................................................................................161 

Table 97: Demand, Supply, Gap Assessment for Sewerage System - 2026..................................................162 

Table 98: Comparison of various Sewage Technologies..................................................................................163 

Table 99: Drainage System Demand ...................................................................................................................164 

Table 100: Demand, Supply, Gap Assessment for Drainage System - 2016 ................................................164 

Table 101: Solid Waste system Demand..............................................................................................................165 

Table 102: Demand, Supply, Gap Assessment for Solid Waste Management System - 2026....................165 

Table 103: Demand, Supply, Gap Assessment for Roads - 2016 ...................................................................168 

Table 104: Demand, Supply, Gap Assessment for Street Lights - 2016........................................................169 

Table 105: Basic Infrastructure and Housing Requirement for Urban Poor................................................169 

Table 106: Identified Projects in Water Supply Sector.....................................................................................171 

Table 107: Identified Projects in Sewerage System Development Works.....................................................172 

Table 108: Proposed Projects in Solid Waste Management.............................................................................173 


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Table 109: Investment Proposed in Storm Water Drainage............................................................................173 

Table 110: Investment Proposed in Primary Drainage.....................................................................................174 

Table 111: Proposed Road Improvements..........................................................................................................174 

Table 112: Widening of Arterial Roads -Proposed Investment ......................................................................175 

Table 113: Proposed Junction Improvements ...................................................................................................175 

Table 114: Proposed Corridors for Under Ground Utility Ducts and Medians...........................................176 

Table 115: Proposed Pedestrian Subways & Pedestrian Crossings.................................................................176 

Table 116: Proposed Bridges and Elevated Highways & its Costing .............................................................177 

Table 117: Proposed Parking Locations..............................................................................................................177 

Table 118: Proposed Bypass and Ring Roads ....................................................................................................178 

Table 119: Proposed Bus Terminus and Transport Nagar Investments .......................................................178 

Table 120: Proposed Investments in Street Lighting Sector............................................................................178 

Table 121: Proposed Projects in Environmental Improvement, City Beautification and Tourism 

Development...................................................................................................................................................179 

Table 122: Proposed Investments in Preservation of Water Bodies..............................................................179 

Table 123: Other Developmental Projects.........................................................................................................180 

Table 124: Proposed Investments in Disaster Management Pre-Preparedness ...........................................180 

Table 125: Proposed Investments in Basic Services for Urban Poor & Housing........................................181 

Table 126: Summary of Proposed Investments.................................................................................................182 

Table 127: Component wise Investment Phasing (Base Cost)........................................................................183 

Table 128: Proposed Parking lots on Public Private Partnership...................................................................199 

Table 129: Proposed Other Developmental Projects on Public Private Partnership..................................201 

Table 130: Summary of proposed projects on Public Private Partnership ...................................................204 

Table 131: Financial Operating Plan (FOP) Results .........................................................................................205 

Table 132: Summary of Project Cash flow.........................................................................................................205 

Table 133: Proposed Funding Pattern (Base Cost) ...........................................................................................207 

List of Figures 

Figure 1: City Development Plan (CDP) Approach................................................................................... 5 

Figure 2: City Development Plan (CDP) Process........................................................................................ 6 

Figure 3: District Boundary Map of Jharkhand........................................................................................... 8 

Figure 4: Connectivity Map of Dhanbad........................................................................................................ 9 

Figure 5: Dhanbad Municipal Corporation Map......................................................................................10 

Figure 6: Urban Agglomeration Population Growth Trend ................................................................15 

Figure 7: Dhanbad Municipal Corporation –Urban Agglomeration Map......................................16 

Figure 8: Distribution of UG Blocks Coal Reserves .................................................................................26 

Figure 9: Distribution of Open Cast Blocks Coal Reserves...................................................................27 

Figure 10: SSI - Employment Generation Distribution...........................................................................32 

Figure 11: Revenue Income and Expenditure Trend – Erstwhile Dhanbad Municipality .......37 

Figure 12: Capital Income and Expenditure Trend – Erstwhile Dhanbad Municipality ..........38 

Figure 13: Revenue Income and Expenditure Trend- Erstwhile Sindri NAC ...............................38 

Figure 14: Capital Income and Expenditure Trend – Erstwhile Sindri NAC ................................39 

Figure 15: Composition of Average Revenue Income – Erstwhile Dhanbad Municipality.....40 

Figure 16: Composition of Average Revenue Income – Erstwhile Sindri NAC...........................41 

Figure 17: Composition of Average Revenue Expenditure..................................................................44 

Figure 18: Water Charge Collection Performance of MADA...............................................................52 

Figure 19: Property Tax Collection Performance of erstwhile Dhanbad Municipality .............52 

Figure 20: Erstwhile Dhanbad Municipality Water Supply Rising main and Distribution 

Main details ....................................................................................................................................................59 

Figure 21: Erstwhile Dhanbad Municipality Water Supply Mains ...................................................61 

Figure 22: Year wise Registered Vehicles in Dhanbad ...........................................................................80 


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Final Report 

Figure 23: Year wise Trend of Fire Accidents ............................................................................................86 

Figure 24: Comparison of Dhanbad So2 Levels with Standards with..............................................94 

Figure 25: Comparison of Dhanbad No2 Levels with Standards.......................................................95 

Figure 26: Comparison of Jharia SPM Levels with Standards.............................................................96 

Figure 27: Comparison of Dhanbad SPM Levels with Standards......................................................97 

Figure 28: Earthquake Zones in Jharkhand State ...................................................................................107 

Figure 29: Past Earthquake Occurrences in Dhanbad Region ...........................................................107 

Figure 30: Proposed Land Use .......................................................................................................................109 

Figure 31: Erstwhile Dhanbad Municipal area proposed Landuse Map ......................................110 

Figure 32: Dhanbad Municipal Corporation – Future Growth Direction.....................................112 

Figure 33: Proposed Jharia Rehabilitation Township Map on Jharia Coal field.........................114 

Figure 34: Proposed Organization Setup for New Dhanbad Municipal Corporation.............125 

Figure 35: Present Organization Setup of MADA..................................................................................126 

Figure 36: Sector wise priority based on Consultation findings.......................................................136 


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Abbreviation and Acronyms 

ARV : Annual Ratable Value 

BCCL : Bharat Cooking Coal Limited 

BIS : Bureau of Indian Standards 

BOLT : Built Own Lease and Transfer 

BOOT : Built Own Operate and Transfer 

BOT : Built Operate Transfer 

CAA : Constitutional Amendment Act 

CAGR : Compound Annual Growth Rate 

CBD : Central Business District 

CDP : City Development Plan 

CI : Cast Iron 

CIL : Coal India Limited 

CIP : City Investment Plan 

CMO : Chief Medical Officer 

CMRI : Centre for Mining and Research Institutions 

CPCB : Central Pollution Control Board 

CT : Census Towns 

DCB : Demand Collection Balance 

DGMS : Director General for Mining Safety 

DIC : District Industries Centres 

DLDP : Dual Load Dumper Placers 

DMC : Dhanbad Municipal Corporation 

DO : Dissolved Oxygen 

DPR : Detailed Project Report 

DVC : Damodar Valley Corporation 

EPIP : Export Promotion Industrial Park 

ESR : Elevated Service Reservoirs 

FCI : Fertilizer Corporation of India 

FY : Financial Year 

GIS : Geographical Information System 

GLSR : Ground Level Storage Reservoirs 

GoI : Government of India 

GoJ : Government of Jharkhand 

Ha : Hectare 

ISM : Indian School of Mining 

JCF : Jharia Coal Field 

JNNURM : Jawaharlal Nehru National Urban Renewal Mission 

JPCB : Jharkhand Pollution Control Board 

Kw : Killo Watts 

Lpcd : Liters percapita per day 

LPG : Liquid Petroleum Gas 

MADA : Mineral Area Development Authority 

MCM : Million Cubic Meter 

ML : Million Liters 

MLD : Million Liters per Day 

MoEF : Ministry of Environment and Forest 


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MSL : Mean Sea Level 

MSW : Municipal Solid Waste 

MT : Metric Tonnes 

NAC : Notified Area Committee 

NGO : Non Governmental Organisation 

NH : National Highways 

NIC : National Informatics Centre 

O&M : Operations and Maintenance 

OC : Open Cast 

OHT : Over Head Tank 

PMC : Project Management Consultancy 

PSD : Private Sector Developer 

PSP : Public Stand Post 

PT : Property Tax 

PWD : Public Works Department 

RCD : Road Construction Department 

RE : Revenue Expenditure 

RI : Revenue Income 

ROB : Rail Over Bridge 

RUB : Rail Under Bridge 

SEZ : Special Economic Zone 

SSI : Small Scale Industries 

STP : Sewerage Treatment Plant 

SWOT : Strength – Weakness – Opportunities – Threat 

TDS : Total Dissolved Solids 

UA : Urban Agglomeration 

UDD : Urban Development Department 

UFW : Unaccounted for Water 

UG : Under Ground 

UGD : Under Ground Drainage 

ULB : Urban Local Body 

WPR : Workforce Participation Rate 

WS&SD : Water Supply & Sanitation Department 


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Final Report 

I. BACKGROUND 

A. Introduction 

In the present development paradigm, cities are considered “Engines of Growth”. The 

agglomeration of economic activities in the process of urbanization contributes to city and 

concomitantly to national growth through: 

(i.) Real sector: By leveraging productivity of output and employment; 

(ii.) Financial sector: By mobilizing savings; and 

(iii.) Fiscal flows: With cities providing the major proportion of a nation’s tax revenues. 

Development of cities is therefore critical in achieving national goals of improving living 

standards, equitability and sustainability - And Cities that understand their competitive 

position, and move wisely and quickly to capitalize on their comparative advantage, can 

expect significant economic returns. 

With a view to integrate the reform initiatives and scale up the effort to catalyse investment in 

urban infrastructure across States in the country and to provide reform linked assistance to 

State Governments and ULBs in the country, Government of India (GoI) has launched its 

very ambitious scheme “Jawaharlal Nehru National Urban Renewal Mission” (JNNURM). 

The thrust of JNNURM is to ensure improvement in urban governance and service delivery 

so that Urban Local Bodies become financially sound and sustainable for undertaking new 

projects. City Development Plan (CDP) is the first milestone of a project development cycle, 

which broadly identifies the urban needs and prioritizes projects to be taken up under 

JNNURM. 

From Jharkhand state, three cities viz. Dhanbad, Ranchi and Jamshedpur have been identified 

under JNNURM, for which funds would be available under the scheme. As stated before, 

these cities need to prepare a City Development Plan (CDP), further to which, projects for 

development would be undertaken. Dhanbad City Development Plan is prepared by IL&FS 

IDC. 

B. Outcomes of JNNURM 

Following outcomes are envisaged in the JNNURM programme; 

(iv.) Universal Access to a minimum level of services; 

(v.) Establishment of city-wide framework for planning and governance; 

(vi.) Modern and transparent budgeting, accounting, and financial management system at 

municipal levels; 

(vii.) Financial sustainability for municipalities and other service delivery institutions; 

(viii.) Introduction of e-governance in the core functions of municipal governments; and 

(ix.) Transparency and accountability in urban service delivery and management. 

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Final Report 

C. Admissible Component under JNNURM 

1. Urban Renewal – 

Widening of narrow streets, 

Shifting of industrial/commercial establishments from nonconforming 

(inner-city) areas to ‘conforming’ (outer-city) areas to reduce congestion, 

Replacement of old and worn-out water pipes by new/higher capacity ones, 

Renewal of sewerage/ drainage/solid waste disposal systems, etc) 

2. Water Supply 

3. Sewerage 

4. Solid Waste Management 

5. Construction and Improvement of Drains/Storm Water Drains 

6. Urban Transport 

7. Laying /improvement/widening of arterial /sub-arterial roads and bridges to remove 

transport bottlenecks 

8. Parking lots on Public Private Partnership basis 

9. Laying of ring roads and bye-passes around metro and mega cities, provided certain 

cost recovery measures like toll charges are built in 

10. Construction and development of bus and truck terminals 

11. Environmental improvement and city beautification schemes 

12. Preservation of Water Bodies 

13. Development of Heritage Areas 

14. Construction of working women hostels, marriage halls, old age and destitute 

children’s home, nigh shelter with community toilets 

Inadmissible component under JNNURM 

1. Power 

2. Telecom 

3. Health 

4. Education 

5. Wage Employment Programme & Staff Component 

D. Scope of Work 

The scope of services for preparing City Development Plan for Dhanbad broadly covers the 

following areas: 



Final Report 

i.) In depth analysis of the existing situation, covering the demographic, economic financial, 

infrastructural, physical, environmental and institutional aspects; 

ii.) Development of a perspective and vision of the city; 

iii.) Formulating a strategy for bridging the gap between where the city is and where it wishes to 

go; 

iv.) Preparing a City Investment Plan (CIP) and a financing strategy; and 

v.) To prioritize the schemes in order to prepare DPR for suitable schemes. 

E. Approach Methodology 

The approach to preparation of the City Development Plan (CDP) for Dhanbad Municipal 

Corporation (DMC) area primarily focused on identifying and addressing issues with regards 

city development and city management through a consultative process involving various 

stakeholders in the city's development. 

The CDP shall be based on an assessment of the Strengths-Weakness-Opportunities-Threat 

(SWOT) of the city, with regards various elements of urban development and management, 

capitalizing on the strengths and opportunities and addressing weaknesses and threats. The 

following elements of city development and management shall be dealt with. 

(i.) Regional setting and demography; 

(ii.) Institutional framework for urban development and management; 

(iii.) Urban Economy; 

(iv.) Physical planning and growth management; 

(v.) Urban transport system and connectivity; 

(vi.) Land development and housing; 

(vii.) Urban basic service infrastructure / public utilities; 

(viii.) Poverty reduction and social development; 

(ix.) Environmental management; 

(x.) Organization development; and 

(xi.) Finances and Capital Investment Sustenance. 

The approach to the visioning exercise shall comprise of three basic stages, viz.: 

1. Stage 1- Preparatory Phase 

This phase shall focus on establishing the existing situation of the city, in terms of the various 

developmental elements listed above. The outcome of this phase shall be a “State of the City 

Report” elucidating the existing situation with regards the various developmental elements 

and identifying key issues and problems involved therein. 

This phase involves extensive data collection pertaining to the developmental elements from 

concerned stakeholder agencies and other secondary sources. The data shall be compiled and 

analyzed to establish the current situation presented in the State of the City Report. 

2. Stage II – Consensus-building / Visioning Phase 

This stage shall involve stakeholder consultations aimed at consensus building on city 



Final Report 

developmental issues and priorities with the state of the city report as the primary basis for 

consultations. A shared vision shall be framed and adopted for development of the city of 

Dhanbad and developmental goals shall be set for achieving the vision. The outcome of this 

stage shall be a “shared vision statement” for the development of Dhanbad city, sectoral goals 

and optional strategies to achieve the goals and preliminary identification of thrust areas and 

associated projects. . 

3. Stage III – Strategy Formulation Phase 

This stage shall involve evaluating strategy options, analysis of strengths and weaknesses, 

identification of stakeholder roles, developing implementation and action plans and capacity 

building plan within a realistic financing framework. 

While carrying out the above, the strategic plan would focus on issues of priority local 

concerns for livability, and the implied requirements in terms of: 

(i.) Enhancing city productivity through enhanced economy and better quality of life; 

(ii.) Ensuring planned and integrated land, housing, infrastructure and other facilities 

development; 

(iii.) Reducing poverty through enhanced access of the poor to basic urban and social 

services; 

(iv.) Improving management through integrated approach to development issues; 

(v.) Organizational capacity building to meet the requirements of the strategic plan; and 

(vi.) Enhancing financial sustainability through improved/ innovative asset management and 

project development/ structuring mechanisms involving private-public participation. 



Final Report 

Figure 1: City Development Plan (CDP) Approach 

Stage I- Preparatory Phase 

Pre-study stage: 

• Identification and Listing of Key Stakeholders 

• Collection of Primary and Secondary Data 

• Consensus building on city priorities 

• Finalizing key sectors/elements to be studied 

• Preparation of Base Map 

Review/ Analysis with regards to: 

• Regional setting and linkages; 

• Economic development; 

• Tourism development; 

• Physical planning and growth management; 

• Traffic & Transportation; 

• Urban infrastructure and public utilities; 

• Social infrastructure and facilities; 

• Poverty reduction and social development; 

• Environmental management; 

• Financial management, Municipal Acts; and 

• Institutional development. 

Stage III- Strategy Formulation & CIP Phase 

Stage II- Consultation & Visioning 

Phase 

Existing situation description, Demand-Supply Gap Assessment, Identification of 

key developmental and management issues, SWOT analysis and Strategy options 

Department of Local Self Government, GoJ 

Preliminary Report 

Working Groups on various elements 

Stakeholder Workshop 

Formulation of 

VISION STATEMENT and MISSION STATEMENT 

• Policy Reforms 

• Innovative Project Development 

• Private Sector Participation 

Agreed Vision, supported with Strategy options & Action 

• Revenue Enhancement & Resource 

Plans and Project identification under each element & 

Mobilization 

Preparation of Capital Investment Plan 

Defined Parameters Like: 

• Social and Economic Goals, 

Thrust Area Identification, 

• City Needs; 

Strategic Analysis & Prioritization 

• Financial Considerations, 

Project Cash Flow Analysis and 

• Project Structuring 

Parameters for Strategic Options 

• Stage of Implementation, etc. 

Growth Management Framework 

Investment Sustenance Assessment through Annual 

Financial and Operating Plan (FOP) 

Implementation Structure and Capacity Building Framework 

City Development Plan 


5


Final Report 

Figure 2: City Development Plan (CDP) Process 

Existing Situation Review & Defining City Vision 

Existing Situation Review & Defining City Vision 

and Goals 

and Goals 

Review of current service delivery levels from the 

Review of current service delivery levels from the 

citizens’ perspective through consultation between 

citizens’ perspective through consultation between 

councillors and technical staff of Corporation 

councillors and technical staff of Corporation 

Agenda Note Preparation on Visions and Goals of the 

Agenda Note Preparation on Visions and Goals of the 

CDP in Consultation with Planning Partners 

CDP in Consultation with Planning Partners 

Review of State and Local Organisations/ Institutional 

Agenda for the Future 

Review of State and Local Organisations/ Institutional 

Operations in Service Delivery 

Operations in Service Delivery 

Sectoral Strategies 

Sectoral Strategies 

Master Plan 

Master Plan 

Poverty Reduction Plan 

Poverty Reduction Plan 

Water Supply Augmentation Plan 

Water Supply Augmentation Plan 

Sewerage Master Plan 

Sewerage Master Plan 

Storm Water Master Plan 

Storm Water Master Plan 

Comprehensive Traffic & Transport Study 

Comprehensive Traffic & Transport Study 

City City Development Plan Plan Review 

Review 

Annual Annual Report Report and and Assessment Assessment of of Progress 

Progress 

Identification of of Shortcomings 

Areas Areas of of focus focus for for forthcoming forthcoming CDP 

CDP 

Draft CDP 

City Vision and Goals 

Draft Plan Formulation and 

Identification of Capital Improvement 

Program 

Address issues and identify future 

requirement within Plan Period 

Identify Tasks to address strategies 

formulated to cater to future requirement 

Identify Institutions involved in 

performing tasks 

Define sustainability indicators to Monitor 

and Evaluate the Plan 

Annual Progress Report 

City Development Plan 

Draft for Public Consultation 

CDP CDP Monitoring Monitoring and and Evaluation 

Evaluation 

Review Review of of Sustainability Indicators 

Indicators 

Identification of 

of 

Key Key Areas Areas of of deficiencies 

deficiencies 

Redressal Redressal of of issues issues and and accounted accounted for 

for 

Final CDP 

For Implementation 

Public Consultation, CDP Approval and 

Finalisation 

Critical Review and Approval of CDP by Citizen 

Groups/ Public Representatives, Elected 

Councillors and Planning Partners 


6


Final Report 

F. Report Structure 

(i.) 

City Profile. The current section detailing the regional settings, urbanization trend, 

socio economic profile of the Municipal Corporation. 

(ii.) Economic Base. This section detailing the economic base of the city, SWOT Analysis 

and tourism development. 

(iii.) Municipal Financial Management. Financial Management of Dhanbad Municipal 

Corporation is detailed in this section. 

(iv.) Existing Infrastructure Assessment. This section deals with Water Supply, Sewerage 

and Sanitation, Storm water Drainage and Water Bodies Rejuvenation, Solid Waste 

Management, Roads and Traffic Management and Street Lighting in the city, and assess 

current level of service delivery, system performance, key issues and SWOT Analysis. 

(v.) Urban Environment. This section deals with urban environment concerns like mining 

environment, river water quality, air environment, Noise quality and hotspots. 

(vi.) Physical Planning and Growth Management. This section describes the planning 

efforts excised in the past, issues related to physical planning and growth management. 

(vii.) Urban Governance. This section deals with the 74 th CAA, Institutional framework, 

proposed Organization Structure, SWOT analysis. 

(viii.) Basic Services for Urban Poor. This section deals with existing status of slums in the 

city and present infrastructure provision in slums, performance indicators and key 

issues. 

(ix.) Vision, Goals and Sectoral Strategies. This section deals with sectoral visions, goals 

and strategies to achieve the defined vision. 

(x.) Demand, Supply, Gap Assessment of Service Delivery. This section deals with 

sector wise demand, present supply and gap for the present and future designed period 

is arrived for the city. 

(xi.) Capital Investment Plan & Financing Strategy. This section details out the 

proposed capital investment for each sector based demand, supply, gap assessment and 

phasing of the proposed investments. Financing strategy also suggested to meet the 

fund requirement. 



Final Report 

II. 

CITY PROFILE 

A. Overview 

Figure 3: District Boundary Map of Jharkhand 

The district of Dhanbad in 

the country occupies a 

unique place as an important 

resource region which is a 

part of the South-East 

resource region. The 

resource is the coal, often 

termed as “Black Diamond”, a 

term which befits its 

importance as basic fuel in 

most industries. The 

Dhanbad district has the 

largest coal reserves, about 

13,000 million tons of 

metallurgical coal. The 

region is most commonly identified as “Jharia Coal Field (JCF)” which is the one single 

depository of coal spread over an area of about 480 sq.kms. 

This has influenced the location of many coal-oriented industries, such as fertilizers, 

washeries, coke plants, ceramic industry, pottery works, steel industries, lead and zinc smelting 

and numerous other engineering industries. 

In a relative perspective, the region could be linked to industrial zone of Asansol- Durgapur 

in the West Bengal and Jamshedpur – Chaibasa in the Jharkhand- the comparative elements 

being the Bokaro Steel Plant in the west, Sindri Fertilizer complex, Sulphuric Acid Plant and 

ACC Cement Factor in the south and a number of coal-based chemical industries scattered 

around the coal-belt. 

In this venture of coal mining, a number of new mining towns have sprung up in a chain, 

spreading from Dhanbad south-wards upto Sindri and westwards upto Katras. This 

development is mostly scattered, haphazard and unplanned. 

Mineral resource regions compel to scan one more aspect, i.e. limitation of urban growth, as 

also conservation and extraction of underground resources. Mineral resource regions and in 

particular resource regions based on coal area developed on economic activities of exhaustible 

resources. It is important, thus to take a long term view so that the mono-centric economic 

activity can be gradually shifted to other activities. Also, diversification of the economic base 

is of utmost importance for optimum utilization of the potentialities existing in the region in 

terms of basic materials, fuel, ample power resources, well developed and distributed 

communication network and proximity to large urban centres, etc. 

The Dhanbad District consist of eight blocks which include, Dhanbad Sadar, Jharia Block, 



Final Report 

Sindri Block, Baghmara Block, Baliapur Block, Gobindpur Block, Topchanchi Block and 

Tundi. 

For a balanced growth and improvement of conditions in the region, a preconceived strategy 

for the future needs to be spelt out, to control and regulated the urban growth and 

development of infrastructure. 

Location 

Figure 4: Connectivity Map of Dhanbad 

Dhanbad 

Municipal 

Corporation is located in the 

Eastern part of the Country, 

from 85 0 45’ E longitude to 86 0 

30’ E longitude and from 23 0 32’ 

N latitude to 24 0 5’latitude. The 

district headquarter, located at 

Dhanbad is about 170 km from 

State Capital of Ranchi and 

about 250 km from Kolkata the 

premier city of the country. 


New Dhanbad Municipal Corporation was formed as per notification vide 

/Establishment/Formation – 101/5334/Urban Development Department, Ranchi, dated 01- 

02- 2006. The New Dhanbad Municipal Corporation will consist of urban settlements namely 

erstwhile Dhanbad Municipality, Jharia NAC, Sindri NAC, Chhatandh NAC, Katras NAC 

and 27 census towns (as per 2001 census). Besides these urban settlements there are 258 

villages also form part of the new Dhanbad Municipal Corporation. The total population of 

new Dhanbad Municipal Corporation as per Census 2001 is 13,33,719 out which 10,65,327 

persons constitutes from Urban Agglomeration (32 towns) and villages constitutes about 

268,392 persons. The total area of new Municipal Corporation is around 355.77 sq.km. 

Railways 

Dhanbad is well connected by the Rail route also. It is the divisional headquarter of Eastern 

Railway. The Grand chord line (Golden Quadrilateral – NH 2) which is the main line between 

Delhi and Calcutta passes through Dhanbad. Trains to Delhi, Calcutta, Bombay, Jammu, 

Kalka, Gorakhpur, Lucknow, Patna, Jodhpur etc. can be taken from Dhanbad. Important 

trains halting at Dhanbad are Calcutta Rajdhani Express, Bhubneshwar Rajdhani Express, 

Bokaro Calcutta Shatabdi Express. Poorva Express, Kalka Mail, Ludhiana Express., Jammu- 

Tawi Express., Howrah-Jodhpur Express and Shakti Punj Express. 

Gomoh is another important Railway Junction located in Dhanbad district. Neelanchal 

Express., Purushottam Express is the important trains halting at Gomoh. 


KUSBERIA 

RAJGANJ 

BHELATAND 

200 

40 

AMJHAR 

6 

7 

BHUDA 

3 

5 

GOLMARA 

4 

BERA 

DHOKHRA 

PALANI 

RAKHITPUR 

BAROMA 

DHAIYA 

BARADAHA 

HIRAPUR 

DHOWATANR 

CHANDUD 

GOTTOPA 

SAMAIDIH 

SABALPUR 

KOLAKUSMA 

SAPTA 

NARAINPUR 

AMAGHATA 

DHANGI 

9 

SAHARPURA 

KUSBERIA 

1 

GOLAKDIH 

OJHADIH 

BAGAGI 

JINAGORA 

GOPALICHAK 

202 

PETIA 

111 

PARASIA 

MUNIDIH 

KARITANR 

GANSADIH 

City Development Plan, Dhanbad Final Report 

Figure 5: Dhanbad Municipal Corporation Map 

TO DELHI 

TO KOLKATA 

NH32 

NH2 

230 

NH33 

Dhanbad Municipal Corporation 10 

CITY DEVELOPMENT PLAN 

DHANBAD 

DHANBAD MUNICIPAL CORPORATION 

BOUNDRY MAP 

LEGEND 

MAJOR ROADS 

RAILWAY LINE 

MAJOR RIVER 

JHARIA NAC & RURAL + SINDRI 

BALIAPUR BLOCK (PART) 

DHANBAD RURAL + CHHATATAND 

NAC 

DHANBAD MUNICIPAL AREA 

GOVINDPUR BLOCK (PART) 

DHANBAD RURAL + CHHATATAND 

NAC 

BAGHMARA BLOCK (PART) + KATRAS 

NAC 

OTHER URBAN AREA 

CITY/ TOWN 

SINDRI 

N 


INFRASTRUCTURE DEVELOPMENT 

CORPORATION LIMITED 

FIGURE NO: 

DAMODAR RIVER 

192 

SINDRI 

186 

187 

189 

CHHIPATAND 

SOULAPUR 

183 

174 

ROHARABAND 

169 

DOMGARH 

TASRA 

168 

167 

174 

173 172 

129 

184 

JIALGORA 

VARANASI 

198 

201 

207 

212 

217 

215 

208 

207 

LALCHAK 

241 

237 

DUNGRI 

261 

288 

253 

220 

216 

BLAITANR 

BAGDAHA 

DALDALI 

PHATA MAHL 

BHUIAN RARARPUR 

SONDAHA 

SALDAHA 

TILATANR 

213 

BARWADI 

UDALBANI 

238 

232 

263 

KAILUDIH 

88 

8 15 

49 

151 

148 

36 

37 

34 

154 

35 

30 

152 

52 

50 

140 

139 

14 

94 

85 

86 

87 

48 

47 

46 

141 

49 

44 

45 

142 

131 

42 

BALGRIA 

143 

144 

150 

127 

146 

122 

144 

126 

147 

121 

153 

155 

177 

158 

156 

238 

231 

264 

282 

270 

271 

280 

68 

273 

69 

274 

67 

71 

66 

72 

80 

84 

81 

82 

61 

59 

93 

97 

99 

75 

100 

103 

104 

138 

137 

106 

136 

107 

135 

108 

112 

113 

114 

116 

160 

159 

SHYAMDIH 

260 

84 

BANDARCHUA 

221 

278 

86 

79 

85 

94 

256 

289 

226 

MUKUNDA 

MATKURIA 

RANGUNI 

224 

383 

272 

229 

225 

223 

284 

233 

235 

266 

267 

265 

269 

286 

228 

349 

276 

55 

65 

54 

53 

CHANDKUYIH 

BASTACOLA 

BANSMORI 

GONDUDIH 

CHHOTA 

KHARIKABAD 

KUJUMA 

NICHITPUR 

PARUTIA 

SURANGA 

PAHARPUR 

DAMODARPUR 

SUSNILEWA 

DAMKAR BRWA 

BISUNPUR 

ALAKHDIHA 

BHAGRAMPUR 

PANEARA 

MADHUBAN 

87 

73 

58 

PARASBANIA 

KUSUNDA 

ALKUSA 

JIALGORA 

SONARIA GORERIED EKRA 

77 

96 

88 

89 

92 

91 

102 

101 

105 

133 

ARULGRIA 

TETULMARI 

SIALGUDRI 

DHONDABAD 

DHOBANI 

GOPINATHDIH 

BARRAGARY 

GARBHUDIH 

BARADUBHI 

18 

181 

PARBAD 

157 

BHATDIH 

117 

GANDUBAD 

DHARJORI 

KURMIDIH 

PICHHARI 

BARA 

OR 

KARI TANR 

UDAYPUR 

GOVINDADIH 

CHHOT 

PICHHARI 

PARGHABAD 

163 

182 

RAGHUNATHPUR 

179 

MANAITAND 

RANGAMATIA 

175 

172 

MANOHARTANR 

171 

164 

133 

NAGRIKALA 

BAUOKALA 

SARAIDHELA 

DHANBAD 

51 

BHAGATDIH 

PATHRA KULHI 

JHARNA 

JHARIA 

TISRA 

CHHATABAD 

UPARKANDRA 

KUSTOR 

165 

CHASNALA 

PATHARDIH 

LOYABAD 

162 

PUTKI 

RAMPUR 

SARADHA 

MAJHILADIH 

LAKARKHAOARI 

BHAGABAND 

JITPUR 

KENDUADIH 

SIJUA 

SABALDIH 

RAJASDHRA 

BHOWRA 

JARMA 

DAMODAR RIVER 

JATUDIH 

TETENGABAD 

287 

299 300 

286 

301 

348 

90 

PATRA KULHI 

KUPURIA 

MALKERA 

BHULI 

GODHAR 

DHANSAR 

BASARIA 

CHANDRABAD 

PONDERKANLI 

KATRAS 

ANGARPATHRA 

JAMADOVA 

BALIHARI 

258 

122 

10 

KUSUMDAHA 

123 

11 

125 

126 

127 

128 

76 

13 

170 171 

16 

185 

KOLKATA 

17 

GOPINATHDIH 

SABIPUR 

12 

PRADHAN KHANTA 

89 

JORAPOKHAR 

32 

KARMATANR 

AMGHATA 

CHANDAUR 

KERKEND 

SUDAMDIH 

BANDHDIA 

TO RANCHI 

TO RANCHI


Final Report 

Topography 

It is situated on the lower steps of Chota Nagpur plateau at an altitude of 750’ above Mean 

Sea Level (MSL). 

Geology 

Geologically, the major feature is the great coal basin of Jharia with intervening areas of 

crystalline rocks. The ancient rock types Dharwar and post dharwar period form the 

basement rock over which the lower Gondwana group of sedimentary strata consisting of 

coal seams and patches of sand stone is formed. The region is important for its large reserves 

of Lower Gondwana coal distributed in three fields, the Jharia and Chandrapura Coalfields 

and Barkar series which extends into the Raniganj Coalfield in West Bengal. 

The main axis of the synclinal Jharia Coalfield basin runs West-East – South-East and is 

pitching gently towards West and can be seen by the dips of the Raniganj strata along the 

Jamunia river. 

This line of axis is neither straight nor curved in simple manner, but is itself corrugated due to 

the forces probably coming from East to West. Though hardly a dozen minerals of economic 

importance occur in the region, it is one of the premier areas of India so far as the coal is 

concerned. The Jharia Coalfield reserves are estimated upto 12,815 million tones upto a depth 

of 600 meters out of which 5,640 million tones have been estimated as of prime coking coal 

variety, according to a BCCL report on estimates of coal reserves. 

Fireclay suitable for manufacture of firebricks as layers or thin beds in the coal bearing 

sedimentary formations at Nadkharki, Sonardih East, Kenduadih, Tisra and Patherdih are 

found. 

Silica is found in Dhangi hills, exploitation is done on a very small scale. Other economic 

minerals which are found in the region are building stones, kankar, steatite, soapstone, mica, 

iron-ore, chinaclay, graphite etc. 

Soil Characteristics 

Alluvial soil is found along river bed, which is used for agriculture. It is found in small patches 

especially in Baliapur block. Sandy soil is also found in the river beds, which is the 

characteristic of granitic rocks and sandstones. It is used for stowing and building purposes. 

Coarse gritty soil is predominant in coal basins. This type of soil mixed with big fragment of 

rocks is formed from the weathering of pegmatites, quartz and conglomeratic sandstones. 

Laterite or Kankar is found in the foot of hills which red soil is found further ahead. Some 

cultivation is practiced on red soil. Cultivable soils are found mainly in south eastern part of 

the region, near Sindri and North to North western part of the region in Gobindpur block. 

Climate and Rainfall. 

The climate of region is characterized by general dryness and hot summer except in the 

monsoon season. The cold weather prevails from November to February. The temperature 



Final Report 

goes down as low as 6-7 0 C. The summer is hot with the temperature going to 47-48 0 C. The 

summer season is between March to June. The monsoon is from July to October. The rainfall 

is generally heavy accompanied of ten with stormy winds. The metrological observatory is at 

Dhanbad. Table 1 presents the block wise registered rainfalls during 2005 in DMC area. 



Final Report 

Table 1: Block wise Registered Rain fall during the Year 2005 in Dhanbad DMC 

Months 

Dhanbad Jharia Balaiapur Baghmara Govindpur 

Rain fall 

(mm) 

No of Rainy 

Days 

Rain fall 

(mm) 

No of Rainy 

Days 

Rain fall 

(mm) 

No of Rainy 

Days 

Rain fall 

(mm) 

No of Rainy 

Days 

Rain fall 

(mm) 

No of Rainy 

Days 

2005 

January 26.8 3 31.3 3 37.2 3 18.6 1 103 7 

February 13.2 2 28 3 31.4 3 NA NA 20.6 3 

March 4 1 53 3 43 5 NA NA 22.6 1 

April 23 2 11.5 1 51 4 NA NA 22.2 3 

May 22.8 2 38.5 4 50.8 5 NA NA 40.4 2 

June 106.4 8 126.8 8 116.8 8 NA NA 204.8 8 

July 312.2 21 515.2 18 523.6 17 372.1 16 467.2 17 

August 131.8 10 75 7 90 8 213.2 12 200 9 

September 70.6 6 114.2 6 89.4 6 104 7 111.6 9 

October 92.6 8 136.8 7 146.8 5 85.2 5 104 5 

November - - 3.2 1 - - - - - - 

December 2.2 - 3.2 1 4.2 1 2.2 - 2.4 - 

Total 805.6 63 1,136.7 62 1,184.2 65 795.3 41 1,298.8 64 



Final Report 

The climate of the district is characterized by general dryness. It is very pleasant during the 

cold weather from November to February. Thereafter the climate becomes warm. It remains 

hot until the monsoon breaks towards the middle of June. With the setting in of rains the 

temperature falls and humidity rises, July to October are the rainy months. July and August 

are the wettest months. The details of block wise rainfall and no of rainy days during the year 

2005 in Dhanbad Municipal Corporation jurisdiction is presented in Table 1. The rainfall 

during (2005) July is varies from 312.2 mm in Dhanbad block to 523.6 mm in Baliapur Block. 

The average no of rainy days recorded in the year 2005 in DMC jurisdiction is 55 days. 

History 

Dhanbad district was constituted in 1956 by carving out the old Dhanbad subdivision, Chas 

and Chandankiyari police stations of the Sadar subdivision of the erstwhile Manbhum district. 

Dhanbad is Police district since 1928. The re-organisation of the districts in the State of Bihar 

which took place after 1971 did not affect the district of Dhanbad. Erstwhile Dhanbad 

Municipality is the most urbanized in the district and the headquarters of the district. In the 

year 1991, Bokaro District was constituted by carving out Chas Sub-division of Dhanbad 

district and Bermo Sub-division of Giridih District. 

The district is bounded on the west by Giridih and Bokaro on the north by Giridih and 

Dumka and on the east and south by Purulia district of West Bengal. 

The early history of the greater part of the Chotanagpur plateau is shrouded in mystery and 

that of Dhanbad district is particularly so. Details of even later periods are difficult to trace as 

the present district formed but a small and insignificant part of Manbhum. In the Settlement 

Report for Manbhum (1928) it has been stated that no rock inscriptions, copper plates or old 

coins were discovered and not a single document of copper plate or palm leaf was found in 

course of the Survey and Settlement operations. The oldest authentic documents produced 

were all on paper and barely even a hundred years old. 

In view of these circumstances the District Gazetteer for Dhanbad (1964) merely reproduces 

the chapter on history in the Settlement Report of 1928 which pertains to the entire district of 

Manbhum. 

It was a small village of the erstwhile district of Manbhum which had it’s headquarter in 

Purulia (now in West Bengal). Manbhum in turn, derived its name from Raja Man Singh who 

was gifted this territory by Emperor Akbar, following his victory in a certain battle. The 

district being extremely vast and far-flung soon got divided into Birbhum, Manbhum and 

Singhbhum, for administrative purposes. 

However, on 24.10.1956 Dhanbad was declared a District on the Recommendation of the 

State Reconstitution Commission vide notification 1911. Its geographical length, extending 

from North to South, was 43 miles and breadth, 47 miles, stretching across East to West. In 

1991 a part of Dhanbad was sliced away from Bokaro district, diminishing thereby its total 

area to 2,995 Sq.Kms. 

Earlier, the district was split into two sub – divisions – Dhanbad Sadar and Baghmara. The 

former incorporated 6 blocks, while the latter had four. The then vastness of the district 

called for two police headquarters, based at Bokaro and Dhanbad respectively. Meanwhile, 



Final Report 

the district as its stands today, has only one sub-division called the Dhanbad Sadar. There are 

presently, 8 blocks here viz. Jharia, Baghmara, Dhanbad, Nirsa, Govindpur, Baliapur, Tundi, 

and Topchanchi. 

There are 100,850 acres of hillocks and 56,454 acres of forests. It is about 500-1,000 feet 

above Sea level. Its soil is, by and large lateritic in nature. 

B. Population Trends and Urbanization 

Dhanbad Municipal Corporation, covering about 355.77 sq. kms (include Dhanbad Urban 

Agglomeration Area and 158 villages), comprises of a total population of 13,33,719 persons 

(as per Census 2001), whereas the Dhanbad Urban Agglomeration comprising of erstwhile 

Dhanbad Municipality, Jharia NAC, Katras NAC, Sindri NAC, Chhatatanr NAC and 27 

census towns houses a population of 1,065,327 persons. The following table presents Urban 

Agglomeration growth trend in past decades. 

Table 2: Decadal Growth Rate and CAGR of Dhanbad Urban Agglomeration Population 

Year UA Population No of Towns 

in UA 

Decadal Growth 

Rate 

Compounded Annual 

Growth Rate (CAGR) 

1951 291,833 19 - - 

1961 272,503 19 -6.62 -0.68 

1971 472,980 19 73.57 5.67 

1981 689,460 19 45.77 3.84 

1991 821,058 24 19.09 1.76 

2001 1,065,327 32 29.75 2.64 

Source: Census Hand Book and Analysis. 

Figure 6: Urban Agglomeration Population Growth Trend 

The Dhanbad Urban 

Population Growth Trend of Dhanbad UA 

Agglomeration area 

witnessed growth rates in the 

12.00 

range of (–) 6.62 percent to 

10.00 

73.57 percent. Noteworthy 8.00 

surge in growth rate to 73.57 

percent, registered in 1961 – 

6.00 

1971, can be attributed to the 4.00 

industrialization and mining 2.00 

activities in the region. The 

0.00 

decline in the Urban 

1951 1961 1971 1981 1991 2001 

Agglomeration decadal 

Years 

growth rate in the past two 

decades can be attributed to the increasing trend of sick industries in the region and 

bifurcation of Bokaro district from Dhanbad and etc, The Compounded Annual Growth Rate 

(CAGR) has reduced from 3.84 percent during 1971-81 to 1.76 percent during 1981-1991. 

However, during the decadal year 1991 – 2001 the urban agglomeration population has 

witnessed increase in CAGR over previews decade, this may be attributing to the inclusion of 

eight more towns within Urban Agglomeration area. The Table 3 & Table 4 present the 

urbanization trend in Dhanbad region from 1951 to 2001. 

Population in Lakhs 



DHANBAD 


URBAN SETTLEMENT 

9 

LEGEND 

8 

40 

MAJOR ROADS 

RAILWAY LINE 

6 

MAJOR RIVER 

7 

SETTLEMENT BOUNDARY 

3 

5 

CITY/ TOWN 

SINDRI 

4 

CITY/ TOWN - 

1 

Higher Annual Growth Rate 

over Average Growth Rate 

200 

JAMADOVA 

202 

LOYABAD 

111 

N 




FIGURE NO: 

DAMODAR RIVER 

192 

SINDRI 

186 

187 

189 

183 

174 

169 

167 

168 

165 

182 

175 

133 

171 

164 

163 


Figure 7: Dhanbad Municipal Corporation –Urban Agglomeration Map 

174 

173 

172 

129 

184 

TO KOLKATA 

170 171 

125 

128 

185 

127 

126 

123 

KOLKATA 

18 

122 

10 

89 

NH32 

13 

17 

16 

12 

32 

15 

34 

88 

NH2 

49 

14 

42 

48 

49 

30 

37 

35 

36 

177 

148 

154 

153 

94 

152 

47 

50 

46 44 

45 

140 

151 

150 

146 

87 

86 

85 

144 

221 226 

217 

225 

223 

SARAIDHELA 

84 

220 

53 

181 

179 

PATHRA KULHI 

VARANASI 

51 

52 

139 

141 

142 

131 

143 

144 

127 

122 

147 

198 

126 

121 

155 

158 

156 

61 

59 

201 

67 

75 

138 

207 

212 

68 

137 

69 

136 

135 

108 

NH33 

113 

114 

TO DELHI 

112 

116 

160 

159 

207 

215 

241 

208 

237 

253 

238 

261 

216 

232 

238 

263 

256 

231 

284 

264 

260 

233 

235 

266 

267 

265 

289 

269 

224 

230 

383 

282 

272 

288 

229 

270 

271 

286 

228 

273 

280 

278 

274 

349 

71 

65 

66 

276 

55 

72 

80 

84 

54 

81 

86 

79 

82 

85 

87 

73 

58 

77 

96 

94 

88 

93 

97 

99 

100 

89 

103 

92 

91 

104 

102 

101 

105 

106 

107 

133 

157 

117 

172 

KUSTOR 

NAGRIKALA 

JHARIA 

TISRA 

PATHARDIH 

162 

PUTKI 

BHAGATDIH 

KENDUADIH 

TO RANCHI 

TO RANCHI 


ROHARABAND 

TO GOVINDPUR 

DHANBAD 

BHULI 

DHANSAR 

BAUOKALA 

BASARIA GODHAR 

213 

BALIHARI 

76 

JORAPOKHAR 

SIJUA 

PONDERKANLI 

BHOWRA 

258 

KERKEND 

DAMODAR RIVER 

KATRAS 

ANGARPATHRA 

KAILUDIH 

CHANDAUR 

287 286 

90 

348 

MALKERA 

299 300 301


Final Report 

Table 3: Town wise Decadal Growth of Population in Dhanbad Urban Agglomeration 

Towns 1951 1961 1971 1981 1991 2001 

Dhanbad (M) 34,077 57,352 79,838 120,221 151,789 199,258 

Jharia (NAC) 26,480 33,683 45,236 57,496 69,641 81,983 

Sindri (NAC) 13,045 41,315 46,385 70,645 72,333 76,746 

Katras (NAC) 13,365 17,224 19,444 29,587 37,520 51,233 

Chhatatanr (NAC) 35,540 6498 51,314 75,186 28,420 32,173 

Kailudih (CT) - - - - 4,314 8,913 

Malkera (CT) 2,827 2,031 4,830 5,094 4,991 9,806 

Lakraka (CT) - - - - - 6,966 

Chandaur (CT) 2,471 3,721 5,271 6,297 9,690 13,761 

Nagri Kalan (CT) - - - - - 7,688 

Pondar Kanali (CT) - - - - 6,628 7,485 

Sijua (CT) 16,045 9,997 16,346 20,614 25,448 29,828 

Loyabad (CT) 22,909 11,553 19,287 26,475 31,297 32,721 

Kenduadih (CT) 5,979 5,542 4,220 5,470 6,740 8,359 

Baliari (CT) - - - - 10,501 11,536 

Chhotaputki (CT) - - - - - 6,727 

Basaria (CT) - - - - - 4,022 

Bhuli (CT) 4,956 11,299 20,876 40,832 56,774 89,534 

Godhar (CT) - - - - 7,200 9,552 

Dhaunsar (CT) - - - - - 9,214 

Kustai (CT) - - - - 11,830 12,280 

Saraidhela (CT) 2,208 2,879 6,603 11,956 16,393 24,189 

Jamadoba (CT) 23,245 6,568 16,646 25,171 31,761 34,092 

Jharia Khas (CT) - - - - - 19,831 

Tisra (CT) 27,390 7,470 33,891 46,930 55,677 53,572 

Jorapokhar (CT) 18,196 15,595 44,675 65,156 72,919 85,100 

Bhowrah (CT) 20,614 10,587 25,597 31,695 45,425 44,295 



Final Report 

Towns 1951 1961 1971 1981 1991 2001 

Pathardih (CT) 6,358 8,796 9,906 22,720 27,319 39,541 

Rohraband (CT) - - - - - 4,285 

Angarpathar (CT) 6,607 6,001 5,150 5,401 6,274 8,305 

Bhagatdih (CT) 9,521 14,392 17,465 22,514 30,174 33,507 

Baua Kalan (CT) 8,825 

Total Urban Agglomeration 

291,833 272,503 472,980 689,460 821,058 1,065,327 

Population 

No of Towns in UA 19 19 19 19 24 32 

Source: Census Hand Book. 

Table 4: Town wise Decadal Population Growth Rate of Dhanbad Urban Agglomeration 

Towns 1951-61 1961-71 1971-81 1981-91 1991-2001 

Percentage 

Dhanbad (M) 68.30 39.21 50.58 26.26 31.27 

Jharia (NAC) 27.20 34.30 27.10 21.12 17.72 

Sindri (NAC) 216.71 12.27 52.30 2.39 6.10 

Katras (NAC) 28.87 12.89 52.17 26.81 36.55 

Chhatatanr (NAC) -81.72 689.69 46.52 -62.20 13.21 

Kailudih (CT) - - - - 106.61 

Malkera (CT) -28.16 137.81 5.47 -2.02 96.47 

Lakraka (CT) - - - - 

Chandaur (CT) 50.59 41.66 19.46 53.88 42.01 

Nagri Kalan (CT) - - - - - 

Pondar Kanali (CT) - - - - 12.93 

Sijua (CT) -37.69 63.51 26.11 23.45 17.21 

Loyabad (CT) -49.57 66.94 37.27 18.21 4.55 

Kenduadih (CT) -7.31 -23.85 29.62 23.22 24.02 

Baliari (CT) - - - - 9.86 



Final Report 

Towns 1951-61 1961-71 1971-81 1981-91 1991-2001 

Percentage 

Chhotaputki (CT) - - - - - 

Basaria (CT) - - - - - 

Bhuli (CT) 127.99 84.76 95.59 39.04 57.70 

Godhar (CT) - - - - 32.67 

Dhaunsar (CT) - - - - - 

Kustai (CT) - - - - 3.80 

Saraidhela (CT) 30.39 129.35 81.07 37.11 47.56 

Jamadoba (CT) -71.74 153.44 51.21 26.18 7.34 

Jharia Khas (CT) - - - - - 

Tisra (CT) -72.73 353.69 38.47 18.64 -3.78 

Jorapokhar (CT) -14.29 186.47 45.84 11.91 16.70 

Bhowrah (CT) -48.64 141.78 23.82 43.32 -2.49 

Pathardih (CT) 38.35 12.62 129.36 20.24 44.74 

Rohraband (CT) - - - - - 

Angarpathar (CT) -9.17 -14.18 4.87 16.16 32.37 

Bhagatdih (CT) 51.16 21.35 28.91 34.02 11.05 

Baua Kalan (CT) - - - - - 

Total Urban Agglomeration -6.62 73.57 45.77 19.09 29.75 

Source: Census Hand Book and Analysis. 



Final Report 

Sex Ratio 

The current (2001 census) sex ratio (female population per 1,000 male population) in 

Dhanbad Municipal Corporation is 848, which is lower than the district figure of 874 and the 

state average of 941. Owing to the large number of male migrant workers in the region 

attributes to the lower sex ratio than other urban cities in the State. 

Literacy Rate 

In 2001, the literacy rate (percentage of literate population to the total population above six 

years of age) in the Urban Agglomeration (UA) area was 74.94 percent. The literacy rate of 

Dhanbad UA is higher than that of Dhanbad District (67.49 percent) and the State of 

Jharkhand (53.60 percent). The male and female literacy rate was 83.91 percent and 64.05 

percent, respectively. The main reason behind the high literacy rate is due to the presence of 

good number of educational and research institutions and other governmental offices in the 

Municipal Corporation jurisdiction. 

Household Size 

The total number of households in Dhanbad Urban Agglomeration area has increased from 

5.00 in 1991 to 5.54 in 2001. The household size for Dhanbad Municipal Corporation is 5.57 

(as per census 2001), which is just below the district figure of 5.6 and well below the national 

average household size of 6.3 (as per Census 2001). 

Growth Trends and Projections 

The future population of Municipal Corporation is projected separately for the Dhanbad 

Urban Agglomeration area and the 158 villages with in the Municipal Corporation 

jurisdiction. To carry out the demand analysis of urban infrastructure facilities required for the 

Municipal Corporation, the different projection methods were analyzed. In case of Dhanbad 

Urban Agglomeration, since decadal population figures are available from the Census for the 

period from 1951 to 2001, the trend line method is analyzed. However, owing to the 

inconsistency in growth rate (due addition of no of towns in to UA) average growth rate has 

been adopted based on five decadal figures. In case of the 158 villages with in the Municipal 

Corporation jurisdiction, since population figures are available only for 1991 to 2001, the 

average growth rate during 1991 to 2001 is compared with the national average and the same 

is adopted to project the population. From different methods, constant growth rate of 2 

(average CAGR of last five decades) is assumed for Dhanbad Urban Agglomeration and for 

158 villages the national average figure of 2 percent annual growth rate has been assumed 

over the design period (2036). Table 5 presents the projected population of Urban 

Agglomeration and 158 villages for the year 2036. The present (2006) projected population 

for UA is 12.13 lakhs and for village areas it is 2.96 lakhs. As per the projection, the total 

projected population for Municipal Corporation jurisdiction is 30.83 lakhs in 2036. 



Final Report 

Table 5: Projected Populated of Dhanbad Municipal Corporation 

Year UA Area Other Villages Total 

2001(Census) 1,065,327 268,392 1,333,719 

2006 1,213,896 296,326 1,510,222 

2011 1,374,460 325,959 1,700,419 

2016 1,556,263 358,555 1,914,818 

2021 1,762,114 394,411 2,156,524 

2026 1,995,192 433,852 2,429,044 

2031 2,259,101 477,237 2,736,337 

2036 2,557,917 524,960 3,082,877 

Source: Analysis. 

C. Socio-Economic Profile 

1. Health 

The Dhanbad Municipal Corporation has both government and private run hospitals and 

clinics. There are two Government Hospitals with about 500 bed strengths, 15 private 

hospitals and 33 doctors are working. Apart from this there are nine maternity centres, 135 

health centres and 47 dispensaries are functioning with the Municipal Corporation 

jurisdiction. Population per health centers works out to around 6,400 persons per hospital 

and the no of persons per doctor ratio is comes around 12,230 persons to a doctor in the city. 

The command area per health center works out to 0.62 sq.km per hospital with in the 

Jurisdiction of Dhanbad Municipal Corporation. The Table 6 presents health facilities 

available with in Dhanbad Municipal Corporation Jurisdiction. 

Table 6: Health Facilities in Dhanbad Municipal Corporation Jurisdiction 

Health Centres Nos Number of 

Doctors 

No of 

Beds 

Average Patients per 

day 

Hospitals 17 33 3,042 1,000 

Maternity Centres 9 76 42 50 

Health Centres 135 - - 

Dispensaries 47 

- - 

Total 208 109 3,084 1,050 

Source: Compiled from various sources. 

The number of birth has increased from 6,704 to 21,858 from 2001 to 2004 and the number 

of death is also witnessed increasing trend from 120 to 651 for the same period. Table 7 

presents basic health indicators of the city. 



Final Report 

Table 7: Basic Health Indicators - Dhanbad Municipal Corporation 

Description 2000-01 2001-02 2002-03 2003-04 2004-05 

No of Birth 6,704 12,484 18,911 21,858 11,776 

No of Deaths 120 117 314 651 78 

Infant Mortality Rate (per 71% 71% 71% 71% 71% 

1,000) 

Child Mortality Rate (per 9.8% 9.8% 9.8% 9.8% 9.8% 

1,000) 

Maternity Mortality Rate 

(per lack) 

4.37% 4.37% 4.37% 4.37% 4.37% 

Source: CMO, Dhanbad. 

Disease Pattern 

In 2004-05, 2,397 malaria cases were registered, which has increased by 78 percent from 

2001-02 to 2004-05. The cholera cases have decreased from 1,332 in 2003-04 to 608 in 2004- 

05. Both these diseases could be attributed to the lack of proper sanitation systems, mixing of 

sewage with water, large quantity of on-street waste, allowing water stagnation and lack of 

awareness among the populace in terms of its health implications. Following table presents 

disease pattern recorded in Dhanbad. 

Table 8: Disease Pattern - Dhanbad Municipal Corporation 

Disease Type 2000-01 2001-02 2002-03 2003-04 2004-05 

Cholera 680 289 836 1,332 608 

Malaria 2,253 1,347 1,918 2,068 2,397 

Source: CMO, Dhanbad. 

2. Education Facility 

Dhanbad houses government education and research institutions along with aided and private 

institutions. The literacy rate in the Urban Agglomeration is 74.94 percent and is high in 

comparison to the district figure of 67.49 percent. GoJ’s Education Department has control 

over administrative and financial aspects of the schools. 

Dhanbad city has Centre for Mining and Research Institutions (CMRI), ISM, Mining Institute 

at Bhaga, Rajkia Polytechnic Institution and PMCH. State Government and private sector 

impart education in Dhanbad. While, the State Government manages school education, the 

private sector provides higher education and manages colleges. The total number of students 

enrolled in schools is 43,764. The ratio between numbers of students per teacher in State 

Government run institutions is about one teacher for 60 students and the proportion varies in 

different hierarchy of institutions in the city. 



Final Report 

III. 

ECONOMIC BASE 

A. Overview 

Dhanbad – Jharia – Sindri region is situated at the epicentre of the rice mineral zone. The 

region’s mainstay in industrial production is coal and fertilizers, including a number of coal 

based chemical products. The region is well connected to other major centres by the G.T 

Road (NH 2) and other State Highways. The region is also situated close to a metropolitan 

marketing centre. Kolkata, provides all facilities for import and export trade by sea. By 

railways, the region is equally well linked with Delhi, Kolkata, Kanpur, Moghulsarai, Patna, 

Allahabad, Bombay and Southern India. 

The basic function of Dhanbad – Jharia – Sindri region is coal mining and this will continue 

for considerable span of time until the resources are depleted. The region has 

characteristically good potential for chemical industries based on coal by products. Even 

though the basic economy of the region is coal mining, the urban centres, such as Dhanbad, 

Jharia, Sindri, Katras, Karkend etc., have developed quite a diverse economic base. Industries 

of manufacturing, processing, servicing, repairing types and trade and commerce activities 

have come up in large numbers and even the “other service” sector contributes to a major 

extent in providing employment in the region. 

The coal mining activity will continue to guide the regional economy for many more years. At 

present, there are 112 coal mines operating in the district which totally produce 26.70 million 

metric tones of coal annually of a total value nearly Rs. 7,000 million. This activity directly 

employs nearly 180,000 workers in the district, which is as much as 25-30% of the total 

workers in the district. 

As described earlier coal mining is the predominant activities in the district of Dhanbad. 

There are 112 coal mines functioning with in the district, which are being operated four 

companies such as BCCL, ECL, TISCO and HSCO. Following table presents the details of 

organization wise no of mines operated and production per annum. 

Table 9: Organization wise no Coal Mines Operated and its Production 

Name of the Company No of Mines Production 

Thousand Tons 

BCCL 86 19,110.00 

ECL 17 338.49 

TISCO 6 763.66 

HSCO 3 242.40 

Total 112 20,454.55 

Source: NIC, Dhanbad. 

In larger interest of the Nation, the coal mining activity was nationalized in 1971 and all the 

mines were brought under Coal India Limited (CIL). The main objectives of the 

nationalization were: 



Final Report 

(i.) To carry out systematic and scientific exploitation of coal; 

(ii.) To regulate the coal supply as per the country’s needs; 

(iii.) To create safe conditions in mines and achieve optimum exploitation of the resources 

by eliminating small individual lease holdings; and 

(iv.) To cater to the interest of the coal mine works who form a large part of the society. 

The coal production is expected to increase to 50 million tones, a nearly doubling of the 

present production. This would generate more employment in this activity. In elucidates the 

BCCL’s future projects or production plan up to 12 th Five Year Plan. The BCCL is planning 

to produce about 28.45 million tonnes of coal in 2016 -17. This would also provide impetus 

to the industrial growth in the region. 

The Jharia coalfields cover an area of about 448 sq. kms entirely situated within the district. 

The total reserve of this field is estimated at 5,000 million tonnes. The coal seams found here 

are, however, thinner and also fewer than in the Barakar field. A large part of the Jharia Coal 

Field is made up of Talchar rocks. The moisture content of the Barakar coals is comparatively 

low. 

Among other important minerals found in the district are fire clay for the manufacture of fire 

bricks and iron ore. Mica is found in the eastern portion of Baliapur. China clay and graphite 

are also available in certain pockets of the district. 



Final Report 

Table 10: Future Production Plan of BCCL 

Name of Projects Type Capacity 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 

Million Tonnes 

Kharkharee/Maheshpur/ UG 1.00 0.10 0.20 0.30 0.40 0.50 

Dharmaband/Teturia 

Bhalgora UG 1.00 0.30 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00 1.00 

Mahuda T&B UG 0.40 0.10 0.15 0.20 0.25 0.30 0.35 0.40 

Bhowra-Sudamdih Re-org UG 0.40 0.10 0.15 0.20 0.25 0.30 0.40 

Moonidih PSLW UG 1.00 0.60 0.70 0.80 0.90 1.00 1.00 1.00 1.00 1.00 

Madhubad_Phularitand UG 0.40 0.10 0.20 0.25 0.35 0.35 

Amlabad UG 0.40 0.20 0.25 0.30 

Kapuria UG 1.00 0.10 0.20 0.30 0.40 0.50 

North-South Tisra OC 5.00 1.50 1.50 1.50 2.00 3.00 4.00 5.00 5.00 5.00 5.00 5.00 

Block –IV 

OC 5.00 2.00 2.00 3.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 

(Incl.Akashkinaree) 

Block – III (incl. SOCP & OC 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 

MOCP) 

Kalaneshwari OC 4.00 1.00 2.00 3.00 4.00 4.00 4.00 4.00 

Block – II OC 5.00 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 

Total 29.60 12.50 12.80 15.40 17.10 20.40 22.75 25.35 26.85 27.50 28.05 28.45 

Source: BCCL, Dhanbad. 

Note: UG – Under Ground block, OC – Open Cast block 



Final Report 

Following table presents the Under 

Ground block wise net geological 

coal reserves in BCCL areas of Jharia 

Coal Field. The available/identified 

coal reserves have been classified in 

to three categories namely, prime 

coking, medium coking and non 

coking coals. Out of the total reserve 

of 11,066.73 million tonnes medium 

coking coal constitutes a maximum 

of 4,144.35 million tones (37 percent 

to total reserves) and prime coking 

coal contributes about 3,641.88 

million tones (33 percent of the total 

reserves). 

Figure 8: Distribution of UG Blocks Coal Reserves 

Prime Coking 

33% 

Coal Reserves (Underground Blocks) 

Medium Coking 

37% 

Non Coking 

30% 

Table 11: Category wise Coal Reserves in Underground Blocks in JCF 

Location Prime Coking Medium Non Coking Grand Total 

Coking 


Madhuband 172.01 190.81 273.00 635.82 

Kharkharee – 162.80 222.20 349.00 734.00 

Dharmaband 

Katras-Choitudih 56.20 98.00 92.00 246.20 

Pootkee-Bulliary 275.70 123.20 533.00 931.90 

Bhutgoria 55.00 56.00 165.00 276.00 

Kustore 47.80 26.10 199.00 272.90 

Bhalgora 134.00 150.90 203.00 487.90 

Bhowrah 175.08 446.11 - 621.19 

Sitanala 100.41 20.50 - 120.91 

Amlabad 199.30 94.40 64.00 357.70 

Patherdih 63.30 185.50 - 248.80 

Tasra 30.58 254.13 - 284.71 

West Mohuda - 102.00 - 102.00 

South Mohuda - 68.40 - 68.40 

South Mohuda - 73.80 - 73.80 

East Mohuda - 50.80 - 50.80 

Sudamdih 213.60 407.00 - 620.60 

Moonidih 198.60 114.90 700.00 1013.50 

Kapuria 52.40 188.60 446.00 687.00 

Parbatpur 705.60 166.30 92.50 964.40 

Mahal 499.20 518.50 - 1017.70 

Damuda 33.30 36.20 35.00 104.50 

Pipratand – Singra 467.00 550.00 129.00 1146.00 

Total 3,641.88 4,144.35 3,280.50 11,066.73 




Final Report 

BCCL has identified net 

geological coal reserves to the 

tune of 6,010 million tonnes in 

opencast blocks of Jharia Coal 

Field. The total coals reserves in 

the JCF are classified in to three 

categories namely prime coking, 

medium coking and non coking 

coals. The details of the same 

have been presented in the 

Table 12. From the figure and 

the table it is evident that the 

coal reserves available in the 

opencast blocks constitutes a 

maximum share of 59 percent 

from non coking coal. 

Figure 9: Distribution of Open Cast Blocks Coal Reserves 

Prime Coking 

17% 

Distribution of Coal Reserves (Opencast Blocks) 

Medium Coking 

24% 

Non Coking 

59% 

Table 12: Category wise Coal Reserves in Opencast Blocks in JCF 

Block Prime Coking Medium Non Coking Grand Total 

Coking 


OCP – I 29.00 43.00 32.00 104.00 

OCP – II 61.00 40.00 285.00 386.00 

OCP – III 37.00 179.00 262.00 478.00 

OCP – IV 86.00 143.00 262.00 491.00 

OCP IV & VI 259.00 284.00 941.00 1,484.00 

OCP – VI 28.00 17.00 139.00 184.00 

OCP – VII 71.00 234.00 525.00 830.00 

OCP – VIII 134.00 204.00 493.00 831.00 

Mukunda OCP IX 313.00 275.00 634.00 1,222.00 

& U/G -9 

Total 1,018.00 1,419.00 3,573.00 6,010.00 


Dhanbad district has estranged in to eight blocks of which five blocks are forming the part of 

the Municipal Corporation Area such as Dhanbad Sadar, Jharia, Baghbmara, Balaiapur and 

Gobindpur part. Major economic activities which are eminent in Dhanbad block is Mines, 

Hard Coke, Soft coke, Fire Bricks, Kil Bricks, Stone Crusher, Gate Grill Wooden, Furniture, 

Battery, automobiles, jwellery, cyber café, Pottery, Printing Press, Photo Studio, Flour Mills, 

Small Business and trading activities. In Jharia Block Mines, Hard Coke, Soft Coke, 

Refractories, Jwellery, Chemicals, Coal Briquettes are the predominant activities. Mines, Coal 

briquettes, Chemicals, Rolling mills, Small Business, Handicraft, Pottery, leather works are the 

main economic activities observed in Baghmara Block. In Baliapur Fertilizer Plants, Cement 

Plants, Chemicals, Soft-Coal, Agriculture and Handicraft are the important activities which 

are generating major work force. Gobindpur is known for its Soft Coal, Hard Coke, 



Final Report 

Washeries Chemicals, Crushers, Kiln Brick, Refractories, Rolling Mills, Agriculture Handicraft 

Pottery, Bamboo Crafts, and Weavers. 

Value of Coal Production 

The quality of the coal produced in this region are in different grades, based on the type and 

quality of the coal produced the value of the same will vary accordingly. As per discussion 

with BCCL official’s value of the coal produced in this region varies from Rs. 700 to Rs. 1,000 

per tones. The value of the production would be in the range of Rs. 22,750 Millions, this is 

worked out based on the BCCL’s production plan for 2016-17. 

Coal Acts and Notification 

Following acts and notifications are governs the Coal Mining activities in the country. 

(i.) Colliery Control Order, 2000 

(ii.) Notification Regarding Colliery Control Order 

(iii.) Mines & Minerals (Development & Regulation) Act, 1957 (as amended upto 20th 

December, 1999) 

(iv.) Mineral Concession Rules, 1960 (As Amended upto 18th January, 2000) 

(v.) The coal Mines (Nationalisation) Act (26 of 1973) 

(vi.) Coal Bearing Areas Acquisition & Development Act, 1957 (20 of 1957) as modified 

upto 1st December, 1976 

(vii.) Notification for Coal Bearing Areas Acquisition & Development Act 

(viii.) Coal Mines Provident Fund and Miscellaneous Provisions Act, 1948 

(ix.) Coal mines Provident Fund, Coal Mines Family Pension, coal Mines Deposit Linked 

Insurance Schemes (as modified upto 8th April, 1989) 

(x.) The Coking & Non Coking Coal Mines (Nationalization) Amendment Act, 1973 

(xi.) The Coal Mines (Nationalisation) Amendment Act, 1976 

(xii.) The Coal Mines Nationalisation Laws (Amendment) Act 1978 

(xiii.) The Coking Coal Mines (Nationalisation) Act, 1972 

(xiv.) The Coal Mines Nationalisation Law (Amendment) Act, 1986 

(xv.) The Coking Coal Mines (Emergency Provisions) Act , 1971 

(xvi.) The Coal Mines (Taking Over of Management) Act,1973 

(xvii.)Coal Mines (Conservation and Development) Rule , 1975 

(xviii.) Coal Mines (Conservation & Development) Act, 1974 No. 28 of 1974 

(xix.) Notifications related to Coal Mines Conservation & Development 

(xx.) Coal Mines Pension Scheme 1998 

New Government Policy for the Coal Sector 

Coal mining continues in the public sector except for captive mining purposes and a Bill, 

namely, the Coal Mines (Nationalisation) Amendment Bill, 2000, has already been introduced 

in Parliament to open up the coal sector to private investment. The Bill was referred to the 

Standing Committee on Energy for examination and report. The Standing Committee has 

since submitted its report, which was tabled on both the Houses of Parliament in August, 

2001. The Committee has recommended for adoption of the Bill subject to certain 

conditions. Meanwhile, a new policy dimension has been added by a policy decision taken by 

the Government. Under this decision, the State Government companies or undertakings are 



Final Report 

allowed to do mining of coking and non-coking coal or lignite reserves, either by opencast or 

underground method, anywhere in the country, without the earlier restriction of isolated small 

pockets, subject to the following conditions: 

(i.) 

The State Government company or undertaking (referred to as the ‘company’ hereafter) 

is authorised to do coal or lignite mining by its Memorandum and Articles of 

Association. 

(ii.) The company will do coal or lignite mining in accordance with the provisions of the 

Coal Mines (Nationalisation) Act, 1973, the Mines & Minerals (Development & 

Regulation) Act, 1957, the Contract Labour (Regulation & Abolition) Act, 1970, and all 

other mineral, environmental and labour laws and other regulations governing the 

Indian coal industry. 

(iii.) For coal the company shall obtain a certificate from Coal India Limited to the effect 

that the latter has no plan or willingness to undertake mining operations for coal in the 

concerned area. For lignite, the company shall obtain a certificate from Neyveli Lignite 

Corporation. 

(iv.) The proposed mining area has not been allotted to a captive mining company under the 

provisions of Section 3(3)(a)(iii) of the Coal Mines (Nationalisation) Act, 1973. 

(v.) No financial assistance from the Central Government or Coal India Limited or Neyveli 

Lignite Corporation shall be provided to the company for coal or lignite mining in the 

concerned area. 

(vi.) None of the coal or lignite mines operated by the company will be taken over by the 

Central Government or Coal India Limited or Neyveli Lignite Corporation in the event 

of closure of such a mine or otherwise. 

(vii.) No employee of the company, engaged in a coal or lignite mine operated by it, will be 

absorbed in Coal India Limited or Neyveli Lignite Corporation at any point of time. 

Manpower 

Considering the value of coal mining activity in the district, indirect employment 

opportunities will arise. Since BCCL does’t have a manpower expansion plan for next 10 

years, they are planning achieve the production based on the effective usage of man and 

materials and resources available with BCCL. Indirect employment would be generated in the 

tune of 1.5 lakh to 2 lakh during the next 10 years period. 

1. Sectoral Growth 

As per Census 2001, the Workforce Participation Rate (WPR) in Dhanbad Urban 

Agglomeration area is only 24.83 percent. Owing to the absence of occupation pattern for 

villages only Urban Agglomeration occupation patter is discussed hereunder. Overall, the 

major workforce is concentrated in primary sector (other workers) like mining sector, which is 

about 85.91 percent of the total workforce in Dhanbad Urban Agglomeration. This may be 



Final Report 

attributing to the large no of mining activity in the region. The occupational pattern of 

Dhanbad Urban Agglomeration in 2001 is presented in Table 13. From the following table it 

is evident that the female WPR is very low it is just 4.53 percent, while male WPR is 41.86 

percent. This attributes to the most of the male workers are engaged in mining and related 

activity in the Dhanbad Municipal Corporation jurisdiction. 

Table 13: Work Force Participation Rate 

Description 

As per Census 2001 

Total % of Total Male Female 

Population 1,065,327 579,150 486,177 

Working Persons 2,64,479 2,42,457 22,022 

Workforce Participation Rate (%) 24.83 41.86 4.53 

Main Workers 234,616 88.71 217,878 16,738 

Main Workers – Cultivators 1,626 0.61 1,397 229 

Main Workers – Agricultural 

1,038 0.39 916 122 

Labourers 

Main Workers – House Holds 

4,733 1.79 4,007 726 

Industry 

Main Workers – Other Workers 227,219 85.91 211,558 15,661 

Marginal Workers 29,863 11.29 24,579 5,284 

Non Workers 800,848 75.17 336,693 464,155 

Source: Census, 2001. 

2. Industrial Development 

Dhanbad is the most industrialized district in the State of Jharkhand. The dominant industry 

of the district is coal mining and it is coal which has attracted and brought about a 

concentration of numerous other industries within its limits. The metallurgical coal of the 

Jharia coalfield within the district has given Dhanbad a very important place in the industrial 

map of the Nation. 

Next in importance among the industries in this district are the Fertilizers and Chemical 

industry at Sindri and the Bihar State Super phosphate Factory, a Govt. of Jharkhand (GoJ) 

undertaking. Another major industry in the district is the Refractory and Ceramic Industry. 

Among the few other large industrial establishments of the district, mention may be made of 

(i) Kumardhubi Fireclay and Silica Works Ltd., Kumardhubi, (ii) Reliance Firebricks & 

Pottery Co. Ltd., Chanch, Chirkunda, (iii) The Bihar Firebricks and Potteries Ltds., Mugma, 

(iv) Hindustan General Electrical Corporation Ltd., Karampura, (v) Khandelwal Glass Works, 

Ambona, (vi) Loyabad Coking Byproducts Recovery Plant, Bansjora, (vii) M/s. Shalimar Tar 

Products Ltd., Jharia (viii) The A.C.C. Ltd., Sindri Cement Works, Sindri, (ix) The Sijua 

(Jharia) Electric Supply Co. Ltd., Loyabad. (X) The Hindustan Malleable and Forgings Ltd. 

and (xi) McNally Bharat. 

The district is rich in coal deposit. In the present century the working in the vast coal 

resources of the district has gradually transformed it from comparatively a barren track the 

prosperous and industrialized area. 

Exploitation of rich mineral wealth of district has encouraged the growth of large number of 



Final Report 

large and medium industrial units in this district. This has encouraged in its walk in 

development of small and ancillary industrial units around important centres like Govindpur, 

Sindri, Baghmara, Balliapur, Nirsa and Dhanbad. 

The existing industrial status of the district exposures that out of 37 number of large and 

medium. Industrial units 7 large and 16 medium scale industrial units are functioning in this 

district under public and private sector and 13 numbers of medium scale industrial units are 

closed in this district. The above medium scale industries are producing ziner, refractories 

items, high grade iron and steel casting, coal washeries plant, chemical and mining equipment. 

Small Scale Industries 

There are 5,177 Small Scale Industries (SSI) and Tiny scale industrial units are registered 

under district industries centre, Dhanbad from inception until 31 st March 2005, out of which 

381 SSI/Ancillary industrial units are engaged in producing B.H. Hard Cock, Soft cock, Coal 

Briquitte, Refrectories items, M.S. Roads, flates, Angle, Chemicals, flour, sujji, Bran, Rice, iron 

casting engineering and allied and 106 SSI units are closed/sick in this district. Despite of the 

facts that the region endowed with immense natural resources, the several small scale 

industrial units in particular have also been suffered in recent year from constraints on their 

operations resulting from raw materials demand to edit bottle-necks, water shortages during 

summer month have also hampered industrial activities in a few areas. A large proportion of 

credits sales and delayed payments in transactions with public sector units or other 

government agencies have strained the limited financial strength and thus very small scale 

units forcing them to be sick over a long period. Table 14 presents the registered SSI units, 

employment generation and investment in Dhanbad district. 

Table 14: Category wise Registered SSI Units, Investments and Employment Generation in 

Dhanbad District 

Categories Registered units Investment Employment 

Nos Rupees in Lakh Nos 

Agriculture and food 

287 141.61 1,935 

processing 

Forest Based 259 130.35 1,295 

Mineral & Ceramic Based 242 956.14 5,082 

Engineering & Allied Based 598 563.46 3,925 

Chemical Based 493 1,233.75 11,952 

Leather Based 68 65.95 252 

Textile based 345 145.59 1,035 

Electrical/Electronics & allied 

649 133.76 2,596 

based 

Repairers /servicing & other 

1,079 361.52 4,290 

Misc. 

Total 4,020 3,732.13 32,362 

Source: DIC, Dhanbad. 

The resulting impact of these constraints in the slow pace of industrial activities and the 

growing incidence of sickness in the district as many as 106 SSI units are closed and sick. 



Final Report 

Figure 10: SSI - Employment Generation Distribution 

Any efforts in quickening the 

pace of industrial developments 

in the District has to take 

cognizance of the existing 

constraints on the operations of 

industrial units and top priority 

should be given to measures for 

strengthening infrastructure, 

where necessary and removing 

the other constraints that have 

come to notice. The basic 

objectives of industrial 

promotion in the district should 

be; 

Forest Based 

4% 

Agriculture and food 

processing 

6% 

Repairers /servicing & 

other Misc. 

13% 

Mineral & Ceramic 

Based 

16% 

Electrical/Electronics & 

Textile based 

allied based 

3% 

8% 

Employment Generation 

Leather Based 

1% 

Engineering & Allied 

Based 

12% 

Chemical Based 

37% 

(i.) To establish greater backward and forward linkages with large and medium industrial 

units in operations through; 

(ii.) The manufacture and supply of intermediate goods and other industrial products 

brought by them in large quantity regularly; 

(iii.) Utilization of their by-products and wastes for manufacture; 

(iv.) Promoting a wider dispersal of industrial activities in the district with particular attention 

to the rural area; 

(v.) The immense coal deposits of the districts should be used to greater advantage for 

development of coal based industries; 

(vi.) Integrated planning is necessary for re-settlement of man power and rehabilitation of 

displaced persons; and 

(vii.) To promote the development of industries for manufacture of selected consumer 

durables and consumer goods for which there is a large demand in the district this can 

be produced there at an economic cost largely with the skills available locally. 

Industrial Area Development 

The Bokaro Industrial Area Development Authority is functioning for the planned 

development of industrial areas with in the district. There are two industrial areas namely 

Kandra I/E with 186 sites (land) and developed plots to the total extent of 26.78 Ha and 

Sindri I/E which has 98 sites (land) and developed plots in a 55 Ha total area. 

Trade and Commerce 

Trade in Dhanbad is consists mainly of exporting coal, hides and skines, marble and stone, 

oil, fuel other mineral oils, gunnies, iron and steel, fireclay, firebricks, cement, sulphate of 

ammonia, importing of cotton piece goods, salt, grains and pulses, kerosene oil, petrol, lime, 

vegetable, mustard oil, shoes, fish, sugar, tobacco and chillies. There are four major retail 

centers are functioning with the Municipal Corporation jurisdiction, which are located at 



Final Report 

Dhanbad, Jharia, Sindri and Gobindpur. 

Weekly Market 

Weekly Market/Haats are an important point of transaction between the producers and 

consumers of a variety of goods and animals. There are 28 markets in the district out of 

which 20 markets functioning with in the Dhanbad Municipal Corporation. 

Proposed Growth Centres 

The State Government has formulated an ambitious plan to setup and promote three tier 

growth centres, namely, Mega, Mini and Micro levels. The proposed mega growth centres are 

at Barhi and Hazaribagh. These two towns have been taken up for providing modern 

infrastructure facilities for rapid industrialization. Mini growth centres are being contemplated 

to be set up by the Government of Jharkhand (GoJ) at different location in the state where 

specific industrial activity needs to be boosted. Export Promotion Industrial Park (EPIP) is 

proposed to set up in Dhanbad District under the category of mini growth centre. 

Thrust Areas 

The potential for growth in mining and mineral based industries are immense. This sector has 

huge potential for attracting large investments to create employment and raise resources. It 

would be the endeavour of the State Government to expedite the granting of mining lease 

and simplify the procedures with respect to the grant of mining leases. In addition, the state 

government would also provide certain relief to make mining activities easier. 

(i.) Engineering, auto component, iron & steel and steel based down stream industries. 

(ii.) Chemical based industries 

(iii.) Power generating and allied industries 

(iv.) Industries based on non-conventional energy 

(v.) Industries based on recycling of wastes, eco friendly raw materials and processes. 

(vi.) Electronic and computers and IT based industries. 

(vii.) Promotion of Special Economic Zone (SEZ). 



Final Report 

B. Tourism Development 

Shakti Mandir 

A much revered temple of goddess Durga in hear 

of the city, Shakti temple draws a large number of 

devotees. 

Kalyaneswari Madir 

Close to Maithan Dam, 46 km away from 

Dhanbad, is the famous temple presiding deity of 

which is Maa Kalyaneshwari. It draws a large 

number of devotees throughout the year. So 

famous is the temple that even the name Maithan is said to have been derived from Mai-kathan 

meaning abode of Goddess. There is also a deer park and a bird sanctuary in the vicinity. 

Sindri 

The famous fertilizer complex, 30 km away from Dhanbad, is located at Sindhi on the bank 

of Damodhar River. An engineering college, Bihar Institute of Engineering is also located 

here. 

Maithon Dam 

It has the biggest reservoir of the Damodar Valley Corporation India’s first multipurpose 

project. Stay in the lovely rest house on the island in the center of the 65 sq.km expanses of 

the lake. 

Panchet Dam 

Yet another dam to control the strong male rover Damodar. Panchet Hill overlooks the dam. 

Following table presents the monthly domestic tourist inflow to Dhanbad for a period of 

2002 to 2005. 

Table 15: Month wise Domestic Tourist Inflow to Dhanbad 

Month/Year 2002 2003 2004 2005 

No of Domestic Tourists 

January - 1,707 1,617 5,115 

February - 1,421 2,912 6,225 

March 1,974 1,865 1,563 4,409 

April 2,056 2,846 2,068 5,342 

May 1,533 1,270 1,913 4,763 

June 1,781 2,093 5,670 5,312 

July 1,400 1,434 5,410 5,641 

August 1,346 1,222 6,140 4,949 



Final Report 

Month/Year 2002 2003 2004 2005 

No of Domestic Tourists 

September 2,395 1,551 4,613 5,551 

October 1,000 - 3,800 6,125 

November 5,243 2,656 3,395 7,614 

December 2,779 1,708 3,053 7,321 

Total 21,057 19,773 42,154 68,367 

C. Urban Economy - SWOT Analysis 

SWOT analysis has been undertaken to assess on the negative and positive aspects of the 

Urban Economy. It involves analyzing the internal positive (strengths) and negative 

(weakness) aspects of an organization and considering these in relation to aspects of the 

external environment – both the positive aspects (or opportunities) and negative aspects (or 

threats). The Table 16 gives the details of the SWOT analysis of Urban Economy. 

Table 16: Urban Economy – SWOT Analysis 

Strength 

Dhanbad is a “Commercial Capital” of Jharkhand; 

Abundant mineral (with a reserve of 6,000 MT coking coal) & human 

resources; 

More than 50 percent of the Dhanbad Municipal Corporation area is under coal 

mining; 

Major industries like BCCL, TISCO, IISCO and ACC are accelerating city’s 

economy; 

BCCL is a subsidiary of CIL which creates employment opportunities 

(approx.75,000) for the citizens of Dhanbad and as well as drives the city’s 

economy; 

A high literacy rate of 74.94 in the District of Dhanbad and higher than the 

state of Jharkhand; 

Very Less unemployment; 

Highest rate of capital formation and a highly vibrant city of economic 

condition; 

Strategic location of Dhanbad geographically – ideal connectivity from Kolkata, 

Delhi and other parts of the country through road and rail; 

The location of city has helped to establish some consumer goods, engineering, 

plastic and chemical industries; 

Haldia is the nearest port, which is well connected with road and rail; 

Dhanbad district has 45 industrial units, which attributes to industrial and 

economic development for promoting future entrepreneurship; 

Most popular and top most research and training institutions like CMRI, ISM, 

DGMS, CMPDIL and BIT are functioning within the corporation limit, which 

not only impart training and research but also helps in to accelerate economic 

development; and 

Thermal power plants and DVC – hydro power generation unit also contributes 

to the economy of the state as well as the city. 

Weakness 

Widespread pollution leading to health related epidemics; 



Final Report 

Receding of the Water Table; and 

Poor mining techniques causing loss of life and property. 

Opportunities 

Coal and coal based industries can provide larger employment opportunities 

thereby giving a boost to a larger human resource the potential of which has 

not been tapped fully; 

Abundant reserves of Coal Bed Methane found in the district which can be 

used for LPG and also as on alternative to fuel for pollution free environment; 

To explore Tourism development and related tourism industry; and 

The diesel and EMU workshop at Gomoh junction has opened scope for small 

scale and ancillary units. 

Threats 

Underground fires in Jharia have led to the submission of the surface even in 

residential area; 

Two whole blocks of the district namely Tundi & Topchanchi and parts of 

other blocks i.e. Govindpur and Baghmara are naxalite affected further 

retarding the pace of development; 

The district is also prone to natural hazards. Like earthquake, cyclone. Drought, 

heat stroke, occasional floods and most prominently fire accident taking place 

in mining areas. The accident occurs any time causing loss of life stock 

infrastructure crops, animals, water, houses, etc. there by depleting the exiting 

strengths of the Dhanbad; and 

Large scale industrialization in the district has resulted in creating health hazards 

for general masses and giving rise to problem like tuberculosis, asthma, 

breathing problem, kidney problem, malnutrition and health related problems. 



Final Report 

IV. 

MUNICIPAL FINANCIAL MANAGEMENT 

A. Overview 

Presently only erstwhile Dhanbad Municipality and erstwhile Sindri NAC are getting revenue 

from there own sources, whereas in other erstwhile NACs and other local bodies and villages 

are getting scheme funds from central and state government towards implementation of 

scheme works and establishment grants for staffs salary purpose and hence, the above 

mentioned local bodies and villages are not maintaining accounts statements. 

This section contains a description of the erstwhile Dhanbad Municipality finances and 

erstwhile Sindri NACs finances, the sources and uses of funds, and an assessment of local 

body finances based on important financial indicators. The accounts of the local body 

account are maintained on a cash based single entry system. All recurring items of income and 

expenditure are included under the revenue account head. These include taxes, charges, 

salaries, maintenance expenditure, debt servicing etc. Income and expenditure items under 

this account are primarily non-recurring in nature are classified under capital account. Income 

items include loans, contributions by GoJ, other agencies and capital grants under various 

State and Central Government programs, revenue account transfer for capital works and 

income from sale of assets. Expenditure items include expenses booked under developmental 

works and purchase of capital assets. 

B. Financial Status 

Revenue income of 

erstwhile Dhanbad 

Municipality has 

grown to Rs. 128.02 

Lakh in the FY 

2005-06 from Rs. 

101.89 Lakh in FY 

2001-02, at an 

annual growth of 

5.87 percent. 

Revenue 

expenditure 

decreased at an 

Figure 11: Revenue Income and Expenditure Trend – 

Erstwhile Dhanbad Municipality 

Amount in Rs. Lakh 

250.00 

200.00 

150.00 

100.00 

50.00 

- 

2001-02 2002-03 2003-04 2004-05 2005-06 

Year 

Revenue 

Income 

Revenue 

Expenditure 

average annual rate of 2.60 percent from Rs. 134.44 lakh to Rs. 120.98 lakh during the 

assessment period. The revenue account maintains deficit during the entire assessment period 

except during 2005-06. The trends for the revenue fund are presented in Table 17. The 

maximum revenue income during the FY 03-04 has attributed to non plan grant to the tune 

of Rs. 33.64 lakh. Revenue income and expenditure trend in presented in Figure 11. 



Final Report 

Table 17: Abstract Financial Status of Erstwhile Dhanbad Municipality Account Statement 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Revenue A/C 

Revenue Income 101.89 85.40 154.22 122.92 128.02 

Revenue 

Expenditure 

134.44 168.12 207.51 172.00 120.98 

Surplus/Deficit (32.55) (82.73) (53.29) (49.08) 7.04 

Capital A/C 

Capital Income 1,005.43 321.38 199.53 303.99 478.47 

Capital 

Expenditure 

397.23 248.33 70.34 337.40 23.79 

Surplus/Deficit 608.21 73.05 129.18 (33.42) 454.68 

Overall Status 575.66 (9.67) 75.89 (82.49) 461.72 

Capital income comprises of 

loans for plan, plan grants 

and contribution in the form 

of initial deposit for water 

supply connections. Majority 

of the capital income is in 

the form of grants and loans. 

The capital account has 

witnessed surplus except 

during FY 04-05 (refer 

Figure 12), 

implying loan drawn and 

Figure 12: Capital Income and Expenditure Trend – 



1,200.00 

1,000.00 

800.00 

600.00 

400.00 

200.00 

- 

2001-02 2002-03 2003-04 2004-05 2005-06 

grant received was utilized less for capital works. Fiscal status of revenue account and capital 

account status witnessed inconsistent in terms surplus during the entire assessment period. 

Year 

Capital 

Income 

Capital 

Expenditure 

Figure 13: Revenue Income and Expenditure Trend- 

Erstwhile Sindri NAC 

Revenue income of 

erstwhile Sindri 

120.00 

Notified Area 

Revenue 

Income 

100.00 

Committee (NAC) 

has grown to Rs. 

35.68 lakh in the FY 

80.00 

2005-06 from Rs. 

60.00 

33.39 lakh in FY 

40.00 

2001-02, at an 

annual growth of 

20.00 

1.67 percent. 

- 

Revenue expenditure 

2001-02 2002-03 2003-04 2004-05 2005-06 

decreased at an 

Year 

average annual rate of 1.79 percent from Rs. 62.86 lakh to Rs. 58.55 lakh during the 


Revenue 

Expenditure 



Final Report 

assessment period. The revenue account maintains deficit during the entire assessment period. 

The trends for the revenue fund are presented in Table 18. Revenue income and expenditure 

trend in presented in Figure 13. 

Table 18: Abstract Financial Status of Erstwhile Sindri Notified Area Committee 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Revenue A/C 

Revenue Income 33.39 35.60 68.53 42.40 35.68 

Revenue 

Expenditure 

58.55 35.60 100.18 51.07 62.86 

Surplus/Deficit (25.16) - (31.65) (8.67) (27.18) 

Capital A/C 

Capital Income 132.20 198.55 103.39 67.90 58.85 

Capital 

Expenditure 

101.89 193.66 58.80 14.49 14.00 

Surplus/Deficit 30.31 4.89 44.58 53.41 44.85 

Overall Status 5.15 4.89 12.93 44.74 17.67 

Figure 14: Capital Income and Expenditure Trend – 


Capital income of erstwhile 

Sindri NAC comprises of 

loans for plan, plan grants 

and contribution in the form 

of initial deposit for water 

supply connections. Majority 

of the capital income is in 

the form of grants and loans. 

The capital account has 

witnessed surplus except 

during FY 04-05 (refer 

Figure 14), implying loan 

drawn and grant received 

was utilized less for capital 

Am ount in Rs. Lakh 

250.00 

200.00 

150.00 

100.00 

50.00 

- 

2001-02 2002-03 2003-04 2004-05 2005-06 

Year 

Capital 

Income 

Capital 

Expenditure 

works. Fiscal status of revenue account and capital account status witnessed inconsistent in 

terms surplus during the entire assessment period. 



Final Report 

C. Revenue Income 

The revenue sources of 

erstwhile Dhanbad 

Municipality can be broadly 

categorized as own sources, 

assigned revenues and grants 

(refer 

Figure 15). The sourcewise 

income generated 

during the review period is 

presented in Table 19. The 

base and basis of each 

income source has been 

further elaborated in the 

following section. The 

Figure 15: Composition of Average Revenue Income – 


Revenue Grants 

12% 

Non Tax- Ow n 

Sources 

6% 

Assigned 

Revenues 

2% 

Tax- Ow n 

Sources 

80% 

revenue income of erstwhile Dhanbad Municipality has increased from Rs. 101.89 Lakh in 

2000-01 to Rs. 128.02 Lakh in 2005-06 – at a nominal Compound Annual Growth Rate 

(CAGR) of about 5.87 percent. 

Table 19: Details of Erstwhile Dhanbad Municipality Revenue Income 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Tax – Own Sources 

Property Tax 77.51 77.65 97.62 103.36 100.87 

Professional Tax 1.00 1.50 1.25 1.60 1.60 

Total – Tax Own 

Sources 

78.51 79.15 98.87 104.96 102.47 

Assigned Revenue 

Surcharge on - - 14.51 - - 

Stamp Duty 

Total Assigned - - 14.51 - - 

Revenue 

Non – Tax Own 

Sources 

Income from 


2.50 3.00 3.50 4.00 4.50 

Properties 

User Charges 1.93 2.00 2.20 2.71 3.00 

Municipal Fees and 

Fines 

1.00 1.25 1.50 1.75 2.00 

Total – Non Tax 5.43 6.25 7.20 8.46 9.50 


Non Plan Grants 17.95 - 33.64 9.50 16.06 



Final Report 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Total – Revenue 

Grants 

17.95 - 33.64 9.50 16.06 

Total Revenue 

Income 

101.89 85.40 154.22 122.92 128.02 

The revenue sources of 

erstwhile Sindri NAC can be 

broadly categorized as own 

sources, assigned revenues 

and grants (refer 

Figure 16). The 

source-wise income 

generated during the review 

period is presented in Table 

20. The base and basis of 

each income source has been 

further elaborated in the 

following section. The 

revenue income of erstwhile 

Figure 16: Composition of Average Revenue Income – 


Non Tax- Ow n 

Sources 

5% 


24% 

Tax- Ow n 

Sources 

71% 

Dhanbad Municipality has increased from Rs. 101.89 Lakh in 2000-01 to Rs. 128.02 Lakh in 

2005-06 – at a nominal Compound Annual Growth Rate (CAGR) of about 5.87 percent. 

Table 20: Details of Erstwhile Sindri NAC Revenue Income 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Tax – Own Sources 

Property Tax 14.73 29.01 43.71 30.17 19.14 

Professional Tax 4.95 3.47 1.26 4.37 1.90 

Total – Tax Own 

Sources 

19.68 32.47 44.97 34.54 21.04 

Non – Tax Own 

Sources 

Income from 


2.11 2.80 1.03 1.74 0.70 

Properties 

User Charges 0.27 0.32 0.13 0.11 0.22 

Municipal Fees and 

Fines 

- 0.01 0.00 - 0.01 

Total – Non Tax 2.38 3.13 1.17 1.85 0.93 


Non Plan Grants 11.33 - 22.39 6.01 13.71 

Total – Revenue 

Grants 

11.33 - 22.39 6.01 13.71 

Total Revenue 33.39 35.60 68.53 42.40 35.68 



Final Report 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Income 

Own-source income includes income from resource mobilization activities of erstwhile 

Dhanbad municipality and erstwhile Sindri NAC is in the form of taxes, income from 

municipal properties and markets (rent/lease), user charges and income from fees and fines, 

etc. Own revenue sources are further classified as tax revenue and non-tax sources that are 

generated by various sections of the ULB. The salient features of the revenue head is detailed 

below: 

(i) 

Own Sources/Tax. This item head comprises of income sourced primarily from 

property tax (General purpose tax, Lighting tax, Scavenging tax and Education tax, 

Water and Drainage tax), professional tax and other taxes. The property tax is the 

largest revenue-generating item for both erstwhile Dhanbad Municipality and 

erstwhile Sindri NAC. Own sources of erstwhile Dhanbad Municipality tax income is 

presented in Table 19 and own sources of erstwhile Sindri NAC tax income is given 

Table 20 Average income of erstwhile Dhanbad Municipality from own sources 

constituted 79.81 percent of the total revenue income during the review period and 

has increased at an average compounded annual growth rate of 5.93 percent. While 

average income of erstwhile Sindri NAC from own sources constituted 71.24 percent 

of the total revenue income during the same review period and has increased at n 

average CAGR of 1.68 percent. Tax sources of erstwhile Dhanbad Municipality 

contributed 79.81 percent of the revenue income and non-tax sources contribute 

6.05 percent of the revenue income. Whereas, erstwhile Sindri NAC tax sources 

contributed 71.24 percent of the revenue income and non- tax sources contribute 

only 4.92 percent of the revenue income. 

Property Tax is the most important category of own source income to the erstwhile 

Dhanbad Municipality it levies a consolidated property tax of 27 percent of the 

Annual Ratable Value (ARV). During the assessment period, the numbers of 

property tax assessments increased at an average growth rate of 1.76 percent per 

annum. Property tax current demand however has increased at a CAGR of about 

1.04 percent during the assessment period. 

(ii) 

(iii) 

Own Sources/Non Tax. This item head comprises of income from municipal 

properties, user charges and fees on municipal services. On an average, through the 

assessment period, own source/non tax income of erstwhile Dhanbad Municipality 

constitutes 6.32 percent of the total revenue income. However, incase of erstwhile 

Sindri NAC it is only 4.92 percent of the revenue income. Income from 

remunerative enterprises, income from user charges constitutes the major revenue 

sources under this item head. Income through non-tax own sources of the erstwhile 

Dhanbad Municipality has grown over the assessment period at a CAGR of about 

15.01 percent, while in case of erstwhile Sindri NAC the CAGR is negative growth 

of 20.99 percent. 

Assigned Revenues. This item head comprises of income from Government of 

Jharkhand (GoJ)/State transfers of erstwhile Municipality income collected by the 



Final Report 

state line department. Transfers are in the form of municipality’s share of taxes levied 

and collected by GoJ from establishments/operations within the municipal limits. 

However, currently, surcharge on transfer of immovable properties are not 

transferred to erstwhile municipality. While, in case of erstwhile Sindri NAC no 

assigned revenue transfers to local body during the assessment period. 

(iv) 

Revenue Grants and Contribution. This item mainly comprises revenue grants 

and compensations from the State Government under various heads. The regular 

grants include the non plan for establishment purposes. Grants which are for specific 

purposes are ad-hoc in nature. In case of erstwhile Dhanbad Municipality, revenue 

grants and contributions constitute about 11.94 percent of the total revenue income 

and have registered an average annual negative growth rate of 2.76 percent. While in 

case of erstwhile Sindri NAC, revenue grants and contributions constitute about 

23.84 percent of the total revenue income and have witnessed an average CAGR of 

4.90 percent during the assessment period. 

D. Revenue Expenditure 

Revenue expenditure of erstwhile Dhanbad Municipality has been analyzed based on 

expenditure heads broadly classified under the following departments- General 

Administration, Public Works and Roads, Street Lighting, Public Health & Conservancy, 

drainage and etc. Revenue expenditure is further classified under Establishment, Operation & 

Maintenance and Debt Servicing. 

Table 21: Details of Erstwhile Dhanbad Municipality Revenue Expenditure 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

General 

Administration 

108.00 108.00 108.00 108.00 108.00 

Staff Salary and 

Employee Related 0.05 0.07 0.09 0.10 0.10 

Expenses 


Expenditure 

0.05 0.10 0.15 0.15 0.15 

Total – General 


108.10 108.17 108.24 108.25 108.25 

Operation and 

Maintenance 

Water Supply - - 21.92 - - 

Public Works and 

Roads 

- - - - - 

Public Health and 

Conservancy 

6.50 6.55 7.25 8.10 8.50 

Drainage 

Maintenance 

- 29.26 19.25 4.23 

Sanitation – Sulab 19.84 53.40 40.84 - - 

Ponds - - - 36.40 - 

Total – O&M 26.34 59.95 99.27 63.75 12.73 



Final Report 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Debt Servicing - - - - - 

Total Revenue 

Expenditure 

134.44 168.12 207.51 172.00 120.98 

(a) Establishment 

Expenditure. 

Establishment 

expenditure alone 

accounts for about 80 

percent of revenue 

Figure 17: Composition of Average Revenue Expenditure 

& Operation 

Maintenance 

30% 

Establishments 

70% 

expenditure (refer 

Figure 17). About 69.86 

percent of the total 

revenue income is utilized 

for payment of salaries 

and other related 

expenses. Based on the 

annual account statement 

provide the ULB, debt servicing of the erstwhile Dhanbad Municipality is nil during the 

assessment period. 

(b) Operations & Maintenance. Operation and maintenance expenditure of all sections 

together accounts for 30.14 percent of revenue expenditure. 

Revenue expenditure details of the erstwhile Sindri NAC are presented in Table 22. 

Table 22: Details of Erstwhile Sindri NAC Revenue Expenditure 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

General 


Staff Salary and 

Employee Related 43.37 33.96 98.51 48.59 60.97 

Expenses 


Expenditure 

0.35 0.36 0.36 0.36 0.36 

Total – General 


43.72 34.32 98.87 48.95 61.33 

Operation and 

Maintenance 

Water Supply 13.60 - - - - 

Public Works and 

Roads 

- - - 0.75 - 

Public Health and 0.65 0.67 0.70 0.73 0.89 



Final Report 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Conservancy 

Drainage 

Maintenance 

- - - - - 

Sanitation – Sulab 0.25 0.27 0.27 0.27 0.28 

Ponds 0.02 0.04 0.03 0.05 0.01 

Miscellaneous 0.30 0.31 0.31 0.33 0.35 

Total – O&M 14.82 1.28 1.32 2.12 1.53 

Debt Servicing - - - - - 

Total Revenue 

Expenditure 

58.55 35.60 100.18 51.07 62.86 

E. Capital Account 

Capital Income. Capital income comprises of loans and grants. The detailed components of 

capital income are detailed in Table 23. An analysis of this account indicates that grants & 

contributions have contributed the maximum share of income under this account. While on 

an average 58.45 percent of the capital income is in the form of grants and contributions for 

(plan grant) creation of assets. Loans were acquired during the assessment period for public 

works and roads and other improvement works which contributes on an average 41.55 

percent of the total capital income during the assessment period. 

Table 23: Details of Erstwhile Dhanbad Municipality Capital Account Statement 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Capital Income 

Loans 456.76 205.20 57.86 75.67 213.28 

Grants 548.67 116.18 141.67 228.31 265.19 

Total – Capital Income 1,005.43 321.38 199.53 303.99 478.47 

Capital Expenditure 

Water Supply 130.66 - - - - 

Public Works & 

Roads 

133.88 248.33 70.34 18.12 23.79 

Public Health & 132.68 - - - - 

conservancy 

Others - - - 319.28 - 

Capital Expenditure 397.23 248.33 70.34 337.40 23.79 

Surplus/ (Deficit ) 608.21 73.05 129.18 (33.42) 454.68 

Capital Expenditure. The majority of capital expenditure has been directed towards public 

works and roads, general purpose includes all item of works excluding water supply and 

drainage and public health & conservancy over the past five years. 

Capital income of erstwhile Sindri NAC is presented in Table 24. Loans form State 

Government constitutes about 61.24 percent and grants contributes 38.76 percent. Capital 



Final Report 

account overall status is surplus during the entire review period. 

Table 24: Details of Erstwhile Sindri NAC Capital Account Statement 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Rs. Lakh 

Capital Income 

Loans 78.71 128.87 64.87 35.36 39.39 

Grants 53.49 69.68 38.51 32.55 19.46 

Total – Capital Income 132.20 198.55 103.39 67.90 58.85 

Capital Expenditure 

Water Supply - - - - - 

Public Works & 

Roads 

53.04 172.68 30.16 - - 

Street Lighting - - - 7.27 14.00 

Construction of 

Drains 

33.85 - 12.39 1.75 - 

Others 15.00 20.98 16.25 5.47 - 

Capital Expenditure 101.89 193.66 58.80 14.49 14.00 

Surplus/ (Deficit ) 30.31 4.89 44.58 53.41 44.85 

F. Financial Performance Indicators and Key Issues 

A set of key financial performance indicators has been derived using the financial data 

procured from the erstwhile Dhanbad Municipality and Sindri NAC for the assessment 

period (5 yrs average). Table 25 presents these indicators. These indicators are used to assess 

the ULB’s performance with regards resource mobilization, fund utilization, financial 

performance and collection efficiencies 

Table 25: Key Financial Performance Indicators of Erstwhile Dhanbad Municipality 

Description Dhanbad NAC Unit 

A Resource Mobilization 

1 Per Capita Income 53 49 Rs. p.a 

2 Sources of Funds 

a Share of Own Sources in Total Revenue Income (RI) 85.86 79.81 % 

b Share of Property Tax in Total Revenue Income 78.60 65.13 % 

c Share of Revenue Grants & Subsidies in Total RI 11.79 20.19 % 

3 Growth in Revenue Income 5.87 1.67 % p.a 

4 Growth in Own Sources of Revenue Income 8.22 17.46 % 

5 Per Capita Own Income 45 37 Rs. P.a 

B Fund Application 

1 Per Capita Expenditure 73 70 Rs. p.a 

2 Uses of Funds 

a Share of Establishment Expenditure in Total RE 64.96 91.41 % 

b 

Share of O&M Expenditure in Total Revenue 

Expenditure 35.04 8.59 % 

c Share of Establishment Expenditure to Total RI 93.18 125.53 % 



Final Report 

Description Dhanbad NAC Unit 

3 Growth in Establishment Expenditure 0.03 28.27 % 

4 Growth in O&M Expenditure 15.48 (11.04) % 

5 Growth in Total Revenue Expenditure 0.48 29.07 % p.a 

C Liability Management 

1 Per Capita Liability (2005-06 estimated) 

a Outstanding Debt per Capita 466 388 Rs. 

As a Proportion of Property Tax Current Demand 

2 (2005-06 estimated) 

a Outstanding Debt as % of P.T Demand 11,312 3,762 % 

a Outstanding Debt as % of Own Revenue Sources 977 1,013 % 

3 Debt Servicing Ratio (D.S/ Revenue Income) - - % 

D Performance Indicators 

1 Operating Ratio 1.51 1.35 Ratio 

2 Growth in Per Capita Own Income 3.74 (3.58) % p.a 

3 Growth in Per Capita Grant (6.13) 1.25 % p.a 

4 Growth in Per Capita Total Revenue Income 2.20 1.86 % p.a 

5 Growth in Per Capita Establishment Expenditure (3.44) 5.05 % p.a 

6 Growth in Per Capita O&M Expenditure (19.52) (45.25) % p.a 

7 Growth in Per Capita Revenue Expenditure (5.99) (1.74) % p.a 

8 Capital Utilization Ratio 0.66 0.63 Ratio 

E Efficiency Indicators 

1 Tax Collection Performance 

a Property Tax 38 30 % 

b Water Charges 44 - % 

c Profession Tax 75 NA % 

6 Population per Residential P.T Assessment 19.34 9.12 Persons 

Resource Mobilization Indicators. These indicators summarize the performance of the 

ULBs with regards sources of funds. Erstwhile Dhanbad Municipality derives about 85.86 

percent of its revenue income from own sources and erstwhile Sindri NAC mobilizes own 

revenue to tune of 79.81 percent of the total revenue income, while grants account for just 

about 11.79 percent of the erstwhile Dhanbad Municipality revenue income and erstwhile 

Sindri NAC grants accounts for 20.19 percent of the total revenue income. 

Fund Application Indicators. These indicators are a measure to ascertain the utilization 

from the ULBs fund. In case of erstwhile Dhanbad Municipality, around 65 percent of the 

revenue expenditure is spent on establishment heads, about 35 percent for O&M of ULB 

assets and services. It should be noted that ULB did not repay during the review period. 

While, incase of erstwhile Sindri NAC spent 91.41 percent of the total revenue expenditure 

towards establishments expenditure and leaving only 8.59 percent of the total revenue 

expenditure towards maintenance of assets. 

Liability Management Indicators. These indicators are a measure to ascertain the 

utilization from the ULB fund regards to debt servicing. The ratio of debt servicing to 

revenue income is Nil during the assessment period for both erstwhile individual ULBs. The 

percapita average outstanding debt works out to 466 rupees for erstwhile Dhanbad 



Final Report 

Municipality and erstwhile Sindri NAC is 388. 

Overall Financial Performance Indicators. These indicators are a measure to assess the 

overall financial performance of the ULB with regards operational performance and effective 

growth in revenue income and expenditure. The average operating ratio of the erstwhile 

Dhanbad Municipality and erstwhile Sindri NAC during the assessment period was vulnerable 

at 1.51 and 1.35 respectively. The capital utilization ratio of erstwhile Dhanbad Municipality 

and erstwhile Sindri NAC was low at 0.66 and 0.63 respectively, which indicating lower 

utilization of revenue account fund in asset creation. The indicators of growth in per capita 

income and expenditure item heads indicate the effective growth, giving a performance 

measure relative to the growing population. The erstwhile Dhanbad Municipality and 

erstwhile Sindri NAC has demonstrated 2.20 percent and 1.86 percent respectively annual 

growth in per capita revenue income during the assessment period, while the per capita 

revenue expenditure of erstwhile Dhanbad Municipality and erstwhile Sindri NAC has 

declined at a significantly lower 5.99 percent and 1.74 percent respectively during the 

corresponding period. Which indicates that as population increases revenue fund will be in 

surplus. However this reveals adequate fund was not utilized toward maintenance of the 

assets owned by ULB. 

Efficiency Indicators. These indicators are essentially a measure to assess ULBs efficiency 

with regards revenue base coverage and realization. The erstwhile Dhanbad Municipality has 

maintained an average collection performance with regard to property tax (38 percent) water 

charges (44 percent). The average no of persons per residential assessment for erstwhile 

Dhanbad Municipality is at 19.34 indicates that the property tax base has lesser coverage. 

Key issues and conclusions are based on the review and assessment ULB finances and 

discussions with relevant ULB officials. 

(i) 

(ii) 

(iii.) 

(iv.) 

(iv.) 

(v.) 

Maintenance and Reporting of Accounts. There is no proper accounting system, 

accounting code /manual to follow and the auditing system also poor. ULB don’t 

maintain abstract of account statement, it follows only in cash based accounting 

system. ULB’s do not maintain department/sector wise salary expenditure. 

Dearth of long term financial planning for want of perspective physical planning of 

huge capital outlays; 

Lack of diversity in the tax structure; 

Property/holding tax (including arrear and current) collection performance during the 

last 5 years is only 38 percent; 

Water charges demand collection during the last 5 years work out to only 44 percent; 

The property tax rates are already due for 2 increases, which needs to be revised soon; 

(vi.) 

(vii.) 

Need to adopt area based computation of property tax rather than value based; 

Need to increase the property tax net; 



Final Report 

(viii.) 

Proper and transparent accounting system should be in place; 

MADA – Fund Assessment 

Overview. The fund of MADA is analyzed in detail based on its accounts statement for the 

last seven financial years (FY), i.e. FY 1997-98 to FY 2003-04. Table 26 presents a summary 

of MADA finances from FY 1997-98 to FY 2003-04. The total size of the MADA fund, in 

terms of income has increased from 1,592.95 lakh in 1999-00 to over Rs. 1,833.79 lakh in 

2003-04 – a compounded annual growth rate (CAGR) of about 2.03 percent. The detailed 

statement is presented in Table 26 & Table 27. 



Final Report 

Table 26: Annual Receipt Statement of MADA 

Receipts 1997-98 1999-99 1999-2000 2000-01 2001-02 2002-03 2003-04 

Rs. Lakh 

Water Tax (Mining) 1,360.30 1,445.85 1,413.37 1,236.04 1,476.00 1,372.00 1,188.20 

Water Tax (Non – 

Mining) 7.23 7.12 19.58 84.05 95.00 97.00 46.95 

Land Use Tax 2.50 2.00 2.00 0.70 - - - 

Stamp Duty 110.40 92.00 220.00 187.75 337.50 280.39 464.10 

Holding (Latrine) Tax 22.40 15.87 18.00 18.87 16.68 21.32 32.75 

Loan (HUDCO) 50.90 14.90 - - - - - 

Grant (District 

Planning) 0.95 24.24 1.80 - 38.58 35.87 - 

Licence Fee 1.30 1.00 1.54 0.90 1.25 1.37 2.20 

Others 26.82 15.43 52.25 36.25 43.54 48.25 88.36 

Deposit 6.82 6.04 2.88 4.15 7.07 5.94 6.75 

Miscellaneous 3.33 2.35 12.41 0.40 0.50 0.55 4.48 

Over Draft - - - 135.00 - - - 

Other Revenues 

Total 1,592.95 1,626.80 1,743.83 1,704.11 2,016.12 1,862.69 1,833.79 

Table 27: Annual Expenditure Statement of MADA 

Expenditure 1997-98 1999-99 1999-2000 2000-01 2001-02 2002-03 2003-04 

Rs. Lakh 

Establishment 1,401.95 1,465.11 1,540.59 1,575.18 1,863.44 1,694.00 1,663.30 

Principle Construction 

Work 22.71 1.24 9.23 13.44 40.31 37.50 39.00 

Repair and 

Maintenance Work 118.59 119.76 80.88 107.25 80.04 90.19 100.02 

Central Purchase 5.69 9.05 5.58 0.86 8.21 4.12 - 

Medicine and 

Chemicals 0.12 0.21 0.32 0.69 14.29 11.61 22.35 



Final Report 

Expenditure 1997-98 1999-99 1999-2000 2000-01 2001-02 2002-03 2003-04 

Rs. Lakh 

Instruments and 

Furniture 0.03 - - - 1.21 1.20 - 

Return of Deposit 4.44 2.72 4.82 3.08 2.35 2.31 4.10 

Advance (Employees) 11.39 10.70 9.25 5.55 12.50 11.00 11.82 

Repayment of 

HUDCO Loan 53.70 24.21 90.70 5.96 - - - 

Miscellaneous 0.15 0.36 5.96 0.94 0.56 0.76 3.20 

Total 1,618.77 1,633.36 1,747.33 1,712.95 2,022.91 1,852.69 1,843.79 



Final Report 

Figure 18: Water Charge Collection Performance of MADA 

In Table 28 the average 

collection performance of 

Water Supply charges and 

Property Tax for the review 

period is 44 percent and 38 

percent respectively. It is 

observed that the Corporation 

maintained a low arrear 

collection during the entire 

assessment period. The 

demand of water supply 

charges witnessed increasing 

Rs. Lakh 

3500 

3000 

2500 

2000 

1500 

1000 

500 

0 

Water Charge Collection Performance 

2000-01 2001-02 2002-03 2003-04 

Year 

Total- 

Demand 

Total- 

Collection 

trend, from Rs. 3,085 lakh to Rs. 3,181 lakh while total collection also has increased from Rs. 

1,282 lakh to Rs. 1,383 lakh. 

Figure 19: Property Tax Collection Performance of erstwhile 

Dhanbad Municipality 

In terms of Holding 

tax/property tax total demand 

has increased from Rs. 244.76 

lakh to Rs. 277.55 lakh during 

the review period. In chase of 

total collection, during the 

review period has increased 

from Rs. 82.75 lakh to Rs. 

110.71 lakh. 

Rs. Lakh 

300 

250 

200 

150 

100 

50 

0 

Property Tax Collection Performance 

2000-01 2001-02 2002-03 2003-04 

Total- 

Demand 

Total- 

Collection 

Year 

Table 28: DCB Statement of Water Supply and Holding tax 

Description 2000-01 2001-02 2002-03 2003-04 2004-05 

Rs. Lakh 

W/S DCB – MADA 

Arrear Demand 1,742.19 1,803.72 1,415.40 1,615.39 1,776.29 

Current Demand 1,343.57 1,289.61 1,496.84 1,330.35 1,405.42 

Total Demand 3,085.75 3,093.33 2,912.24 2,945.74 3,181.70 

Total Collection 1,282.03 1,639.97 1,296.85 1,169.45 1,383.92 

Coll. Performance 42% 53% 45% 40% 43% 

Erstwhile Dhanbad Municipality – Holding Tax DCB 

Arrear Demand 149.15 162.01 172.31 184.80 178.93 

Current Demand 95.62 96.24 96.88 9.80 98.62 

Total Demand 244.76 258.25 269.20 194.60 277.55 

Arrear Collection 56.26 57.87 56.89 74.77 81.56 

Current Collection 26.50 28.06 27.50 29.10 29.16 

Total Collection 82.75 85.93 84.40 103.87 110.71 



Final Report 

Description 2000-01 2001-02 2002-03 2003-04 2004-05 

Rs. Lakh 

Coll. Performance 34% 33% 31% 53% 40% 

Source: MADA, erstwhile Dhanbad Municipality. 

G. Municipal Finance - SWOT Analysis 


Municipal Finance. It involves analyzing the internal positive (strengths) and negative 



threats). The Table 29 gives the details of the SWOT analysis. 

Table 29: Municipal Finance – SWOT Analysis 

Strength 

Power to tax as per 74th CAA; and 

Authority to collect taxes. 

Weakness 

Dearth of long term financial planning for want of perspective physical 

planning of huge capital outlays; 

Lack of initiatives in financial resource mobilization; 

Lack of proper co-ordination between the different line agencies and 

department in service delivery; 

Lack of propensity to pay land holding tax and water user charges; 

Lack of diversity in the tax structure; and 

Absence of auditing practice. 

Opportunities 

Emergence of new concepts such as BOT, BOOT, BOLT on a smaller scale; 

and 

Outsourcing project management. 

Threats 

Closed mind set among officials. 



Final Report 

V. EXISTING INFRASTRUCTURE ASSESSMENT 

A. Water Supply 

1. Overview 


Corporation of 

Dhanbad meets its 

water requirement 

through surface 

sources, sub surface 

sources and ground 

water sources. The 

new Municipal 

Corporation area 

includes five blocks 

namely Dhanbad 

Sadar Block, Jharia 

Block, Baliapur Block, 

Baghmara Block and 

Gobindpur Block 

(partly). Major urban centres like erstwhile Dhanbad Municipality, Jharia NAC, Katras NAC, 

Sindri NAC and Chatanadh NAC are also form part of the new Corporation area. 

Following table presents the surface, sub surface sources and ground water sources of 

Dhanbad Municipal Corporation. For provision of water supply, three agencies are involved 

in the Municipal Corporation jurisdiction namely, MADA, PHED (WS&DB) and FCI. The 

entire mineral areas with in the district is being supplied by MADA (bulk water supply and 

distribution), FCI supplies protected piped water to the Sindri NAC alone and PHED does 

the distribution of water supply to erstwhile Dhanbad Municipal area and also it covers other 

urban areas with in the jurisdiction of Dhanbad Municipal Corporation (excluding MADA 

and FCI distribution areas) either through piped water or hand pumps to meet the growing 

demand. MADA supplies bulk water to BCCL for distribution and BCCL supplies water to 

their collieries. However, in some areas BCCL themselves extract and supplies water to their 

collieries. 



Final Report 

Table 30: Water Supply Sources – Dhanbad Municipal Corporation 

Description Surface/ Sub Surface Source Ground Water Source 

Source 

Dhamodar River, Topchanchi 

Lake 

No of Hand Pump/Tube 

- 2,753 

Wells 

No of High yield Bore 

- 9 

Wells 

No of Open Wells 367 

Supply (MLD) 89.81 9.47 

Source: MADA, PHED, FCI. 

The water supply system of Dhanbad Municipal 

Corporation area is based on surface water of 

Topchanchi Lake and Damodar river which is 

treated at Topchanchi lake and Jamadoba water 

works respectively and having a total capacity of 108 

MLD. The Jamadoba water works is located at 20 

km from Dhanbad city. The Jamadoba water works 

is based on conventional treatment employing 

clarifloculator, rapid sand filtration followed by 

chlorination. The water works is under the 

jurisdiction of MADA and serves coal mines area of Dhanbad namely, Jharia, Putki, 

Kenduam Chhatatand etc. besides erstwhile Dhanbad Municipal Area. Jadmadoba water 

works never work on full capacity due to operational problems as well as due to old/out lived 

mechanical and electrical equipments as well as old civil structures. With the existing system, 

the Jamadoba water works can deliver 72 MLD of water on an average. MADA supplies 

water to Jharia NAC area and coal mining area of Putki, Kendua, Kerkend etc. from its 

Jamaboda water works. 

The treated water from Jamadoba is pumped to Jharia pumping station from where water is 

pumped to distribution system of Dhanbad city. The Jamadoba water works and Jharia 

Pumping station are operated and maintained by PHED and erstwhile Dhanbad Municipality 

collects revenue. 

2. Sources of Water Supply 

The first protected water supply was provided during 

the year 1914-24 to coal mining areas from 

Topchanchi Lake which is located at a distance of 20 

km from the city with a total production capacity of 

13.50 MLD and is being supplied through gravity. 

The second protected water supply scheme was 

commissioned during the year 1955-60 for the 

mineral areas in the region to meet the rapidly 

growing population. The second water supply 

scheme depends on damodar river (Jamadoba water works) which is located at a distance of 



Final Report 

22 km from the city of Dhanbad. The total extraction capacity of Jamadoba water works is 

about 94.50 MLD out of which presently around 72 MLD of water is supplied daily through 

pumping to Mineral areas in the district. The following table presents the details of existing 

water supply scheme details. The total extracted water from the Damodar river and 

Topchanchi lake is around 89.81 MLD which include FCI’s supply amount of 6.81 MLD to 

Sindri NAC area. Besides this PHED also supplies waster from ground water sources through 

high yield bore wells to urban settlements with in the Municipal Corporation jurisdiction. 

Table 31 presents the each surface source wise details and its treatment capacity. 

Table 31: Water Supply Surface Sources Details 

Surface Source Details Unit Source 1 Source 2 Source 3 

MADA 

FCI- Sindri 

Name of the River / Tank Damodar Topchanchi Damodar 

Lake 

Water produced / extracted MLD 94.50 13.50 9.08 

Water transmitted MLD 72.00 11.00 6.81 

Distance from Source to 

M 80 50 3,000 

Treatment Plant 

Distance from source to town Km 22 20 6,000 

Transmission type Pumping Gravity Pumping 

Estimated transmission loss % of the 

15 20 30 

total 

supply 

Year of commissioning of scheme 1955-60 1914 – 24 1950 

Project cost Rs. Lakh 70.00 20.00 - 

Status of water supply lines Repaired Repaired Repaired 

Source: MADA, PHED and FCI. 


There are three treatment plants presently used to 

treat and supply 89.81 MLD of water to the entire 

Municipal Corporation area. Two treatment plants 

are located at Jamadoba and one at Topchanchi with 

a total design capacity of 143.40 MLD. However, 

present utilization capacity of treatment plant is only 

89.80 MLD (around 62 percent of the total design 

capacity). All the three treatment plants are very old 

and ranging form 45 years to 81 years. Owning to 

the age oldness of the treatment plants, it is not taking up its full capacity to treat the water. 

The following table gives the location wise details of treatment plants. 



Final Report 

Table 32: Treatment Plant wise Design and utilized Capacities 

Treatment Details Unit Jamadoba Topchanchi FCI 

Design capacity of Treatment MLD 94.50 13.50 35.40 

Plant 

Utilized capacity of plant MLD 72.00 11.00 6.80 

Age Years 45 81 56 

Operation & Maintenance Regular Regular Regular 

Status Repaired Repaired Repaired 

Source: MADA and FCI. 

3. Distribution System 

The total length of the rising mains laid with in the jurisdiction of MADA is 62.31 km, with 

pipe materials of CI and lime mortar. The age of the rising main which are presently used to 

carry water to Dhanbad Municipal Corporation various from 25 years to 81 years. Water from 

MADA owned Jharia Pumping Station is pumped to raising main of 350 mm dia and 700 m 

dia (laid under reorganization scheme) CI pipes and water is distributed by PHED to 

erstwhile Dhanbad Municipal area through overhead service reservoirs, underground sumps 

and distribution network. The following table presents the details of rising main used to 

transmit the water from the treatment plant to storage reservoirs. 

Table 33: Rising Main Details 

Rising Main Details Pipe Material Pipe Length Age 

mm dia Km Years 

750 C.I 2.74 45 

900 C.I 2.13 45 

1000 C.I 3.04 45 

450 C.I 18.00 27 

400 C.I 13.00 81 

350/300 C.I 9.00 25 

450 (Conduct main) Lime mortar 9.40 81 

525 C.I 5.00 81 

Total 62.31 


In Dhanbad Municipal Corporation Jurisdiction three types of service reservoirs are used to 

store and supply the water to entire area. As discussed earlier, three agencies are involved in 

distribution of water to the citizens of Dhanbad. The total storage capacities available with all 

the three agencies are works out to 44.86 MLD which include Elevated Service Reservoirs 

(ESR/OHT), Ground Level Storage Reservoirs (GLSR) and Under Ground Sumps. The 

details of the location of service reservoirs are presented in the Table 34. 



Final Report 

Table 34: Type wise Location of Storage Reservoirs and its Capacity 

Location 

Capacity 

ML 

Elevated Service Reservoirs 

MADA 

Jharia 2.250 

Patherdeh 0.225 

Putki 0.225 

Kirkend 0.450 

Godhar 0.450 

Chaitudih (Katras) 0.675 

Sub Total (MADA) 4.275 

PHED 

Dhansar 0.681 

Purana Bazar 0.454 

Manaitand 0.681 

Hirapur 0.454 

Hospital 0.114 

Matkuria 0.681 

Chiragorah 0.454 

Sub Total (PHED) 3.519 

FCI 

Saharpura 0.454 

Rohrabandh 0.454 

Rangamati 0.901 

Church 0.901 

SL- 2 0.454 

Domgarh 0.901 

FCIL 0.250 

PDIL 0.454 

Sub Total (FCI) 4.769 

Sub Total (Elevated Service Reservoirs) 12.563 

Underground Sumps/Ground Level Storage Reservoirs 

MADA 

Jharia 6.30 

Putkee 1.35 

Godhar 1.35 

Kusunda 1.35 

Tilatand 18.00 

Sub Total (MADA) 28.35 

PHED 

Municipal Office Campus 2.00 

Hirapur Panitanki Campus 1.50 

Sub Total (PHED) 3.50 

FCI 

Mandhartand 0.45 

Sub Total (FCI) 0.45 

Sub Total 32.30 

Grand Total 44.86 




DHANBAD 

DHANBAD WATER SUPPLY SCHEME 

BY PHED 

120 

137 

119 

121 

151 

PWD 

127 

131 

153 

ADRAS 

NAGAR 

P . W . D . 

149 

126 

LEGEND 

154 

152 

136 

125 

130 

123 

150 

148 

150 Ø 

300 m 

135 

100 Ø 

400 m 

129 

124 

122 

118 

147 

144 

146 

100 Ø 

300 m 140 

134 

185 

133 

132 

128 

184 

113 

138 

114 

RAILWAY TRACK 

200 Ø115 

120m 

117 

112 

116 

145 

143 

139 

111 

ROAD 

142 

156 

141 

RISING PIPE LINE 

OLD 

155 

NEW 

157 

174 

DISTRIBUITION MAIN 

158 

163 

A. RE USED PIPE LINE 

160 

159 

168 

161 

166 

82 

162 

B. TO BE TAKEN OUT PIPE LINE 

81 

100 Ø 

300 m 

C. NOT TO BETAKEN OUT PIPE LINE 

175 

165 

176 

WATER TOWER 

80 

164 

177 

83 79 

169 

167 

76 

188 

78 

190 

180 

178 

75 

69 

179 

77 

171 

170 

70 

68 

172 

74 

300 Ø 

120m. 

65 

72 

71 

150Ø 

80m. 

64 

73 

67 

150 Ø 

200 m 

173 

150 Ø 

80 m. 

300 Ø 

1307.25 m. 

66 

100 Ø 

400 m. 

100 Ø 

190 m. 

62 

63 

180m 

61 

91 

250 m. 

60 


Figure 20: Erstwhile Dhanbad Municipality Water Supply Rising main and Distribution Main details 

80 Ø 

600 m 

80 Ø 

350 m 

100 Ø 

SARAIDHELA 

57 

KOLYLA NAGAR 

194 

195 

196 

191 

193 

400 m 

80 Ø 

320 m 

100 Ø 

SADAR HOSPITAL 

192 

189 

650 m 

150 Ø 

100 Ø 

300 m 

150 Ø 

200 m 

250 Ø 

200 m 

250 Ø 

400 m 

350 m 

100 Ø 

250 m 

100 Ø 

100 Ø 

350 m 

42 

30 m 

150 Ø 

100 Ø 

300 m 

600 m 

250 Ø 

181 

100 Ø 

200 m 

187 

87 

150 m 

80 Ø 

90 

100 Ø 

300 m 

58 

100Ø 

100 Ø 59 

220m 

200 m. 100Ø 

100m 

250 mm. 

75.0 m 

100 Ø 

320 m 

50 m 

100 Ø 186 

200m 

200 Ø 

150 m 

100 Ø 

150Ø 

200 m 

56 

100 Ø 

200 m 

200 Ø 

250m 

50 m 

100 Ø 

80 Ø 

150 m 

100 Ø 100 Ø 

160 m. 54 80 m. 

100 Ø 

600 m 

43 

100 Ø 

100 m 

86 

100 Ø 

200 m 

100 Ø 

200 m 

100 Ø 

55 

180 m. 

100 Ø 

150 m 

41 

650 m 

100 Ø 

93 

89 

200 m 

200 Ø 

95 

200 Ø 

130m 

84 

200 Ø 

100 m 

97 

85 

48 

39 

98 

47 

88 

90 m. 

150 Ø 

46 

44 

29. 

92 

80Ø 

150m 

110 

94 

170 m. 

37 

200 Ø 

800 m. 

800 m. 

200 Ø 

150 Ø 

100 m. 

96 

60 m. 

200 Ø 

100 Ø 

40 

35 

38 

36 

106 

99 

545 m. 

104 

150 Ø 

103 

300 m 

250 Ø 

300m. 

150 Ø 

80 Ø 27. 

300 m. 

100 Ø 28. 

100 m. 

30 

34 

11. 

101 

26. 

31 

10. 

182 

105 

183 

32 

33 

6. 

14. 13. 

12. 

25. 

9. 

7. 

1.5 LAC.GALLAN 

MATKURIA 

108 

3. 

250Ø 

120 m. 

8. 

15. 

NALA 

107 

16. 

80Ø 

18. 250 m 

21. 

17. 

22. 

24. 

23. 

C H A S R O A D 

TO K A T R A S 

JHARIA WATER 

BOARD 

RESERVOIR 

P. W. D. 

P A T H R A K U L H I 

A S N S O A L 

B H U D A 

D A M O D A R P U R 

D H A N B A D G O V I N D P U R R O A D 

DAMODARPUR 

D H A N B A D B A L I A P U R R O A D 

DEVIPARA 

CHIRA GORA 

CENTRAL 

HOSPITAL 

300 M 

CHIRA GORA 

200Ø 

J.C. MALLICK ROAD 

D U H A T A N D 

J. C. MALLIC 

C.M.P.F. COLONY 

HIRAPUR 

I . S . M . CAMPUS 

B A R M A S I A 

A 

100 Ø 

250 m 

190 m 

100 Ø 

100 Ø 

500 m 

102 

100m 

100 Ø 

300 m 

100 Ø 

120m 

100 Ø 

100 Ø 

275 m 

100 Ø 

300 m 

100 Ø 

150 m 

100 Ø 

180 m 

250 Ø 

75 m. 

250 Ø 

75 m. 

110 m. 

150 Ø 

150 Ø 

150 m. 

150 Ø 

120 m. 

200m. 

150 Ø 

650 m. 

100 Ø 

100Ø 

245m. 

100 Ø 

200 m. 

170m. 

150Ø 

200 Ø 

150m. 

150m. 

300 Ø 

150 Ø 

90 m. 

100 Ø 

70m. 

100 Ø 

120 m. 

100Ø 

130m 

100Ø 

100 Ø 

400 m. 

100 Ø 

230 m. 

SHIV MANDIR 

109 

G A N D H I N A G A R 

80 Ø 

300 m 

60 m. 

150 Ø 

100 

100m 

80Ø 

100 M 

80 Ø 

300 m. 

250 Ø 

80Ø 

110m 

30m 

80Ø 

100 Ø 

250 m 

G A N D H I R O A D. 

B E R A C 0 L L I E R Y R O A D 

80 Ø 

150 M 

300 Ø 

110 m. 

200 Ø 

10 m. 

100 Ø 

50 M 

100 M 

80 Ø 

100 Ø 

110 m. 

150 M 

80 Ø 

TELEPHONE EXCHANGE ROAD 

POLYTECHNIC 

DHANBAD 

200 Ø 

600 m. 

200Ø 

350 m. 

370m. 

250Ø 

100 m 

100 Ø 

250Ø 

240 m 

150 m 

150 Ø 

80 Ø 

300 m100 Ø 

250 m 

70 m 

250Ø 

100 m 

250Ø 

100 m 

150Ø 

ZILA SCHOOL 

MATKURIA 

GAJUA TAND 

KUMBHAR PATTI 

MARIGODAM 

D U H A T A N D 

BARMASIA 

L. XING 

AJANTAPARA 

HOUSING COLONY 

I. S. M. 

D H A I Y A 

H.E. SCHOOL 

GIRLS 

SCHOOL 

ROAD 

I. 5 LAC. GALL. 

CAPACITY WT. 

AT BLOCK 

CAMPUS 

CHIRAGORA 

POLICE LINE 

COLONY 

VISTIPARA 

D.C. OFFICE 

I . S . M R O A D. 

H.E. SCHOOL ROAD 

HOUSING COLONY ROAD 

BARTAND MUHALLA 

D H A I Y A 

C. M. R. I. COLONY 

D H A I Y A 

JHARUDIH 

JAIPRAKASH 

NAGAR 

B U S S T A N D. 

CIRCUIT 

HOUSE 

D.C. 

BUNGL. 

DIST. BOND 

OFFICER 

COLONY 200 Ø 

100 M 

GOLF GROUND 

D.S. OFFICE 

RLY. 

BEKAR BANDH 

D H A N B A D 

14"Ø 

4225 mts. 

300Ø 

400 m. 

300Ø 

1000 m. 

1. 

2. 

4. 

5. 

450 Ø 

400 m. 

1.00 Lac Gallan 

PURANA BAZAR 

WATER TOWER 

Rising main 700 mm. 

4275 mts. 

T E L I P A R A R O A D 

1.5 LAC. GALLAN 

MANAITARND 

WATER TOWER 

PUJA TAKIES 

1.5 LAC. GALLAN 

DANSAR E. S.R. 

2.0 LAC.GALLAN SUMP 

DHANBAD MUNICIPALITY 

D H O B A T A N D 

20 

19. 

80Ø 

300 m. 

65 Ø 

300 m. 

100 Ø 

1200 m 

250 Ø 

350 m 

80 Ø 

200 m 

200 Ø 

300 m. 

250 Ø 

200 m 

100 Ø 

800 m 

DHANSAR 

150 m 

80 Ø 

100 Ø 

500 m 

80 Ø 

300 m 

100 Ø 

300 m 

275 m 

100 Ø 

100 Ø 

300 m 

150 Ø 

200 m 

150 Ø 

150m. 

150 Ø 

80 m. 

150 Ø 

270 m 

100 Ø 

180 m 

100 Ø 

400 m. 

GAYA BRIDGE 

100 Ø 

110 m. 

80 Ø 

200 m 

80 Ø 

200 m 

500 m. 

100 Ø 

80 Ø 

400 m. 

100 Ø 

200 m. 

100 Ø 

150 m. 

100 Ø 

300 m. 

300 m. 

80 Ø 

100 Ø 

500 m. 

500 m. 

100 Ø 

840 m. 

100 Ø 

CHHATH TALAB ROAD 

200 Ø 

200 m. 

80 Ø 

300 m. 

225 m. 

100 Ø 

BANDH 

BEKAR 

M U N I C I P A L 

R O A D 

D. A. V 

R A N G A T A N D 

150 m. 

200 Ø 

100 Ø 

900 m. 

300 m. 

80 Ø 

450 Ø 

450 m 

H O W A R A 

MOTORS 

R O A D 

GURUNANAK DUARA 

150 Ø 

400 m 

N A G A R E A S T 

S H A S T R I 

WEST 

GOMOH 

GAYA 

ASHOK MOTERS 

POST OFFICE 

BANK MORE 

RAY TALKIES 

KABARI PATTI 

L A R O A D 

300 m 

100 Ø 

80 Ø 

150 m 

150 Ø 

30 m 

150 m 

100 Ø 

100 Ø 

200 m 

150 Ø 

650 m 

100 Ø 

1300 m 

450 Ø 

250 m 

300 Ø 

450 m 

100 Ø 

500 m 

945 m 

80 Ø 

230 m 

450 Ø 

500 m 

80 Ø 

450 Ø 

970 m 

80 Ø 

200 m 

250 Ø 

220 m 

300 Ø 

400 m 

200 m 

150 Ø 

300 m 

80 Ø 

100 Ø 

320 m 

300 Ø 

750 m 

100 Ø 

400 m 

120 m 

250 Ø 

100 Ø 

200 m 

100 Ø 

600 m 

150 Ø 

1200 m 

175 m 

250 Ø 

80 Ø 

200 m 

80 Ø 

800 m 

400 m 

100 Ø 

100 m 

250 Ø 

100 Ø 

300 m 

100 Ø 

150 m 

300 m 

100 Ø 

250 Ø 

110 m 150 Ø 

175 m 

250 Ø 

75 m 

50 m 

250 Ø 

300 m 

100 Ø 

80 Ø 

600 m 

400 m 

150 Ø 

400 m 

100 Ø 

300 m 

80 Ø 

300 m 

100 Ø 

100 Ø 

625 m 

80 Ø 

200 m 

150 Ø 

300 m 

80 Ø 

300 m 

100 Ø 

300m 

100 Ø 

200 m 

150 M 

100 Ø 

80 Ø 

600 m 

100 Ø 

350 m 

100 Ø 

950 m 

500 m 

80 Ø 

250 m 

100 Ø 

300 m 

100 Ø 

100 m 

100 Ø 

150 m 

100 Ø 

230 m 

150Ø 

VILLAGE ROAD 

D H A I Y A 

LINK TO G. T. ROAD. 

B A R W A 

C . M. R . I. 

MOUNT 

CARMEL 

100 Ø 

100 m. 

150 Ø 

125 m. 

53 

52 

51 

49 

50 

45 

N 





FIGURE NO: 

100Ø 

600 m 

230 m 

100Ø 

K A R W A


Final Report 

The existing diameter of distribution network provided by the MADA in coal mining area 

various from 900 mm diameter to 75 mm diameter. The total length of distribution network 

provided by MADA is 104.56 km and age of the pipe varies from 27 years to 81 years. The 

existing distribution system is pretty old and suffers from leakages etc. thus reducing its 

carrying capacity. The existing distribution network need complete overhauling by replacing 

old defunct and inadequate piping system by proper distribution network. The existing 

distribution network is inadequate in its capacity and improper. The main problem with the 

existing water supply system is non-uniform supply in different areas. Many of the areas are 

either having scanty or no water supply at all. Many new colonies and areas adjoining to the 

Dhanbad town have been developed without having piped water supply system. 

PHED has 21.85 km length of distribution network within the Dhanbad Municipal 

Corporation Jurisdiction. PHED also distributing water to erstwhile Dhanbad Municipal area, 

Rohrabadh, Baliapur, Chatti Gobinpur, Kola Kushma and Munidi. The Table 35 presents the 

details of distribution network by type, diameter, length and age. 

Table 35: Type wise Distribution Network Details 

Distribution Main Details Pipe Material Pipe Length Age 

Mm dia. KM Year 

MADA 

900/750 C.I 2.43 33 

600 C.I 14.41 33 

525 C.I 9.14 81 

450 C.I 4.06 27&81 

400 C.I 7.76 27 

375 C.I 4.51 27 

350 C.I 1.31 27 

300 C.I 11.51 27 

250 C.I 6.32 27 

225 C.I 2.16 27 

200 C.I 8.96 27 

175 C.I 11.33 27 

150 C.I 6.93 27 

125 C.I 10.78 27 

75 C.I 2.95 27 


PHED 

200 CI 1.635 

150 CI/AC/PVC 3.150 

100 CI/PVC/HDPE 13.010 

80 CI 1.087 

80 PVC 2.465 

75 PVC 0.500 



Source: MADA and PHED. 



DHANBAD 


WATER SUPPLY NETWORK 

BAHARAT FIRE BRICKS 

LEGEND 

PIPE LINE 

RIVER / JORIA 

RAILWAY LINE 

MAJOR ROADS 

TOWER & RESERVOIR 

SHOW THUS 

BAZAR 

2"Ø 

650'0" 

SURATAND 

MORE 

ROAD 

TO PATHERDIH 

JEENAGORA SIDINGY 


Figure 21: Erstwhile Dhanbad Municipality Water Supply Mains 

JEENAGORA 

DESPANSARY 

TO JAIRAMPUR 

JAIRAMPUR MORE 

TO CHANDKUAN 

HOSPITAL 

GOLOKDIH OPEN 

CAST PROJECT WORK 

TO LODNA BAZAR JAIRAMPUR WATER TANK 

LODNA BAZAR 

SINDRI ROAD 

SHAMSHIR NAGAR ROAD 

TO BALIAPUR 

SHOP 

GOLAKDIH 

OPEN CAST PROJECT 

To Kujama Coliery 

JARIA (R.5) 

To Patherdih 

TO DOBARI 

TO BARH COLIERY 

NAYAKANALI HALT 

BALUHA ROAD 

FATEHPUR 

NAIDUNIA ROAD 

DESHBANDHU 

CINEMA HALL 

FATEHPUR ROAD 

BATA MORE 

EKKA STAND 

BUS 

STAND 

PUNCHADEV 

MANDIR 

TO PANI TANKI 

KELA PATTI 

DHANSAR 

MANDIR 

TO DHANBAD 

4"Ø 

430 

TO SINDRI ROAD 

AGARSEI 

BHAWAN 

DARAMSHALA ROAD 

LAL 

DHANSAR RLY. OVER BRIDGE 

BHAWAN 

ANAND 

M A N B A D 

M.A.D.A 

OFFICE 

UPPER 

KULI 

UPPER KULI 

TELEPHONE 

EXCHANGE 

PARK 

CHILDREN 

APPALO 

CHOWK 

NICHE KULI 

M A N B A D 

THANA 

MORE 

JHARIA 

THANA 

VIHAR CINEMA 

BANDH 

RANI 

TO BATA MORE 

RAJA 

TALAB 

MORE 

LAXMANIA 

K 

8' WIDE 

LANE 

Q I R I B A N D H 

D.B OFFICE 

ROAD 

RAJBARI 

KATRAS 

MORE 

SATH 

MORE 

TO ENA PROJECT 

PHULARITAND ROAD 

SINDRI ROAD 

CHOUTHAIKULI ROAD 

KHAS COLLIERY JHARIA 

TO HUSSANABAD 

BANIAHIR No. 10 

TO BANK MORE 

MANJHLI BASTI 

TO GODHAR RESERVOIR 

INDUSTRY COLIERY 

Fly Over Bridge 

HARIMANDIR 

SIMLA BAHAL BASTI 

TO KARKEND 


TOPCHANCHI LAKE 

SHOWN THUS 

N 




FIGURE NO: 

TOPCHANCHI LAKE 

TILATAND RESERVOIR 

CAP- 311.5 LAKH GALLONS. 

GODHARRESERVOIR 

CAP. 40 LAKH GALLONS. 

PUTKI SUMP 

CAP- 3.0 LAKH 

DAMODAR HEAD WORKS 

I.M.G.D PLANT 

CONMSTRUCTED - 1960 

DAMODAR HEAD WORKS 

I.M.G.D PLANT 

CONMSTRUCTED - 1990 

INTAKE WELL 

INTAKE WELL


Final Report 

Following table presents the details of storage reservoirs owned by MADA. There are five 

ground level service reservoirs and six elevated reservoirs with a total capacity of 32.63 MLD. 

The details of pumping capacity and pumping hours are also detailed out in the table. 

Table 36: Storage Reservoir wise pumping capacity and Type 

Water Supply 

Zone 

Pumpin 

g Hours 

Pumping Capacity Ground Level Service 

Reservoir (GLSR) 

Elevated Storage 

Reservoir (OHT) 

Hrs HP No Nos. ML Nos. ML 

Jharia 20 120 & 175 2 & 1 1 6.3 1 2.250 

Patherdeh - - - - 1 0.225 

Putkee 20 200 & 175 1 & 1 1 1.35 1 0.225 

Kirkend 8 55 1 - 0 1 0.450 

Godhar Gravity - 1 1.35 1 0.450 

Kusunda 10 175, 200 & 1, 1 1 1.35 - - 

60 &1 

Tilatand Gravity - 1 18.00 - - 

Chaitudih 

3 150 1 - - 1 0.675 

(Katras) 

Total 5 28.35 6 4.28 

Source: MADA. 

4. Water Supply - SWOT Analysis 


present Water Supply System of Dhanbad. It involves analyzing the internal positive 

(strengths) and negative (weakness) aspects of an organization and considering these in 

relation to aspects of the external environment – both the positive aspects (or opportunities) 

and negative aspects (or threats). The Table 37 gives the details of the SWOT analysis. 

Table 37: Water Supply – SWOT Analysis 

Strength 

Damodar river is a perennial source for the city Dhanbad is a commercial 

capital of Jharkhand; and 

MADA meets the BCCL’s water requirements for their collieries, through 

which it fetches maximum revenue. 

Weakness 

Low pressure in supply is developed in some part of city owing to the old pipe 

line/worn-out network and to cater the increasing population demand; 

Inadequate house service coverage; 

Inadequate distribution network coverage; 

Many parts of the corporation area does not have potable piped water supply 

system; 

Water supply asset creation and maintenance are being carried out by three 

different departments which leads to lack of coordination and clash of 

responsibilities; 

Ground water pollution by industrial effluents; and 

Lack of awareness in people to use water efficiently. 

Opportunities 



Final Report 

 

 

 

 

 

Threats 

 

Use of UCPs as water lakes to store water as well as to develop tourism; 

New scheme will cater to the needs of domestic and industries; 

Financial assistance will help in asset creation and to cater the needs of public; 

Private Sector Participation in service delivery; and 

Open cast mines can be used as storage thanks. 

Lack of interest in getting house service connection and willingness to pay for 

the same. 

5. Performance Indicators and Key Issues 

The performance indicators and key issues have been identified based on the information 

collected and field visits and the same is presented in this section. Key performance indicators 

are used to assess service adequacy of Dhanbad Municipal Corporation. Table 38 exhibits the 

performance indicators of Dhanbad Municipal Corporation in water supply system and 

subsequently the key issues have been presented. 

Table 38: Performance Indicator - Water Supply 

Description Units Present Status Norms 

Installed Capacity MLD 143.40 - 

Gross Percapita Supply Lpcd 66 150 

Population Covered Percent 30 100 

Properties covered by house service Percent 15-20 90 

connections 

Road Coverage by Distribution Percent 13 95 

Network – DMC area 

Total Storage Capacity to Supply Percent 49 33 

Treatment Capacity to Supply Percent 158 100 

Frequency of Supply Daily Daily 

Duration of Supply Hrs 2 2 


(i.) 

(ii.) 

Low Supply Levels. Low per Capita supply is noticed; the situation becomes worse in 

Summer Season with Per Capita Supply coming to as low as 40 - 50 lpcd. The present 

gross percapita supply is 74 in Urban Agglomeration areas and 66 lpcd in entire DMC 

area. The frequency of supply in the city is daily in normal season, which deteriorates to 

once in three or seven days in Summer Season. 

Age old Distribution Network System. The existing distribution system is pretty old 

and suffers from leakages etc. thus reducing its carrying capacity. The existing distribution 

network need complete overhauling by replacing old defunct and inadequate piping 

system by proper distribution network. The existing distribution network is inadequate in 

its capacity and improper. The main problem with the existing water supply system is 

non-uniform supply in different areas. The system needs a comprehensive rehabilitation 

measure based on detail study. 



Final Report 

(iii.) Inadequate and age old Treatment 

Capacity/ Plant. However, the present 

treatment capacity is surplus, in respect of 

increasing demand in the future, the treatment 

capacity needs augmentation. The existing 

treatment plants are very which needs 

rehabilitation works. 

(iv.) 

(v.) 

Inadequate Service Coverage. Only 30 percent of the population is served with 

protected piped water supply system. Also only 15-20 percent of the PT Assessment is 

provided with House Service Connections. Besides, demand for water supply has not 

taken into account the requirements of water supply to the peripheral areas. 

Inadequate Network Coverage. Distribution 

network runs approximately 21 percent of the 

road length in Urban Agglomeration areas while 

for entire DMC distribution network reach is 

only 13 percent. Considering the high 

population density within the Municipal 

Corporation jurisdiction, the network adequacy 

demand, as a percent of road length, is high. 

(vi.) 

(vii.) 

(viii.) 

(ix.) 

(x.) 

Inadequate Summer Storage. The pattern of rainfall is erratic. There is no scope for 

storing rainwater for recharging, as most of the water bodies are encroached, silted and 

used as sewerage outlets. 

Need for Source Augmentation. The present source of water is not adequate to meet 

out the requirements of the people, and augmentation is required to meet future 

requirements. 

Desilting of Topchanchi Lake. Topchanchi Lake is the first water supply source for the 

city, desilting of Topchanchi Lake is must for the city meet the water demand. 

Need for Asset Management Action Plan. It is required to maintain an O & M 

Schedule, for Water Supply Assets, for regular maintenance and energy consumption 

optimization. 

System (Transmission & Distribution) Losses 

and Unaccounted for Water. The gross 

average supply in the DMC area is 66 lpcd and 

in Urban Agglomeration area is 74 lpcd. It is 

estimated that transmission and distribution 

losses account for 20- 30 percent of the total 

supply. Studies are needed to be carried out to 

block the amount of Unaccounted for Water 

(UFW). 



Final Report 

(xi.) 

Leakage and contamination of water at household connections apart from low 

Pressure in Water Supply. Though rehabilitation of the old pipe lines has been taken up 

during the past five years, the problem of low pressure in water supply persists due to the 

usage and existence of aged network especially in old city. Increasing population has also 

added to the already existing woes. Apart from this the usage of GI pipes for household 

connections is leading to leakage and contamination of water in several areas of the 

corporation increasing the maintenance costs. 

B. Sewerage and Sanitation 

1. Overview 

Municipal Corporation does not have sewerage system to dispose sewage generated with from 

the city. Municipal Corporation has 38,000 individual septic tanks, which serves as one of the 

major means of safe disposal of human waste. The septic tanks serve about 20 percent of 

Urban Agglomeration population (since in most of the villages doesn’t have septic tank 

facilities urban agglomeration population were considered for comparison). In addition, the 

Corporation has provided about 1,025 low cost sanitation units, which serves less than one 

percent of the total population. Overall, about 21 percent of Urban Agglomeration 

population has safe disposal facilities and the remaining either opt for community toilets or 

go for open defecation, which is an area of major concern as the coverage of safe disposal 

facilities is very low. 

2. Sewerage & Sanitation - SOWT Analysis 


present Sewerage and Sanitation System of Dhanbad. It involves analyzing the internal 

positive (strengths) and negative (weakness) aspects of an organization and considering these 

in relation to aspects of the external environment – both the positive aspects (or 

opportunities) and negative aspects (or threats). The Table 39 gives the details of the SWOT 

analysis. 

Table 39: Sewerage and Sanitation – SWOT Analysis 

Strength 

Weakness 

Absence of under ground drainage system; 

Septic tank is the major mode of disposal which may leads to shallow ground 

water pollution; 

Inadequate Public convenience facilities; and 

Unhygienic dry latrines and open defecation. 

Opportunities 

Reuse of treated waste water for irrigation purpose; 

Private sector can monitor the sewerage/effluent treatment; 

Financial resource generation from sewage (e.g. selling of sludge to farmers); 

and 

To create civic sense among the citizen’s of Dhanbad. 



Final Report 

Threats 

 

 

Environmental degradation; and 

Topography of the corporation does not permit single treatment plant, and 

hence multiple treatment plants have to be developed to cover the entire area. 

This leads to high capital cost for the creation the same. 





performance indicators of Dhanbad Municipal Corporation in Sewerage and Sanitation 

system and subsequently the key issues have been presented. 

Table 40: Performance Indicator – Sewerage & Sanitation 

Description Units Present Status 

UGD System 

Absent 

Households to Septic Tanks – UA Percent 20 

Households to Septic Tanks – DMC area Percent 1.43 


(i.) 

(ii.) 

(iii.) 

Absence of Safe Disposal System. In addition to the dearth in sanitary units, sullage and 

night soil is disposed into roadside/storm water drains. The problem needs immediate 

attention as it pollutes the watercourses (storm water drains lead sullage/wastewater to 

the natural drain/stream). 

Dearth of Safe Sanitation Facilities. Only 21 percent of residential properties are 

served with sanitation facilities in Urban Agglomeration area, whereas in DMC area only 

1.43 percent properties have access to safe sanitation facilities. With rapid population 

growth, it is important that the DMC should provide for a comprehensive sewerage 

system. 

Inadequate and Ill-maintained Public Sanitation. There is a high dependency by 

slum population on public conveniences, the seat per person is limited and most slum 

dwellers resort to open defecation; public awareness regarding safe sanitation is very poor. 

C. Storm Water Drainage and Primary Drainage 

1. Overview 

Dhanbad Municipal Corporation does not have an effective network of storm water drains to 

dispose waste water generated in the city. The total length of drains in the Dhanbad 

Municipal Corporation jurisdiction is about 581.62 km, which covers about 41.09 of the total 

road network in the Corporation area. In the absence of closed drainage system in the city, 

silting and uncontrolled solid waste dumping causes blockages and stagnation of waste water 

flow. The drainage system in the city carries the wastewater as well as storm water from the 

entire municipal corporation area and finally discharges into nallahs. The following table 

provides further details regarding the type of storm water drains in the city. 



Final Report 

Table 41: Details of Road side Storm Water Drains 

Description Length Proportion 

Pucca Open Drains 260.94 44.86 

Kutcha Open Drains 195.29 33.58 

Pucca Closed Drains 125.39 21.56 

Total 581.62 100.00 


Topography. Dhanbad city is situated on lower steps of Chota Nagpur Plateau. The 

maximum ground elevation is 750 above Men Sea Level (MSL). The overall ground slope is 

gradual and from south to north. 

2. Natural/Primary Drainage System 

Since the Dhanbad doesn’t have sewerage and storm 

water drainage system, the waste water generated 

with in the city are being collected from various 

primary nallahs which are passing with in the 

Corporation jurisdiction. The major natural drainage 

channels which are carrying waste water from the 

city are Matkuria Nallah, Kantra Nallah (Jharia 

Nallah), Manitind Nallah, Katri Nadhi, Jamunia 

Nadi and Kodhiya Nadhi. Matkuria Nallah is the 

longest nallah among the all nallahs in the city, the 

total length primary drainage system in the city is approximately 75 km. Finally, the waste 

water collected from all these nallash is disposing it to Damodar River. 

The total rain fall in Dhanbad is varies from 800 mm to 1,300 mm per annum and the average 

no of rainy days in a year is about 55 days. Rainy months are June, July, August and 

September. 





performance indicators of Dhanbad Municipal Corporation in Storm Water Drainage system 

and subsequently the key issues have been presented. 

Table 42: Performance Indicators - Road side Storm Water Drains 

Description Units Present Status Norms 

Pucca Drains Percent 42 - 

Total Drains to Road Length Percent 63 150 




Final Report 

(i.) 

(ii.) 

Inadequate Closed Drainage System. Owing to the 

inadequate closed drainage system in the Municipal 

Corporation area leads to overflow of waste water during 

the rainy season. 

Disposal of Domestic Sewage. In the absence of a 

sewerage system covering the entire Municipal 

Corporation area and inadequate sanitation facilities, a 

large amount of the domestic sewage is let into storm 

water drains. This is resulting in pollution of the public 

water bodies such as river and nallahs /canals, as the 

waste runoff leads to these watercourses. 

(iii.) 

Inadequate Coverage. Only 41 percent roads 

have built up drains. Unhygienic conditions 

prevail in areas, which do not have surface 

drains. 

(iv.) 

Absence of Comprehensive Storm Water 

Drainage System. Owing to the absence of 

continues waste water carrying system leads to 

unhealthy environment. Most of the drainage 

network in the city does not design to carry the 

entire storm water as well as waste water 

generated in the city. 

(v.) 

Silting and Solid Waste Accumulation. Silting and uncontrolled solid waste dumping 

cause blockage and stagnate storm water/wastewater runoff. Consequently, storm water 

drains and primary channels like, nallahs choke and may overflow into neighboring areas. 



Final Report 

D. Preservation / Rejuvenation of Water Bodies 

1. Overview 

In Dhanbad Municipal Corporation jurisdiction 

more than 125 small, medium and large ponds/lakes 

are there, which are spared out in different parts of 

the city. The total area of the water bodies are to 

tune of 342.63 acres. Summary of block wise area 

under water are presented in Table 43. Some of the 

important water bodies are Bekar Bandh, Rejili 

Bandh, Raja Talab, Rohra Pond, Chota Pichiri 

Talab, Suranga Bandh, Baghmara Talab and Ranguni 

Bandh. Bekar Bandh and Rejili Bandh both are 

maintained by district Zila Parisad and all other water bodies are maintained by the 

Government of Jharkhand Fisheries Department. 

Table 43: Block wise area of the Water Bodies 

Description 

Area (acres) 

Water Bodies in Dhanbad Block 87.87 

Water Bodies in Jharia Block 56.44 

Water Bodies in Baliapur Block 128.04 

Water Bodies in Gobindpur Block 29.73 

Water Bodies in Baghmara Block 40.55 


2. Key Issues 

(i.) 

Low level of Utilization of Water Bodies. 

More than 125 water bodies available with in 

Municipal Corporation jurisdiction, which are 

not utilized in a productive manner. Presently, 

the water bodies are in dilapidated condition and 

are only being used for recharge purpose. 

Misuse of Water Bodies is also noticed in terms 

of uncontrolled solid waste dumping in some 

places. 



Final Report 

(ii.) 

(iii.) 

(iv.) 

Pollution of Water Bodies. Chemical waste from industries and domestic sewers flows 

directly in to ponds/lakes which lead to polluting the water bodies in the city. 

Lack of Institutional set. Due to the lack of 

institutional framework and funds to maintain 

the water bodies. 

Encroachments on Lake/ponds. In the 

absence of proper fencing/compound wall 

around water bodies, most of the lakes/ponds 

are encroached by the inhabitant 

E. Solid Waste Management 

1. Overview 

As per the definition provided by the Municipal Solid Waste (Management and Handling) 

Rules, 2000 of Government of India, municipal solid waste (MSW) includes commercial and 

residential wastes generated in municipal or notified areas in either solid or semi-solid form 

excluding industrial hazardous wastes but including treated bio-medical wastes. The present 

section elucidates the status of municipal solid waste management in Dhanbad Municipal 

Corporation. The collection, transportation and disposal of municipal solid waste, is an 

obligatory function of the Dhanbad Municipal Corporation (DMC). However, the Dhanbad 

Municipal Corporation is recently formed by including erstwhile Dhanbad Municipality, 

Sindri NAC, Jharia NAC, Gobindpur NAC, Katras NACs, Chhatatand NAC, 27 census 

towns and 158 villages in blocks like Dhanbad, Baliapur, Jharia, Baghmara and Gobindpur 

part in Dhanbad district. Currently erstwhile Dhanbad Municipality, Sindri Notified Area 

Committee and MADA are responsible for the municipal waste collection and transportation. 

The municipal solid waste mainly comprises waste from households, markets, commercial 

establishments, hotels, hospitals and industries in the Municipal Corporation. The health 

department of the MADA, headed by Chief Medical Officer (CMO), is responsible for the 

solid waste management of the Mineral Areas excluding Dhanbad Municipality and Sindri 

NAC. For the efficient administration and for day-to-day operational purposes, the Dhanbad 

Municipal Corporation (excluding areas of Sindri and Dhanbad) is divided into eight sanitary 

zones covering entire Corporation area. 

Solid Waste Generation 

The major waste generating sources are households and other bulk waste generation sources 

such as markets, hotels, restaurants, shops and function halls. The other waste generating 

sources include hospital and health institutions that generate hazardous biomedical waste. 

There is no quantification of waste generated in the Municipal Corporation. The estimates of 

the erstwhile Dhanbad Municipality, Sindri NAC and MADA indicated that around 440 tons 

of waste is generated every day in the Municipal Corporation jurisdiction and the responsible 

agencies are collecting about 165 tons (about 37 percent of the total waste generated) through 

its solid waste collection system. Since, there is no estimates are available with the DMC, the 



Final Report 

per capita waste generation from the DMC is assumed as 300 gm per capita per day as per 

CPHEEO norms. Table 44 presents the total waste generated in Municipal Corporation area. 

Table 44: Source wise Distribution of waste Generated 

Description Quantity Proportion 

MT/Day 

Percentage 

Domestic Waste 286 65 

Commercial and Hotel Waste 110 25 

Market Waste 44 10 

Waste Generated 440 100.00 

Waste Collected 165 37.50 

Source: Discussion with officials. 

Household Waste: In Dhanbad, major source of waste generation, as in any typical Indian 

city, has been the household. The quantum of waste generated from households is about 286 

tons per day, which is 65 percent of the total waste generated in the city. The household waste 

mainly consists of organic waste such as vegetable waste, food etc. Significant quantities of 

paper and plastic are also present in the waste. 

Commercial and Hotel Waste: Owing to the large number of commercial establishments 

like hotels and restaurants, Dhanbad generates about 110 tons of solid waste every day. The 

city also houses number of small and medium size hotels to cater to the needs of floating 

population. Being the industrial, commercial and trade centre in the region, wholesale and 

retail trade activities are dominant, these however, are confined to certain parts of the city. 

The total commercial and hotel waste thus constitutes about 25 percent of the total waste 

generated in the city. 

Market Waste: Dhanbad city has no of wholesale vegetable markets and retail markets in the 

Corporation area which generally cater to the daily needs of residence of Dhanbad. The total 

waste generated from these markets is about 44 tons per day constituting 10 percent of the 

total waste. The waste is mainly organic in nature. 

Biomedical Waste: Dhanbad, being the district head quarter and important centre in this 

region, there are a total of more than 3,000 beds available with in the Municipal Corporation 

area. However, many of these are first aid centres and clinics. As there are no scientific 

biomedical waste disposal facilities in the city, many a times hazardous and infectious 

biomedical waste is also mixed with the municipal solid waste and some times it is burnt by 

the hospital authorities. 

Other Sources. The other sources of waste generation in the city are construction activities, 

marriage and function halls, and the floating population. Another important issue with regard 

to the solid waste generation in Dhanbad is that though the quantity of waste generated from 

street sweeping and drain desilting activities is significant, there was no estimate available on 

total quantity of waste generation. However, the discussion with local authority reveals that 

this waste is added into the categories such as households, commercial and construction 

waste. 

Composition of Waste: Owing to absence of waste characterization study conducted by local 

authority, through the discussion it was understood that organic waste is about 45 percent of 



Final Report 

the total waste generated it the city. The remaining waste mainly paper, plastics agricultural 

dry wastes, construction waste and waste from street sweepings and drain desiltings are 

mainly inorganic. 

Waste Collection 

Primary Collection: At present, in Dhanbad 

doesn’t have any primary collection system. The 

individual households dispose their waste in the 

street dustbins by their own means. Local 

authorities have provided 210 bins at various 

locations with in the Municipal Corporation limit. In 

addition, there are around 50 open points all over 

the Corporation area. Dustbins are provided mainly 

on major roads and important localities in the city. 

In majority of areas, there are no dustbins and 

people dump their waste at a point in the vicinity from where the local authority collects the 

waste. 

The reconnaissance survey conducted in the city and discussion with the local authorities 

reveals that many of the households, shops and commercial establishments throw the waste 

on to the streets, drains and open spaces within the locality creating unhygienic conditions. 

Further, the waste thrown into the open drains leads to choking and consequently the 

wastewater flows on the streets rather than in drains and forms wastewater pools at some 

places. 

Due to insufficient number and capacity of bins solid waste often spills over on the ground. 

Further, due to lack of maintenance, many bins are not in usable condition making the 

situation worse. The average distance between dustbins varies from 1,500 m to as high as 

2,000 m in some localities. 

Street Sweeping: One of the major activities in the solid waste management is the street 

sweeping activity, which is time consuming, and labour intensive. In addition to street 

sweeping, due to the open drain system of waste water collection, drain desilting is also 

essential. Local authorities carry out street sweeping and drain desilting in all sanitary circles 

covering all wards. The total road length in the city is 940 Km, of which around 100 Km are 

high density roads, around 250 Km are medium and balance are low density roads. 

Due to lack of sufficient manpower with the local authorities, frequency of the street 

sweeping and desilting activities is not uniform all over the Municipal Corporation 

jurisdiction. Depending on the locality and necessity, street sweeping is taken up on priority 

basis. In all, only 25-30 percent of the streets are swept daily. The street sweeping frequency 

of other roads ranges from weekly once to monthly once. Further, some of the streets are 

cleaned occasionally. In addition, local authorities also takes up drain desilting works based on 

the necessity. Total length of pucca drains in Dhanbad is about 386 Km. 

Four hundred and ninety sanitary working are engaged in street sweeping and as well as drain 

desilting operations in Dhanbad. Sweepers use long handle brooms for sweeping and make 

heaps at regular intervals along the streets. The street sweeping waste is collected and 



Final Report 

transported to the nearest community dustbins. 

Secondary Collection. The secondary collection refers to collection of waste from 

community dustbins and intermediate collection points or transit points. However, in 

Dhanbad Municipal Corporation area, there are no intermediate collection or transit points 

and the waste is directly transported to the disposal site from dustbins. Waste is collected 

from dustbins and open dumping sites in the city and manually loaded into the transportation 

vehicles. The local authorities collect from about 210 locations including 100 open collection 

points. 

Frequency of Collection: The frequency of waste collection from the dust bins and other 

dumping points in the Municipal Corporation area varies from weekly once to monthly once, 

depending on the quantity of waste accumulation and the locality. The waste from prime 

residential locations, commercial areas, public places like markets, bus stand etc is collected 

regularly. 

Transportation of Wastes 

In Dhanbad, solid waste transportation is being carried out using open vehicles. The local 

authorities have a total of 38 vehicles for solid waste transportation excluding handcarts, of 

which, 17 tractors, 15 tipper, 5 loaders / excavators and 129 handcarts/wheel borrows. The 

total carrying capacity of all transportation vehicles work out of 165.40 tons per day. The total 

carrying capacity of transportation vehicles in Dhanbad is worked out by multiplying by no of 

vehicles, no of trips made per day, rated capacity and bulk density of 0.40 kg per cu.m. Based 

on the information available from local authorities and discussions with the local officials on 

an average tractors make 6 trips per day and mini lorry makes 2 trips per day. 

It is observed that vehicles used in the areas of high waste generation undertake more number 

of trips. It is mainly because of reduction in loading time. Vehicle repairs also reduce the total 

number of trips performed per day. The total waste transported per day is about 165.40 tons. 

The following table illustrates the details of solid waste transportation vehicles used in 

Dhanbad Municipal Corporation jurisdiction. 

Table 45: Solid Waste Transportation Vehicle Details 

Description Nos Capacity Trip/Day Total carrying 

Capacity 

Tons Nos Tons/Day 

Mini Lorry 1 2.50 2 2.00 

Tractors 17 2.00 6 81.60 

Tippers 15 2.00 4 48.00 

Loaders/excavator 5 2.00 2 8.00 

Hand Carts/Wheel 129 0.05 10 25.80 

Borrows 

Total 167 8.55 24 165.40 

Disposal of Solid Waste 

Currently, Dhanbad does not practicing any scientific method of solid waste disposal. The 

waste collected from various localities in the Municipal Corporation is directly disposed off by 



Final Report 

open dumping on the low-lying area in the city. Solid wastes generated from all sanitary circles 

are disposed off at different localities. 

Institutional Arrangements 

As detailed out in the earlier segment, municipal solid waste management is an obligatory 

function of the local body. MADA’s public health department, headed by Chief Medical 

Officer (CMO), is responsible for the solid waste management in the Mining Area. The CMO 

is supported by one Medical Officer for sanitation and 16 Sanitary Inspector to manage 16 

circles within the mining area. Sanitary Inspectors are responsible for street sweeping, drain 

desilting, collection, transportation and disposal of waste in their sanitary circle. 

2. Solid Waste Management - SOWT Analysis 


present Solid Waste Management System of Dhanbad. It involves analyzing the internal 




analysis. 

Table 46: Solid Waste Management – SWOT Analysis 

Strength 

Weakness 

Inadequate dust bins; 

Non- civic practice of throwing garbage on public places and roads; 

Absence of door to door primary collection; 

Existing system of loading the waste in open transport vehicle; 

Lack of an effective technology for scientific disposal of bio-medical waste; 

Inadequate secondary collection vehicles; and 

Lack of scientific disposal system. 

Opportunities 

To improve the system of primary collection of solid ; 

To device more efficient system of day to day cleaning of street and public 

places; 

To devise innovative scientific method to curb incidences of public nuisance; 

To modernize secondary storage system; 

To have an efficient systematic method of segregating solid waste at source; 

To develop scientific landfill and compost for disposal arrangements; and 

Solid Waste to energy. 

Threats 

Increasing population of Dhanbad will lead to large solid waste; and 

Liberal legal framework inhibits stringent purities measure to the offender of 

industrial waste. 





Final Report 



performance indicators of Dhanbad Municipal Corporation in solid Waste Management and 


Table 47: Performance Indicators - Solid Waste Management 

Description Unit Present 

Status 

Benchmarks/ 

Norms 

Percapita Waste Generation Grams/Day 300 

Waste Collection Performance Percent 37 100 

Spacing Between Dustbins M 1,500 – 2,000 100 

Road Length /Conservancy Staff M 1,900 400 - 600 

Conservancy staff /1,000 Population Nos 0.40 3 


(i) 

Dearth of Effective Primary Collection Mechanism: The absence of door-todoor 

waste collection system in the Municipal Corporation area is leading to 

unhygienic conditions in the city. The practice of throwing waste onto the streets is 

exaggerating the problem. Segregation of waste is not practiced in the city. 

(ii) Inadequate Number of Dustbins: 

Average spacing of dustbins is around 

1,500 – 2,000 m, which is much higher than 

the specified spacing of 100 m. More than 

50 percent of the Municipal Corporation 

area is not adequately provided with 

dustbins. As specified earlier, there are 210 

open temporary storage points in the city 

reveals the need for dustbins. 

(iii) 

(iv) 

Irregular Street Sweeping. The frequency of street sweeping varies from week 

once to monthly once. Considering the total manpower with local authorities the 

actual length of street per sweeper is around 1,900 m. hence, owing to the lack of 

manpower only 20-30 percent area is swept daily. 

Poor Collection Performance. At present 

the collection performance is only about 37 

percent. As the analysis reveals around 275 

tons of waste is not collected daily. This 

creates unhygienic conditions in the city 

and some percentage of this residual waste 

adds to the accumulation day by day that 

forming the heaps of wastes in the town. 

Hence, there is a need to increase the 

collection performance of the city to keep the Municipal Corporation clean and 

healthy. 



Final Report 

(v) 

(vi) 

(vii) 

(viii) 

Absence of Covered Vehicles for Transportation of Waste. At present waste is 

being transported in open vehicles to the 

disposal site. The spillage of waste all along 

the route and odour from the waste is a 

common problem associated with open 

transportation of waste in Dhanbad 

Municipal Corporation. As per the analysis, 

the existing fleet strength can transport 

only 165.40 tons of waste 

Absence of Scientific Disposal of Waste: 

Since, there is no safe disposal facility in the city, the waste is being disposed through 

open dumping on low-lying areas. The waste is disposed improperly forming heaps 

of waste at the site and the waste finds its way onto the roads and surrounding areas 

due to blowing wind, making the whole area around the site unhygienic, posing 

problem to environment and health of the local people. The effect of odour nuisance 

can be seen up to 100 to 200 m around the dumping sites. There is a probability of 

ground water contamination due to leaching. 

Mixing of Biomedical Waste with Municipal Solid Waste. The biomedical waste 

is mixed with the other municipal waste and dumped at the disposal sites with out 

any treatment. This may create serious health and contamination problems due to 

hazardous nature of waste. As per the Municipal Solid Waste (Management & 

Handling) Rules, 2000 bio medical waste should be treated separately and the same 

should not be mixed with municipal solid wastes. 

Inadequacy in Manpower. The total available conservancy staff strength with local 

authorities is 490 workers. Considering the norm of 3 conservancy staff per 1,000 

population, in existing situation, the local authorities have 0.40 conservancy staff per 

1,000 population showing inadequate staff strength. Owing to this, the street 

sweeping has not been done daily, only 20 -30 percent of the streets are swept daily, 

leaving the other areas leading to unhealthy conditions. 

(ix) 

Occupation Health Hazards. The waste 

collection, loading and unloading operations 

have been done manually. The sanitary 

workers have not provided with any 

protective equipment posing heath hazards. 



Final Report 

F. Roads and Traffic Management 

1. Road Sector Overview 

Dhanbad has good connectivity by road and rail to other parts of the country. Two important 

arterial roads namely NH 2 and NH 32 are traversing city. NH 2 connects Dhanbad to Delhi, 

Agra, Kanpur, Varanasi and Kolkata and NH 32 connects Dhanbad to Bokaro and Ranchi. 

Dhanbad Municipal Corporation’s role in road sector comprises construction of corporation 

roads and maintenance of all corporation roads in its jurisdiction, except roads belonging to 

National Highways/Public Works Department and other departments such as Zilla Parisad. 

In new extension areas within corporation limits, where the land belongs to the corporation, 

the internal roads are developed and maintained by the Dhanbad Municipal Corporation. The 

corporation is also responsible for implementing Master Plan/CDP proposals with regards to 

new major/minor roads and road widening activities. 

Development of Dhanbad is governed by the Master Plan prepared by the Mineral Area 

Development Authority (MADA). However, there are essential issues associated with the 

city’s development and in particular the circulation pattern and road networks. The broad 

issues comprise a poor network of roads, poor surface condition of existing roads, poor 

facilities to pedestrians and vehicles, poor safety management, road surface condition exhibits 

distress such as cracks, potholes, undulations, poorly maintained earthen shoulders, and 

excess soil/earth on the carriage-way and shoulders. 

Following table presents the category wise road length maintained by local body and other 

agencies. 

Table 48: Category wise Road Length 

Surface Type Length Proportion 

Km 

Percentage 

Local Body Roads 

Concrete (P.C.C) 298.48 42.22 

Black Topped/Bituminous Topped 86.80 12.28 

Water Bound Macadam 61.25 8.66 

Earthen 192.35 27.21 

Others 68.00 9.63 

Total Length of Local Body Roads 706.88 100.00 

National Highways 85.75 

State Highways/ PWD Roads 147.50 

Total 940.13 

Roads in old areas of the Municipal Corporation area are narrow and have a width ranging 

from around 2 to 6 m including drain. Mostly the surface is concrete / bituminous in nature, 

all along. Of the 940.13 km of roads in corporation limit, 75 percent is maintained by local 

bodies and the PWD, Rural Roads and National Highways maintain the remaining 233.25 km. 

Cement concrete roads constitute about 42 percent of total roads in the Corporation limit; 

bitumen roads constitute 12.28 percent of total roads maintained by the local body. 



Final Report 

The density of roads in the Corporation is 2.81 km/sq. km. According to the land use plan 

for 2011, transportation and circulation occupies around 20 percent of the total developable 

area in Dhanbad. 

The condition of major and minor roads is poor. Concrete roads that were laid recent years 

are in satisfactory condition. Footpaths and parking facilities are the major problems faced. 

Since the shoulders are not paved, the roads surface gets covered with the soil, making it 

dangerous to ride. 

The per-capita road length in the corporation area is only 0.62 m, which is less than the 

standard of 1.75 m. 

Following are the list of the roads which are maintained by PWD; 

Dhanbad-Patherdih-Sindri Road 

Jharia-Baliapur Road 

Baliapur-Sindri Agricultural Road 

Govindpur-Baliapur-Sindri Road 

Baliapur-Patlabadi-Chirkunda Road 

Mugma Chirkunda Road 

Chirkunda-Panchet Road 

Kanko-Tetulmari-Bhuli-Dhanbad Road 

Patherdih-Chandankiyari Road (Partly) 

Rajganj-Katras-Jamdiha Road 

Katras-Panchgadhi-Kerkend Road 

Dumra-Jagrahi-Katras Road 

Kenduadih Link Road 

Jharia-Kenduadihdih Road 

Sijua-Rajganj Road 

Dumra-Keshargadh Road 

Putki-Bhaga-Bhaura-Sudamdih Road 

Chirkunda Link Road 

Link Road Dhanbad 

Bus Stand-Sarweshri Aasham and Jaiprakashnagar 

Shramik Road to Barwadda Road 

(including Link Road 0.5 + 1.00) 

Bank More – Purana Bazar Pani Tanki- Joraphatak Road 

Hatia More Hiraput - Barmasia Howrah Motor Road 





performance indicators of Dhanbad Municipal Corporation in roads sector and subsequently 

the key issues have been presented. 



Final Report 

Table 49: Performance Indicators - Road Sector 

Description Unit Present Status Benchmarks 

Percapita Road Length M 0.62 1.75 

Road Density Km/sq.km 2.81 - 

B.T Roads to Total Road Length Percent 34 - 


(i) 

(ii) 

(iii) 

High Density and Congested Lanes. 

Central areas of the city are narrow and 

surrounded by heavily built-up areas. These 

roads also carry large volumes of traffic that 

cater to heavy moving vehicles carrying 

coal, commercial trading in the area. These 

factors make the lanes highly susceptible to 

distress development, air pollution and 

delayed travel times. 

Improper Connectivity in Peripheral Areas. Recent developments were towards 

the peripheral areas of the city towards the north, south and southeast. While the 

growth in these areas has been considerable, the connectivity of these roads with the 

main corridors is inadequate. 

Encroachment. The margins of roads are 

encroached upon in several sections of 

major roads of the city small time street 

vendors, illegal parking and other informal 

activities. With no margins left on the 

roads, the effective carriageway of the road 

is reduced drastically leading to traffic 

congestion and accidents. 

(iv) Inadequate Surfaced Roads. Total 

municipal roads that are surfaced constitute 

around 54 percent of total local body roads; 

the rest are unsurfaced. Poor road 

maintenance results in further deterioration 

due to traffic and monsoon. The ingress of 

water into the black cotton soil beneath 

creates severe pavement failures. 

(v) 

Absence of Street Furniture/Signage’s. 

The roads lack signals, signage’s, and footpaths. Improper road sweeping on most of 

the roads results in dust nuisance. 

3. Traffic and Transportation Sector Overview 

Regional Connectivity. Dhanbad is well connected by road to other parts of the country. NH 2 



Final Report 

which connects Dhanbad to Kolkatta, NH 32 connects to Bokaro also traverses the city. 

Dhanbad is well connected by the Rail route also. It is the divisional headquarter of Eastern 

Railway. The Grand chord line which is the main line between Delhi and Calcutta passes 

through Dhanbad. Trains to Delhi, Calcutta, Bombay, Jammu, Kalka, Gorakhpur, Lucknow, 

Patna, Jodhpur etc. can be taken from Dhanbad. Important trains halting at Dhanbad are 

Calcutta Rajdhani Express, Bhubneshwar Rajdhani Express, Bokaro Calcutta Shatabdi 

Express, Poorva Express, Kalka Mail, Ludhiana Express, Jammu-Tawi Express, Howrah- 

Jodhpur Express and Shakti Punj Express. 

City’s Transport Scenario. Major activities in Dhanbad include industrial activities like coal 

mining and its ancillary industrial activities, trade and commerce, education institution and 

public administration. Administrative offices are located on Dhanbad – Gobindpur road, 

Jharia road, Katras road. Public transport i.e. buses currently operated by Bihar Road 

Transport Corporation has very little patronage due to unreliable and inadequate services. 

Due to small trip-length activities in the city, cycle ricksaw, cycling and walk form the 

preferred mode of non-motorised transport. With very little pedestrian facilities in the 

Municipal Corporation area, large volumes of pedestrian traffic can be observed on city roads 

especially near Bank more, Railway Station, Hirapur, Bus stand, Main Bazaar, Purana Bazaar, 

Sindri SBI bank circle, Kerkend and market areas. Unauthorized parking of private and 

commercial vehicles was observed along most of the roads and open spaces located in the 

CBD and along NH-32. There is no authorized parking infrastructure provided in the city. 

Parking of cycle rickshaws, vans, auto-rickshaws parked near major junctions is a common 

phenomenon in the city. 

Figure 22: Year wise Registered Vehicles in Dhanbad 

In Table 50 presents the 

20000 

year wise registered 

18000 

vehicles in Dhanbad for 

16000 

last five years and this 

2005-06 

14000 

table reveals that the total 

2004-05 

12000 

registered vehicles are 

2003-04 

10000 

2002-03 

almost become doubled in 

2001-02 

the year 2005-06. 

8000 

Maximum no of vehicles 

6000 

registered during the last 

4000 

five years are two wheelers 

2000 

and it has increased from 

0 

9,796 to 20,575 in 2001 -02 

to 2005-06. Besides the 

two wheelers vehicle population, private four wheelers have increased from 1,514 to 1,947 

during the same period. Interestingly, Trucks and three wheelers have grown 5.74 times and 

5.48 times respectively from 2001-02 to 2005-06. 

No of Vehicles 

Truck 

Bus 

Privat 

Taxi 

Zeep 

Three 

Two 

Tract 

Traile 

Table 50: Year on Year Registered Vehicles in Dhanbad 

Description 2001-02 2002-03 2003-04 2004-05 2005-06 

Trucks 112 95 177 317 643 

Bus 35 25 20 9 67 

Private 

Taxi/cars 

1,514 1,295 1,551 1,729 1,947 



Final Report 

Taxi 166 108 93 134 69 

Jeep 371 129 116 124 583 

3 Wheelers 162 362 254 348 888 

2 Wheelers 9,796 12,450 13,641 17,996 20,575 

Tractors 371 171 188 125 198 

Trailers 123 126 153 102 130 

Total 12,650 14,761 16,193 20,884 25,100 

Freight Traffic: Commercial vehicle traffic on NH-32 & NH-2, and other major district roads 

passing through the Municipal Corporation, occupy majority of the city road space. Large 

volumes of truck traffic transport coal from Jharia Coal Field mines to other parts of the 

country. The bulk of this traffic passes through the Jharia, Bank more area, causing traffic 

congestion and pollution. Presently, heavy vehicles are not allowed during daytime in to the 

city. Since the bypass road is only partially complete and not in good condition, commercial 

vehicles are forced to use city roads creating huge congestion, noise pollution, and affecting 

the safety of the road users predominantly pedestrians in the city. 

Major Traffic Bottlenecks 

Major bottlenecks include railway level crossings, poorly designed intersections. There are 

many no of railway level crossings with in the jurisdiction which cause inordinate delay in 

road users. The main cause if bottlenecks are encroachment by the retail shops, hoardings, 

containers & display along the streets, varying carriage way of roads in the major arterial roads 

and mining areas, unauthorized parking along the roads, restricting the smooth traffic flow 

and absence of clear defined pedestrian footpaths, results in consumption of carriage way. 

Accident prone spots 

As per the discussion with the Dhanbad Traffic 

Police department and District Transport Officers 

records reveals that on an average every year about 

450 to 500 accidents are occurring with in the 

Municipal Corporation. Following are the some of 

the important accident prone zones/spot in the 

corporation limit, which needs to be addressed 

through proper geometric design and providing 

street furniture. 

 

 

 

 

 

 

 

 

 

 

ISM Gate 

Matkuria 

Puja Talkies 

NH2 near Gobindpur – Dhanbad Junction 

Bank More ( JP Chawk and BM Chawk) 

Near Rajkamal School, Jharia Road 

Near Dhanbad Police Station on Bridge 

Near R.S College, Jharia 

Uparkuli, Sindri Road 

Kenduadih Road, Godhar 



Final Report 

 

 

Kenduadih Petrol Pump 

Putki Bridge 

Parking Demand 

Land Use and Economic Activities in the City drive the Parking demand in the City. Here, the 

City is a major regional center for coal mining industry, Trade and Commerce in Jharkhand, 

which drives the heavy influx of floating population. Consequently, heavy movement of 

Vehicular Traffic has increased congestion and induced Parking demand within the 

Corporation jurisdiction. High parking demand areas are listed below; 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Purana Bazar 

Bank More 

On Katras Road – JP Chawk towards Matkuria 

On Katras Road – JP Chawk towards Rajkamal School 

Naya Bazar 

Park Market Heerapur 

Shranik Chawk – Gaya Bridge 

Shranik Chawk – Railway Station 

Near Textile Market 

Saraidhela Maket 

Near Petrol Pump Chawk to Bata More (Jharia) 

Bata More – Jharia Bus stand 

Near Katras Market 

Near Katras Railway Station 

4. Urban Roads - SOWT Analysis 


present Traffic and Transportation System of Dhanbad. It involves analyzing the internal 




analysis. 

Table 51: Traffic and Transportation – SWOT Analysis 

Strength 

NH-32 & NH 2; 

Strategic location of Dhanbad DRM connects city with other parts of the 

country; 

Airport Facility available. 

Weakness 

Absence of planned and narrow road network; 

Encroachment on major roads and important junctions; 

Mixed traffic on arterial roads; 

Lack of parking lots; 

Absence of organized Bus terminals and truck terminals; 

Absence of bye-bass road to take care of the through truck traffic; 

Lack of mass transport system; 



Final Report 

Inadequate parking lots in Railway Station premises; and 

Existing airport is not in use. 

Opportunities 

Private sector partnership is possible in mass transport system; 

Private sector partnership in developing parking lots; and 

Private Sector Partnership in maintaining air port. 

Threats 

Unauthorized private transport system and passengers are traveling over the 

roof of the three wheeler vehicles which leads to unsecured to life; and 

Noise Pollution. 

5. Key Issues 

The key issues have been identified based on the information collected and field visits and the 

same is presented in this section. 

(i) 

(ii) 

(iii) 

Traffic Congestion. Major roads leading to 

other important urban centers of the State 

follow radial pattern and converge towards 

the central area of the city resulting in over 

accumulation of traffic in the central area 

(Bank more etc). Because of the inadequate 

widths especially in the central area and 

railway crossings, radial roads and ring 

roads suffer from bottlenecks and 

congestion. Presence of no of mining activities also induces more congestion and 

pressure on the exiting core area roads. Two – wheelers and increasing volumes of 

three wheeled auto rickshaws, the most widely used personalized mode of transport, 

increase the traffic density, and owing to the high maneuverability they add to 

indiscipline and occasional traffic blockages. 

Absence of Mass Transit System. As per the ministry of Urban Development, GoI, 

Guidelines, the total share of public transport to be desired minimum of 80 percent. 

Ineffective Intermediate Public Transport System (IPTs). Most of the passengers 

found that the existing transport system is in 

effective and efficient to cater the needs of 

the growing demand. This can be attributing 

to high cost, poor service, discomfort 

caused by over loading of passengers, slow 

speed, discrimininate stoppages. 

(iv) 

Absence of Peripheral Ring Road. In absence of a complete peripheral Ring Road, 

regional traffic is directed into the City thus causing congestion and delay due to 

Heavy Moving Vehicles. 



Final Report 

(v) 

Traffic Bottlenecks. Absence of Rail Over Bridges and narrow width of existing 

Bridges and Culverts, causes traffic bottlenecks and congestion in the City. Absence 

of Sub-ways at important junctions is also noticed as a cause of congestion. 

(vi) Inadequate Parking Areas. Heavy 

congestion is created by high vehicular 

density in the City (freight traffic and 

floating traffic), especially in the core areas, 

which is not adequately served with 

infrastructure facilities like Parking area. 

Traffic management measure, like One Way 

System, has been implemented but fails to 

address the Problem effectively. 

(vii) 

Absence of Proper Bus Terminus and Truck Terminus. City does not have a 

decentralized bus terminus. The existing bus 

terminus also not sufficient to meet the 

vehicle growth rate. Although, being a 

center mining activity in the region, the city 

is not provided with a proper truck terminal 

and ancillary facilities, which induces 

congestion due to inflow of Goods Carriage 

Vehicles within the City Area. 

(viii) 

(ix) 

Absence of Street Furniture. None of the roads have road line painting, zebra 

crossings resulting in unguided crossing pedestrian & leverage to violate traffic rules. 

Absence of Signals. There are no signalized 

traffic intersections in the city, the traffic 

department does the monitoring of traffic. 

(x) Un organized and hap hazardous 

movement of rickshaw. Weaving of 

rickshaw heterogeneous traffic, traffic rule 

violation & bottlenecks result in congestions 

and traffic jams. 

(xi) 

Overlapping of Responsibilities. No single agency is solely responsible and 

accountable for traffic and transportation management. Results to overlapping of 

functions and spatial and functional fragmentation. 



Final Report 

G. Street Lighting 

1. Overview 

The provision and maintenance of streetlights is an 

obligatory function of Dhanbad Corporation. 

However, at presently erstwhile Dhanbad 

municipality, Sindri NAC is maintaining the 

streetlight in their respective towns jurisdiction rest 

all maintained by Electricity Department of 

Jharkhand. Streetlights operation and maintenance is 

privatized in erstwhile Dhanbad municipality area 

alone. 

There are 3,561 streetlight poles in Dhanbad Corporation jurisdiction. The average spacing of 

streetlight pole is 264 m, which is lower than the preferred spacing of 25 to 30 m. Larger 

spacing of light poles leads to inadequate illumination and thereby results in darkness in most 

part of the city. Table 52 below summarizes the street light composition of the Dhanbad 

Municipal Corporation. 

Table 52: Street Lights Break-up 

Description Units Proportion 

Nos 

Percent 

High Mast Lamps 20 0.56 

Halogen Lamps 180 5.05 

Mercury Vapor Lamps 252 7.08 

Sodium Vapor Lamps 477 13.40 

Tube Lights 2381 66.86 

Others 251 7.05 

Total 3,561 100.00 

Tube lights constitute almost 67 percent of the total lighting fixtures; tube lights are of poor 

lighting quality and have a shorter life in comparison to high power fixtures. About 13.40 

percent fixtures are sodium vapor lamps and 7 percent fixtures are mercury vapor lamps. 

Conventional fluorescent tube lights (4’, 40 W), which have a relatively longer life and are 

economical in terms of their power consumption compared to bulbs, account for about 67 

percent of total streetlights. 





performance indicators of Dhanbad Municipal Corporation in street lighting and 




Final Report 

Table 53: Performance Indicator - Street Lights 

Description Unit Present Status Benchmarks 

Spacing between Lamp Posts M 264 25-30 

Area Coverage Percent 10 100 

Tube Lights to Total Lights Percent 66.86 - 

High Power fixtures to Total Lights Percent 26.09 - 


(i) 

(ii) 

(iii) 

Low Coverage and High Spacing between Lamp Posts. As per the norms the 

spacing between the lamp post should not be more than 30 m, whereas in Dhanbad 

Municipal Corporation the spacing between the lamp post is at average of 264 m. this 

higher than adopted norms, which leads to low coverage in the city. 

Large Number of Vacant Poles. Large number of vacant poles and low 

performance of existing lighting fixtures result in high recurring expenditure. 

Power Fluctuation and Short Circuit Problems. This leads to low carrying 

capacity of the cables and improper street lighting in the newly formed extension 

areas and major junctions. 

H. Fire Services 

The Fire Department is responsible for fire-related services and support during calamities. 

The Fire Department provides services to entire Dhanbad district. The department also 

serves the hinterland and nearby areas. It is also responsible for attending to; 

 

 

 

Emergency calls, 

For rescue operations in accidents like drowning; and 

Disposal of dangerous stray animals that are a nuisance to society. 

Figure 23: Year wise Trend of Fire Accidents 

Operations. The fire station 

attends to both direct and 

140 

indirect calls. The indirect calls 

120 

are assistance needed calls made 

100 

by the fire station office of some 

80 

other location if they need 

60 

assistance from the Dhanbad fire 

40 

20 

station office. The last five years 

0 

data from 2002 to 2006 (up to 

2002 2003 2004 2005 2006 

31- 05-06) data indicates that the 

Year 

total fire cases attended were in 

the range of 75 to 128. In 2005, the total fire accidents recorded were 128 in which the 

estimated loss of property was to the tune of Rs.71.85 however during 2002 there are 75 fire 

accidents were attended in which as high as Rs. 842.82 lakh loss was recorded. Table 54 

exhibits the year wise no of cases attended by the fire department, estimated loss. 

N o of A c cide nts 



Final Report 

Table 54: Year wise no of case attended by the Fire Department 

Description Unit 2002 2003 2004 2005 2006 

Fire accidents No 75 80 110 128 98 

Estimated loss Rs. Lakh 842.82 446.39 397.43 71.85 35.07 

Source: Fire Service Department. 

Vehicles and Equipments. The Fire Department owns and operates four water tenders for fire 

fighting, water tenders have a capacity of 4,500 liters each and the age of the water tenders 

varies from two years to four years. The Department has one foam tender with a water 

capacity of 4,000 liters and foam capacity of 600 liters. The fire station also has one mini 

water tender with a capacity of 750 liters and one emergency & rescue tender for emergency 

purpose. After the purchase of water tenders (2002 & 2004) the property damages due to the 

fire accident has come down significantly. 

Table 55: Details of Fire Service Equipments 

Type of Fire Tender No Water Capacity Foam Capacity Year of 

Purchase 

Litres Litres Year 

Water Tender 4 4,500 2002 & 2004 

Foam Tender 1 4,000 600 

Emergency &Rescue 1 - - - 

Tender 

Mini Water Tender 1 750 - - 


The department does not possess any specialized equipment like hydraulic platform, portable 

pump and trailer pump that is required for fire fighting and rescue operations. 

Staffing Pattern. The following table provides the staffing pattern at the fire service station; 

almost eighty two percent of posts remain unfilled. 

Table 56: Staffing Pattern in Fire Service Department 

Designation Sanctioned Staff Existing Staff Vacant 

Fire Station Officer 1 1 - 

Sub – Officer 1 - 1 

Leading Firemen 4 3 1 

Driver 4 3 1 

Fireman 40 2 38 

Total 50 9 41 




Final Report 

VI. 

URBAN ENVIRONMENT 

A. Overview 

Jharkhand is one of the few states in the country endowed with rich deposits of several 

principal minerals and occupies unique position in mineral productions and mineral based 

industries. Mining and mineral based industries have important economic, environmental and 

social effects in the region where it is carried out and beyond. Jharkhand witnessed prolific 

mining and industrial activities leading to serious environmental degradation. In the absence 

of effective implementation of mining and reclamation policies, urban planning and industrial 

siting policies by the concerned regulatory authorities caused widespread growth of polluting 

industries. The development of any region can only be sustained if it is within the carrying 

capacity of the region. If the mining and industrial activities are followed in a well integrated 

planned, environmentally benign way by continuous monitoring and taking effective 

mitigative measures in a timely manner then it will definitely prove to be economically 

beneficial in a sustainable manner. 

The Jharkhand is dotted with several major deposits of principal minerals and is now one of 

the leading producers of minerals in the country viz. apatite, bauxite, barytes, chineclay, 

chromite, coal, copper, feldspar, hematite, limestone, manganese, quartz, etc. Almost all the 

major mining projects, processing units, mineral based industries are in this region. If the rich 

mineral assets are properly exploited and utilized, the mining sector will contribute 

significantly to the economy of the new State. 

Presently, mining of major minerals is reported from almost all the districts of Jharkhand but 

extensive mining is carried out in Singhbhum East and West, Palamau, Lohardaga, Gumla, 

Hazaribagh, Dhanbad, Giridih, Koderma, Ranchi and Sahebganj districts. 

The complex environmental matrix, large scale mining activity, huge mineral resource 

available and ever depleting environmental quality along with flora and fauna, has attracted 

attention at both national as well as international level. 

The industries here includes thermal power stations, coal washeries, metal smelting plants, 

cement mills, coke oven and by-product plants, beehive coke over and allied briquette plants, 

metal casting and steel rolling plants, refractories and engineering industries, store crushes, 

line kiln, brick kilns etc. 

B. Soil Types & Soil Erosion 

Most part of the DMC Area is under granite landscape. Alluvial soil is found usually along 

river bed, particularly in Baliapur Block. Sandy soil is also found in the river beds, which is the 

characteristic of granitic rocks and sandstones. It is used for stowing & building purposes. 

Coarse gritty soil is predominant in coal basins. This type of soil mixed with big fragment of 

rocks is formed from the weathering of pegmatites, quartz and conglomeratic sandstones. 

Laterite is found in the foot of hills, followed by red soil further ahead. Some cultivation is 



Final Report 

practiced on read soil. Cultivable soils are found mainly in the south eastern part of the 

Region, near sindri and north to north western part of the region in Gobindpur Block. 

Soil Erosion. Erosion is the prime process, which is responsible for the variation in the 

topography. It is aggravated due to human intervention through indiscrimination cutting of 

tress, mining, overburden dumping etc., thus affecting natural ecosystem. Based on the field 

studies done by Central Mining Research Station, Dhanbad, the whole study area is affected 

by Moderate to Severe soil erosion. Such area need immediate attention for soil conservation 

measures like bunding, contour farming, gully, farm forestry, water harvesting, etc. 

C. Mining Environment 

Jharia Coalfield is one of the oldest coalfields in the Country. Located in the north of 

Damodar river in Dhanbad, the sickle shaped Jharia Coalfield with an area of 450 sq.km 

(total) is the only source of prime cocking coal in India. This coalfield belongs to Gondwana 

group of Permian age. It has a reserve of about 19,000 million tones, of which 5,000 million 

tones coal is of prime cocking quality. Nearly 58% of this reserve proved. This Coalfield has 

got one of the world’s densest concentration of thick coal seems at relatively shallow depths 

with 40 seams of 0.5 to 20 m thickness, out of which 18 seams including the split ones, are 

workable. 

Inspite of its favorable physical characteristics, long history of unscientific mining and rapid 

growth of human settlements has lead to a situation where ecological balance has been 

disturbed in the region. 

The history of mining coal here can be traced back to the late Eighteen centaury. 

Predominately underground mining methods were adopted in the past and due to inherently 

complex geological nature of these coalfields coupled with not so scientific mining practices 

these coalfields are faced with many serious problems like subsidence, mine fire, danger of 

inundation etc. These problems slowly grew to a significant proportion and had been drawing 

attention of all stakeholders. Post nationalization era of coal mining in these coalfield saw a 

rise in small opencast workings to liquidate easily available coal near surface. These opencast 

working could not be planned in a scientific manner due to pressure of global market 

competence and rapid growth of human habitation in and around the coal bearing area. Many 

of these opencast workings were made to already develop pillars at shallow depths. 

Opencast and Underground Coal Mining: Jharkhand is rich in mineral resources and BCCL 

and CCL extensively carry out coal mining. Apart from coal mining other mining activities 

also exist. Opencast and underground mining methods are used for winning the minerals. 

Dust is the major pollutant from these mines. 

Jharia Coalfield with its excellent quality of coal become the hub of coal mining activities in 

the country during the end of 19th century and urbanization of Jharia and around started 

around 1890s. Industrial growth in the area resulted in the concentrated growth of dwellings 

and rapid escalation of population. After the nationalization of coal mines in the years 1973 

& 1975 urbanization takes place Jharia coalfield measures around 450 sq.kms. with multiple 

seams of coal occurring within its ambit. Three major coal mining companies operate in this 

area. These companies are M/s. Bharat Cocking Coal Limited, M/s. Tata Steel and M/s. 



Final Report 

IISCO. Majority of the area falls under the jurisdiction of M/s. BCCL which controls an area 

of about 270 Sq. kms. within its leasehold. 

D. Water Resource 

Surface Water availability 

DMC Area falls under the Damodar River Basin, comprises of Damodar & Barakar Rivers as 

major source of Surface Water. River of the region have the usual characteristics of hill 

streams. Due to hilly characteristics, the river is not navigable. All the rivers have an easterly 

or south easterly course. The catchments of Damodar river is primarily divided into three 

prominent watersheds under the study area. Jamunia Nadi is the another major tributary of 

Damodar. Katri nadi dissects the Jharia Coal field North-South through a number of 

tributaries, such as Khudiya Nadi ,Bans Jhor, Kamari Jhor etc., meeting katri at different 

levels. By constructing weirs on Katri at 2-3 places, it is used for water supply to Railway 

Colony, Katras. 

Khas Jor is the another tributaries of Damodar flowing N-S and merging into the Damodar 

west of Bhowra, touching Dhanbad, Jamadoba, Jorapokhar, Bhowra on its way. It s a 

seasonal nallah. Domohani Nadi marks the boundary of Sindri NAC. It flows from north to 

East merging into Damodar River near Chasnala. There are number of Ponds/tanks scattered 

throughout the region. 

Some Import lakes also exist to provide surface water for drinking and industrial purpose. 

Topchanchi lake, having catchments area of serves as source of drinking water for Katras & 

adjacent regions. 

Ground Water Resources 

At present the ground water is being exploited through tube as well as open wells. The 

Ground water level is varying from 150 Meter in east to 250 Meter in the west to 250. The 

Dug well are 10-15 m deep below ground level in fissured formations. The ground water yield 

is 1-5 liter/sec in larger northern half of the Corporation from ground water restricted to 

weathered residuum and fractured zones having secondary porosity, whereas yield is 25-40 

litre/sec in Southern half along river Damodar from moderately thick confined/unconfined 

aquifer river of the Large scale ground water withdrawal through deep tube wells (heavy as 

well as low duty) has gained momentum in the areas other than hard core mining regions. 

Table 57: Ground Water Resources in Dhanbad 

Description 


Utilizable GW resources for irrigation (MCM/yr) 180.28 

Net annual GW Draft (MCM/Yr) 2.77 

GW Balance (MCM/Yr) 177.51 

Status of GW Development 1.53 

Surface Water Quality is one of the significant indicator of environment status of the city. 

Jharkhand Pollution Control Board is responsible for monitoring water and air quality 



Final Report 

samples at various locations in the city on a regular basis. Samples of Nallah & sewerage at 

different locations along with CPCB Standards are described below: 

Table 58: Ground Water Resources in Dhanbad 

Designated-Best-Use Class 

Criteria 

of 

water 

Total Coliforms OrganismMPN/100ml 

Drinking Water Source 

shall be 50 or less 

without conventional 

pH between 6.5 and 8.5 

A 

treatment but after 

Dissolved Oxygen 6mg/l or more 

disinfection 

Biochemical Oxygen Demand 5 days 

20oC 2mg/l or less 

Total Coliforms Organism MPN/100ml 


pH between 6.5 and 8.5 

Outdoor bathing (Organised) B 




Total Coliforms Organism MPN/100ml 


Drinking water source after 

pH between 6 to 9 

conventional treatment and C 


disinfection 



Propagation of Wild life and 

Fisheries 

Irrigation, Industrial Cooling, 

Controlled Waste disposal 

D 

E 

Below- 

E 

pH between 6.5 to 8.5 


Free Ammonia (as N) 1.2 mg/l or less 

pH between 6.0 to 8.5 

Electrical Conductivity at 25oC micro 

mhos/cm Max.2250 

Sodium absorption Ratio Max. 26 

Boron Max. 2mg/l 

Not Meeting A, B, C, D & E Criteria 

Table 59: Sewerage Quality Test Results at Damodar River 

Particulars Limit Sudam Sudam Jamado Jamado Sudam Remark 

dih at dih at ba U/S ba D/S dih s 

U/S D/S 

Temp A/W 35/32 32/27 38/28 36/28 32/28 

PH 6.5-8.5 6.5 7.5 7.3 7.7 7.2 Within 

Limit 

BOD 3 mg/L


Final Report 

Particulars Limit Sudam 

dih at 

U/S 

Sudam 

dih at 

D/S 

Jamado 

ba U/S 

Jamado 

ba D/S 

Sudam 

dih 

COD mg/L 20.0 20 18 8 40 

T.S. mg/L 491.0 363.0 793 292 5162 

T.S.S. mg/L 25 20 81 15 23 

T.D.S mg/L 1,500 466 343 712 277 5139 

D.O >4 7.00 5.00 2.6 2.8 5.5 

Calcium 33.0 38.0 105.6 44.0 83.2 

Magnesium 44.0 13.66 4.37 10.248 

Free 

0.30 0.5 0.09 0.08 0.48 

Chlorine 

Total 

94.0 108 320.0 28.0 250 

Hardness 

Chloride 600 36.0 46.0 28.0 22.0 48.0 

Phosphate 0.38 0.77 0.80 0.42 0.66 

Remark 

s 

Sudam 

dih 

Dissolved Oxygen. As per Designated-Best-Use of surface Water by CPCB, Delhi, it can not be 

used as Drinking Water Source without conventional treatment in Damodar River at U/S & 

D/S on River Damodar at Jamadoba & D/S in River Damodar at Sudamdih. Whereas after 

conventional treatment and disinfection it can be used for Drinking water supply, propagation 

of Wild life and Fisheries and for organized bathing purposes. 

E. River Water Quality 

Industrial development & related increase in air pollution emissions/ wastewater discharge, 

population growth and the resultant increase in domestic wastewater discharges, mining 

activities and the associated increase in fugitive emissions and wastewater discharges and non 

point sources of pollution from other sources are likely to affect Damodar river water quality. 

In addition there will be an increase in water demand from different sectors. A number of 

new industries and new human settlements are likely to come up in years ahead. The 

population is likely to increase manifolds at the present growth rate. The current picture 

shows that the Dissolved Oxygen levels are very low and BOD levels are high in Damodar 

River. 

F. Air Environment 

Mining and allied industries, domestic fuel combustion and transportation network sources 

are the main sources of air pollution. Mining is carried out both by opencast and underground 

methods. . Air Quality is very low due to coal dust and gases coming out from the cracks 

formed on the surface. 

Major air polluting industries in the state include thermal power plants, integrated steel plants, 

coke ovens, fertilizer plants, cement plants, refractories and other miscellaneous industries. 



Final Report 

Besides these, there are several small-scale industries. Among the steel plants, Bokaro steel 

plant recorded the highest emission load of 6.5 MT. Thermal power station and fertilizer 

plants did not have any ESP installed. The emission from hard and beehive coke oven plants 

are about 5.96 MT/ year while cement plants contribute about 1.2 MT/year. 

Table 60: Industrial Pollution Level 

Description SO 2 &NO 2 SPM 

µg/m 3 µg/m 3 

Low (L) 0-40 0-180 

Moderate (M) 40-80 180-360 

High (H) 80-120 360-540 

Critical (C) >120 >540 

Table 61: Ambient Air Quality in Dhanbad Municipal Corporation Jurisdiction 

Pollutants Time Weighted Concentration in Ambient Air Method 

Average Industrial 

Areas 

Residential 

Rural & 

Other 

Areas 

Sensitive 

Areas 

Measurement 

Sulphur 

Dioxide 

(So 2 ) 

Annual 

Average 

80 µg/m3 60 µg/m3 15 

µg/m3 

24 hours 120 µg/m3 80 µg/m3 30 

µg/m3 

-Improved West 

and Geake Method 

- Ultraviolet 

Fluorescence 

of 

Oxides 

Nitrogen 

as (NOx) 

Annual 

Average 

80 µg/m3 60 µg/m3 15 

µg/m3 

- Jacob & 

Hochheiser 

Modified 

(Na-Arsenite) 

Method 

24 

hours 

120 µg/m3 80 µg/m3 30 

µg/m3 

- Gas Phase 

Chemiluminescence 

Suspended 

Particulate 

Matter 

(SPM) 

Annual 

Average 

360 µg/m3 140 

µg/m3 

70 

µg/m3 

- High Volume 

Sampling, 

(Average flow rate 

not less than 

1.1 m3/minute). 

24 

hours 

500 µg/m3 200 

µg/m3 

100 

µg/m3 



Final Report 

Table 62: Industrial Pollution Level of SO 2 in Urban Areas of Dhanbad from year 1997 – 

2005 

Location 1997 1998 1999 2000 2001 2002 2003 2004 2005 

Jharia 45.00 76.40 80.10 22.30 16.30 16.50 16.10 13.40 17.80 

(R.P 

College) 

Sindri 41.00 64.50 69.30 21.00 17.10 15.60 14.50 11.20 17.40 

BIT 

(Near 

FCI Main 

Hospital) 


(R.O 

Dhanbad) 

37.30 65.60 84.40 16.50 17.30 15.40 15.90 11.10 16.00 

The Selected stations for conducting ambient air quality monitoring are available in Jharia, 

Sindri and Dhanbad. As evident in 

Figure 24, SO2 levels were above the 

national standards (60 microgram/cu.m) in 1998 & 1999. The levels are still in increasing 

trend since 2004 as shown in all the three National Ambient Air Quality Monitoring stations 

of the city. 

Figure 24: Comparison of Dhanbad So2 Levels with Standards with 



Final Report 

Table 63: Industrial Pollution Level of NO2 in Urban Areas of Dhanbad from year 1997 – 

2005 

Location 1997 1998 1999 2000 2001 2002 2003 2004 2005 

Jharia 

(R.P 

College) 

Sindri 

BIT 

(Near 

FCI Main 

Hospital) 


(R.O 


57.00 53.70 51.30 18.50 35.90 69.50 63.40 58.60 44.40 

54.40 58.40 46.10 17.80 38.40 56.90 62.00 61.00 46.00 

47.50 57.50 53.60 17.60 32.30 48.40 65.90 66.50 47.70 

Figure 25: Comparison of Dhanbad No2 Levels with Standards 

As figures depicts in Table 63 Nox levels were above the national standards (60 microgram/ 

cu.m) in years 2002 to 2004. The current trend is showing reduced NOx levels since 2004. 



Final Report 

Table 64: Industrial Pollution Level of SPM in Urban Areas of Dhanbad from year 1997 – 

2005 

Location 1997 1998 1999 2000 2001 2002 2003 2004 2005 

Jharia (R.P 

College) 

408 454 458 373 357 368 284 339 354 

Sindri BIT 

(Near FCI 

Main 

Hospital) 


(R.O 


212 177 174 204 220 301 244 - - 

181 238 228 274 270 263 275 - - 

As evident in 

Figure 26, SPM levels were stayed high above the national 

standards (360 microgram /cu.m) for more than a decade from 1991 to 2002. The present 

SPM levels are at moderate level since 2004 in all three stations of the district. 

Figure 26: Comparison of Jharia SPM Levels with Standards 



Final Report 

Figure 27: Comparison of Dhanbad SPM Levels with Standards 

G. Study Findings 

High observed concentration was due to sources located in and around the city, which 

include Jamadoba TPS, Mining sources. High SPM values, which were in excess of the 

prescribed standards, were due to contribution from area sources as SO2 and NOx 

concentration could be attributed to industrial point sources. TPS, Beehives coke oven plants, 

hard coke ovens, refractories. Jharia, Sindri, Jamadoba and Baliapur were the major areas of 

concerns from the pollution point of view. 

As per the combined study of MoEF, Delhi & CMRI Dhanbad, the Air Quality status 

decreased from Bad & Poor in 1997 to Dangerous in 2021. as per the present prevailing rates 

of the pollution. 

H. Noise Quality 

Noise is among most pervasive pollutants today. But it is an inescapable by product of 

urbanization and industrialization. CPCB set standards for noise pollution in 1989 and the 

Ministry of Environment & Forest (MoEF ) formulated Noise Pollution Rules only in 2000. 

Noise Levels was monitored last year with coordination with CPCB, New Delhi by Dhanbad 

Regional Office of Jharkhand State Pollution Control Board. The location of the Noise 

Monitoring stations and their associated noise levels are given in Table 65. 



Final Report 

Table 65: Noise Quality Results in Residential Area 

Time of 

Residential Area 

Monitoring D.S.Colony MADA Colony Bhisti Para Limit 

1 ST Jan ‘05 

10:30 68.4 69.7 64.2 55 

12:30 86.4 75.2 77.00 55 

2:30 87.3 78.5 78.1 55 

4:30 82.1 77.4 78.6 55 

6:30 79.2 82.3 88.6 55 

8:30 98.7 94.6 92.6 55 

10:30 1oo.2 99.4 100.0 45 

Table 66: Noise Quality in Commercial and Residential Areas 

Commercial / Residential Area 

Time of Monitoring 

1 ST November ‘05 

R.O Office 

Near Bus Stand 

Near MIG Colony 

Near 

LIG 

Colony 

Limit (in 

dB) 

10:00 AM 60.8 58.8 60.3 65 

12:00 Noon 82.1 72.2 78.3 65 

4:00 PM 92.1 74.7 73.2 65 

6:00 PM 97.4 78.8 75.8 65 

8:00 PM 99.8 97.5 102.5 65 

9: 00 PM 82.3 74.6 76.1 65 

10:00 PM 79.00 101.2 101.5 65 

Source: Jharkhand State Pollution Control Board, Regional Office, Dhanbad 

Table 67: Noise Quality in Commercial and Residential Areas 

Residential / Commercial Area 

Time of Monitoring 

Shastri Nagar Bank More Gujrat Mohalla Limit 

1 ST November‘05 

TRD Colony 

(in dB) 

11:00 AM 67.5 67.7 66.2 65 

1:00 PM 82.4 83.4 78.4 65 

3:00 PM 82.5 82.9 79.1 65 

5:00 PM 82.4 81.5 80.4 65 

7:00 PM 88.4 94.9 88.4 65 

9: 00 PM 92.6 94.6 91.5 65 

11:00 PM 100.4 99.7 99.6 65 

It is evident from the above tables that almost in all land uses areas, the permissible noise 

levels are exceeding both during Day & night at Commercial as well as in Residential area. 



Final Report 

I. Hot Spots 

Land Environment 

Dhanbad Municipal Corporation suffers from 

various categories of land degradation. Land 

gets degraded here due to variety of reasons 

(erosion, mining, overburden dumping and 

abandoned mines, mine fire & subsidence). 

Degraded land need to be appropriately 

treated to make them suitable for the 

designated usage. 

Mine Fire 

Jharia is facing the burnt of mine fire and subsidence. It has more than 70 mine fires spread 

over an area of about 17 sq.km. 

Table 68: List of Collieries affected by Mine Fires 

S.No Colliery Affected Sl.No Colliery Affected 

1 East Katras Colliery 19 Alkusa 

2 Katras Choitudih 20 Kustore 

3 Gaslitandh 21 Ena Industry 

4 Mudlidih 22 East Bhuggatdih 

5 Jogta 23 Bhalgora Simlabahal 

6 Kankanee 24 Rajapur 

7 Loyabad 25 Kujama 

8 Sendra Bansjora 26 Lodna 

9 Tetulmari 27 Jealgora 

10 Bansdeopur 28 Bagdigi 

11 East Basuriya 29 Bararee 

12 Basuriya 30 Bhulan Bararee 

13 Kusunda 31 North Tisra/GOCP 

14 Industry 32 South Tisra 

15 Gopalichak 33 Jeenagora 

16 Kendwadih 34 Joyrampur 

17 Bhagabandh 35 Bhowra North & South 

18 Kachhi Balihari 36 Sudamdih & Patherdigh 

37 Amlabad 

From the early days mining has been carried out herewith disregard towards safety, health 

and environment. According to the Environment Management Plan (EMP) of the Coalfield 

prepared by Norwest Mine Services Limited in 1997, the entire coalfield has been disturbed 

by human activities for a long period of over 100 years. Most of the core & buffer zones of 

the coalfield suffer from excessive soil erosion as initial forest cover over them has been 

denuded due to mining activities. Air Quality is very low due to coal dust and gases coming 



Final Report 

out from the cracks formed on the surface. Reclamation of degraded land due to mining and 

other human activities are ignored. 

This Coalfield has large number of water bodies, i.e. rivers, jorias, nallahs, ponds and lakes. 

They are seasonal & shallow and often dry up in summer, resulting in water scarcity at places. 

However in rainy season, they carry much water and in case of excess downpour, they 

sometime get flooded. Moreover there are many abandoned underground waterlogged mine 

workings, whether developed or worked out, which form subsurface water bodies. 

An area of about 35 sq. km. has subsided in JCF due to mining activities damaging the natural 

surface drainage pattern in and around the coalfield. More than 100 km of the first and 

second order streams have been lost and aquifers upto a depth of about 120-140 m have been 

affected. While rainfall has gone up here in the recent years, groundwater yield has reduced 

considerably over the years, especially during the summer months. 

J. Hazards 

The District of Dhanbad, situated on the eastern side of Jharkhand is vulnerable to various 

kind of hazard like earthquake, fire subsidence in mining areas, fire hazard, drought, flood, 

railway accidents, chemical hazard, communal violence, epidemics etc. 

Disaster Specific proneness to Various Types of Hazards in Dhanbad 

The following table depicts about the various type of natural hazard that are prone in 

Dhanbad, its period of occurrence, potential impacts and the vulnerable areas of Dhanbad 

District. 

Table 69: List of Disaster Specific Proneness to Various Types of Hazards in Dhanbad 

Type of Hazards Time of 

Occurrence 

Potential Impact Vulnerable Areas 

Earth Quake Any Time Loss of Life, 

Livestock and 

Infrastructure 

Entire Region 

Cyclone 

June – October 

Loss of life, crop, 

infrastructure and 

animals 

Eastern portion of 

the District, mainly 

in Nirsa and Tundi 

Block 

Drought July – October Crop Loss, Water 

scarcity 

Entire District 

Heat Stoke April – June Loss of Life -do- 

Epidemics Any Time Loss to human life -do- 

Fire Accidents March – May Human Loss and 

house damage 

-do- 



Final Report 

Type of Hazards 

Time of 

Occurrence 

Potential Impact 

Vulnerable Areas 

Flood 

June - September 

Loss of life, 

livestock, crop and 

infrastructure 

Eastern and 

southern portion of 

the District, mainly 

in Nirsa, Baliapur 

and Tundi Block 

From the above table it is evident that, it becomes pertinent to say that Dhanbad is also 

vulnerable to various kind of hazards, which may cause severe damage to lives and properties. 

Further the Multi-hazard map of Jharkhand (Figure 28) also shows that the eastern portion 

of Dhanbad is more prone to the hazards especially, the wind, cyclone, earthquake and flood 

hazards. 

Natural Hazards 

In recent years, much of the seismic activity in the state of Jharkhand has been in the north, at 

the Himalayan foot hill zone of Ganga-Damodar region lying at northern side of Jharkhand. 

The state of Jharkhand lies in the Tatapani Fault. As per their categorization Dhanbad city lies 

in zone III same as Ahmedabad (which faced massive disaster during last Bhuj earthquake 

happened on 26th January 2001.) and having population of more than 13 lakhs, any 

earthquakes striking this city will turn into a major disaster. Regional Earthquakes that 

affected city in the past occurred in 1868, 1881, 1892, 1918, 1927, 1930, 1935, 1934, 1943, 

1953, 1963, 1969, 1970, 1971, 1979, 1985, 2003. 

The list of earthquakes those were notable either due to their location or due to their effects 

are given below. Time is reported as Indian Standard Time (IST). 



Final Report 

Table 70: Significant Earthquakes in Dhanbad & Nearby Vicinities in Jharkhand 

Date Time Magnitude Intensity Latitude Longitude Location & Comments 

15 January 

1934 

14:13:25 8.1 IX 26.500 86.500 

Close to 10,700 people killed in North Bihar and Nepal. 

Buildings developed cracks at Deogarh, Dumka, Hazaribagh, 

Giridh, Koderma, Jhumri Telaiya, Palamau and Ranchi. At 

Hazaribagh, walls of many buildings developed cracks and 

the turret of a local college collapsed. At Deogarh, portions 

of some buildings collapsed. At the village of Singra, near 

Daltonganj, the earth on the banks of the Amanat and 

Gursote rivers were cracked. Water “shot out up to five feet 

in height” at the junction of the Amanat and Koel rivers. 

23 October 

1943 

22 May 

1953 

09 April 

1963 

10 May 

1969 

29 July 

1970 

27 January 

1971 

05 August 

1979 

22:53:17 7.0 VIII 26.000 93.000 Damage at Dimapur in Assam. Felt as far as Dhanbad and 

Hazaribagh. 

- - III - - Felt at Jamshedpur. 

05:33:32 4.5 III 22.000 85.700 Felt at Baripada, Cuttack, Jamshedpur, Kolkata and Rourkela. 

- - IV - - Felt at Jamshedpur, accompanied by a rumbling noise. 

People rushed onto the streets in panic. 

15:46:19 6.5 - 26.000 95.400 Epicentre along the Nagaland-Myanmar border. Felt as far as 

Jamshedpur, Kolkata, Krishnagar, Kishanganj, Munger and 

Ranchi. 

- - IV - - Felt at Jamshedpur for 3 seconds. Doors and windows rattled 

and people ran outdoors. 

06:48:37 4.7 - 22.100 84.900 Epicentre along the Jharkhand-Orissa border, near 

Dublabera. 



Final Report 

Date Time Magnitude Intensity Latitude Longitude Location & Comments 

18 Feb 

1985 

20 October 

2003 

04:36:55 4.7 - 24.670 85.480 Epicentre along the Bihar-Jharkhand border, near Rajauli. 

06:09:52 4.0 VI 23.730 86.580 Felt at Dhanbad and Koylanchal for 30 seconds. Doors and 

windows rattled and people ran outdoors. Also felt At 

Bokaro and Ranchi. A few cracks in buildings were reported 

from Bokaro where it was felt for 15-20 seconds. 


DAMIDA OCP 

DAMUDA 

W.MOHUDA(NORTH) 


LAHAPATI 

KALYANPUR 

BLOCK-III(NC) 

N.MAHUDA 

MURAIDIH 

KHUDIA NALA 

SHATARI 

20 

21 PITS 

ALUARA 

ALUARA 

RAJGANJ 


Final Report 

TO DELHI 


DHANBAD 

G.T.ROAD 

UNSTABLE SITES OF DEVELOPMENT 

IN DMC, DHANBAD 

GOVINDPUR 

GOMOH STN. 

KOYLACITY II 

HAQARIKALAN 

KOYLACITY I 

14 

TO GORAH 

BARAPANDIYDIH 

KESSURGARH NUD 

KHURKI 

BARORA 

NUD 

BENEDIH 

AREA 

JAMUNIA KHURKI 

OCP 

OCP 

BLOCK-I OCP 

COKING 

23 MADHUBAND 1 

PHULARITAND 

MADHUBAND 

DAMUDA 

24 

PIPRATAND-RADHANAGAR 

14A 

DAMODAR RIVER 

16 

(PHULARITAND 

OCP$SECT) 

PHULARITAND 

15 

MURAIDIH 

OCP 

BHURANGIA 

DARIDA 

2 

DHARWABAND 

E.MAHUDA 

17 

KOUMURNA 

SALAN 

JOGIDIH 

AKASKINARI PUR 

KOORIDIH BLOCK-IV 

OCP(NC) 

GOVINDPUR 

AKASKINARI 

OCP 

DCP 

E.KATRAS 

KHARKHAREE 

EXLENSION DHARMABAND-EXTENSION 

25 26 

BHATDIH 

MURULIDIH 

MURULIDIH 

20 

KATRI 

NALA 

KHUDIA 

NALA 

KESHALPUR 

RAMKANALI 

W.MUDIDIH 

NT OCP 

SIJUA 

AREA 

RAMKANALI 

W.MUDIDIH 

OCP 

KESHALPUR TETULMARI 

OCP 

NICHITPUR 

TETULMARI 

SENDRABANSJORA 

OCP 

OCP EAST 

ANGARPATHRA 

BASURIA 

BUSSURIYA 

KATRAS 


OCP 

AREA 

BUSSURIYA KHAS 

TO 

KUSUNDA 

DHANBAD 

STN. 

LOYABAD 

KHASKUSUNDA 

S.POOTKEE 

OCP 

LOYABAD 

VI 

GODHUR 

DHANSAR 

BANSDEOPUR 

4 

KENDW GODHUR 

ADIH 

OCP 

KOCP 

GOPALI 

KUSUNDA 

ARE VII 

BAS 

BHAGABAND 

CHUCK 

ACOLLA 

BHAGABAND 

KUSUNDA 

DHANSAR 

OCP 

OCP 

5 

PUTKI-BALIHARI 

KUSUNDA 

VII 

KAPURIA 

INDUSTRY 

MOONIDIH 

7 

KUSTORE 

ENA OCP 

27 

SINGRA 

DAMODAR RIVER 

EASTERN 

JHARIA 

AREA 

SINGRA 

ADRA-GOMOH 

RLY. LINE 

JARMA 

19 

BHUTGARIA 

6 

6 

BHUT 

GORIA 

BIJRA 

GARH 

ISSCO 

BHULI 

SINLA 

BAHAL 

27 

HURRIDIH 

SAPTA 

LODHA 

LODHA 

ROCP 

S.JHARIA 

ROCP 

IX 

BERA 

DOBARI 

KUYA 

GANOODIH 

GANOODI 

OCPH 

BASTACOLLA 

AREA 

KUJAMA 

GOLUCKDIH 

NORTH 

TISRA 

SOUTH 

TISRA 

PATRAKULI 

JHARNA 

BHAGRAMPUR 

AMTAL 

GOLUCKDIH 

OCP 

DHANBAD PATHARDIH RLY 

N.TISRACP 

GOLMORA 

BIJOYDIH 

BELGARIA 

LUPANIA 

TO HOWRAH 

PALANI 

SABAIGARHA 

GOVINDPUR 

TO CALCUTTA 

SAPTA 

LEGEND 

II 

REHABILITATION SITE 

FOR HIGH INCOME GROUP 


FOR MEDIUM INCOME GROUP 


FOR LOW INCOME GROUP 

AREA BOUNDRY 

COLLIERY BOUNDARY 

RIVER / JORIA 

RAILWAY LINE 

OPERATING OCP 

MAJOR ROADS 

UNDERGROUND BLOCKS 

OPENCAST BLOCKS (ORIGINAL) 

OPENCAST BLOCKS (REVISED) 

TISCO 

JEAL 

GORA 

BAG 

DIG 

JOYRAMPUR 

JEENAGORA 

OCP 

5.TISRA OCP & AUGN 

UNSTABLE UNCONTROLLABLE SITES 

28 

PARBATPUR 

21 

PARBATPUR 

AMLABAD 

PROJECT 

9 

JEALGORA 

BARAREE 

10 

BHAWRAH BHAWRAH NORTH 

BHAWRAH OCP 

NORTH 

JEENAGORA 

SULANGA 

AMLABAD 

11 

EASTERN 

JHARIA 

AREA 

BHAWRAH 

SOUTH 

BHAWRAH SOUTH 

OCP 

PATHAR 

DIH 

SUDAMDIH 12 

INC. 

E.RLY PRADMANKHANTA 

PATHARDIH CHORD 

MAHAL 

SITAHAL 

SAPTA 

SUDAMDIH 

22 

28 SHAFT 

18 

IISCO 

SUDAMDIH 

MOHAL 

30 23 

SAPTA 

GOURIGRAH 

GOURDGRAM 

TASRA 

TO ADRA 




FIGURE NO: 



Final Report 

It can be easily assessed from the Table 70, that the region is only 200-250 km far away from 

zone 4 and 5 which are most earthquake vulnerable zones. A single high intensity earthquake 

having magnitude of more than six occurred in zone 4 or 5 will cause a massive disaster as 

happened in Ahemedabad during 2001. 

Further Dhanbad is surrounded by large reservoirs of Damodar Valley Corporations. Major 

faults of the region lie in and around DVC reservoirs with huge amount of water reserve load. 

This aspect may increase the chances of any local earthquakes by widening or displacing the 

faults in the interior. Over last 40 years, DVC area near Dhanbad has received many minor 

and major earthquakes. 

Thus Keeping in mind this possible disasters, there is a critical need to adopt earthquake 

hazard-reduction measures and adopt proper guidelines for construction of buildings as it is 

not the earthquake that kills people but unsafe structures do. Beside that awareness, 

preparedness, capacity building, education are all necessary and important for the city’s 

residents to equip themselves for any upcoming disasters. 

Cyclone 

As the district lies on eastern side facing Bay of Bengal, it is vulnerable to cyclonic storms. 

Cyclones ordinarily bring in their trail of heavy rains causing floods. 

According to the multi-hazard maps of Jharkhand the CD-Blocks like Nirsa and Tundi of 

Dhanbad District have been identified as cyclone prone blocks. 

Fire Accidents 

Fire accident happen due to several causes like: Housing Pattern, Lose circuit of electricity etc. 

In Jharkhand due to peculiar housing patterns maximum fire accident cases takes place. The 

city of Dhanbad is quite prone to fire accidents. This is mostly because of the unplanned & 

haphazard, housing development within the city. Even in adverse cases in most parts of the 

cities, fire extinguisher vehicle can’t approach the accident site due to narrow allies even in 

commercial places. 

Draught 

Occurrence of drought is also frequent in Dhanbad district as it little differs from monsoon 

corridor. Many of its regions lie in the leeward side of monsoon corridor, due to presence of 

mountain ranges oppositely facing to monsoon winds. Past occurrences show that the entire 

district is prone to draught. 

Mining Hazards 

Mining is the hazardous operation against the force of nature. Unless adequate safeguards are 

taken while operating mines, safety of persons working may become the first causality. 

Unscientific and irregular development, extraction and abandonment of mine workings in the 

area of Jharia Coalfield have led to mine fire and subsidence problem in this region. On the 



Final Report 

other hand, as the natural outcome of industrial growth, the township of Jharia started 

coming with concentrated growth of dwellings. Impact of mine fire and subsidence has led to 

grave socioeconomic problems for the people residing and/or working here. 

Unplanned civil construction and spread of populace over coal bearing areas have 

compounded problems of coal theft. In the past, growth of habitation over coal bearing areas 

remained unchecked and associated human activities which grow with population continued 

to flourished. Now initiatives must be taken to stop and reduce the pressure of population 

from mining operated areas. 

Abandoned Mines 

The Region is full of small abandoned mines, many of them a legacy of unscientific mining by 

the erstwhile private owners. A very complex geotechnical nature of seams in Jharia Coalfield 

had forced abandonment of the operation before complete extraction of coal, in many cases 

large scale urbanization over coal bearing areas had forced mine operators to stop mining. 

Moreover, due to multiple seam situations and for lack of a proper mine closure plan 

subsistence takes place even in some habitation areas. 

Protective works like fencing off abandoned quarries, filling up of voids etc. should be 

completed by the lessee before abandonment of workings. Numbers of statuary orders have 

been issued by Director General of Mines Safety (Authority Body for granting consent for 

lease mining) under regulation 112 of the CMR, 1957 in this regard. The time frames for 

completion of these jobs need to be attached to it. 

Seismic Hazard 

The seismic hazard map of India was updated in 2000 by the Bureau of Indian Standards 

(BIS). According to the new map, the state of Jharkhand lies in Zones II , III and IV. The 

northwestern part of the State adjacent to West Bengal falling in Goda and Sahibganj district 

comes under zone 4, where a maximum MSK intensity of VIII can be expected. The districts 

of Gharwa, Palamu, Chatra, Hazaribag, Koderma, Girdidih, Deoghar, Bokaro, Dhanbad, 

Dumka, Pakur , Lohkardaga lie in Zone III, where a maximum 

MSK intensity of VII can be expected. The remaining districts of Gumia, Ranchi, West 

Singhbhum and East Singhbhum lie in Zone II. 



Final Report 

Figure 28: Earthquake Zones in Jharkhand State 

Figure 29: Past Earthquake Occurrences in Dhanbad Region 



Final Report 

(i.) Dhanbad lies in a Moderate Damage Risk Zone as per the latest seismic zone map of 

India. 

(ii.) The population is concentrated in the area of earthquake hazard. 

(iii.) The building and lifelines have low earthquake resistance. 

There is a critical need to adopt earthquake hazard-reduction measures and adopt proper 

guidelines for construction of buildings as it’s not the earthquake that kills people but unsafe 

structures do. Awareness, preparedness, capacity building, education are all necessary and 

important for the city’s residents. 

Displacement of Schedule Tribe Families from Major Projects in DMC Area. 

Table 71: Displacement of Tribe Families 

Project 

No of Families 

Displaced 

Area from which 

the families 

Displaced 

No. of 

Families 

Resettled 

Sindri Fertilizer 597 1,228 973 

Maithon Dam 

3,296 13,138 484 

(Jharkhand & W.Bengal) 

Panchet Dam 

(Jharkhand & W.Bengal) 

1,916 1951 

There is also very sharp decline in the relative share of tribal population from these areas. In 

Dhanbad Region alone the decline is from 15.7% in 1951 to 8.5% in 1991in 2001 attracts 

concerns of the administrative authorities. 

Limitations 

Since the available environmental data is meager, findings were arrived at based on past data 

and qualitative data analysis. 



Final Report 

VII. PHYSICAL PLANNING AND GROWTH MANAGEMENT 

A. Overview 

The structure of the city is determined by physical planning. Physical planning gives blueprint 

of the growth pattern and means to regulate and manage it. The settlement pattern of 

Dhanbad has some typical characteristics of most of the Indian cities including, it being 

situated on near by Damodar riverbank. Besides this, Dhanbad has got special character 

owing to the large coal mining activity and allied industrial development leads to unplanned 

developments and unsafe to reside in Jharia Coal Field (JCF) area in the Dhanbad Municipal 

Corporation jurisdiction. Though town planning is an age-old presence in India, most of the 

cities here have grown in parts without substantial level of regulations and planning. Similarly, 

Dhanbad has also seen organic growth accelerating much faster than and different from the 

planned growth. 

B. Planning Efforts in the Past 

Mineral Area Development Authority (MADA) prepared the first Master Plan for Dhanbad 

in 1989. To ensure orderly development of Dhanbad mineral areas in the region, the first 

Master Plan was envisaged the land use plan for the year 2011. The area demarcated for the 

preparation of Master Plan study was 5,600 Hectares, which is actually the erstwhile Dhanbad 

Municipal area. 

C. Land Use Management 

The Master Plan envisages out 

of the total area of 5,600 

hectares, 5,415 hectares will be 

developed in 2011. The 

residential areas in Dhanbad 

constitute about 44.32 percent 

of the future developable land. 

Reasonable land was proposed 

for circulation pattern in 

Dhanbad for the year 2011. 

Next to the circulation pattern, 

industrial activity occupies a 

share of 12.74 percent and 

institutional & Housing activity 

occupies a share of 9.23 

percent. Detail breakup of the 

Residential 

45% 

Figure 30: Proposed Land Use 

Proposed Land Use 

Industrial 

13% 

Circulation 

20% 

Commercial 

5% 

Institutional & Housing 

9% 

Recreational 

6% 

Public & Semi Public 

2% 

proposed land use is presented in Table 72. Since there is no master plan for entire area of 

the Corporation conceptual master plan has been presented in Figure 31. 


S 

PG 

PG 

PG 

S 

S 

TETULIATAND 

PG 

S 

GOSAI DI 

PG 

PG 

S 

PG 

PG 

PG 

S 

S 

S 

BS 

PG 

S 

S 

COL. 

S 

S 


Final Report 

Figure 31: Erstwhile Dhanbad Municipal area proposed Landuse Map 

S 

S 


DHANBAD 

PROPOSED LAND USE 

S 

MASTER PLLAN FOR DHANBAD 

COL 

LEGEND 

RESIDENTIAL 

COMMERCIAL 

WHOLE SALE 

RANGADI 

RETAIL 

INDUSTRIAL 

LIGHT AND MEDIUM 

KHILKNALI 

SERVICE 

RIVER, NALLA 

PONDS 

RECREATIONAL 

PLANTATIONS 

KANDRA 

NH2 

PG 

S 

NARAYANPUR 

TO CALCUTTA 

BALIAPUR 

PUBLIC UTILITIES & SOCIAL AMENITIES 

POLICE STATION 

HEALTH CENTRE 

BANK 

POST OFFICE 

COMMUNITY CENTRE 

PG 

S 

PG 

PLAY GROUND / PARK 

KASITAND 

BS 

PG 

S 

SECONDARY SCHOOL 

TUMBAHA 

SIMLA BERA 

SABALPUR 

COL 

HOSP 

KOYALA NAGAR 

DAMODARPUR 

PG 

DHOKHARA 

COL 

HOSP 

PRIMARY SCHOOL 

TREKKER STAND 

CYCLE, RICKSHAW STAND 

PUBLIC INSTITUTION AND HOUSING 

COLLEGE 

HOSITAL 

SIMLATAND 

KISITAND 

BARWA 

ADDA 

SAHARJORI 

TRUCK 

TERMINAL 

PANDUKI 

APMC 

BHELATAND 

AIRSTRIP 

S 

SUSNIL EWA 

PG 

PG 

S 

PG 

DHAIYA 

PG 

S 

PG 

I S M 

S 

C M R I 

JAGJIVAN NAGAR 

S 

PG 

COL 

LIBR 

HIRAPUR 

S 

PG 

BHUDA 

DHANBAD 

RLY. STN. 

BS 

BARMASIA 

DHANBAD 

MANAITAND 

DHUHATAND 

s 

BS/RS 

BUS / RAILWAY STATION 

AIR STRIP 

RAILWAY LINE 

PROPOSED ROADS 

250'- 00" R/W ROAD 

200'- 00" " 

150'- 00" " 

100'- 00" " 

80'- 00" " 

60'- 00" " 

40'- 00" " 

30'- 00" " 

20'- 00" " 

EXISTING ROADS 

250'- 00" " 

200'- 00" " 

150'- 00" " 

100'- 00" " 

80'- 00" " 

PARKING AREA 

SL NO. ELEMENT 

Area in hec 

PLANNING AREA 

BOUNDARY 

VILLAGE BOUNDARY 

Percentage of total land use 

BADA JAMUA 

DAMKARA BARWA 

S 

PG 

NATIONAL HIGH WAY BY PASS 

KURUMIDI 

CITY 

PARK 

PG 

BAROMURI 

BISHUNPUR 

POLYTECH 

PANDERPALHA 

MATKURIA 

BANK MORE 

1. Residential 

2400 42.56 

2. Industrial 690 12.86 

3. Commercial 270 4.82 

4. Circulation(Road & Railway) 1100 

19.64 

5. Water bodies 185 3.30 

6. Institutinal & housing 

500 

8.93 

7. Public adminstrtion & 

120 2.14 

services 

8. Social amentities & 

335 

5.98 

recreativ 

TO DELHI 

NAWADIH 

PG 

SPORTS 

STADIUM 

PG 

Total land use 5600 100 

TO BHULI 

NH 32 

N 

TO BOKARO 


SOURCE : KIRLOSKAR CONSULTANTS FOR MADA 

TO NEW DELHI 

FIGURE NO: 





Final Report 

Table 72: Proposed Land Used - 2011 

Land Use 2011 Distribution 

Hectare % 

Developed Area 

Residential 2,400 44.32 

Industrial 690 12.74 

Commercial 270 4.99 

Institutional & Housing 500 9.23 

Recreational 335 6.19 

Public & Semi Public 120 2.22 

Circulation 1,100 20.31 

Sub Total Developed Area 5,415 100.00 

Water Bodies 185 

Urbanized Area 5,600 

Source: Master Plan Report, 1989. 

D. Urban Sprawl 

The present outline of the new Dhanbad Municipal Corporation has grown by development 

in parts like, Dhanbad, Sindri, Jharia, Kataras, Chattantand and etc. At different periods, the 

urban settlements grew in different directions. When the development reached some physical 

barrier in one direction, then the direction for development changed for next best option. 

Initially, the Municipal Corporation area grew Sindri, Jharia and Dhanbad because of the coal 

mining and industrial developments. A no of mining settlements have sprung up along two 

major arterial roads in the Corporation Jurisdiction. Jharia, Jorapokhar, Tisra, Bowra, 

Jamadoba, Pathardih, Chasnala, Sindri and Bhagatdih have come up along Dhanbad – Jharia- 

Sindri road. Urban Settlements like, Chaitudih, Sijua, Angarpathar, Katras- Salanpur, Malkera, 

Chandur are developed along Dhanbad –Karkend – Katras road. Thus, Dhanbad Urban 

Agglomeration is one of the most urbanized regions in the Country. 

Future growth directions (Figure 32), owing to the implementation of Jharia Rehabilitation 

Plan development will be directed towards the proposed townships. High potential areas 

available for future developments are anticipated between railway track (Kolkata – Delhi) and 

NH 2 Road towards Gobindpur. 



DHANBAD 


GOTTOPA 

FUTURE POTENTIAL AREA AND 

PROPOSED CONCEPTUAL LANDUSE 

CHANDUD 

AMAGHATA 

SAMAIDIH 

SABALPUR 

DHANGI 

KOLAKUSMA 

SAPTA 

NARAINPUR 

9 

LEGEND 

8 

BHELATAND 

PALANI 

MAJOR ROADS 

40 

RAILWAY LINE 

RAKHITPUR 

MAJOR RIVERS 

AMJHAR 

6 

DHAIYA 

CITY/ TOWN 

SINDRI 

BARADAHA 

HIRAPUR 

7 

DHOKHRA 

BHUDA 

FUTURE AREA OF GROTH 

3 

UNSUITABLE SITE FOR DEVELOPMENT 

BAROMA 

5 

DHOWATANR 

PROPOSED BCCL TOWNSHIPS 

GOLMARA 

KUSBERIA 

Environmentally Sensitive Area 

4 

RESIDENTIAL 

SAHARPURA 

BERA 

1 

COMMERCIAL 

GOLAKDIH 

RAJGANJ 

MIXED LAND USE 

OJHADIH 

AGRICULTURAL 

200 

JINAGORA 

BAGAGI 

GOPALICHAK 

UPARKANDRA 

BHATDIH 

202 

JAMADOVA 

LOYABAD 

ARULGRIA 

PETIA 

111 

GANSADIH 

PARASIA 

MUNIDIH 

KARITANR 

N 




FIGURE NO: 

DAMODAR RIVER 

192 

SINDRI 

186 

187 

189 

CHHIPATAND 

SOULAPUR 

183 

174 

169 

DOMGARH 

TASRA 

168 

167 


Figure 32: Dhanbad Municipal Corporation – Future Growth Direction 

174 

173 172 

129 

184 

JIALGORA 

TO KOLKATA 

122 

11 

185 

18 

32 

towards Baliapur 

towards Govindpur 

10 

123 

125 

126 

127 

128 

NH32 

34 

30 

NH2 

35 

towards Barwadda & Bhuli 

151 

36 

37 

DHANBAD 

49 

13 

152 

140 

170 171 

14 

141 

16 

15 

142 

131 

144 

17 

12 

88 

89 

94 

52 

50 

139 

48 

47 

46 

49 

44 

45 

42 

85 

86 

87 

143 

150 

127 

146 

122 

144 

126 

147 

148 

153 

121 

154 

155 

177 

198 

158 

156 

61 

59 

201 

67 

75 

138 

207 

68 

137 

69 

136 

135 

108 

114 

116 

160 

159 

207 

217 

215 

208 

270 

271 

71 

66 

72 

100 

NH33 

237 

273 

113 

241 

274 

80 

81 

82 

99 

107 

TO DELHI 

280 

97 

103 

106 

112 

253 

238 

261 

220 

216 

238 

263 

256 

231 

264 

260 

84 

VARANASI 

KOLKATA 

PRADHAN KHANTA 

BALGRIA 

BANDARCHUA 

221 

230 

289 

226 

MUKUNDA 

MATKURIA 

224 

383 

282 

272 

288 

229 

287 

225 

223 

212 

232 

284 

233 

235 

266 

267 

265 

269 

299 300 

286 

228 

286 

301 

278 

349 

348 

276 

55 

65 

84 

54 

86 

53 

DALDALI 

79 

85 

87 

73 

58 

77 

96 

94 

88 

93 

89 

92 

91 

104 

102 

90 

101 

105 

133 

SHYAMDIH 

RANGUNI 

CHANDKUYIH 

BASTACOLA 

BANSMORI 

GONDUDIH 

CHHOTA 

KHARIKABAD 

KUJUMA 

NICHITPUR 

PARUTIA 

SURANGA 

PAHARPUR 

ALAKHDIHA 

BHAGRAMPUR 

MADHUBAN 

PARASBANIA 

KUSUNDA 

ALKUSA 

JIALGORA 

SONARIA GORERIED EKRA 

TETULMARI 

SIALGUDRI 

DHONDABAD 

DHOBANI 

GOPINATHDIH 

BARRAGARY 

GARBHUDIH 

BARADUBHI 

PARBAD 

157 

117 

PHATA MAHL 

LALCHAK 

TILATANR 

UDALBANI 

GANDUBAD 

BARWADI 

GOPINATHDIH 

SABIPUR 

KUSUMDAHA 

KARMATANR 

AMGHATA 

BISUNPUR 

PANEARA 

DAMODARPUR 

SUSNILEWA 

DAMKAR BRWA 

SONDAHA 

DHARJORI 

KURMIDIH 

PICHHARI 

BARA 

OR 

KARI TANR 

181 

BLAITANR 

BAGDAHA 

UDAYPUR 

GOVINDADIH 

BHUIAN RARARPUR 

CHHOT 

PICHHARI 

SALDAHA 

164 

165 

CHASNALA 

PARGHABAD 

163 

182 

RAGHUNATHPUR 

179 

MANAITAND 

RANGAMATIA 

175 

51 

JHARNA 

172 

MANOHARTANR 

133 

NAGRIKALA 

162 

171 

KUSTOR 

PUTKI 

SARAIDHELA 

BHAGATDIH 

PATHRA KULHI 

JHARIA 

TISRA 

PATHARDIH 

RAMPUR 

SARADHA 

MAJHILADIH 

LAKARKHAOARI 

BHAGABAND 

JITPUR 

KENDUADIH 


ROHARABAND 

BAUOKALA 

DHANBAD 

BHULI 

DHANSAR 

GODHAR 

CHHATABAD 

BASARIA 

213 

KERKEND 

CHANDRABAD 

JORAPOKHAR 

BALIHARI 

76 

SUDAMDIH 

SABALDIH 

RAJASDHRA 

DUNGRI 

BHOWRA 

JARMA 

DAMODAR RIVER 

JATUDIH 

TETENGABAD 

PATRA KULHI 

KUPURIA 

MALKERA 

SIJUA 

PONDERKANLI 

KATRAS 

ANGARPATHRA 

KAILUDIH 

CHANDAUR 

258 

BANDHDIA 

TO RANCHI 

TO RANCHI


Final Report 

E. Jharia Rehabilitation Plan 

Owing to the Jharia under ground fire and subsidence issues in Jharia Coal Field, the Standing 

Sub-committee of SSRC on Environment and Ecology has directed CMPDI on 30 th June 

1999 to prepare a Master Plan for dealing with problems of fire and subsidence and 

rehabilitation in the lease hold of BCCL. Draft Master Plan has been prepared on the basis of. 

World Bank funded reports for development of Fire Fighting Programme in JCF (1996), 

Identification of Subsidence Prone Habitated Areas (Phase -I) prepared by CMPDI (1998) 

and Technological measures for subsidence Control/Rehabilitation of the Habitated Areas 

(Phase –II) prepared by CMPDI (1991). 

Main tasks and the objectives of the Jharia Rehabilitation Plan are as follows; 

 

 

 

 

To identify people of the BCCL and Non-BCCL houses and other buildings which are 

situated over unstable old underground workings/fire and subsidence affected areas in 

BCCL /ECL leasehold areas falling in Dhanbad District; 

To draw a plan or schemes and rehabilitation packages for shifting and rehabilitation for 

the families identified; 

Draw a plan for welfare of the person identified who are to be shifted to risk free area; 

and 

Review the progress in the execution of these activates as well as effectiveness for the 

benefits directed towards the persons shifted and rehabilitated from unsafe areas. 

As per the draft Jharia Rehabilitation Plan, the rehabilitation scheme was planed to implement 

in four phases for a span of 20 years. The Table 73 presents the abstract of draft Jharia 

Rehabilitation Action Plan prepared by CMPDI for BCCL. As per the discussion with the 

BCCL and CMPDI officials, the draft master plan yet to be approved by the central 

government. The Central Government has suggested to rework on the implementation period 

(10+2 years) instead of 20 years and also to include the increasing no of affected persons in 

the region, since estimates of affected persons figures are outdated. Hence the master plan is 

under preparation. We were told that unless and until government approves the Master Plan 

BCCL cannot share for public / study purposes. 


I 

DAMIDA OCP 

DAMUDA 



LAHAPATI 

14A 

KALYANPUR 

BLOCK-III(NC) 

N.MAHUDA 

MURAIDIH 

KHUDIA NALA 

SHATARI 

20 

21 PITS 

ALUARA 

G.T.ROAD 

ALUARA 

RAJGANJ 


Final Report 

Figure 33: Proposed Jharia Rehabilitation Township Map on Jharia Coal field 

TO DELHI 


DHANBAD 

PROPOSED JHARIA 

REHABILITATION 

GOVINDPUR 

GOMOH STN. 

KOYLACITY 

II 

HAQARIKALAN 

KOYLACITY 

BARORA 

AREA 

23 

KESSURGARH NUD 

KHURKI 

NUD 

BENEDIH 

JAMUNIA KHURKI 

OCP 

OCP 

BLOCK-I OCP 

COKING 

MADHUBAND 1 

PHULARITAND 

MADHUBAND 

DAMUDA 

PIPRATAND-RADHANAGAR 

14 

TO GORAH 

DAMODAR RIVER 

BARAPANDIYDIH 

24 

16 

(PHULARITAND 

OCP$SECT) 

15 

PHULARITAND 

MURAIDIH 

OCP 

BHURANGIA 

DARIDA 

KHARKHAREE 

EXLENSION 

25 

BHATDIH 

SALAN 

JOGIDIH 

AKASKINARI PUR 

KOORIDIH BLOCK-IV 

OCP(NC) 

AKASKINARI 

GOVINDPUR 

OCP 

DCP 

E.KATRAS 

2 

DHARMABAND-EXTENSION 

MURULIDIH 

DHARWABAND 

E.MAHUDA 

17 

26 

KOUMURNA 

MURULIDIH 

20 

KATRI 

NALA 

KHUDIA 

NALA 

KESHALPUR 

RAMKANALI 

W.MUDIDIH 

NT OCP 

SIJUA 

AREA 

RAMKANALI 

W.MUDIDIH 

OCP 

KESHALPUR TETULMARI 

OCP 

NICHITPUR 

TETULMARI 


OCP 

OCP EAST 

ANGARPATHRA 

BASURIA 

BUSSURIYA OCP 

KATRAS 


AREA 

BUSSURIYA 

KHAS 

TO 

KUSUNDA 

DHANBAD 

STN. 

LOYABAD 

KHASKUSUNDA 

S.POOTKEE 

OCP 

LOYABAD 

VI 

GODHUR 

DHANSAR 

BANSDEOPUR 

4 

KENDW GODHUR 

ADIH 

OCP 

KOCP 

GOPALI 

KUSUNDA 

BAS 

BHAGABAND 

CHUCK 

ARE VII 

ACOLLA 

BHAGABAND 

KUSUNDA 

DHANSAR 

OCP 

OCP 

5 PUTKI-BALIHARI 

KUSUNDA 

VII 

KAPURIA 

INDUSTRY 

MOONIDIH 

7 

KUSTORE 

ENA OCP 

ROCP 

BHUTGARIA 

S.JHARIA 

6 

ROCP 

27 

SINGRA 

DAMODAR RIVER 

ADRA-GOMOH 

RLY. LINE 19 

EASTERN 

JHARIA 

AREA 

SINGRA 

JARMA 

6 

BHUT 

GORIA 

BIJRA 

GARH 

ISSCO 

27 

BHULI 

SINLA 

BAHAL 

HURRIDIH 

SAPTA 

LODHA 

LODHA 

IX 

BERA 

PATRAKULI 

JHARNA 

DOBARI 

BHAGRAMPUR 

KUYA 

GANOODIH 

AMTAL 

GOLMORA 

BIJOYDIH 

BELGARIA 

GANOODI 

OCPH 

GOLUCKDIH 

BASTACOLLA OCP 

AREA 

DHANBAD PATHARDIH RLY 

GOLUCKDIH 

KUJAMA 

NORTH N.TISRACP 

TISRA 

SOUTH 

LUPANIA 

TISRA 

TO HOWRAH 

PALANI 

SABAIGARHA 

GOVINDPUR 

TO CALCUTTA 

SAPTA 

LEGEND 

II 


FOR HIGH INCOME GROUP 


FOR MEDIUM INCOME GROUP 


FOR LOW INCOME GROUP 

AREA BOUNDRY 

COLLIERY BOUNDARY 

RIVER / JORIA 

RAILWAY LINE 

OPERATING OCP 

MAJOR ROADS 

UNDERGROUND BLOCKS 

OPENCAST BLOCKS (ORIGINAL) 

OPENCAST BLOCKS (REVISED) 

TISCO 

JEAL 

GORA 

BAG 

DIG 

JOYRAMPUR 

JEENAGORA 

OCP 

5.TISRA OCP & AUGN 

28 

21 

PARBATPUR 

PARBATPUR 

AMLABAD 

PROJECT 

9 

JEALGORA 

BARAREE 

10 

BHAWRAH BHAWRAH NORTH 

BHAWRAH OCP 

NORTH 

JEENAGORA 

SULANGA 

AMLABAD 

11 

EASTERN 

JHARIA 

AREA 

BHAWRAH 

SOUTH 

BHAWRAH SOUTH 

OCP 

PATHAR 

DIH 

SUDAMDIH 12 

INC. 

E.RLY PRADMANKHANTA 

PATHARDIH CHORD 

MAHAL 

SITAHAL 

SAPTA 

SUDAMDIH 

SHAFT 

22 

28 18 

IISCO 

SUDAMDIH 

MOHAL 

30 

GOURIGRAH 

GOURDGRAM 

TO ADRA 

23 

SAPTA 

TASRA 




FIGURE NO: 



Final Report 

Table 73: Draft Jharia Rehabilitation Plan 

Description 

Phase – I 

(1 st -5 th yr) 

Phase – II 

(6 th -10 th 

yr) 

Phase – 

III (11 th - 

15 th yr) 

Phase – 

IV (16 th - 

20 th yr) 

Total 

No of Sites 119 124 143 146 532 

Rehabilitation of BCCL 8,634 11,750 9,101 5,223 34,708 

Houses 

Rehabilitation of 3,714 4,491 4,658 3,510 16,373 

Private Houses 

Rehabilitation of 3,036 2,620 2,562 1,401 9,619 

Encroachments 

Total 15,384 18,861 16,321 10,134 60,700 

Land Requirement 487.34 515.82 442.42 274.33 1,719.91 

(acres) 

Capital Cost (Crs) 548.45 671.68 650.30 421.47 2,291.90 

BCCL and CMPDI has initiated following activities like survey of non-BCCL families falling 

within first phase of Jharia Action Plan completed. In Belgoria village within Baliapur Anchal 

about 45.11 acres of land has been identified for rehabilitation of non –BCCL families. In 

addition about 408.72 acres of land to be acquired for that proposal is being prepared by 

CMPDI. Construction of 900 units houses for first phase in progress on demonstration 

model. 

F. Key Developmental Issues 

(i) 

(ii) 

(iii) 

(iv) 

(v) 

(vi) 

(vii) 

Absence of upto date or latest Master Plan/ Landuse Plan for the entire Municipal 

Corporation leads to haphazard and uncontrolled development; 

Jharia Coal Field (JCF) covers significant area of the DMC , which ultimately leads to 

barrier for developments and hence future developments are restricted with in small 

portion of the Municipal Corporation Area; 

Absence of adequate implementation mechanism (like building by-laws and etc) and 

tools; 

Inadequate financial resources to implement schemes; 

Lack of private sector and community participation in development; 

Inadequate understanding and co-ordination between stakeholders agencies which are 

working for the city; 

Since, the Dhanbad is falling under seismic earthquake zone III, suitable construction 

technology and material are must for the guided and safe development. 



Final Report 

VIII. URBAN GOVERNANACE 

A. ULBs in the Context of 74th Constitutional Amendment 

In order to enable the urban local bodies “to perform effectively as vibrant democratic units 

of self government”, the 74th Constitutional Amendment was introduced in the Parliament 

and it became an Act in December 1992. 

This Act is a great reform act in the political context as well as in the administrative and 

financial aspects concerning the urban local bodies. 

1. Political Context 

As per Article 243-Q, every State has to constitute three types of urban local bodies - Nagar 

Panchayats (Town Panchayats) in the transitional area which is in the process of growth from 

rural to urban area; a Municipality for smaller urban area and a Corporation for a larger urban 

area. This article also lays down the broad parameters such as - population of the area, the 

density of the population therein, the revenue generated for local administration, the 

percentage of employment in non-agricultural activities, the economic importance or such 

other factors as the Governor may, by public notification specify- for formation of urban 

local bodies. 

As per Article 243R, every urban local body should comprise of elected councilors chosen by 

direct election from the territorial constituencies or wards as delimited for this purpose. 

Article 243-S provides for Constitution of Ward Committees consisting of one or more wards 

within the territorial area of the municipality having a population of three lakhs or more. 

As per Article 243-T seats have to be reserved for persons belonging to Scheduled Castes and 

Scheduled Tribes in every municipality and the number of seats reserved to be in the same 

proportion of their population to the total population. It also provides for reservation of the 

office of Chairman in all municipalities for persons belonging to Scheduled Castes/ 

Scheduled Tribes and for women as the State Legislature may provide by law. 

Article 243-U provides for the continuance for five years from the date appointed for its first 

meeting, unless sooner dissolved under any law in force. It also provides that such dissolution 

can be done only after the municipality is given a reasonable opportunity of being heard. 

More importantly, this article stipulates that an election to constitute a municipality should be 

completed before expiry of its duration and before the expiration of a period of six months 

from the date of its dissolution. 

2. Administrative and Financial Context 

Article 243W lays that the State may endow municipalities with necessary powers and 

authority to enable them to function as institutions of local self government with respect to 

the preparation of plans for economic development and social justice and performance of 



Final Report 

functions and the implementation of the schemes entrusted to them including the matter 

listed in the twelfth schedule. 

Municipal Finance and Taxes. 

The 74th Constitutional Amendment Act provides for the Constitution of a State Finance 

Commission to review the financial position of the municipalities (as well as the Panchayats) 

and make recommendations to the Governor as to the principles, which should govern: 

 

 

 

The distribution between the State and the municipalities of the net proceeds of the taxes, 

duties, tolls and fees leviable by the State, which may be divided between them under this 

part and the allocation between the municipalities at all levels of their respective shares of 

such proceeds. 

The determination of the taxes, duties, tolls and fees which may be assigned to or 

apportioned by the municipalities. 

The grants-in-aid to the municipalities from the consolidated fund of the state. 

Bihar Municipal Act authorizes a municipality to levy, collect and appropriate such taxes, 

duties, tolls and fees in accordance with the procedures subject to limits as specified by the 

legislature. Besides these, the ULBs are also empowered with certain other financial powers. 

It also provides for recommending the measures needed to improve the financial position of 

the municipalities. 

Article 243-X of the Constitution provides that the Legislature of a State may by law: 

 

 

 

 

Authorize a Municipality to levy, collect and appropriate such taxes, duties, tolls and fees 

in accordance with such procedure and subject to such limits. 

Assign to a municipality such taxes, duties, tolls and fees levied and collected by the State 

Government for such purposes and subject to such conditions and limits. 

Provide for making such grants-in-aid to the municipalities from the consolidated fund of 

the state and 

Provide for constitution of such funds for crediting all moneys received by or on behalf 

of the municipalities and also for the withdrawals of such moneys there from as may be 

specified in the law. 

Besides the above, the 74th Constitutional Amendment Act lays emphasis on Urban 

environment management and focusing on development planning and integration of rural and 

urban development plans in any district or metropolitan area. The Constitution provides for a 

District Planning Committee to consolidate the plans prepared by the Panchayats and the 

municipalities in the district and to prepare a draft development plan for the district as a 

whole. 

The 74 th Constitution Amendment Act (CAA), 1992 has imparted constitutional status on the 



Final Report 

Urban Local Bodies and assigned appropriate functions to them. A constitutional Backing is 

given to the relationship of the Urban Local Bodies (ULBs) with the State Government with 

respect to their functions and powers, ensuring of timely and regular elections, arrangements 

for revenue sharing etc. Urban Local Bodies are given additional powers including 

preparation of local development plans, programmes for ensuring social justice, 

environmental management making them responsive to the local needs. This is facilitated by 

Article 243 -W of the Constitutional Amendment (74th) Act, 1992. Following are the 

functions of the ULBs as per the 74 th CAA. 

(1) Urban planning including town planning. 

(2) Regulation of land-use and construction of buildings. 

(3) Planning for economic and social development. 

(4) Roads and bridges. 

(5) Water supply for domestic, industrial and commercial purposes. 

(6) Public health, sanitation conservancy and solid waste management. 

(7) Fire services. 

(8) Urban forestry, protection of the environment and promotion of ecological aspects. 

(9) Safeguarding the interests of weaker sections of society, including the handicapped 

and mentally retarded. 

(10) Slum improvement and up gradation. 

(11) Urban poverty alleviation. 

(12) Provision for urban amenities and facilities such as parks, gardens and playgrounds. 

(13) Promotion of cultural, educational and aesthetic aspects. 

(14) Burials and burial grounds; cremations, cremation grounds and electric crematoriums. 

(15) Cattle pounds; prevention of cruelty to animals. 

(16) Vital statistics including registration of births and deaths. 

(17) Public amenities including street lighting, parking lots, bus stops and public 

conveniences. 

(18) Regulation of slaughterhouses and tanneries. 

In conformity with the 74 th CAA, the Bihar Municipal Act, 1922 was amended and the ULBs 

are entrusted with the functions listed in the Twelfth Schedule of the constitution or Article 

243 -W of the Constitutional Amendment (74th) Act, 1992. 

The 74 th CAA also provides for the constitution of a State Finance Commission to review the 

financial position of the municipalities and make recommendation. 

The urban reforms resulting from the 74 th Constitution Amendment Act lays larger 

responsibility on the Municipal Bodies, in terms of development planning, service provision 

and fiscal affairs. The policy framework of the state and central government has provided the 

necessary impetus to the urban sector to play a pro-active role in the development process. In 

the recent developments, it is imperative for the ULBs to set their priorities and strategies 

right, designed to achieve a clear vision with an action plan. 



Final Report 

B. Institutions and Capacity 

There are various governmental agencies involved in the developmental works of any urban 

area and they are assigned different functions in their own respective jurisdictions. The 

integration and co-ordination between these agencies determine the efficiency of urban 

management and quality of life to the citizens. 

1. Institutional Framework 

(a) Dhanbad Municipal Corporation (DMC). Dhanbad Municipal Corporation is responsible 

for provision and services delivery with in its jurisdiction. However, Dhanbad Municipal 

Corporation has been created very recently (01 st February 2006) and hence it is not yet 

involved in service delivery activity other than erstwhile Dhanbad Municipality 

jurisdiction. 

(b) Mineral Area Development Authority (MADA). The Mineral Area Development 

Authority in Dhanbad in currently responsible for creation of water and sewerage 

infrastructure asset creation and bulk water supply to the entire mineral area excluding 

Dhanbad and Shindri town. MADA is also responsible for preparation of master 

plan/land use plan for the entire mineral area. The Town Planning Department in 

MADA prepares the Master Plan and Comprehensive Development Plan (CDP) for the 

city/town, and the mandate of implementing the Master Plan /CDP lies with the MADA 

and ULB. MADA also responsible for sanitation and solid waste management with in its 

jurisdiction. Planning, land development and provision of city-level infrastructure in the 

Dhanbad urban area is the responsibility of the MADA and the operation and 

maintenance of infrastructure / facilities created are the responsibility of the 

MADA/Corporation. 

(c) Water Supply & Sanitation Department (WS&SD). The Jharkhand Water Supply and 

Sanitation Department is the responsible agency for maintenance of water supply 

distribution system excluding MADA distribution area in the Municipal Corporation 

jurisdiction. 

(d) Fertilizer Corporation of India (FCI). The Fertilizer Corporation of India (FCI) provides 

water to entire Sindri town. 

(e) National Highways (NH). National Highway department is responsible for creation of 

National Highway roads with in the city and maintain the same with a specified 

standards. 

(f) Road Construction Department (RCD)/Public Works Department (PWD). The Road 

Construction Department (RCD) /Public Works Department (PWD) is responsible for 

creation and maintenance of PWD Roads passes through the city. 

(g) Jharkhand Pollution Control Board (JPCB). The Jharkhand Pollution Control Board 

(JPCB) is responsible for environmental protection and enforcement of rulings related to 

the same, passed by the competent authorities. 



Final Report 

In addition to involvement of various institutions in the development of local-level 

infrastructure, the Urban Development Department (UDD) controls local-level governance 

through the Deputy Commissioner of Dhanbad. 

Multiple Agencies such as State Highways, National Highways, Zila Parisad, and Jharkhand 

Housing Board are working for the provision of basic services and infrastructure in the 

Dhanbad Municipal Corporation area, with their own budget allotments from the State 

Government. If there are deficiencies in their service sector the respective Agencies are 

responsible. As far as Basic Services such as WS & Drainages are concerned MADA or 

WS&DB are executing agencies and if there are any deficiencies in these services, 

responsibility lies with DMC only. 

Table 74: Institutional Responsibility in Service Delivery 

Urban 


Planning & 

Design 

Construction 

/Implementation 

Operation and 

Maintenance 

Landuse/Master MADA MADA MADA 

Plan/Building 

Byelaws 

Water Supply MADA, DMC, MADA, DMC, MADA, DMC, 

WS&DB,FCI WS&DB,FCI WS&DB,FCI 

Sewerage & MADA, DMC MADA, DMC MADA, DMC 

Sanitation 

Drainage DMC DMC DMC 

Storm Water DMC DMC DMC 

Drainage 

Solid Waste MADA, DMC MADA, DMC MADA, DMC 

Management 

Municipal Roads DMC DMC DMC 

(including Flyovers) 

Street lighting DMC DMC DMC 

MADA: Mineral Area Development Authority, DMC: Dhanbad Municipal Corporation, WS&DB: Water 

Supply and Drainage Board, FCI: Fertilizer Corporation of India. 

Table 75: Role of the Private Sectors in Urban Infrastructure Provision 

Urban 

Role of Private Sector 


Present Status 

Proposed 

Water Supply - Water Treatment & Pumping Machinery 

Operations ands Maintenance are proposed 

to let out to private Sector 

Sewerage - Sewerage Treatment Plant Operations and 

Maintenance are proposed let out to private 

sector 

Drainage - - 

Storm Water 

- - 

Drainage 



Final Report 

Urban 


Solid Waste 

Management 

Municipal Roads 

(including Flyovers) 

Street lighting 

Role of Private Sector 

- In a phased manner collection and disposal 

are planned to privatize 

- Only major by-pass or ring road proposed 

to be constructed under BOT 

Only in erstwhile It is proposed to provide Operations and 

Dhanbad Municipal Maintenance to Private Sector 

area street lights are 

privatized 

Regulatory Frame work. The Bihar Municipal Act, 1922 and Patna Municipal Corporation 

Act, 1951 governs the management of Urban Local Bodies of Jharkhand and the same is 

applicable to Dhanbad. 

2. Service Delivery and Performance of ULB 

The Bihar Municipal Act, 1922 and Patna Municipal Corporation Act, 1951, governs the 

management of the Municipal Corporation. The Corporation is responsible for provision of 

services and basic amenity to the citizens, which include: 

i.) Distribution of potable water; 

ii.) Operation and maintenance of drainage and sewerage systems; 

iii.) Public lighting; 

iv.) Sanitation and public hygiene; 

v.) Construction and maintenance of bus terminals, roads, culverts, and bridges; 

vi.) Maintenance of public parks and gardens; 

vii.) Ensuring systematic urban growth; 

viii.) Regulation of building construction; and 

ix.) Licensing of commercial activities, etc. 

C. Proposed Organization Structure of DMC 

The Administrator heads the executive wing of the Corporation, and various officers in 

charge of different departments or sections assist the Administrator in managing the DMC. 

The personnel include an Additional Administrator, Deputy Administrator, Assistant 

Administrator, Chief Municipal Engineer, Public Health Officer, Chief Assessment & 

Valuation Officer, Chief Accounts Officer, Chief Administrative Officer, Town Planner and 

Medical Officer. These officers are assisted in their work by junior officials. As per the 

Restructuring Urban Management in Jharkhand prepared by Regional Centre for Urban 

Environmental Studies, Lucknow University, Luknow, the proposed organization structure of 

the Dhanbad Municipal Corporation is presented Figure 34. 

For senior positions, one or two officers for each of the departments are usually deputed 

from the State Government. The Dhanbad Municipal Corporation has neither supervisory 

powers nor any control over them. At the junior level, there are several employees for jobs 

like bill collection, sweeping, etc. 



Final Report 

Table 76: Proposed Staffing Pattern for Dhanbad Municipal Corporation 

Proposed Staff Structure 

No of Staff 


Municipal Commissioner/Administrator 1 

Additional Municipal Commissioner/Administrator 1 

Deputy Municipal Commissioner Administrator 3 

Assistant Municipal Commissioner /Administrator 4 

Engineering 

Chief Municipal Engineer 1 

Executive Engineer (Civil) 2 

Executive Engineer (Elec.) 1 

Assistant Engineer (Civil) 4 

Assistant Engineer (Elec.) 1 

Assistant Engineer (Mech.) 1 

Assistant Engineer (Transport) 1 

Jr. Engineer (Civil) 8 

Jr. Engineer (Elec.) 3 

Street Lighting Inspector 5 

Public Health 

Public Health Officer / Environmental Engineer 1 

Assistant Public Health Officer 3 

Chief Sanitary Inspector 1 

Sanitary & Food Inspector 5 

Sanitary Supervisor 50 

Revenue Department 

Chief Assessment & Valuation Officer 1 

Assessment & Valuation Officer 2 

Assistant Revenue Officer 2 

Assistant Valuation Officer 2 

Tax Superintendent 2 

Assistant Tax Superintendent 2 

Revenue Inspector 8 

Accounts 

Chief Accounts Officer 1 

Accounts Officer 1 

Assistant Accounts Officer 1 

Accountant – cum – cashier 3 

Accounts Clerk 3 

Horticulture 

Horticulture Officer 1 

Garden Superintendent 2 

Public Relations 

Public Relations Officer 1 

Public Assistant 1 

Legal 

Law Officer 1 



Final Report 

Assistant Law Officer 

Legal Assistant 1 

Office Management 

Chief Administrative Officer 1 

Administrative Officer 2 

Office Superintendent 2 

Section Officer 2 

Personal Secretary 4 

Personal Assistant/Stenographer 4 

Office Assistant 11 

Planning 

Town Planner 1 

Associate Town Planner 1 

Jr. Town Planner 

Assistant Traffic & Transport Planner 1 

Assistant Town Planner 2 

Surveyor 1 

Statistical Assistant 1 

Draftsman 1 

Tracer 1 

Blue Printer 1 

Social 

Assistant Project Officer 2 

Community Organizer 4 

Social Assistant 8 

Medical 

Medical Officer 1 

Assistant Medical Officer 1 

Veterinary Officer 1 

Source: Restructuring Urban Management in Jharkhand Report. 

Administrator. The Administrator is at the apex of this proposed structure and is responsible 

for all activities carried out by the Dhanbad Municipal Corporation. The Administrator is 

responsible for preparation and certification of all periodical records, returns and furnishes all 

information as may from time to time be required by the Municipal Corporation. He is also 

accountable for preparation of accounts. 

Additional Administrator. The Additional Administrator follows the Administrator in the 

hierarchy and is responsible for the daily functioning of the Corporation. The additional 

administrator provides necessary inputs to the administrator in day to day operations of the 

Corporation. In the absence of the administrator additional administrator may act as in charge 

administrator. Next to additional administrator deputy administrator will take charge of zonal 

level issues and administration of the same. 

Engineering Department (Water Supply). A Chief Water Supply Engineer heads the Engineering 

Department water supply and is assisted by executive engineers, assistant engineer, and junior 

engineers. To assist the engineering department functions supporting staffs are also deployed 

like, pipe line inspector, street lighting inspector, surveyor, meter reader, mechanic staff. The 



Final Report 

Executive Engineer has overall responsibility and supervises all the work taken up by the 

department. The junior engineers have ward-specific responsibilities. The major duties and 

responsibilities of the Engineering Section include construction and maintenance of roads, 

maintenance of the water supply infrastructure and maintenance of public buildings and 

structures. 

Chief Accounts Officer. The Chief Accounts Officer is head of the accounts department in 

Dhanbad Municipal Corporation. The Accounts Section a key department of the Municipal 

Corporation manages ULB finances and monitors the use of allocated funds for different 

schemes. It plays a major role in the formulation of the budget. The Chief Accounts Officer 

is responsible for supervising all financial transactions related to the DMC, advising the 

Administrator and additional Administrator on all internal financial matters, updating financial 

receipts and expenditure details in accordance with the utilization of funds, reporting 

deviations in expenditure of funds in any of the allocated schemes, assisting preparation of 

the DMC budget, maintenance of accounts regarding stamp duty, Grants, MP Grants, 

maintenance of petty cash book and general cash book and attending to audit requirements 

and other such accounts-related duties. 

Revenue Department. The Revenue Department is another important department of the 

Corporation, consisting of a Chief Assessment and Valuation Officer, Assessment & 

Valuation Officer, assistant valuation and revenue officer and etc. Some of the major 

responsibilities of the Chief Assessment and Valuation Officer include responsibility for 

collecting taxes such as, trade tax, holding /property /holding tax, advertisement tax, and 

entertainment tax; development charges; collection of duty; issuing notices for recovery of 

tax; and monitoring revenue collections of the Corporation. 

Public Health Department. The Public Health Department is responsible for Corporation 

services such as solid waste management, sanitation, environmental management etc., apart 

from other public health duties. The Public Health Officer / Environmental Officer has the 

overall responsibility for the department. One Medical Officer, Assistant Public Health 

Officer, Chief Sanitary Inspector, Head Sanitation Inspector and six Sanitary and Food 

Inspector and vaccinators, assist the Public Health Officer/Environmental Officer. Junior 

officers are in-charge of works execution at the field level, which includes monitoring and 

supervising the work of sanitary labourers in the wards under their charge and attending to 

specific local complaints. 

The present Organization setup of Mineral Area Development Authority (MADA) is 

presented in Figure 35. 



Final Report 

Figure 34: Proposed Organization Setup for New Dhanbad Municipal Corporation 

Administrator 

Deputy Administrator 

Assistant Assistant Administrator 

Administrator 

Chief Chief Municipal Engineer 

Public Public Health Health Officer Officer /CMO 

/CMO 

Chief Chief Assessment & 

Valuation Officer 

Officer 

Chief Chief Accounts 

Officer 

Officer 

Superintending 

Engineers 

Executive Engineers 

Town Town Planner 

Assistant Public 

Public 

Health Health Officer 

Officer 

Assessment & 

Valuation Officer 

Officer 

Accounts Officer 

Officer 

Assistant Engineer 

Associate Town 

Town 

Planner 

Chief Chief Sanitary 

Inspector 

Assistant Revenue 

Officer 

Officer 

Assistant Accounts 

Officer 

Officer 

Jr. Jr. Engineers 

Junior Junior Town Town Planner 

Sanitary Food 

Food 

Inspector 

Sanitary 

Supervisor 



Final Report 

Figure 35: Present Organization Setup of MADA 

Chairman 

Managing Director 

Technical Member 

Executive Engineer 

(Building Division) 


(Water Supply) 


(Town Planning) 

Secretary 

(Administration) 

Chief Medical Officer 

Horticulture 

Officer Garden & 

Environment 

H.Q H.Q Building 

AE 

AE 

Jharia 

Building AE 

AE 

Sub Sub Divisions 

Dhanbad AE 

AE 

Chas AE 

AE 

Water work 

work 

Accounts Section 

Medical Officer (H.Q) 

Superintend 

Administrative 

Medical Officer (I.O 

(I.O 

Section 

Jharia --I I AE 

Hospital) 

AE 

Water 

Jharia --II II AE 

Section 

Bacteriologist 

AE 

Holding Section 

Public Analyst 

Tetulmar AE 

AE 

Estate Section 

Kusunda AE 

AE 

Law Law Section 

Topchanchi AE 

AE 

Personal Officer 


Sanitary Inspectors 

Dhanbad, 

Baghmara, Katras, 

Jharia, Govindpur, 

Nirsa, Baliapur, 

Chirkunda, Chas, 

Mohuda, 

Chandankirari, 

Topchanchi, 

Bnojudih, Tundi, 

Gomoa, 

Bhulanbarari


Final Report 

1. Institutional Strengthening and Capacity Building 

Since the Municipal Corporation of Dhanbad has structured recently the proposed staff 

strength has to be recruited as per guidelines. 

D. Urban Governance - SWOT Analysis 


Urban Governance. It involves analyzing the internal positive (strengths) and negative 



threats). The Table 77 gives the details of the SWOT analysis of Urban Governance. 

Table 77: Urban Governance – SWOT Analysis 

Strength 

Weakness 

Absence of elected body/ public representatives; 

Lack of sufficient staff strength for administration ; 

Lack of proper co-ordination between the different line agencies and 

department in service delivery; 

No predefined work norms, job description and specific personal liability; 

Lack of political will to revise upward the holding tax; 

Very low own resources base for the corporation; 

Implementation of the provision of the 74th amendment; and 

Low level of awareness and participation among general public. 

Opportunities 

Threats 

E. Key Issues 

(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

Absence of Elected Body at Municipal Corporation level; 

Lack of powers/functions to New Dhanbad Municipal Corporation; 

Lack of coordination between various service delivery agencies in Dhanbad; 

Overlapping of jurisdiction responsibilities among various service delivery agencies; and 

Lack of reforms initiatives. 

F. Key Initiatives 

(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

To avoid municipality of institutions/authorities, co ordination system along with detailed 

responsibility matrix to be prepared and enforced; 

New DMC should consist of elected body; 

Need to revamp the existing legal framework on the line of the Model Municipal Law; 

Devolution of powers and functions to New DMC; 

Need to strengthen the human resources by immediately filling the proposed staff 



Final Report 

(vi.) 

(vii.) 

(viii.) 

(ix.) 

(x.) 

(xi.) 

(xii.) 

(xiii.) 

(xiv.) 

strength the DMC; 

Capacity Building to all levels of staffs in DMC and other local service delivery agencies 

As a part of reforms initiatives, e – governance by using IT applications and GIS mapping 

to wards documentation, complaint registration, logs and redressal system, upkeeping of 

centralized data base of citizens; 

As suggest in the JNNURM reforms are need to carried out; 

Outsourcing and Private Sector Partnership areas are needed to be explored and also to 

be encouraged; 

All assistants and clerks should have working knowledge of computer; 

The Tax Collection work may be outsourced by amending the Municipal acts; 

The services of Meter Reader, Tax Collectors, Admin, Electrician/Mechanic, Driver, 

Peon, Guard, Cleaner and Scavengers etc., should be contract basis; 

The number of scavengers should be minimum and the scavenging should be arranged 

under public private partnership; and 

Development and maintenance of parks, play grounds etc. should be outsourced or done 

under public private partnership. 



Final Report 

IX. 

BASIC SERVICES FOR URBAN POOR 

A. Overview 

Slums and squatter settlements are essentially products of urban poverty. Almost by 

definition, the population living in slums lack access to basic infrastructure services such as 

safe water, sanitation, solid waste collection and disposal, drainage, access roads, streetlights, 

neighborhood amenities (e.g., safe play areas for children and community facilities), and 

electricity. 

Owing to rapid urbanization in and around the city, large influx of the migrants has been 

observed, which has resulted in formation of slums. The city presents a wide range of 

activities in various Industrial, Institutional, Commercial and Tread sectors. Growth in such 

activities, possibilities of absorption in various service sectors, scope of employment in trade 

and business activities, hawking, retailing, carting etc. could have attracted rural poor to the 

city. There is no comprehensive estimated/surveyed slum population living in Dhanbad 

Municipal Corporation jurisdiction and hence through discussion it was estimated that around 

three lakh population will reside in slum. Following table presents the detailed slum 

settlement wise population records available with local authority. Besides this there are many 

slums in the city, since the Municipal Corporation newly formed base line survey need to be 

carried out. 

Table 78: List of Slums 

Slum Location Population - 2001 


Bauripara 294 

Dompara 283 

Maiyarapara 230 

Masterpara 188 

Simaldih 299 

Telipara 379 

Devipara 193 

Aitbarinagar 307 

Jharnapara 267 

Jharnapada Khatal 196 

Adivasi Tola 97 

Pampu Talab 126 

Hadipara 403 

Bhistipara 483 

VinodNagar JhapadPatti 911 

CheeraGora 82 

Hindu Mission Road PremNagar 407 

LaadBani 773 

KorangaPatti 3693 

Dompara Housing Collony 396 



Final Report 


Pandit Clinic Road 101 

Mochi Basti 201 

BekarBandh Khataal 542 

RamNagar Collony 183 

Khatik Basti 61 

Kasturba Nagar 192 

Combined Building Area 99 

Shimla Beda 537 

Kali Mandir 132 

Jharudih 361 

Das Tola 97 

RangaTand 284 

Kabristan Road 163 

Kumhar Club 246 

Paryatan Collony 179 

Hill Collony 299 

Bhatta Muhalla 281 

Dhobi Muhalla 301 

Traction Collony RangaTand 191 

Dompara Naya Bazaar 99 

YatimKhana 335 

Gaddi Muhalla 377 

Diamond Crossing 694 

Bauripara 109 

Bhuli Mod Khataal 142 

Ghurni Juria 655 

Karbala Road 150 

Jain Mahaliya 189 

HadiPara 477 

Matkuria Khataal 277 

Gurudwara Khataal 368 

Mahavir Sthaan 517 

Bhiyan Ghoda, Dhansar 506 

Prem Nagar 577 

Anugrah Nagar 154 

Bank More Khataal 178 

ChandraVanshi Nagar 83 

Exchange Road Gali 315 

Dari Muhalla PuranaBazaar 408 

Shamshan Road Khataal 119 

SurendraNagar DhobiPara 175 

B P Sinha Smarak College Campus 2578 

Chhai Gadda 773 

DomPara 200 

KhatikPara 395 

Thathera Basti 265 

GandhiNagar 1465 



Final Report 


Refugee Collony 54 

Refugee Market DomPara 825 

Bari 129 

TikiyaPara 580 

ImariyaTand 446 

S T C Compound 356 

D S Collony JhopadPatti 56 

Purana Station 771 

Dompara JhopadPatti 307 

KhatikBasti Goshala 231 

Dhobia Talab Kshetra 276 

Bhooda Basti 587 

Mahavir Nagar 530 

Barmasia Shankar Nagar 783 

BRTC Kushth Collony 132 

Gajua Tand 789 

Kumhar Patti Kshetra 560 

Gadi Godaam 267 

ManaiTand Basti 237 

Shanti Collony Kshetra 149 

Rajpati Sahu Collony 188 

Chhoti Maszid Kshetra 356 

Gadi Godaam SchoolKshetra 479 

SivaPara Talab Kshetra 338 

KurmiPara Kshetra, DomPara ManiTand 308 

Jahrkhand Office Kshetra 328 

Chhath Talab Kshetra 298 

Gopal Nagar Kshetra 126 

ManaiTand PaniTanki Area 217 

TaadBagaan Khsetra 469 

Rani Talab Kshetra 600 

DomPara Kshetra 478 

Sub Total – Dhanbad 39,287 

Jharia 

MalGarha 

6,600 

Husainabad Shivnagar 

Chauthaikulhi Dharmnagar 

Chauthaikulhi Husainabad 

Chauthaikulhi BauriMuhalla 

Chauthaikulhi AnandNagar 

Chauthaikulhi IndiraNagar 

Chauthaikulhi TabarBaghan 

Suratand 

4,000 

Baniaheer 

Shahnagar Jharia 

ShamsherNagar Ghaskapatti 

Santoshnagar 2,400 



Final Report 


Sabzi Baghan 

Charnambar Jharia 

Nayi Dunia Kodiapatti 

Balugadda Kodiapatti 

2,400 

Cheenkodi 

Balugadda 

Balugadda Khadan 

KoyariBandh Razakpatti 

2,600 

KoyariBandh Balmiki Muhalla 

Kumharpatti 

Bakrihaat Jharia 

1,500 

KumharPatti KatrasMore 

PuranaRazaGarh 

Bauri Muhalla 

Sub Total – Jharia 19,500 

Katras 

Shakra Tand 198 

SalamPur 420 

Bhandaridih 258 

Chatabad 534 

Katras Bazar Handitola 378 

Sub Total – Katras 1,788 

Chattatand 

E B Section 1500 

Etwal 900 

Rajputi Basti (Muslim Patti) 1450 

Chhath Talab (Kali Mandir) 300 

Simariyan Tand 340 

Neemtalla 125 

Harizan Tola 230 

Keduahdih 5 no 250 

Gwala Patti 992 

Khatik Patti, Pasi Mullah, Sabzi Mandi 345 

Gwala Patti, Kendua Bazaar 350 

Bauri Tola, Kendua 569 

Kendua Kathgola 1870 

9 no. Chhatatand 240 

Munda, Babu Basa 800 

Pasi Tola, Ghuiyan Tola, Karkend 500 

Sub Total – Chattatand 10,761 

Sindhri 

Old Market Sindri 163 

At Roharabandh 115 

Domgarh Near DKN 17 

DL2 Sundar Nagar 253 

CT, Domgarh 68 

Behind Roharabandh P.O. 31 



Final Report 


Anand Lake 223 

Badia Tola Chatatand 216 

Sub Total – Sindhri 1,086 

Grand Total 72,621 

B. Infrastructure Provision in Slums 

Slums in Dhanbad Municipal Corporation lack proper infrastructure facilities, as like any 

other slum in the country. As per the discussion with the local authorities, the overall view 

about the existing infrastructure in the slums is understood and presented below. To improve 

the condition of slums and to make slum dwellers self-dependent, government is initiating 

various programs, which has been described in the following section. 

Housing. Hosing condition in Dhanbad Municipal Corporation slums found very poor. A large 

proportion of households were found staying in kutcha houses and remaining households 

stay in pucca houses, where, percentage of households staying in R.C.C. is very less. Majority 

of households reside in houses with built area less than 100 Sq. ft. It was noticed that 

residential status of most of the Unapproved Slum households was temporary, where 

settlement have developed within the last 10 years due to growing migration in the City. As 

per the records almost 50,000 dwelling units are required to meet the demand. 

Water Supply. The main source of water supply in 

slums is met through hand pumps and public stand 

posts (PSPs). The local authorities have provided 

2,753 units of Water Tank Taps/Hand pumps/PSPs 

covering all the slums. Dependency on the hand 

pump is high, varies between a very high of 

approximately 500 persons per PSP to a low of 

approximately 50 persons per PSP in Slums. 

Average dependency is approximately 500 persons 

per PSP against the standard norm of 75 persons 

per hand pumps or PSPs. 

Sewerage and Sanitation. The most prevalent safe sanitation facility available in slum is public 

conveniences. However, existing sanitation facilities are inadequate to meet the requirement. 

The population in slums either use nearby public toilets or defecate on open lands. 

Solid Waste Management. There is no proper solid waste management mechanism exist in slums. 

As per the discussions with the slum dwellers, it was stated that only very few slums have 

dustbins, which are also in bad condition and need replacements. As a result, in most of the 

slums, the waste is disposed in nearby vacant areas creating unhygienic conditions. 

Roads. The local authorities have provided only un-surfaced roads in the slum areas in 

Dhanbad Municipal Corporation area. As per discussion with the local authorities most of the 

slum area roads have to be resurfaced or strengthened. 

Storm Water Drains. As per discussions with local authorities, it was indicated that Slums in 



Final Report 

Dhanbad city is not provided with pucca Storm 

water drains. Although, there are kutcha drains, 

which were often noticed to damaged or clogged due 

to solid waste dumping. Hence, there is a demand 

for new formation of drains along existing roads and 

new roads. 

Street Lights. It is noticed that several road junctions 

and street stretches are poorly lighting facility, and 

some of the slums are devoid of any facilities for street lighting. 

C. Key Issues 

The following are key issues pertaining to basic services for poor in Dhanbad Municipal 


(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

Lack of Basic Infrastructure Facilities. Although most of the slums are located in the 

core areas of the city, they are characterized by poor quality of life induced by inadequate 

basic infrastructure. Absence of dustbins, drains, surfaced roads and solid waste collection 

systems lead to poor quality of living. 

Inadequate Access to Sanitation. The poorest of poor households do not have the 

means to afford individual toilets. Non existence of public toilets and sanitation facilities, 

resulting in open defection and drains being used for sewer outlays. The issue is to devise 

strategies to ensure adequate access to toilets to all poor households in the city. 

Inadequate Public Stand Post. There obviously exists a high dependence of slum 

population on public stand post. 

Dearth of health and education facilities. Owing to the absence of health facilities, 

education institutions and community infrastructure facilities in the slum area has resulted 

unhygienic living conditions and lack of awareness amount community. 

Ineffective Poverty Alleviation Programs. The benefits of urban poverty alleviation 

programs (UPAPs) have not reached the city’s slum/urban poor households. Lack of 

community participation. 



Final Report 

X. VISION, GOALS AND SECTORAL STRATEGIES 

A. Identification of Stakeholders 

The stakeholders cover all the defined sectors and include NGOs, Government organisations 

(like DMC, MADA, PHED (WS&DB), Dhanbad Deputy Commissioner, Urban 

Development Department, District Collectorate, Public Works Department (PWD), Road 

Construction Department (RCD), Jharkhand Pollution Control Board, BCCL, TISCO, Block 

Development Officers (BDOs), Circle Officers (COs), District Mining Department, Railway 

Department, ISM, FCI, CMRI, CMPDI, District Industrial Centre, Police Department, 

Tourism Officer, Fire Station Officer, Jharia Rehabilitation Development Authority (JRDA) 

and District Development Commissioner and etc.), Commercial organisations, Industries and 

Trade Unions, Jharkhand State Urban Development Minister, M.P, MLAs, Ex-MLAs, Ex- 

MPs, eminent citizens, technocrats, social workers etc. All the stakeholders and the citizens of 

the City become the planning partners of the City Development Plan. 

All the stakeholders identified are a part of the City Development Planning Process and their 

identification of the various issues and suggestions for the improvement of the quality of life 

in the City are very much a part of the City Development Plan. 

B. Consultation Process 

This is a significant phase, involving consensus 

building through stakeholder consultations to 

identify key issues facing the particular city, 

establishing a vision for development and 

identifying specific goals, objectives and priorities. 

The focus of the City Development Plan 

preparation visioning exercise was on ensuring 

adequate stakeholder participation to arrive at a 

shared vision for the city, with regards economic 

development and quality of life. 

One day kick-off meeting was organized on 18 th of 

May 2006 to brief the City Development Plan 

process and approach at Deputy Commissioner 

Officer. Deputy Commissioner Chaired the meeting 

and key stakeholders were invited to participate in 

the planning process of CDP. 

Two -day consultation workshop was organized on 

10 th and 11 th of July 2006 at ISM Lecture Theatre 

and at CMRI Auditorium respectively. List of 

participants attended for consultation workshop are 



Final Report 

presented in Annexure. The “State of City Report” 

was presented before the stakeholder, to arrive at a 

shared vision, goals and projects and its 

prioritization by involving all stakeholders. After the 

presentation in the second half of the first day, 

Focused group discussions was organized to 

deliberate on the various issues facing the city and to 

identify a long list of projects/broad strategies to 

address the issues. Four different groups were 

formed namely, Urban Infrastructure facilities & 

Urban Environment, Urban Planning & Growth Management, Urban Transport, Urban 

Governance and Municipal Finance. In the second day of the workshop out come of the first 

day workshop was presented and subsequently consensus were arrived. The outcome of the 

focused group discussions was establishing the key issues facing the city, and strategies to 

address them. 

Based on the outcomes of the focused group discussions and the SWOT analysis a vision 

regarding economic development and quality of life for the city was drafted so as to address 

the economic development and quality of life 

The City Development Plan process of Dhanbad has undergone extensive consultative 

process with its key stakeholders, including consultation workshops and individual 

consultation with key stake holders in prioritizing the key sectors for investments and reform 

initiatives. Existing status of infrastructure facilities is presented in Figure 36. 

Figure 36: Sector wise priority based on Consultation findings 

Storm Water Drainage 

Street Light 

Water Supply 

Urban Transport 

Solid Waste Management 

Drainage and Sanitation 

Ok 

Poor 

Very Poor 

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 

Quality of Service 



Final Report 

C. Vision 

Vision of Dhanbad is: 

“To improve the quality of life, 

Develop Eco – friendly, 

Universal Services for all and Economically Vibrant City “ 

1. Urban Planning & Growth Management 

The key issues emerging out of planning and growth management areas are absence of Master 

Plan/Landuse plan for the entire Municipal Corporation leads to unplanned haphazard 

development. Since, the Jharia Coal Field covers significant portion of DMC, which restrict 

the developments towards one single direction. Absence of implementation mechanism and 

tools, inadequate financial resources to implement the schemes and lack of private sector 

participation and community involvement in development process. 

Vision for Urban Planning & Growth Management: “Guided Urban Development with 

open spaces and recreational facilities for the City” 

Strategies and Action Plan 

Considering the present key issues emerged from the study, a robust strategy for Planning and 

Growth Management is adopted. Detailed strategy is furnished below which covers policy 

level planning, reforms, institutional strengthening, preparation of Master Plan/Landuse Plan 

and Land development mechanism. 

(i.) 

Preparation of Comprehensive Master Plan/Landuse Plan. Preparation of a 

comprehensive Master Plan and Landuse Plan that adopts the spirit of the final vision 

document / plan, covering various developmental elements including: 

a. Urban Economy; 

b. Urban Environment & Hazards Zones; 

c. Housing and land development; 

d. Urban Poor and Slum Infrastructure; 

e. Urban Infrastructure development; 

f. Transportation; 

g. Social Infrastructure; and 

h. Institutional development and organizational responsibilities. 

(ii.) 

Development of Implementation Mechanism. Devising and adopting appropriate 

implementation mechanisms to facilitate implementation of the master plan and Landuse 

plan proposals; 



Final Report 

(iii.) 

(iv.) 

(v.) 

(vi.) 

Preparation of Resource Mobilization Plan. Preparation of a financial and operating 

plan that addresses the resource requirement for implementation and maintenance of the 

master plan proposals; 

Development of New areas through Town Planning Schemes. Development of new 

areas through implementation of Town Planning Schemes. Detailed development plan 

has to be prepared for the selected new areas with the guidance of master plan /land use 

plan for the city. 

Institutional Strengthening and Capacity Building. Preparation of an institutional 

action plan matrix that lists out and defines roles and responsibilities of various 

stakeholder agencies; and 

Encourage Private Sector Participation in Urban Development. Formulate 

guidelines that facilitate and encourage private investment in implementation and/or 

operation and maintenance of urban infrastructure projects. 

Land is the key resource in physical planning, growth management and housing development, 

and the success of any housing strategy depends largely on availability of land parcels of 

appropriate size and at appropriate locations. It would be very relevant for the MADA to 

garner large tracts of land and prepare zonal and local area plans earmarking and allocating 

land for master plan proposals. 

The simplest mechanism for procuring land for development is by way of acquisition against 

monetary compensation. But for this, the implementation agency would require significant 

financial capital resources upfront, which is not possible considering already constrained fiscal 

situation of governments. Also, land acquisition is a time-consuming and cumbersome 

process, involving several legal issues. Some of the mechanisms for land assembly or 

development that could be considered are: 

(i.) Land Sharing Mechanism 

(ii.) Mechanism of Transferable Development Rights 

(iii.) Mechanism of Accommodation Reservation 

(iv.) Concept of FAR Bank for Resource Mobilization 

(i.) 

(ii.) 

Land Sharing Mechanism. Under the land sharing mechanism, the implementing 

agency takes over for development a large area of land belonging to several owners. Land 

is organized into regular plots of standard size, after provision of land for roads, open 

spaces and social amenities. The organized plots are then returned to the original owners, 

so that the owners get back 40 to 50 per cent of their original land holding. By this 

mechanism, the implementing agency acquires 60 per cent of the total land, free of cost, 

to provide for the road network and other infrastructure and social amenities as per 

planning norms. 

Mechanism of Transferable Development Rights. This mechanism is aimed at 

procuring land for provision of social amenities. Under this mechanism, the 

implementing agency negotiates with the landowner to trade his/her land for additional 

development rights (in the form of additional FAR) elsewhere (in designated areas, which 

can take the pressure of higher FAR) in the city. In this process, the implementing agency 



Final Report 

acquires land free of cost. 

(iii.) 

(iv.) 

Mechanism of Accommodation Recommendation. The mechanism of accommodation 

reservation is also aimed at procuring land for provision of social amenities. Here, the 

owner of the land where the social amenity is proposed to be developed is required to 

part with a part of his/her land (say 50 per cent), while he/she is allowed to develop the 

remaining part up to an extent equivalent to the full FAR achievable on the original plot 

size. In this process, the owner of the plot does not lose out on the achievable built-up 

area, while the implementing agency gets land free of cost. This mechanism also needs to 

be implemented in designated areas that have the capacity to service additional FAR. 

Concept of FAR Bank for Resource Mobilization. The concept of FAR bank can be 

an effective tool for resource mobilization, while ensuring controlled development. This 

concept entails establishing and applying a base FAR at say 0.75 to 1.0, which is 

permissible in all areas. The implementing agency designates certain prime areas like 

commercial centers and high-rise residential complexes, where extra FAR can be bought 

at a premium. The rate of premium is set depending upon market value and the demand 

for additional FAR in different areas. However, as in the case of other mechanisms 

involving trading of land for additional FAR, the concept of FAR bank would also require 

adequate provisions in the development plan that earmark locations/zones where 

additional FAR can be absorbed, based on available road-width and capacity of the 

infrastructure. 

Table 79: Strategy Time Frame – Planning & Growth Management 

Strategy 2007 2008 2009 2010 2011 2012 2013 

Preparation of Comprehensive 

Master Plan / Landuse Plan 

for DMC and integration of 

existing master plan erstwhile 

Dhanbad Municipality 

Preparation of Micro level 

plans to support the Master 

Plan / Landuse Plan (TP 

Schemes) 

Development of New 

Residential Township 

Development of Land through 

innovative mechanism for land 

acquisition and resource 

mobilization 

Decongest the existing CBD 

and development of alternative 

CBD 

Institutional Strengthening and 

Capacity Building 

Encourage Private Sector 

Participation in Urban 

Development 



Final Report 


Based on the review of the existing water supply scenario, the following key issues are 

identified. There is a low level of supply due to inadequate perennial source, owing to age old 

/worn-out distribution network leakages and low carrying capacity also noticed in the water 

supply system. Inadequate distribution network coverage and absence of summer storage tank 

also an importance factor in water supply system. There is a huge demand supply gap which is 

likely to widen drastically in future. No regulatory mechanism to oversee the functioning of 

the sector and to fix service standards as well as tariff to meet capital and operating 

expenditure is another problem. 

Vision for Water Supply: “Adequate supply of potable water within easy reach to each 

and every household” 

Goals and Service Outcome 

Considering the above key issues, the following goals for different horizon period have been 

identified. 

Table 80: Goal and Service Outcome - Water Supply 

Goal 

Current 2011 2013 2016 2026 

Status 

Network coverage to 15-20% 100% 100% 100% 100% 

households 

Per Capita Supply 66 lpcd 150 lpcd 150% 150 lpcd 150 lpcd 

24 / 7 Water Supply - 50% 60% 80% 100% 

Quality of Water Good Safe & 

Good 

Safe & 

Good 

Safe & 

Good 

Safe & 

Good 

Non Revenue Water 40% 30% 20% 20% 15% 

Consumer Metering 50% 75% 25% 100% 100% 

Cost Recovery 

(percent of O&M) 

- 80% 100% 100% 100% 


Considering the present key issues and identified goals, a robust strategy for water supply is 

adopted. Detailed strategy is furnished below which covers policy level planning, reforms, 

institutional strengthening, source augmentation and service delivery aspects. 

(i.) 

(ii.) 

Water Supply System Rehabilitation Plan. The existing distribution system is pretty 

old and suffers from leakages etc. thus reducing its carrying capacity. The existing 

distribution network need complete overhauling by replacing old defunct and inadequate 

piping system by proper distribution network. 

Comprehensive Water Supply Planning. While the current works shall focus on the 

source augmentation, yield increase, adequate storage, adequate distribution network 

reach and treatment facilities for future requirements, the programme shall be so designed 

to match the Dhanbad Municipal Corporation needs. The entire system shall be 

augmented and structured in a sustained process. 



Final Report 

(iii.) 

(iv.) 

(v.) 

(vi.) 

(vii.) 

(viii.) 

Asset Management Plan. To address the condition assessment and the performance of 

the water supply assets, it is recommended that an asset management plan be prepared for 

the assets of water supply in Dhanbad Municipal Corporation. 

Water Supply Operation and Maintenance Plan. Adoption of an O&M Plan and 

Schedule, including options of using the private sector for O&M (e.g. management 

contract). The management contracts entered into by the corporation with private 

companies to improve the O&M facilities making the private company solely responsible 

for the entire O&M of the system, based on an agreed annual fee shall be continued 

vigorously added with inbuilt incentives for improved performance. 

Water Management Plan. Adoption of comprehensive strategy for water management 

through leak detection, conducting energy audit study for checking of Unaccounted for 

water and strategy for use of recycled water for non potable use, based on a pilot study 

for the Municipal Corporation. 

Mapping and Geographical Information System (GIS). To address the issue of 

system rehabilitation, mapping and establishing a GIS system is pertinent to detail out 

system location, characteristics, age and condition. This would enable identifying 

dilapidated sections of the network and those that require replacement. 

Performance Benchmarking and Monitoring. Developing key performance indicators 

to monitor and adopting best practices to improve the sustainable performance of the 

water supply system. 

Institutional Strengthening and Capacity Building. The proposed staff members of 

the Engineering department in DMC, existing staff members in MADA, PHED shall 

undergo training in project planning, implementation, monitoring and evaluation. 

Significance of peoples’ participation on water conservation shall also be realised. 

The time frame to achieve the above mentioned strategies are presented in the following 

table. 

Table 81: Strategy Time Frame - Water Supply 

Strategy 2007 2008 2009 2010 2011 2012 2013 

Water Supply Rehab. Plan 

Comprehensive W/S Planning 

Asset Management Plan 

Water Management Plan 

Mapping & GIS 

Piloting 24/7 water supply 

Source Augmentation 

Storage Capacity 

Augmentation 

Network coverage for general 

households 

Performance Benchmarking & 

monitoring 



Final Report 

Strategy 2007 2008 2009 2010 2011 2012 2013 



3. Sewerage and Sanitation 

The key issues pertaining to sewerage and sanitation is absence of safe disposal system, dearth 

of safe sanitation facilities and inadequate and ill maintained public sanitation facilities leads to 

unhygienic living environment in the city. Following goals and strategies are framed to 

overcome the deficiencies in the system. 

Vision for Sewerage and Sanitation: “To Develop a recyclable, cost effective 

environmental friendly sewerage system and safe sanitation facilities for all“ 


Considering the above key issues in sewerage and sanitation sector, the following goals for 

different horizon years have been identified. 

Table 82: Goal and Service Outcome – Sewerage and Sanitation 

Goal 

Current 2011 2013 2016 2026 

Status 

Sewer Network 

Nil 80% 100% 100% 100% 

coverage to 

households 

Treatment and 

Nil 100% 100% 100% 100% 

Disposal arrangements 

Recycling and Reuse Nil 10% 15% 20% 50% 

Cost Recovery (as a Nil 50% 60% 85% 100% 

percent of O&M) 

Safe Sanitation 

Facilities 


Final Report 

(iii.) 

(iv.) 

(v.) 

(vi.) 

Awareness Campaign on Recycle and Reuse. An awareness campaign regarding the 

importance of recycling and reusing of waste water for various household purposes shall 

be taken up to tackle any unforeseen situation in future. A plan shall also be drawn to 

setup recycling plants in near future along with treatment plants. 

Asset Management Plan. To address the condition assessment and the performance of 

the sewerage system, it is recommended that an asset management plan be prepared for 

the assets of sewerage system in Dhanbad Municipal Corporation. 

Performance Benchmarking and Monitoring. Developing key performance indicators 

to monitor and adopting best practices to improve the sustainable performance of the 

water supply system. 


the Engineering department in DMC and existing staff members in MADA shall undergo 

training in project planning, implementation, monitoring and evaluation. 


table. 

Table 83: Strategy Time Frame – Sewerage and Sanitation 

Strategy 2007 2008 2009 2010 2011 2012 2013 

Comprehensive Sewerage 

System Plan 

Awareness Campaign on 

Recycle and Reuse 

Asset Management Plan 

Mapping & GIS 

Creation of STPs 

Network coverage for general 

households 

Performance Benchmarking & 

Monitoring 



4. Storm Water Drainage and Primary Drainage 

The key issues pertaining to storm water drainage and primary drainage is absence of safe 

disposal system, dearth of safe sanitation facilities and inadequate and ill maintained public 

sanitation facilities leads to unhygienic living environment in the city. Following goals and 

strategies are framed to overcome the deficiencies in the system. 

Vision for Drainage: “To develop an efficient drainage system to ensure cleanliness of 

city” 


Considering the above key issues in storm water drainage and primary drainage sector, the 



Final Report 

following goals for different horizon years have been identified. 

Table 84: Goal and Service Outcome – Drainage 

Goal 

Current 2011 2013 2016 2026 

Status 

Storm Water Drainage 63 100% 100% 100% 100% 

Network coverage 

Rehabilitation of 

- 100% 100% 100% 100% 

Existing Pucca Drains 

Upgradation of 

- 10% 100% 100% 100% 

Existing Kutcha 

Drains to Pucca 

Drains 

Rehabilitation of 

existing primary 

nallahs and water 

bodies 

- 50% 100% 75% 100% 


(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

Storm Water Drainage Rehabilitation Programme. Under this programme a study 

shall be taken up to identify the flood spots within the Municipal Corporation. This shall 

be based on the past history of floods and contour survey of all the drains in the city and 

their conditions. Mere cleaning of the drains could drain most of the flood spots. In 

almost all the cases, strengthening of the drains and construction of leading drains will 

have to be taken up. Desilting exercise has to be taken up in all the natural and open 

drains. Based on the necessity that arises out of the study, the drains are to be remodeled 

from the origin to the outfall. 

Rehabilitation and Strengthening of Primary Drainage /Nallahs. The primary 

drains are inadequate to handle the flash floods as they are not systematically designed 

and are not fully constructed in some sections. Moreover, significant reduction in depth 

and width are noticed due to siltation and encroachment of drain bunds. To alleviate 

these, a rehabilitation and improvement program is recommended. 

Construction and Upgradation of Road side Storm Water Drains. The available road 

side storm water drainage is inadequate to meet the current and future requirements and 

hence construction and upgradation of road side storm water drains has been 

recommended. 

Rejuvenation of Water Bodies. Rejuvenation and Rehabilitation works for Water 

Bodies, through de-silting, bunding works and Intersection and Diversion of Sewage 

wherever required. 

Efficient and Effective Operation and Maintenance Plan. There shall be a separate 

operation and maintenance plan to be prepared to maintain the road side drains and water 

bodies that created or upgraded during the plan period. 




Final Report 

table. 

Table 85: Strategy and Time Frame – Storm Water Drainage 

Strategy 2007 2008 2009 2010 2011 2012 2013 


Rehabilitation Programme 

Rehabilitation and 

strengthening of primary 

Nallahs 

Construction and Upgradation 

of Drains 

Efficient Operation and 

Maintenance Plan 

5. Preservation and Rejuvenation of Water Bodies 

The key issues pertaining to water Bodies preservation is low level of utilization of water 

bodies, polluting water bodies through direct let out of domestic sewage, industrial and 

chemical wastes. Encroachments of water bodies, lack of institutional framework and 

resources ultimately leads to unhygienic condition of lakes and ponds in the city. Following 

goals and strategies are framed to overcome the deficiencies in the preservation of water 

bodies. 

Vision for Preservation Water Bodies: “To develop pollution free water bodies and 

optimum utilization of lakes and ponds for recreational facilities in city” 


Considering the above key issues in preservation of lake and ponds, the following goals for 

different horizon years have been identified. 

Table 86: Goal and Service Outcome – Preservation of Water Bodies 

Goal 

Current 2011 2013 2016 2026 

Status 

Preservation Water 

- 100% 100% 100% 100% 

Bodies 

Rejuvenation of Lakes 

and Ponds 

- 70% 100% 100% 100% 


(i.) 

(ii.) 

Eviction of Encroachments. Under this programme, identify the lakes and ponds which 

are encroached and same should be evicted this should be taken as first priority. 

Preservation of Water Bodies. Under this programme a study shall be taken up to 

identify lakes and ponds which are polluted in the city and necessary actions shall be 

taken up to reroute the domestic sewage outfalls, nallahs and chemicals wastes which are 



Final Report 

letting out to the water bodies. In almost all the cases, strengthening of the lakes and 

ponds desilting exercise has to be taken up in all the water bodies. 

(iii.) 

Rejuvenation of Water Bodies and Development of Water Parks. Rejuvenation and 

Rehabilitation works for Water Bodies, through de-silting, bunding works and 

Intersection and Diversion of Sewage wherever required. Development of boating 

facilities and other recreational facilities like amusement/water parks. 


table. 

Table 87: Strategy Time Frame – Preservation of Water Bodies 

Strategy 2007 2008 2009 2010 2011 2012 2013 

Eviction of Encroachments 

Preservation of Water Bodies 

Rejuvenation of Water Bodies 

Development of Water Parks 

IEC Activities 


The key issues pertaining to solid Waste Management system is dearth of effective primary 

collection mechanism, inadequate no of dust bins, irregular street sweeping, poor waste 

collection performance and absence of safe and scientific disposal mechanism leads to 

unhygienic and unhealthy living environment in the city. Following goals and strategies are 

framed to overcome the deficiencies in the system. 

Vision for Solid Waste Management: “To achieve environmentally sustainable waste 

Management practice” 


Table 88: Goal and Service outcome – Solid Waste Management 

Goal 

Current 2011 2013 2016 2026 

Status 

Door to Door 

- 100% 100% 100% 100% 

Collection system 

Encourage Source - 100% 100% 100% 100% 

Segregation 

Improved Waste 37% 60% 100% 100% 100% 

Collection 

Efficiency 

Mechanized Waste - 50% 60% 75% 100% 

Handling 

Scientific Waste 

- 60% 75% 100% 100% 

Disposal 

Cost Recovery of 

O&M 

- 30% 50% 85% 100% 



Final Report 

Goal 

Private Sector 

Participation 

Current 

Status 

2011 2013 2016 2026 

- Primary Primary Complete Complete 

Waste Waste Collection Collection 

Collection Collection and and 

Disposal Disposal 


(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

Implementation of ‘Door-to-door collection’ through 100 percent privatization. In 

order to achieve the above objective, a ‘Bin system of Solid Waste Storage’ at source is 

being recommended. As per this system, each of the households shall be directed to keep 

separate bins/ containers for biodegradable and non-biodegradable waste generated 

within their premises. The segregated waste so stored in these bins will have to be 

transferred to the dumper placer provided for each area. 

Source Segregation and Collection of Commercial Waste, through privatization; 

and Source Segregation and Collection of Hotels and Market Waste. Construction 

waste has to be stored at the premises of the construction either in skips or suitable 

containers and has to be directly emptied to the notified disposal site by the generator. 

Meat and fish markets should store waste in non-corrosive bins of maximum 100-liter 

capacity each and transfer contents to large container to be kept at the market just before 

lifting of such large containers. Slaughterhouses should keep separate containers for 

animal waste and other wastes. It is also being recommended that this system of source 

segregation and storage is encouraged through community education and awareness 

campaigns and hence no capital investments are envisaged in this regard. Introduction of 

bio-medical waste management facility with support from Indian Medical Association, is 

also recommended. 

Street Sweeping and Mooping on Daily Basis. Since further areas and eventually the 

entire city is proposed to be brought under privatization, it is considered that there would 

not be any further requirement to induct conservancy workers. The existing street 

sweeping operations in Dhanbad Municipal Corporation are satisfactory and to ensure 

operational efficiency of the system, the following measures are suggested. (a) Markets 

and other areas of the city shall be swept at least twice a day and sweeping should be done 

on Sundays and holidays in core areas and denser areas; (b) Sweepings shall be collected 

separately as degradable and non-biodegradable waste and deposit in containers kept at 

various locations and a separate crew equipped with appropriate implements may do desilting 

of larger drains. 

Community Participation and Enforcement of By-laws and Waste Collection and 

Handling Rules. It is recommended that the community be involved in primary 

collection through segregation at household level to minimize the number of waste 

handling operation. Non-biodegradable waste shall be collected separately from premises 

where door to door collections are organized. Present system of primary collection should 

be supplemented by introducing multi-bin carts (Push carts / Tricycles) covering the 

entire area of the city. 

Efficient Secondary Collection and Transportation System. It is also recommended 



Final Report 

that Dual Loaded Dumper Placers (DLDPs) be introduced to improve the collection 

efficiency and to cover 80 percent area of the Dhanbad Municipal Corporation area in 

phased manner. The introduction of Dual Loaded Dumper Placers shall eliminate the 

need of the Secondary Collection Points. Instead of these collection points, in the end, 

transfer stations with advanced segregation and recycling facilities may be introduced, in 

the future. 

(vi.) 

(vii.) 

(viii.) 

(vii.) 

Composting of Organic Waste. Approximately 60% of the waste generated in Dhanbad 

is organic nature. The land requirement for compost facility will have to be 

accommodated Windrow Pads, Ancillaries and Circulation area. 

Sanitary Land Filling of Inorganic Waste and the Compost Rejects. Inorganic waste 

constitutes approximately 40 percent. Landfill facility design is based on CPHEEO design 

assumptions for Sanitary Landfills, wherein a landfill height of 5 m and a bulk density of 

0.85 Tons/ m3 are assumed. However, the actual height of landfill depends on the 

geological/ geographical conditions of the site and technology of landfill development. 

Educating the community on 4R strategy (Reduce, Reuse, Recycle and Recover). 


the Sanitation department in DMC and existing staff members in MADA shall undergo 

training in project planning, implementation, monitoring and evaluation. 


table. 

Table 89: Strategy Time Frame – Solid Waste Management 

Strategy 2007 2008 2009 2010 2011 2012 2013 

Source Segregation 

Door to Door Collection 

Twin bin system 

Mechanized Waste Handling 

Vehicle Fleet Management 

Composting of Organic Waste 

Sanitary Landfill Development 

Waste Minimization and 

Recycling 

IEC Activities 


6. Roads and Traffic Management 

The key issues pertaining to Road and Traffic Management is traffic congestion, absence of 

mass transit system, ineffective intermediate public transport system and etc. Following goals 

and strategies are framed to overcome the deficiencies in the system. 

Vision for Roads and Traffic Management: “To achieve a modern, self sustainable and 



Final Report 

environmental friendly transportation system to facilitate timely access” 


Table 90: Goal and Service Outcome – Roads and Traffic Management 

Goal 

Current 2011 2013 2016 2026 

Status 

Percentage Reduction - 25% 30% 30% 30% 

in Travel Time 

Riding Comfort 30% 60% 70% 100% 100% 

Transport Safety ( to 

reduce accidents) 

- 80% 100% 100% 100% 


(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

(vi.) 

(vii.) 

(viii.) 

(ix.) 

(x.) 

(xi.) 

(xii.) 

(xiii.) 

(xiv.) 

(xv.) 

Strengthening and widening of pavement, provision of footpaths, median, railing, road 

signage and other street furniture; 

Provision of separate lane for slow moving vehicles to avoid congested streets; 

Increase the connectivity and improve the missing links in the city; 

To avoid the regular digging of roads for laying utilities, development of under ground 

utility ducts with the provision of all utility cables including water, sewer pipe lines, 

telephone cables and etc; 

Encourage shift towards a Mass Transit System; 

Junction improvement includes, proper geometric design of rotary, island and 

intersections and signalization; 

Construction of pedestrian subways and pedestrian crossings at selected heavy traffic 

locations in the city; 

Identifying potential areas parking and providing authorized parking lots; 

Road safety and pollution control checks including the inspection of fitness of vehicles as 

well as training and testing of the IPT drivers; 

Traffic management initiatives like, restricting usage of road space by heavy vehicles and 

private four wheelers in congested streets during the peak hours; 

Facilitating smooth flow of traffic through measures such as one-way routes, speed 

controls at necessary locations and emphasis on enforcement of traffic regulations; 

Construction of ROB/RUB and Elevated roads at selected locations/corridors to release 

the traffic congestion; 

Construction of By-passes and Ring Roads; 

Improvements to existing bus terminus on BOT basis; and 

Construction of Transport Nagar for trucks. 



Final Report 

Table 91: Strategy Time Frame – Roads and Traffic Management 

Strategy 2007 2008 2009 2010 2011 2012 2013 

Eviction of encroachments 

Preparation of comprehensive 

land use/master plan 

Preparation of Traffic 

Management Plan 

Upgradation of Roads 

Formation of New Roads 

Pedestrianization & Signages 

Parking Management 

Junction improvement & 

automatic Signalization 

Widening and Strengthening of 

Existing Roads 

Construction of Ring 

Road/bypass Road 

Bridges & Flyovers/Elevated 

Highways 

Inter city bus services 

connecting major ring road 

intersections and important 

urban areas 

ROB/RUB & Pedestrian 

Subways & Pedestrian Crossings 

Integration & upgradation of SH 

network with NH 

Provision of Bus shelters 

Transport Nagar, Bus Terminus, 

truck terminus and warehouse 

facilities 

Public Awareness Campaign 

Redevelopment of Airport 

Encourage CNG as alternate 

fuel 

Identification of potential 

parking areas and construction 

of multistoried parking facilities 

at selected locations 

7. Street Lighting 

The key issues pertaining to Street Lighting is low coverage and high spacing between lamp 

posts. Following goals and strategies are framed to overcome the deficiencies in the system. 

Vision for Street Lighting: “To achieve and maintain energy efficient and better lighting 



Final Report 

facilities to entire DMC Jurisdiction”. 


Table 92: Goal and Service Outcome – Street Lighting 

Goal 

Current 2011 2013 2016 2026 

Status 

Improved Area 

10% 70% 100% 100% 100% 

Coverage 

Energy Savings - 10% 20% 30% 30% 


(i.) 

(ii.) 

(iii.) 

Replacement of Existing fixtures. Most of the existing street fixtures are not 

functioning due to improper maintenance and it is proposed to replace the non working 

fixtures to new fixtures for better lighting in the city. 

Provision of New Fixtures to Uncovered Areas. To increase the fixture spacing from 

the current level to meet the standards new lighting fixture are proposed in uncovered 

areas in the DMC area. 

Provision of Power Saver Switches. To control the energy consumption due to street 

lightings automatic on off switches have been proposed. 

8. Basic Services for Urban Poor 

The key issues pertaining to Basic Services for Urban Poor is lack of basic infrastructure 

facilities in slums like, in adequate access to sanitation facilities, public stand posts, dearth of 

health, social infrastructure facilities and education facilities, low coverage and high spacing 

between lamp posts. Following goals and strategies are framed to overcome the deficiencies 

in the slums. 

Vision for Basic Services for Urban Poor: “To achieve hygienic environment in slums 

and access to all basic services and quality housing for all slum households”. 


Table 93: Goal and Service Outcome – Basic Services for Urban Poor 

Goal 

Current 2011 2013 2016 2026 

Status 

Housing for Urban 50% 100% 100% 100% 100% 

Poor 

Increase the 

10% 70% 100% 100% 100% 

Distribution Network 

Reach to all Slums 

Access to Public 10% 90% 100% 100% 100% 



Final Report 

Goal 

Standposts/Tanks 

Provision of Sewer 

Lines to all Slums 

Access to Public 

Toilets and Urinal 

Facilities for all Slum 

Households 

Access to Dust Bins 

and Secondary 

Storage Points 

Upgradation of 

Kutcha roads to PCC 

Roads in Slums 

Improved Drainage 

System 

Adequate street 

Lighting Facilities 

Current 

Status 

2011 2013 2016 2026 

- 10% 50% 100% 100% 

20% 75% 100% 100% 100% 

5% 60% 100% 100% 100% 

- 70% 100% 100% 100% 

- 60% 100% 100% 100% 

- 70% 100% 100% 100% 

Education facilities - 50% 75% 100% 100% 

Adequate Social 


Facilities 

- 75% 100% 100% 100% 

Adequate Health 

facilities 

- 50% 75% 100% 100% 


(i.) 

(ii.) 

(iii.) 

(iv.) 

(v.) 

Integrated Development of Slums (Slum Networking). Slum networking is an 

integrated up-gradation of the entire city using slums, not as isolated islands but as an 

urban net. The spatial spread of slums over the city together with contiguity between 

informal settlements gives an opportunity to strengthen the city level infrastructure 

networks. There is always a close correlation between the slum locations and the natural 

drainage paths of the city which need to be tapped and improved upon with the 

infrastructure services. This approach shall help in building low cost service trunks, 

particularly for gravity based systems of sewerage and storm drainage. 

Rehabilitation of slums. Rehabilitation of existing infrastructure facilities in slums shall 

be taken up like replacement of water supply stand post, distribution network, renovation 

of septic tanks and other facilities. 

Redevelopment of slums. Redevelopment of slum settlement in the same area by 

constructing low raise housing schemes with basic infrastructure facilities. 

Construction of housing for urban poor. Nearly 50 percent of the urban poor in the 

city does not have proper shelter and hence housing schemes are proposed. 

Upgrading and Provision of Additional Facilities. In its drive to upgrade the living 

environment of the city the DMC has to take up the initiative of upgrading the facilities 

available in residential parks in neighborhoods. This includes frequent gardening and 

upkeep of facilities. 



Final Report 

(vi.) 

(vii.) 

Reduction of Health Risk. The DMC has to work towards the reduction of health risks 

and behaviors leading to chronic and infectious diseases and infant mortality, with 

particular emphasis on population disproportionately affected by these conditions. The 

Corporation should also improve the quality, access to health care, including physical and 

mental health, and emergency medical services. 

Livelihood Restoration and Social Security. Enhancement of livelihood opportunities 

through, enabling skill development, activity centers and micro financing. Providing social 

security through convergence of programmes on health insurance, asset protection and 

community policing. 

9. Urban Environment 

The key issues pertaining to Urban Environment is Jharia under ground fire, ambient air 

pollution, industrial pollution, vehicular pollution, Water Pollution, Noise Pollution, solid 

waste /Hazardous waste. Following goals and strategies are framed to overcome the 

environmental pollution in the city. 

Vision for Urban Environment: “To accomplish clean, green and safe living 

environment for all citizens”. 


Ambient Air Pollution: 

(i.) Implementation of air quality improvement Programme by Pollution Control Board 

with support of Giant Polluting units to upgrade ambient air quality status to fairs. 

(ii.) Water Sprinkling should be facilitated by DMC/Mining bodies on and besides road 

stretches to subside dust particles. 

(iii.) Use of Cleaner fuel (LPG) in lieu of Coal for domestic cooking. 

(iv.) Development of forest cover to meet the national norms for minimum forest cover 

(33% of the total land area) 

Industrial Pollution: 

(i.) Strict adherence to stack emission standards and emissions reduction from various 

processes through appropriate and technological feasible installation / modification of 

equipments. 

(ii.) Upgradation /improvement of the efficiency of exiting air, water and solid/hazardous 

waste treatment and disposal facilities. 

(iii.) Permission for discharge of treated effluents into rivers from industries only if they 

follow the prescribed effluent standards. 

(iv.) Strict adherence to stack emission standards and emissions reduction from various 

processes through appropriate and technologically feasible modifications. 

(v.) Installation of additional pollution control facilities and green belt development around 

the industrial emission sources. 



Final Report 

Vehicular Pollution: 

(i.) Maintaining the road conditions to reduce the vehicular emission. 

(ii.) Adherence to vehicular emission Standards. 

(iii.) Promoting the use of clean fuels such as CNG in automobile sector 

(iv.) Promotion of stricter emission norms. 

(v.) Phasing out of old two stroke, two and three wheelers in a gradual manner. 

(vi.) Mass Transportation can be promoted for reducing the vehicle load. 

(vii.) Greenbelt development on either side of the road should be developed by the 

concerned agencies/NGOs to facilitated attenuation of pollutants. 

Water Pollution: 

(i.) Several low capacity Water treatment plants can be established as per units waste water 

generating capacity 

(ii.) Construction of new sewage treatment facilities. 

(iii.) Implementation of River Water quality improvement Programme to upgrade Damodar 

and other river water qualities to meet the requirements of designated usage (CPCB 

classification). 

(iv.) Improvement of assimilative/ dilution capacity of river waters by increasing the water 

releases from upstream reservoirs, wherever feasible 

Noise Pollution: 

(i.) Green belt development for noise attenuation 

(ii.) Plantation along transportation corridors. 

(iii.) Development of buffer zone between industries & residential areas. 

(iv.) Use of noise absorbers/barriers near the machinery from preventing hearing loss, in 

large noise generating units in the region. 

Solid/ Hazardous Waste Management: 

(i.) Identification of proper solid waste dumping site in lieu of temporary arrangements, 

with adequate land availability. 

(ii.) Organized execution of wastes. 

(iii.) Adoption of appropriate technology to facilitate recycle and reuse of solid waste for 

reducing waste generation. 

(iv.) Composting of domestic solid waste. 

(v.) Proper collection of waste and disposal in secure landfill. 

(vi.) Identification of sites for flyash disposal. 

(vii.) Regular monitoring of ground water quality and planning and implementation of 

measures to prevent contamination of ground water due to solid/hazardous waste 

dumping. 

These issues need to be addressed in order to attain clear waters, blue skies, green land, 

resource rich and better quality of life. 

(i.) 

Environmental Master Plan need to be prepared, where Siting of Industries based on 

Environmental Considerations need to be promoted. 



Final Report 

(ii.) Eco-friendly Mining methods and sustainable mineral extraction rates with built-in 

rehabilitation and mining area reclamation technology. 

(iii.) Reclamation of degraded land. 

(iv.) Afforestations need to be initiated at larger level. 

(v.) Indoor air pollution in urban household need to be curbed. 

(vi.) Wastewater from underground mines & industries need to be collected for recycling and 

reuse to save the scarce water resources to the extent possible. 

(vii.) From an environmental point of view, it is desirable to adopt a low growth path, so 

that further environmental degradation due to mining & industrial pollution can be 

minimized. 

10. City Beautification and Tourism Development 

(i.) Development parks and recreational facilities in the city; 

(ii.) Development of water parks /amusement parks; and 

(iii.) Exploring new areas for tourism development. 

11. Disaster Preparedness and Response/Action Plan 


Earthquake Preparedness plan 

 

 

 

 

 

 

Formation of City and Ward level Disaster Management Teams [DMT] including the 

concerned Government Depts. Senior citizens, National Cadet Corps (NCC)/National 

Social Service (NSS), Rotary and Lions Clubs, Resident Welfare Associations, Elected 

Members, NGOs and other civil society response groups; 

Development of city and ward level earthquake preparedness and response plans; 

Development of an inventory of resources at all levels for speedy response during 

emergencies and establishing linkages with the India Disaster Resources Network 

(IDRN); 

Development of response structure from ward to city level; 

Specialized training of Disaster Management Teams [DMTs] at ward and city levels; and 

Preparedness drills at city and ward levels. 

Disaster prevention is intrinsically linked to preventive planning. Some of the important steps 

in this regard are: 

(i.) 

Vulnerability Analysis. Introduction of a comprehensive process of vulnerability 

analysis and objective risk assessment. Vulnerability mapping should be prepared for 

Dhanbad in detail ; 

(ii.) Building a Robust and Sound Information Database: A comprehensive database of 

the land use, demography, various hazards, under ground fire, mining activities, urban 

environmental issues, infrastructure developed at the national, state and local levels 

along with current information on climate, weather and man-made structures is crucial 

in planning, warning and assessment of disasters. In addition, resource inventories of 

governmental and non-governmental systems including personnel and equipment help 

in efficient mobilisation and optimisation of response measures; 



Final Report 

(iii.) Creating State-of-the-art Infrastructure. The entire disaster mitigation game plan 

must necessarily be anchored to frontline research and development in a holistic mode. 

State-of-the art technologies available worldwide need to be made available in Dhanbad 

for upgradation of the disaster management system; at the same time, dedicated research 

activities should be encouraged, in all frontier areas related to disasters like biological, 

space applications, information technology, nuclear radiation etc., for a continuous flow 

of high quality basic information for sound disaster management planning; 

(iv.) Establishing Linkages between all Knowledge- based Institutions. A National 

Disaster Knowledge Network, tuned to the felt needs of a multitude of users like 

disaster managers, decision makers, community etc., must be developed as the network 

of networks to cover natural, manmade and biological disasters in all their varied 

dimensions, 

The goal of any disaster management initiative is to build a disaster resistant/resilient 

community equipped with safer living and sustainable livelihoods to serve its own 

development purposes. The community is also the first responder in any disaster situation, 

thereby emphasising the need for community level initiatives in managing disasters. 

To encourage such initiatives, the following are required: 

(i.) Education and Training and Information. Creating awareness through disaster 

education and training and information dissemination are necessary steps for 

empowering the community to cope with disasters. 

(ii.) Community Participation. Community based approach followed by most NGOs and 

Community Based Organisations (CBOs) should be incorporated in the disaster 

management system as an effective vehicle of community participation. 

(iii.) Identification of Vulnerable Groups. Within a vulnerable community, there exist 

groups that are more vulnerable like women and children, aged and infirm and 

physically challenged people who need special care and attention especially during 

disaster situations. Efforts are required for identifying such vulnerable groups and 

providing special assistance in terms of evacuation, relief, aid and medical attention to 

them in disaster situations. Management of disasters should therefore be an interface 

between a community effort to mitigate and prevent disasters as also an effort from the 

government machinery to buttress and support popular initiatives. 

(iv.) Personnel Training. Personnel involved in the exercise have to draw upon knowledge 

of best practices and resources available to them. Information and training on ways to 

better respond to and mitigate disasters to the responders go a long way in building the 

capacity and resilience of the country to reduce and prevent disasters. Training is an 

integral part of capacity building as trained personnel respond much better to different 

disasters and appreciate the need for preventive measures. 

The directions in this regard are: 

(i.) 

The multi-sectoral and multi-hazard prevention based approach to disaster management 

requires specific professional inputs. Professional training in disaster management 

should be built into the existing pedagogic research and education. Specialised courses 

for disaster management may be developed by universities and professional teaching 



Final Report 

institutions, and disaster management should be treated as a distinct academic and 

professional discipline. In addition to separate diploma/degree courses in disaster 

management, the subject needs to be discussed and taught as a specific component in 

professional and specialised courses like medicine, nursing, engineering, environmental 

sciences, architecture, and town and country planning. 

(ii.) The focus towards preventive disaster management and development of a national 

ethos of prevention calls for an awareness generation at all levels. An appropriate 

component of disaster awareness at the school level will help increase awareness among 

children and, in many cases, parents and other family members through these children. 

Curriculum development with a focus towards dissemination of disaster related 

information on a sustained basis, covering junior, middle and high schools may be 

worked out by the different school boards in the country. 

Training and Capacity Building. Training facilities for government personnel involved in 

disaster management are conducted at the national level by the National Centre for Disaster 

Management (NCDM) at the Indian Institute of Public Administration, in New Delhi which 

functions as the nodal institution in the country for training, research and documentation of 

disasters. At the State level, disaster management cells operating within the State 

Administrative Training Institutes (ATIs) provide the necessary training. There is a need for 

strengthening specialised training, including training of personnel in disaster response. 

Capacity building should not be limited to professionals and personnel involved in disaster 

management but should also focus on building the knowledge, attitude and skills of a 

community to cope with the effects of disasters. Identification and training of volunteers 

from the community towards first response measures as well as mitigation measures is an 

urgent imperative. A programme of periodic drills should be introduced in vulnerable areas to 

enable prompt and appropriate community response in the event of a disaster, which can help 

save valuable lives. Capacity building for effective disaster management therefore needs to be 

grounded and linked to the community and local level responders on the one hand and also 

to the institutional mechanism of the State and the Nation on the other. 

Some of the areas where improvement is urgently needed are: 

 

 

 

 

Integrated planning for disasters, including the integration of relevant Armed Forces 

formations into disaster management planning at all levels from District to State and 

Central Government. 

Setting up of a modern, permanent national command centre or operations room, with 

redundant communications and data links to Dhanbad. The Dhanbad command centre 

or operations room needs to be manned on a 24-hour basis by professionals to cater for 

instant integrated response. There needs to be a properly equipped operations room at 

the State level as well. 

Establishment of a Municipal Corporation /District Level stand by, quick reaction team 

composed of experienced professionals. This team can be organized and run 

professionally on the same lines as the United Nations Disaster Assessment and 

Coordination (UNDAC) teams. 

Creation of urban search and rescue capacity at all levels, by establishing a fully equipped 

Search and Rescue unit, as part of the fire service in Dhanbad, with trained staff and 

modern equipment such as thermal imagers, acoustic detection devices etc. This is of 

immediate relevance since a major weakness exposed in the Gujarat earthquake was a 



Final Report 

 

 

lack of specialised urban search and rescue capability in India. 

Media policy geared to handling the growing phenomenon of real time television 

reporting, which generates enormous political pressures on a government to respond 

rapidly and efficiently. This needs attention since the effect is going to increase, not 

decrease in future. 

Standard procedures for dealing with domestic humanitarian and relief assistance from 

non-government sources. Procedures and systems need to be set out to avoid confusion 

and ensure best utilisation of the assistance being offered, just as in the case of systems 

for international assistance. 



Final Report 

XI. 

DEMAND, SUPPLY, GAP ASSESSMENT OF SERVICE DELIVERY 

A. Rationale, Need and Demand 

Infrastructure Assessment of the Dhanbad Municipal Corporation indicates inadequate 

Service levels, for current scenario which will further enhance given the future growth, 

 

 

 

 

 

Per Capita supply works out to be a low 66 lpcd for entire Municipal Corporation 

area and in Urban Agglomeration area it is about 74 lpcd, based on Population figures 

for 2006, which is not ensured on continual basis. Owing to this, supply position 

within the Corporation is unpredictable; 

Absence of UGD system in the Corporation area leads to unhygienic living 

environment, dearth of sanitation facilities and inadequate and ill maintained public 

sanitation facilities in the city; 

ULB lacks scientific municipal solid waste treatment and disposal system catering to 

the waste collected; 

Surfaced roads within the ULB is approximately 54 percent; missing links, network 

deficiency and lack of traffic management systems causes congestion within the ULB 

area and reduces the Carrying Capacity of the roads; 

Drainage network of the city covers only 63 percent of the Road Length; which has 

been indicated as one of the major causes of water logging. The abysmal levels of 

Service therefore provide a strong basis and need for the Project. 

(i) 

Approach and Design Criteria. 

It is evident that, based on the above discussion there are inadequacy in service delivery to 

meet the current and future requirements. The Municipal Corporation should increase the 

level of coverage of all facilities, to meet the service norms based on CPHEEO Norms, 

UDPFI Norms or other applicable criteria. Based on this, considering the current deficits and 

the future requirements for the Dhanbad Municipal Corporation, strategies and action plan 

are suggested. 

(ii) 

Component Selection Criteria. 

The total investment in the ULB depends on several parameters like, the level of current basic 

needs, the city’s affordability, and the assessed implementation capacity of the city or its 

agencies. Overall, project component selection is Marjory influenced by affordability and 

implementation capacity. In the interest of integrated city development, another criterion 

considered in project component selection has been to ensure inter-sector linkages and 

optimization. For instance, water supply, sanitation and sewerage have been seen as a 

composite sector and not in isolation from each other. 



Final Report 

(iii) 

Least Cost Solutions and Component Selection. 

In formulating project components, the preferred option was developed based on least cost 

options, taking into account meeting service delivery targets, and whole-life costs, including 

considerations on achievable operation and maintenance arrangements, given available 

resources in terms of skills and facilities. Based on the considerations and screening referred 

to in the preceding section, priority components were selected and scrutinized and their 

financial, social and environmental impacts assessed to verify acceptability. 


Considering the current deficits and the future requirements for water supply, the following 

design standards were adopted. For the provision of water supply the Dhanbad Municipal 

Corporation should facilitate creation of capital assets so as to meet the future requirements. 

Design Standards. The Dhanbad Municipal Corporation should increase the supply levels in 

terms of coverage, to achieve an average gross supply of 170 lpcd and to cater to 100 percent 

of the population. Assuming that distribution network is extended to more than 95 percent of 

the Roads within Corporation area, given very high population density within the Corporation 

area, all the citizens will get a equitable supply. 

Table 94: Water Demand for the Dhanbad 

Description Unit Norm Demand 

Projected Population (2026) Persons 24,29,044 

Percapita Supply Lpcd 170 

Total Water Requirement MLD 412.94 

Treatment Capacity Requirement MLD 100% 384.65 

Total Distribution Network km 95% 2,045.00 

Demand 


The total water demand and net surplus or deficit for the Municipal Corporation estimated 

for Base year (2006) and Ultimate Stage (2036) on standard gross water consumption rate of 

170 lpcd. Considering the ongoing maithon scheme demand gap has been worked out (77 

MLD and 230 km distribution network). 

Table 95: Demand, Supply, Gap Assessment for Water Supply System - 2026 

Description Unit Current 

Status 

Demand Surplus/( 

Deficit) 


Deficit) 

2006 2026 

Raw Water MLD 189.60 256.74 (67.14) 412.94 (136.89) 

Pumping 

Raw Water MLD 189.60 248.72 (59.12) 400.04 (123.99) 

Transmission 

Water 

Treatment 

Plant 

MLD 189.60 239.15 (49.55) 384.65 (108.60) 



Final Report 

Description 

Clear Water 

Pumping 

Clear Water 

Transmission 

Service 

Storage 

Distribution 

System (1 km 

network Per 

2000 Persons) 

Road Overlay 

Cost 

Unit Current 

Status 


Deficit) 


Deficit) 

2006 2026 

MLD 189.60 234.46 (44.86) 377.11 (101.06) 

MLD 189.60 253.69 (64.09) 408.04 (131.99) 

ML 49.50 67.28 (17.78) 108.21 (131.99) 

Km 266.88 1,271.77 (1,004.88 

) 

2,045.51 (58.71) 

Km - 63.59 (63.59) 366.51 (1,778.63 

) 


Contemplating the current deficiencies and the future requirements for Sewerage, the 

following strategies and action plan is suggested. For the provision of Under Ground 

Drainage system, the Dhanbad Municipal Corporation should facilitate in creation of Capital 

Assets, so as to meet the future requirements. 

Design Standards. The DMC should increase the Service levels in terms of coverage, to achieve 

gross population coverage of 100 percent through protected Sewerage and Sanitation System 

with proper disposal facilities. Assuming that the Collection system is extended to more than 

100 percent of the Road Length, it is estimated that approximately 90 to 95 percent of the 

population will be covered under safe sewer system. 

Sewage Generation Demand. The total Sewage Generation in 2026 for a net water supply of 108 

lpcd is approximately 262.34 MLD (i.e., 80 percent of consumer end supply -135lpcd*0.80) 

indicating a creation of new system to cater the future requirements. The total Sewage 

Generation for 2026 is presented in Table 96. 

Table 96: Sewage Generation 

Description Units Sewage Generation 

Base year – 2006 MLD 163.10 

Intermediate stage – 2026 MLD 262.34 

Ultimate Stage – 2036 MLD 332.95 


The Project demand for 2026 is compared with the existing sewerage facilities in the city to 

verify the adequacy and need to augment the capacity of components. Proposed 

augmentation of required components of the system is indicated in Table 97. 



Final Report 

Table 97: Demand, Supply, Gap Assessment for Sewerage System - 2026 


Status 


Deficit) 


Deficit) 

2006 2026 

Sewage MLD - 163.10 (163.10) 262.34 (262.34) 

Treatment 

Plant 

Sewer 

Network 

Km - 1,208.18 (1,208.18 

) 

1,943.23 (1,943.23 

) 

Pumping MLD - 163.10 (163.10) 262.34 (262.34) 

Station 

Road Overlay 

Cost 

Km - 1,208.18 (1,208.18 

) 

1,943.23 (1,943.23 

) 

A comparison of various treatment technologies, their efficiencies with respect to cost is 

explained in the Table 98. 



Final Report 

Table 98: Comparison of various Sewage Technologies 

Parameter Units TF ASP AL+MP OD Single Cell Multiple Cell UASP+MP 

WSP WSP 

Detention Time 1 Day 4 to 6 hr 3 to 5 hr 1 Day 20 to 30 Days 6 to 10 Days 2 to 4 Days 

Land Required Ha/MLD 0.3 0.25 0.5 0.3 2 to 3 1 to 2 0.6 to 1 

Method of Oxygen 

Atmospheric Mechanical Mechanical Mechanical Biological Biological Not Required 

Supply 

(Algae) (Algae) 

Power Required Kw/MLD 180 250 300 400 Nil Nil 120 

Ease of Operation Simple Difficult Simple Simple Very Simple Very Simple Simple 

Skill for O&M High High Moderate Moderate Low Low Moderate 

Capital Cost 

Rs. 30.0 35.0 20.0 20.0 6.0 8.0 20.0 

Lakh/MLD 

Annual O&M Cost Medium High High Medium Very Low Very Low Low 

Reliability Good Least Good Good Very Good Very Good Good 

FC Removal % 90-96% 90-96% 95-98% 95-98% 98-99% 98-99% 95-99% 

Note: TF – Trickling Filter, ASP – Activated Sludge Process, AL – Aerated Lagoon, OD – Oxidation Ditch, WSP – Waste Stabilization Pond, UASP – Upflow 

Anaerobic Sludge Blanket, MP – Maturation Pond 



Final Report 

3. Storm Water Drainage 

Approach and Design Criteria. The Municipal Corporation should increase the Service levels in 

terms of coverage, to achieve coverage of 150 percent of Road Length, through built drains. 

The DMC is recommended to adopt strategy for rejuvenation of Lakes and Ponds, to be used 

as sources for re-charging and as Summer Storage, and through networking of Water Bodies, 

to increase Water Sustainability. 

The Drainage demand for 2016, based on 150 percent Road Length is approximately 1,957 

kms, as against a minimal Service level of 18 percent for 2005. 

Table 99: Drainage System Demand 

Description Units Demand 

Remodeling of Existing kutcha Drains Km 300 

Formation of New Drains Km 2,150 

Desilting of Primary Drains Km 75 


The Project demand for 2016 is compared with the existing storm water drainage facilities in 

the city to verify the adequacy and need to augment the capacity of components. Proposed 


Table 100: Demand, Supply, Gap Assessment for Drainage System - 2016 


Status 


Deficit) 


Deficit) 

2006 2016 

Upgradation of Drains 

Kutcha to Km 100.00 (100.00) 

Pucca Open 

Kutcha to Km 135.00 (135.00) 

Pucca Closed 

Pucca Open to Km 65.00 (65.00) 

Pucca Closed 

New formation of Drains 

Pucca Open Km 260.94 755.94 (495.00) 1,120.94 (860.00) 

Drains 

Pucca Closed 

Drains 

Km 125.39 865.39 (740.00) 1,415.39 (1,290.00 

) 

Desilting of Primary Drains 

Desilting of Km 75.00 (75.00) 

Primary 

Drains 


Approach and Design Criteria. The DMC should increase the Service levels to meet the Norms 



Final Report 

recommended by Solid Waste Handling Rules, 2000. The ULB should achieve 100 percent 

coverage, through Door-to-Door Collection and Segregation of Waste at Source. 

The total Solid Waste Generation in 2006 for a Per Capita Generation of approximately 300 

grams/day is estimated at 440 MT, indicating a priority need for Scientific Disposal of Waste. 

Since, the Population Density of the ULB is high, the Waste generation has been considered 

at 300 grams/day (assumed waste generation), against the generation and the demand for 

future is assessed. The total Solid Waste Generation for 2026 is estimated at 776 MT. The 

Present Disposal system is Open Waste Dumping, which is creating potential health and 

environment hazard considering the quantity of waste generation, location of disposal site and 

its environs, hence further option for Scientific Waste Disposal and Composting can be 

explored on priority basis. The details of Service Levels for future are presented in Table 101. 

Table 101: Solid Waste system Demand 

Description 

Unit 

Based on CPHEEO Norms 

2026 

Population In Lakh 24.29 

Per capita Waste Generation Grams/day 300 

Collection Type - 

Door-to-Door Collection and 

Segregation of Waste at Source 

Collection Demand Percent of Generation 100 

Vehicle Capacity Adequacy Percent of Rated Capacity 100 

Treatment Type - 

Composting of Waste & 

Sanitary Landfill 

Treatment Demand Percent of Generation 100 

Total Solid Waste Generation MT 776 


The Project demand for 2026 is compared with the existing solid waste management 

infrastructure, to verify the adequacy and need to augment the capacity of components. 

Proposed augmentation of required components of the system is indicated in Table 102. 

Table 102: Demand, Supply, Gap Assessment for Solid Waste Management System - 2026 


Status 


Deficit) 


Deficit) 

2006 2026 

Primary Collection vehicles 

Push Carts Nos 129 1,267 (1,438) 3,239 (3,110) 

Requirement 

Containerized Nos 3 1,817 (1,814) 3,014 (3,011) 

Tricycle 

Secondary Collection 

Dumber Bins Nos - 203 (203) 349 (349) 

Requirement 

Transportation Vehicles 

Dual Load Nos 33 51 18 87 (54) 

Dumper 

Placer 

Disposal Site 



Final Report 

Description 

Landfill Site 

Development 

Compost 

Facility 

Development 

Unit Current 

Status 


Deficit) 


Deficit) 

2006 2026 

TPD 465.85 (465.85) 

TPD 310.56 (310.56) 


Traffic Management Plan. These shall focus of junction improvements, traffic management 

within core areas of the city, regional level proposals, parking and pedestrian facilities. It has 

been observed that, in most of the major roads in the city pedestrians are forced to use the 

carriageway due to the absence of footpaths. Footpaths of 1.5 m wide are proposed along the 

major roads where heavy pedestrian movements are observed. For traffic safety and 

convenience, appropriate signs, markings, lighting, guideposts are required to be provided on 

curves, intersections, public utility places, etc. Proposals for road furniture are made 

considering the importance of the road, safety and aesthetic. The design of the road furniture 

and quality proposed are of international standards. It is proposed to provide the following 

road furniture for the roadway; 

 

 

 

 

 

 

 

 

Kilometer stones on the major roads 

200 m Furlong stones 

Road painting using reflectorized thermoplastic road painting 

High intensity grade informatory, regulatory and cautionary sign boards 

Street lights on all major roads within the municipal limits, which have been considered 

for improvement 

High mast lighting at all major junctions 

Stop signs 

Place identification signs 

Proposals under Traffic and Transportation focus at improving Citywide transportation 

network and linkages, and Provision of City and Regional Level Transport facilities. 

Improvement of Core City Areas is proposed in terms of Pedestrianisation, Signages and 

Strengthening. Traffic Network is strengthened through provision of Internal Ring Road 

within the ULB area, through widening and strengthening of existing alignment, connection 

of incomplete linkages, construction of Flyover, Bridges and ROB/RUB’s. 

Proposed Parking areas are as follows; 

 

 

 

 

 

 

 

 

Purana Bazar 

Bank More 

On Katras Road – JP Chawk towards Matkuria 

On Katras Road – JP Chawk towards Rajkamal School 

Maya Bazar 

Park Market Heerapur 

Shranik Chawk – Gaya Bridge 

Shranik Chawk – Railway Station 



Final Report 

 

 

Textile Market 

Saraidhela Market 

Road Widening Warrant 

 

 

 

 

 

NH 32 to 6 lanes from Mahuda to GT Road 

JP Chawk to Sindri to 6 lanes 

Subhash Chawk to Bhuli township to 4 lane 

Barmasia Phatan to Dhansar Road to 4 lane 

Hatia to Barmasia Phatak to 4 lane 

Bus and Truck parking warrant at; 

 

 

 

Improvement to existing bus terminus 

Near Gobinpur 

Jharia & Rajganj 

Following road requires medians; 

 

 

 

 

 

Median at Station to Sindri – Jahria Road 

Railway station to Gobinpur 

Shramik chawk to sarbadda via combined building 

Randher verma chawk to combined building 

JP Chawk to Mahuda 

Improvements to major and minor junctions are also proposed in terms of geometry, traffic 

management, lighting and signages. Some of the important junctions are as follows; 

 

 

 

 

 

 

 

 

 

 

 

ISM Gate 

Matkuria 

Puja Talkies 

Bank More ( JP Chawk and BM Chawk) 

Near Rajkamal School, Jharia Road 

Near Dhanbad Police Station on Bridge 

Near R.S College, Jharia 

Uparkuli, Sindri Road 

Kenduadih Road, Godhar 

Kenduadih Petrol Pump 

Putki Bridge 

The Project demand for Roads for 2016 is compared with the existing Road Infrastructure, to 

verify the adequacy and need to augment the capacity of components. The future trend of 

road network development is envisaged based on population growth and land use; efficient 

system of road network; segregation of traffic; designalizing of junction; and Upgradation, 

widening and strengthening of major junctions and corridors. Projected road demand, for 

internal city roads, for 2016 is indicated in Table 103. 



Final Report 

Table 103: Demand, Supply, Gap Assessment for Roads - 2016 


Status 


Deficit) 


Deficit) 

2006 2016 

Total Road Length 

Concrete Km 298.48 

BT Road Km 320.05 

WBM Km 61.25 

Cut 

Km 260.35 

Stone/Earthen 

/Others 

Strengthening of Existing Roads 

Concrete Km (150) - 

BT Road Km (195) - 

WBM Km (35) - 

Upgradation of Existing Roads 

BT to Km - (165) - 

Concrete 

WBM to BT Km - (25) - 

Earthen to BT Km - (135) - 

New Formation of Roads 

Concrete Km (14) (45) 

BT Km (228) (750) 

WBM Km (27) (90) 


The ULB should increase the density of Street lights and the coverage along the roads 

depending upto usage and population density, to achieve an overall 100 percent of the Road 

Length. Given the high density of population within the ULB area, and also limited area for 

development, it is proposed to emphasize High Power Fixtures and Complete n to Tube 

Lights. 

The strategic intervention in this sector is in increasing the number of lamp posts in the wards 

identified to reduce the average spacing between lamp posts in the town to below 30 mt. 

Higher density area and commercial areas are proposed to be addressed to with specific 

interventions. Further, measures are also to minimize the power consumption charges which 

are observed to be on the higher side from the statement of accounts. 

Further, to improve upon the O&M of the street lighting it is recommended to mechanism 

the system and involve private sector in the same. The mechanization would be towards 

introducing dimming systems during non peak hours of operation to reduce the power 

consumption. 

The Project demand for 2016 is compared with the existing Streetlight Infrastructure, to 

verify the adequacy and need to augment the capacity of components. Proposed 




Final Report 

Table 104: Demand, Supply, Gap Assessment for Street Lights - 2016 


Status 


Deficit) 


Deficit) 

2006 2016 

Replacement of Existing Fixtures 

Tube Lights Nos 2,381 (1,195) 

High Power Nos 20 (10) 

fixtures 

High Mast Nos 909 (710) 

Lamps 

Others Nos 251 - 

Provision of New Fixtures 

Tube Lights Nos 23,190 (20,809) 35,632 (34,612) 

High Power Nos 313 (293) 482 (462) 

fixtures 

High Mast Nos 7,835 (6,926) 12,045 (11,352) 

Lamps 

Power Saver Nos 300 (300) 

Switches 

Table 105: Basic Infrastructure and Housing Requirement for Urban Poor 

Description Unit Surplus/(Deficit) 

Housing for Urban Poor Nos 50,000 

Water Distribution Network Km 150 

No of Public Stand Posts Nos 200 

New Sewer Network Km 200 

No of Public Toilets Nos 50 

No of Public Urinals Nos 100 

No of Storage points Nos 20 

No of Additional Tricycles Nos 50 

No of Push Carts Nos 100 

Road Improvement Nos 150 

Storm Water Drainage Nos 100 

Street Lighting Nos 1000 

Educational Facilities Nos 10 

Health Facilities Nos 25 



Final Report 

XII. CAPITAL INVESTMENT PLAN & FINANCING STRATEGY 

A. Concept Plan for Proposed Investment 

Based on the population growth, demand gap assessment has been carried out for the entire 

city on a comprehensive framework. The proposed investment is phased out based on the 

demand for each infrastructure requirements for the city to reach the envisaged vision. Since 

some of the areas in the New Municipal Corporation area is growing faster than the average 

population growth of DMC and owing to the Jharia Rehabilitation proposals new areas are 

coming up towards proposed Jharia rehabilitation townships. Hence, considering the 

constrains for future developments due to the Jharia underground fire and mining activity in 

Dhanbad Municipal Corporation area and based on the future growth potentials the entire 

Municipal Corporation area is divided into five Blocks/zones. The high potential zone for 

future development and as well as demand for infrastructure comprises of erstwhile Dhanbad 

Municipality, Dhanbad Sadar Block and Govindpur Block part. In Jharia Block mainly 

rehabilitation of infrastructure facilities have been proposed (for Jharia NAC area) and for 

other areas in the same block like Sindri, Jamadoba, Tirsa and Bagatdih etc new investment is 

proposed (for new asset creation) since Jharia area has to be rehabilitated due the 

underground fire, unsuitable for future developments and mining activity for which BCCL is 

working on rehabilitation progrmme for entire Jharia Coal Field. 

Since the entire area of Municipal Corporation is fairly larger area, zoning concept has been 

adopted. For each zone/block separate water supply scheme/system, sewerage system has 

been proposed to take care of the zonal needs. Details of the zone wise proposed investment 

is given in annexure. 

B. Capital Investment Plan 

1. Urban Planning & Growth Management 

Proposed investment required in urban planning and growth management sector is Rs. 300 

lakh. This includes the preparation of Master Plan/ Land use plan for the entire new 

Dhanbad Municipal Corporation Area and preparation of micro level development plans or 

town planning schemes for the city. 


Proposed Project component for Water Supply to Dhanbad Municipal Corporation broadly 

classified in to two categories namely, Existing System Refurbishment and System 

Augmentation works. The Detailed Project Reports (DPRs) for some of the components of 

refurbishment and augmentation works are available with DMC. Same has been adopted and 

besides that based on the demand supply gap analysis new projects were identified to meet 

the growing demand. In Table 106 identified projects under water supply sector is presented. 

Total cost of refurbishment is Rs. 2,102.80 lakh which include desilting of Topchanchi Lake, 

rehabilitation of water treatment plants, replacement of old and worn out clear water, raw 

water and distribution system. To control the leakage and unaccounted for Water (UFW), 



Final Report 

detailed study is proposed at bulk water supply system and distribution system. To meet the 

future demand source augmentation, construction of treatment plants, extending the 

distribution network reach to un covered areas in the city and 24/7 water supply also 

proposed on pilot basis. Total investment proposed in system augmentation work is Rs. 

33,913.92 lakh and total project in water supply sector cost including preparation of Technical 

Assistance, Preparation of Detailed Project Reports & Project Management consultancy work, 

GIS Mapping, asset management plan, conducting technical study and recycle and use of 

abandoned mines in the city for storage purposes is Rs. 38,116.71 lakh. 

Table 106: Identified Projects in Water Supply Sector 

Description 

Unit Cost 

(Rs. Lakh) 

Gap Amount (Rs. 

Lakh) 

System Refurbishment 

De-silting of Topchanchi Lake DPR 827.80 

Rehabilitation of Jamadoba Water 

100.00 100.00 

Treatment Plant including Electrical and 

Pumping Machineries 

Rehabilitation of Topchanchi Water 

50.00 50.00 


Replacement of old and worn-out Clear 

450.00 

Water & Raw Water Mains 

Replacement of Existing old 

380.00 

Distribution System 

Repair Works to Sindri Water Treatment 25.00 25.00 

Plant 

Leak Detection Survey and Reduction 

Measures 

Water Audit and Leak Detection of Bulk 

20.00 

Water supply System 

Water Audit and Leak Detection of 

250.00 


Sub Total Water Supply System 

2,102.80 

Refurbishment 

System Augmentation 

Katras Urban Water Supply Scheme – DPR 870.90 

Phase I 

Katras Urban Water Supply Scheme – DPR 921.84 

Phase –II 

Improvement in Kusunda – Katras & DPR 48.50 

Bhuli Township 

Improvement of Water Supply – Jharia DPR 1,597.30 

coal fields including Dhanbad Town – 

Phase – I 

Improvement of Water Supply in Jharia DPR 183.15 

Coalfields including Dhanbad Town– 

Phase – II 

Katras Urban Water Supply – Phase III DPR 1,354.00 

Raw Water Pumping Main 10.00 136.89 1,368.87 

MLD 

Raw Water Transmission 5.00 124.00 

MLD 

619.94 



Final Report 

Description 

Unit Cost 

(Rs. Lakh) 


Lakh) 

Augmentation of Water Treatment Plant 30.00 108.60 3,258.04 

MLD 

Clear Water Pumping 15.00 101.06 1,515.89 

MLD 

Clear Water Transmission 5.00 132.00 659.94 

MLD 

Construction of Storage Reservoirs 55.00 58.71 ML 3,229.26 

Extension of Distribution Network 

10.00 1,778.00 17,786.29 

System 

Km 

24/7 Water Supply – Piloting Project 500.00 

Sub Total – Water Supply System 

33,913.92 

Augmentation 

Preparation Technical Studies and DPRs 

700.00 

& Project Management Consultancy 

(PMC) 

Mapping and GIS 200.00 

Asset Management Plan 100.00 

Conducting Technical Feasibility Study 

100.00 

for using abandoned mines as Storage 

tanks/Treatment plants/Reuse of Pit 

Water 

Converting Abandoned Open Cast 

1,000.00 

Mines for Drinking Water Storage 

Tanks 

Grand Total – Water Supply System 38,116.71 


Proposed projects in sewerage and sanitation sector were identified based on the future 

demand. In this sector proposals are to create new under ground sewerage system for 

Dhanbad, which include creation of treatment plant, laying of sewer networks, intermediate 

pumping stations and road over lay cost also has been considered for road restoration works 

after laying sewer networks. In sanitation sector it is proposed to construct 100 nos of public 

toilets across various locations in the city. Total proposed investment is Rs. 52,480.08 lakh, 

which also includes Preparation of DPRs & Project Management costs, GIS Mapping of 

proposed sewer system and awareness campaign. 

Table 107: Identified Projects in Sewerage System Development Works 

Description 

Unit Cost 

(Rs. Lakh) 


Lakh) 


Laying of Sewer Networks 10.00 1,943 km 19,432.25 

Construction of Sewerage Treatment 35.00 262.34 MLD 9,181.79 

Plant 

Intermediate Pumping Stations 8.00 262.34 MLD 2,098.69 

Road Overlay Cost 10.00 1,943 km 19,432.35 

Sub Total – Sewerage System 50,145.08 

Construction of Public Toilets 5.00 100 Nos 500.00 

Preparation of DPRs & PMC 1,500.00 



Final Report 

Asset Management Plan 100.00 

Mapping and GIS 200.00 

Awareness Campaign 35.00 

Grand Total – Sewerage System 52,480.08 


Proposed projects identified in Solid water Management component consist of procurement 

of additional primary collection vehicles, secondary collection vehicles, and transportation 

vehicles like Dual loaded dumped placers. For scientific disposal of waste generated in city, 

development of Landfill sites for non-recyclable solid waste disposal and Compost site 

development for recyclable wastes. Total capital investment proposed in this component is 

Rs. 5,596.09, the detailed breakup is presented in Table 108. 

Table 108: Proposed Projects in Solid Waste Management 

Description 

Unit Cost 

(Rs. Lakh) 

Gap 

Amount (Rs. 

Lakh) 


Primary Collection Vehicles 

Additional Pushcarts 0.07 2,903 Nos 209.02 

Containerized Tricycles 0.08 2,345 Nos 187.60 


Additional Dumber Bins 0.55 266 Nos 146.30 


Dual Loaded Dumper Placers 10.00 34 Nos 340.00 

Disposal Facilities 

Land Fill Site Development 8.00 466 TPD 3,726.76 

Compost Site Development 2.50 311 TPD 776.41 

Medical Waste Management 

Incineration Plants 1 No 25.00 

Preparation of DPRs & PMC 150.00 

IEC Activities 35.00 

Grand Total – Solid Waste 

Management 

5. Storm Water Drainage 

5,596.09 

The proposed investment for storm water drainage sector includes upgradation and 

remodeling of kutcha to pucca drains, open drains to closed drains and formation new drains 

in uncovered areas in the city. The total investment proposed in this sector is Rs. 37,070.00 

lakh and the same is detailed out in Table 109. 

Table 109: Investment Proposed in Storm Water Drainage 

Description 

Unit Cost 

(Rs. 

Lakh) 

Gap 

Amount (Rs. 

Lakh) 

Upgradation/Remodeling of 

Kutcha to Pucca Drains 

Kutcha to Pucca Open 12.00 100 km 1,200.00 

Kutcha to Pucca Closed 17.00 135 km 2,295.00 



Final Report 

Description 

Unit Cost 

(Rs. 

Lakh) 

Gap 

Amount (Rs. 

Lakh) 

Pucca Open to Pucca Closed 5.00 65 km 325.00 

New Formation 

New Pucca Open Drains 12.00 860 km 10,320.00 

New Pucca Closed Drains 17.00 1,290 km 21,930.00 

Sub Total – Storm Water Drainage 

36,070.00 

System 

Preparation of DPRs & PMC 1,000.00 

Grand Total – SWD 37,070.00 

Primary Drainage 

For strengthening of primary drainages in the city Rs. 1,900.00 lakh is proposed. The details 

are presented in Table 110. 

Table 110: Investment Proposed in Primary Drainage 

Description 

Unit Cost 

(Rs. Lakh) 

Strengthening of Natural Drains 

/ Channels 

Matkuria Nallah 

Kantra Nallah (Jharia Nallah) 

Manitind Nallah 

Katri Nadhi 

Jamunia Nadhi 

Gap 

Amount (Rs. 

Lakh) 

25.00 75 km 1,875.00 

Kodhiya Nadhi 

Sub Total – Primary Drainage 1,875.00 

Preparation of DPRs 25.00 

Grand Total – Primary Drainage 1,900.00 


The proposed investments in road improvement works consist of strengthening 

/improvement to existing roads, upgradation of roads, widening of sub arterial roads in the 

city and new formation of roads in extension areas to maintain a better circulation pattern. 

The investment proposed in road improvement works is Rs. 25,621.00 lakh. The details are 

presented in Table 111. 

Table 111: Proposed Road Improvements 

Description 

Unit Cost 

(Rs. Lakh) 

Gap 

Amount (Rs. 

Lakh) 

Strengthening /Improvement to 


Concrete Roads 5.00 150 km 750.00 

Black Top (BT Roads) 7.00 193 km 1,365.00 

WBM 5.00 31 km 175.00 




Final Report 

BT to Concrete 30.00 165 km 4,950.00 

WBM to BT 15.00 25 km 375.00 

Earthen to BT 20.00 135 km 2,700.00 

Widening of Roads 

Widening of Sub arterial Roads 10.00 285 km 2,850.00 

New Formation of Roads in 

Extension areas 

Concrete 50.00 45km 600.00 

Black Top 32.00 750 km 6,496.00 

WBM 15.00 90 km 360.00 

Sub Total – Road Improvement 20,621.00 

Preparation of all DPRs & PMC 5,000.00 

Grand Total – Road Improvement 25,621.00 

The proposed widening of arterial roads include widening of NH32, JP chawk to Sindri to 6 

lanes and roads from Subhash Chawk to Bhuli Township, Barmais Phatak to Dhansar Road 

and Hatia to Barmasia Phatak to 4 lanes. Total investment proposed in widening of arterial 

roads is Rs. 14,400.00 lakh. 

Table 112: Widening of Arterial Roads -Proposed Investment 

Description 

Unit Cost 

(Rs. Lakh) 

Widening of Arterial Roads 

NH 32 to 6 lanes from Mahuda to GT 

Road 

Gap 

Amount (Rs. 

Lakh) 

200.00 30 km 6,000.00 

JP Chawk to Sindri to 6 lanes 200.00 22 km 4,400.00 

Subhash Chawk to Bhuli township to 4 200.00 10 km 2,000.00 

lane 

Barmasia Phatak to Dhansar Road to 4 200.00 7 km 1,400.00 

lane 

Hatia to Barmasia Phatak to 4 lane 200.00 3 km 600.00 

Grand Total – Widening of Arterial 

Roads 

14,400.00 

There are 22 major and 25 minor junctions are proposed for improvements with automatic 

singanlization, improved geometric condition of junctions and other works with a total 

investment of Rs. 925.00 lakh, the same is given in Table 113. 

Table 113: Proposed Junction Improvements 

Description Gap Amount (Rs. Lakh) 

Junction Improvements 

Major Junctions 

ISM Gate 1 No 25.00 

Matkuria 1 No 25.00 

Puja Talkies 1 No 25.00 

Bank More 1 No 25.00 

Near Rajkamal School on Jharia Road 1 No 25.00 

Near Dhanbad Police Station on Bridge 1 No 25.00 

Near RS College, Jharia 1 No 25.00 



Final Report 


Uparkuli on Sindri Road 1 No 25.00 

Kenduadih Road, Godhar 1 No 25.00 

Kenduadih Petrol Pump 1 No 25.00 

Putki Bridge 1 No 25.00 

Puja Talkies (Sahid Raju Chawk) 1 No 25.00 

Near Puja Talkies at Railway Station Road 

1 No 25.00 

Intersection 

Steel Gate Intersection 1 No 25.00 

Katras – Main Market at Railway Station 

1 No 25.00 

Intersection 

Jharkhand More – along NH-2 Towards Barwadda 1 No 25.00 

NH2 and NH 32 Intersection towards Bhuiphore 1 No 25.00 

Mandir 

NH 32 and SH Hirak Intersection 1 No 25.00 

Hirak Point 1 No 25.00 

Godhar More – Kusunda Rly. Station Intersection 1 No 25.00 

Karkend , Katras – Dhanbad – Bokaro 

1 No 25.00 

Intersection 

Karkend – Jharia Intersection 1 No 25.00 

Minor Junctions 

Improvement to Minor Junctions in DMC area 25 Nos 375.00 

Grand Total – Junction Improvements 925.00 

The total investment proposed for under ground utility ducting and provision of medians 

along major traffic corridors in the city is Rs. 3,075.00 lakh. 

Table 114: Proposed Corridors for Under Ground Utility Ducts and Medians 

Description 

Unit Cost 

(Rs. Lakh) 

Requirement Amount (Rs. 

Lakh) 

Railway Station to Sindri – Jharia 

50.00 25 km 1,250.00 

Road 

Railway Station to Gobindpur 50.00 13 km 650.00 

Shramilk Chawk to Sarbadda via 

50.00 10 km 500.00 

Combined Building 

Randher Verma Chawk to Combined 50.00 1.50 km 75.00 

Building 

JP Chawk to Madhuda 50.00 12 km 600.00 

Grand Total – UG Utility Ducts & 

Medians 

3,075.00 

There are 5 locations identified for pedestrian subways and pedestrian crossing with a total 

investment of Rs. 700 lakh. 

Table 115: Proposed Pedestrian Subways & Pedestrian Crossings 

Description Requirement Amount (Rs. Lakh) 

Near Kachehari 1 No 200.00 

Between Birsa Chawk and JP Chawk 1 No 200.00 

Near JP Chawk on NH 2 1 No 100.00 



Final Report 


Near MADA Office 1 No 100.00 

Sindri Road Near Sri Ram Plaza 1 No 100.00 

Grand Total – Pedestrian Subways & 

Pedestrian Crossing 

700.00 

The total investment proposed for construction of ROB, widening of ROB, Flyovers and 

elevated highways is to the tune of Rs. 16,250.00 Lakh. The elevated highway is proposed at 

Bank more and from railway station to ROB to decongest the core city. 

Table 116: Proposed Bridges and Elevated Highways & its Costing 


ROB at Barmasia Phatak 1 No 1,250.00 

Widening of Gaya Pul RUB to 6 Lane 1 No 500.00 

Elevated Highways 3 km 9,000.00 

Flyovers 2 Nos 5,500.00 

Grand Total – Bridges and Elevated 

Highways 

16,250.00 

The following table presents the list of proposed parking lots and with a total investment of 

Rs. 1,000 lakh. 

Table 117: Proposed Parking Locations 


Parking Lots 

Purana Bazar 1 No 70.00 

Bank More 1 No 100.00 

On Katras Road – JP Chawk Towards 

1 No 70.00 

Matkuria 


1 No 70.00 

Rajkamal School 

Naya Bazzar 1 No 70.00 

Park Market at Hirapur 1 No 70.00 

Sharnik Chawk at Gaya Bridge 1 No 70.00 

Sharnik Chawk at Railway Station 1 No 70.00 

Near Textile Market 1 No 70.00 

Near Saridhela Market 1 No 70.00 

Near Petrol Pump Chawk to Bata More 

1 No 70.00 

(Jharia) 

Bata More – Jharia Bus Stand 1 No 70.00 

Near Katras Market 1 No 70.00 

Near Katras Railway Station 1 No 60.00 

Grand Total – Parking Lots 1,000.00 

To release the heavy moving trucks and through traffic which are presently using inner city 

roads, ring road and bypass road is proposed with a total investment of Rs. 16,800 lakh. 



Final Report 

Table 118: Proposed Bypass and Ring Roads 


Bypass from Barbadda (Dhanbad)(@NH2, 6 km 1,800.00 

399.00km) to Godhar(@NH32, 16.00km) 

Ring Road 50 km 15,000.00 

Grand Total – Bypass & Ring Road 16,800.00 

Table 119: Proposed Bus Terminus and Transport Nagar Investments 


Bus Terminus at Bartand (Existing) 1 No 5,000.00 

New Bus Terminus at near Barwadda 1 No 5,000.00 

Transport Nagar at Pandukki (along NH2) 1 No 7,500.00 

Grand Total – Bus and Truck Terminus 17,500.00 


The proposed projects in street lighting include replacement repaired and old tube fixtures 

and installation of new fixtures as per standards. To curtail the energy consumption in street 

lighting sector power saving switches has been proposed. Total investment in street lighting is 

Rs. 5,656.57 lakh. 

Table 120: Proposed Investments in Street Lighting Sector 

Description 

Unit Cost 

(Rs. Lakh) 

Gap 

Amount (Rs. 

Lakh) 


Tube Light 0.05 1,195 Nos 59.75 

High Power 5.00 10 Nos 50.00 

High Mast Lamps 0.05 710 Nos 71.00 

Provision of New Fixtures 

Tube Light 0.05 34,612 Nos 1,730.58 

High Power 5.00 462 Nos 2,310.00 

High Mast Lamps 0.05 11,352 Nos 1,135.24 

Power Saver Switches 1.00 300 Nos 300.00 

Grand Total – Street Lighting 5,656.57 

8. Urban Environment, City Beautification and Tourism Development 

To improve the living environment in the city, list of projects have been proposed which 

include afforestration, river front development at Damodar River, developing green belt for 

Noise attenuation along major transportation corridors and development of biological parks 

at Dhangi Pahad. Total investment proposed for urban environmental improvement is Rs. 

4,850.00 lakh. For beautification of city and development of tourism Topchanchi lake 

beautification, development of parks at various locations in the city has been proposed. Total 

investment proposed under Urban Environment improvement, city Beautification and 

tourism development is to tune of Rs. 1,950.00 lakh. The details are presented in Table 121. 



Final Report 

Table 121: Proposed Projects in Environmental Improvement, City Beautification and 

Tourism Development 


Environmental Improvement 

Preparation of Environmental Master Plan 50.00 

Afforestration – in Lake/Pond Catchments 

200.00 

Areas 

Reclamation of Degraded Land (abandoned 

1,000.00 

Open Cast Mines) for Urban Forest and 

Creation of Green Belt 

River Front Development - Damodar River 15,000.00 

Green Belt Development for Noise 

Attenuation along major Transportation 

Corridor 

75.00 

Soil and Water Conservation Measures 100.00 

Biological Park at Dhangi Pahad 1,000.00 

City Beautification & Tourism 

Development 

Topchanchi Lake – beautification, 

improvement to approach roads and 

development of parks 

1 500.00 

Development of Amusement Park at Rejili 

1 2,000.00 

Bondh 

Beautification and boating facility for 

1 200.00 

Maithon Dam 

Development of Parks 25 Nos 500.00 

Development of Picnic Spots – boating 

500.00 

facilities to all major water bodies 

Provision of Public Facilities 25 Nos 100.00 

Grand Total – Env. and City 

Beautification and TD 

21,225.00 

9. Preservation of Water Bodies 

Total investment to the tune of Rs. 554.89 lakh is proposed to desilt and provision of fencing 

facilities to all water bodies in the city. The block wise total area under water and proposed 

investment is presented in Table 122. 

Table 122: Proposed Investments in Preservation of Water Bodies 


Desilting and Fencing of Water Bodies 

Water Bodies in Dhanbad Block 87.87 acres 142.30 

Water Bodies in Jharia Block 56.44 acres 91.40 

Water Bodies in Baliapur Block 128.04 acres 207.37 

Water Bodies in Gobindpur Block 29.73 acres 48.15 

Water Bodies in Baghmara Block 40.55 acres 65.67 

Grand Total – Water Body Rejuvenation 554.89 

10. Other Developmental Projects 

Total investment proposed under this head is Rs. 6,955.00 lakh, which include redevelopment 



Final Report 

of existing municipal corporation office at Bank more, construction of working women 

hostel, night shelters, community halls, sports complex, renewal of existing commercial 

establishments, construction of slaughter houses, electric crematorium, construction of 

auditorium, construction of vegetable markets and etc. The detailed cost estimates are 

presented in Table 123. 

Table 123: Other Developmental Projects 


Redevelopment of Existing Municipal 

1 1,000.00 

Corporation Office (Office cum 

Commercial Complex) 

Construction of Working Women Hostel 1 30.00 

Construction of Night Shelters 1 20.00 

Construction o Community Halls 2 100.00 

Construction of New Sports Complex 

1 5,000.00 

(Stadium) 

Renewal of Commercial Complexes 2 50.00 

Construction of Slaughter Houses 5 100.00 

Construction of Electric Crematorium 2 40.00 

Construction of Auditorium 1 50.00 

Construction of Vegetable Markets 5 500.00 

Development of Exhibition Ground 1 30.00 

Construction of Old Age Home 1 20.00 

Construction of Destitute Children’s Home 1 15.00 

Grand Total – Other Development 

Projects 

6,955.00 

11. Disaster Management pre-preparedness 

Following table presents the disaster management pre-preparedness and response activity 

investment required for Dhanbad. 

Table 124: Proposed Investments in Disaster Management Pre-Preparedness 


Preparation of Vulnerability Map 

2,000.00 

Developing a Information Data Base - GIS 

Creating a state –of- the art Infrastructure 

Setting up modern operation centre 

Laptop Computers 

2 Nos 

Telefax machines 

2 Nos 

Satellite Phone with data Communication 2 Nos 

Generator (portable) 

1 No 

Video Phone 

1 No 

Ready Move Kits for the Response Team 

5 No 

Solar Panels & Extra Battery Packs 

Hydraulic Excavator 

2 Nos 

Training and Capacity Building 

Grand Total – Disaster Prepreparedness 

2,000.00 



Final Report 

12. Urban Governance 

For efficient management of the increasing administrative responsibilities and the welfare 

activities it is proposed for e governance, restructuring of Municipal corporation (institutional 

strengthening) organization setup to takeup new responsibility, double entry accounting 

system, town planning and municipal information system (MIS), property Mapping – GIS for 

efficient collection performance. Besides this capacity building and periodic training also 

proposed with a total investment of Rs. 1,000.00 lakh. 

13. Basic Service for Urban Poor and Housing 

To improve the basic infrastructure facilities inside the slum area and for redevelopment, 

rehabilitation of slums following projects have been identified with a total investment of Rs. 

64,148.96 lakh. 

Table 125: Proposed Investments in Basic Services for Urban Poor & Housing 


Houses at Affordable costs for Slum 

Dwellers/Urban poor /EWS/LIG Categories 

Housing for Urban Poor Population 50,000 Nos 50,000.00 

Slum Networking (for Infrastructure) 

Water Distribution Network 150 km 375.00 

No. of Public Taps/ Handpumps 200 Nos 70.00 

Sewer Network 200 km 2,000.00 

No. of Public Toilet Seats 50 Nos 25.00 

No. of Public Urinals 100 Nos 17.00 

No. of Dustbins/ Temporary Waste 

Storage Points 20 Nos 0.76 

No. of Tricycle Bins 50 Nos 4.00 

No. of Push Carts 100 Nos 7.20 

Roads and Pavements 150 km 570.00 

Storm Water Drains 100 km 1,500.00 

Streetlights 1,000 Nos 80.00 

Schools 10 Nos 1,000.00 

Hospitals 25 Nos 500.00 

Livelihood Restoration and Social Security Schemes 

For Livelihood Opportunity LS 5,000.00 

To Provide Social Security LS 1,000.00 

Sub Total – Urban Services for Poor & 

62,148.96 

Housing 

Preparation of DPRs LS 2,000.00 

Grand Total - Urban Services for Poor 

& Housing 

64,148.96 

14. Summary of Investments 

The summary of proposed investment is presented in Table 126. Total investment proposed 

is Rs. 383,274.30 lakh out of which Rs. 319,125.34 lakh is proposed for urban infrastructure 



Final Report 

and governance and Rs. 64,148.96 lakh is proposed for basic services to the urban poor and 

housing for urban poor. 

Table 126: Summary of Proposed Investments 

Description 

Amount (Rs. Lakh) 

Urban Infrastructure and Governance 

Urban Planning and Growth Management - Master 

300.00 

plan/landuse plan and detailed development plan (micro plan) 

Water Supply 38,116.71 

Sewerage 52,480.08 

Solid Waste Management 5,596.09 

Construction and Improvement of Storm Water Drains 37,070.00 

Construction and Improvement of Drains/Nallahs 1,900.00 


Laying /improvement/widening of arterial /sub-arterial 

60,971.00 

roads and bridges 

Mass Transit System 50,000.00 

Parking Lots 1,000.00 

Laying of Ring Roads and Bye-Passes 16,800.00 

Construction and Development of Bus and Truck 

17,500.00 

Terminals 

Street Lighting 5,656.57 

Environmental Improvement and City Beautification 

21,225.00 

Schemes & Tourism Development 

Preservation of Water Bodies 554.89 

Other Development Projects 6,955.00 

Disaster Management 2,000.00 

Urban Governance 1,000.00 

Sub Total Urban Infrastructure and Governance 319,125.34 

Basic Services to the Urban Poor & Housing 

Infrastructure Facilities to Urban Poor – slum networking 

(infrastructure) 

6,148.96 

Housing for Urban Poor & DPRs, PMC 52,000.00 

Livelihood Restoration and Social Security Schemes 6,000.00 

Sub Total – Basic Services to the Urban Poor & Housing 64,148.96 

Grand Total 383,274.30 

Grand Total in Crores 

3,832.74 Crs 

The cost may increase at the rate of 5 percent per year, if the projects are not 

completed on the prescribed year. 

In Table 127 detailed component wise phasing is presented, which was arrived based on the 

discussion with the key stakeholders. 



Final Report 

Table 127: Component wise Investment Phasing (Base Cost) 

Description Total 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 

Rs. lakh 

Urban Planning & Growth 

Management 

Preparation of Master Plan & Micro 

Level Planning 

300.00 150.00 150.00 

Water Supply Projects 

De-silting of Topchanchi Lake – MADA 827.80 827.80 - - - - - - 

Rehabilitation of Jamadoba Water 100.00 

Treatment Plant including Electrical and 

Pumping Machineries 

100.00 - - - - - - 

Rehabilitation of Topchanchi Water 50.00 


50.00 - - - - - - 

Replacement of old and worn-out Clear 450.00 

Water & Raw Water Mains 

225.00 225.00 - - - - - 

Replacement of Existing old 380.00 


190.00 190.00 - - - - - 

Repair Works to Sindri Water Treatment 25.00 

Plant 

- 25.00 - - - - - 

Leak Detection Survey and Reduction 

Measures - - - - - - - 

Water Audit and Leak Detection of Bulk 20.00 

Water supply System 

- 20.00 - - - - - 

Water Audit and Leak Detection of 250.00 


- 250.00 - - - - - 


Katras Urban Water Supply Scheme – 870.90 

Phase I 

435.45 435.45 - - - - - 



Final Report 


Rs. lakh 

Katras Urban Water Supply Scheme – 921.84 

Phase –II 

460.92 460.92 - - - - - 

Improvement in Kusunda – Katras & 48.50 

Bhuli Township 

24.25 24.25 - - - - - 

Improvement of Water Supply – Jharia 1,597.30 

coal fields including Dhanbad Town – 

Phase – I 

798.65 798.65 - - - - - 

Improvement of Water Supply in Jharia 183.15 

Coalfields including Dhanbad Town– 

Phase – II 

91.58 91.58 - - - - - 

Katras Urban Water Supply – Phase III 1,354.00 677.00 677.00 - - - - - 

Raw Water Pumping Main 1,368.87 - 684.44 684.44 - - - - 

Raw Water Transmission 619.94 - 309.97 309.97 - - - - 

Augmentation of Water Treatment Plant 3,258.04 - - 1,629.02 1,629.02 - - - 

Clear Water Pumping 1,515.89 - - 757.94 757.94 - - - 

Clear Water Transmission 659.94 - - 329.97 329.97 - - - 

Construction of Storage Reservoirs 3,229.26 - - - 968.78 968.78 968.78 322.93 

Extension of Distribution Network 

System 17,786.29 3,557.26 3,557.26 3,557.26 3,557.26 3,557.26 - - 

24/7 Water Supply – Piloting Project 500.00 - - 250.00 250.00 - - - 

Preparation of DPR 700.00 700.00 - - - - - - 

Mapping and GIS 200.00 - 100.00 100.00 - - - - 

Asset Management Plan 100.00 - 50.00 50.00 - - - - 

Conducting Technical Feasibility Study 

for using abandoned mines as Storage 

tanks/Treatment plants/Reuse of Pit 

Water 100.00 100.00 - - - - - - 

Converting Abandoned Open Cast 

Mines for Drinking Water Storage Tanks 1,000.00 1,000.00 - - - - - - 



Final Report 


Rs. lakh 

Grand Total – Water Supply System 38,116.71 

9,237.90 7,899.51 7,668.59 7,492.97 4,526.04 968.78 322.93 

Sewerage and Sanitation 


Laying of Sewer Networks 19,432.35 - 3,886.47 3,886.47 3,886.47 3,886.47 3,886.47 - 

Construction of Sewerage Treatment 

Plant 

9,181.79 

- - 2,295.45 2,295.45 1,836.36 1,836.36 918.18 

Intermediate Pumping Stations 2,098.69 - - 524.67 524.67 419.74 419.74 209.87 

Road Overlay Cost 19,432.35 1,943.23 1,943.23 3,886.47 3,886.47 3,886.47 1,943.23 1,943.23 

Construction of Public Toilets 500.00 50.00 100.00 100.00 75.00 75.00 50.00 50.00 

DPRs 1,500.00 200.00 - - - - - - 

Asset Management Plan 100.00 - 50.00 50.00 - - - - 

Mapping and GIS 200.00 100.00 100.00 - - - - - 

Awareness Campaign 35.00 3.50 3.50 7.00 5.25 5.25 5.25 5.25 

Grand Total – Sewerage & Sanitation 

System 

52,480.18 

3,596.73 6,083.20 10,750.06 10,673.31 10,109.29 8,141.05 3,126.53 



Primary Collection Vehicles 

Additional Pushcarts 209.02 41.80 62.70 41.80 41.80 20.90 - - 

Containerized Tricycles 187.60 37.52 56.28 37.52 37.52 18.76 - - 


Additional Dumber Bins 146.30 14.63 14.63 29.26 29.26 29.26 14.63 14.63 


Dual Loaded Dumper Placers 340.00 34.00 34.00 68.00 68.00 68.00 34.00 34.00 

Disposal Facilities 

Land Fill Site Development 3,726.76 - 372.68 931.69 931.69 745.35 745.35 - 



Final Report 


Rs. lakh 

Compost Site Development 776.41 77.64 77.64 194.10 194.10 155.28 77.64 - 

Medical Waste Management 

Incineration Plants 25.00 2.50 3.75 3.75 3.75 3.75 3.75 3.75 

DPRs 150.00 150.00 - - - - - - 

IEC Activities 35.00 3.50 5.25 5.25 5.25 5.25 5.25 5.25 

Grand Total – Solid Waste 5,546.09 

Management 

361.59 626.93 1,311.38 1,311.38 1,046.56 880.62 57.63 


Upgradation/Remodeling of Kutcha 

to Pucca Drains 

Kutcha to Pucca Open 1,200.00 240.00 360.00 360.00 240.00 - - - 

Kutcha to Pucca Closed 2,295.00 459.00 688.50 688.50 459.00 - - - 

Pucca Open to Pucca Closed 325.00 65.00 97.50 97.50 65.00 - - - 

New Formation 

New Pucca Open Drains 10,320.00 1,032.00 1,548.00 1,548.00 1,548.00 1,548.00 1,548.00 1,548.00 

New Pucca Closed Drains 21,930.00 2,193.00 3,289.50 3,289.50 3,289.50 3,289.50 3,289.50 3,289.50 

DPRs 1,000.00 1,000.00 - - - - - - 

Grand Total – Storm Water 37,070.00 

Drainage System 

4,989.00 5,983.50 5,983.50 5,601.50 4,837.50 4,837.50 4,837.50 

Strengthening of Natural Drains / 

Channels 

1,875.00 187.50 281.25 281.25 281.25 281.25 281.25 281.25 

DPRs 25.00 25.00 


Strengthening /Improvement to 




Final Report 


Rs. lakh 

Concrete Roads 750.00 150.00 150.00 225.00 112.50 112.50 - - 

Black Top (BT Roads) 1,365.00 273.00 273.00 409.50 204.75 204.75 - - 

WBM 175.00 35.00 35.00 52.50 26.25 26.25 - - 


BT to Concrete 4,950.00 742.50 990.00 990.00 990.00 742.50 495.00 - 

WBM to BT 375.00 56.25 75.00 75.00 75.00 56.25 37.50 - 

Earthen to BT 2,700.00 405.00 540.00 540.00 540.00 405.00 270.00 - 

Widening of Roads 

Widening of Sub arterial Roads 2,850.00 285.00 427.50 427.00 427.50 427.50 427.50 427.50 

New Formation of Roads in 

Extension areas 

Concrete 600.00 - 120.00 180.00 120.00 90.00 90.00 - 

Black Top 6,496.00 - 649.60 1,299.20 1,299.20 1,299.20 974.40 974.40 

WBM 360.00 - 36.00 72.00 72.00 72.00 54.00 54.00 

DPRs 5,000.00 2,500.00 2,500.00 - - - - - 

Grand Total – Road Improvement 25,621.00 4,446.75 5,796.10 4,270.70 3,867.20 3,435.95 2,348.40 1,455.90 

Widening of Arterial Roads 

NH 32 to 6 lanes from Mahuda to GT 6,000.00 

Road 

1,800.00 1,800.00 1,800.00 600.00 - - - 

JP Chawk to Sindri to 6 lanes 4,400.00 440.00 1,320.00 1,320.00 1,320.00 - - - 

Subhash Chawk to Bhuli township to 4 

lane 

2,000.00 

600.00 600.00 600.00 200.00 - - - 

Barmasia Phatan to Dhansar Road to 4 

lane 

1,400.00 

420.00 420.00 420.00 140.00 - - - 

Hatia to Barmasia Phatak to 4 lane 600.00 - 180.00 180.00 120.00 120.00 - - 

Grand Total – Widening of Arterial 

Roads 

14,400.00 

3,260.00 4,320.00 4,320.00 2,380.00 120.00 - - 



Final Report 


Rs. lakh 

Junction Improvements 

Major Junctions 

ISM Gate 25.00 25.00 - - - - - - 

Matkuria 25.00 25.00 - - - - - - 

Puja Talkies 25.00 25.00 - - - - - - 

Bank More 25.00 25.00 - - - - - - 

Near Rajkamal School on Jharia Road 25.00 25.00 - - - - - - 

Near Dhanbad Police Station on Bridge 25.00 25.00 - - - - - - 

Near RS College, Jharia 25.00 25.00 - - - - - - 

Uparkuli on Sindri Road 25.00 25.00 - - - - - - 

Kenduadih Road, Godhar 25.00 25.00 - - - - - - 

Kenduadih Petrol Pump 25.00 25.00 - - - - - - 

Putki Bridge 25.00 - 25.00 - - - - - 

Puja Talkies (Sahid Raju Chawk) 25.00 - 25.00 - - - - - 

Near Puja Talkies at Railway Station 

Road Intersection 

25.00 

- 25.00 - - - - - 

Steel Gate Intersection 25.00 - 25.00 - - - - - 

Katras – Main Market at Railway Station 

Intersection 

25.00 

- 25.00 - - - - - 

Jharkhand More – along NH-2 Towards 

Barwadda 

25.00 

- - 25.00 - - - - 

NH2 and NH 32 Intersection towards 

Bhuiphore Mandir 

25.00 

- - 25.00 - - - - 

NH 32 and SH Hirak Intersection 25.00 - - 25.00 - - - - 

Hirak Point 25.00 - - 25.00 - - - - 

Godhar More – Kusunda Rly. Station 

Intersection 

25.00 

- - - 25.00 - - - 

Karkend , Katras – Dhanbad – Bokaro 

Intersection 

25.00 

- - - 25.00 - - - 



Final Report 


Rs. lakh 

Karkend – Jharia Intersection 25.00 - - - - 25.00 - - 

Minor Junctions 

Improvement to Minor Junctions in 

DMC area 

375.00 

- - - - 150.00 112.50 112.50 

Grand Total – Junction 925.00 

Improvements 

250.00 125.00 100.00 50.00 175.00 112.50 112.50 

UG Utility ducts & Medians 

Railway Station to Sindri – Jharia Road 1,250.00 250.00 375.00 375.00 125.00 125.00 - - 

Railway Station to Gobindpur 650.00 130.00 195.00 195.00 130.00 - - - 

Shramilk Chawk to Sarbadda via 500.00 


- 100.00 150.00 150.00 100.00 - - 

Randher Verma Chawk to Combined 75.00 

Building 

- 75.00 - - - - - 

JP Chawk to Madhuda 600.00 - 120.00 180.00 180.00 60.00 60.00 - 

Grand Total – UG Utility Ducts & 

Medians 

3,075.00 

380.00 865.00 900.00 585.00 285.00 60.00 - 

Pedestrian Subways & Crossings 

Near Kachehari 200.00 - - 200.00 - - - - 

Between Birsa Chawk and JP Chawk 200.00 200.00 - - - - - - 

Near JP Chawk on NH 2 100.00 - 100.00 - - - - - 

Near MADA Office 100.00 - 100.00 - - - - - 

Sindri Road Near Sri Ram Plaza 100.00 100.00 - - - - - - 

Grand Total – Pedestrian Subways & 

Pedestrian Crossing 

700.00 

300.00 200.00 200.00 - - - - 

Bridges & Elevated Highways 

ROB at Barmasia Phatak 1,250.00 - 625.00 625.00 - - - - 



Final Report 


Rs. lakh 

Widening of Gaya Pul RUB to 6 Lane 500 - - 250.00 250.00 - - - 

Elevated High Roads - 9,000.00 - - - 1,800.00 1,800.00 1,800.00 3,600.00 

Flyovers 5,500.00 - 1,650.00 1,650.00 1,650.00 550.00 - - 

Grand Total – Bridges and Elevated 

Highways 

16,250.00 

- 2,275.00 2,525.00 3,700.00 2,350.00 1,800.00 3,600.00 

Mass Transit System 50,000.00 - - - 10,000.00 10,000.00 10,000.00 20,000.00 

Parking Lots 

Purana Bazar 70.00 70.00 - - - - - - 

Bank More 100.00 100.00 - - - - - - 


Matkuria 

70.00 

70.00 - - - - - - 


Rajkamal School 

70.00 

- 70.00 - - - - - 

Naya Bazzar 70.00 - 70.00 - - - - - 

Park Market at Hirapur 70.00 70.00 - - - - - - 

Sharnik Chawk at Gaya Bridge 70.00 - 70.00 - - - - - 

Sharnik Chawk at Railway Station 70.00 - 70.00 - - - - - 

Near Textile Market 70.00 - - 70.00 - - - - 

Near Saridhela Market 70.00 - - 70.00 - - - - 

Near Petrol Pump Chawk to Bata More 

(Jharia) 

70.00 

- - - 70.00 - - - 

Bata More – Jharia Bus Stand 70.00 - - 70.00 - - - - 

Near Katras Market 70.00 - - - 70.00 - - - 

Near Katras Railway Station 60.00 - - - - 60.00 - - 

Grand Total – Parking Lots 1,000.00 310.00 280.00 210.00 140.00 60.00 - - 

By-pass & Ring Road 



Final Report 


Rs. lakh 

Bypass from Barbadda 1,800.00 

(Dhanbad)(@NH2, 399.00km) to 

Godhar(@NH32, 16.00km) 

540.00 540.00 720.00 - - - - 

Ring Road 15,000.00 - 4,500.00 4,500.00 4,500.00 1,500.00 - - 

Grand Total – By-pass & Ring Road 16,800.00 540.00 5,040.00 5,220.00 4,500.00 1,500.00 - - 

Bus Terminus & Truck Terminus 

Bus Terminus at Bartand (Existing) 5,000.00 5,000.00 - - - - - - 

New Bus Terminus at near Barwadda 5,000.00 - - - 2,500.00 2,500.00 - - 

Transport Nagar at Pandukki (along 

NH2) 

7,500.00 

- - 3,750.00 3,750.00 - - - 

Grand Total – Bus and Truck 

Terminus 

17,500.00 

5,000.00 - 3,750.00 6,250.00 2,500.00 - - 

Street Lighting 


Tube Light 59.75 11.95 17.93 17.93 5.98 5.98 - - 

High Power 50.00 10.00 15.00 15.00 5.00 5.00 - - 

High Mast Lamps 71.00 14.20 21.30 21.30 7.10 7.10 - - 

Provision of New Fixtures - - - - - - - 

Tube Light 1,730.58 - 346.12 519.17 519.17 173.06 173.06 - 

High Power 2,310.00 - 462.00 693.00 693.00 231.00 231.00 - 

High Mast Lamps 1,135.24 - 227.05 340.57 340.57 113.52 113.52 - 

Power Saver Switches 300.00 - - 60.00 90.00 90.00 30.00 30.00 

Grand Total – Street Lighting 5,656.57 36.15 1,089.39 1,666.97 1,660.82 625.66 547.58 30.00 

Environmental Improvement 

Preparation of Environmental Master 

Plan 

50.00 

50.00 - - - - - - 



Final Report 


Rs. lakh 

Afforestration – in Lake/Pond 200.00 

Catchments Areas 

60.00 60.00 80.00 - - - - 

Reclamation of Degraded Land 1,000.00 

(abandoned Open Cast ) for Urban 

Forest and Creation of Green Belt 

- - 300.00 400.00 300.00 - - 

River Front Development - Damodar 15,000.00 

River 

- 4,500.00 4,500.00 6,000.00 - - - 

Green Belt Development for Noise 75.00 

Attenuation along major Transportation 

Corridor 

7.50 11.25 11.25 11.25 11.25 11.25 11.25 

Soil and Water Conservation Measures 100.00 10.00 15.00 15.00 15.00 15.00 15.00 15.00 

Biological Park at Dhangi Pahad 1,000.00 - - - - 500.00 500.00 - 

City Beautification & Tourism 

Development 

Topchanchi Lake – beautification, 500.00 

improvement to approach roads and 

development of parks 

500.00 - - - - - - 

Development of Amusement Park at 2,000.00 

Rejili Bondh 

2,000.00 - - - - - - 

Beautification and boating facility to 200.00 

Maithon Dam 

100.00 100.00 - - - - - 

Development of Parks 500.00 50.00 75.00 75.00 75.00 75.00 75.00 75.00 

Development of Picnic Spots – boating 

facilities to all major water bodies 

500.00 

50.00 75.00 75.00 75.00 75.00 75.00 75.00 

Provision of Public Facilities 100.00 10.00 15.00 15.00 15.00 15.00 15.00 15.00 

Grand Total – Env. and City 21,225.00 

Beautification and TD 

2,837.50 4,851.25 5,071.25 6,591.25 991.25 691.25 191.25 

Preservation of Water Bodies 



Final Report 


Rs. lakh 

Desilting and Fencing of Water 

Bodies 

Water Bodies in Dhanbad Block 142.3 14.23 42.69 28.46 42.69 14.23 - - 

Water Bodies in Jharia Block 91.4 9.14 27.42 18.28 27.42 9.14 - - 

Water Bodies in Baliapur Block 207.37 20.74 62.21 41.47 62.21 20.74 - - 

Water Bodies in Gobindpur Block 48.15 4.82 14.45 9.63 14.45 4.82 - - 

Water Bodies in Baghmara Block 65.67 6.57 19.70 13.13 19.70 6.57 - - 

Grand Total – Water Body 554.89 

Rejuvenation 

55.49 166.47 110.98 166.47 55.49 - - 

Other Developmental Projects 

Redevelopment of Existing Municipal 1,000.00 

Corporation Office (Office cum 

Commercial Complex) 

1,000.00 - - - - - - 

Construction of Working Women 30.00 

Hostel 

- 15.00 15.00 - - - - 

Construction of Night Shelters 20.00 - 10.00 10.00 - - - - 

Construction o Community Halls 100.00 - 50.00 50.00 - - - - 

Construction of New Sports Complex 

(Stadium) 

5,000.00 

3,750.00 1,250.00 - - - - - 

Renewal of Commercial Complexes 50.00 50.00 - - - - - - 

Construction of Slaughter Houses 100.00 50.00 50.00 - - - - - 

Construction of Electric Crematorium 40.00 - - 20.00 20.00 - - - 

Construction of Auditorium 50.00 - 25.00 25.00 - - - - 

Construction of Vegetable Markets 500.00 - 250.00 250.00 - - - - 

Development of Exhibition Ground 30.00 - - - 15.00 15.00 - - 

Construction of Old Age Home 20.00 10.00 10.00 - - - - - 

Construction of Destitute Children’s 

Home 

15.00 

- - - - 7.50 7.50 - 



Final Report 


Rs. lakh 

Grand Total – Other Development 6,955.00 

Projects 

4,860.00 1,660.00 370.00 35.00 22.50 7.50 - 

Basic Services for Urban Poor & 

Housing 

Housing for Urban Poor Population 50,000.00 5,000.00 5,000.00 7,500.00 12,500.00 15,000.00 5,000.00 - 

Water Distribution Network 375.00 37.50 93.75 93.75 75.00 75.00 - - 

No. of Public Taps/ Handpumps 70.00 7.00 17.50 17.50 14.00 14.00 - - 

Sewer Network 2,000.00 - 200.00 500.00 500.00 400.00 400.00 - 

No. of Public Toilet Seats 25.00 7.50 7.50 7.50 2.50 - - - 

No. of Public Urinals 17.00 5.10 5.10 5.10 1.70 - - - 

No. of Dustbins/ Temporary Waste 

Storage Points 0.76 0.23 0.23 0.23 0.08 - - - 

No. of Tricycle Bins 4.00 1.20 1.20 1.20 0.40 - - - 

No. of Push Carts 7.20 2.16 2.16 2.16 0.72 - - - 

Roads and Pavements 570.00 57.00 171.00 171.00 171.00 - - - 

Storm Water Drains 1,500.00 150.00 450.00 450.00 450.00 - - - 

Streetlights 80.00 8.00 8.00 16.00 24.00 24.00 - - 

Schools 1000.00 100.00 100.00 200.00 300.00 300.00 - - 

Hospitals 500.00 50.00 50.00 100.00 150.00 150.00 - - 

DPRs 2,000.00 1,500.00 500.00 - - - - - 

Livelihood Restoration and Social 

Security Schemes 6,000.00 600.00 600.00 600.00 600.00 1,800.00 900.00 900.00 

Grand Total – Urban Services for 

Poor & Housing 64,148.96 7,525.69 7,206.44 9,664.44 14,789.40 17,763.00 6,300.00 900.00 

Disaster Management 2,000.00 600.00 800.00 600.00 - - - 600.00 

Urban Governance 1,000.00 400.00 400.00 200.00 - - - - 

Grand Total Investment 383,274.40 49,349.31 56,099.04 65,174.12 80,075.54 60,684.47 36,976.44 34,915.49 



Final Report 

C. Investment Sustenance 

In order to assess the investment sustaining capacity of Dhanbad Municipal Corporation, the 

municipal fiscal situation is forecasted through a Financial Operating Plan (FOP). The FOP is 

essentially a multi-year forecast of municipal finances for a term of 7 years (implementation 

period). It is used to forecast revenue income and revenue expenditure for the period 

between FY 2006-07 and FY 2013-14. 

Following are important assumptions towards simulating the municipal fiscal situation, and 

include both existing and new resources. 

1. Revenue Income Assumptions 

Property tax is the main source of own revenue for the Corporation. There are about 

215,750 (approx.) properties that can be charged under property tax item; 

About Rs. 1,500 per property has been assumed per annum for calculation rental value 

out of which 27% of ARV is proposed for property tax; 

Revision of property tax ARV by 30 percent in the FY 2007-08 and FY 2011-12 of the 

existing previous base; 

Annual growth rate of property is assumed at a rate of 2.50 percent per annum; 

Improving the arrears tax collection efficiency to at least 75 percent and current to 85 

percent; 

Growth in other revenue income items based on past performance and/ or likely growth 

(minimum of 5 percent and maximum of 15 percent); 

Any additional resources generated as part of proposed investments are taken into 

consideration; 

For Water Supply connection, at a nominal 2.50 percent per annum (proportionate to 

property tax assessment growth rate) regular connections are envisaged in the base case 

scenario and increase in water connections is a result of the availability of additional 

water for distribution – it is assumed that 90 percent of the property tax connections 

would have water connections by FY 2010-11; the current rate of water charge (flat rate 

of Rs. 100 for domestic and Rs. 150 for non domestic per month per connection, if it is 

metered then Rs. 5 per 1,000 liters) is maintained till 2006-07, and from 2007-08 a 15 

percent increase is assumed every 3 years; collection performance is assumed at 75 

percent against arrears demand and 85 percent against current demand; and new (onetime) 

connection charges are collected as per the current rate till 2006-07, and from 

2007-08 a 20 percent increase in every 3 years; 

For Sewer Connection, no new connections envisaged in base case scenario and sewer 

connections are provided under the with Project scenario – it is assumed that 100 

percent of the water supply connections would have sewer connections by FY 2011; 

monthly flat rate of Rs. 30 and Rs, 115 per connection for domestic and non domestic 

respectively, it is assumed for sewerage charge starts from 2007 - 08, and from then on a 

15 percent increase is assumed every 3 years; collection performance is assumed at 75 

percent against arrears demand and 85 percent against current demand. 

Solid Waste conservancy Fee is assumed that 70 percent of the residential property tax 

assessments and 100 percent of non domestic property assessments would have to be 

brought under the conservancy fee coverage net. Monthly conservancy fee of Rs. 10 & 



Final Report 

Rs, 50 per property assessments has been proposed for residential and non domestic 

properties respectively. It is assumed for conservancy fee starts from 2006-07, and from 

then on a 15 percent increase is assumed every 3 years; collection performance is 

assumed at 75 percent against arrears demand and 85 percent against current demand. 

2. Expenditure Considerations 

 

 

 

 

 

Establishment expenditure assumed to increase at rate of 8 percent per annum; 

O & M to grow based on past performance and/or likely growth (minimum of 5 percent 

to a maximum of 20 percent); 

Proposed capital expenditure and phasing based on investments recommended; 

Repayment commitments of all outstanding current debt & non debt liabilities; 

Additional O&M for new investments are also taken into account. 

Dhanbad Municipal Corporation’s ability to sustain investment is assessed and determined 

based primarily upon the Operating surplus. Since the plan period is 2006-13 and funding 

mechanisms are identified for capital expenditure till FY 2013-14. 

3. Key Assumption for FOP 

In forecasting the income and expenditure following are the key assumptions and guiding 

principles: 

 

 

 

 

 

 

 

 

Income or expenditure items, indicating high growth rate of over 20 percent, are capped 

at a maximum of 20 percent and those indicating a low/ negative growth rate have been 

considered to grow at a minimum rate of 5 percent per annum. The criterion for fixing 

the maximum limit is to maintain consistency with the overall growth of municipal 

finances and for a conservative estimate and the minimum limits is to provide for 

increased efficiencies; 

In case of inconsistency in income and expenditure during the review period, the base 

for projection is taken as average of the previous 5 years for projections; 

SFC devolution are expected to increase at 15% per annum (Presently no allocation for 

erstwhile Dhanbad Municipality); 

Overall establishment expenditure future projections have been considered at 8 percent; 

The total capital investments shall be funded by 50 percent from Central Government 

Grant, 20 percent from State Government Grant and balance through ULB 

contribution, public private sector participation and loan from financial institutions; 

A proportion of new capital investment is worked out to get the operations and 

maintenance cost of the proposed projects to maintain over its life cycle. For water 

supply projects it is assumed at 2 percent of the capital investment, sewerage and 

sanitation is 1.5 percent, solid waste management 8 percent, roads and traffic 

management 1 percent, storm water drainage 0.50 percent, slum improvement works and 

other projects it is assumed at 1 percent of the proposed capital investment; 

No regular capital income is envisaged other than grant component from Central and 

state government; 

New capital loans will be cleared over a period of 15 years with a moratorium of 7 years. 

The analysis on financial resources is worked out for the interventions to be carried out 

within the Municipal Corporation’s area. The sectors that are not in the domain of the 



Final Report 

municipal corporation are not taken for financial analysis and they are considered to be taken 

by other line agencies. Majority of the investments have to come from the municipal 

corporation for the provision of water supply and sewerage and if these are not integrated 

with other interventions, the deficiencies in services still persist. 

Efforts should be directed to develop financially self-supporting projects, wherever possible 

and cost recovery should be the policy for such cases. The cost of services should be pegged 

with the level of services and the affordability of the population. Though some assistance can 

be anticipated in the form of subsidies and external grant, it would not be sufficient to attain 

the required standards and hence the real earnings have to be improved and this must be the 

priority of the economic policies and programs formulated for Dhanbad. 

The assessment of investment sustenance concludes that the current finances of Dhanbad 

Municipal Corporation would not be in a position to match the proposed investments in 

infrastructure to achieve the desired vision unless the existing tax base and the resource 

mobilisation efforts are streamlined and strengthened. In order to augment/ enhance its 

financial resources Dhanbad Municipal Corporation should identify alternate resources like 

user charges for the services for conservancy, parking fee and encourage Public private sector 

partnership etc. 

ULB should attempt levy of higher property tax rate (surcharge) in areas which have better 

infrastructure. Another innovative option of resource mobilization, which most of the local 

bodies are adopting is to change the lease right to free hold or review all the current lease 

agreement with respect market rents and take appropriate action. 

D. Public Private Sector Partnership 

1. Overview 

Rapid urbanisation and growing demand has increased the need for investment in 

infrastructure development. Inadequate availability of funds for the provision of 

infrastructure has widened the divide between demand and supply. The government therefore 

has been encouraging Public Private Partnerships (PPPs) to attract market investment, 

thereby leveraging government budgetary resources to meet the provisions for infrastructure. 

Different PPP structures could be explored based on the extent of funds that could be 

diverted from public sources and those required from the private sector, service levels 

targeted, willingness to pay and affordability of consumers, and rehabilitation of the existing 

systems etc. The choice of an option, however, depends on the extent to which the private 

sector is expected to take over and the sharing of risks associated with such a transfer of 

responsibility. 

Dhanbad Municipal Corporation doesn’t have the required resources to implement the entire 

identified projects. In order to mobilize the additional resources for Municipal Corporation to 

implement non commercial projects, it is necessary to encourage Private Sector Participation 

in service delivery and other commercial projects. Private sector participation is desirable in 

the Public Private Partnership (PPP) format in infrastructure sector so that there is a balance 

between the risk and responsibilities between the Municipal Corporation and private sector 



Final Report 

developer. 

In view of the same, private sector participation shall be invited to leverage on the following 

benefits: 

 

 

 

 

Reduction of involvement of public finance or redirecting to them for urban poor; 

Induction of grater technical and management expertise; 

Provision of more responsive service to the customer; and 

Sourcing of additional finance. 

Following are the various options of Public Private Partnership in project development; 

Build Operate Transfer (BOT)/ and Concession Projects: Detailing of the basis of costs and 

assumptions is necessary although the risk of design and hence the responsibility for 

undertaking detailed design preparation is passed onto the private Sector. 

Design Build Operate (DBO) and Design Build Finance Operate (DBFO): As the risk of design is 

passed onto the private sector, detailed design may be avoided. 

Lease: Such a transaction may include augmentation and strengthening of the existing system 

and facilities. The detailing may be with regard to functioning or performance of the existing 

facilities, locational data etc., while detailed design risk and responsibility for this transaction 

may be with the private sector. 

Build Own Operate Sell: In the case of high-risk projects, the private sector’s perception of risks 

may be high and ULBs may finance, construct and operate the project for an initial period till 

the risk profile of the project is reduced or is lower. In such a case, as construction would be 

undertaken by the ULB, the project would have to be sufficiently detailed, including designing 

in the preparatory stage, to address quality and performance related issues as well as demand 

risk. 

Following are the list of projects identified under PPP format. 

2. Parking Lots on Public Private Partnership 

DMC shall built-up parking lots on public private partnership, the facilities can be operated 

on BOT basis. For the successful implementation of the project Municipal Corporation 

should identify and acquire land for the parking facilities proposed for the city to decongest 

the traffic. The project can be implemented on PPP framework wherein the private sector 

party would be required to build a quality parking facilities (two wheelers and four wheelers 

parking) with adequate passenger amenities and undertake operations and maintenance 

activities of the assets created by the private developer for the specified number of years 

quoted by the concessionaire as the concession period. In order to make the project bankable, 

the private sector party would be allowed to exploit a portion of the land on a commercial 

framework. The private sector party recover the investments through commercial revenues 

(Parking fee, lease rentals, licence fee) and collection of various fees as specified for the 

concession period. The JNNURM funding shall have to project viable and it shall be the 

responsibilities of the PPP partners to ensure financial sustainability of the project. Following 

are the list of parking lots and its investment proposed for Dhanbad. 



Final Report 

Table 128: Proposed Parking lots on Public Private Partnership 

Parking Location 


Purana Bazar 70.00 

Bank More 100.00 

On Katras Road – JP Chawk Towards Matkuria 70.00 

On Katras Road – JP Chawk Towards Rajkamal School 70.00 

Naya Bazzar 70.00 

Park Market at Hirapur 70.00 

Sharnik Chawk at Gaya Bridge 70.00 

Sharnik Chawk at Railway Station 70.00 

Near Textile Market 70.00 

Near Saridhela Market 70.00 

Near Petrol Pump Chawk to Bata More (Jharia) 70.00 

Bata More – Jharia Bus Stand 70.00 

Near Katras Market 70.00 

Near Katras Railway Station 60.00 

Total Investment – Parking Lots 1,000.00 

3. Redevelopment of Existing Bus Terminus on PPP framework 

The Bartand Bus Terminus project has been conceived with the objective of developing 

existing bus terminal with modern and adequate passenger amenities and shall also help 

decongest the city, by restricting entry of long distance bus services in to central business 

district of the city in the process reduce air, noise pollution to substantial levels and thus 

improve micro environmental quality. 

The bus terminus project proposed to be implemented on public private partnership (PPP) 

format through a built, operate and transfer model (BOT). the private sector operated will be 

required to design, finance and construct bus terminus including infrastructure facilities 

boarding and alighting bays, signages, etc. provide required passenger amenities, commercial 

complex with office and retail shop/kiosks and maintain the project assets during the given 

concession period. 

4. New Inter State Bus Terminus (ISBT) near Barwadda on PPP format 

DMC shall built up new Inter State Bus Terminus (ISBT) near Barwadda on public private 

partnership, the facilities can be operated on BOT basis. The project can be implemented on 

PPP framework wherein the private sector party would be required to build a quality Bus 

Terminus with adequate passenger amenities and undertake operations and maintenance 

activities of bus terminal for the specified number of quoted by the concessionaire as the 

concession period. In order to make the project commercially viable, the private sector party 

would be allowed to exploit a portion of the land on a commercial framework. The private 

sector party recover the investments through commercial revenues (lease rentals, licence fee) 

and collection of various fees as specified for the concession period. For the successful 

implementation of New Bus Terminus near Barwadda, Municipal Corporation should identify 

and acquire require land for the same on time. 

5. Transport Nagar at Pandukki on PPP format 



Final Report 

The Transport Nagar project has been envisaged with the objective of developing new 

Transport Nagar at Pandukki with a modern and adequate truck parking facilities, automobile 

workshops, weighbridge, boarding and lodging facilities, and telecommunication facilities. 

This project will help to decongest the city, by restricting entry and parking of trucks in to 

central business district of the Dhanbad. This process will reduce air, noise pollution to 

substantial levels and thus improve micro environmental quality of Dhanbad Municipal 


The transport nagar project proposed to be implemented on public private partnership (PPP) 

format through a built, operate and transfer model (BOT). the private sector operated will be 

required to design, finance and construct transport nagar at Pandukki which include truck 

parking amenities, necessary infrastructure facilities like boarding and lodging and etc,. 

provide required passenger amenities, commercial complex with office and retail shop/kiosks 

and maintain the project assets during the given concession period. The private developer 

recover the investments through commercial avenues like entry/parking fee, lease rentals, 

licence fee and etc., and collection various fees as specified for the concession period. 

6. New Ring Road/Elevated High Road on PPP format 

Following options can be explored to implement the proposed Ring Road/Elevated High 

Roads for Dhanbad on Public Private Partnership framework. 

Option I: 

Payment on an Annuity Basis followed by Tolling: A private developer shall be selected to carry out 

the projects on a Built Own Operate and Transfer (BOOT) basis. In this case the private 

developer will pay a certain amount of Annuity to the Municipal Corporation and then 

recover the cost through tolling/ advertisements and etc. They have to pay a share of profit 

to the Municipal Corporation, in addition to the annuity fee if the income (from tolling etc.) 

exceeds a particular amount. The separate stretches to the roads will be returned back to the 

Municipal Corporation after the lease period. 

Option II: 

Built Operate and Transfer: Bid out the project in full to a Private Developer to run on a BOT 

basis for a certain number of years as per concession agreement. 

Option III: 

Joint Venture Company: PPP form of the Joint Venture company can under take development 

and maintenance of proposed Ring Road/elevated roads. In this concept a project 

development fund can be created through equal contribution from both parties. This fund 

would form the equity of the Joint Venture company. The investment companies may 

support the Special Purpose Company (SPC) in raising finance in the form of debt. Any 

Viability Gap funding required for successful implementation of the project shall be filled 

through Subordinate Loan from the GoJ to the SPC. The SPC shall bid the different stages of 

the project to EPC contractors through a transparent process and these EPC contractors shall 

execute the work. 



Final Report 

7. Redevelopment of Existing Municipal Corporation on PPP format 

The present Municipal Corporation office is in dilapidated condition it requires rehabilitation 

or redevelopment intervention. Since Municipal Corporation do not have sufficient fund to 

redevelop the dilapidated/old office building, this can be developed on PPP format. Private 

sector developer would be investing on redevelopment of Municipal Corporation office 

building. The redevelopment of this office building project component consist of 

construction of Municipal Corporation Office building at ground floor with parking facility, 

commercial space for developer to generate revenue to construction and maintain the 

building during the concession period. Municipal Corporation would be getting an agreed 

upfront concession fee from the private sector developer. 

8. Construction of New Sports Complex/ Stadium at Bhelatandh on PPP format 

The proposed Sports Complex (10 Acres) at Bhelatandh along Hirak By-pass SH Stretch 

Bhuli can be developed on Built Operate and Transfer model. Private sector developer would 

invest the entire cost of creating and maintaining the sport complex. The private sector 

developer would be given on a specified concession period with a fixed concession fee to 

maintain the assets created. After the concession period the sport complex would be 

transferred to local authority for future maintenance. 

9. Development of Other Projects on PPP format 

The following listed projects can be implemented on PPP framework wherein the private 

sector party would be required to develop and maintain during the concession period. During 

the concession period Municipal Corporation would getting an agreed concession fee during 

the concession period, after the agreed concession period created assets would be transferred 

to Municipal Corporation. The proposed project list include, construction of working women 

hostel, construction of auditorium, construction of vegetable markets, development of 

exhibition ground, development parks and picnic spots. 

Table 129: Proposed Other Developmental Projects on Public Private Partnership 

Projects 

Amount 

Rs. Lakh 

Construction of Working Women Hostel 30.00 

Construction of Auditorium 50.00 

Construction of Vegetable Markets 500.00 

Development of Exhibition Ground 30.00 

Development of Amusement Park at Rejili Bondh 2,000.00 

Development of Parks 500.00 

Development of Picnic Spots – boating facilities to all major water 

bodies 500.00 

Total 3,610.00 

10. Water Supply System – Operation and Maintenance on Management Contract 

To begin with outsourcing of operations and maintenance and some of the commercial 



Final Report 

activities through management contracts through professional and reliable operator shall be 

done. From the identified long list of projects, bankable projects shall be developed through 

public private partnership format. This would greatly facilitate induction of technical land 

system knowledge and pave the way for future larger private sector involvement in project 

development. At the same time it is recognized that while private investment management 

shall play a growing role, the same must be coupled with a strong legal, contractual and 

regulatory framework which would be carried out simultaneously. 

Willingness of private sector participation is entirely dependent on financial viability of 

infrastructure projects the tariff structure charged from consumer are insignificant when 

compared to the capital expenditure and recurring expenditure incurred during the project life 

cycle. With the present set of rule, regulations, market determined tariff/structure in 

particular; the probability of attracting the private participation would remain very small. To 

encourage the private sector participation in service delivery it is necessary to amend / revise 

the rules and restructure the tariff plan so that project will be bankable on PPP format. 

However, distribution network laying and maintaining the same can be privatized, in this 

concept the private sector developer shall procure and lay of distribution network proposed 

for Dhanbad and do the operation and maintenance of the same. Structuring can be done in 

such a way that project become viable. 

11. Solid Waste Management – Collection and Transportation Outsourcing 

PPP form of the Joint venture company can under take waste management services to various 

industries, health care establishments and residents both present and prospective including 

levying and collection of service charges on user-pay principle by individual units in a 

professional manner. Each user compensates for the cost of waste management. 

12. Solid Waste Management – Scientific Disposal Facility Development on BOT basis 

Joint Venture Company can be formed to undertake scientific disposal of municipal solid 

waste generated in Dhanbad. Construction and maintenance of scientific landfill site 

development for inorganic waste and compost plant for organic waste collected from the city 

on built operate and transfer framework. The developer would be getting the tipping fee 

(based on tonnage of waste treated per day) from the Municipal Corporation for scientific 

disposal of municipal waste. Municipal Corporation can recover the tipping fee from 

consumer/citizens by introducing user charges/conservancy fee or door to door collection 

fee or solid waste tax and etc. 

13. Construction and Maintenance of Sewerage Treatment Plant on BOT basis 

It is proposed to develop initially one sewerage treatment plan on PPP basis. The operations 

shall expect to make capital investment for treatment plant and recover it over agreed 

concession period. Cost will be recovered through a combination of sewerage tax, sewerage 

charges, connection fee, local body general revenues and government subsidy. The needs of 

lower income groups can be taken care of by working out an innovative cross subside 

structure based on subsidy i) from one group to another ii) from one land use to another and 

iii) from one account to another. 



Final Report 

14. Construction of Housing complex at Bhelatandh and Sugiadih & New Residential Township on 

BOT basis 

To meet the growing housing demand in Dhanbad, two locations were identified for housing 

complexes and to avoid existing congested Central Business District (CBD) new residential 

township is proposed at Kurmidhi, Bada Pichdi, Chota Pichdi and Udaipur along NH 32. 

Since the Municipal Corporation itself cannot develop residential complexes and new 

townships therefore it is proposed on PPP format. Municipal Corporation shall identify and 

acquire suitable land in Bhelatandh (Govindpur block) and Sugiadih (Dhanbad block) village 

for housing complex and for new townships at Kurmidhi, Bada Pichdi, Chota Pichdi and 

Udaipur. It is proposed to develop residential complex in 150 to 200 acres of land and for 

new townships it envisaged 500 acres land, which needs to be acquired by Dhanbad 

Municipal Corporation. Private sector developer would develop housing complexes and new 

townships on Built Operate and Transfer (BOT) framework on Municipal Corporation land. 

Municipal Corporation can get into concession agreement with private sector developer by 

this Corporation would be getting concession fees in the form of upfront lease amount as 

agreed in the concession agreement. 

15. Development of Amusement Park at Rejili Bandh on BOT basis 

Development of Amusement Park at Rejili Bandh could be developed on PPP framework 

wherein the private sector party would be required to develop and maintain the amusement 

park during the concession period. During the concession period Municipal Corporation 

would getting an agreed concession fee during the concession period, after the agreed 

concession period created assets would be transferred to Municipal Corporation. 

The region recognizes the importance of PPP not only funding mechanism but also an 

important tool to bring in efficiencies as well as ensure proper operations and maintenance of 

the assets being created herein. 

A spectrum of PPP options ranging from agreeing frameworks to full privatization has been 

thought about and same has been discussed above in detail. 

However, the choice of option given situation will depend on factors such as degree of control 

desired by the ULBs, legal framework for private investment, regulatory mechanism and potential 

of attracting financial resources from both public and private sectors. 



Final Report 

Table 130: Summary of proposed projects on Public Private Partnership 

Projects 

Amount 

Rs. Lakh 

Bus Terminus at Bartand (Existing) 5,000.00 

New Bus Terminus at near Barwadda 5,000.00 

Transport Nagar at Pandukki (along NH2) 7,500.00 

Ring Road 9,000.00 

Parking Lots 1,000.00 

Mass Transit System (Public Transport System) 12,500.00 

Redevelopment of Existing Municipal Corporation Office (Office 

cum Commercial Complex) 1,000.00 

Construction of Working Women Hostel 30.00 

Construction of New Sports Complex (Stadium) 5,000.00 

Construction of Auditorium 50.00 

Construction of Vegetable Markets 500.00 

Development of Exhibition Ground 30.00 

Development of Amusement Park at Rejili Bondh 2,000.00 

Development of Parks 500.00 

Development of Picnic Spots – boating facilities to all major water 

bodies 500.00 

Solid Waste Management – landfill 1,490.71 

Sewerage Treatment Plant 9,181.79 

Water Supply 9,143.14 

Total 69,425.64 

Following tables presents the FOP results after considering the above projects under PPP. 

The “do nothing scenario” is worked out considering only the revenue account transactions 

to assess the Corporation capacity to generate revenue surpluses that could be leveraged to 

undertake capital investments. Detailed cash flows are worked out for each of the subprojects 

based on the assumptions with regards investment phasing, financing pattern, 

additional O&M expenditure and additional income due to proposed capital investments, 

PPP project for the Full Project scenario. The net project cash flows are then loaded onto the 

base case scenario to test their impact on the overall Corporation fiscal situation. 

“Do nothing Scenario”. The do nothing scenario results indicate that under the past-trend 

based assumptions adopted, Dhanbad Municipal Corporation would end up with a positive 

cumulative surplus of Rs. 11,884 lakh by the end of FY 2013-14. With reforms and additional 

resource mobilization initiatives like Private sector participation and parking fee, levying of 

new charges like conservancy fee Corporation can reach above said cumulative surplus. 

Full Project Sustenance Scenario. Table 132 presents a summary of total project cash flows 

due to the full project scenario. The total net project cash flows due to full project when 

loaded onto the base case Scenario FOP indicate that Dhanbad Corporation cannot sustain 

the proposed investment and hence Municipal Corporation requires O&M cost for 

management of assets which are created under the item of Basic services for Urban Poor 

during the mission period. Table 131 presents a summary of the Corporation fiscal status in 

the Full Project scenario. The full project investment proposed for Dhanbad is to the tune of 

Rs. 383,274.40 lakh, details of sector wise financing pattern is presented in the following table. 



Final Report 

Table 131: Financial Operating Plan (FOP) Results 

Item Heads 2006 2007 2008 2009 2010 2011 2012 2013 

Rs. Lakh 

Opening Balance (422) (220) 1,322 2,836 4,378 6,015 7,937 9,850 

Revenue Income 1,122 1,829 1,907 2,042 2,154 2,599 2,770 2,961 

Additional Revenue Mobilization - 906 910 929 1,053 1,058 1,062 1,205 

Revenue from BOT Projects (from PSD) 

Total Revenue Income 1,122 2,735 2,817 2,971 3,208 3,657 3,833 4,166 

Revenue Expenditure 921 1,193 1,303 1,429 1,572 1,734 1,920 2,133 

Status 201 1,542 1,514 1,543 1,636 1,923 1,913 2,034 

Closing Balance (220) 1,322 2,836 4,378 6,015 7,937 9,850 11,884 

Total Net Project Cash Flow (after 

- 188 (401) (1,789) (2,849) (5,819) (9,942) (14,101) 

deducting ULB equity from cash flow) 

Overall Closing Balance (220) 1,510 2,435 2,590 3,166 2,119 (92) (2,217) 

Table 132: Summary of Project Cash flow 

Description 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 

Rs. Lakh 

1 Water Supply 1,185.5 2,414.6 4,335.7 7,654.7 10,026.3 11,074.7 12,453.4 13,311 

2 Sewerage 344.6 735.7 982.9 1,581.4 2,178.9 1,642.3 942.6 (839) 

3 Roads and Traffic Management (23.0) (163.4) (463.5) (972.4) (1,754.7) (2,553.5) (3,552.8) (5,082) 

4 Storm Water Drainage (126.2) (444.2) (970.6) (1,708.3) (2,642.1) (3,000.0) (3,569.6) (5,033) 

5 Solid Waste Management 238.1 398.4 507.8 557.2 474.4 267.5 15.7 (255) 

6 Street Lighting (0.9) (35.3) (308.0) (948.4) (1,958.8) (3,021.8) (4,256.4) (5,696) 

7 Urban Services for Poor (26.1) (121.1) (297.9) (598.7) (1,078.8) (1,497.7) (1,985.8) (2,741) 

8 Others 0.0 (50.0) (149.1) (292.0) (485.4) (693.5) (913.5) (1,144) 

Total Sub Project Cash Flow 1,592.1 2,734.7 3,637.3 5,273.6 4,759.8 2,217.8 (866.5) (7,480) 

Opening Balance - 1,592 2,735 3,637 5,274 4,760 2,218 (866) 



Final Report 

Description 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 

Rs. Lakh 

A Sources of Fund 

1 Debt Drawdown 1,404 1,732 2,291 2,696 2,456 1,582 1,074 - 

Equity from Private Developer 11,231 12,930 15,261 21,277 16,142 9,611 11,323 - 

2 Equity Drawdown 4,091 5,302 6,801 7,444 6,402 4,802 3,461 - 

3 Govt. Grant 39,026 46,582 56,823 73,306 58,332 37,320 37,002 - 

4 User Charges 238 1,163 2,056 3,787 5,004 5,300 6,439 6,740 

5 New Connection Fees 1,702 1,377 2,602 4,335 3,587 361 449 460 

Total- Inflow 57,691 69,086 85,833 112,845 91,922 58,975 59,748 7,199 

B Disposition of Funds 

1 Project Capital Expenditure 55,751 66,545 81,176 104,723 83,331 53,314 52,860 - 

2 O&M - 517 1,337 2,517 3,907 4,988 5,854 6,487 

3 Debt Servicing - 83 1,042 1,960 2,645 2,807 3,417 7,326 

4 IDC 348 798 1,376 2,009 2,553 408 702 - 

Total- Outflow 56,099 67,943 84,931 111,209 92,436 61,517 62,833 13,813 

Net Cash Flow 1,592 1,143 903 1,636 (514) (2,542) (3,084) (6,614) 

Closing Balance 1,592 2,735 3,637 5,274 4,760 2,218 (866) (7,480) 



Final Report 

E. Funding Pattern 

As per the JNNURM guidelines, component wise funding pattern is presented in Table 133. 

Table 133: Proposed Funding Pattern (Base Cost) 

Description Central 

Government 

Grant 

State 

Government 

Grant 

ULB/PPP/FIs/ 

Beneficiaries 

Total 

Rs. Lakh 

Water Supply 19,058.36 7,623.34 11,435.01 38,116.71 

Sewerage & 

Sanitation 26,240.09 10,496.04 15,744.05 52,480.18 

Road and Traffic 

Management 73,135.50 29,254.20 43,881.30 146,271.00 

Storm Water 

Drainage 19,762.45 7,904.98 11,857.47 39,524.89 

Solid Waste 

Management 2,798.04 1,119.22 1,678.83 5,596.09 

Street Lighting 2,828.28 1,131.31 1,696.97 5,656.57 

Basic Services for 

Urban Poor 32,074.48 12,829.79 19,244.69 64,148.96 

Others 15,740.00 6,296.00 9,444.00 31,480.00 

Total 191,637.20 76,654.88 114,982.32 383,274.40 

% Distribution 50% 20% 30% 100% 



Final Report 

Annexure 1: Primary Stakeholders Consultation findings 

Annexure: Primary Stakeholders Consultation findings 

Consultation is an inseparable part of any planning process, for opinion of those, who will be 

the beneficiaries of the development, is very important. In due course of the process, 

feedback from people from various hierarchies was collected. The feedback was collectively 

official and personal in nature so as to incorporate the needs for development from 

administrative as well as resident point of view. Although feedbacks given from various 

people were very subjective in nature, a comprehensive study of their inputs has brought out 

a few concrete results. 

Profile of the consulting Entity: Mr. Chandrasekhar Dube, MP, Dhanbad 

Date of the consultation: 27 th of May, 2006 

Venue: 

Cottage in front of circuit house 

Issues raised/discussed/suggestions: 

1. He envisions Dhanbad to be a modern city. 

2. He feels drinking water is the first priority. Then water for irrigation purpose also is as 

important. 

3. Smooth roads and wide ranging roads network. 

4. Health care is also very important. Right now no medicines can be found in PHCs. 

5. Proper utilization of funds is warranted. Auditing system in place. 

6. Power supply for 24 hrs. 

7. Only Palamu and Giridih are the naxalites affected regions. 

8. For proper education, Universities, Medical colleges, Engineering Colleges should be there in 

enough numbers. 

9. He also felt the strong need that closed industries like FCI should be opened. 

Quality of service of current urban amenities: 

Urban Infrastructure 




Water Supply 

Street Light 


Grading 

Poor 

Poor 

Poor 

Very Poor 

Ok 

Poor 

Prioritisation of sectors: 

Infrastructure Sector 

Priority wise Ranking 

Drainage and Sanitation 3 

Solid Waste Management 5 

Urban Transport 8 

Water Supply 1 

Sewerage 2 

Storm water drainage and Water Body Rejuvenation 6 

Street light 7 

Housing for Poor 4 



Final Report 

SWOT Analysis: 

Strengths 

Coal reserves 

Recently explored methane reserves 

NTPC in Madandih 

Opportunity 

Creation of employment 

opportunities by efficient use of coal 

and methane reserves 

Weakness 

Naxalism, Corruption, Unemployment. 

TATA is not playing fair, it is not paying it’s 

workers according to 6 th payment commission. 

Money, not reaching the ground. 

Lack of teachers due to low salary packages. 

Threat 

Growing Naxalites threat 

Profile of the consulting Entity: 

Date of the consultation: 

Venue: 

Mrs. Kunti Singh, MLA, Jharia Constituency 

27 th of May 

Kunti Mansion, near Steel Gate 


1. Explained the vital needs of the city, she confirmed that the city’s Airport should be revived, 

as it helps grow the business community. 

2. She told that bus stands need to be rehabilitated as there is very large traffic in Dhanbad, and 

due to lack of proper facilities, people suffer in all parts of Dhanbad. 

3. Much more emphasis should be put on design of a well engineered sewerage system as the 

water outflow from drainage spoils all the roads, and that’s is what spoils the road 

conditions, in spite of repeated rehabilitation. 

4. Coal in Jharia, which has caught fire, needs to be cut off from the intact portion, so that the 

valuable coal can be saved. 

5. Amusement parks are urgent need as there are no places right now, where on a holiday; 

parents can take their children for recreation. 

6. Slum housing needs a thrust, as basic facilities should be provided to all. 

7. A lots of people come to work in Dhanbad, there are no good arrangements, where they can 

spend their night. Steps should be taken in that direction also. 

8. Jharia should not be displaced. The ground should be improved for stability and mining to 

be abandoned in that zone, so that people stay where they are and do whatever they are 

doing. 

9. As far as Jharia is concerned, following needs to be done: 

a. Raja Talab beautification should be taken up and it can be developed into a tourist 

spot. 

b. Proper drainage system 

c. Water and power supply 

d. Rehabilitation of the labour, working there. 

e. Children’s parks for rejuvenation 

f. some roads are pathetic in condition, need to be maintained 

g. Good education for all the children. 

h. Better Employment opportunities. 

10. She told that Vidhayak fund is utilized for small roads, Drains, Samudayik bhavans, 

Ambulance. 

11. For future proposals for the projects to be taken up, she suggested the following things: 

a. Raja Talab beautification 

b. Children’s Park 

c. Stopped track should be shifted and laid at a different location 



Final Report 

d. Kolanchal University for Dhanbad. 

12. Talking about the facilities provided by BCCL, she said that more is required to be done, 

some of them are: 

a. Timely payment to labourer. 

b. BCCL should also make arrangements for education of the poor. 

c. Drinking water is a problem in Collieries. 

d. Power distribution in the collieries. 






Water Supply 

Street Light 


Grading 

Very Poor 

Poor 

Poor 

Very Poor 

Ok 

Poor 








Sewerage 4 





Strengths 

Potential tourism places 

Coal abundance 

Opportunity 

Coal based Industries 

Domestic as well as foreign tourism 

Weakness 

Transport Sector 

Bad sewerage conditions 

Large traffic 

Threat 

Jharia region instability 

Naxal movement 

Vision for Dhanbad: 

1. Safe and Prosperous Dhanbad. 

2. Habitat for all, especially for the poor. 

Profile of the consulting Entity: Mr. Narendra Kumar, Superintendent Engineer, 

JRDA 


Venue: 

JRDA Office, near circuit house 



Final Report 


1. In Jharia zone, there is fire, there is subsidence, there are cracks, from which the fire comes 

into contact with air, and propagates. 

2. CMPDI has prepared master plan for Jharia rehabilitation. And it’s the authority form BCCL 

side to take care of rehabilitation plan. 

3. He told about proposed sites that they are tentatively selected, but final approval hasn’t yet 

come. 

4. He also suggested that all future development should be consistent with the mining activities 

and should incorporate the future mining plan. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Ok 

Poor 

Ok 

Poor 








Sewerage 6 





Mr., Kamal Kishore Srivastava, DTO 


Venue: 

New DTO Office, near Court Complex 


1. About the requirements of bypass road, he told that 

GT Road to Bokaro bypass is required. 

2. He also emphasized on Public awareness regarding 

traffic management. 

3. Imposition of fine, whenever rules are broken, has 

to come in place. And the rules need to be followed 

strictly. 

4. Currently, there is no internal transport facility for 

the city, leading to heaving traffic, as more and 

more people end up using four-wheelers. And for 

poor, there is no other way other than traveling on the roof of loaded buses, which can be 

counted on fingers. An example is shown is the picture: 



Final Report 

5. He talked about need of solid waste management, as people end up throwing waste near 

roads, which eventually reduces the effective carriageway width and leaving the stretches 

prone to accident. 






Water Supply 

Street Light 


Grading 

Poor 

Very Poor 

Very Poor 

Poor 

Poor 

Poor 








Sewerage 8 




Profile of the consulting Entity: Mr. Pandey; Tourism Officer, Tourism Information 

Centre 


Venue: 

Tourism Information Centre, Hotel Ratna Vihar 


1. He raised the concern that there is not enough thrust from government side to promote 

tourism in the region, in spite of having enormous potential. 

2. There is also a need to provide better connectivity to various important places of local as well 

as global importance. 

3. Tourist spots like Topchanchi Lake, Maithan Dam, and Lilori Temple need to be revived 

from tourism point of view. 

4. He has given a recommendation report to ministry, in which potential sites to be developed 

at tourism spots are mentioned. 

5. He also feels the need of buses at the information centre, which can take tourists to the spots 

and thus promote it. 

6. There is also a need to revive the water bodies within the city like Bekar Bandh, Pampu Talab 

etc., which are of very high local importance. 






Water Supply 

Street Light 

Grading 

Poor 

Poor 

Poor 

Ok 

Ok 



Final Report 


Tourism development 

Poor 

Very Poor 








Sewerage 4 




Tourism development 2 


Strengths 

Potential tourism sites 

Religious places of great local importance 

Opportunity 

Domestic and international tourism 

Weakness 

Negligence of government towards 

tourism 

Threat 

Naxalites 


Mr. R K Thakur, Fire Station Officer 


Venue: 

Randheer Verma Stadium, Golf Ground 


1. He has given fire accident data for Jharia and Sindri both, as he looks after both the places. 

2. He has emphasized on the need for having stringent building construction norms, to ensure 

safety from fire in long term. 

3. Right now there are various places in Dhanbad, where extinguisher van can’t at all reach. 

4. Almost all the hotels are not complying with the fire norms. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Ok 

Very Poor 

Poor 

Poor 










Final Report 

Sewerage 4 





Strengths 

Opportunity 

Weakness 

Non-compliance of building regulations 

Unplanned building construction 

Threat 

Profile of the consulting Entity: Mr. K K Sharma, Head Assistant, NAC Chhatatand 

Mr. Kamal Bahadur Verma, staff, Chhatatand NAC 


Venue: 

NAC Office, Chhatatand 


1. They told that there is large number of people living below poverty line. A survey was 

conducted for BPL for census in 2001 on the basis of their amenities and infrastructure. 

2. Solid waste disposal is taken care by MADA, as they suffer from lack of staff. A tractor (and 

other assets) given by them is used by MADA (given in 2002) staff to function the same. 

3. He also noted that road density is better in Dhanbad as compared to other districts of 

Jharkhand. 

4. Lack of staff, infrastructure and revenue are the setbacks in developmental procedure. 






Water Supply 

Street Light 


Grading 

Very Poor 

Poor 

Poor 

Very Poor 

Ok 

Poor 








Sewerage 4 






Final Report 



Venue: 

Mr. Pawan Kumar: CO, Baghmara Circle 

29th of May 

CO Office, Baghmara 


1. There is a major scarcity of staff. Lot of people here and there working on deputation, which 

leads to degradation of quality of work. 

2. Temporary staff is also not being provided. 

3. People follow the practice of dumping solid waste alongside the rivers, which creates bad 

look, pollutes the streams, and enhances the chance of pandemic. 

4. There are almost nil sources of revenue generation; No tax levied in Jharia, Chhatatand and 

Katras, leaving the government bodies weaker. 

5. He conformed that even part of Chatatand is fire affected, so rehabilitation is to be 

eventually done. So no Construction is allowed by BCCL, as all the land belongs to BCCL. 

For example “Sulabh Shauchalaya” construction was stopped by BCCL, even after getting a 

grant of 13 lacs. 

6. No committee formed like JRDA for rehabilitation for Chatatand. 

7. Salaries are pending, spreading havoc among employees. There was also shocking piece of 

information that there is no permanent staff in Chhatatand NAC Office, and volunteers 

working for last 11 years for no salary, in the hope that they will be absorbed by the system. 






Water Supply 

Street Light 


Grading 

Very Poor 

Poor 

Poor 

Poor 

Poor 

Poor 








Sewerage 2 





Mr. R N Sinha, CMO and Civil Surgeon 

Mr. U P Singh, RCH Officer, PMCH 


Venue: 

PMCH 



Final Report 


1. Mr. Singh noted that air pollution is a major problem here. Skin Deceases are quite 

prevalent due to this. The reason being transportation of coal in open truck, which adds 

to the RSPM in a major way. 

2. He also told that bathing in polluted water promotes deceases. And this is quite 

prominent and traditional way. 

3. There are about 60 nursing homes. 

4. Private facilities like 

a. DBC 

b. ACC hospital 

c. TISCO Hospital 

d. BCCL Hospital 

5. Small Centres like 

a. CMRI 

b. CFRI 

c. ISM 

6. Major Health problems in the city 

a. Dust from Coal Mines 

b. Heavy traffic leading to pollution 

c. Problems like Tuberculosis, Gastestoritis, 

d. Due to alcohol consumption problems like Alcoholic Hepatitis 

e. STI 

7. There is a major need of: 

a. Sewerage system 

b. Solid waste management for 

c. Housing facilities for poor 

d. Nursing homes 

8. Right now in hospitals, for solid waste they burn it and burry in pits. 

9. There are no disposal facilities in nursing homes. 

10. He cited one or two instances where segregation is done into Paper, Iron and plastic 

types. 






Water Supply 

Street Light 


Disposal of medical waste 

Grading 

Poor 

Very Poor 

Ok 

Poor 

Ok 

Poor 

Very Poor 








Sewerage 4 




Final Report 




Strengths 

Opportunity 

Weakness 

No disposal arrangements for 

biomedical waste 

Threat 

Fast growing population, but 

incompatible growth of facilities 

Profile of the consulting Entity: Mr. Gobardhan Ram, Assistant Administrator, 

Jharia 


Venue: 

NAC Office, Jharia 


1. He informed that MADA takes care of sanitation 

and water supply in the area. 

2. Area wise Jharia is a small NAC, but has a large 

population comparatively; the reason is Jharia being 

prominent coal field of the country. 

3. The area of the NAC is about 1.125 sqKm. The 

area is densely populated and the population as per 

the 2001 census is 81979. 

4. But as compared to the need of the population, 

very little development has taken place due to 

political interference. 

5. Solid waste is not managed well, added Mr. 

Gobardhan Ram. A picture taken in the main 

market of Jharia show it all: 

6. They told that they are supposed to take care of 

a. Death and Birth registration 

b. Cleanliness and garbage management 

c. Water Supply (is taken care by MADA) 

d. Sanitation (is taken care by MADA) 

e. Roads and street lights. 

7. Water tax is also collected by MADA 

8. Holding tax is not yet fixed due to unauthorized holdings as if they are asked to pay tax, they 

will claim for that land, which actually belongs to BCCL. 

9. Right now, they get revenue from 

a. Taxation on rickshaw 

b. Bullock cart 

c. Push Cart 

d. Market toll collection 

10. They have proposed toll collection form bus stand. 



Final Report 






Water Supply 

Street Light 


Grading 

Poor 

Very Poor 

Poor 

Poor 

Poor 

Poor 








Sewerage 5 





Mr. Vijay Babu: Head Clerk, Jharia NAC 


Venue: 

NAC Office, Jharia 


1. They have bought water tanker and a tractor for Waste disposal, and planning to hand it over 

to MADA, but not yet done. The reason being lack of staff. 

2. Lots of Large size dust bins were also bought and have been handed over to MADA, but 

they are not being utilized efficiently and not serving the purpose to even half the extent. 

3. They also quoted that a few days back, Koyala Minister had come and said that Jharia 

necessarily has to be rehabilitated. The new located site is about 7 km away from Jharia. 

4. Just outside the city, all around, Ground Fire exists. But the city is not under fire. 

5. They also told the possibility that Raja Talab can be developed for amusement and other 

purposes and revenue can be generated. 

6. They feel the need of Bus stand, Roads, Sewerage system. 

7. Water supply is not adequate. Out of 12 wards, only 4 receive water. 

8. BCCL is not allowing any developments, they are even not allowed to dig and wells, and 

hand pumps. 

9. There is a need of connectivity of all the wards to the main road. 

10. They have proposed a bypass of length 18 km. 

11. Power supply is ok, and it is better than Dhanbad. 

12. Talking about subsidence in the region they told that because sand was not properly filled, 

where coal was dug, that’s why subsidence is the major concern. 






Water Supply 

Grading 

Very Poor 

Very Poor 

Poor 

Poor 



Final Report 

Street Light 


Ok 

Poor 








Sewerage 6 





Strengths 

Mining activities 

Mineral abundance 

Opportunity 

Business opportunities 

Collection of holding taxes, income taxes and other 

taxes 

Weakness 

Subsidence 

Underground fire 

Threat 

Rehabilitation 

Profile of the consulting Entity: Mr. Vijay Singh Kushwaha, social worker, Member 

of Jharia Bachao Samiti, Jharia 


Venue: 

Near NAC Office, Jharia 


1. Public is not of the view that Jharia should be rehabilitated. And they are opposing the move. 

2. They want government to stabilize the area and let them stay there only. 

3. There is a study done by CMRI about Jharia region regarding mining activities, ground fire 

and subsidence. 

4. Mr. Gopal Aggarwal is the head of Jharia Bachao Samiti, Jharia. 






Water Supply 

Street Light 


Grading 

Poor 

Very Poor 

Very Poor 

Poor 

Ok 

Poor 









Final Report 


Sewerage 5 





Mr. Kalim Ahamad Khan, Accounts Officer 

Mr. Ashok Kumar Thakur, Cashier, 

Accounts Department 


Venue: 

MADA Building 


1. Financial health of MADA is not well and currently it’s in a total loss of about 450 crores. 

2. The figure of annual loss is approximately 15 crores. 

3. The major problem is collection of water charges. 

4. 1.4 crores are earned from holding taxes from Jharia, Katras and Chhatatand. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Ok 

Poor 

Ok 

Poor 








Sewerage 5 





Mr. Acharya, Mr. N C Pal, Mr. Ravindra, 

Mr. Bhagat, Dhanbad Municiple 

Corporation 

Date of the consultation: 31 st of May, 2006 

Venue: 

DMC Office 


1. Talking about the conditions of streetlights, they told that Streetlights are being maintained 

by private people. 



Final Report 

2. There was a tender notice and now exists a contract between two private advertisers and 

DMC that they will be allowed to place 50 hoardings and 100 kiosks (Small hoardings), each, 

and in return they will maintain 400 street lights in the city. 

3. Rs. 25,000/- was the security deposit for that contract and the contract started on 31/01/06. 

4. Staff strength is currently very weak, and prominently inadequate to deliver the services, 

required, said Mr. Bhagat. 

5. There is also dearth of trained staff to use 

sophisticated instruments, which are lying unused 

in the DMC premise. 

6. They also recognize the need of an independent 

and powerful Municipal body to perform the task 

and manage its assets well. 

7. It’s also lack of staff and efficient management 

structure that they are not a sustainable body, and 

are not able to deliver the services to the city. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Ok 

Very Poor 

Ok 

Poor 








Sewerage 4 





Strengths 

Buoyant economy 

Purchasing power 

Opportunity 

Weakness 

Lack of staff in municipal 

corporation 

Lack of civic sense in people. 

Threat 

Rapidly and haphazardly growing 

population 


Mr. Vibhudev: Ex. Engineer, NH deptt 


Venue: 

NH Building, Behind, Combined Building 



Final Report 


1. He very prominently talked about the need of roads. 

2. About the current status of NH network in Dhanbad, he told that there are two stretches of 

NH: NH32 and NH2. Chas to Ramgarh is NH32, which is taken care by NH Department 

only. 

3. Govindpur to Mahuda (Telmachchu Bridge) is NH32, with a stretch of 39 km, carriage way 

width of 7m, and right of way of 12m. 

4. He told NHAI was the authority, which maintains NH2, as it is a part of Golden 

Quadrilateral. 

5. There is a proposed bypass from Barbadda (Dhanbad)(@NH2, 399.00km) to 

Godhar(@NH32, 16.00km), 4.6 km of which already exists with 7 m carriageway width. 





Road Network 

Quality of Road 

Street Light 


Water Supply 

Grading 

Poor 

Poor 

Poor 

Very Poor 

Ok 

Poor 

Very Poor 








Sewerage 6 

Storm water drainage 3 




Mr. Satyanand Sinha: Executive Engineer, 

PWD, Combined building 

Mr. Ajay Rajat: SDO, PWD 

Mr. Sunil Kumar: Estimating Officer, PWD 


Venue: 

PWD Office, Combined Building 


1. There is a good road network in Dhanbad, but the roads need to be widened, repaired and 

maintained as the traffic has grown up very rapidly. 

2. The agency looks after 

a. PWD roads 

b. MDR 

c. ODR 

d. SH 

3. Mr. Rajat said that road widening can be taken up in the following places: 



Final Report 

a. “Dhanbad” to “Kapuria” 

b. “Bank More” to “Jharia” over dead railway line. 

4. Dhanbad to Jharia bypass is approximately going to be 6km. 

5. People here own four-wheeler in very large ratios. 

6. Govindpur to Tundi one SH of 3km stretch exists. 

7. Talking about other agencies, which take care of road construction in Dhanbad, he told us 

one among various is NREP, which was set up in 1972. 

8. He also added that maximum roads are developed by BDO, where 90% of the money flows. 

9. Other agencies beside PWD, involved in construction and management of roads 

a. NH 

b. Special Division 

c. NREP 

d. Block Administration 

e. Jila Parishad 

f. REO (Rural Engineering Organisation) 

g. Dhanbad Nagar Nigam 

h. PWD 

10. Dhanbad to Sindri stretch needs to be rehabilitated, which is about 25.5 km. 

11. Emphasizing on sustainability measures, he told that maintenance of the roads as well as 

proper drainage facility is very much important; otherwise all the new construction doesn’t 

stay for more than six months. 

12. Sewerage and storm water flows over the road and destroys all the bitumen roads, as 

bitumen and water are technically not compatible. 

13. REU (Rural engineering unit) is another agency, which is involved in road construction. 

14. Right now most of the drains are open, so people also dump solid waste nearby them and 

then drainage get flocked and thus water flows over road, leaving them to ruins. 

15. He also jovially shared about the reasons behind it. As the pay is quite less in govt 

organizations as compared to the private ones, so not many interested people join govt ones, 

and thus the ones, who join don’t care much about maintenance and all. 

16. 281 km is the total length of roads exists in Dhanbad district. Out of this about 142km is the 

length, which come within the purview of new DMC. This was approximate figure and it was 

repeatedly mentioned that there is a need to do the primary survey. 

17. Mentioning the need of bypass, he told us that Bank More to Jharia bypass is needed, but as 

Jharia is going to be rehabilitated, so this can be 

lower in the priority. 

18. Priority wise bypasses to 

a. Sindri 

b. Katras 

c. Govindpur 

d. Baliapur, which is an agriculture belt. 

Are important. 

19. Sindri is quite old (1945) and is quite important 

because of FCI and other important industries. 

20. He stressed a lot on cleanliness of the city as well as 

of the roads. 

21. They repeatedly told about the importance of 

drainage and sewerage system. 

22. Jamshedpur is the best city of Jharkhand district, 

because it’s quite planned and is mostly maintained 

by TATA. 

23. Even over bridges and railway bridges are places, where ‘Peepal’, ‘Vat’, and some other kind 

of trees have grown up due to not being maintained properly. 

24. Some other stretches, which can be proposed are as follows: 



Final Report 

a. “Labour Chauk”(NH32) to “Barbadda”(NH2). 

b. “Bank More” to “Jodha Phatak” 

c. “Bank More” to “Parthidih” 

d. “Heerapur Park Market” to “Barbasia Phatak” 

e. “Barmasia Phatak” to “Howra Motors” 

25. Citing as an example of current status of roads he asked to look around “Kamdhenu Petrol 

Pump” and observe the condition of roads. The reason for the dilapidated conditions of the 

roads are lack of maintenance, indifference of municipality regarding drainage, and also the 

local people sometimes, who due to their vested interests offer resistance for the 

developmental works. The picture is shown. 





Road Network 

Roads Condition 

Water Supply 

Street Light 


Grading 

Very Poor 

Ok 

Ok 

Poor 

Poor 

Ok 

Very Poor 








Sewerage 3 

Storm water drainage 2 




Mr. Avtar Krishan, GM, Environmental 

Department, BCCL 


Venue: 

Koyala Bhavan 


1. Talking about the Burning of coal, he said that Open fire can be quenched, dug and cooled. 

2. The reason of fire is that there is air entrapped and coal catches fire and continues to burn. 

3. Jharia has cocking coal, which is used for steel industry. 

4. He also shared that the issue of this rehabilitation is quite old. 

5. Rehabilitation is quite costly affair and is being done only in places, where there is an issue of 

safety. Thus the reason is people’s safety and not getting the area cleared for mining activity. 

6. Currently 8.9sqkm of area is under fire, earlier it was about 16sqkm. 

7. The railway track, which was removed, was because of fire reaching near the track, and there 

was a protest for removing the track, as passenger trains used to run on that track. 

8. He emphasised that Coal is very important for India, as it runs our economy. For power 

production and running various other industries, we necessarily need coal, whereas other 



Final Report 

countries like Germany are depending on other sources of power, as its costly affair for 

them. 

9. They produced 330 M tones of coal last year. 

10. There were two new locations found by them for coal mining, but they are given to private 

players. 

11. Sharing the technicalities, he said that washing improves the quality of coal, quite a bit. 

12. He acquainted with some facts that Indonesia’s coal is cheaper. China is self sufficient in 

coal. But we are not because the potential available here is not being fully tapped. 

13. GOI wants private entrepreneurs in this field. 

14. Lack of capital investment is the reason for production being less than demand. 






Water Supply 

Street Light 


Grading 

Ok 

Poor 

Ok 

Ok 

Ok 

Poor 








Sewerage 4 





Strengths 

Huge coal Reserves 

Mineral Availabilities 

Opportunity 

Coal dependent Industries 

Employment opportunities 

Weakness 

Political setbacks in rehabilitation 

issue 

Air Pollution 

Very large Traffics 

Threat 

Jharia Fire, Subsidence 


Mr. Mratryunjaya Kumar, Environmental 

Engineer, BCCL 


Venue: 

Koyala Bhavan 




Final Report 

1. Open cast mining is done only up to 130 m max, after that underground mining is 

economical. Jharia coalfield belt contains several seams of coal, starting from very shallow 

depths at many points. And that’s the reason Open Cast Mining is also quite prominent here. 

2. Talking about the effluent pollution from coal washeries, he shared that all washeries are 

closed cycled, so there is no problem of effluent wastewater. 

3. Right now pit water is supplied to people for domestic purpose. Its quality is ok. 

4. There have been studies on possibility of converting mine water into potable water in ISM. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Ok 

Very Poor 

Ok 

Poor 








Sewerage 5 





Strengths 

Tourism Spots 

Coal Reserves 

Opportunity 

Development of Coal based industries 

Employment opportunities 

Weakness 

Unplanned establishments 

Large social divide 

Threat 

Haphazard development 

Underground Fire 


Mr. Shamshul Hoda: Regional officer, JPCB 

Date of the consultation: 1 st of June, 2006 

Venue: 

JPCB Office, Officers Colony 


1. Sharing the hiccups in the developments, he told that there is lot of transfers in the 

department, so people don’t come to know about the region. 

2. There is very large pollution due to dust around the city, which eventually effects health of 

the residents in long terms. 

3. He also gave a hint that overall health of the city as far as pollution is concerned is not very 

good. 



Final Report 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Very Poor 

Very Poor 

Ok 

Poor 



Venue: 

Mr. A K Singh: Assistant Mining Officer, 

Department of Mines 

2 nd of June, 2006 Friday 



1. Mentioning about their work, they confirmed their involvement in collecting mining 

revenues. 

2. 34% of the minerals come from Jharkhand. 

3. One thousand crore of the revenue is collected from the Jharkhand only. This year the figure 

was 1008 crore. Out of which 330 crore was only from Dhanbad. This clearly establishes the 

importance of Dhanbad in the national economy. 

4. His also gave a feedback about the options to collect better revenue: 

a. 14(State Govt.) + 3(BCCL) check Nakas/weight bridge on BOT basis have been 

facilitated by the govt. to generate more revenues from minerals extracted from the 

district. 

b. Chalan authentication process started from the department from 1/1/06 

c. From 17/06/05 land/surface rate has converted on the basis of commercial rate. 

Earlier land/surface rate was only 13 rupees per acre. 5% of the new revenue 

generated comes to this department. 

d. 1996 onwards, BCCL has taken the initiative of not to provide raw coal top it’s 

employees for their domestic use, otherwise they will have to pay one third of the 

cost of that coal. 

e. Road and building materials need to be checked and verified from the department of 

mines and geology, govt. of Jharkhand. In the case of discrepancy, they will have to 

pay double the cost of the material as revenue to the department. 

5. Every year a report is sent to Indian Bureau of Mines, Nagpur, about minerals production 

and other details. 






Water Supply 

Street Light 



Strengths 

Coal availability 

Purchasing Power of People 

Grading 

Poor 

Poor 

Poor 

Very Poor 

Poor 

Very Poor 

Weakness 

Poor Drainage and sewerage 

Dilapidated water supply system 



Final Report 

Opportunity 

Coal based Industry 

Threat 

Naxalites 

Prioritization of sectors: 







Sewerage 5 





Mr. Ravindra Kumar Pandey, Ex- MP 

Date of the consultation: 3 rd of June, 2006 

Venue: 

Phusro, Bokaro 


1. Two areas Katras and Baghmara of our purview fall in his constituency. 

2. He told that Water supply system is going through a major crisis. In Katras, sometimes, 

supply is for only 2 hours from deep boring. 

3. He talked about the possibility of pit water being stored as raw water and to be made potable 

by processing. 

4. Emphasis was given on long term planning for everything. Money shouldn’t be a concern for 

it, as he said. 

5. Water connection for all is very important. 

6. Quoting as an example He said that in Kolkata, Water supply arrangements were made by 

British, and it’s still working. With the same network, they provide both potable and 

domestic water alternatively. 

7. Next priority should be given for Drainage system. Currently there are no good 

arrangements for drainage. But he quoted again that long term planning is important for 

drainage also. So that provisions for future growth are embedded in the design. 

8. Easy connection for drinking water should be made available. 

9. Any design should be well engineered, and he attributed failure of any project to bad design 

only. 

10. Underground electricity supply need to be encouraged, by phase wise implementation. So 

that safety is enhanced and steeling of power can also be checked in a major form. In the 

current system the electric poles should be on the median. Because those on the sides of the 

road hinder the widening of the road. 

11. There is also a need of Sulabh Shauchalaya at regular intervals, so that visitors to the city find 

it convenient and the city cleanliness is maintained. 

12. There are large encroachments right now is DMC, which need to be removed. They should 

be nipped in the bud; otherwise it becomes a political matter at a later stage and creates 

problem for any expansion projects. 

13. Public drinking water facilities should be maintained at main chauks to help commuters. 

14. Maintenance of street lights is important. 

15. Government money should be efficiently and transparently utilized. 

16. He also suggested to take any one sector and make it completely sustainable for long term, 

not that carrying all the sectors, and finally not achieving sustainability in any on them. 

17. He mentioned some places in Dhanbad, which don’t have water at all. He told a place 

‘Gandhinagar’ as an example. 



Final Report 

18. There are no parks in Katras. As such there is lot of encroached pieces of land, where it’s all 

possible. What is needed is a political will to give go ahead to the administration. 

19. Parking is a major concern in Dhanbad. Proper arrangements for this will solve a major 

problem for the city. It will also help in revenue generation. 

20. There should be specific places for Bus Stand, Subzi Mandi, and Taxi Stand. 

21. Currently there is no Call Taxi service in the whole DMC area, and it is a need for the 

residents of the city. 

22. He also realized the requirements of good schools to provide quality education. 

23. As of now, power supply system is in a bad shape. 

24. He repeatedly emphasized on systematic approach for any development. 

25. Giving some facts he told that 30% land in Katras and Baghmara is arable, rest is used for 

mining activities. Thus the main drive of the economy remains mining activity only. 

26. Market complex and super markets will be next steps towards modernization. 

27. In any projects, representatives from all the parties be made part of the process, so that when 

the government changes, there are no political issues for implementation of any ongoing 

projects. 






Water Supply 

Street Light 


Grading 

Very Poor 

Poor 

Poor 

Very Poor 

Poor 

Very Poor 








Sewerage 6 





Strengths 

Mining area 

Pit water availability 

Opportunity 

Use of pit water for Irrigation. 

Weakness 

Very low supply of water 

Threat 

Lot of political interference 

Politicians, making rehabilitation an 

issue for their benefit 


“Easy life in the city for everyone.” 



Final Report 


Mr. S K Rai, Chief Medical Officer, MADA 

Date of the consultation: 3 rd of June 2006 

Venue: 

MADA Office 


1. The office only takes care of solid waste disposal. 

2. He was quite concerned about the current condition of solid waste department. 

3. Right now there is no good disposal system, they just collect solid waste and dump it in low 

lying areas. 

4. There is one factory in Govindpur, which produces hazardous waste. 

5. There are no specific disposal sites. The current practice is to dump the waste in low lying 

areas. No scientific practice is followed. 

6. Long back they had site for disposal in Aamjhar. 

7. There is a need for site selection. 

8. For sanitation, better underground drainage system in place in needed. 

9. Current dust bins are very badly designed. They don’t encourage people to throw waste into 

them, so place around dust bins become dumping site. 

10. Open bins will serve the purpose. And they are in the process of getting a different design 

for the dust bins. 

11. There is a severe lack of man power. Due to that it’s very difficult to maintain the required 

work. The need of staff is a lot more than what it is currently. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Ok 

Poor 

Ok 

Poor 








Sewerage 6 




Profile of the consulting Entity: Mr. O P Lal, MLA 

Date of the consultation: 4 th of June, 2006 

Venue: 

Congress Office, in front of MADA’s Building 


1. He was quite obsessed by the fact that Dhanbad has not got it’s fare share of representation 

economically and by other means. 



Final Report 

2. He told that there was a ring road around Dhanbad, going from airport to Baliapur, Sindri, 

beside Damodar river, LohaPatti (Mahuda), Chandrapura, Katras, Baghmara. It was called 

Diamond road. Its remaining part from Baliapur to Mahuda should be completed. 

3. He also informed about the need of another outer ring road. 

4. He was also concerned about the pollution levels in the city, and it needs to be checked to 

make Dhanbad a better place to live. Be it air pollution, be it water body pollution. 

5. He also gave the information about Damodar Action Plan (DAP). Water of Damodar is 

being polluted by industrial waste. Lubricants from Bokaro steel plant also add to that. 

Drainages culminate into the river. He told that 86 crores were sanctioned for DAP. There 

was allocation of 10 crores for beautification of TopChanchi lake, which has about 8 km 

radius. The purpose was to promote tourism. But nothing substantial has taken shape in 

both the cases. 

6. Topchanchi lake is a huge water source. 

7. He wanted to get the burning of coal stopped and stop rehabilitation. He also mentioned the 

incident when Hon’ble President Kalam visited Jharia, he quoted him saying said that the fire 

could be checked. He also suggests that loan from World Bank can be taken for this 

purpose, which is an issue pertaining to life of one lac people. 

8. He also realises that underground drainage system is required for the city. 

9. Pit water can be made potable and used. 

10. Encroachment should be controlled. 

11. He peeps into the future and considers the possibility of Dhanbad becoming a rich city by 

efficient extraction of coal. Scientific approach is to be followed for mining activities. 

12. Roads in Dhanbad are sufficient right now, but need to be maintained for future needs. 

13. Bekar Bandh beautification is needed, desiltation is required. 

14. Open caste mining should be discouraged. 

15. As he says coal steeling from Abandoned open pits has caught pace, which leads to 

environmental hazards in long terms. 

16. Subsidence should be stopped; scientific control measures should be taken for that. 

17. Reclamation of open caste pits is also warranted, he noted. 

18. Education for Dhanbad residents is equally important as long-term developmental measure. 

19. He also explored the possibility of developing Mining Observation as a tourism activity. 

20. Topchanchi as a picnic place is quite favourable but need a better connectivity. 

21. He also talked about Parasnath and Bodhgaya as a tourism centre. But incidentally that’s not 

in our purview. 






Water Supply 

Street Light 


Grading 

Poor 

Very Poor 

Ok 

Very Poor 

Poor 

Poor 








Pollution 2 

Encroachment 3 

Sewerage 7 



Final Report 

Storm water drainage and Water Body 

6 

Rejuvenation 



Strengths 

Coal 

Tourism centres 

Water Bodies 

Opportunity 

Mining tourism 

Weakness 

Inefficient use of coal 

Coal steeling 

Threat 

Subsidence of Jharia 

Vanishing of Coal by fire. 


1. Green Dhanbad. Forestation needed. 

2. A modern city with all amenities, and as a safe tourism centre. 

Profile of the consulting Entity: Mr. Ajay Shukla: DRM (ajay_shukla10@yahoo.com) 


Venue: 

DRM Office 


1. On a question of what development plans railways 

have in or near Dhanbad, he confirmed that 

nothing major is planned to be executed as of now. 

But there are plans to make the existing assets look 

better. For example platforms are planned to be 

repaired in a way. 

2. Responding to the question of what there 

expectation from government, he told that Railways 

doesn’t need any funds for these small works, so 

there is no interest shown for PPP for these works. 

3. However railways can be interested in letting a 

private developer use their land and develop a 

commercial complex in returns of maintaining a 

parking facility and developing landscape and 

similar things. 

4. There is no proper road infrastructure to support 

the railways’ needs and is required to be developed. 

So roads adjacent to railways should be widened. 

5. In the south end, which is often referred as Purana 

Bazaar, there is lot of encroachments in about 5 

acres of land, which belongs to railways. The entry 

can be developed from this side, which is quite narrow right now. 

6. He declined the possibility of IL&FS playing the role of process manager for them to assist 

them in getting all these developments. 

7. There is an over bridge in Bhuli, and one in Pradhan Ghanta is going to come up in another 

two months. There is one under bridge and one over bridge (in Barmasia), existing right 

now. 



Final Report 

8. There is no need of speed corridor, as were the rumours, to be developed between Dhanbad 

and Ranchi. 

9. If at all they need to run EMU, they need running stock only, nothing else is required. If that 

can be managed then, they will be willing to run it. This can be proposed for “Grand 

Chord”. EMU has the facility to accelerate and decelerate faster. 

10. Gomuh and Dhanbad are the major hubs in the region, situated in the route of many 

important trains. And there is a need to upgrade the capacity of Dhanbad-Gomuh route. 

11. There is a place of about 2 to 3 acres towards the main entrance, which is prominently 

occupied by unauthorised shops, intensifying the congestion. So this side, there can be a 

development of commercial complex, which will make the place look pleasant and decongest 

the whole area. And this will also help in widening of the road. 

12. Personally he keeps road infrastructure on highest priority and that only is required for 

internal transportation of the city. 

13. Due to haphazard developments, the population has grown in pockets and now there are 

needs of small markets in those small pockets to cater to their daily needs. 

14. Parking near Bank More is very much required as in spite of removal of encroachments, 

there is congestion due to unsystematic parking. 






Water Supply 

Street Light 


Grading 

Poor 

Poor 

Very poor 

Poor 

Ok 

Poor 








Sewerage 6 





Strengths 

Very good connectivity from all the 

sides 

Purchasing Power parity of people 

Coal based Industry potential 

Opportunity 

Commercial complexes by public 

private partnership 

Weakness 

No proper facility of city’s internal transportation 

Encroachments 

Unpredictability of urban growth 

Bad condition of roads, no maintenance 

Threat 



Final Report 



Venue: 

Mr. A B Pati, MD, MADA 

19 th of June 

MADA Office 


1. He was visioning the extension of Dhanbad 

towards Nirsa. Rajganj, Topchanchi and their 

development as greater Dhanbad in long term, 

which will be well connected with the rest of the 

world by means of transport and communication. 

2. As this whole, he considers this region to be having 

clean air, healthy climate. 

3. Dhanbad should grow in all directions from 

Maithan to Rajganj. 

4. He attempts to look into the future by envisioning 

the expansion of Dhanbad in longer term towards 

Gomuh. 

5. He envisages the development of Dhanbad near the stretch along NH. 

6. Development of Main Bus Terminal near GT Road in Govindpur for easy accessibility from 

all over the country is on high priority. 

7. And there should be small bus terminals should be in the city catering to need of local people 

and connecting the whole city to the outside world. 

8. Looking at the congestion in the main city, there can be a possibility of an elevated corridor 

within the city, which ultimately connects them to NH stretch. 

9. He considers a need of DMC being the coordinating agency for the execution bodies for 

coordinated development. 

10. MADA could become the agency appointed by DMC to take care of water supply as a 

whole. 

11. There is also a need to preserve the Old heritage of Dhanbad as such. 

12. Development of local business centres to decongest Bank More to be emphasised. 

13. There is a need of thrust to separate the Coal mining and civic activities. 

14. MADA has been appointed as the nodal agency for Damodar Action Plan. 

15. Future expansion of the city should be in coordination with DGMS, and CMPDI, taking into 

consideration future mining activities. 

16. Dhanbad is a city of good research institution. It should be developed as a knowledge city 

and city of academic importance too. 

17. For different areas there should be local environment solutions. 

18. Localised treatment Plants in all the pockets, which will be developed in coordination. 

19. Dhanbad should be a centre of development due to geographical location like Calcutta is for 

Bihar, Jharkhand. 

20. DPRs for solid waste management have been prepared. 

21. On asking about the scope of tourism promotion by developing small ponds, he thinks they 

have less scope for tourism development, but they should be maintained clean. 

22. He also emphasised on stringent requirements on building regulations, as the zone is 

earthquake prone. 

23. Talking about the development of the city, he noted that there restrictions due to mining 

activity, as about 40 to 50% has got coal reserves. 

24. Although there is a threat posed by Naxal activities in the region, Dhanbad is comparatively 

safer, and he is quite hopeful that as the city develops economically, people will improve. 



Final Report 






Water Supply 

Street Light 


Grading 

Very Poor 

Poor 

Poor 

Poor 

Ok 

Poor 








Sewerage 7 




SWOT Analysis 

Strengths 

Clean air and healthy climate 

Proximity to NH2, which is part of GQ 

Coal reserves. 

It has potential to act as a Business centre. 

It has got good rail connectivity. 

Dhanbad is a hub of Transport business. 

Dhanbad has good purchasing Power 

Opportunity 

Automobile Industry can flourish here. 

It can be developed as a National and international 

academic centre. 

Also as a business centre. 

Weakness 

Vulnerability to EQ 

Unpredictability due to mineral 

reserves. 

Restrictions on development, due 

to mining 

Pollution near OCPs. 

Threat 

Earthquake 

Naxalites 


Mr. Chawda, Chaairman, Bank More, 

Chamber of Commerce 


Venue: 

New Market, Bank More 


1. They agreed with the fact that the whole economy of Dhanbad is dependent on coal. 

2. There are small factories, which are centered around coal only. 

3. The Chamber of Commerce is mostly consisted of Small shop owners only. And there are 

about five thousand big and small shops in Bank More. 

4. There is also a mall coming up in the Bank More area. 

5. Car parking is the immediate need in the Bank More area. Roads and Electricity are the 

sectors, getting the next priority, as far as the commercial community is concerned. 



Final Report 

6. In order of Preferences, Water, Electricity, Road, 

Footpath are the concerns. 

7. Underground electricity supply system is warranted 

in the Bank More area, as currently the poles create 

the hindrance in traffic and also make the area 

vulnerable to accidents. The position can be made 

clear from the photograph shown. 






Water Supply 

Street Light 


Grading 

Very Poor 

Very Poor 

Very Poor 

Very Poor 

Poor 

Very Poor 








Sewerage 5 





Strengths 

Mineral wealth 

Opportunity 

Export industry potential 

Weakness 

No parking arrangements in Bank More 

Threat 


Members of Zila Chamber of Commerce 


Venue: 

New market, Bank More 


1. Mr. K K Ghosal of Barmasia CoC pointed out that 

after separation from Bihar, overall facilities have 

reduced. Citing an example, he said that drainage, 

roads and lighting arrangements have deteriorated 

due to non-cooperation and non-coordination of 

government. 

2. There are problems like bad drainage, choking of 

drains, non removal of solid waste 



Final Report 

3. There is an essential need of parks, entertainment places and recreational facilities. 

4. Mr. Dilip from Katras CoC took up the issue of transport facilities. In spite of heavy 

pedestrian traffic, there are no footpaths in Bank More area. 

5. He also added that there are lots of encroachments along the roads, resulting in reduction of 

carriageway width. Furthermore due to lack of footpath, walking of people on the road cuts 

the width of road dangerously, leaving the zone prone to accidents. 

6. Mr. Surendra, Secretary, BM CoC mentioned the 

need of broadening of roads, divider, lack of which 

leads to traffic jams. He also cited the need of a 

bypass to reduce the load on internal roads of 

Dhanbad. 

7. He also talked about the bad conditions of the 

roads in whole of the city. High mast lamps also 

standing non-functional. 

8. Need of metered Taxi, and Parking arrangements 

were also felt by people. A view of haphazard 

parking practices in Bank More is shown in the picture below 

9. Other members also raised concerns about need of various stretches as 

a. From Dhanbad – Colliery – Jora Phatak to Howra Motors 

b. Outer ring road from Barmasia Phatak to Bhuiphod Mandir. 

10. They also suggested the possibility of a road over the abandoned railway line path in Jharia, 

as a bypass. 

11. Talking about industry potential in Dhanbad, there were inputs like input industries to coal 

and steel industries. 

12. But for all these industrial growth, they look for basic facilities like water, power supply, road 

connectivity, sanitation, law and order and safety. As the area is affected by Naxal 

movements, the growth of these industries might be hampered. 

13. They also talked about the changed response of BCCL, which is not really helping the city to 

grow. 

14. There was also a concern for revival of airport and air connectivity to Calcutta, Ranchi, and 

Patna etc. They accepted Dhanbad as the commercial capital of Jharkhand, with a 

tremendous potential of growth. 

15. Mr. Rajiv Sharma from Dhanbad Electric Traders Union also explored the possibility of 

SEZ, being nodal in the region. Barbadda area was suggested as the region for SEZ. 

16. To reduce congestion, requirement of public transport system was also warranted. 

17. Dhanbad also has potential for export industry. Mr. Rajiv suggested the development of a 

Dry Port. 

18. There is also a need of a sports complex in the city for recreational and other purposes. 

19. It was unanimous opinion of people that Dhanbad has got vast resources. And there is 

potential of 

a. Bamboo products 

b. Handicraft 

c. Soil products, as Dhanbad has coloured 

soil. 

d. Scientific use of stones, found abundantly 

in Dhanbad. 

20. Mr. Rajiv with great emphasis told that higher 

education facilities need to be improved more. 

21. It was also recognized that there is need of a central 

Truck Terminal and smaller truck terminals in the 

city. 

22. Discussing about the possibility of shifting the commercial places to outside the city, they 

told that it’s the development, which will make people feel the necessity to move. 



Final Report 

23. The point of a need of community centres with first class facilities for marriage and other 

celebrations. 

24. Talking about storm water drainage they told that with a moderate rain only, water starts 

flowing along the roads. The picture below makes it clear: 






Water Supply 

Street Light 







Water Supply 

Sewerage 

Storm water drainage and Water Body Rejuvenation 

Street light 

Housing for Poor 


Strengths 

Abundance of coal and iron ore 

Nodal location of the city 

Good connectivity to all sides. 

Opportunity 

Ancillary industries catering to the needs of large 

industries. 

Export industry 

Grading 

Poor 

Poor 

Very Poor 

Poor 

Poor 

Poor 


Weakness 

Severe lack of recreational facilities 

Lack of internal transportation 

Unavailability of proper parking 

facilities 

Congestion in central; locations 

Threat 

Fast growing population with 

unmatched facilities. 


“A beautiful city.” 

“A city with strong economy.” 

List of Participants attended the meeting: 

S No Name Designation 

1 Mr. Mani Shankar Kesari President, Dhanbad Zila CoC 

2 Mr. Surendra Thakkar General Secretary, Dhanbad Zila CoC 

3 Mr. Vinaya Mishra Vice President, Dhanbad Zila CoC 

4 Mr. Bunam Rao President, Station Road CoC, Dhanbad 

5 Mr. Ashok Bhattacharya General Secretary, Park Market Heerapur CoC, 


6 Mr. Kalyan Kumar Ghosal President, Barmasia CoC 



Final Report 

7 Mr. Siddheshwar Ram Joint Secretary, Barmasia CoC 

8 Mr. Rajendra Kumar President, Bank More CoC, Dhanbad 

Chawda 

9 Mr. Nayesh Kumar Joint Secretary, DCDA 

10 Mr. Bhagat Secretary, Manaitand CoC 

11 Mr. Bikash Kumar Secretary, Krishi Bazaar Samiti, Barbadda 

Chaudhary 

12 Mr. Surendra Arora Secretary, Bank More CoC 

13 Mr. Rajiv K Sharma Secretary, Dhanbad Electric Traders Association 

14 Mr. Suresh Treasurer, Dhanbad Zila CoC 

15 Mr. Dilip Subhikhi Vice President, Katras Road CoC 



Final Report 

Annexure 2: Consultation Workshop -Group Discussion Findings 

The out come of the two day consultation workshop is presented below. Four different focus 

groups were formed to discuss in detail about issues, strategy and projects. 

Group I- “Urban Land use Planning & Growth Management” 

1. The slum Population in Dhanbad is on the rise and is mainly due to migrants from 

adjoining villages. The issue needs to be immediately addressed by providing them 

affordable/free housing. 

2. The city needs recreation and open spaces. There are no parks & Play grounds for the 

children. This is having a strong impact on the Children’s growth – sporting activities 

is increasingly on the decline. 

3. There are also no good Cinema Halls, performance theatres. 

4. The consumer sector is not well developed. The city has a strong potential for the 

consumer market. There is a good demand for Malls, retail spaces. 

5. The living conditions within the erstwhile Dhanbad Municipality area is increasingly 

on the decline and needs immediate urban renewal. The condition of roads needs to 

be improved if not widened. A Good traffic Management plan has to be imposed. 

6. A low cost accommodation facility is required for the city for travelers who could not 

afford high cost restaurants. A yatri niwas is must near the bus stand. A Dharmshala 

could also be a proposition. 

7. Leaving the main roads the internal road network is poorly developed. This has led to 

no development happening on certain city pockets. 

8. The JCF area overlapping with the DMC area and the sub soil structure in most parts 

of JCF is not stable. It is therefore suggested that other later developments be located 

outside the JCF area or ensure the stability of the soil structure and must fall in the 

non coal bearing zone. Area around Bhuli and Sindri are potential sites for 

development as they fall in non coal bearing zones and is also sufficiently away from 

the erstwhile Dhanbad Municipality area where the actual concentration of the city is. 

9. Tree planting should be incorporated in the planning as it is useful in absorbing SPM 

of Carbon deposits. 



Final Report 

Group – II “Infrastructure Service and Urban Environment Management” 

Water Supply 

1. Pit water, after treatment can be utilized for drinking water supply in adjacent coal 

bearing urban settlements. Some studies have been done by the pollution Control 

Board authorities. Study findings reveals that’s if pit water of Katras, Sijua, West 

Jharia, Lodna, Bastakola & Kusunda mining areas can be collected through pipe line at 

a common Place & after treatment, it can be supplied to the nearby needing people. 

2. Use open cast mines for storage purpose at different locations 

3. Main Source for Water is – Damodar, Maitthan and Open Cost mines (Jharia & 


4. Like in Simla Bahal Colliery, from 1 to 10 seams, 600 GPM, 1,000 GPM Pumps are 

working for 18 hours per day. Whereas in seam no., 11 one 500 GPM pumps are 

working for 18 hr/Day. If it can be utilized for drinking purpose can be of much use. 

5. Several sources have to be identified to meet the scarcity of water in the city; 

Topchanchi Lake should be rehabilitated since it is old scheme 

6. New scheme should be developed to meet the future demand and additional pipe lines 

and treatment plants can be proposed at jamadoba itself. 

7. FCI Water Treatment Plant and system can be taken over by DMC 

8. Rehabilitation of Jamadoba Treatment Plant, Pumping machineries and Electrical 

fittings 

9. Katras Proposed Water Supply Scheme DPR was approved (technical sanction) and 

can be linked with JNNURM funding for CDP –Dhanbad 

10. PHED would like to continue to execute the water supply project for DMC and DMC 

shall maintain the same 

11. Water and Drainage Board should be created in the new Dhanbad Municipal 

Corporation 

12. Rainwater Harvesting should be as mandatory before getting the building approval 

13. Deep Bore wells for residential/ commercial/industrial use should be allowed only on 

approval of city authorities 

14. Strict enforcement of bylaws 



Final Report 

Water Body Rejuvenation 

1. Water bodies like, lakes and pond should be maintained properly to store rainwater 

and it will be useful to meet drinking water supply and this should be ensured with the 

drinking water standard. 

2. Create Lakes and ponds 

3. Interlinking of all water bodies based on contour levels and topography 

Drainage 

1. Link all natural drains and dispose the waste water at one point for this proposal 

should address the rehabilitation of natural nallahs and channels with in the DMC area 

2. Both Sewerage and Drainage should be go in hand in hand 

3. Drainage may be disposed to natural water bodies after ensuring BOD & COD levels 

Sewerage 

1. Underground drainage is required for the city 

2. STP should be constructed 20 km away from city 

3. Suitable locations for STP – Matkuria , Jamadoba and Purana Bazzar 

Street Lighting 

1. Street Lighting should be provided in all locations 

Solid Waste / Hazardous Waste/ Bio Medical Waste Management 

1. Source Segregation: Municipal Solid waste should be segregated at the point of 

generation only. Organic waste should be composted and can be used as organic 

manure. 

2. In Jharia ‘Bania Hill site has already been identified for Solid Waste Disposal. 

3. In Baliapur, Aamjhar has been identified as disposal site, which can cater the areas of 

Sindri, Jamadoa, Chasnala & up to some extent to Jharia also. 

4. Some site can be proposed in Bhuli, which will cater areas of Katras, Chhatatandh, 

Dhanbad and Govindpur. 

5. Hazardous Waste should be incinerated by auto cleansing process. Dhanbad Municipal 

Corporation should provide some land with the help of State government. 

6. To incinerate Bio Medical Waste per bed basis charges can be proposed 



Final Report 

7. Plastics should be banned (above 20 microns) with in the municipal corporation area 

to avoid mixing of same with Solid Waste 

8. Some more plants can be set up in open site somewhere in Govindpur and Baliapur 

for solid waste disposal 

Air Pollution 

1. Bad road conditions are also aggravating air quality by scaling automobile exhaust. 

Usually all loaded truck of coal has been kept open. They are overloaded and during 

the jerks particulate matter contributes in SPM & RSPM. 

2. Hazardous Waste should be incinerated by auto cleansing process. Dhanbad Municipal 

Corporation should provide some land with the help of State government. 

3. To incinerate Bio Medical Waste per bed basis charges can be collected 

4. Plastic should be banned (above 20 microns) with in the municipal corporation area to 

avoid mixing of same with Solid Waste 

Hazardous Waste: 

1. Mining and Industries in DMC area generating hazardous waste usually in form of 

Used Filter, Lead Battery, oiled soaked cotton. 

2. BCCL is usually having one automobile workshop at every mining area, where these 

wastes are being generated. 

3. The other source of hazardous waste generation is in the form of lead acid battery 

manufacturing at local level in the city area, which should be restricted as per “Battery 

Management and Handling Rules, 2000”. 

4. Plantation on both sides of the road can minimize the air pollution in the city. 

5. Residential area and mining and industrial area should be kept separate. Entire mines 

should be notified as industrial area, so that any habitation won’t come on that part 

Mines Reclamation: 

1. Mines land can be reclaimed by filling flyash in the bottom and overdue of open cast 

mines above that. At surface level, top soil plantation can be done, so that the region 

can be reclaimed for other landuse purposes. 



Final Report 

Group – III “Urban Governance & Municipal finance” 

The main points that emerged out of the session are as follows: 

1. Holding Tax: Average Holding Tax is Rs. 5 per Sq ft. for commercial and Rs. 2.50 per 

sq. ft for residential areas. The collection rate is very poor i.e. 38% over the last 5 

years. The reason for this are: 

There are 32 wards and approximately 34000 households who are supposed to pay this 

tax. However, for 17000 of such households, the assessment has not taken place. 

There are 4 tax collectors to cover this entire population. 

There are certain Notified Areas like Katras, Chatatand and others where the holding 

tax rate has not been finalized in consultation with those Notified Area Committees. 

As a result no collection from such areas. 

Water Tax: Prevailing rate is Rs. 2.50 per year (last revision in 1932). 

A suggestion was made that this rate may be revised with separate rates for industrial, 

commercial and domestic consumers. 

There is a scarcity of “Water Tax Darogas” to collect such payment 

3. Pollution Control Board 

A suggestion was made to request the Pollution Control Board to be more strict and 

vigilant. The industrial units dispose their Solid Waste in a dangerous manner. Proper 

Solid Waste Management system should be implemented and the organizations/ 

institutions which have such waste may be requested to pay a separate amount to 

maintain such facilities. 

4. Lack of diversity in the tax structure at Municipality level - Road tax at Municipality 

level may be considered. 

5. Implementation of Double Entry Accounting System to start immediately. 

6. There is a prevailing system of annual auction of markets to private contractors both 

at the Municipality level and also by Agricultural Marketing Boards. A maintenance 

charge may be collected from such contractors. 

7. Computerization of tax records may be implemented at the earliest. 

Apart from this there were some innovative ideas that emerged from the group. They are: 

8. The Municipality Office is located in prime plots in the city but not maintained in the 

best possible manner. The DMC may take up a PPP route with a private developer to 

build up new and modern structures in such areas and share some commercial space 

and done in several other parts of the country. 

9. Provide cooking gas connection directly to households through a proper revenue 

model. 



Final Report 

Group – IV – “Traffic and Transportation Planning” 

1. The City needs atleast two bus stands. One bus stand shall be of ISBT nature and 

should be located outside the city and the other bus stand should be Intra city. 

2. The city desperately needs a proper public transport system through city buses. 

3. A bye pass road is required to relieve the city from heavy traffic. A alignment for bye 

pass road is suggested as under: 

Starting from bank more police station going parallel to Jharia road till barmasia 

phatak. 

4. New road proposed should be extended upto Dhansar. 

5. There is another proposal of bye pass starting from Barba-adda (@NH2, 399.00km), 

passing from Jharkhand More, Bhuli Township, Kusunda Yard upto 

Godhar(@NH32, 16.00km). 4.6 km of which already exists with 7 m carriageway 

width. But a substantial part of that is badly damaged. 

6. PUC certification should be strictly enforced as the pollution from vehicular traffic is 

on the increase. 

7. A truck terminal should be located outside Dhanbad. 

8. Call Taxi services required for the city 

9. A fly over is required from Dhansar to Hirapur via Railway station and Court more 



Final Report 

Annexure 3: List of Participants attend for first day Consultation Workshop 

Name Organization/Department Designation 

Mr. Raghubar Das Government of Jharkhand Minister of Urban Development, 

Jharkhand 

Mr. R K Srivastava UDD Secretary, Urban Development 

Dr. Smt. Beela Rajesh Government of Jharkhand DC, Dhanbad 

Mr. S K Srivastava CFRI Director 

Mr. D D Haldar CFRI Senior Director 

Dr. D N Bhagat UCO Bank 

Mr. Pawan Kumar Chhatatand Assistant Administrator 

Mr. Heeralal Prasad MADA Technical Member 

Prof. K N Mittal 

Ex – Principle 

R N Prasad Bank LDM 

Dr. A K Singh IMA Member 

Mr. P Nayak NABARD AGM 

Dr. A K Singh MADA 

Dr. S K Rai MADA CMO 

Mr. Mahendra Singh NIC Information Officer 

Dr. T N Singh CMRI Ex- Director 

Mr. Sadhu Saran DW&SD 

Assistant Engineer 

Prasad 

Mr. K P Singh GM District Industry Centre 

Mr. R K Thakur Fire Service Fire Station Officer 

Mr. G N Ojha Collectorate DPO 

Mr. Swami Vibhudev NH Executive Engineer 

Mr. Ajay Rajak RCD EE 

Mr. C M P Sinha MADA Project Officer 

Mr. Satendra “Hindustan” daily Correspondent 

Mr. Amit Ranjan “Aaj” Daily Correspondent 

Mr. Sanjay Singh “Hindustan Times” Correspondent 

Mr. Sukhdev “Hindustan Times” Photographer 

Mr. Rajendra K Bank More CoC 

Secretary 

Chawda 

Arun Kumar Bhandari Bank More CoC 

Senior Joint Secretary 

Mr. Kamal Kishore Transport 

DTO 

Srivastava 

Mr. M S Kesari Zila CoC President 

S S Hoda JPCB Regional Officer 

Mr. Rajmohan Tiwari Law and Order ADM 

Mr. Avtar Krishnan BCCL GM, Environment 

Mr. T P Singh BCCL Environmental Engineer 

Mr. Mritunjaya Kumar BCCL 

Environmental Engineer 

Dr. S N Prasad 

DEO 

Dr. Prasad Singh PMCH Orthopeadic Surgeon 

Usha Sharma BSS Mahila College, Dhanbad Professor, Incharge 

Mr. M K Ajad Bahujan Samaj Party District President 

Mr. S Kumar Dudu BSP President 

Mr. N K Chanda 

Builder 



Final Report 


MR. N D Baitha DMO, Office MI 

Mr. Jagjit Singh Welfare Department District Welfare Officer 

Mr. Ashok Kumar MADA 

AE 

Chankravarty 

Mr. Amit Watts 

DJ 

Mr. Ajit Kumar Sinha L&T Consultant 

Mr. M Kumar Mines Department Superintendent of Mines 

Dr. A I Khan P K Rai Memorial College Principle 

Pro. A K Singh P K Rai Memorial College HOD, Political Science 

Mr. Ajit Kumar P K Rai Memorial College Lecturer, Commerce 

Mr. S P Roy Bihar Govt. Ex – Min 

Mr. Tapas Banarjee Press 

Mr. Debashish Press, NDTV 

Mr. Vinod Tripathi “Aaj”Press 

Mr. Jyoti Ray “Eye View” Press 

Janta Party Representative President 

Mr. Kailash Gupta Janta Party 

Mr. Rajpal Mahto Janta Party 

Mr. Chandra Paul Editorial Division, “Prabhat 

Khabar” 

Mr. Gautam De “The Telegraph” 

Mr. Surendra Arora BM CoC Secretary 

Mr. Rajkumar BM CoC 

Mr. Krishna Aggarwal BJP State Vice- President 

Mr. Rajiv Singh “Veer Arjun” Press 

Mr. Bina Srivastava NEP Dhanbad Director 

Mr. Sachendra Kumar NREP EE 

Mr. Kalim Ahmad MADA 

Account Officer 

Khan 

Mr. Sashi Jharkhand State JP (U) General Secretary 

Mr. Braj Kishore BM CoC 

Senior Assistant 

Prasad 

Mr. Ram Swarup Political Party 

District President 

Yadav 

Representative “Awaj” 

Mr. Subhash Minority Commission Member 

Mr. Mathura Prasad 

MLA, Tundi 

Mahto 

Mr. Rajkumar Jharia Joint Secretary 

Mr. David Kujjur Town Planning, MADA EE 

Mr. Manikant Municipal Corporation Assistant Administrator 

Chaudhary 

Mr. Mahesh Chandra Municipal Corporation JE 

Bhagat 

Mr. Bablu Mishra “Hindustan” 

Mr. Prateek Popat Press 

Mr. Gopal Prasad “Eye View” Reporter 

Mhd. Khan MADA SLO 

Mr. Sudhakar Jha “Times of India” Reporter 

Mr. Rajendra Singh “Awaj” Correspondent 



Final Report 


Mr. Priyesh Kumar “Prabhat Khabar” Correspondent 

Mr. Dilip Sinha “Prabhat Khabar” Correspondent 

Mr. Ashok Verma “Dainik Jagaran” Correspondent 

Mr. Sushil Kumar Smajvadi Party, Jharkhand General Secretary 

Dr. S K Singh 

Doctor 

Mr. Sanjay Kumar Pollution Control Board Junior Scientific Assistant 

Srivastava 

Mr. Swetabh Kumar PHED EE 

Mr. P Prasad MADA Assistant Engineer 

Mr. U N Singh Building Division, MADA EE 

Mr. Birendra Singh DMC 

Annexure 4: List of Participants attend for second day Consultation Workshop 


Mr. R P Das 

MADA 

Mr. Sadhu Saran Prasad DW&SD Assistant Engineer 

Mr. B Thakur 

PRD 

Mr. Shivkant Singh MADA Collection Officer 

Mr. AK Karu DMC Account Officer 

K A Khan MADA Account Officer 

Mr. M S Chhawda 

ISM 

Mr. Upendra Kumar Sinha 

DMC 

Mr. Kailash Gupta Jharkhand Party Spokes Person 

Mr. Rati Lal Mahto Jharkhand Party Karyakari Adhyaksh 

Mr. M C Bhagat DMC JE 

Mr. Mani Kant Chaudhary DMC Asst. Administrator 

Representative MADA Tax Collector 

Mr. Manoj Singh BJP President 

Mr. Avdhesh Kumar 

MADA 

Mr. Santosh Kumar 

MADA 

Mr. Ashok Thakur 

Accounts Dept., MADA 

Mr. D P Singh 

MADA 

Mr. Arun Kumar Singh 

MADA 

Mr. Shiv Kumar Jha 

MADA 

Mr. A K Shukla MADA Assistant 

Mr. S N Singh 

MADA 

Mr. S D Singh PMCH Associate professor 

Mr. A K Chakravarty MADA Assistant Engineer 

Mr. Nirmal Sen 

MADA 

Mr. Uday Kumar 

MADA 

Mr. P Prasad MADA Assistant Engineer 

Mrs. Shobha Sinha 

House Wife 

Mr. Hohseen Khan MADA JE 

Md. Hannan Khan MADA Assistant Engineer 

Mr. R J Shah MADA Assistant Engineer 

Dr. G C Singh RSP College HoD, Chemistry 

Mr. Y P Keshav 

BCCL 



Final Report 

Mr. D K Soren DMC Office 

Superintendent 

Mr. R B Singh AIMPA President 

Mr. D N Bhagat Gobindpur Social Worker 

Mr. H Sharma MADA Public Analyst 

Mr. A K Srivastava MADA Assistant Analyst 

Mr. L N Prasad MADA Additional PA, Lab, 

MADA 

Mr. P D Singh MADA SSA 

Mr. S K Singh MADA Medical Officer 

Mr. Anil Chandra Mandal Lab. MADA M Maker 

Mr. Surendra Thakkar BM, CoC Secretary 

Mr. Durga Jha 

Dhanbad Chemist and 

Diagnostic Centre 

Mr. Nagendra Prasad DMC Assistant 

Mr. Birendra Kumar 

PO 



Final Report 

Annexure 5: Reform Agenda 

As a precondition to access the fund, DMC needs to undertake mandatory reforms; it has 

already initiated some of these. The timeline for achieving the same is elucidated below: 

Mandatory Reforms 

 

Adoption of the modern accrual-based double entry system of accounting in Dhanbad 

Municipal Corporation just initiated the process. 

Target time frame – June 2007 

 

Introduction of a system of e-governance using IT applications, such as GIS and MIS for 

various services provided to ULBs 

Yet to be initiated by DMC 

Target time frame – March 2008 

 

Reform of Property Tax with GIS for effective implementation to ensure 85% collection 

efficiency within the next seven years 

. 

 

 

Current collection efficiency is only 38%. Presently property is levied only for erstwhile 

Dhanbad Municipality, erstwhile Sindri NAC, rest of the areas is also to be charged. DMC is 

in the process initiating this activity. Property Tax with GIS mapping are yet to be initiated. 

Target time frame – 2007 

Levy of reasonable User Charges by ULBs towards recovery of O&M or recurring cost over 

the next seven years 

MADA has revised the water tariff from Rs.50 per month to Rs.100 per month. 

Sewerage charge to be recovered upto 80%. DMC is planning to introduce a new tax i.e. 

street light tax to gradually recover 100% of the O&M cost. It has already proposed the same 

in the budget proposal of 2007-08. 

Target time frame – 2011-12 

Internal earmarking within local body’s budget for basic services to urban poor. In the capital 

Budget 2007-08, DMC will be earmarking a special provision for basic services to Urban 

Poor. 

Target time frame – 2007-08 



Final Report 

Optional Reforms 

 

Revision of bye laws to streamline the approval process for construction of buildings, 

development of site, etc;. Proposal has been prepared by MADA and yet to be approved. 

Target time frame – Already initiated 

 

 

Revision of byelaws to make rainwater harvesting mandatory in all buildings and adoption of 

water conservation measures. Need to be initiated by DMC. 

Control Regulation: Yet to be initiated 

Target time frame – 2008 

State Level Reforms 

Mandatory Reforms 

Transferring the Schedule 12 functions to the ULB will completed in 2 years (2007-08) 

Repealment of Urban Land (Ceiling and Regulation) Act, 1976 will be completed in 2006-07 

Reform of Rent Control Laws – time line 2009-10 

 

Stamp Duty Rationalisation – Reducing Stamp Duty Rates to 5% or less than 5% - time line 

2006-07 

Enactment of Public disclosure Participation Law or incorporation of Relevant Provision – 

time line 2010-11 

Time Schedule for Formal Association of ULB with city planning functions – 2009-10 

Transferring of Water Supply and Sewerage services provision to the ULB – time line 2009-10 

Transferring of public transport functions to the ULB – time line 2009-10 

Optional Reform Agenda 

Revision of Bye-laws to streamline the approval process for construction of buildings, 

development of site, etc. – time line 2006-07 

Simplification of legal and procedural frameworks for conversion of agricultural land for nonagricultural 

purpose – time line 2007-08 

Introduction of property title certification system in ULB – time line 2011-12 

Earmarking at least 20-25 % of developed land in all housing projects for EWS/LIG category 

with a system of cross subsisation – time line 2009-10 

Introduction of computerized process of registration of land and property – time line 2007-08 

Revision of bye-laws to make rain – water harvesting mandatory in all buildings to come up in 

future and for adoption of water conservation measures – time line 2006-07 

Bye-laws on reuse of reclaimed water time line – 2010 -11 

Administrative reforms i.e. reduction in establishment by introducing voluntary retirement 

schemes, non-filling up of posts falling vacant due to retirement etc., and achieving specified 

milestones in this regard – time line 2010-11 

Structural Reforms – time line 2010-11 

Encouraging Public Private Partnership – time line 2006 -07 



Final Report 



Final Report 

Annexure 6: List of Detailed Project Reports (DPRs) Available with the Local Authorities 

Description 


Desilting of Topchanchi Lake 

Desilting cost 811.74 

Contingency (1%) 8.12 

Project Preparation Cost (1%) 8.12 

Total 827.98 

Katras Urban Water Supply Scheme –Phase – I 

Clear Water Rising Main 11 km 387.56 

Distribution Main Zone 1 59.26 

Construction of RCC Elevated Service Reservoirs of 0.75 ML 70.00 

Construction of RCC sumps of 5 lakh gallon capacity and 3 lakh 

130.00 

gallon capacity 

Clear Water Pumping sets 22.00 

Drawing power line transformer, cable, etc 8.00 

Construction of stand post, compound wall pump house etc 5.00 

Clear Water Rising Main 4 km from Jharia Reservoir to Kusunda 

140.46 

sump with inter connection with 350 m dia existing raising main 

Laying of 200 mm dia CI Distribution Main 2.5 km for shifting 

40.00 

connection 


1% Contingency 8.62 


Katars Urban Water Supply Scheme – Phase II 

Clear Water Rising main of 600 mm dia class “A” ductile CI 

912.71 

pipe from Kusanda Pumping Station to Tilatand Reservoir 

having storage capacity of 40 Lakhs gallons (10 km) 



Improvement in Kusunda – Katras & Bhuli Township 

Construction of 3 lakh gallon capacity RCC reservoir at Putki 

45.73 

Pumping Station 

Price Escalation (5%) 2.29 


Contingency 0.48 


Improvement of Water Supply – Jharia coal fields 

including Dhanbad Town – Phase – I 

Supply and laying of 750 mm dia clear water rising main from 

1,506.18 

Damodar Head Works Jamadoba to Bastacolla (Jharia) 


Sub Total 1,581.49 





Final Report 

Description 


Improvement of Water Supply in Jharia Coalfields 

including Dhanbad Town– Phase – II 

Construction of 20 lakhs gallon capacity RCC Reservoir at 

172.70 

Jharia (Bastacolla) 





Katras Urban Water Supply – Phase - III 

Intake Well 13.72 

Infiltration Well with infiltration galleries 14.40 

Submersible Weir 32.01 

Raw Water Pumping Machinery 24.05 

Clear Water Pumping Machinery 70.25 

Raw Water & Clear Water Rising Main (300 & 400 mm dia) 741.19 

Clear Water Distribution (100 to 450 mm dia) 178.88 

Gangway (3 mts *15 mts) 2.95 

Water Treatment Plant (10 MLD) 120.00 

Elevated Storage Reservoirs (2.25 MLD) 81.22 

Sump 17.27 

Fencing 4.79 

Single mouth Stand post 1.98 

Staff Quarters (4 units of triple type) 15.40 

Brick Masonry Pillar 1.21 

Approach Road 19.27 

Land Acquisition 2.00 

Sub Total 1,340.59 





Final Report 

Annexure 7: Financial Operating Plan for Dhanbad Municipal Corporation 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 



Final Report 

Annexure 8: Zone wise proposed investment for major sectors with tentative phasing 


Rs. Lakh 

Dhanbad Sadar Block 

Water supply – Augmentation Works 13,430.64 1,422.90 1,593.08 3,759.30 3,746.48 2,263.02 484.39 161.46 

Sewerage – Augmentation Works 24,003.81 777.29 2,040.40 5,296.53 5,296.53 5,014.52 4,042.90 1,535.64 

Drainage 

Upgradation/Remodeling of Kutcha to 

Pucca Drains 1,661.70 305.60 401.10 573.00 382.00 - - - 

New Formation 11,297.50 655.00 1,209.38 967.50 1,209.38 2,418.75 2,418.75 2,418.75 

Urban Transport – only Road Works 

Strengthening /Improvement to Existing 

Roads 1,030.50 183.20 160.30 343.50 171.75 171.75 - - 

Upgradation of Existing Roads 3,651.38 481.50 561.75 1,203.75 802.50 601.88 - - 

Widening of Roads 1,332.38 114.00 149.63 213.75 213.75 213.75 213.75 213.75 

New Formation of Roads in Extension 

areas 3,607.16 - 281.96 775.60 745.60 730.60 559.20 514.20 

Sub Total –Dhanbad Sadar Block 60,015.06 3,939.50 6,397.59 13,132.93 12,567.99 11,414.26 7,718.99 4,843.80 

Jharia Block 

Water supply – Augmentation Works 3,654.99 889.31 682.75 751.86 749.30 452.60 96.88 32.29 

Sewerage – Augmentation Works 5,597.49 485.81 874.46 1,059.31 1,059.31 1,002.90 808.58 307.13 

Drainage 


Pucca Drains 553.90 191.00 171.90 114.60 76.40 - - - 

New Formation 3,479.38 818.75 725.63 483.75 725.63 241.88 241.88 241.88 


Strengthening /Improvement to Existing 320.60 114.50 68.70 68.70 34.35 34.35 - - 



Final Report 


Rs. Lakh 

Roads 

Upgradation of Existing Roads 1,063.31 300.94 240.75 240.75 160.50 120.38 - - 

Widening of Roads 349.13 71.25 64.13 42.75 42.75 42.75 42.75 42.75 


areas 785.88 - 120.84 155.12 149.12 146.12 111.84 102.84 

Sub Total – Jharia Block 15,804.67 2,871.56 2,949.15 2,916.84 2,997.35 2,040.98 1,301.92 726.89 

Balaiapur Block 



Drainage 


Pucca Drains 439.30 76.40 171.90 114.60 76.40 - - - 

New Formation 4,197.50 327.50 725.63 967.50 725.63 483.75 483.75 483.75 



Roads 251.90 45.80 68.70 68.70 34.35 34.35 - - 

Upgradation of Existing Roads 882.75 120.38 240.75 240.75 160.50 120.38 - - 



areas 785.88 - 120.84 155.12 149.12 146.12 111.84 102.84 

Sub Total – Balaiapur Block 15,291.11 1,148.62 2,949.15 3,400.59 2,997.35 2,282.85 1,543.80 968.76 

Baghmara Block 

Water supply – Augmentation Works 5,659.50 355.73 1,137.92 1,503.72 1,498.59 905.21 193.76 64.59 

Sewerage – Augmentation Works 10,126.20 194.32 1,457.43 2,118.61 2,118.61 2,005.81 1,617.16 614.26 

Drainage 


Pucca Drains 744.90 76.40 286.50 229.20 152.80 - - - 



Final Report 


Rs. Lakh 

New Formation 8,964.38 982.50 1,693.13 1,451.25 1,209.38 1,209.38 1,209.38 1,209.38 



Roads 435.10 45.80 114.50 137.40 68.70 68.70 - - 

Upgradation of Existing Roads 1,564.88 120.38 401.25 481.50 321.00 240.75 - - 



areas 1,531.48 - 201.40 310.24 298.24 292.24 223.68 205.68 

Sub Total – Baghmara Block 29,589.30 1,803.62 5,398.99 6,317.42 5,752.82 4,807.58 3,329.47 2,179.40 

Govindpur Block 



Drainage 


Pucca Drains 420.20 114.60 114.60 114.60 76.40 - - - 

New Formation 4,361.25 491.25 483.75 967.50 967.50 483.75 483.75 483.75 



Roads 251.90 68.70 45.80 68.70 34.35 34.35 - - 

Upgradation of Existing Roads 862.69 180.56 160.50 240.75 160.50 120.38 - - 



areas 745.60 - 80.56 155.12 149.12 146.12 111.84 102.84 

Sub Total – Govindpur Block 15,124.25 1,722.94 1,966.10 3,400.59 3,239.22 2,282.85 1,543.80 968.76 

Note: above mentioned investments are zone/block wise investment phasing for only major components, rest all need a comprehensive investment.

Dhanbad Municipal Corporation i - JnNURM

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