Aurangabad Smart City Proposal - Stage 2
January 10, 2017 | Author: Nikhil Bhalerao | Category: N/A
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INDIA SMART CITY MISSION
INDIA SMART CITY MISSION MISSION TRANSFORM-NATION
THE SMART CITY CHALLENGE STAGE 2 SMART CITY PROPOSAL
SMART CITY CODE:
MH_10_AUR
CONTENTS A. CITY PROFILE B. AREA-BAS ED P ROPOS AL C. PAN-CITY PROP OSAL(S) D. IMPLEMENTATION PLAN E. FINANCIAL PLAN ANNEXURES (1-4)
QUESTION NO. 1-8 9-18 19-30 31-36 37-43
PAGE NO. 7-22 23-44 45-61 62-76 77-86
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CHECKLIST All fields in the SCP format document have to be filled. The chart below will assi st you in verifying that all questions have been answered and all fields have been filled. Q. No
TICK
PART A: CITY P ROFILE 1.
✔
QUALITY OF LIFE
2.
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ADMINIS TRATIVE EFFICIENCY
3.
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SWOT
4.
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STRATEGIC FOCUS AND BLUEPRINT
5.
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CITY VIS ION A ND GOALS
6.
✔
CITIZE N ENGA GEMENT
7.
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SELF-ASSESSMENT: BASELINE
8.
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SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES
PART B: AREA BASED PROPOSAL 9.
✔
SUMMARY
10.
✔
APPROACH & METHODOLOGY
11.
✔
KEY COMPONE NTS
12.
✔
SMART URBA N FORM
13.
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CONVERGE NCE AGENDA
14.
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CONVERGE NCE IMPLEME NTATION
15.
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RISKS
16.
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ESSENTIAL FEATURES ACHIEVEMENT PLAN
17.
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SUCCESS FACTORS
18.
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MEASURABLE IMPACT
✔
Table 1
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Table 2
PART C: PAN-CITY PROP OSAL(S) 19.
✔
SUMMARY
20.
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COMPONE NTS
21.
✔
APPROACH & METHODOLOGY
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22.
✔
DEMAND ASSESSMENT
23.
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INCLUS ION
24.
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RISK MITIGATION
25.
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FRUGAL INNOVATION
26.
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CONVERGE NCE AGENDA
27.
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CONVERGE NCE IMPLEME NTATION
28.
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SUCCESS FACTORS
29.
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BENEFITS DELIVERE D
30.
✔
MEASURABLE IMPACT
✔
Table 3
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Table 4
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Table 5
PART D: IMPLEMENTATION PLAN 31.
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IMPLEME NTATION PLAN
32.
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SCENA RIOS
33.
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SPV
✔
Table 6
34.
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CONVERGE NCE
✔
Table 7
35.
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PPP
✔
Table 8
36.
✔
STAKEHOLDER ROLES
✔
7 DOCUME NTS
PART E: FI NANCI AL PLAN 37.
✔
ITEMISED COS TS
38.
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RESOURCES PLAN
39.
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COS TS
40.
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REVENUE AND PAY-BACK
41.
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RECOVERY OF O&M
42.
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FINA NCIAL TIMELINE
43.
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FALL-BACK PLAN
ANNEXURE 1
Smart City features
ANNEXURE 2
A-3 sheets (self-assessment )
ANNEXURE 3
max 20 sheets (A-4 and A -3)
ANNEXURE 4
Documents for Question 33
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INSTRUCTIONS 1.
This document must be read along with the Smart City Mission Guidelines. An electronic version of the SCPformat is also available on the website Follow: ‘Downloads’ > ‘Memos’.
2.
The respons es must be within the word limits given. The font size must be 12 Arial, with 1.5 spacing, left aligned paragraphs with one inch margins. All additional information must be given in 20 nos. A-4 size pages in Annexure 3.
3.
For the A rea-Based Proposal, only one ‘Area’ should be selected. The A rea selected can be a combination of one or more types of area-bas ed developments. This can be retrofitting or redevelopment or greenfield alone or a combination of these, but the area delineated should be contiguous and not at separate locations in the city.
4.
The Area-bas ed Development must contain all the Essential Features as per para 6.2 of the Mission Guidelines. Please fill out the following checklist. S. No
Essential Feature
Confirm if included ()
Para. No. in SCP
1.
Assured electricity supply with at least 10% of the Smart City’s energy requirement coming from solar
✔
Point 1 under Q 16
2.
Adequate water supply including waste wat er recycling and storm water reuse
✔
Point 2 under Q 16
3.
Sanitation including solid waste management
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Point 3 under Q 16
4.
Rain water harvesting
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Point 4 under Q 16
5.
Smart metering
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Point 5 under Q 16
6.
Robust IT connectivity and digitalization
✔
Point 6 under Q 16
7.
Pedestrian friendly pathways
✔
Point 7 under Q 16
8.
Encouragement to non-motorised transport (e.g. walking and cycling)
✔
Point 8 under Q 16
9.
Intelligent traffic management
✔
Point 9 under Q 16
10.
Non-vehicle streets/zones
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Point 10 under Q16
11.
Smart parking
✔
Point 11 under Q16
12.
Energy efficient street lighting
✔
Point 12 under Q16
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13.
Innovative use of open spaces
✔
Point 13 under Q16
14.
Visible improvement in the A rea
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Point 14 under Q16
15.
Safety of citizens especially children, women and elderly
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Point 15 under Q16
16.
At least 80% buildings (in redevelopment and green-field) should be energy efficient and green buildings
✔
Point 16 under Q16
17.
In green-field development, if housing is provided, at least 15% should be in ‘affordable housing’ category.
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Point 17 under Q16
18.
Additional ‘smart’ applications, if any
✔
Point 18-26 under Q16
5. The pan-city Smart Solution should be IT enabled and improve governance or public services. Cities may propose one or two such Smart Solution(s). If more than one solution is presented kindly use supplementary template 'P an-City Proposal No 2'. 6. In order to make the proposal credible, all claims must be supported with government order, council resolutions, legal changes, etc and such supporting documents must be attached as Annexure 4. 7. The Questions can be answered directly in this editable PDF file and can be saved on local computer, before printing. Your submission in electronic form should contain: 1. The SCP in whole (92) pages 2. The Self Assessment Sheet (Annexure 2) 3. Additional 20 Sheets (Annexure 3) 4. Additional list of Documents (Annexure 4) Electronic submission to be sent on DV D along wit h printed copies. 5 printed copies of the SCP document (complet e in all respect) should be sent to MoUD along with the DVD containing the complete electronic copy. The printed copies should be spiral bound as separate volumes. It is advised to use latest version of Acrobat Reader (Acrobat XI or higher) to fill the form. Acrobat Reader XI c an be downloaded from: https://www.adobe.com/support/downloads/thankyou.jsp?ftpID= 5507&fileID=5519
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SCORING DIVISION TOTAL 100 POINTS CITY-LEVEL: AREA-BASED DEVELOPMENT: PAN-CITY SOLUTION:
S.No. 1. 2. 3. 4.
S.No. 1. 2. 3. 4. 5.
30 55 15
CITY LEVEL CRITERIA: 30%
Criteria Vision and goals Strategic plan Citizen engagement Baseline, KPIs, self-assessment and potential for improvement
AREA-BASED DEVELOPMENT (ABD): 55% Criteria ‘Smartness’ of proposal Citizen engagement Results orientation Process followed Implementation framework, including feasibility and cost-effectiveness
% 5 10 10 5
% 7 5 15 3 25
PAN-CITY SOLUTION: 15% (If more than one solution is proposed, each proposed solution will be graded separately and the average of the two aggregate scores will be awarded to the city toward the 15% overall weightage) S.No. 1. 2. 3. 4. 5.
Criteria ‘Smartness’ of solution Citizen engagement Results orientation Process followed Implementation framework, including feasibility and cost-effectiveness
% 3 1 5 1 5
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A. CITY PROFILE 1. QUALITY OF LIFE In the last three years, what efforts have been made by the city to improve livability, sustainability and economic development? Give specific examples along with improvement with KPIs that are in t he public domain and/ or can be validated. Your answer should cover, but not be restricted to (Describe in max. 50 words each, mentioning the source of the data): a. Transportation condition in the city
Public transportation in Aurangabad comprises 39 buses operated by MSRTC along 13 routes, and over 25,000 auto-rickshaws. MSRTC engaged 10 more buses in August 2015 to increase the existing daily ridership of approximately 12,500. 41 km of roads have been re-laid, including construction of a flyover to ease traffic congestion. (Source: MSTRC, MSRDC, AMC, RTO, Auto Rickshaw Union)
b. Water availability in the city and reduction in water wastage/ NRW
The 792.2-crore, 24x7 water supply project, being implemented under PPP, would be completed by August 2017. The water supply per capita, water connection coverage and NRW are 75 LPCD, 46% and 49%, respectively, which, on project completion (including extended areas), would be 135 LPCD, 100% and 15%, respectively. (Source: Prepared by AMC)
c. Solid waste management programs in the city
To improve collection and disposal efficiency, AMC has initiated action to collect and segregate recyclable waste at the source by engaging 2,800 rag-pickers for segregation before disposal and treatment. Presently, about 10% of the city’s waste is composted after the segregation of recyclable waste by engaging NGOs and rag-pickers. (Source: Mechanical Department, Aurangabad Municipal Corporation; October 2015)
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d. Safety/ security conditions in the city
The safe city project, comprising video surveillance, tracking of police vans and ambulances, central command centre, etc., is under implementation. Phase 1 (Rs 2 Cr) is 60% complete; Phase 2 (Rs 15.5 Cr) will be completed by 2016. A 100% LED street lighting project is in the advanced preparation stage. (Source: Aurangabad Municipal Corporation, October 2015)
e. Energy availability and reduction of outages in the city
The Aurangabad division (average load: 352 MW), with 269,955 users, receives electricity from the grid. Distribution loss reduced from 41.85% in 2006-07 to 21.54% in 2014-15; while collection efficiency improved from 68.2% in 2006-07 to 98.5% in 2014-15, limiting AT&C losses to 21.87% in 2014-15. There are no scheduled outages. (Source: Maharashtra State Electricity Distribution Company Limited; October 2015)
f. Housing situation in the city, specifically role of municipality in expediting building plan approvals, enhancing property tax collection, etc
Aurangabad has 250,000 residential properties and 53 slums, with a population of 2.20 Lakh. About 5,000 units have been built in the last three years. Building approvals would be expedited from 60 days to less through e-governance. There are plans to reach 100% coverage and 80% tax recovery by 2016-17. (Source: Town Planning & BOT Department, AMC; October 2015)
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2. ADMINISTRATIVE EFFICIENCY In the last three years, what have been the changes in Administrative Efficiency due to the use of Information and Communication Technology (ICT) (Describe in max. 50 words each, mentioning the source of the data): a. Overall attendance of functionaries
A biometric attendance system has been implemented in the Administrative Head Office of AMC. The implementation of biometric systems in ward and divisional offices is in the planning stage. (Source: General Administration Division, AMC; October 2015)
b. Two-way communic ation between citizens and administration
AMC interacts with citizens through ‘Janta Darbars’ and regular ward office meetings. A monthly e-bulletin disseminates information about important schemes and development projects. All major projects, such as the 24x7 water supply project and the underground sewerage system, are undertaken after several rounds of public/stakeholder consultation. (Source: IT Department, AMC; October 2015)
c. Use of e-Gov to enable hassle free access to statutory documents
As part of e-governance, online access to resources is facilitated for the payment of property tax, audit reports, annual budgets, birth and death registrations, status of various applications, project reports, citizen grievances, DC rules, RTI, etc. All procurements are done by following the e-tendering process. (Source: IT Department, AMC; October 2015)
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d. Dashboards that integrat e analytics and vis ualization of data
AMC currently doesn’t employ analytics or dashboard preparation for regular activities as penetration of prevalent IT systems is limited. With wider acceptance of technology envisaged across the organization at headquarter and ward level offices going forward, data centralization and visualization would be possible and used to support decision-making.
e. Availability of basic information relevant to citizens
The AMC website and interaction forums provide easy access to information sought by citizens. Periodic general body meetings provide timely insights into functions and activities to elected public representatives. Project-wise financial budgets have been published for FY2013-14 and FY2014-15. (Source: IT & General Administration Division, AMC; October 2015)
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3. SWOT Based on the detailed city profiling, what are the strengths and developmental areas of the city? Conduct a detailed SWOT analysis of the city with all relevant metrics and data. (max 1000 words):
Aurangabad city, known as the capital of the Marathwada region, is one of the most important urban centres in Maharashtra, with strong economic drivers in industry and tourism. STRENGTHS: 1. Strong Industrial Base: • Aurangabad has over 6,000 MSME and 170 large industries, including Bajaj Auto, Skoda Auto, Audi India, Varroc, NRB Bearings, Wockhardt, Lupin, Videocon, Siemens, Goodyear and Colgate-Palmolive. • One of the three auto clusters in Maharashtra was created in Aurangabad to enhance quality and industrial output, making enterprises globally competitive. • Close proximity to DMIC clusters (Shendra and Bidkin) that are under development. • Easy availability of an industrial workforce from adjoining regions. 2. Tourism Capital of Maharashtra: • Two ASI- protected monuments are located in the city: Bibi- Ka- Maqbara and Aurangabad caves, which drew 1,928,703 domestic and 21,199 foreign tourists cumulatively in 2014-15. There are over two dozen heritage monuments, complemented by arts and handicrafts, including Paithani and Himroo handwoven silks, which can bolster city tourism. • Two UNESCO World Heritage Sites: Ajanta Caves and Ellora Caves, which attracted 1,682,472 domestic and 50,421 foreign tourists cumulatively in 2014-15 to Aurangabad District, creating huge tourist footfalls in the city. • Availability of quality lodging and boarding facilities catering to all tourist segments. 3. Education • At 87.4, Aurangabad’s literacy rate is higher than the state/national literacy rates. • Educational hub with numerous institutions delivering quality education, from primary school to graduate and postgraduate courses. 4. Location and Connectivity • Capital of Marathwada and divisional administrative headquarters. • Good connectivity via the national/state highway, railways and air supports the growth of the industry, trade and tourism economy.
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WEAKNESSES 1. Inadequate core urban infrastructure to sustain and promote development • Urban mobility is constrained due to inadequate growth in the road network compared to the city growth, and inadequate maintenance of the existing roads and footpaths. • Limited coverage of utility infrastructure, such as water supply and sewerage, to only 46% and 60% of the city’s households, respectively. The high cost of water is due to high energy costs, as water is pumped from a dam 60 km away. • Inadequate solid waste management, with only about 50% of the 570 MT/day of municipal solid waste being collected and disposed. 2. The large percentage of unauthorised housing (Gunthewari) and a large slum population (2.2 lakhs in 53 clusters) due to the lack of affordable housing adversely impacts the quality of services and financial efficiency. 3. Lack of supplementary tourism infrastructure, such as shopping arcades, museums, amusement parks, etc. to complement heritage tourism. 4. Limited access to public transport, thus promoting auto-rickshaws as intermediate transport and the ownership of private vehicles (CAGR of 12.47% for two-wheelers and 10.23% for four-wheelers in 2010-15), leading to incremental traffic density, congestion and pollution, exacerbated by an inadequate traffic management system and the unavailability of parking solutions. 5. E-governance measures adopted in a piecemeal manner, limiting effectiveness.
OPPORTUNITIES 1. Aurangabad has the potential to emerge as the most preferred economic/industrial destination, thereby attracting investments from national/international companies, specifically in the automotive, engineering and pharmaceutical sectors. 2. Well poised to accelerate industrial growth by using the ‘Make in India’ mission as leverage to promote entrepreneurship in the region. 3. Potential to attract IT/ITeS industries, thus adding to the availability of a competitive, literate workforce and learning from the success of the Vodafone and Idea ITeS/BPOs. 4. The unutilised capacity at the existing airport has the potential to enhance regional connectivity to boost tourism and meet the growing industry requirements. 5. The Nagpur–Aurangabad–Mumbai super communication corridor project has been approved and project preparation initiated, which will bolster regional connectivity and economic development. A dry port, 40 km from Aurangabad, has been proposed by the Union Government, reducing transportation costs and supporting import/export through JNPT, thereby boosting industrial development.
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THREATS 1. Sluggish growth is observed in the development and upgrade of infrastructure, thereby increasing the probability of the migration of skills to developed urban centres. 2. Relatively low infrastructure growth in the region reduces investment attractiveness, adversely impacting the creation of opportunities for citizens and the immigrant population. 3. Sustained measures are needed to improve the social and environmental infrastructure to enhance the quality of life and city attractiveness. 4. Being part of a water-scarce region affected by frequent droughts, the depleting
Upgrading core infrastructure services to increase the water supply network coverage, improve the effectiveness of the waste water management system and reduce waste generation by implementing an efficient municipal solid waste management system are required. Deriving the maximum benefit from development requires the implementation of smart solutions across utility corridors to ensure centralised control and effective monitoring. Adopting intelligent traffic management systems and increasing the capacity of the existing public transport to improve urban mobility, in addition to promoting walking and cycling by providing the requisite supportive infrastructure. Addressing concerns on transparency and ensuring effective implementation; adopting e-governance across functions with intercommunication systems to be integrated at the institutional level. Implementing efficient energy management practices to reduce the ecological footprint, complemented by financial efficiency by using solar energy for public utilities and deploying LED street lighting systems with central control to increase efficiency. An incremental supply of housing units is required to limit the proliferation of slums and unauthorised housing structures by undertaking the development of affordable housing. Stimulating economic growth by developing the central business district is required to provide the requisite infrastructure to support the development of the service industry and entrepreneurship.
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4. STRATEGIC FOCUS AND BLUEPRINT Based on the SWOT analysis, what should be the strat egic focus of t he city and the strategic blueprint for its development over next 5-10 years to make it more livable and sustainable? (max 500 words):
The city’s strategic focus is to position itself as one of the most vibrant economic hubs, using its strong presence in the industrial and tourism sectors as leverage, while addressing some of the inadequacies in the availability of basic infrastructure, affordable housing, water distribution, waste management and sanitation services, citizen engagement, and operational and financial efficiency. The strategic blueprints for development works over the next 10 years are: Development of Core Infrastructure: • Water and sewerage infrastructure In the next five years, the city plans to achieve100% coverage of water and sewer connections by completing the execution of projects under implementation, viz. the 24/7 water supply scheme and the sewerage system, including a 216-MLD sewerage treatment plant under the Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT). AMC has also sought funds under the Atal Mission for Rejuvenation and Urban Transformation (AMRUT) for water supply and sewerage projects to connect the newly-merged villages in the city as well as unauthorised (Guntewari) colonies. • Urban mobility Development and improvement of the mobility network, including achieving 100% connectivity of roads and good pedestrian walkways, provision of parking spaces, including multi-storeyed parking zones at strategic locations, establishing a public transport system using clean fuel whereby feasibility to introduce rail based transit system such as mono-rail/ metro-rail may be explored, and an intelligent traffic management system. The strategy would be to enhance the commuting experience for citizens and tourists. • Establishment of affordable housing and slum redevelopment As the city has a large population living in the slum areas, the strategic priority is to undertake slum redevelopment to create about 45,000 dwellings with appropriate services and social infrastructure.
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• Environment infrastructure & services One of the most important strategic initiatives is to achieve a zero-garbage status in next 10 years by implementing a municipal solid waste management system, including collection and segregation at source, processing, and recycling (including waste-to-energy mechanisms), to become the most clean city as well as achieve self-sufficiency in energy management. Recycling and the reuse of sewage water for non-potable and industrial use would be one of the priority development works. • E- Governance Development of strong e-governance and an IT platform, including a citizen services portal, virtual digital experience centre (V-DEC), Aurangabad city mobile application, GIS-enabled project works management, integrated file movement system, document management system, e-vault for citizens, AMC intranet portal for cross-domain collaboration, a city operations dashboard covering vital city domains, IT infrastructure management for AMC data centres, and web- and mobile-enabled services and applications to enhance citizen engagement and services. • Institutional Framework Establishment of an institutional framework and infrastructure services to enhance tourist attractions, including a virtual digital experience centre (V-DEC); hop-on, hop-off services; promotion and branding; heritage walks; signage and policies, to attract investment in this segment.
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5. CITY VISION AND GOALS What should be the vision of the city based on the strategic blueprint? How does the Vision Statement relate specifically to the city’s profile and the unique challenges and opport unities present in your city? Define overall as pirations and goals for the city along with how you see key metrics of livability and sustainability improving over the next 5-10 years? (max 1000 words):
VISION FOR AURANGABAD A healthy city that is environment-friendly, citizen-centric and convenient, and to advance the city’s status as a tourism and cultural centre by providing world-class infrastructure and services
Guiding principles of the vision • Converting challenges and shortcomings into opportunities • Efficient management of natural resources through conservation, recycling and reuse, as well as to be environmentally conscious • Transparent and responsible governance through strong commitment and citizen engagement, and delivering quality services through the use of the latest technology tools • Fiscal responsibility management and efficient use of financial resources so as to economise city management costs and provide value additions to citizens • Striving for continuous improvement through capacity and skill building of city staff, to deliver high quality services • Focus on competitiveness by building existing strengths and responding to opportunities • Preserve and promote cultural diversity • Focus on sustainable economic growth The vision for the city of Aurangabad has been formulated through extensive citizen consultation and an understanding of their aspirations, and appreciating the city profile, challenges and opportunities, to implement transformative measures to achieve the status of being the most attractive and liveable city. CITY PROFILE: Aurangabad city, the largest urban centre of the Marathwada region, with a population of 1.2 million and an area of 170 sq km, holds significant strategic relevance to the development and growth of the region as well as the State of Maharashtra. The city’s strong cultural heritage and diversity (over two dozen monuments, art and handicrafts), high literacy level (87.4%), important education and health centres (300+), strong industrial workforce and culture (300,000+), and strong industrial presence (6000+) are its core attributes that have not been adequately harnessed or leveraged. The city’s growth is deterred by its inadequacies in civic infrastructure, including roads and public transportation, water and sanitation, environment degradation, housing, governance and fiscal status continue on next page Page 16 of 92
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Besides being one of the important industrial centres in the state, with five industrial estates and many large Indian and multinational corporations, Aurangabad is also well connected by national highways, railways and airport. It holds strategic advantage due to its proximity to large industrial cities, such as Nashik and Pune, as many small and medium enterprises have an established presence in Aurangabad to cater to OEM player in the Pune and Nashik markets, apart from other national and international markets. CHALLENGES: • Slow pace of infrastructure development due to the lack of adequate fiscal resources • Significant population increase in the last decade and a half, due to the incorporation of fringe areas that are not adequately supported by infrastructure growth • Rainfall deficient region; lack of water management measures; environmental degradation due to discharge of waste water into rivers and nullahs; air pollution due to high traffic growth and congestion • The large slum population and unauthorised housing colonies add to the fiscal and physical strain on the city • Slow in adopting technological tools and platforms to improve governance and administrative efficiency OPPORTUNITIES: • Aurangabad has inherent potential to transform itself into a Tier 1 urban centre, as it is considered to be strategically positioned to contribute to the nation's economic growth. • The proposed DMIC Shendra–Bidkin MIP will showcase Maharastra’s manufacturing industries. It will be a vital large scale industrial cluster, supporting industrial power in western Maharashtra, and is likely to generate over half a million jobs in the district over next three decades. • Aurangabad is strategically located to emerge as the next sought-after trade city, a venue for manufacturing-related research and design, as well as a hi-tech hub. • Well-developed tourism infrastructure and amenities can transform the city into a global tourist destination, creating large employment and economic opportunities. • The development of national highways, the Nagpur–Mumbai Super Expressway and the dry port at Jalna will add impetus to the opportunities in the region. ASPIRATIONS OF THE CITIZENS: The citizen engagement and consultation process has helped define the overall aspirations for the city, which is expressed as follows: "Aurangabad is to become the most convenient, clean, safe, pollution- and slum-free, tourist-friendly city, with good quality infrastructure and services at affordable prices. It must offer good employment opportunities, while retaining its unique identity as a heritage and cultural centre. There should be transparency and effective governance through the use of digital platforms to make civic services easily accessible."
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CITY GOALS: • To achieve 100% adequacy in the provision of core infrastructure and basic services in the next 10 years. • Citizen-centric city: To be an inclusive city by creating an environment for citizen engagement at all levels by adopting fair and transparent practices while delivering high quality services, including a quick response mechanism. • Environment-friendly city: To be the most eco-friendly city by introducing an institutional framework to encourage conservation and the reuse of natural resources; use of renewable energy, including solar and waste-to-energy sources; water harvesting; and the development and restoration of green spaces. • Fiscal self-sufficiency and sustainability: To adopt best practices and technologies to achieve financial sustainability through the recovery of user fees and taxes. • Slum-free city: To be a slum-free city in the next 15 years by creating adequate affordable housing through slum redevelopment and other measures.
Over next 10 years, the following improvements are envisaged in Aurangabad’s liveability and sustainability metrics: Housing: The development of affordable housing, including slum redevelopment, along with provisions for basic services and amenities, would significantly improve living conditions in the city. Health: 100% coverage of water supply, sanitation and waste management would improve the quality of health in the city due to better environmental conditions. Economy: Higher income due to increased job opportunities as well as savings due to better availability of public services, such as transportation, water management, etc. Better quality of infrastructure to attract higher investments, such as tourists visiting the city, leading to a higher GDP. Sustainability: Initiatives in water management, waste water recycling, recycling of waste, energy management, development of gardens and green areas as well as and e-governance are expected to create long-term fiscal and physical benefits for the city.
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6. CITIZEN ENGAGEMENT How has city leveraged citizen engagement as a tool to define its vision and goals? Specifically describe (max 150 words each): a. Extent of citizens involved in shaping vision and goals
Citizen input highlighted areas that are constrained or lacking, and are essential for sustained economic growth and to improve living standards. The initial input received was collated and a draft city vision compiled, which was again shared with citizens in subsequent interactions. The draft vision encompassed the key areas on which the majority of the responses were focused, and, during public engagements, the latent need to channelize efforts towards achieving the city vision was observed. The draft city vision was refined to align with the aspirations expressed, and comprehensively embody the citizens’ vision for the city. The city vision aims to incite a sense of ownership among citizens to make Aurangabad a Smart City and provide a guiding framework for future projects to be undertaken for the elevation of service levels, leading to sustainable development and an improvement in the quality of life.
b. Engagement strategy to get best results from citizens
An ideal mix of above-the-line and below-the-line advertising of the Smart City Mission was undertaken to spread awareness. The strategy to spread awareness and educate citizens about the mission was considered essential to receive constructive feedback on key problem areas and prioritise areas where remedial action is desired. As relatively few citizens have access to the Internet, field surveys were undertaken to collect opinions across demographics to ensure a comprehensive compilation of citizen views. On project initiation, a digital channel was established as a primary source to spread awareness before undertaking zone-level meetings, focus group discussions, student engagement and stakeholder consultation. Citizen engagement was sustained through newspaper articles, radio jingles, hoardings/banners, drop boxes and social media. Once the targeted citizen acceptance of the mission was achieved, our approach of reaching out to citizens in phases enabled us to acquire valuable insights to enrich our proposed solutions and the envisaged development.
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c. Different means of citizen engagement adopted
Meetings in the six zones were conducted and 40 drop boxes placed across the city to understand the issues faced by citizens. Two workshops were conducted for corporation employees and elected officials to augment their understanding and share probable development options. Road shows at eight colleges addressed over 2,500 students. Input from representatives of numerous sectoral associations and experts were received during three round table conferences. Intensive coverage via regional newspapers and an online presence via Facebook, Twitter, MyGov.in and aurangabadsmartcity.co.in reached out to the masses. Over 135,000 responses were received through field surveys and input from institutions sought via Google forms. WhatsApp messaging, 399,500 SMSes and 25,000 emails complemented public interaction and the awareness campaign. The mission was introduced through 3,080 FM radio playbacks, and information on mission-focussed competitions (essay writing, photography) disseminated through newspaper advertisements. Smart City vans campaigned for a month, informing the public about the project.
d. Extent of coverage of citizen engagement in different media and channels
Various activities undertaken as part of the Smart City Mission, such as zone-level meetings, general body meetings, round table conferences, college road shows and progress on area development conceptualisation and pan-city solutions, were covered extensively by more than eight regional daily newspapers. Interaction with newspaper editors and reporters was conducted to elucidate the background of the project to solicit support for public consultation.
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e. Incorporation of citizen inputs in overall vision
The city vision has been derived to capture key areas where efforts need to be channelised post intensive public consultation. Advancement in the quality and availability of basic civic services, such as water supply, urban mobility, waste management, safety and security, thus enhancing the tourism and industrial potential, highlighted by citizens, is the basis for the formulation of the city vision. Due to growing awareness about sustainability and environmental issues, citizens aspire to adopt environment-friendly service offerings, such as waste and water recycling, and solar power. With increasing access to Internet, improved governance using technology as leverage is envisaged by citizens, which would increase convenience and ensure that citizen-centric initiatives are undertaken by authorities in a well-planned manner.
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7. SELF-ASSESSMENT: BASELINE Define the baseline for your city based on self-assessment criteria given in Annexure 2 (column ‘H’). Marks will be awarded based on how well you know y our city (Fill column ‘I’ in the self assessment sheet in Annexure 2 with as many KPIs and "hard metrics" as possible; max 50 words per cell) Note: Attach Annexure 2
8. SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES Emerging from the vision statement, assess the qualitative or quantifiable outcomes that need to be achieved for each of t he Smart City Features described in Annexure 2 (c olumn ‘J’). In column ‘K’ describe the biggest single initiative/solution that would get each feature of the city to achieve ‘advanced’ characteristics (eg. increasing share of renewable energy generation in the city by X percent). Note that a single initiative/solution may impact a number of features (eg. improved management of public spaces may ease congestion on roads as well as improve public health). (Fill in Annexure 2; max 50 words per cell) Note: Attach Annexure 2
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B. AREA-BASED PROPOSAL The area-based proposal is the key element of the proposal. An area-based proposal will identify an area of the city that has been selected t hrough desk research, analysis, meetings with public representatives, prominent citizens, and citizen engagement, as the appropriate site for either of three types of development: retrofitting (approx. 500 acres), redevelopment (approx. 50 acres) or Greenfield development (approx. 250 acres).
This area will be developed into a ‘smart’ area, which incorporates all the Essential
Features/Elements prescribed in the Mission Guidelines and any additional features that are deemed to be necessary and appropriate. Mapping of information and data is a key part of your Smart City Proposal. Create a suitable Base Map of your city with all the relevant systems and networks as they exist today, showing its physical, administrative and other characteristics, such as natural features, heritage areas, areas prone to flooding, slums, etc. The base map should show the regional context in which your city is located and should contain the spatial and physical layout/morphology of your city, the street network, the open and green spaces, the geographical features and landmarks and the infrastructure, including for transportation, water supply, sewerage, electricity distribution and generation, and so on. Using the base map, represent, with the most effective method available, as much information and data about the ‘Area’ selected for area-based development. Only one ‘Area’ should be selected and attached in the form of a map containing the spatial and physi cal layout/morphology of the Area, the street network, the open and green spaces, the geographical features and landmarks and the infrastructure, including for transportation, water supply, sewerage, electricity distribution and generation, and so on. The Essential Elements and additional features that are propos ed to be part of the area-based development should be included. Describe, using mainly graphic means (maps, diagrams, pictures, etc.) the propos ed area-based development, including the project boundaries, connectivity, significant relationships, etc. (max. 2 nos. of A -3 size sheets)
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9. SUMMARY Summarize your idea for an area-based development. (max. 100 words )
Area-based development must aim to be a: – trendsetter, by creating the best standards of urban benchmarks by adopting smart principles to positively affect the quality of life and socio-economic/environment status, and create economic and employment opportunities. The use of ICT and a digital platform, citizen-centric governance, financial and service efficiency must be key attributes of city management. – key enabler in facilitating similar development across the city by triggering citizen aspirations, and making it replicable and sustainable by understanding its profile, challenges, capacity and socio-economic drivers.
10. APPROACH & METHODOLOGY What is the approach and methodology followed in selecting/identifying the area-based development? Describe the reasons for your choice based on the following (max. 1000 words): a. The city profile b. Citizen opinion and engagement c. Opinion of the elected representatives d. Discussion with urban planners and sector experts e. Discussion with suppliers/ partners
APPROACH & METHODOLOGY: Step I: Understanding the city profile to identify the interventions required through: • Extensive field visits; • Primary questionnaire surveys; • Secondary data collection; • Consultation with parastatal department/stakeholders/experts • Research. Step II: Preliminary identification of 14 sites: • Redevelopment – 9, Greenfield – 4, Retrofitting – 1 Selection criteria • Assessment of the city profile to identify prospective areas of intervention; • Site conditions • Multi-criteria analysis matrix with the following parameters (indicative list): Connectivity; neighbourhood profile (socio-economic attributes); suitability of the site for the respective type of area development project; availability of vacant, contiguous land in the specified quantum; land ownership; etc. continue on next page Page 24 of 92
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Step III: Stakeholder validation, two rounds of shortlisting and final selection through: • Citizen consultations; • Opinions of elected representatives and administrative officials; • Discussions with urban planners and sector experts; • Discussions with suppliers/partners. Rationale for the selection of the proposed area based development on the basis of given parameters: RATIONALE 1: CITY PROFILE: IDENTIGFICATION OF AREAS FOR INTERVENTION A. City Growth Pattern- Lack of Integrated mixed-use development with emphasis on affordable housing Indicators: • City area: 170 sq km; Population: 13.60 lakh; • Urban sprawl; Overall population density (pph): 41 (in 1991), 63 (in 2001), 82 (at present), more than 1,800 pph (core areas); • Growth direction: extension of the south, east and south-east city boundaries towards the Shendra–Bidkin corridor, Waluj area, etc.; Growth corridors: Beed Bypass and Paithan Road; • Population growth rate: more than 70% in the last four decades; • Only 30–35% of the city is under developed land use; • Substantial area in industrial locations in Waluj, Chitegaon; Upcoming industrial area: Shendra–Bidkin DMIC corridor; • Number of enterprises: 8,730; Estimated workers:3.60 Lakh; • The slum population of 2.21 lakh and the large number of industrial labours call for affordable housing; • No organised/model township development in the area; • Land availability in Chikalthana will bring in economies for large developments. This will help make state-of-the-art infrastructure available to users at an affordable, economic rate. B. Tourism and hospitality Indicators: • Proximity to UNESCO World Heritage Sites: Ajanta and Ellora caves; • Heritage predominance: Tourism Capital of Maharashtra; • Average annual tourist footfall: 13 lakh, with 95% leisure tourists; Foreign tourists: ~50,000; • Average tourist spending pattern: Rs 2,000–4000 per day per person; • Average tourist duration of stay: 2 days. C. Skill development Indicator: Upcoming industrial areas At present, an integrated Greenfield township project with affordable housing is the best suited area development proposal for the town – the first-of-its-kind ‘smart’ model mixed-use development and potentially replicable township project. The proposal will tap the region’s tourism potential and harness the development effects of the upcoming Bidkin–Shendra DMIC corridor for the town & region. It will act as a growth catalyst for the area, local economy and improve the employability of local resources. Chikalthana is connected via three major highways: the Aurangabad–Jalna road, Jalgaon Bypass Road and the upcoming Mumbai–Nagpur Expressway, and is ideal for such development. Its proximity to Shendra and the availability of vacant land in the area especially 125 acres of Government land further improves Chikalthana’s merit for such development. continue on next page Page 25 of 92
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RATIONALE 2: CITIZEN OPINION AND ENGAGEMENT Citizen sensitisation about the area-based development proposal through: • Ward-wise public consultation across six municipal zones; • Intensive coverage (300+ articles) in regional newspapers (8+ ) • an outreach of 112,121 ON Face Book • Discussions posted on MyGov.in; 12000+ suggestions on WhatsApp • Youtube uploads, recording more than 167 views; 44 followers on Twitter • Radio publicity through jingles broadcast more than 3,000 times; • Bulk email of more than 25,000; Bulk SMS of approximately four Lakh; • Campaigning via ‘smart city vans’ across 99 ward for a month; • Campaigning via banners and hoardings at more than 50 locations; and • Road shows at eight locations. • Essay Writing (99 Entries) & Photography Competition (69 Entries) Public consultation for the selection of the desired area-based development: • Polling (offline and online) herein 5100 votes were case. Around 80% of the participants chose Greenfield development. Offline surveys were conducted through 40 drop boxes across several locations in the town. There were 5450 offline suggestions; 700+ feedback on www.aurangabadsmartcity.co.in • Door-to-door feedback survey: 135,000 forms were collected; around 94.8% participants voted for Greenfield development. • Consultations with a majority of owners of the land parcels constituting the Chikalthana site. Most of the landowners consented to the Greenfield development and expressed their willingness to support the development. RATIONALE 3: OPINION OF ELECTED REPRESENTATIVES • Two orientation workshops for corporation employees and elected officials; • Regular interaction and feedback sessions with administrative officials and elected representatives; • Presentation of the 14 shortlisted options for which the Deputy Mayor, other elected members, administrative officials and the media were present, and a further shortlisting of four options was undertaken. The options are: • Redevelopment at Gulmandi–Shahgunj & Mill Corner • Greenfield development at Chikalthana & Nakshatrawadi • Further shortlisting of the two Greenfield projects only • AMC General Body passed a resolution selecting Chikalthana Greenfield as the area-based development project at their monthly meeting on 21 November 2015. RATIONALE 4: DISCUSSION WITH URBAN PLANNER & SECTOR EXPERTS • Orientation in over 12 degree and engineering colleges & schools attended by more than 5,000 students; workshops for industrial associations and other focus groups • Three Round Table Conferences attended by representatives of numerous engineer, architect and builder associations, as well as sector experts from the urban planning, The proposed development has received substantial support and valuable suggestions from the Sector experts. They have opined that the logistics, site conditions and other technical parameters of the Chikalthana site favourable for such development. RATIONALE 5: DISCUSSION WITH SUPPLIERS/ PARTNERS Groups like Shapoorji Pallonji, Samsung, Wipro, Oracle, etc., have expressed willingness to partner the development, subject to appropriate terms and conditions. Hence, an integrated mixed-use township development spread over 582.5 acres in Chikalthana, with the core theme being tourism and hospitality, affordable housing and skill development centres, has been selected as the Greenfield area-based development proposal for Aurangabad, in consensus with the stakeholders.
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11. KEY COMPONENTS List the key components of your area-based development proposal (eg. buildings, landscaping, on-site infrastructure, water recycling, dual piping for water supply, etc.)? (max. 250 words )
• Key components: 1. Mixed-use development (total area: 582.5 acres); 2. Tourism-based infrastructure and amenities; 3. Affordable housing: EWS, LIG, MIG 4. Skill development centres. • Land use distribution: • Residential (41%): EWS, LIG, MIG, HIG, villa/ twin villas, row houses; 20% Affordable Housing • Commercial and tourism (9%): Tourism (40%), offices, shopping centres; • Social (15%): Hospitals, Educational Institutes, Skill Development Centre, Police Station, Fire Station; • Open spaces (16%): Tourism amenities (75%), playgrounds, plazas, landscaping, plantations • Transportation (19%): Roads, walkways, cycle tracks, parking. • Detail Master Plan provided in Annexure 3 • Salient features • The integrated township would be strategically aligned to economic drivers in the industry and tourism sectors. • Tourism and hospitality constitutes 18% of the overall land use, including open spaces for Tourism use. • Target population density: 320 pph; Open space to built-form ratio: 70:30 • Open spaces in various forms, such as central plazas, public squares, amphitheatres, non-motorised promenades and street malls with local art and handicraft displays • Landscaping around utilities: trees along cycle tracks, water fountains (recycled water); plantations at sit-outs, roundabouts, intersections, etc. • Design for differently-abled users: barrier-free designing • Walkability •Infrastructure • 15-km mobility network: vehicular carriageways, cycle tracks, walkways, designs, smart parking, intelligent traffic management system • Continuous water supply system: smart metering, dual pipeline network for potable water supply and reuse of recycled waste water • Sewerage and intelligent solid waste management systems. • Energy-efficient street lighting • Electricity supply: underground cabling, solar energy • Dedicated service corridor for all utilities
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12. SMART URBAN FORM Describe the ‘smart’ characteristics of the proposed development that relate to urban form (eg. uncluttered public places, mixed-use, open spaces, walkability) and how these will be incorporated. (max. 250 words)
Smart Urban characteristics proposed in the development are as follows: 1. Planned and organised public places • Public-squares, assembly-plazas, neighbourhood central plaza, etc. interspersed with built up forms • Innovative, ‘smart’, intermittent recreational areas with Wi-Fi zones, safety and security surveillance, real-time-display-boards, etc. 2. Open spaces, gardens and landscaping • Proposed Built form to open space ratio: 30:70; green space centric development 70 acres of open land for the hospitality and tourism hub • Approximately 4 lakh plantations along the utility corridor, intersections, cul-de-sacs, medians, etc. • Central parks, gardens, playgrounds etc. integrated in all clusters 3. Mixed-use development • Planned, efficient integration of retail, office, residential, hotel, recreation and other functions following the principles of ‘green urbanism’ • Street malls, dedicated hawker zones, convenient shopping proposed within residential neighbourhoods, etc. 4. Easy pedestrian movement and non- motorised zones • Pedestrian-oriented development based on ‘filtered permeability’ • 15-km network of pedestrian sidewalks and 31 km cycle tracks on both sides of the carriageway, each track measuring 3 m; automatic boom barriers • Designed ‘promenade’ 5. Dedicated service corridor • Utility corridor (3 m) and storm water section (3 m) on both sides of roads 6. Organic grid iron pattern of roads with decentralised parking approach 7. Green buildings (90% of buildings) 8. Differently-abled design features • Barrier-free design, including ramps for all approaches, specific pavement design for the visually-impaired, indicators for level changes, etc. 9. Signage and street amenities • Smart displays and interactive signage • Smart street amenities: light poles with sensors, garbage bins with RFID tags, etc. 10. Urban design norms • Well-designed urban design norms for built forms, common area, elevation features, etc.
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13. CONVERGENCE AGENDA In Table 1, list the Missions/Programmes/Schemes of the Government of India (eg. AMRUT, HRIDAY, SBM, IPDS, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and describehow your proposal will achieve convergence with these,in terms of human and financial resources, common activities and goals. (max. 50 words per cell) S.No
1
2
3
Missi on/Programme/ Scheme/Project
TABLE 1
How to achieve convergence
Atal Mission for Urban Rejuvenation and Transformation (AMRUT)
• Laying of Water supply Network: The Aurangabad Municipal Corporation already has a well-laid distribution network. The trunk network can be extended to the project area. • Sewerage: Setting up of a sewerage treatment plant for the project and extension of the trunk sewer • Mobility: Laying of a 31-km cycle track and pedestrian walkway within the project area.
Integrated Power Development Scheme/ Grid Connected Rooftop Small Solar Plant
• Solar-based street lights • Rooftop solar panels on all buildings, to generate 20 MW daily for water heating and lighting common areas, emergency lighting. • Extensive use of solar panels on the southwest facade of commercial buildings. • Additional energy can be used for street lights in the city.
Digital India
• Central command area to monitor water supply, sewerage, electricity, CCTV, piped gas and broadband network. • Implementation of meters, e-governance and mobile-based applications.
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S.No
Missi on/Programme/ Scheme/Project
TABLE 1
How to achieve convergence
4
Swachh Bharat Mission
• Solid waste management (estimated generation- 10 MT/D) • Development of an integrated solid waste management system with segregation at source; door to door collection, recycling of bio-degradable elements • Implementation of smart’ features like of RFIDs tags/readers for transport vehicles and collection bins.
5
Skill India
Seven hectares of land have been allocated for lease to an industrial corporation/association to set up a skill upgrade and training centre, with a common facilitation centre with cubical units, to set up production units for start-up SME entrepreneurs.
6
7
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14. CONVERGENCE IMPLEMENTATION Describe how the convergence will be implemented? For example, convergence with IP DS will be credible if ‘smart’ city elements (e.g. smart metering, underground cabling, shifting of transformers) are included in the DP R being prepared for IPDS. If, a DP R has already been prepared, then the ‘smart’ elements should be included in the form of a supplementary DPR. Furthermore, according to the IPDS Guidelines the DPR has to be approved by the State Government and sent to the Ministry of P ower, Government of India. All these have to be complet ed before submitting the proposal. (max. 350 words )
The implementation plan for convergence is as follows: Water supply and sewerage: • A supplementary DPR/ Service Level Improvement Plan (SLIP) will be prepared for the proposed water supply and the sewerage treatment plant under AMRUT for the area-based development, integrating it with the ongoing water supply (PPP) and sewerage project for the city (under UIDSSMT). • Integration of ICT enabled features like smart metering and dual-pipe water supply into the proposed project. • The supplementary DPR will be integrated in the State Annual Action Plan (SAAP) for final State level approval. Pedestrian network and cycle tracks: • A Service Level Improvement Plan (SLIP) will be prepared for the pedestrian network and cycle tracks for the area-based development under AMRUT. • The SLIP will be integrated in the SAAP for final approval. • A DPR will be prepared based on the approval before implementation Solid waste management: • A bankable, financially-viable DPR, with a viable financial model aligned with the Government’s goals outlined in the National Urban Sanitation Policy (NUSP) 2008, SWM rules, advisories, Central Public Health and Environmental Engineering Organisation (CPHEEO) manuals (including cost recovery mechanisms), O&M practices and service-level benchmark advisories released by the MoUD will be prepared. • The DPR duly apprised and approved by the State High Powered Committee will be posed for Swachh Bharat Mission Electricity and solar energy under IPDS/GCRTSS • A DPR prepared as per the relevant guidelines of the schemes will be submitted to MSEDCL / State Level Distribution Reforms Committee(DRC) for approval and recommendation for Central Financial Assistance
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Digital India The following features of the area-based development can be covered under this scheme: • Information infrastructure, such as optical fibres, Cloud Enabled Data Centres, etc. • E-governance features, such as online applications, online data repositories, online grievance redressal, etc. • GIS-based decision-making for project planning, conceptualisation, design and development. • Mobile-based emergency services, etc. Skill India The development of the skill development centre and training modules can be linked to the Skill India scheme under the Skill India mission. The training modules can be decided as per current vocational traits, business trends, etc.
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15. RISKS What are the three greatest risks that could prevent the success of the area-based proposal? In Table 2, describe each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words per cell) TABLE 2 Ri sk
Likelihood
Impact
Mitigation
Availability of land
Moderate
• High • Project phasing, with • Land size and profile the first phase of are the major implementation being determinants for area on the Government allocation and land parcel designing • Resizing and • It would defer the redesigning of the project planning, project to maximise finalisation and profitability subsequently, • Selection of an implementation alternative land parcel • It would affect project feasibility due to price escalations over time • It would create obstructions in the project’s progress especially for procuring Government grants/ aids
Marketability
Low
• High impact • Products designed to • Unsold inventory cater to all sections • Reduction in private and segments of sector interest society • Implementation will be • Proposed to be difficult for the later developed as a phases of big-ticket project to development of the bring in big names in project the real estate • Impact on project size development sector • Utilities can be provided on an economic scale with government funding to attract private participation
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TABLE 2 Ri sk
Likelihood
Impact
Mitigation
Administrative responsiveness
low
• High • Public consensus for • Significant for land the implementation of amalgamation for the the project and area-based consent of the l development and landowners of the statutory majority share of the approvals/sanctions, land parcels have exemptions, etc. ; already been obtained untimely execution of to facilitate the which may result in process deferring the projects • Roping in private • The financial model participation as much will be impacted in as possible for more case of absence of effective Government implementation facilitation for project funding under various convergence schemes and a proper administrative ‘push’
Lack of private sector interest
Medium
• High • Sourcing funds from • The project structure Government grants and financial model under Smart City might be impacted, convergence schemes with a significant effect and development of on the design the project in Phases products/mix and in sync with market implementation forces; • Severe impact on • Resizing of project project affected • Funding through debt people subject to appropriate terms and conditions
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TABLE 2 Ri sk
Likelihood
Impact
Mitigation
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16. ESSENTIAL FEATURES ACHIEVEMENT PLAN Describe a plan for achieving the Essential Feat ures in your area-based proposal. Importantly, accessible infrastructure for the differently-abled should be included. List the inputs (eg. resources) that will be required for the activities that you will conduct, leading to the outputs. Please note that all Essential Elements, item-wise, have to be included in the area-based propos al. (max. 2000 words)
Inputs for all the essential elements type-wise, are given hereunder: 1. Continuous electricity supply with at least 10% of the smart city’s energy requirement coming from solar energy i. Layout of a grid system, comprising a dedicated electrical sub-station, underground cabling for distribution and transmission through dedicated service corridors, ancillary fittings, etc. ii. Layout for ‘grid connected’ or ‘off-grid’ electricity from solar energy, comprising rooftop solar panels on various on-site locations, street light poles, building surfaces, etc.; macro/micro grid arrangement iii. Smart meters iv. RFID Asset Tagging and Tracking set-up; monitoring technology such as SCADA (with integrated RFID readers), etc. 2. Adequate water supply, including waste water recycling and storm water reuse i. Layout for potable water supply, comprising pumping sources, water treatment plants, storage and an underground piped distribution network for potable water supply to individual units. The entire network would be accommodated in the dedicated service corridor. ii. Layout for the reuse of waste water, comprising a piped network for the collection of toilet and kitchen waste water (dual pipeline for gray and black water) to sewerage treatment plants (STP); piped network for the circulation of the treated disposal from the STP for reuse in landscaping, gardening, flushing, fire hydrants, etc. via tertiary treatment plants. The entire network would be accommodated in the dedicated service corridor. iii. Water requirement: 20 MLD; Sewage: 16 MLD iv. Smart meters to supply potable and recycled water v. Water management system through GIS-based mapping of the network and geo-referenced appurtenance for water supply vi. Dynamic modelling / analytics integrated-GIS / SCADA (RFID-enabled) system along the sewerage network for performance and asset management vii. Installations to monitor the quality of waste water discharge from the STP and tertiary plants viii. Smart manholes with ultrasonic sensors integrated with the GSM modem to monitor sewerage levels 3. Sanitation, including solid waste management i. Layout for waste water collection, comprising a piped network of sewers (trunk sewer lines, separate for gray and black water) and an STP. Sewer lines would be accommodated in the dedicated service corridor. ii. Smart metering for recycled water supply iii. Dynamic modeling / analytics integrated-GIS / SCADA (RFID enabled) system along the sewerage network for performance and asset management iv. Installations to monitor the quality of the waste water discharge from the STP and tertiary plants Continue on next page Page 36 of 92
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v. Smart manholes with ultrasonic sensors integrated with the GSM modem to monitor sewerage levels vi. Central command system for distribution and monitoring vii. Provision of adequate public toilets viii. Smart solid waste management, comprising the segregation of solid waste at the source into biodegradable and non-biodegradable (for households and public places) waste via household and community bins with RFID tags; common refuge chute for buildings; GPS and RFID reader-enabled door-to-door garbage collection vehicles; transfer station for the composting of biodegradable waste and temporary storage of non-biodegradable items to be transported to AMC. ix. Formulation and enforcement of regulations, including penalty and incentive structures for overuse of resources. 4. Rainwater harvesting i. Layout for rainwater collection, comprising a piped network for the collection of rooftop rainwater from individual buildings and directing it into ground water recharge bores spread intermittently across the site; ii. Around 200 ML of rainwater is estimated to be collected annually. 5. Smart metering i. Installation of smart meters for potable water supply, recycled water and electricity. ii. Control rooms for private operators. iii. Formulation and enforcement of regulations, including penalty and incentive structures for overuse of resources. 6. Robust IT connectivity and digitisation i. Installations: Wi-Fi devices, routers, etc. ii. Optical fibre networks iii. GIS Mapping 7. Pedestrian-friendly pathways i. Construction of a 3-m-wide pedestrian pathway on both sides of roads; plantations along footways ii. Earmarked junctions for crossing; traffic signalling with on-call facilities iii. Pavement lighting 8. Encouragement of non-motorised transport i. Construction of a 3-m-wide pedestrian pathway and a 3-m-wide cycle track on both sides of roads ii. Introduction of battery-operated cars iii. Innovative bicycle path with crowning trees, comprising thousands of sparkling stones, creating patterns that charge during the day and emit light in the evenings 9. Intelligent traffic management i. Construction of four-lane roads with medians, zebra crossings; signalling for crossings; roundabouts, etc. 10. Non-vehicle streets/zones i. Identification and segregation of car-free zones ii. Installation of automatic boom barriers to restrict vehicle movement iii. Development of street malls with local craft and handicraft displays, promenades, etc., which could double as tourist attractions 11. Smart parking i. Basement/ Surface parking for commercial, public and semi-public vehicles ii. Covered parking for residential use iii. Smart parking system comprising sensors, overtime indicators, dynamic signage and mobility applications, static signage, parking management software, etc.
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12. Energy-efficient street lighting i. LED street light poles ii. Installation of solar panels on light poles iii. Installation of environment sensors on light poles to detect existing pollution levels iv. Light intensity detection sensors to detect the amount of illumination required on the street and help save electricity through dimming of lights v. Time-based automatic system to switch on/off individual or a group of street lights vi. Central command system for monitoring and asset management 13. Innovative use of open space i. Public open space is one of the most important components of any city or neighbourhood. Hence, built form and streetscape treatments are proposed, with an attractive, safe and comfortable pedestrian environment, while maintaining the overall visual cohesiveness of the area. This is proposed to be achieved through a variety of design responses, which include, but are not limited to, ground-level facade treatments, architectural details, paving patterns, shade, seating, adequate sidewalk width, etc. ii. Development of a central plazas/ squares iii. Development of a theme park and other open spaces, which will also act as Tourism resource 14. Visible improvement in the area i. Removal of utilities lines, cluttered overhead electricity lines; creating green open spaces, landscaping, etc. 15. Safety of citizens, especially children, women and senior citizens i. Installation of street lights ii. Police station iii. Introduction of helplines and mobile applications iv. Integrated surveillance system for safety and security, such as CCTVs v. Video analytics-enabled integrated command and control system 16.Development of 90% of the buildings to be energy efficient and green i. Preparation of sustainable site designs • Preservation of key environmental assets through a careful examination of each site and other elements, such as a sun-path diagram, etc. • Designing a process that minimises site disturbance, and which values, preserves and restores/regenerates habitat, green space and associated ecosystems ii. Introduction of water quality management and conservation practices • Minimisation of unnecessary and inefficient use of potable water on the site, while maximising the recycling and reuse of water, including harvested rainwater, storm water, and grey water. • Emphasis on the retention of storm water, on-site infiltration and ground water recharge. iii. Conservation of energy and the environment • Minimisation of adverse impacts on the environment (air, water, land, natural resources) through optimised site planning, building design, material selection and aggressive use of energy conservation measures; iv. Development of design elements for the maintenance of indoor environment quality • Preparation of building designs with the best possible conditions in terms of indoor air quality, ventilation, thermal comfort, access to natural ventilation and day lighting. v. Use of energy-efficient materials and resources
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• Minimisation of the use of non-renewable construction materials and other resources, such as energy and water, through efficient engineering, design • Maximisation of the use of recycled content materials, modern resource-efficient composite type structural systems. • Maximisation of use of reusable, renewable, and bio-based materials 17. Development of minimum 20% affordable housing EWS, LIG and MIG affordable housing 18. Smart infrastructure management i. Development of a GIS-based platform for almost all utilities, or procurement of other technology for infrastructure management ii. A dedicated service corridor (6 m) with segregation of storm water drains (3 m), is proposed to be developed to accommodate all utility networks 19. Smart applications Development of a mobile application for all civic services, safety, crises management, etc. Tourism-centric attributes, such as online booking, e-guides, smart service centres, etc. would also be included. 20. Piped gas lines i. Layout for piped gas lines including meters, valves, etc. ii. Central command centre 21. Smart solutions for the development of the local economy i. Development of tourism and hospitality resources, such as intelligent and interactive interpretation centres, on the Ajanta and Ellora caves and other heritage monuments; development of plush and interactive theme parks spread over a huge area, smart museums, street malls, etc. ii. Development of state-of-the-art accommodation facilities iii. Development of website, online booking facilities, etc. 22. Smart solutions for local resource development and capacity building i. Development of hospitality-related skill development training institutes, with training programmes in the latest trades ii. Introduction of training modules in healthcare, education, etc. iii. Development of exhibition and display centres iv. Development of website and online application procedures for training modules 23. Infrastructure for the differently-abled Barrier-free designing is proposed 24. Smart designing procedure i. Land survey on a GIS platform ii. Preparation of all designs on a GIS platform. This will help in infrastructure management and improve online allotment, service delivery, collection of O&M charges, etc. 25. Intelligent and interactive roads i. Glowing lines: glow-in-the-dark road lining that will absorb energy during the day and glow in the dark ii. Dynamic paint: temperature-controlled marking to light up and become transparent. The marking will warn users about slippery roads. iii. Interactive light: sensor-controlled lighting that turns on only when traffic approaches 26. Smart service delivery i. Integration of a common portal for end users ii. Online complaint registration, grievance redressal, approvals, etc. iii. Online payment of user charges, etc. iv. Central Command Centres & Enforcement of bye laws
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17. SUCCESS FACTORS Describe the three most significant factors for ensuring the success of the area-based development proposal. What will your city do if these factors turn out to be different from what you have assumed? (max. 500 words)
Three most significant factors for ensuring the success of the area-based development are as follows: 1. Land • Minimum land requirement for the viable development of an integrated and model smart township, with a tourism and hospitality hub, affordable housing, skill development centre and other mixed-use development in the context of Aurangabad: 550 acre; Land used for the proposed development: 582.50 acre • Advantage of the identified parcel at Chikalthana: 125 acre government land, which improves the implementability of the project. • Committed exemption from the State Government regarding land use and FSI for this parcel. • The strategic location (abutting Jalna Road, a state highway) of the Chikalthana land is strategic for development. 2. Implementation of the project • Identification of a suitable development model • Designing the model for the accumulation of the required land parcel is crucial for development • The identified land parcel has a private (457.50-acre) as well as a government (125 acre) land share • For the private land: ‘Land Pooling’ model proposed to obtain the land o Legal framework already in place for Maharashtra o Landowners can be amicably persuaded based on compensations: compensation in the form of return of the balance developed land with re-classification of land use/ FSI is recommended. o Enforcement of development control regulations on the balance land parcel to be returned • For the government land, the compensation could be in the form of the balance part of the developed land, and/or a pre- agreed quantum of built-up mass catering to public/semi-public utilities of the project in line with the project master plan or shareholding in the SPV to be incorporated for the implementation of the project, subject to the finalisation of the development model. • Implementation framework: o Land development and infrastructure, along with their smart components and amenities to be developed by an SPV o The remaining land proposed to be developed under EPC, PPP or any other suitable mode • Devising the operation and maintenance model is also crucial for the successful execution of a project of this scale • Strategic intervention of government machinery and the availability of funds are also very important for the successful execution of the model
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3. Other externalities and macro factors: Demand Parameter Latent demand has been observed for the integrated township projects with affordable housing and tourism facilities. However, these demands depend largely on external factors, such as the continuous influx of tourists, especially foreign tourists, in the current or greater quantum, the development and successful implementation of the Shendra–Bidkin DMIC corridor, etc. Measures for future encumbrances: • Land is the most important issue: a 340-acre land parcel at Nakshatrawadi has been identified and agreed upon as the next best alternative for similar development. Nakshatrawadi, with an almost 50% government share in the landholding, enjoys a strategic location along the main arterial road, i.e. Paithan Road. Project designing in consultation with the stakeholders has been conducted to a substantial extent. • Periodic re-evaluation of the development model, implementation framework, operational costs, project sizing and phasing by the SPV • Facilitate immediate civic body and government intervention, if required.
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18. MEASURABLE IMPACT What will be the measurable impact of the area-based development propos al, on the area and the wider city, through scale-up and replication? Please describe with respect to the five types below, as relevant to your city and propos als (max. 150 words each): a. Governance Impact (eg. improvement in service provision and recovery of charges due to establishment of SPV)
It is proposed to be implemented through the Smart City SPV, having significant autonomous powers to ensure: • Timely implementation • Efficient and cost-effective performance management of utilities through input/output efficiency measures • Optimisation of operation and management costs • Efficient user charge recovery percentage • Efficient dispute resolution/ grievance redressal/ crises management, etc. mechanisms through MIS, online processes etc. ; Increased access to data • Improvement in the number of approvals/sanctions through a ‘single window’ or mobile application system • Availability of a citizen-level database or reckoner through the introduction of an online registration mechanism. The data would act as the backbone for any reforms, mitigation measures or crises management. • Participatory and consensus-oriented administration through increased online polling, etc. • Measurement of citizen satisfaction through the introduction of various composite well-being indices b. Spatial Impact (eg. built form changed to incorporate more density or more public space)
• Uniform population density across different zones of the proposed development and in the city on the replication of modules • Regulation of urban built forms and designs • Regulations for the percentage of green space in the proposed development and the subsequent increase in the share of open spaces of the city; improvement of the green quotient • Increase in the quantum of public places, plazas, squares, etc. • More legalised development, with periodic monitoring and revision/amendment of building laws for further efficiency and more rationalisation • Uniform and designed load on city utilities (benchmarking and monitoring per capita consumption) • Equitable distribution of amenities • Increase in pedestrian roads by 15 km • Reduction in vehicular traffic, leading to a reduction in carbon emissions and improvement of the quality of life.
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c. Economic Impact (eg. new commercial space created for organized economic activity)
• The project envisages an investment to the tune of 8000 Cr over the next 15 years • Organised tourism amenities and the infrastructure proposed in the township will be key contributors to the local economy • Organised commercial spaces proposed to be developed in the township would be a boost to the local economy • The proposed skill development centre will help in building the capacity of the local resources, and this, in turn, will increase employability • A development of this scale will also have an immense economic impact on the direct and indirect employment of the town and region • The project, once implemented, envisages creation of direct employment of around 8-10000 and indirect employment of about 7-8000 persons • It also targets the development of around 2600 skilled resources annually • Investment of around Rs 8000 Cr distributed over a period of 15 years will is estimated to generate revenues to the tune of Rs 1200 Cr spread across different segments of activities • It also targets the development of around 2600 skilled resources annually
d. Social Impact (eg. accessible features included in the Proposal)
• Affordable housing, one of the salient features of the proposal, makes the township development extremely inclusive in the context of social development • Around 2058 affordable housing units and around 2,544 Government HIG units are envisaged • The number of private housing stock is estimated to be more than 12,000 • The project also proposes to house state-of-the-art health, education and other infrastructure amenities involving primary to tertiary facilities • These factors will contribute to the upgrade of the overall social conditions of the city and region, and have a holistic impact on the quality of life. • Being the first of this type of model and ‘smart’ cluster, the area development proposal will have a major impact on the branding of the town, with ensuing new dynamics in the real estate and associated anthropological structure.
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e. Sustainability, including environmental impact (eg. int ensive 24X7 us e of public spaces results in reduced traffic and reduced pollution)
• The extensive open spaces will help in the development of a sustainable environment for the region. Around 100 acres of designed open space, including road area, is envisaged. • More than 90 acres of green space is envisaged to be developed. • Plantations, gardens, landscaping, non-motorised zones, walkability, etc. will add to the green quotient of the development, thereby improving the overall quality of life. Around four lakh trees are estimated to be planted in the proposed development. • Improves the overall quality of life, which can be measured through various indicators • The integration of smart and green infrastructure, smart solid waste management, an intelligent traffic management system, green buildings, barrier-free designs, walkability, etc. will help in improving the eco friendliness of the project, with a resultant improved sustainability. • The integrated green infrastructure and enforcement of bylaws with penalties/incentives will help generate awareness among users for their immediate and the overall environment.
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C. PAN-CITY PROPOSAL (S) A pan-city smart solution should benefit t he entire city through application of ICT and resulting improvement in local governance and delivery of public services. The S CP should contain one or two such Smart Solutions. Generally, ‘smartness’ refers to doing more with less, building upon existing infrastructural assets and resources and proposing resource efficient initiatives.
19. SUMMARY Summarize your idea(s ) for the pan-city proposal(s). (max. 100 words)
AMC aims to use integrated-technology platform to realize its vision of “Nishkam Jan Sevaye Samarpita”, dedicated to Citizens’ Services, by creating citizen centric and an efficient organization. We envisage creation of Central Command and Control Centre through convergence of various technologies and integrating multiple services through shared PAN City ICT infrastructure and applications. Key components of all such solutions would include Energy Efficiency Management, Waste Water Recycling, Municipal Solid Waste Management, Smart Urban Mobility and citizens’ engagement through efficient e-Governance System. The proposed system should facilitate efficient resources and services management, transparent and real time performance monitoring by all stakeholders.
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20. COMPONENTS List the key components of your pan-city proposal(s). (max. 250 words)
Technology interventions, described below, are expected to transform the quality of life of Citizens: • Central Command and Control Centre, to manage and monitor important civic services through smart technologies; with Central dashboard, integrated with GIS platform, Citizens’ Mobile APPs, and technology feeds from city’s ICT based solutions; • Energy Efficiency Management, by way of smart Solar Panel Mounted LED Street lighting system, controlled by Light Intensity Detection Sensors; and GIS mapping for an energy generation potential for different parts of the City; • Waste-Water Recycling, through level controllers, online smart monitoring system like level switches, tranducers, DO sensors, Solonoid valves; • Smart MSWM through Consumer Bins with RFID tag, Community Bins with RFID tag and Weight Scanner; In-Vehicle IT-System, consisting of an RFID reader, antenna, GPRS transmitter, lift sensor, and on-board computer, working in conjunction with Central Command Office, providing real-time operational visibility; RFID and Weight Sensor at Weigh-Bridge, at Transfer Station and Processing Plant; Heat Sensors; and Leachate management, monitoring of characteristics of emissions and outflow of treated leachate • Smart Urban Mobility, through Smart Signaling & Traffic Lights; Video Analytics Incident Management, Real Time Traffic Monitoring; Peak load balancing policies; Side Walks, FoB, Subways; and Smart Parking Solutions • Smart e-Governance, through Integrated Document-File Management System, Citizens’ e-Vaults, Intranet Portal for cross domain collaboration, City Operations Dashboard, and IT Infrastructure Management for AMC Data Centre • Smart Ultrasonic Metering, by way of monitoring water usage and rooftop solar system through smart automatic meters; and • Citizens’ participation through mobile APP, as they can resolve grievances through easy-to-operate free mobile APP, pay bills online, assess service level in a real-time
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21. APPROACH & METHODOLOGY What is the approach and methodology followed in selecting/identifying the pan-city proposal(s)? Describe the reasons for your choice based on the following (max. 1000 words): a. The city profile and self assessment; b. Citizen opinion and engagement c. Opinion of the elected representatives d. Discussion with urban planners and sector experts e. Discussion with suppliers/ partners
APPROACH & METHODOOLOGY Step I: Understanding the city profile to identify the PAN- city level interventions required through: • Base line Survey of present condition of City Infrastructure • Secondary data collection; • Consultation with parastatal department/stakeholders/experts • Research & Benchmarking Step II: Shortlisting (technical assessment) of PAN-city level issues for Aurangabad which need interventions • Short-listed areas which require intervention at pan-city level are as follows: Energy Consumption; Solid Waste Management; Tourism; Sewerage, EGovernance, Urban Mobility, Water Supply & Sanitation, Safety and Security, Affordable Housing, Environment Selection criteria • Gaps and prospective areas of interventions relevant for the city's development • Multi-criteria analysis matrix for prioritisation of the PAN city issues with the following parameters (indicative list): Population coverage, impact on the city environment, viable integration of ‘smart’ infrastructure with the present city infrastructure, application of smart solutions, cost & operational efficiency, financial viability, etc. Step III: Stakeholder validation for final selection through: • Citizen consultations; • Opinions of elected representatives and administrative officials; • Discussions with urban planners and sector experts; • Discussions with suppliers/partners Rationale for the selection of the proposed PAN city development on the given parameters: RRATIONALE 1: CITY PROFILE: PAN CITY ISSSUES WITH SCOPE OF EFFECTIVE INTERVENTION FOR CITY'S HOLISTIC DEVELOPMENT Areas/ sectors identified and their present status are as follows: 1. City’s Energy Consumption • Electricity is supplied through Grid to a strong customer base of 2, 59,000 Aurangabad City. though it has reduced from 22.53But distribution losses are at 19.1% for Mar 2015 Quarter. • MSEDCL is working towards bringing down AT&C losses down to 8-12% • Absence of Smart solutions for the city like LED lighting, solar panels; Few initiatives have been taken to adopt renewable source of energy
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2. Solid Waste Management • The city generates around 570 MT/day; Only about 50% of solid waste is collected; No Segregation, No processing • Out of 1,800 employees, about 1,500 are involved into sweeping & collection • Inadequate number of Bins, only 65; Average distance of about 17 Kms from Wards to Landfill Site • There is no organised & integrated solid waste management system for the town 3. Governance • Lack of present day E-governance solutions like online payment of taxes, service delivery, grievance redressal, registration, etc. 4. Recycling of Waste Water • AMC in addition to their existing STP has undertaken a new project for underground sewerage line and treatment plant; 4 STP totalling 216 MLD treatment capacity and 200KM of existing sewerage network system. This will result in generation of huge amount of treated water which can be re-used for some selected purposes on secondary treatment. • Further a substantial demand for treated water (primary treatment) has been observed in the industrial estates of Shendra and Bidkin 5. Transportation • Low Frequency of public buses • Current Increase in the number of 2-wheeler & 3-wheeler; total registered two-wheelers in the city grew at a CAGR of 12.47% between 2010 and 2015 while the four wheelers reported a CAGR of 10.23% • 40% of the city’s major road network has footpath major road network but in poor condition. • Air quality is cause of concern for the citizen of the city. Aurangabad being an industrial town has a high concentration level of particle matters while sulphur dioxide & nitrogen dioxide are within the prescribed limit. However no strategies to decrease air pollution have; Hence, urban mobility is a significant area of intervention for reduction of the pollution level of the city. RATIONALE 2: CITIZEN OPINION AND ENGAGEMENT Citizen sensitisation about the area-based development proposal through: • Ward-wise public consultation across six municipal zones; • Intensive coverage (300+ articles) in regional newspapers (8+ ) • an outreach of 112,121 ON Face Book • Discussions posted on MyGov.in; 12000+ suggestions on WhatsApp • Youtube uploads, recording more than 167 views; 44 followers on Twitter • Radio publicity through jingles broadcast more than 3,000 times; • Bulk email of more than 25,000; Bulk SMS of approximately four Lakh; • Campaigning via ‘smart city vans’ across 99 ward for a month; • Campaigning via banners and hoardings at more than 50 locations; and • Road shows at eight locations. • Essay Writing (99 Entries) & Photography Competition (69 Entries) Public consultation for the selection of the desired area-based development: • Polling (offline and online) herein 5100 votes were case. Offline surveys were conducted through 40 drop boxes across several locations in the town. There were 5450 offline suggestions; 700+ feedback on www.aurangabadsmartcity.co.in Top priority areas identified through the above mentioned surveys includes energy efficient management through smart solutions, solid waste management, treatment/ recycle of waste water, e-governance and urban mobility Continue on next page Page 48 of 92
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RATIONALE 3: OPINION OF ELECTED REPRESENTATIVES • Two orientation workshops for corporation employees and elected officials; • Regular interaction, feedback sessions with administrative officials & elected members • AMC general body passed a resolution selecting Energy Efficient Management through Smart Solutions as the PAN city proposal for the town at their monthly meetings on 21 November 2015 and 14 December 2015 RATIONALE 4: DISCUSSION WITH URBAN PLANNERS AND SECTOR EXPERTS • Orientation in over 12 degree and engineering colleges, and schools attended by more than 5,000 students; workshop on the Smart City Mission for industrial associations and other focus groups; • Three round table conferences attended by representatives of numerous engineer, architect and builder associations During the course of discussions, valuable and innovative suggestions were received from the experts towards improvement of the city’s infrastructure. During all interactions with citizens and experts, majority opined that the devising of an efficient management of the civic services system, addressing all issues identified hereinabove, and not one particular issue, using smart features would be the most suitable PAN city intervention for the town of Aurangabad. It was also opined that the PAN City solution should have the largest coverage of the population of the city. RATIONALE 5: DISCUSSION WITH SUPPLIERS/ PARTNERS Essel,Shapoorji Palonji, s Samsung, Wipro, Oracle, various Industry Players and Industry Association from Aurangabad, DMICDC, etc., have expressed their willingness to partner the development subject to appropriate terms and conditions. On technical assessment of the city parameters and analysis of stakeholders’ consultation, Central Command and Control Office through Smart solutions, managing multiple civic services efficiently has emerged as the best suitable and most accepted PAN city solution for the town
22. DEMAND ASSESSMENT What are the specific issues relat ed to governance and public services that you have identified during city profiling and citizen engagement that you would like to address through your pan city proposal(s )? How do you think these solution(s) would solve the specific issues and goals you have identified? (max.1000 words)
AMC’s main function is to provide basic and essential civic services to the Citizens in an efficient and cost-effective manner. Currently AMC lacks adequate tools to deal effectively with ever-growing requirements of the city, and with a rapid growth the situation is becoming critical, and as a result, stakeholders face various issues, such as: • High energy consumption at AMC’s Offices and Street Lights; • Ineffective solid waste management, i. e. Low Collection Efficiency at about 50%, collected Littered Waste leading to insanitary living conditions and health issues, etc.; • Inadequate water availability for consumers, and lack of water conservation or reclaiming efforts; • Inadequate traffic management system; and • No effective & efficient governance system available for citizens to address their grievances Continue on next page Page 49 of 92
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There is a clear need to completely revamp the existing system, and technology is expected to provide edge to the AMC in dealing with the situation, by converting its adversaries into opportunities, by tackling issues efficiently in an entire service delivery chain. AMC envisage a transformation, as a result of reliance on technology, in its three basic components, namely, planning, implementation and management. The objective of the new initiative is supported by a policy of “4-Rs” – Redesign entire system for efficient service delivery, Reduce use of resources, e.g. energy consumption, Recover resources going waste, e.g. recycle of waste-water and sale the same to industries improving availability of drinking water, and Regenerate on a regular basis, e.g. renewable energy – and through integrated Central Command and Control Office deliver in a cost effective and environment friendly manner, a safe and liveable city to the citizens. The ultimate objective of the initiatives is, by focusing on: • Accurate Real-Time Database: The system would provide exact details like accurate inventory, customer databases, frequency of service of a particular consumer – in a day/ week/ month, power consumed or saved or used in excess, exact leakages in any of the service delivery and identification of exact bottleneck in the system and efficient resolution, etc., eliminating ambiguity, if any. For AMC, the new technology enabled system would provide an efficient tool to determine quick work-plans in a real-time basis, help in an efficient designing and re-designing efficient system leading to savings in an O&M costs; • Biometric tracking of AMC Employees: Currently there is no adequate mechanism to measure the efficiency of a particular employee. Biometric tracking of AMC employees, at the start and end of the day, with a clear works targets stipulated during this period, should help in optimal utilization of the resources, and also take care of the employees’ privacy related issues; • Citizens’ participation through mobile APP: AMC intends to actively involve its Citizens in managing its civic services efficiently. A proposed easy-to-operate free \ mobile app, specifically for Aurangabad system would allow Citizens to resolve their grievances, allow them to assess the timings of various services, e.g. water, MSW collection Truck, timing of public bus, etc. in their community, pay bills through Mobile APP, provide suggestions directly to the Central Command and Control Office etc., track the status of their complaints, helping AMC to not only improve response time but would also help in fixing the responsibility; • “Digital-e-City” initiative of AMC should help achieve the goal of e-enabling all stakeholders in reducing their dependency on physical papers and files by electronically capturing most of the processes and consumers’ interactions, leading to better Consumer experience, increased transparency, better decision making and governance; • IT-enabled Energy Management: AMC plans to manage and monitor street lighting systems and solar systems through wireless technology, allowing the dimming and/or switching of the street lights, and determining the timings of the use between solar and conventional energy sources to be controlled centrally.
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The new system would offer an ability to produce the right amount of light at the right time at the right location. The system would enable two way communication of information on the lamp life of individual lanterns to be relayed back to the control centre, informing the operator whether or not any given lantern is operational, thereby reducing unnecessary wastage of the energy. The system would also offer a remote monitoring functionality with: • Improved fault identification and location; • Accurate lamp failure prediction based on out of tolerance monitoring of electrical characteristics; • Interface with asset management database for sharing and analysing data; and • Reduced need for night scouting inspections. • Efficient and Responsive IT-enabled Collection, Transportation and Storage System: At present, AMC manages to collect only about 50% of the solid waste in a city, leading to a situation of littered waste at many places and insanitary living conditions. Currently there is no system that can track the frequency of service of a particular bin or locality, or an efficiency of a particular vehicle or employee. With RFID tags on all consumer level bins and RFID tags and Weight Scanner for all community bins, the Central Command Office can easily assess the history and requirement servicing for such bins. The Weight Sensors at community bins would indicate waste collected in a bin, and the timing at which the service is required. With this real-time information, the Central Command Office can immediately re-direct the nearest collection vehicle to the location. This would eliminate the need for paper routing and stop lists. Electronic routing removes reliance on operator knowledge, increasing route flexibility since any driver can be used for any route. • Promotion of Use of Recycled Water and Revenue Generation, by way of sale of treated waste water to the upcoming DMIC industrial area, helping AMC to minimise the O&M expenses of the ongoing Sewerage Project. The waste water is proposed to be treated at four decentralized STP locations, as well as through small decentralized STPs of capacity 100kld to 500kld based on the requirement of the gardening and street sweeping of the local area. • Technology Enabled Transport System and Intelligent Traffic Management System, should help in reduction in traffic congestion, decrease in private vehicle usage, reduction in pollution index, walking or cycling could be new mobility option, improved incident management system, Incremental productivity of the city public transport system, and cost savings & increased transparency at AMC level.
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23. INCLUSION How inclusive is/are your pan-city proposal(s)? What makes it so? (max. 150 words)
The IT Enabled Central Command and Control Office will touch upon not only the entire population of the Aurangabad, but would also benefit the business and leisure tourists, by way of: • Boost to brand equity, a clean, healthy and citizens-environment friendly city, supported by an efficient public amenities should certainly improve the brand equity of the City, supporting the growth of the local business and tourism, creating job opportunities for local youth and improve the local GDP; • Improvement in Quality of Life, by way of clean and healthy city, drop in pollution levels, ease in commuting within city, adequate availability of water, and responsive civic administration • Improved Disposable Income in the hand of Citizens: Reduction in power / medical bills and commuting expenses, accurate billing for services received, should improve savings and Citizens can spend more on education, food, and for better hygiene-conditions, etc.;
24. RISK MITIGATION What are the three greatest risks that could prevent the success of the pan-city proposal(s)? In table 3, describe each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words per cell)
TABLE 3 Ri sk
Likelihood
Impact
Mitigation
Resistance or an inability of AMC employees as well as citizens in using cutting edge technology solutions
Resistance from: • AMC Employees: Moderate to High, new technology could be perceived as a threat to employees’ freedom, fear of extra-work, and general lack-of-exposure to the technology; and • Citizens: Low, as they could perceive technology as a tool to improve situation in their city
The City would continue to manage its services in a way it is being managed currently. This would fail the very purpose of the new system, i.e. to manage its services in a much efficient manner, engage citizens and to provide a better, clean and environmentally friendly city to the stakeholders.
AMC plans: • Consultation, with employees, explaining about the technology, its benefits in terms of better working conditions; • Training for employees, creating awareness of use of the technology; and • An awareness campaign for the citizens, explaining about the new system and their role in improving the service level
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TABLE 3 Ri sk
Likelihood
Impact
Mitigation
Citizens’ resistance to pay additional service charges
Moderate: At present, citizens are not used to pay for many of ULB services. Converting them to act responsibly and make a payment for the services is a challenge.
Inability to collect charges • AMC plans: for the services offered • An awareness could impact the financial campaign for the viability of the Project, and citizens, explaining AMC would have to new system, expected allocate funds from its improvement in budget, impacting other services development/ O&M works. post-implementation, the cost part and need for charges • A new set of Byelaws could be considered stipulating required Charges, among other provisions • Offer slabs for proposed charges for residential and commercial consumer categories, reducing possible impact
Technology do not offer desired result
Low: As there are enough technology interventions available in a market to manage these situation
Any failure on part of the Technology would affect AMC’s goal in transforming its service level for betterment of its Citizens
• AMC plans to: • Use proven technology; • Take adequate measure in designing and operating the new system; • An awareness campaign for the citizens, explaining the importance and necessity of their support to achieve better result
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TABLE 3 Ri sk
Likelihood
Impact
Mitigation
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25. FRUGAL INNOVATION Which is the model or ‘best practice’ from another city that you are adopting or adapting in your proposal(s)? How are you innovating and ensuring best use of resources? Is there an aspect of ‘frugal innovation’ in your proposal(s)? (max. 500 words)
There is no single City or best practice, but a combination of multiple proven technologies and solutions in different parts of the global cities that AMC have adopted for its fully integrated IT Enabled Central Command and Control Office. Following are few examples which have been considered while formulating this Proposal: • Birmingham Street-Light LED Project signed a contract with private operator to maintain a road network of 2,250 Kms and to replace about 90,000 street-lights with LED. The system has Central Management System, allowing full dynamic control of each unit with flexibility to remotely dim (vary the light output) of individual or groups of street lights and for switching on and off times for precisely controlling lit periods and luminance levels. This approach promotes greater management capability over energy consumption with intervention potential. As of now, the City is saving about 50% of its energy cost, and requires minimal O&M as compared to traditional Sodium Luminaries. It is expected that the City would save about GBP 100 Mn over a period of next 25 years. The carbon emission has come down by about 50%. Birmingham believes that the Project would be able to support: - City’s aspiration to be a world class city attracting business and tourism; - A vibrant night-time economy; - In promoting and be recognised internationally for innovation and use of leading technology; and - Improvement to the Street Scene • The City of Harrison, Arkansas (USA) shifted to automate collection services by providing Harrison residents with refuse and recycling collection containers that could be emptied by trucks with automated grabber arms. All residents received a 96 gallon recycling cart and were given smaller size options for their refuse cart, forming the foundation for a volume-based pricing model. The City equipped each refuse and recycling cart with an RFID tag. The onboard truck system has been installed on each of collection vehicles. Each truck system consists of an RFID reader, antenna, GPS transmitter, lift sensor, and onboard computer. Onboard truck systems work in conjunction with back office software to provide visibility into their daily collection operations in real-time. This information can be used to make adjustments to collection routes without delay using direct office-to-truck communication, optimizing each truck’s route according to changing field conditions. Routes are updated in real-time using in-cab touch screens. Each driver’s collection route is displayed on-screen, eliminating the need for paper routing and stop lists. Electronic routing removes reliance on operator knowledge, increasing route flexibility since any driver can be used for any route. • New York (USA), Smart waste management uses integrated wireless sensors to detect trash level and alerting sanitation which increased the efficiency from 50% to 80%.
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• NEWater, Singapore reclaims its water from treated wastewater that has been purified using dual-membrane (via microfiltration and reverse osmosis) and ultraviolet technologies, in addition to conventional water treatment processes. About 6% of this reclaimed water is being used for indirect potable use, equal to about 1% of Singapore's potable water requirement, and the rest is used at wafer fabrication plants and other non-potable applications in industries.
26. CONVERGENCE AGENDA In Table 4, list the Missions/Programmes/Schemes of the Government of India (eg. SBM, AMRUT, HRIDAY, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and describe how your proposal(s) will achieve convergence with these, in terms of human and financial resources, common activities and goals. (max. 50 words per cell) TABLE 4 S.No
Missi ons/Programmes/Schemes/Projects
How to achieve convergence
1
AMRUT
AMRUT The City would seek funding under GoI’s AMRUT Scheme , from Central and from State Government for: • Proposed Waste Water Recycling System; • Proposed Urban Mobility
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TABLE 4 S.No
Missi ons/Programmes/Schemes/Projects
How to achieve convergence
2
Swachh Bharat Mission
Aurangabad intends to implement integrated end-to-end IT Enabled Zero-Garbage MSWM programme for about 600 MT/day. The initiative would seek grant funding, under Government of India’s SBM initiative for: • Project cost • Public awareness & IEC Activities; and • Capacity build-up at AMC
3
Digital India
The cost of technologies, such as Central Command and Control Office, Central Dashboard, Light/Heat Sensors, RFID tags, development of Mobile APPs, in-Vehicle System, Sensors, GPRS connectivity, Smart Urban Mobility Solutions, etc. will seek an entire funding under Digital India.
4
Integrated Power Development Scheme
AMC will seek funding under Integrated Power Development Scheme for technologies such as to be installed under this Proposal.
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TABLE 4 S.No
Missi ons/Programmes/Schemes/Projects
How to achieve convergence
5
Grid Connected Rooftop Small Solar Plant
AMC will seek a grant funding for the cost of the solar system on AMC and Institutional buildings, under Central Government’s Grid Connected Rooftop Small Solar Plant Scheme.
6
7
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27. CONVERGENCE IMPLEMENTATION Describe how the convergence will be implement ed? (max. 350 words)
AMC intends to seek a convergence grant under five central government schemes: • AMRUT: GoI has launched AMRUT Scheme with an objective to improve basic city level amenities, considering a project level approach. It is expected that under the Scheme, Central Government would offer 33% of Project cost as grant, while 17% will be provided by the State Government. AMC will invest balance 50% by way of PPP route, for its proposed initiative to reclaim its waste water. • SBM: Government of India has launched a Swachha Bharat Mission with an objective of making cities clean, creating awareness among stakeholders. The Central Government offers 20% of Project cost as a grant to the Municipal Local Body to implement the Project. AMC intends to implement and O&M the proposed pan-city MSWM through private participation. • Digital India: AMC intends to use technology extensively to transform its Service Delivery System, and wold seek grant under Digital India scheme for various technology components. • IPDS: AMC intends to seek a grant under IPDS Scheme for various components. The proposed SPV, being State Government Agency, should be eligible for receiving grant under this scheme. The SPV will request a tri-partite agreement between PFC, State Government and MSEDCL, and implement the respective components within 24 months of sanction. The SPV will seek a grant of 60% of the cost of the applicable project components from GoI and request PFC to convert the 50% of the loan (30% of Project Cost) for this component into grant, i.e. total grant of 75% of the total cost of the project components. • GCRSPP: AMC will seek 30% of the benchmark cost as a grant under this scheme for its Grid Connected Rooftop Small Solar Power Plants for PV modules, inverters, minimum storage battery, cost of meters, local connectivity cost, cost of civil works, foundations, installation, operation and maintenance for a period of five years, comprehensive maintenance for a period of 5 years, warranty for the complete systems, etc.
28. SUCCESS FACTORS Describe the three most significant factors for ensuring the success of the pan-city proposal(s). What will your city do if these factors turn out to be different from what you have assumed? (max. 250 words)
The following are the key elements that would ensure the success of the proposal: • Technology integration with the existing as well as proposed system will either make or break the Project. The technology will act as a backbone of the Project. AMC intends to use user-friendly technologies for lower-grade employees and citizens and cutting-edge technologies for the Central Command Office. In order to avoid a situation where AMC would have implemented a technology solutions but users are not in a position to use it Continue on next page Page 59 of 92
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effectively, AMC proposes technology implementation first in 1-2 Zones on a pilot basis, and then across City, after taking into consideration the learnings from the experience; • Active Participation by Stakeholders is an absolute necessity for the successful implementation of the Project. It is necessary that AMC employees adopt to new technology and processes quickly, and Citizens help AMC in improving its services, by actively using technology to report any non-service, online-payment through Mobile App or Netbanking, etc. Any inability or resistance from any group of the stakeholders could impact the progress of the Project as it has been envisaged. In order to reduce any such probability, AMC plans awareness campaign and consultation with stakeholders, and training for employees;
29. BENEFITS DELIVERED How will you measure the success of your pan-city proposal(s) and when will the public be able to ‘see’ or ‘feel’ benefits: immediately, within Year 1, or in t he medium or long term, 3-5 years? (max. 150 words)
The success of the Proposal would be measured and determined as: • Immediate, within 3 months, launch of smart Mobile APP and Central Command Office, providing a new platform for Citizens to communicate with AMC, providing a feeling of inclusiveness, and start creating awareness about the technology, proposed system, City’s vision of “Nishkam Jan Sevaye Samarpita”, etc. through online media and FM Radio; • Short-to-Medium Term, 06-18 months: Improvement in efficiency of services, and Citizens see a well illuminated, clean and aesthetic city, providing a feeling of safety for elders, children and women and providing a feeling of satisfaction and improvement in a social life; • Medium-to-Long Term, 18-60 months: Citizens can feel and see an improvement AMC’s service delivery, availability of water, general health index, better urban mobility, energy efficiency and also an improvement of the brand equity of the City
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30. MEASURABLE IMPACT What will be the measurable impact of your pan-city proposal(s)? Please describe with respect to the following types given below, as relevant to your city and proposals (max. 150 words) a. Governance Impact (eg. government response time to citizen complaints halved, creating faster service delivery overall)
Development of Mobile APP, Central Command Office and a website, dedicated for improvement in service delivery should help AMC improving response time for any grievances by almost 90% of reduction in time. The new system should also help AMC addressing consumers’ grievances related to the user charges immediately online in a real-time basis, and AMC should be able to resolve at least 80% of billing related issues on the same day and balance 20% in 72 hours. The consumers can pay their user charges through online-payment gateways through Mobile App or Netbanking, etc., which should help citizens in saving considerable time and create an online records, eliminating or reducing billing related issues going forward. AMC intends to resolve minimum 50% billing related grievances as well as billing transactions online within first 3 years of Project.
b. Impact on public services (eg. real-time monitoring of mosquito density in the atmosphere reduces morbidity)
The most visible and measurable impact on public services would be 100% sweeping and collection of waste from consumers on a daily basis, improvement in water availability, savings of energy cost, and better urban mobility. At present Citizens have hardly any platform available to communicate directly to AMC for resolving their civic services related issues. Development of Mobile APP, Central Command and Control Office and a Dashboard, dedicated to the City should offer consumers number of platforms to interact and resolve issues in a real-time, improving service level and sentiments considerably.
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D. IMPLEMENTATION PLAN 31. IMPLEMENTATION PLAN In Table 5, describe the activities/components, targets, resources and timelines required to complete the implementation of your area-based development and pan-city solution/s. This should include the items mentioned as Essential Features in Q. No. 16 plus other ‘smart’ solutions, including accessible infrastructure for differently-abled. (max. 50 words per cell)
S . N o
Activity/component
Indicator
Table 5
Baseline (as on)
Target
Resources required
Likely date of completion
• Consultants for technical, legal, financial, IT and procurement
Formation of SPV; finalisation of board & core team: 30 June 2016
1.12.2015
1
2
AREA-BASED DEV ELOP MENT Initiation and formalisation of preliminary and preoperative tasks (Pre-Construction stage)
Development of core infrastructure
• Incorporation of the SPV and induction of board members • Procurement of consultant and transaction advisor • Finalisation of business plans, land pooling • Procurement of consultants • GIS mapping • Preparation of master plan, statutory approvals • Selection of contractor for construction of infrastructure & affordable housing
• Resolution of the General Body of AMC for formation of the SPV & Smart City Challenge proposal • In-principle consent from majority of landowners for land pooling for Greenfield Development option • Preliminary consent from the State
Preliminary stage activities to be completed within a year from the date of selection under the Smart City Mission
• Laying of the water supply network • Sewerage: distribution network with tertiary treatment • Roads:30-m wide trunk roads • Integrated solid waste management • Safety and security • Power infrastructure • Optical fibre network • Landscaping • Construction of command centres
• Main access road is linked to three major highways that connect the area with city. • Power infrastructure has already reached the site. • The water supply line can be extended from the nearest location, which is well within the reach of the location.
• Water supply: • Execution of • Start of 24x7 water EPC/PPP construction supply with dual concessions, by 2016piping including all kinds 2017 • Sewerage: of resources • Completion 100% collection • Corpus capital of network with supported through construction tertiary treatment Smart City by March • Integrated solid Mission 2020 waste (central/state/ management local) • Roads: convergence Emphasis on of various non- motorised schemes for the transport with implementation of underground infrastructure service ducts. • Provision for smart ICT-based solutions • Power with a provision of 10% of generation from solar
•There is a provision for preoperative expenses under the mission
Statutory approvals: 30 Sept 2016 DPR concession agreement: 31 Dec 2016 Selection of Contractor for construction of affordable housing: 31 Mar 2017
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S . N o
3
4
5
Table 5
Activity/component
Indicator
Baseline (as on)
Target
Resources required
Likely date of completion
Construction of Affordable Housing by SPV
• Construction of affordable housing • Handover of affordable housing units to target population in-line with annual income • Construction and sale of HIG/villas by SPV
There are over 50,000 households currently in slum/gunthewa ri areas due to the nonavailability of affordable housing. Demand for quality affordable housing from existing industrial workforce employed in adjoining MIDCs observed.
• To avail of at least 20% of the housing stock within the affordable category, with four phases over seven years and 2058 units • Price band: Rs 4–13 Lakh • Area of each housing unit: 25–65 sq m • Every building will be green-compliant
Housing development would be undertaken on PPP (Joint Development model). Land as equity to development would be provided by SPV with Private developer undertaking CAPEX for development. The concessionaire would hand over the affordable units to the SPV free of cost.
1st phase (25%): 31 March 2018
• Installation of SCADA for different utilities • CCTVs, etc. • Solar panels • Smart meters • Ground water recharge bores • ICT component of solid waste management, such as RFID tags and tracking, etc. • Wi-Fi • Construction of footways and cycle tracks
The main approach road to the site is present. There is enough capacity (bandwidth) due to the upcoming DMIC, which can utilised.
• Provision of smart utilities • Provision of ICT- enabled intelligent operation, maintenance and monitoring mechanisms through the central command centre
• ICT consultants
Installation/co nstruction: 31 March 2020
• Land development for the subject plot • Auctioning of land • Leasing of land • Regulations for the construction of facilities
• Identification • Handover of the Legal, real estate of survey balance part of experts numbers the developed comprising land to the the private according to share of the their share project site • Approvals for • Identification the development of land use for policy the identified • Formulation of parcels development • Identification control of ownership regulations for • Identification further of rates from development the ready reckoner • Formulation of the compensation policy
Installation of ICT components
Handover of land to private landowners
• Corpus capital supported through the Smart City Mission (central/state/ local) convergence of various schemes for the implementation of infrastructure
2nd phase (25%) : 31 March 2019 3rd phase (25%) : 31 March 2019 4th phase (25%) : 31 March 2020
By April 2020
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S . N o
6
7
8
Table 5
Activity/component
Indicator
Baseline (as on)
Target
Construction of commercial facilities
• Land development for the subject plot • Auctioning of land • Leasing of land • Regulations for the construction of facilities
Identification of survey numbers • Identification of land use for the identified parcels • Identification of rates from the ready reckoner • Identification of demand for the commercial development
Construction of • Legal advisors shopping centres, central business • Contractors district, and tourism and • Government hospitality facilitation, E-auctioning portal, etc. E-governance support
Land auction: By 31 March 2023
• Land development for the subject Government plot • Handover of land to the Government • Leasing of land for other social amenities • Regulations for the construction of facilities
• Identification of survey numbers, comprising the Government share of the project site • Identification of land use for the proposed parcels • Identification of ownership • Identification of rates from the ready reckoner
• Development Skill Development Centre • Development of hospitals • Development of Education Institutions • Green space
• Financial expert, Legal advisors
Land auction: By 31 March 2023
• Maintenance of the core infrastructure and ICT components by the SPV • Creation of bylaws
Service providers for telecommunicat ions; power already exists, which can extend their services
Entire management and monitoring will be ICT- enabled, with smart features
• Facility management service providers
Construction of social facilities
Operation maintenance setup
Resources required
Likely date of completion
Construction of the facilities: Within 5–7 years of the auction
• Contractors • Government facilitation
• Initial two years of funds will be from the SPV corpus
Construction of the facilities: Within 5–7 years of the auction
The project is expected to be fully operational in four years from the start of the construction of the core infrastructure.
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S . N o
1
2
3
Activity/component
Table 5
Indicator
Baseline (as on)
Target
Resources required
Likely date of completion
PAN-CITY SOLUTION Central Command Office, Dashboard, Mobile APPs, Implementation of Biometric Attendance System
AMC has developed the identified components.
Mobile APPs, Dashboard, Central Command Office, and Biometric Attendance System are operational
Grant under Digital India, release of funds by Central and State Government on time
3 months from implementatio n of the Project; Awareness Campaign – 60 months
Smart Energy Efficiency Management
Installation of 50,000 Solar panel mounted Streetlight Poles; Environmental Sensors at 1,000 poles; Light Detection Sensors at 2,500 poles; AMC installs 10,000 LED Bulbs
• AMC saves minimum 50% of energy cost for its Offices and streetlight system; and • AMC produces 0.4MW energy, achieving CUF of 20%
Grant under IPDS, GCRSSP, and Digital India, release of funds by Central and State Government on time
For Streetlights 18 months For GCRSSP – 32 months Awareness Campaign – 36 months
E-governance
Integration of services, Grievances Management System, Free Wi-Fi Zones
• AMC developed Wi-Fi Zones at important locations; • Integration of all services on single Dashboard; and • Reduction in Grievances redressal time by minimum 50%
Grant under Digital India, release of funds by Central and State Government on time
Wi-Fi Zones – 12 months; Integration of all services – 24 months; and Grievances management system – 18 months
AMC has certain e-Governance modules operational under JNNURM reforms
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S . N o
Table 5
Activity/component
Indicator
Baseline (as on)
Target
Resources required
Likely date of completion
IT Enable Municipal Solid Waste Management
Installation of RFID Tags on all Bins; Installation of In-Vehicle System; W-to-E Plant; Landfill and Leachate Management System
Collection Efficiency of 50%; No In-Vehicle System; No MSW Processing; No Landfill and Leachate Management
• MSWM System being able to assess solid waste system online; • Collection Efficiency 100%; In-Vehicle System for all Transportation vehicles; •Operationalizatio n of W-to-E Plant; Scientific Landfill and Leachate Management
Grant under Digital India, SBM, release of funds by Central and State Government on time
RFID tags on all Bins – 30 months; Collection Efficiency 100% - 18 months; In-Vehicle System for all Transportatio n vehicles – 24 months; Operationaliz ation of W-to-E Plant – 24 months; Scientific Landfill and Leachate Management – 30 months
5
Urban Mobility Solutions
Intelligent Traffic Management System; Pedestrian Walkways; Public Transport Facility
No Public Transport System; No Traffic Management System
• Installation of Integrated Traffic Management System in the entire City; • 10% of Office Goers using Walkways as a preferred commuting route; and 50% of City •Commuters using the Public Transport System
Grant under Digital India, AMRUT, release of funds by Central and State Government on time
Intelligent Traffic Management System – 18 months; Pedestrian Walkways – 36 months; Procurement of Public Transport Vehicles – 18 months
6
Waste Water Recycling
Decentralized Wastewater treatment plants; Pipe Network for Recycled Water; Smart Meters
Currently STPs • 100% treatment of 216 MLD are of Wastewater; being • Utilization of implemented; 100% treated No use of wastewater; and treated • 100% Automatic wastewater; No reading of smart metering consumer system meters
Grant under Digital India, AMRUT, release of funds by Central and State Government on time
Decentralized Wastewater treatment plants – 24 months; Pipe Network for Recycled Water – 24 months; Smart Meters – 24 months
4
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32. SCENARIOS Using information from Table 5, describe the critical milestones, realistic timelines and sequencing of efforts and events that you are projecting as the short -, medium- and long-t erm scenarios for your smart city. If nec essary, include PERT and CPM charts in Annexure 3. (max. 500 words)
AREA BASED DEVELOPMENT • Activity1: Initiation and formalisation of preliminary and preoperative tasks Short-term events: Formation of the SPV and finalisation of board and core team, statutory and legal approvals; Medium-term events: DPR preparation and pre-tender activities for appointment of Contractor; Critical milestone: Obtaining statutory & legal approvals. • Activity 2: Development of core infrastructure Medium-term events: Development of roads, Development of land with required landscaping, water supply, sewerage and electrical work, solid waste management, security infrastructure, laying of LP gas pipeline and central command centre. Critical milestone: Development of roads, which facilitates the laying of other utilities. • Activity 3: Construction of affordable Residential housing Units Short-term events: Handing over land to the contractor; Medium-term events: development of affordable (LIG, MIG), HIG & villas residential units in four years.. Critical milestone: Handing over land to contractor • Activity 4: Installation of ICT components Short-term events: Intelligent government services, air quality & energy efficiency. Medium-term events: Transportation and mobility solutions, IT connectivity, energy sources and command system; Critical milestone: Installation of systems and energy sources • Activity 5: Handover of land to private landowners Short-term event: Handing over land to landowners. The long-term construction activity will be completed by owners according to their requirements; Critical milestone: Handing over of land within one year • Activity 6: Construction of commercial facilities Medium-term events: Auction of land and construction of a shopping centre, central business centre, tourism & hospitality facilities; Critical milestone: Timely auction of land at different stages as per developed area. • Activity 7: Construction of Social Facilities Short-term events: Handing over land to government department; Medium-term event: Sale of land and development of social services, Healthcare & educational institutions. Critical milestone: Handing over of land within two years • Activity 8: Operation and maintenance setup Short-term events: Installation of monitoring equipment, smart solutions, testing labs in command centre for long term event of regular operation and maintenance. PAN- CITY PROPOSALS • Energy efficiency: Short-term events: GIS mapping and developing mobile application Medium-term events: Replacement of conventional light fittings with LEDs at all AMC offices, institutions, installation of new solar panel-mounted LED lights & sensors. Long-term events: Installing grid-connected rooftop solar systems, awareness campaign for citizens and employees; Critical milestone: Awareness campaign for implementation within three years. Continue on next page Page 67 of 92
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• E-Governance : Short-term events: Integration of Services, Grievance Redressal Mechanism, Development of Free Wi-Fi zone at important locations, web based/ mobile App for citizens; Critical milestone: Integration of Services within two years. • Solid Waste Management : Short-term events: Development of Mobile APP, Central Command Office and procurement and refurbishment of existing vehicles; Medium-Term Events: Installations of RFID Tags on all Bins with Weight Scanner, In-Vehicle IT-System, West-to-Energy Plant, Scientific Landfill Site and Leachate management System; Critical milestone: Waste-to-Energy Plant within two years. • Urban Mobility Solutions: Medium-term events: Intelligent traffic Management system, Development of Pedestrian Walkways, Procurement of Public Transport facilities Critical milestone: Development of Pedestrian Walkways within three years. • Waste water recycling: Short-term events: Decentralized Treatment Plant, Pipe Network and Setting up of Smart Meters and Control Room; Critical milestone: Setting up of Decentralized Treatment Plant within two years.
33. SPV The SPV is a critical institution for t he implementation of the P roposal. Describe the SPV you propose to create in your city, with details of its composition and structure, leadership and governanc e, and holding pattern. Based on your responses in Table 6 describe how you envision the SPV to fulfill the role set out in the Mission Guidelines. (max. 500 words)
S. No.
Table 6 (CHECKLIST: supporting documents for 1-7 must be submitted in Annexure 4) Acti vity
Ye s/No
1.
Resolution of the Corporation/Council approving Smart City Plan including Financial Plan.
2.
Resolution of the Corporation/Council for setting up Special Purpose Vehicle.
3.
Agreement/s with Para Statal Bodies, Boards existing in the City for implementing the full scope of the SCP and sustaining the pan-city and areabased developments.
4.
Preliminary human resource plan for the SPV.
Yes
5.
Institutional arrangement for operationalisation of the SPV.
Yes
6.
If any other SPV is operational in the City, the institutional arrangement with the existing SPV
7.
Additional document/s as appropriate
Yes
Yes
Yes
Yes
Yes
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The proposed Special Purpose Vehicle, to be incorporated under Companies Act 2013, will have equal equity contribution from Government of Maharashtra and Aurangabad Municipal Corporation with each holding 50% stake. The composition of the Board would be as under 1. Chairman: Municipal Commissioner 2. Chief Executive Officer: To be selected from Government not below the rank of Dy Secretary or Chief Engineer or Professional with relevant experience from Private Sector Directors: 3. Mayor ( or any other nominee frim AMC) 4. Nominee, Government of Maharashtra ( Urban Department) 5. Nominee Government of Maharashtra ( Finance or Industry Department) 6. Nominee : Government of India 7. Independent Directors ( Technocrat) 8. Independent Directors ( Senior Management Expert or Banker) 9. District Collector : Aurangabad 10. Police Commissioner : Aurangabad AMC has already passed resolution for submission of the smart city Challenge proposal to MOUD and its readiness to contribute Rs.50 Cr to equity of the SPV for next five years AMC envisages the SPV to be functioning in an autonomous manner under the supervision of the Board of Directors with significant operational and management freedom to ensure smooth implementation of the business plan as approved by the Board. The strategic intent of the SPV would be to create positive disruption in the processes, people and governance so as to facilitate the transformation in development of urban infrastructure and delivering civic services in an effective manner. SPV would also put in place a management and Governance structure including various committees including Finance, Audit, HR, and Technical to bring transparency and effectiveness in functioning. Forming partnership with various Companies / Developers / Vendors to execute or operations and maintenance or EPC will be strategic to project implementation and management. SPV would also aim to explore raising raising financial resources through FIs and Banks including multilateral institutions , Financial Investors to augment resources to undertake large-scale development. Economic and Financial sustainability will be at the core of the development strategy while ensuring Value Engineering and value proposition to all stake holders.
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34. CONVERGENCE In Table 7, give details of the government (Central, state/ULB) departments, parastatal organizations and public agencies who will be involved with the time-bound execution of each of the project activities/components (both area-based and pan-city) you have identified. (In Annexure 3, include a flowchart showing the network/relationships that the SPV will form with government and nongovernment agencies, and indicating the nature of connection with each entity.) (max. 50 words per cell) S.No
1
2
3
Acti vity/ Component
TABLE 7 Department/agency/ organization
Role/responsibility
Overall guidance and monitoring for the Smart • High Powered State City Mission Committee (HPSC) for Maharashtra
• Guidance for progress on the Mission • Reviewing the SCPs and sending them to the MoUD for • Smart City Advisory Forum participation in the Challenge.
State Level Project Facilitation
Urban Development • ‘Parent’ Department for Department, Government of implementation Maharashtra • Periodic progress monitoring • Quality review of the SCP • Advise and enable collaboration among various stakeholders at the city/district levels • Facilitation for the convergence of the eligible components of the area-based and pan-city development under the AMRUT and SBM schemes
Project inception and the provision of utilities during the implementation of the area-based and pan-city development
Aurangabad Municipal Corporation
• Smart City SPV incorporation • Appointment of board members • Facilitation for Government grants and approvals • Consent and statutory approvals for construction • Provision of utility support during execution
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S.No
4
5
6
7
Acti vity/ Component
TABLE 7 Department/agency/ organization
Role/responsibility
Area-based development: Greenfield development at Chikalthana
Smart City SPV
• ‘Land Pooling’ • Conduct surveys & mapping for master plan preparation • Expert engagement for master plan preparation & transaction • Statutory approvals • Development of residential facilities • ICT- enabled ‘smart’ core infrastructure development • Auction of plots for commercial and social development • Operation and maintenance
Land amalgamation for the area-based development
Land Department, Government of Maharashtra; District Magistrate’s Office, Aurangabad
• Identification and consent for 125 acres of land to be used • Agreement for the devolution of development rights to the Smart City SPV on the land parcel
Statutory approvals for the designs for the area-based and pan-city development
• Town and country planning • Pollution Control Board • Airport Authority • Fire department • Traffic department • Road (PWD)/ AMC • Maharashtra Jal Vikas Pradhikaran
• Issue of consent/ NOC for construction, if required
Provision of power infrastructure for the area-based and pan-city development
• MSEDCL/MEDA • Power supply • Power Finance • PFC is the nodal agency for Corporation (PFC) and convergence under IPDS State Electricity Regulatory Commission (SERC)
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S.No
8
9
Acti vity/ Component
TABLE 7 Department/agency/ organization
Role/responsibility
Provision of gas and broadband supply for the Mahanagar Gas, area development BSNL, etc.
Distribution of utilities, such as power, broadband, gas, telephone, etc. within the project area
Overall Development of Pan-city Solution
• Project preparation and execution • Operation and maintenance
Smart City SPV
10
11
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35. PPP In Table 8, give details of all the private companies/corporations/organizations that need to be engaged with the execution and operations
&maintenance of the
various
activities
and
componentsenvisaged in this proposal, along with a description of their roles and responsibilities as basic TORs. Use appropriate terms such as ‘vendor’, ‘concessionaire’, ‘JV partner’, etc. (max. 50 words per cell) S. No
1
2
3
Acti vity/ Component
TABLE 8 Company/corporation/ organization
Role/responsibility (basi c TOR)
Project planning for all area-based and pan-city solutions
Organisation (consultants/experts)
• GIS mapping • Preparation of a ‘land pooling’ business plan • Preparation of a proposal for land conversion, etc. • Preparation of the master plan • Selection of an ICT solutions technology partner • Selection of transaction advisors • Selection of legal advisors for agreement formulation
Construction of core infrastructure for the area-based development
EPC contractor
Construction of the infrastructure part in consultation with ICT experts and as per the master plan
Installation of ICT components for the area-based development and pan-city solutions
EPC contractor(s)
• Designing of ICT components in line with the master plan • Installation • Operation management for a preliminary period
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S. No
4
5
6
7
Acti vity/ Component
TABLE 8 Company/corporation/ organization
Role/responsibility (basi c TOR)
Development of residential facilities for the area-based development
EPC Contractor
• Development of affordable housing to be handed over to the Smart City SPV • Development of other residential facilities, such as HIG and villas
Development of commercial facilities for the area-based development
Private developer
• Obtaining plots earmarked for commercial development through auctions/Lease • Development of commercial facilities as per the master plan
Development of social facilities for the area-based development
Private developer
• Obtain land parcels earmarked for the development of social facilities, on lease • Development of social facilities, such as hospitals
Provision of utilities in the area-based development
Private organisations (operators)
• Provision of electricity • Provision of the Internet • Provision of fixed lines • Provision of LPG gas, etc.
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S. No
8
Acti vity/ Component
TABLE 8 Company/corporation/ organization
Role/responsibility (basi c TOR)
9
10
11
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36. STAKEHOLDER ROLES Attach one A-4 sheet (part of 'Annexure 3'), containing an organogram showing the relations hips: a) MPs, MLAs, MLCs. b) Mayors, Councilors, other elected representatives. c) Divisional Commissioner d) Collector e) Municipal Commissioner f) Chief Executive of the Urban Development Authority/ Parastatal g) Consultant (S elect from empanelled list) h) Handholding Organisation (Select from following list: World Bank, ADB, JICA, US TDA, AFD, KfW, DFID, UN Habitat, UNIDO, Other) i) Vendors, PPP Partners, Financiers j) Others, (eg. community representatives) as appropriate to your city
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E. FINANCIAL PLAN The development of bankable proposals will be a key success factor in the Smart City Mission. In order to arrange appropriate amounts and types of funding and financing for your SCP, you must keep financial considerations always in mind while preparing your overall strategy and the pan-city and area-based proposals. It is anticipated that innovative means of funding and financing the projects will be necessary. For this purpose, you must evaluate the capacity of the ULB and the SPV to undertake self-funded development projects, the availability of funds from other government schemes that will converge in your S CP (refer Questions 13 and 26), and the finance that can be rais ed from the financial market.
37. ITEMISED COSTS What is the total project cost of your Smart City Proposal (SCP )? Describe in detail t he costs for each of the activities/components identified in Questions 31. (Describe in Max. 300 words)
PROJECT PREPARATION: Post incorporation, the SPV would incur organisational expenses such as Incorporation charges, and office infrastructure and recruitment cost. Comprehensive project preparation is crucial to the realization of project goals. Thus, consultancy to prepare a business plan, hand-holding support, master plan preparation, detailed project reports, financial and technical feasibility studies, project management consultants etc. would be undertaken and technologies such as GIS mapping used for effective decision-making and project execution. The SPV will incur 10% of the total uninflated project cost (113.46 cr) over five years. GREENFIELD DEVELOPMENT: Core infrastructure development on 582.5 acres of identified land (Cost: 666.7 Cr) with information and communication technology (ICT) solutions for Greenfield development, consisting of mobility solutions, energy efficiency measures and IT connectivity and systems for intelligent services (Cost: 99.3 Cr). Of the 55.83 acres of land reserved for residential development, SPV will build 2,058 affordable housing units at a cost of 187.7 Cr and 588 HIG flats at a cost of 167.8 Cr while development rights would be sold for the remaining residential land. A total of 73.20 hectares of land would be returned to private land owners under land pooling, and 21.0 Ha of commercial land auctioned by SPV would entail investment from individuals/institutions thereby creating a self-sustaining economic ecosystem. PAN CITY SOLUTION: The Energy-Efficient Management System includes solar street lights, 2MW rooftop solar systems, sensor based control, a mobile application and central command center (Cost: 219.1 Cr). Optimised use of available funds enable the SPV to undertake E-Governance (34.2 Cr), Smart Solutions for Solid Waste Management (46.8 Cr), Urban Mobility Solutions (78.2 Cr) and Waste water recycling (96.4 Cr) to enhance impact of Smart City Proposal across Aurangabad. The total project cost incurred by the SPV would be 1709.6 cr.
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38. RESOURCES PLAN Describe the financing sources, the own-sources of income, the financial schemes of the Cent ral or State governments for which your city/SPV is eligible, which can be used to fund the S CP proposals and pay back loans. Briefly describe an action-plan for resource improvement to make the ULB financially self-s ustaining. (max. 1500 words)
In addition to the equity contributed by GoI and GoM, the SPV meets project financing needs through convergence with government schemes, internal accruals from project and may opt for debt financing from multi-lateral institutions. Government Equity: The SPV’s equity capital is contributed by GOI grant under the Smart City Mission and a matching contribution from the State Government and AMC. Equity contribution is phased over a five-year period whereby the equity capital commitment in conjunction to funding received under convergence is used to undertake a CAPEX intensive project and create a financially sustainable project. Land cost: The land acquisition cost for Greenfield development on 582.5 acres of land would have been significant because of the 78.5% private sector land holding. For optimal use of available financial resources, the SPV would undertake land pooling approach whereby landowners would receive developed land with SMART infrastructure with a higher net FSI and a change in land use (from NDZ/ green to residential) against their undeveloped land. High social acceptance is envisaged as a significant portion of the value created is transferred to landowners, validated by their intent to participate in the project (Annex 4). Infrastructure development and PAN-City implementation: SPV would undertake the development of trunk infrastructure and utilities on Smart City principles at an indexed cost of 766.0 cr to support and trigger private sector investments in Greenfield development. The SPV would further entail an indexed cost of 474.61 cr for the implementation of pan-city solutions phased over five years. Internal project accruals arising from sale of housing development and commercial land meet partially the fund requirement whereby the phasing of land development is undertaken to monetise and unlock potential value. Convergence with Government schemes: Projects undertaken by SPV can converge with missions of other government schemes such as AMRUT, Swachh Bharat, IPDS and Digital India. The development of an energy-efficient management system, enhancement of solid waste management system, creation of urban mobility solutions and increasing the digital footprint of government institutions entitle the projects to seek additional financing. Government grants under AMRUT (85.1 cr), Swachh Bharat (11.2 cr), IPDS (10.3 cr) and Digital India (6.1 cr) are estimated. The total grants from on-going schemes (112.6 cr) would partially meet the funding requirements of SPV. Continue on next page Page 78 of 92
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Financial sustainability: The emphasis to create a self-sustainable organization, greenfield project design and pan-city solutions aim to generate recurring cash flows from capital engaged in core infrastructure. The project mix has been designed to align project accruals comprising capital revenues and operational revenues to recover investments in infrastructure and create recurring cash flows to meet debt obligations as well as operation and maintenance expenses so as to become financially self-sustaining. The Project accruals can be classified as follows: • Affordable Housing Strong demand for affordable housing has been observed and highlighted by numerous stakeholders. SPV will undertake development of affordable housing by constructing 715 EWS, 794 LIG and 550 MIG housing units in price range of 4.3-13.2 lakhs at cost of 187.7 cr and make negligible margin by selling the 2,058 housing units for 205.5 cr. The development would be phased over four years aligned to development of core infrastructure and meet housing stock demand. • Residential Land Monetization: On part of the 55.83 acres of residential land, SPV would undertake development of 588 HIG units itself, whereby constructing 64,700 sq.m of built-up area at a cost of 167.8 cr. The development will be initiated in Year 2 with major development focussed in Year 3,4 and 5 as land development takes shape. Revenue proceeds for SPV would be approximately 342.3 cr in-line with current real-estate trends in Aurangabad. With smart infrastructure complementing quality of life, SPV may realise higher revenue potential from sale of premium HIG housing. SPV would not undertake development of housing on the entire land earmarked for residential use to limit its capital requirement outlay and minimise inherent risks. Development rights for the remaining residential land parcel whereby 2,92,680 sq. m of built-up area can be constructed would be sold by SPV thereby garnering 180.6 cr over a period of seven years beginning from year 2. • Commercial Land Monetization: Commercial land of 52.4 acres would be monetised by the SPV on undertaking the auction of developed land for the development of shopping center, central business district and tourism/ hospitality infrastructure. The auction would commence from Year 3 and is estimated to be completed by Year 7, in-line with the real estate absorption trends of Aurangabad. SPV is estimated to generate 509.7 cr from sale of commercial land, whereby partially meeting infrastructure development cost in the initial years. • Social Assets: As part of the master plan, 50.1 acres of land have been reserved for the development of a hospital, skill development center and educational Institutes. From Year 3 onwards, the developed land would be sold to the private sector at a discounted price of 2,421 per Sq. M to undertake development and operation of social institutions such as hospital, training institute and educational facilities. State-of-the-art institutional infrastructure would be developed by individuals/institutions, thereby reducing the CAPEX to be incurred by the SPV and transfer the operational risk while ensuring quality services are extended to the citizens of Aurangabad.
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Operation and Maintenance (O&M): The SPV would undertake the O&M of the pan-city solution and Greenfield development. The occupants of the Greenfield development would pay an annual user fee linked to the size and type of establishment. SPV would be reimbursed by AMC for undertaking the operations of PAN City solutions on cost plus approach whereby SPV is financial sustainability. Resource improvement at the ULB level would be observed as incremental property tax is collected from Greenfield Development and cost savings resulting from the adoption of PAN City solutions on account of electricity by Energy-Efficient Management System and Waste Water Recycling which would reduce pumping costs. The implementation of the E-Governance system would increase penetration and access to services; as a result collection efficiency to recover property tax is expected to increase significantly. Financial and operational efficiencies at both SPV and AMC levels are expected and activities undertaken complement each other’s initiatives. Financial Summary: The SPV is self-sufficient to meet funding requirements for infrastructure development and operation and maintenance. SPV has the potential to create an annual cash surplus for the redeployment of capital in projects on Smart City principles backed by revenue generating assets. In endeavour to have maximum social impact, the SPV could use the funds available as leverage with private sector participation, and thereby undertake a wider service offering under PAN City solutions for maximum outreach. The total indexed cost, including soft costs of the SCP is 1,709.6 cr whereby 613 cr through central government grant and over 595.5 cr of internal accruals meet the CAPE The financial structure chalked out eliminates the requirement to undertake debt which may be raised either from infrastructure financing organizations or at a discounted rate from multi-lateral institutions. The SPV may opt to accelerate the deployment of pan city solutions and focus development over a shorter span of time period and undertake more prominent role in development of end-user infrastructure as part of the Greenfield development. If the option is exercised by SPV, the demand drivers and potential to recover O&M cost with a margin create a financially attractive bankable project which has the capacity to payback loans taken towards development. Replicability and Scalability: With the cash surplus generated SPV can undertake similar Greenfield development at Nakshtrawadi and Mukundwadi, incorporating Smart City principles, wherein contiguous land parcel of 330 acres and 1000 acres respectively have been identified. Aspects related to the regional neighbourhood, probable demand, current land use and potential to develop have been assessed thereby creating a project pipeline for the SPV to consider. Additional projects to be developed by the SPV would give the regional economy the required impetus and address concerns related to affordable housing, access to core infrastructure services and integrate technological solutions to enhance the quality of life.
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39. COSTS What is the lifetime cost estimated for your area-based development and your pan-city solution/s? A dd O&M costs wherever applicable. (max 500 words)
GREENFIELD DEVELOPMENT Infrastructure development including ICT solution implementation for Greenfield development on the 582.5 acre land parcel would entail an uninflated expenditure of 706.87 cr by the SPV, in addition to pre-operative expenses. As the implementation is phased over five years, the SPV would incur 766.0 cr accommodating a 5% inflationary impact. The SPV would undertake the O&M of the developed area to ensure that the benefits on account of the Smart City components are passed to residents and users. Over an operational period of 18 years, SPV would incur cost of 1,164.7 cr comprising the maintenance of roads, sewerage, water supply, LPG pipelines etc. and include operational expenditure for security, central command center operations, landscaping and ICT solution offerings such as IT connectivity, traffic management, and governance. O&M expenses have been estimated to accommodate an inflation of 7% on account of CPI trends. The residential development undertaken by SPV would be undertaken at a cost of 355.5 cr while the development rights sold by SPV would entail a further investment in range of 650 cr from private sector. Under land pooling, 73.2 hectares of land returned to land owners would be developed under residential land use. The commercial and institutional land (41.2 hectares) auctioned leased by the SPV would attract private investment for development. Private investments in the range of 4,800-5,400 cr are envisaged over the next 7-10 years to meet the demand for quality infrastructure and amenities. PAN CITY IMPLEMENTATION As part of the SCP, the SPV will undertake the implementation of the energy-efficient management system, comprising solar-powered LED street lights, 2 MW rooftop solar systems and smart solutions, such as sensor-based control, a mobile application and a central command centre, at a cost of 219.1 cr. Operations would be initiated from Year 4 onwards and entail an initial annual O&M cost of 6.2 cr and a total of 209.1 cr over 17 years of operation, including electricity, repair and replacement costs. Widespread social impact and a positive environmental impact are reasons to undertake the CAPEX-intensive energy-efficient management system. To complement the current initiatives in e-governance, the SPV will undertake e-governance implementation across functions and address gaps felt by users to increase transparency and accessibility at a cost of 31.8 cr. The e-governance system O&M would be outsourced for maximum efficiency, leading to an initial annual cost 0.95 cr, and amounting to 32.4 cr over 17 years of operation.
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The SPV is financially equipped to positively impact the lives of citizens by undertaking the implementation of smart solutions for solid waste management (initial cost: 46.8 cr), urban mobility solutions (78.2 cr) and waste water recycling (96.4 cr). The SPV would incur O&M costs of 64.8 cr, 93.4 cr and 182.9 cr, respectively, for these projects, over the next 16 years. The cumulative indexed CAPEX outlay for pan-city solutions is 474.61 cr, with O&M costs over 17 years post completion at 582.6 cr.
40. REVENUE AND PAY-BACK How will the area based development and the pan-city smart solutions(s) of your city be financed? If you plan to seek loans or issue bonds, what revenue sources will be used to pay back the loans ? (max. 250 words)
The requirement to assume debt by issuance of bonds or undertaking debt does not exist as the SPV has the inherent potential to execute a project of 1709.6 cr by phasing development backed by sound project preparation and demand drivers identified during project conceptualization. Funds of 112.6 cr from convergence with on-going government schemes will partly finance implementation of smart solutions and Greenfield development. The implementation of the pan city solutions is phased over a period of five years whereby individual solutions are implemented in a sequential manner. The development of core infrastructure as part of the Greenfield development is undertaken in phases whereby potential land value can be unlocked in phases to generate revenues to meet capital outlay requirements. The initial capital outlay is financed from the GoI grant under Smart City mission and matching contribution from State Government and AMC. Funding under convergence partly meets project requirements. Sale of housing units and sale of commercial land generates ample revenues to meet gap in funding requirements for undertaking project implementation and generate a cash surplus. If the SPV during implementation envisages to increase project size to be executed or accelerate implementation, financing may be undertaken to meet short term fund requirements which can be paid back by committed grant from GoI and from strong cash flows accruing to the project.
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41. RECOVERY OF O&M What
is your plan for covering the Operations
&
Maintenance costs
for each of the
activities/components identified in Questions 31? (max. 1000 words)
GREENFIELD DEVELOPMENT: The SPV is responsible for the O&M of the Greenfield development, and will undertake scheduled maintenance of the core infrastructure and incur operational expenditure on account of service offerings such as traffic management, security, landscaping, solid waste management, etc. The SPV will recover the cost of operations by charging dwellers/users an annual user fee, which would be linked to the type and size of their establishments. The user fee would be escalated on an annual basis to meet the inflation impact on operational expenses, and the surplus collected would lead to a minimal operating margin and the creation of a cash buffer for major maintenance of the core infrastructure. Initial O&M expenses are lower as the development is phased with only part of 582.5 acres being operational with delivery of housing units constructed phased over four years and development of land transferred to private land owners is developed by them. The O&M costs amount to 1,164.7 cr over 18 years of operations. The user fees charged varies according to type of land use such as Rs. 2.5/sq.ft per month for commercial, Rs. 2/sq.ft per month for HIG housing development, and Rs. 0.75, 1, 1.5 for EWS, LIG and MIG per sq.ft. per month respectively. The user fees charged suffices to recover the O&M cost incurred by the SPV while generating a minimal margin accruing to the SPV.
PAN-CITY SOLUTION Service offerings under the pan-city solution will have widespread impact across the city and multitudes of beneficiaries will exist, whereby the collection directly from users will not be feasible for the SPV. As the SPV complements the existing service offerings provided by the AMC, the potential to increment tax collections on account of enhanced and wider service offerings is possible for AMC thereby increasing its revenues. For the O&M cost recovery on account of pan-city operations for energy efficiency management, e-governance, solid waste management, urban mobility solutions and waste water recycling, the SPV will be compensated by the AMC with the payment of an annual fee. The fees charged by the SPV to AMC would be on cost plus approach whereby SPV apart from recovering the O&M costs, generates a margin on service offered.
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Payment of annual fees by AMC to SPV can be justified on the following as value is created for AMC and the citizens: • Energy Efficient Management system will lead to reduction in electricity cost currently paid by AMC and also out-sources the operations of the street light infrastructure thereby limiting operational expenditure incurred by AMC. Direct cost saving on account of operations is evident apart from mitigating the need for AMC to incur upfront capital expenditure to improve the existing street light infrastructure and expand its coverage which will be borne by the SPV. • Incremental effectiveness of E-Governance system will increase collection effectiveness and complement initiatives to make the systems citizen centric. AMC is expected to positively benefit on account of improving collection efficiency due to E-Governance implementation under Pan-City Solutions. • The smart solutions for Solid Waste Management will complement current initiatives of AMC to improve collection and treatment efficiencies whereby revolutionising current practices which will enable AMC to undertake differential pricing on account of type of user and amount of waste generated with integration of technology. • AMC is undertaking a safe city project with limited coverage which will be complemented by the urban mobility solution to be implemented by the SPV. The urban mobility solution with centralised control will lead to incremental productivity of citizens on account of time and fuel saving; while leading to incremental revenues on account of smart parking solutions and share of advertising revenues from pedestrian walkways to be developed by SPV. • Recycled waste water suitable for non-potable purposes would be sold by AMC to institution and government departments to strengthen its revenue stream. On account of waste water recycling, the demand for raw water supply will reduce proportionately, thereby reducing the pumping costs incurred by the AMC.
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42. FINANCIAL TIMELINE What is the financial timeline for your smart city agenda? Describe the milestones and target dates related to fund flows, payback commitments, etc. that must be adhered to for the proposal to achieve the vision set out in Table 5 (question 31)? (max. 1 page: A4 size)
Stage
Capital Deployment / Funding Sources
Target Date
Project Preparation (PreConstruction Stage)
Preliminary activities would be primarily be funded from SPV equity contributed by GoI and GoM. Approximately 20% of preoperative expenses will be incurred as land pooling scheme formulation, feasibility and technical studies for PAN City solution and Greenfield Development are conducted in conjunction with detailed stakeholder consultations which would entail an expense of 22.7 cr. Consultancy services for DPR, transaction advisory, business planning, organizational structure etc. would be covered.
SPV formation / Institutional arrangement to be completed by Q1 of Year 1 Detailed feasibility and technical studies, appointment of consultants, amalgamation of Land to be completed by end of Q3 of Year 1
Development of Core Infrastructure Greenfield Development
Development of Infrastructure is partially funded from convergence from on-going government schemes such as SBM, AMRUT and digital India. Capital outlay of 123.5, 194.4, 170.1 and 178.6 cr in Year 1, 2, 3 and 4 respectively would be incurred. SPV equity supplemented by internal accruals would meet capital outlay requirements.
Infrastructure development to be initiated in Q3 of Year 1 and to be completed by Q4 of Year 4. Project will meet deadlines estimated on account of sound project preparedness
ICT Solution implementation across Greenfield Development
ICT solution implementation would be aligned to development of core infrastructure development. CAPEX outlay of 28.2, 29.6 and 41.5 cr in Year 3, 4 and 5 respectively would be incurred. Funding requirements would be met through mix equity, government grant and project accruals as revenues from land monetization accrue to SPV
ICT implementation to be initiated from Year 2 and completed by end of Year 4. ICT implementation dependent on completion of core infrastructure.
Construction of Affordable Housing & HIG Unit
SPV will undertake development on part of 55.8 acre residential land by incurring a CAPEX of 187.7 cr from Year 2 to 4 for development of 2,058 affordable houses. Development of HIG housing is phased over Year 2 to 4 at a cost of 167.8 cr to generate returns and ensure financial sustainability.
SPV initiates development of houses in Year 2 and completes in Year 5. Phasing coincides with the probable demand for housing stock and fund availability
Implementation of Energy Efficient Management System
10% project implementation in Year 1 post project preparation stage will be possible at a cost of 20.5 cr. Implementation would be phased over year 2 and 3 equally on account of size of implementation of the project at a cost of 96.9 and 101.7 cr respectively. Partial funding would be through IPDS with balance from Equity contributed and grant under Smart City Mission.
Project completion is linked only to project preparation including site surveys and material procurement which will be completed by Q3 of Year 1 with project implementation completion by end of Year 3
Implementation of additional four PAN City Solutions
Financial leverage enables SPV to maximize impact on city implementation of E-Governance and solid waste management initiated in Year 2, Urban Mobility & Waste Water Recycling in Year 3. Implementation to be funded through mix of Convergence, Internal Accruals and Equity
E-Governance completion by Year 3, Solid waste Management by Year 4 and Urban Mobility and Waste Water Re-cycling by Year 5.
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43. FALL-BACK PLAN What is your plan for mitigating financial risk? Do you have any alternatives or fall-back plans if t he financial assumptions do not hold? (max. 250 words)
• Land availability under land pooling is essential for Greenfield development, to avoid upfront land acquisition costs. Our land pooling scheme offers 40% land back with changed land use, higher net FSI and developed land with Smart City characteristics. This structure creates immense value for land contributors, thereby reducing the risk of non-participation in the development. Project awareness among stakeholders and consent from the majority of the owners would offset the land acquisition financing risks. • GoI and GoM have committed equity capital, thereby enabling the SPV to raise debt financing for initial capital outlays, which would be repaid by internal accruals with equity commitment in future years, mitigating any default risk. The SPV has been depicted not to undertake debt while it has the option it may explore during implementation. • Core infrastructure development is scheduled after undertaking a detailed project preparation and feasibility analysis primarily focussed in Year 1 to address potential design, financial and technical risks, and appoint PMC consultants during implementation to reduce implementation risks • The financial risk during operations is mitigated by supporting operational revenue with cash accruals from capital revenue generated from land monetization during initial years to cover operational expenses if revenue accruals are inadequate in short term. • Project spreading over 582.5 acres may be developed in phases as fall-back plans, in case challenges related to financing, land availability and procurement are encountered during the detailed project preparation.
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ANNEXURE 1 S. No
Feature
Definition
1.
Citizen participation
A smart city constantly adapts its strategies incorporating views of its citizens to bring maximum benefit for all. (Guideline 3.1.6)
2.
Identity and culture
A Smart City has a unique identity, which distinguishes it from all other cities, based on some key aspect: its location or climate; its leading industry, its cultural heritage, its local culture or cuisine, or other factors. This identity allows an easy answer to the question "Why in this city and not somewhere else?" A Smart City celebrat es and promotes its unique identity and culture. (Guideline 3.1.7)
3.
Economy and employment
A smart city has a robust and resilient economic base and growth strategy that creates large-scale employment and increases opportunities for the majority of its citizens. (Guideline 2.6 & 3.1.7 & 6.2)
4.
Healt h
A Smart City provides access to healthcare for all its citizens. (Guideline 2.5.10)
5.
Education
A Smart City offers schooling and educational opportunities for all children in the city (Guideline 2.5.10)
6.
Mixed use
A Smart City has different kinds of land uses in the same places; such as offices, housing, and shops, clustered together. (Guidelines 3.1.2 and 3.1.2)
Compactness
A Smart City encourages development to be compact and dense, where buildings are ideally within a 10-minute walk of public transportation and are loc ated close together to form concent rated neighborhoods and cent ers of activity around commerce and services. (Guidelines 2.3 and 5.2)
8.
Open spaces
A Smart City has sufficient and usable public open spaces, many of which are green, that promote exercise and outdoor recreation for all age groups. Public open spac es of a range of sizes are dispersed throughout the City so all citizens can have access. (Guidelines 3.1.4 & 6.2)
9.
Housing and inclusiveness
A Smart City has sufficient housing for all income groups and promotes integration among social groups. (Guidelines 3.1.2)
10.
Transportation & Mobility
A Smart City does not require an automobile to get around; distances are short, buildings are accessible from the sidewalk, and transit options are plentiful and attractive to people of all income levels. (Guidelines 3.1.5 & 6.2)
11.
Walkable
A Smart City’s roads are designed equally for pedestrians, cyclists and vehicles; and road safety and sidewalks are paramount to street design. Traffic signals are sufficient and traffic rules are enforced. Shops, restaurants, building entrances and trees line the sidewalk to encourage walking and there is ample lighting so the pedestrian feels safe day and night. (Guidelines 3.1.3 & 6.2)
12.
IT connectivity
A Smart City has a robust internet network allowing high-speed connections to all offices and dwellings as desired. (Guideline 6.2)
7.
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13.
Intelligent government services
A Smart City enables easy interaction (including through online and telephone servic es) with its citizens, eliminating delays and frustrations in interactions with government. (Guidelines 2.4.7 & 3.1.6 & 5.1.4 & 6.2)
14.
Energy supply
A Smart City has reliable, 24/7 electricity supply with no delays in requested hookups. (Guideline 2.4)
15.
Energy source
A Smart City has at least 10% of its electricity generated by renewables. (Guideline 6.2)
16.
Water supply
A Smart City has a reliable, 24/ 7 supply of wat er that meets national and global health standards. (Guidelines 2.4 & 6.2)
17.
Waste water management
A Smart City has advanced water management programs, including wastewater recycling, smart meters, rainwater harvesting, and green infrastructure to manage storm wat er runoff. (Guideline 6.2)
18.
Water quality
A Smart City treats all of its sewage to prevent the polluting of water bodies and aquifers. (Guideline 2.4)
19.
Air quality
A Smart City has air quality that always meets international safety standards. (Guideline 2.4.8)
20.
Energy efficiency
A Smart City promotes state-of-the-art energy efficiency practices in buildings, street lights, and transit systems. (Guideline 6.2)
21.
Underground electric wiring
A Smart City has an underground electric wiring system to reduce blackouts due to storms and eliminate unsightliness. (Guideline 6.2)
Sanitation
A Smart City has no open defecation, and a full supply of toilets based on the population. (Guidelines 2.4.3 & 6.2)
22.
23.
Waste management
A Smart City has a waste management system that removes household and commercial garbage, and disposes of it in an environmentally and economically sound manner. (Guidelines 2.4. 3 & 6.2)
24.
Safety
A Smart City has high levels of public safety, especially focused on women, children and the elderly; men and women of all ages feel safe on the streets at all hours. (Guideline 6.2)
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ANNEXURE 2 Self-Asse ssment Form Attach self-a sse ssment format given in supplementary template (Excel sheet), with columns I-L duly filled
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ANNEXURE 3 Twenty sheets ( A-4 and A-3) of annexures, including annexures mentioned in questions 32, 34, 36 S. No
Particulars
1
Summary of Public Consultation
✔
2
Map Showing the Regional Settings of Aurangabad Town
✔
3
Map Showing the Regional Industrial Estates
✔
4
Base Map: Physical Infrastructure
✔
5
Base Map: Social Infrastructure
✔
6
Base Map: Tourism
✔
7
Base Map: Slums & Gunthewaris
✔
8
Green field development: Map showing the Zoning Plan
✔
9
Green field Development: Master Plan
✔
10
Project Implementation Schedule - All proposals under Smart CIty Missions
✔
11
Project Implementation Schedule - PAN City Solutions
✔
12
Project Execution Flow Chart (Question 34)
✔
13
SPV Organogram (Question 36)
✔
14
Assumptions and Capital Outlay for Greenfield Development and Pan-City Implementation
✔
15
Capital and Operational Revenues accruing from Greenfield & Pan-City Solutions
✔
16
Project Return Calculations for Aurangabad Smart City SPV
✔
17
Overview of City Base Line Data & Statistics
✔
18
List of Acronyms
✔
19 20
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ANNEXURE 4 (Supporting documents, such as government orders, council resolutions, response to Question 33 may be annexed here) S. No
Particulars
1
AMC’s General Body Resolution No. 242 dt. 20/11/2015, providing approval for Preparation of Smart City Proposal
✔
2
Consent Letter dt. 04/12/2015 by Landowners and for providing their land for Greenfield Development Option
✔
3
Work Order dt. 01/07/2014 and Agreement dt. 16/06/2014 of Underground Sewerage Scheme under UIDSSMT signed between AMC and Project Contractor
✔
4
Work Order dt. 20/20/2015 for development & beautification of Road Dividers under Aurangabad Tourism Mega Circuit
✔
5
Work Order dt. 03/03/2014 for development & beautification of Rose Garden at Majnu Hills under Aurangabad Tourism Mega Circuit
✔
6
Details of Sulabh Shauchalay developed through AMC Funds and BOT basis
✔
7
Agreement dt. 22/09/2011 between AMC and Aurangabad Water Utility Co. Ltd.
✔
8
AMC’s General Body Resolution No. 60 dt. 20/07/2015, for providing approval for AMC’s Contribution of Rs.50 Cr. per year towards Smart City Project
✔
9
AMC’s General Body Resolution providing approval for formation of Special Purpose Vehicle for Smart City Mission Project for Aurangabad City
✔
10 11 12 13 14 15 16 17 18 19 20
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21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
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