Professional Documents
Culture Documents
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
Page 1 of 92
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
QUALITY OF LIFE
2.
3.
SWOT
4.
5.
6.
7.
SELF-ASSESSMENT: BASELINE
8.
SUMMARY
10.
11.
12.
13.
14.
15.
RISKS
16.
17.
SUCCESS FACTORS
18.
MEASURABLE IMPACT
Table 1
Table 2
SUMMARY
20.
COMPONE NTS
21.
Page 2 of 92
22.
DEMAND ASSESSMENT
23.
INCLUS ION
24.
RISK MITIGATION
25.
FRUGAL INNOVATION
26.
27.
28.
SUCCESS FACTORS
29.
BENEFITS DELIVERE D
30.
MEASURABLE IMPACT
Table 3
Table 4
Table 5
32.
SCENA RIOS
33.
SPV
Table 6
34.
CONVERGE NCE
Table 7
35.
PPP
Table 8
36.
STAKEHOLDER ROLES
7 DOCUME NTS
ITEMISED COS TS
38.
RESOURCES PLAN
39.
COS TS
40.
41.
RECOVERY OF O&M
42.
43.
FALL-BACK PLAN
ANNEXURE 1
ANNEXURE 2
ANNEXURE 3
ANNEXURE 4
Page 3 of 92
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 <smartcities.gov.in>
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.
Point 1 under Q 16
2.
Point 2 under Q 16
3.
Point 3 under Q 16
4.
Point 4 under Q 16
5.
Smart metering
Point 5 under Q 16
6.
Point 6 under Q 16
7.
Point 7 under Q 16
8.
Point 8 under Q 16
9.
Point 9 under Q 16
10.
Non-vehicle streets/zones
Point 10 under
Q16
11.
Smart parking
Point 11 under
Q16
12.
Point 12 under
Q16
Page 4 of 92
13.
Point 13 under
Q16
14.
Point 14 under
Q16
15.
Point 15 under
Q16
16.
Point 16 under
Q16
17.
Point 17 under
Q16
18.
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
Page 5 of 92
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
Criteria
Vision and goals
Strategic plan
Citizen engagement
Baseline, KPIs, self-assessment and potential for
improvement
%
5
10
10
5
%
7
5
15
3
25
Criteria
Smartness of solution
Citizen engagement
Results orientation
Process followed
Implementation framework, including feasibility
and cost-effectiveness
%
3
1
5
1
5
Page 6 of 92
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
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)
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 citys waste is composted
after the segregation of recyclable waste by engaging NGOs and rag-pickers.
(Source: Mechanical Department, Aurangabad Municipal Corporation; October 2015)
Page 7 of 92
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)
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)
Page 8 of 92
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)
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)
Page 9 of 92
AMC currently doesnt 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.
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)
Page 10 of 92
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, Aurangabads 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.
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 citys 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 NagpurAurangabadMumbai 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.
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.
Page 13 of 92
The citys 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.
Page 15 of 92
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 ShendraBidkin MIP will showcase Maharastras 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 NagpurMumbai 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."
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 Aurangabads 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.
Page 18 of 92
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.
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.
Page 19 of 92
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.
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.
Page 20 of 92
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.
Page 21 of 92
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
Page 22 of 92
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)
Page 23 of 92
9. SUMMARY
Summarize your idea for an area-based development. (max. 100 words )
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 ShendraBidkin corridor, Waluj area, etc.; Growth corridors: Beed
Bypass and Paithan Road;
Population growth rate: more than 70% in the last four decades;
Only 3035% of the city is under developed land use;
Substantial area in industrial locations in Waluj, Chitegaon; Upcoming industrial
area: ShendraBidkin 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 2,0004000 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 regions tourism potential and harness the development effects of the
upcoming BidkinShendra 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 AurangabadJalna road,
Jalgaon Bypass Road and the upcoming MumbaiNagpur 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 Chikalthanas merit for
such development.
continue on next page
Page 25 of 92
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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
Page 27 of 92
Page 28 of 92
Missi on/Programme/
Scheme/Project
TABLE 1
Digital India
S.No
Missi on/Programme/
Scheme/Project
TABLE 1
Skill India
Page 30 of 92
Page 31 of 92
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.
Page 32 of 92
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
projects 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
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
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
TABLE 2
Ri sk
Likelihood
Impact
Mitigation
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Inputs for all the essential elements type-wise, are given hereunder:
1. Continuous electricity supply with at least 10% of the smart citys 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
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Page 36 of 92
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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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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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
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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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.
Page 45 of 92
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 citys 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
Page 46 of 92
AMCs 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 AMCs 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
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Page 49 of 92
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.
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.
Page 51 of 92
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.;
TABLE 3
Ri sk
Likelihood
Impact
Mitigation
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
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
TABLE 3
Ri sk
Likelihood
Impact
Mitigation
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.
TABLE 3
Ri sk
Likelihood
Impact
Mitigation
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.
Missi ons/Programmes/Schemes/Projects
AMRUT
TABLE 4
S.No
Missi ons/Programmes/Schemes/Projects
Digital India
TABLE 4
S.No
Missi ons/Programmes/Schemes/Projects
Page 58 of 92
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.
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
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Page 59 of 92
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;
Page 60 of 92
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.
Page 61 of 92
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
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
S
.
N
o
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
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
413 Lakh
Area of each
housing unit:
2565 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
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
S
.
N
o
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
Resources
required
Likely date
of
completion
Construction
of the
facilities:
Within 57
years of the
auction
Contractors
Government
facilitation
Construction
of the
facilities:
Within 57
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.
Page 64 of 92
S
.
N
o
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
3 months
from
implementatio
n of the
Project;
Awareness
Campaign
60 months
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%
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%
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
S
.
N
o
Table 5
Activity/component
Indicator
Baseline
(as on)
Target
Resources
required
Likely date
of
completion
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
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
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
Intelligent
Traffic
Management
System 18
months;
Pedestrian
Walkways
36 months;
Procurement
of Public
Transport
Vehicles 18
months
Decentralized
Wastewater
treatment plants;
Pipe Network for
Recycled Water;
Smart Meters
Decentralized
Wastewater
treatment
plants 24
months;
Pipe Network
for Recycled
Water 24
months;
Smart Meters
24 months
Page 66 of 92
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)
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.
2.
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.
Yes
5.
Yes
6.
If any other SPV is operational in the City, the institutional arrangement with
the existing SPV
7.
Yes
Yes
Yes
Yes
Yes
Page 68 of 92
Page 69 of 92
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
TABLE 7
Department/agency/
organization
Role/responsibility
Overall guidance and monitoring for the Smart High Powered State
City Mission
Committee (HPSC) for
Maharashtra
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
Aurangabad Municipal
Corporation
S.No
TABLE 7
Department/agency/
organization
Role/responsibility
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 Department,
Government of
Maharashtra; District
Magistrates Office,
Aurangabad
MSEDCL/MEDA
Power supply
Power Finance
PFC is the nodal agency for
Corporation (PFC) and
convergence under IPDS
State Electricity Regulatory
Commission (SERC)
S.No
TABLE 7
Department/agency/
organization
Role/responsibility
10
11
Page 72 of 92
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
TABLE 8
Company/corporation/
organization
Role/responsibility
(basi c TOR)
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
EPC contractor
Construction of the
infrastructure part in
consultation with ICT experts
and as per the master plan
EPC contractor(s)
S.
No
TABLE 8
Company/corporation/
organization
Role/responsibility
(basi c TOR)
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
Private developer
Private developer
Private organisations
(operators)
Provision of electricity
Provision of the Internet
Provision of fixed lines
Provision of LPG gas, etc.
Page 74 of 92
S.
No
TABLE 8
Company/corporation/
organization
Role/responsibility
(basi c TOR)
10
11
Page 75 of 92
Page 76 of 92
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.
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.
Page 77 of 92
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 SPVs 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
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.
Page 80 of 92
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.
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.
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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&
Maintenance costs
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.
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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Stage
Target Date
Project
Preparation
(PreConstruction
Stage)
Development of
Core
Infrastructure Greenfield
Development
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 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
Implementation
of Energy
Efficient
Management
System
Implementation
of additional
four PAN City
Solutions
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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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
2.
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
5.
Education
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
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
11.
Walkable
12.
IT connectivity
7.
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13.
Intelligent government
services
14.
Energy supply
15.
Energy source
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
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
21.
Underground electric
wiring
Sanitation
22.
23.
Waste management
24.
Safety
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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
Page 89 of 92
ANNEXURE 3
Twenty sheets ( A-4 and A-3) of annexures, including
annexures mentioned in questions 32, 34, 36
S. No
Particulars
10
11
12
13
14
Assumptions and Capital Outlay for Greenfield Development and Pan-City Implementation
15
Capital and Operational Revenues accruing from Greenfield & Pan-City Solutions
16
17
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
AMCs General Body Resolution No. 242 dt. 20/11/2015, providing approval for Preparation
of Smart City Proposal
Consent Letter dt. 04/12/2015 by Landowners and for providing their land for Greenfield
Development Option
Work Order dt. 01/07/2014 and Agreement dt. 16/06/2014 of Underground Sewerage
Scheme under UIDSSMT signed between AMC and Project Contractor
Work Order dt. 20/20/2015 for development & beautification of Road Dividers under
Aurangabad Tourism Mega Circuit
Work Order dt. 03/03/2014 for development & beautification of Rose Garden at Majnu Hills
under Aurangabad Tourism Mega Circuit
Details of Sulabh Shauchalay developed through AMC Funds and BOT basis
Agreement dt. 22/09/2011 between AMC and Aurangabad Water Utility Co. Ltd.
AMCs General Body Resolution No. 60 dt. 20/07/2015, for providing approval for AMCs
Contribution of Rs.50 Cr. per year towards Smart City Project
AMCs 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
Page 92 of 92