Amaravatiscpandannex

INDIA SMART CITY MISSION

MISSION TRANSFORM-NATION
THE SMART CITY CHALLENGE

STAGE 2
SMART CITY PROPOSAL
SMART CITY CODE:
AP-04-AMARAVATI
CONTENTS QUESTION NO. PAGE NO.

A. CITY PROFILE 1-8 7-22
B. AREA-BAS ED P ROPOS AL 9-18 23-44
C. PAN-CITY PROP OSAL(S) 19-30 45-61
D. IMPLEMENTATION PLAN 31-36 62-76
E. FINANCIAL PLAN 37-43 77-86
ANNEXURES (1-4)
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
PART A: CITY P ROFILE
1. ✔ QUALITY OF LIFE
2. ✔ ADMINIS TRATIVE EFFICIENCY
3. ✔ SWOT
4. ✔ STRATEGIC FOCUS AND BLUEPRINT
5. ✔ CITY VIS ION A ND GOALS
6. ✔ CITIZE N ENGA GEMENT
7. ✔ SELF-ASSESSMENT: BASELINE
8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES
PART B: AREA BASED PROPOSAL
9. ✔ SUMMARY
10. ✔ APPROACH & METHODOLOGY
11. ✔ KEY COMPONE NTS
12. ✔ SMART URBA N FORM
13. ✔ CONVERGE NCE AGENDA ✔ Table 1
14. ✔ CONVERGE NCE IMPLEME NTATION
15. ✔ RISKS ✔ Table 2
16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN
17. ✔ SUCCESS FACTORS
18. ✔ MEASURABLE IMPACT
PART C: PAN-CITY PROP OSAL(S)
19. ✔ SUMMARY
20. ✔ COMPONE NTS
21. ✔ APPROACH & METHODOLOGY
Page 2 of 92
22. ✔ DEMAND ASSESSMENT
23. ✔ INCLUS ION
24. ✔ RISK MITIGATION ✔ Table 3
25. ✔ FRUGAL INNOVATION
26. ✔ CONVERGE NCE AGENDA ✔ Table 4
27. ✔ CONVERGE NCE IMPLEME NTATION
28. ✔ SUCCESS FACTORS
29. ✔ BENEFITS DELIVERE D
30. ✔ MEASURABLE IMPACT
PART D: IMPLEMENTATION PLAN
31. ✔ IMPLEME NTATION PLAN ✔ Table 5
32. ✔ SCENA RIOS
33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS
34. ✔ CONVERGE NCE ✔ Table 7
35. ✔ PPP ✔ Table 8
36. ✔ STAKEHOLDER ROLES
PART E: FI NANCI AL PLAN
37. ✔ ITEMISED COS TS
38. ✔ RESOURCES PLAN
39. ✔ COS TS
40. ✔ REVENUE AND PAY-BACK
41. ✔ RECOVERY OF O&M
42. ✔ FINA NCIAL TIMELINE
43. ✔ FALL-BACK PLAN
ANNEXURE 1 Smart City features

ANNEXURE 2 A-3 sheets (self-assessment )
ANNEXURE 3 max 20 sheets (A-4 and A -3)
ANNEXURE 4 Documents for Question 33
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. Essential Feature Confirm Para. No.

No if in SCP
included
( )
Assured electricity supply with at least 10% of the Smart City’s

1.
energy requirement coming from solar
✔ Q 16: Para 2
Adequate water supply including waste wat er recycling and storm

2.
water reuse ✔ Q 16: Para 3, 5
3. Sanitation including solid waste management ✔ Q 16: Para 3
4. Rain water harvesting ✔ Q 16: Para 5
5. Smart metering ✔ Q 16: Para 3
6. Robust IT connectivity and digitalization ✔ Q 12: Para 7, Q

16: Para 6, 7
7. Pedestrian friendly pathways ✔ Q 16: Para 8, 9
Encouragement to non-motorised transport (e.g. walking and

8.
cycling) ✔ Q 16: Para 8
9. Intelligent traffic management ✔ Q 16: Para 3
10. Non-vehicle streets/zones ✔ Q 16: Para 8, 9
11. Smart parking ✔ Q 16: Para 3
12. Energy efficient street lighting ✔ Q 16: Para 3
Page 4 of 92
Q 16: Para 9
13. Innovative use of open spaces ✔
Q9
14. Visible improvement in the A rea ✔
Q 16: Para 6
15. Safety of citizens especially children, women and elderly ✔
At least 80% buildings (in redevelopment and green-field) should Q 16: Para 1,2
16.
be energy efficient and green buildings ✔
In green-field development, if housing is provided, at least 15% Not part of this
17.
should be in ‘affordable housing’ category. ✔ program
Q 16: Para 11
18. Additional ‘smart’ applications, if any ✔
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: 30
AREA-BASED DEVELOPMENT: 55
PAN-CITY SOLUTION: 15
CITY LEVEL CRITERIA: 30%

S.No. Criteria %
1. Vision and goals 5
2. Strategic plan 10
3. Citizen engagement 10
4. Baseline, KPIs, self-assessment and potential for 5
improvement
AREA-BASED DEVELOPMENT (ABD): 55%

S.No. Criteria %
1. ‘Smartness’ of proposal 7
3. Results orientation 15
4. Process followed 3
5. Implementation framework, including feasibility 25
and cost-effectiveness
PAN-CITY SOLUTION: 15%

(If more than one solution is proposed, each proposed solution
will be graded separately and the average of the two aggregate scores
will be awarded to the city toward the 15% overall weightage)
S.No. Criteria %
1. ‘Smartness’ of solution 3
3. Results orientation 5
4. Process followed 1
5. Implementation framework, including feasibility 5
and cost-effectiveness
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
Amaravati, the greenfield capital city of Andhra Pradesh will have world class livability
standards and is designed to be the economic powerhouse of the State.
# Transportation Masterplan for Amaravati, 2016
• 21 Kms of new CBD Access Road with 60m RoW laid. 65Km of 50m RoW road works
awarded. 100Kms of existing internal roads widened.#APCRDA Dashboard/Proc
• 400 buses for inter-city as well as within city public commute deployed including battery
operated vehicles.
• New high-speed trains introduced connecting other state capitals. Airport modernization
works completed. Vijayawada - Amaravati Metro feasibility study completed.
b. Water availability in the city and reduction in water wastage/ NRW
• 1.5 TMC of raw water supply allocation achieved;

• Protected water supply of 65 litres/capita/day is being upgraded to 135 litres/capita/day
by reducing the current non revenue water of 40% to 15%; and also by augmenting
supply
• A dedicated water treatment plant has been set up for meeting the current demand
• Water supply connections by 35% in the last 2 years
• Supply of water for construction & fire safety established
# Smart Integrated Infrastructure Masterplan
c. Solid waste management programs in the city
• 100% segregation at source achieved; 2 new SWM composting yards operationalized

for meeting current demand # APCRDA/Dashboard/Engineering Works
• Swatch Andhra Corporation set up to sustain good practices in solid waste
management
• Contract for 15 MW WTE project signed with a private operator to meet future needs.
#sac.ap.gov.in
• Substantial augmentation of the SWM infrastructure meeting MSW Rules 2016 by 2018
#Smart Integrated Infrastructure Masterplan
Page 7 of 92
d. Safety/ security conditions in the city
• LED street lighting across 100km existing road network improved.

#APCRDA Dashboard/ Engineering Works (Street Lights)
• State-of-the-art mini Command & Control Centre established at Velagapudi Secretariat
Complex for City and State-wide operations. #APCRDA dashboard
• As part of e-Nethra initiative, 220 CCTVs installed along main roads, key junctions and
establishments connected to the above Command & Control Centre
• Joint Neighborhood policing implemented in all 29 habitations
• '4th Lion' mobile app launched for Smart Police - Citizen interaction including SOS and
track my travel features; launched Smart Police Station to provide citizen friendly service
e. Energy availability and reduction of outages in the city
• 24x7 power achieved since signing of UDAY, from 7-8 hours/day supply 3 years ago
100% committed supply for the next 10 years for the City achieved through National Grid
Dedicated 132/33Kv substation operationalized at Amaravati for Phase-1 distribution.
#APCRDA Dahsboard/ Procurement(Item 38).
• Through RAPDRP initiative, T&D losses have been reduced to less than 10%
New capacities set up under the AP Solar Mission
Source: APSPDCL
f. Housing situation in the city, specifically role of municipality in expediting building plan approvals,
enhancing property tax collection, etc
• Online processing & open forums enabled same day approvals for building & layout
permits; 100% GIS enabled property management system
#http://apdpms.ap.gov.in/ and #http://bps.ap.gov.in/BPS/Views/Login.aspx
• Offline and online engagement with citizens of 27,000 households residing in 29
habitations of Amaravati city area
• By employing hand held connected devices 100% property tax coverage and 85%
collection efficiency achieved
• 30% increase in housing stock since declaration of Capital City
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
• 100% bio-metric attendance management system is implemented in stakeholder

departments. #APCRDA Dashboard/Bio-metric Attendance
• Tracking of field staff through mobile app augmented by social networking tools such as
kaizala app, etc.
• Roll out of e-office based on NIC platform across all government departments to
facilitate decision making on the go
• Attendance of functionaries published online to promote transparency & accountability
• Output based analysis of attendance for both office as well as field staff on a weekly
basis
b. Two-way communic ation between citizens and administration
• A unique model of deploying a Senior Officer of the Government for every 3,000 citizens
implemented to maximize outreach and address citizen's requirements
• Online engagement with citizens through multiple digital & social media platforms
established. #https://crda.ap.gov.in/ (Citizen Charter)#http://www.meekosam.ap.gov.in/
• A twitter handle with hashtags #manaamaravati, #manarajadhani, Facebook URL:
facebook.com/prajarajadhani and Youtube channel youtube.com/prajarajadhani
• Monday open forum and convergence meeting conducted for speedy, transparent
approvals and effective communication between citizens & administration
• All 29 habitations covered with public address system for effective communication
c. Use of e-Gov to enable hassle free access to statutory documents
• At crda.ap.gov.in published all statutory documents including Acts, Rules, GOs,

Masterplans, Development Regulations, EoI/Tenders, Clearances, Budgets, Resolutions
• www.goir.ap.gov.in, www.aponline.ap.gov.in, http://www.apeprocurement.gov.in/,
constantly share all statutory, procurement and other important communications
• Hard copies of documents made available for public access at CRDA, other departs.
• Fully compliant RTI establishment with senior officer designated as information officer
• 1 GBPS fibre connectivity between government departments supported by data centre
with zero downtime risk;
• Fibrenet at minimal cost to provide 15 MBPS connectivity to the citizens implemented
Page 9 of 92
d. Dashboards that integrat e analytics and vis ualization of data
• APCRDA dashboard is implemented for works and services monitoring as well as

information to citizens. (Exhibit 22, Annexure 3)
#https://crda.ap.gov.in/APCRDA/Userinterface/dashboard/DashboardMainVer.aspx
• Amaravati Project Dashboard also operationalized for internal project performance
vis-a-vis efficient co-ordination and quick issue resolution.
Amaravati Dashboard comprising of 12 categories and 45 sub-categories is used to
benchmark the progress versus targets on a daily basis and identify suitable interventions
• Amaravati's Dashboard is integrated with Chief Ministers Office Real Time Executive
(CORE) dashboard for integrated program monitoring #http://core.ap.gov.in/
e. Availability of basic information relevant to citizens
Basic information to citizens made available.#https://crda.ap.gov.in

• Masterplans, Approvals & Permits status, Development updates, Tenders, Careers
• Land Pooling & Land Acquisition details, GOs, Acts and Rules, Resolutions of
Executive Committee and Authority
• Social Schemes Status such as health cards, education benefits, RTI
• Publishing of online monitoring results of environmental parameters, grievance
redressal, suggestion scheme, & FAQs are all available online;
• Citizen's Charter, Forms, contact details of officials, dues and taxes
• Various benefits, schemes and city development vision are also made available online
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):
Amaravati, the designated greenfield capital city is strategically centrally located within
Andhra Pradesh with proximity to key economic centres. 33,000 acres of land
successfully pooled, has a population of ~1.4 lakh with a sex ratio of 1:1 and literacy rate
of 74%. To kickstart economy, the Interim Secretariat is built in record 8 months time with
an investment of INR 600 crores. Works for key infrastructure projects are ongoing.
Master plan notified, infrastructure master plan and strategic consultancy are provided by
world renowned consulting firms. Amaravati has received environmental clearance for
development of greenfield capital city which is a unique differentiator, enabling
developments with minimum lead time and complying with the law as well as
sustainability guidelines.
Strengths:
1. Amaravati is well connected by land, sea and air
A. Geographically located at the heart of AP State, within 400Km distance from major
economic hubs - Hyderabad, Chennai, Visakhapatnam & Bengaluru
B. National Highways - abutting NH65 and NH9 connecting major cities
C. 20 km from the India's 2nd busiest railway junction - Vijayawada,
D. 250 km from Kakinada deep water port (12Mn Tonnes), 100km from proposed
Machilipatnam deep draft port (45Mn Tonnes)
E. 50 km from the Gannavaram airport (2Mn passengers)
F. Abutting river Krishna, facilitating inland waterways and connected by ferries
2. Amaravati has assured water supply
A. Located on the banks of perennial river Krishna with 5TMC of water readily available
B. Serene 30Km riverfront with islands as breathing spaces
3. Land for development is available
Tremendous success with voluntary land pooling of more than 33,000 acres from 27,000
farmers, 1st time ever in the world. (#APCRDA/Dashboard/LPS)
4. Strong Leadership and Enabling Environment
A. State leadership has strong focus on development of Amaravati with world class
standards
B. AP is ranked #1 in ease of doing business by World Bank, a reflection of enabling
policy framework and governance
(#https://www.apindustries.gov.in/APIndus/UserInterface/SingleWindowServicesApplicati
on/Public/EODB.aspx)
5. Popular support for an aspirational capital city
A. The inhabitants have continuously expressed undeterred support for building the
capital city and partner in this historical development leading to huge economic growth
Weaknesses:
1. No past experience
A. Lack of sufficient and similar examples within the country around greenfield
developments of this scale
continue on next page
Page 11 of 92
2. Uncertainty in greenfield development

A. Difficulty in attracting investments in a greenfield setup while competing with
developing cities like Hyderabad, Pune, Gurgaon, Visakhapatnam, Tirupati etc.
B. Challenges around cohesive social inclusive on account of in-migration
3. Upfront need for huge capital investments
A. Post state-reorganization, the state was left with a vast fiscal deficit of ~7,300 crores.
(#http://www.business-standard.com/article/economy-policy/ap-govt-presents-annual-bud
get-with-rs-7-000-cr-revenue-deficit-115031201071_1.html)
B. Need to make substantial investments in hard infrastructure of the city
4. Challenging climatic conditions during certain period of the year
A. Hot and humid weather
Opportunities:
1. Opportunity to build a competitive new economy worth USD 35 bn by 2050
Economic positioning of Amaravati with respect to its regional competition presents
unique Industrial clusters that can be planned to be incubated to leverage existing
smaller and unorganized businesses, transforming the skilled workforce from the lower
end of the economic value chain to create higher assets.
2. Greenfield city development housing 3.5 million population
A. Amaravati has great potential to leapfrog manifold in urban development because of
the huge opportunity to start from scratch.
B. Land procurement free of legal issues, greenfield city planning and urban design
interventions in all aspects can lead towards a sustainable development.
C. Effective implementation of policy, being a greenfield development, through informed
enforcement of rules, regulations, procedures can be achieved.
D. City catering to the needs of all segments of the population especially children,
women and elderly
3. Affordable and sustainable living in compliance with URDPFI guidelines
With affordable housing, walk to work principle, dedicated green and open spaces etc. in
place, city has the potential to become one of the most livable cities in the world.
4. Adoption of best practices to make Amaravati the most popular city in India
Given the on-going collaboration with various countries including, UK, Japan, China,
France, Australia, Singapore etc, best practices in governance, planning, technology,
implementation can be incorporated into the city's DNA. (Exhibit 19, Annexure 3)
5. Inclusive neighborhood planning through community led development
More than 95% of residential plots and 55% of general commercial plots will vest with the
land owners. This presents immense opportunity to involve and include the needs of land
owners into the City's development planning. World over Community-Led development is
taking front step in sustainable livelihood spaces creation. Amaravati has huge potential
to shape the enterprising nature of land owners to confluence with the city's development
goals and make them partners.
6. Conservation, heritage and sustainability
Krishna river and its active islands, Undavalli/Tadepalli/Neerukonda/Ananthavaram hills
have immense potential to become green lung spaces for the City, that can reverberate
with public spaces, recreation, heritage and tourist activities. This will create dual impact
of conserving green spaces and create value for the city.
7. Micro climate management
The capital city area offers unique opportunity to detain storm water and develop network
of canals and reservoirs which can help in micro climate management

Page 12 of 92
Threats:
Development of this magnitude is prone to expected and unexpected outcomes which
pose threats
1. Nature related threats - Temporary inundation

The area has experienced temporary inundation in the past due to encroachment of
natural streams that pose a threat to the entire city project.
2. Socio-economic threat- Paradox of loss of livelihood and sudden accrual of wealth
The city faces a socio-economic difficulty of adapting to urbanized culture and change in
lifestyle and accrual of wealth by the land owners. It could possibly become an imminent
threat unnoticed and cause potential civil issues.
3. Implementation threat- Lack of effective collaboration and co-ordination in
implementation of projects, under tight time lines, by multiple government as well as
private organizations due to lack of efficient resources (Man-Machine-Money-
Management) may hinder progress and could also potentially result in 'Frankenstein' sort
of development. (# Exhibit 2, Annexure 3)
4. Technological threat
Considering the long lifecycle of city development, certain investments made in
technology may become redundant
5. Under utilization of infrastructure deployed leading to higher O&M costs
Page 13 of 92
4. STRATEGIC FOCUS AND BLUEPRINT

Based on the SWOT analysis, what should be the strat egic focus of t he city and the strategic blueprint
for its development over next 5-10 years to make it more livable and sustainable? (max 500 words):
In line with the SWOT analysis of Amaravati, four key strategic focus areas are identified.
I) Ensure least disturbance to nature and ensure efficient city development;
II) Build infrastructure;
III) Secure investment for development; and
IV) Employment linked economic activity
I.) Ensure least disturbance to nature and ensure efficient city development:
A. In line with the natural features of the area the strategic focus is built around
ensuring least disturbance to natural features
B. Develop sustainable design guidelines aiding micro climate management and
reduction of temperatures in the area by 5 degrees celsius
C. Leverage technology and engineering expertise to create a carbon neutral city
II.) Build projects in three main infrastructure categories to put development on a fast
track: Unlike typical Indian city, Amaravati is being developed in a planned way, with
infrastructure development before people and businesses arrive. This development will
cost about 11,000 crores:
1. Trunk infrastructure (5,600 crores) at the city level:

A. 315 kilometres of main roads (arterial and sub-arterial)
B. Flood management and other works, such as shifting high-tension lines and
levelling, essential to development
C. Transmitting power, water and other utilities into the city
2. Tier 2 infra for CRDA lands (1,600 crores): Development to be concentrated around 3
priority nodes: government, industry and institutional. Access to these areas will be
provided with about 80 kilometres of priority roads; basic services such as internal road.
Water and power will also be provided to ensure operations and job-creation.
3. LPS infrastructure (3,900 crores) - infrastructure to the plots returned to public in lieu of
their handing over of land under Land pooling scheme: For the massive land bank of
about 15,500 acres, minimum infrastructure will be provided to start developing individual
parcels:
A. All internal roads will be built for access
B. In the initial phase, to catalyse construction, Construction power and water will be
provided and then upgraded in the next phase.
Page 14 of 92
III.) Start securing investment for development: Developing a new city is expensive, with
the government needing to move first with core infrastructure investments. The amounts
of funding available and interest rates will be crucial:
1. Monetize land: The land pooling scheme has left APCRDA with a land bank of about
10,000 acres, which should generate revenues of about 64,000 crore rupees over 25
years period. The authority will bring in multiple partners to create high-value concepts
and drive up the attraction of the location. Developing about 1698 acres in collaboration
with Singapore consortium is a case in point.
2. Leverage state and central government grants and schemes under various ministries.
For example, an integrated power development scheme can help get funding for power
distribution, sub-transmission and metering. Likewise, Swachh Bharat Mission (SBM) can
be capitalized to tackle the issue of sewage and sanitation, while Skill India can be
leveraged to set up training centers for the youth.
3. Form public/private partnerships to advance a range of important projects in a timely

fashion:
A. The entire power distribution system
B. Key components of the water system
C. Affordable housing of all kinds
D. Solid Waste Management system
4. Raise debt from development agencies/banks, long term institutional investors both
national and multilateral, like the World Bank, Asian Development Bank, AIIB (Asian
Infrastructure Investment Bank), HUDCO (Housing and Urban Development Corporation),
LIC (Life Insurance Corporation) and EPFO (Employees Provident Fund Organization),
etc. to fund the capital city infrastructure
5. Develop regular revenue streams and raise debt on strength of APCRDA balance
sheet like tapping international capital markets to raise INR denominated Masala bonds
IV.) Create a vibrant city which creates ~600,000 jobs over the next decade, generating
an annual GDP of more than INR 32,000 crore in 10 years
Page 15 of 92
5. CITY VISION AND GOALS

What should be the vision of the city based on the strategic blueprint? How does the Vision Statement
relate specifically to the city’s profile and the unique challenges and opport unities present in your city?
Define overall as pirations and goals for the city along with how you see key metrics of livability and
sustainability improving over the next 5-10 years? (max 1000 words):
Amaravati is envisioned to be 'India’s happiest city’ - an inclusive people’s capital built on

a greenfield basis which is economically vibrant and sustaining, equipped with world
class social and physical infrastructure to create unparalleled opportunities. It will meet
the world class standards of livability, inclusive growth, economic opportunities and
environmental sustainability. It would be one of the first purpose built city in the world with
urban design derived from ‘Happy City Principles’.
Deriving from the four strategic focus areas and to make this vision a reality, seven core
dimensions have been identified:
1. Economic Powerhouse:
A. As a national economic hub, Amaravati is positioned to attract non-polluting
high-value manufacturing and service industries creating 5-5.5 lakh jobs over next 10
years with a GDP of $2.5 Bn.
B. Major growth opportunities projected would be from Government, Food Processing,
Electronics Assembly and Construction sectors contributing more than 65% of total jobs
created by year 10.
C. The ‘Made in Amaravati’ brand will promise natural and community-friendly products
which may be exported at a premium to serve the increasingly discerning consumers
across the globe. (#Amaravati Socio-economic Masterplan)
2. World-class Infrastructure and Connectivity:

A. Amaravati and the surrounding region will feature state-of-the-art road, rail, air, sea
and public transport networks to ease commutes and connect to economic hubs such as
Visakhapatnam, Hyderabad, Bengaluru and Chennai.
B. 1700Kms of road network with dedicated pedestrian and cycling friendly pavements
will be developed along with vibrant social spaces that will encourage interaction.
C. Over 135Kms of public transit corridors with BRT/MRT provision will be developed to
provide Intra and Inter-City commute. 42Kms of Urban waterways to connect important
public spaces in the city.
D. Two national highways (NH16 and NH65) will connect Amaravati to adjoining cities.
India's 2nd busiest Railway junction at Vijayawada will connect Amaravati to national
destinations. The Ganavaram airport is being expanded for international connectivity and
a new seaport is proposed within 100Kms at Machilipatnam. ISRO's spaceport is also
within 400Km distance from the city.
3. Green, Clean, Resource efficient:

A. Amaravati is being developed as the most "Blue and Green city" of India and
environmental friendly urban space aimed at micro-climate enhancement with 5degrees
reduction achieved with over 30% of its area reserved for open spaces and recreation,
including parks, public facilities, waterways, and ponds within a 5-10-minute walk.
B. Amaravati will preserve and make use of the natural features of the region, including
forest areas and more than 25Kms of waterfront on the Krishna River.

Page 16 of 92
C. Amaravati will offer effective management solutions for water, waste, power and
storm-water. The city will be built fully flood-resistant and aspire the goal of net-zero
discharge.
D. Organic farming practices will be promoted around Amaravati, for food-products and
cotton, with the aim of making the Capital region as Asia’s biggest organic-food and
textile hub within 25-years.
4. Quality Living for All:

A. Amaravati will be driven by the tenets of inclusive growth with over 20% affordable in
the Region and high living standards for all in the City. All the existing villages in the City
shall have their Infrastructure upgraded to the City's standards.
B. The city is planned with a goal of ‘5-10-15’: no more than 5 minutes to emergency
facilities, 10 minutes to recreation and open spaces, and 15 minutes to work in any of the
Township.
C. Safety will be assured for all, with police and fire fighting response times of under 10
minutes and 100% CCTV coverage across the City. 3 Fully smart Integrated Command &
Control Centers with redundant Data Centers will be developed to operate, manage and
provide services to citizens 24X7.
5. Financial Sustainability:
A. Amaravati will be self-sustaining in terms of city financing, by prioritizing phase-wise
infrastructure spending and using innovative development models such as public/private
partnerships.
B. It is partnering with renowned global and local funding organizations such as the
World Bank (US$1 Bn) and HUDCO (US$1.2 Bn) to seamlessly channelize Capital
Expenditures for both Physical and basic Social Infrastructure.
C. Amaravati is expected to break-even within 25 years on the back of rising GDP
leading to healthy realization from land monetization and user charges.
6. Old and New:

A. Amaravati is planned as a city which balances the old and the new i.e., with
cutting-edge smart-city development as well as preservation of its historic roots.
B. Amaravati will pioneer in creating a unique identity with a confluence of modern
architectural expression with the rich heritage of Andhra Pradesh, that will be led by a
dedicated 'Urban Arts Commission'.(Exhibit 10, Annexure 4)
C. The region’s rich heritage of archaeological and religious sites will be preserved and
promoted. The old Amaravati city will be connected to the new development, and the city
will be developed into a tourism circuit (Vijayawada - Amaravati - Mangalagiri - Old
Amaravati - Kondapalli).
7. Leveraging technology
A. Create a vibrant ecosystem to identify, nurture, develop and implement frontier
technologies with an objective to improve quality of life and enhance delivery of
government services
B. Use technology in education and healthcare sectors to create a diverse talent pool
and provide healthcare services to all citizens through innovative tools and services
Page 17 of 92
A confluence of these dimensions, Amaravati’s Preamble will be the driving vision for the
city’s development:
WE ASPIRE TO CREATE AN INCLUSIVE PEOPLE'S CAPITAL THAT IS

ECONOMICALLY VIBRANT AND SELF-SUSTAINING EQUIPPED WITH
WORLD-CLASS SOCIAL AND PHYSICAL INFRASTRUCTURE TO FOSTER
CREATIVITY AND UNPARALLELED OPPORTUNITIES. WE WILL CREATE AN ICONIC
SMART CITY WITH HIGH QUALITY LIVEABILITY SUPPORTED BY EFFICIENT AND
EFFECTIVE GOVERNANCE.
(#http://webcache.googleusercontent.com/search?q=cache:QsN6OXfHZwkJ:
documents.worldbank.org/curated/en/650051486971245674/SFG3009-EA-P159808-Box
402887B-PUBLIC-Disclosed-2-10-2017.docx+&cd=9&hl=en&ct=clnk&gl=in)
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
1. Amaravati being a unique Greenfield Capital City, citizen engagement took center
stage in shaping the vision and goals, starting with land pooling as a first major initiative.
A noteworthy achievement in citizen involvement was resolving over 4,700 suggestions in
finalizing the master plan vision. (Exhibit 1,2, Annexure 3)
2. Logo Competition organized for depicting Vision of Amaravati with 2,000 participants.
(http://www.thehindu.com/news/cities/Vijayawada/over-2000-entries-received-for-logo-de
sign/article7773088.ece)
3. More than 10 consultations with women participants have led to focused skill
development and training for women. (pamphlet from social development)
4. Young citizens were consulted through 4 rounds of workshops where they stressed on
jobs opportunities and need for affordable and quality living facilities in the long term.
5. 3 MLA/MLC workshops were conducted specifically for appraising them on the
development goals of the capital city and feedback was obtained. (Exhibit 2, Annexure 3)
6. Joint workshop held between the Real Estate Forum and the land holding farmers to
understand the housing demand and different modes of development (Exhibit 2, Annx. 3)
7. Social Media: During round 3 of SCP challenge, consultations held with citizens to
further revise the smart city vision, specific goals and measure impact 1) Facebook - Post
reach 36 lakh users, Followers - 43,000, likes + Comments 1,70,000; 2) Twitter - Reach -
4.10 lakh, Followers - 3,100; 3) Youtube - Subscribers - 3,200, Video views - 2,38,000,
Likes - 2,100
b. Engagement strategy to get best results from citizens
A grass root multi-pronged approach was adopted as the key strategy to get best results
from citizens. Elected government engagement led by the CM, as the People’s man, who
is also the Chairman of the Authority, helped in effectively obtaining Citizens’ acceptance
on every new initiative. (Exhibit 2, Annexure 3)
1. This strategy helped effectively in nullifying initial hurdles across various sections of
the society and on multiple issues. This was followed by official briefing sessions at
grama sabhas & panchayats.
2. Over 1,000 (one thousand) public consultations have taken place across the capital
city right from the genesis of the project to ensure social inclusion in the development
3. Print, electronic & digital media are being widely employed as part of the engagement
strategy. (Exhibit 2, Annexure 3)
4. Mobile communication instilled citizen awareness on debatable issues and helped in
alignment of thoughts and action points. (Exhibit 3, Annexure 3)
5. In-house & consultant communications team for developing creative content and
campaign management, documentation and incorporation of feedback.
Page 19 of 92
c. Different means of citizen engagement adopted
1. In order to cover the entire citizen profile, approaches such as direct interaction during
non-farming hours, programs on the electronic media, interactions at worksites, grama
sabhas, multi-media video presentations,posters and pamphlet distribution etc., were
adopted.
2. Multiple levels of public consultations at each village such as land pooling scheme,
concept plan proposals, master plan awareness programs, land pooling scheme benefits,
skill development requirements organized -it is probably not far fetched to state that every
citizen of Amaravati City has been engaged more than once.
3. E-seva kendras and allied offices to provide information on on-going schemes,
activities
4. Active Youtube,Twitter and Facebook profile, press conferences to publicize new
initiatives and seek immediate feedback
5. Design competitions and exhibitions for professional and citizen engagement
6. Further, on date, CRDA employs a data base consisting of individual citizen level data
having unique ID, as Aadhar, for rolling out various administrative & Social Development
policies, schemes, which are designed based on the exhaustive citizen engagement in
Amaravati.
8. ~1Lac population was reached out via Mobile survey to elicit views on the smart city
proposal (Exhibit 3, Annexure 3)
9. Ideation exercise with volunteer groups and individuals to improve city vision
d. Extent of coverage of citizen engagement in different media and channels
1. As outlined above, the coverage has been 100% considering the manageable
population currently in Amaravati. Vernacular multimedia presentations were aired on
local channels and copies of important engagement material has been widely published
at meeting locations such as Panchayat office, schools, PHCs etc. Frequent messages,
SMSs were sent across to the head of the families.
2. Diverse media channels have been used in communicating with the citizens. 8 local
and national newspapers, 2 radio stations and 8 television channels have been used to
communicate about new developments, performance results and upcoming events
3. Amaravati has generated extensive interest not only amongst the natives of the area
but also from nearby cities, NRI community who migrated from local families. As such
they constitute the “INFLUENCERS”, and to communicate with them and engage them
dedicated, easily understandable, web links on CRDA site, Social Media such as
Facebook and Twitter were deployed. The CRDA web site on date has a page hit count
of 21 lakh independent views, which speaks of the encompassing citizen engagement
achieved. (#crda.ap.gov.in - refer footer)
Page 20 of 92
e. Incorporation of citizen inputs in overall vision
The visioning exercise has been based on SWOT analysis and citizen's feedback,
particularly those of women, elderly and other marginalized sections of the society. The
feedback can be classified into following key areas:
1. Need for micro climate management within the city
2. Need to promote smart urban mobility using innovative means of transport
3. Emphasize on maximizing blue green spaces as a key feature of the master plan
4. Embrace economic growth through social inclusion and equitable distribution of wealth
5. Provision of world class services of utilities, housing and sanitation
6. Improved governance through greater connectivity with the citizens
We have used this feedback to define critical elements of city’s vision. These critical
elements forming the substance of the vision are listed below:
• Creation of an economic powerhouse
• Provision of world class infrastructure and connectivity
• City driven by green and clean resources principle
• Provision of quality living for all
• Devising ways and means to provide world class infrastructure and services in a
financially sustainable manner
• Embracing old and new to provide the best of both worlds to all citizens and tourists
• Leveraging technology to innovate on a continuous basis
The above structured approach has been deployed in defining the vision of the city
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
8. SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

Emerging from the vision statement, assess the qualitative or quantifiable outcomes that need to be
achieved for each of t he Smart City Features described in Annexure 2 (c olumn ‘J’). In column ‘K’
describe the biggest single initiative/solution that would get each feature of the city to achieve
‘advanced’ characteristics (eg. increasing share of renewable energy generation in the city by X
percent). Note that a single initiative/solution may impact a number of features (eg. improved
management of public spaces may ease congestion on roads as well as improve public health).
(Fill in Annexure 2; max 50 words per cell)
Note: Attach Annexure 2
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 )
Amaravati People's Precinct, across 650 acres, is the popular choice as an outcome of
engagement with stakeholders, citizens and elected representatives. The strong desire to
have a smart public place that reflects the aspirations across sections and establishes a
strong sense of ownership and offers skill development opportunities. The chosen
location is adjoining the government offices at southern end (outside the ABD) and lush
green spaces connecting the Krishna river and offers a unique opportunity to integrate
diverse smart elements to deliver a positive experience to all citizens. This greenfield
development will be the most premium, smart & vibrant place in the entire Capital City.
Unique smart elements introduced as a role model in the ABD are listed below:
1) Micro climate management - innovative ways to reduce temperature by 5 degrees
2) Non-motorized transport - 58 kms of cycling tracks and 78 kms of smart walkways
3) Solid Waste Management - underground bins with sensors
4) Smart Street Infrastructure - up to 6 kms of placemaking and urban street environment
5) Other elements including Lighting, CCTV, sanitation and emergency care services,
The elements chosen are apt for the confluence of river and land and the associated
sustainability challenges. The smart solution is proposed to be replicated in at least 5
other locations across Amaravati.
10. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the area-based development?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners
The popular choice in public consultation in Round 2 of the SCP emerged as

Government Complex. However in preparation for Round 3, further analysis and
interaction was done with a much wider section of citizens which indicated that while a
preference still exists for an iconic development such as Government Complex, there is a
popular consensus for developing a vibrant and accessible space with livability and work
features. Therefore as an alternative to the Government Complex, the Amaravati
People's Precinct was introduced for public consultation in Round 3. Other choices also
discussed with the stakeholders were Central Business District and Sports City.
Evaluation criteria: After identification of options, a thorough assessment was undertaken

with the following principles in mind:

Page 24 of 92
1. Aspirations of the citizens of Andhra Pradesh

2. Contribution to city’s and state’s identity
3. Sustainable development and environmental benefits
4. Quick physical development
5. Employment opportunities created
6. Provide anchor for economic development of the city
7. Economic output of development & potential to provide maximum benefit
8. Complement and accelerate economic activity in near by areas
9. Potential to provide maximum benefits and SMART development with less efforts
10. Sense of belonging and ownership
These principles were finalized through internal stakeholder discussions at various levels
including the Capital City Advisory Committee which consists of industry experts and
established stalwarts of large scale developments; the elected representatives of the
state including the Chief minister, MLAs and MP; the land owners and their panchayat
leaders and other industry experts.
Strong rationale for finalization of the People's Precinct as the area based development is
provided below:
1. The People's Precinct is not just the iconic buildings that it will stand for, but a
self-contained vibrant space.
2. Under the context of a smart People's Precinct, this area facilitates efficient delivery of
services.
3. The People's Precinct will accelerate ancillary activities and businesses, leading to
harmonious economic development.
4. The People's Precinct with a river front of 1km length, a blue-green network consisting
of canals through the entire length of 16 km and lush greenery (more than 250 acres of
open green and recreational spaces) will leave a long lasting impact on the capital city.
5. The time to impact is very short, as this will be part of Phase 1 development of the city.
6. 2 city squares and multiple mixed use developments together with smart elements
offer an excellent opportunity to realise higher revenues through PPP and other models.
7. Involvement of the public and their interest in the project which was enabled through:
a. 2 Public exhibitions conducted for 2 days each which invited a footfall of over 5,000
citizens, who provided over 400 suggestions.
b. An online suggestion box on CRDA’s website, which invited over 500 suggestions
c. Facebook - Post reach 36 lakh users, Followers - 43,000, likes + Comments
1,70,000;
d. Twitter - Reach - 4.1 lakh, Followers - 3,100;
c. Youtube - Subscribers - 3,200, Video views - 2,38,000, Likes - 2,100
d. ~1Lac population was reached out via Mobile survey to elicit views on the smart city
proposal
e. More than 10 consultations with women participants to understand their
requirements
f. Young citizens were consulted through 4 rounds of workshops where they gave
feedback on the features of People's Precinct
g. Diverse media channels have been used in communicating with the citizens. 8 local
and national newspapers, 2 radio stations and 8 television channels have been used to
communicate
Page 25 of 92
8. When viewed from the lens of speedy execution, ready availability of the Smart
Integrated Infrastructure Master Plan Consultant will provide quick guidance to the
implementation team
9. Triangulation through discussions and conversation with industry suppliers and leaders
in implementation of Smart system solution who have provided MoU / Letter of Intent /
Letter of Support, from Cisco, Sumitomo Japan, IBM, CII, GIIC (China), FCO, METI, etc.
7. Active participation and buy in of various elected officials including Hon’ble Chief
Minister, Cabinet ministers, MP and MLA
8. Consultations and buy in from experts from METI, Japan, British High Commission,
ARCADIS, Netherlands, GIIC, China. The idea of a People's Precinct was also validated
with mentoring organizations such as Engineering College, Andhra University, School of
Planning and Architecture, Vijaywada as well as Water Resources Department in
Government of Andhra Pradesh.
At the end of the multiple public consultation rounds, People's Precinct as an option for
area based development received more than 60% vote share on a consistent basis.
(Exhibit 1,3, Annexure 3)
As a result of all the above analysis and consultations, People's Precinct with the above
identified components was selected as the preferred option to be considered under the
Area Based Development component of the Smart City Challenge Round 3. As the
components are aligned with the larger objective of Smart City guidelines, they also
enhance the quality of life of all citizens.
Page 26 of 92
11. KEY COMPONENTS

List the key components of your area-based development proposal (eg. buildings, landscaping, on-site
infrastructure, water recycling, dual piping for water supply, etc.)? (max. 250 words )
To make the People's Precinct a world class destination, following key components are
proposed to be included:
1. Identity and culture: Spaces that will form the identity of the precinct
a. Iconic river front of 1km length
b. Development of large public spaces including 2 City Squares of 2.5 acres each,
Crafts Bazaar and activity centres across the ABD
2. Functional spaces and amenities, developing into a model public space
a. Information kiosks interconnected to an integrated visitor management system
b. WiFi hotspots at all major public spaces
3. Smart mixed-use living: High standards of physical infrastructure
a. Smart water meters for all customers including usage recording and analytics
b. Non-intrusive and invisible security and surveillance system comprising of CCTVs
c. Total infrastructure and Facility management application
d. Integrated building management system integrated with campus level infrastructure
e. Dual plumbing for waste water recycling
4. Transportation
a. 50 Electric buses adhering to Urban Bus specifications II (JnNURM)
b. 12 smart bus stops (solar roof tops) including a multi-functional smart transit hub
c. 1 smart car parking facility (with solar rooftop) for 2,000 cars
5. A vibrant public realm with blue-green elements
a. 16 km long canal running through the Central axis of the Precinct, covering 250 acres
of greenery and 1km of landscaped river front promenade with interconnected plazas
6. Smart Lighting
a. Intelligent street lighting (solar tops) along 50 m and 24 m wide roads of the Precinct
7. Energy sustainability
a. Solar panels installed on top of every building enforced through guidelines
8. Solid waste management
a. Smart interventions in solid-waste management system through underground bins
(100 nos) and strong practice of sorting the waste at source
9. Micro climate management
a. Design of the built form along with natural and water features to reduce temperatures
b. Sensors and radars to monitor environment data to monitor & stabilise micro-climate
c. Automated sprinkler system to efficiently maintain the green cover across the ABD
10. Non motorised transport
a. Promote cycle as a preferred means of transport by installing 6 Cycle docks with 20
smart cycles at each dock
11. Healthcare: Setting up an emergency medical aid centre with 5 minute response time
12: Sanitation: Installation of bio toilets with accessibility for differently abled citizens
13. Set up of a state of the art Command and Control Center to oversee operations
Page 27 of 92
12. SMART URBAN FORM

Describe the ‘smart’ characteristics of the proposed development that relate to urban form (eg.
uncluttered public places, mixed-use, open spaces, walkability) and how these will be incorporated.
(max. 250 words)
The Smart Infrastructure Master Plan along with the notified master plan are built on
resource efficiency, sustainability and livability leading to "doing more with less"
philiosophy. In line with this, the People's Precinct urban form richly integrates open
spaces, water bodies, walking and cycling tracks, well located city squares on either side
of the green space. The TOD including mixed use features will have designated hawker
zones and crafts bazaar and avoid encroachment of public spaces. The Built form will be
controlled by employing development control guidelines that determine FAR and building
heights. The underground utility ducts will provide relief from spaghetti air spaces and
lead to aesthetically better environment.
1. Masterplan led development – Various facilities and amenities such as model
school, health care centre, commercial and retail spaces are well planned in the People's
Precinct. (refer Exhibit 5, annexure 3)
2. Underground parking spaces have been provided below buildings that will provide
more space for green spaces on the surface, as well as increase security.
3. Vibrant Public spaces – over 60% of the 650 acre People's Precinct consists of open
spaces, primarily built around the ceremonial axis. 6 different forms of landscape
environments have been identified across the People's Precinct. (exhibit 9, annexure 3)
4. The Precinct also represents symbolic identities from 13 districts of Andhra Pradesh
as well as heritage elements which will promote tourist activity. (Exhibit 9, annexure 3)
5. All buildings are oriented with respect to the predominant wind flow to allow for
winds to pass through. Green building norms such as GRIHA will be enforced leading to
development of solar roofs, terrace gardens and efficient energy consumption in buildings
6. Riverfront development – Landscaped riverfront promenade of 50 acres over a 1km
river front length is to be developed with interconnected plazas. Adjoining this, the
multiple art installations and premium retail space will provide for a lively environment.
(refer exhibit 4,9, annexure 3)
7. Intra-Precinct connectivity – Walkability has been provided immense importance and
all roads, which are classified into 3 categories based on its location and utility.
Pedestrian walkways of 68 km, fully covered by urban plantations have been planned.
Bicycle tracks of length 68km have also been identified. (refer exhibit 10,11, Annexure 3).
8. Public transport - An internal electric bus loop of 20 km has been identified with 12
smart bus stops, of which 1 of the bus-stops will be multi-modal providing access to BRT
network. 50 electric buses will ply within these bus loops to provide to the commuters.
(refer exhibit 10, annexure 3)
9. Invisible security, by provision of public spaces that are active during the day as well
as the night and analyse real-time movement in the Precinct.
10. Implementation of Big data analytics to predict patterns across circulation, traffic,
usage and optimize systems accordingly.
Page 28 of 92
13. CONVERGENCE AGENDA

In Table 1, list the Missions/Programmes/Schemes of the Government of India (eg. AMRUT, HRIDAY,
SBM, IPDS, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describehow your proposal will achieve convergence with these,in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
1 Digital India Mission / Skill India Mission People's Precinct app, will help in enhancing
the visitor experience to the ABD. Training for
Government employees will also be provided
under this scheme. Additionally, Skill India
Mission literacy training for every household in
the area is planned to be taken up under the
same scheme – an amount of INR 2.5 Cr
could be expected.
2 FAME scheme Electric buses will carry people around the

campus for which the FAME scheme would
provide subsidies for the vehicles and charging
infrastructure. Of the overall project cost of
INR 62.5 Cr. is expected under the FAME
scheme for 50 buses
3 EAP, World Bank Program Management Consultancy - INR 54

crores
Technical assistance - INR 2 crores
Continue on next page
Page 29 of 92
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
4 Swacch Bharat Procurement of underground bins (100 nos) to
be placed across the ABD at a cost of 10 cr
Installation of 40 bio toilets across the ABD at a
cost of 2 cr.
5 AMRUT Mission Riverfront development expenditure of 80 cr

Bio retention ponds of 51.65 cr
6 Solar Cities Mission Total of 21.5 crore for:

- Solar panel in street lights across the ABD
- Solar roof tops on smart car parking
- Solar trees in the Central Park
7 HUDCO / Bonds / Other Sources Approved HUDCO loan to be used as a back

up source in case there are delays in receiving
funds from any of the above sources.
Page 30 of 92
14. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implemented? For example, convergence with IP DS will be
credible if ‘smart’ city elements (e.g. smart metering, underground cabling, shifting of transformers) are
included in the DP R being prepared for IPDS. If, a DP R has already been prepared, then the ‘smart’
elements should be included in the form of a supplementary DPR. Furthermore, according to the IPDS
Guidelines the DPR has to be approved by the State Government and sent to the Ministry of P ower,
Government of India. All these have to be complet ed before submitting the proposal. (max. 350 words )
Digital India Mission / Skill India Mission

The People's Precinct App is aimed at providing an enhanced experience to the visitors,
which is in line with the intent of the Digital India Mission. Training to employees for using
the newly developed IT applications will also be provided. Additionally, one resident from
each of the 5,000 households will be nominated for skilling under the Skill India Mission
programme to ensure effective adoption of the technology enabled campus. CRDA has
working arrangement with State Skill Development Mission, ready for ramp-up for
additional projects
FAME
Under the FAME scheme, funding will be sought for the following components -
Technology platform, Demand incentives, Charging infrastructure, IEC/Operations.
50 Electric buses are expected to help the 1,00,000 employees, visitors and tourists who
will commute within the campus on any given day. Passenger information systems will
provide passengers information on arrival times of the buses through various interfaces –
mobile app, web interface or screens at bus stops. The charging infrastructure for the
buses, connected to the Smart grid will also be additionally provided.
EAP, WORLD BANK
The World Bank Loan to APCRDA is sanctioned for USD 1 bn of which USD 0.5 bn is
being considered as part of Phase 1 projects. Under the Smart Cities program, initial
discussions have been concluded with World Bank to fund the program management
consultancy work as well as support in technical areas of implementation of this program.
SWACCH BHARAT MISSION
The Masterplan and detailed designs for Solid waste management across the city have
been worked out by the Infrastructure consultant. Initial discussions were held with officials
from the Ministry of Drinking Water and Sanitation. An amount of 12 Cr. is expected from
the mission.
AMRUT MISSION
The riverfront development will comprise of civil works and retail, entertainment and dining
options for residents / visitors. Total cost of this development is estimated to be ~80 cr. Bio
retention ponds will be set up across the ABD to enhance flood resilience and will be done
at a cost of INR 51.65 cr. Convergence will be created to protecting the river bank against
potential floods and adding components of value to enhance the value of the city
SOLAR CITIES MISSION
As part of this project, a total of 21.5 cr will be used for procuring solar panel in street
lights across the ABD, installing solar roof tops on smart car parking facility and solar trees
in the Central Park. Convergence will be achieved through increasing the contribution of
solar energy in the total energy consumption of the ABD.
HUDCO / BONDS / OTHER SOURCES
Approved HUDCO loan to be used as a back up in case of delays from any of the above
sources
Page 31 of 92
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
Execution risk – immense Low Can result in cost An SPV for the design,
in-house capabilities would overrun if procurement,
have to be in place to ensure implementation is not construction and O&M
People's Precinct handled efficiently of the People's Precinct
development is authorized to be set
up for fast-track
construction. Further,
teams from
collaborating line
departments will be
nominated to build
initial capacities
followed by competitive
lateral hiring
Funding risk - Flow of funds Low Development may be Based on overall

from anticipated sources stalled until funds are financial planning for
(direct as well as obtained. the city of Amaravati
convergence) is delayed or funding sources such
disbursal guidelines of the as HUDCO, Bonds,
scheme are altered external aid are tied up
which will address the
short and medium
funding requirements

Page 33 of 92
TABLE 2
City infrastructure risk – the Low If city-wide systems are The PAN City
infrastructure within the not in place, the infrastructure
People's Precinct has a efficiency of the implementation is on
dependency on PAN City systems installed in the fast track with defined
infrastructure Precinct may reduce timelines
The People's Precinct
is in the Phase 1
development area
targeted to be
completed by 2019
Page 34 of 92
TABLE 2
Page 35 of 92
16. ESSENTIAL FEATURES ACHIEVEMENT PLAN

Describe a plan for achieving the Essential Feat ures in your area-based proposal. Importantly,
accessible infrastructure for the differently-abled should be included. List the inputs (eg. resources)
that will be required for the activities that you will conduct, leading to the outputs. Please note that all
Essential Elements, item-wise, have to be included in the area-based propos al. (max. 2000 words)
The development of the greenfield city of Amaravati is necessitated by post bifurcation

vide AP Reorganization Act 2014 in which it is clearly stated that a new capital city will
built through central and other assistance. Therefore, it is an imminent requirement to be
completed in strict timelines and not an isolated improvement scheme.
The State Government established APCRDA under APCRDA Act 2014 entrusting the
powers, responsibilities and guidelines to develop the capital city within the framework of
the Act. The Commissioner, CRDA is designated as the competent authority for all
developments in Amaravati. Further, vide resolution 118 of 2017, setting up of SPV for
implementation of the smart city program is approved by Government of Andhra Pradesh.
This readiness translates into do-ability of the proposal within the set timelines and funds.
this is further enunciated by tying up of funds from World Bank, HUDCO, committed
funding from the GOI as well as raising of funds through bonds route.
The implementation framework including the inputs (example resources) and outputs for
each of the essential features envisaged as per the mission guidelines are grouped into
logical themes and are detailed below:
1. Area management systems and practices: ensures consistent experience across the
Precinct
- An integrated area management system, run from a central control and command
centre, will use dynamic data analysis to monitor and synchronise infrastructure
components including electricity, water, gas, parking, and security.
- The different types of users, will have specific requirements for access control and
circulation
- The entire Precinct will be wire free with underground ducting for power and ICT.
- The Control center will be undertaken at a cost of 75 Cr.
2. Smart building design based on sustainability principles

- Precinct-wide integration of infrastructure and facilities, every building will have smart
infrastructure linked to the Command and Control centres. Buildings within the Precinct
will have to follow GRIHA guidelines.
- Rooftops, all connected to the smart grid, will have green insulation, harvest
rainwater and generate electricity with solar panels. The buildings are being designed to
maximize natural light and insulate users from heat and noise.
- Rainwater harvesting will be made mandatory for all buildings.
- Orientation of the buildings in the direction of the windflow for higher ventilation
(Exhibit 6, Annexure 3)
Page 36 of 92
3. Physical infrastructure to provide a world class livability experience

Smart Street Infrastructure: Entire road network would have pedestrian walkways 68km
with trees specifically chosen for shade (Exhibit 11, 12, Annexure 3)
Non-motorized transport: 6 cycle docks will be set-up initially with 20 smart bikes each for
use by visitors and employees using app/smart cards
Smart parking: 1 multi-level smart car park located strategically to allow easy movement
of people across the Precinct
Intelligent Lighting: Over 500 street lights will be installed which will also have solar
panels to make them draw little or no power from the Grid thereby making this initiative
sustainable in the long term.
Solid waste management: The Solid waste collection network comprising of 100
underground bins will cater to the requirements of the Precinct. 100% segregation is
planned at source, and waste will be disposed in non-polluting methods, and provide for
conversion to energy. The underground bins will add to the aesthetic appeal of the
Precinct. The bins will have sensors which will alert the operator to empty the same
within a pre-agreed timeline.
Smart meters: Smart metering devices for measuring water supply will ensure smart
metering of the usage by various households and commercial establishments, providing
for adequate planning to ensure 24/7 water supply.
Sanitation: 40 Public toilets with wheelchair accessibility at all bus stops
Healthcare: Smart Primary Healthcare Centre would be set up with fully digitized
documentation which would be accessible to the tertiary healthcare centres in the city.
Digital hoardings & variable messaging system would be set up to provide information
regarding traffic, weather, safety, city notifications & advertisements.
5. Water management & green reservoir to make the Precinct a Green-Blue development
The riverfront of an area of 50 acres, civic axis of 100 acres, and other open spaces in
the Precinct are envisioned as a ‘green reservoir’ that will contribute to the public realm
and improve water management.
For example, the civic axis will function as a flood control reservoir during extreme
rainfall, with low grass fields and filtering greens controlling and dispersing flooding, and
detention ponds and infiltration basins handling rainfall. Water will be collected and
channeled to the south during heavy rains or flooding; some will be used for urban
irrigation. Dedicated filtering green zones will return to their vegetated state after waters
recede.
The rain gardens will create a cohesive green reservoir that is sustainable and
educational – a place where people can see and feel the ecological systems and natural
environment at the foundation of Amaravati’s water and green systems.
All developments will be provided with dual piping. Sewerage treatment plant of 76 MLD
capacity is being set-up for a zone of 3,000 acres of which the ABD forms a part.
33% treated wastewater will be reused by the mixed use developments and the rest is
used for maintaining the green cover.
6. Surveillance & Security to ensure a safe and monitored environment for all citizens
especially for women, children and the elderly
- A centralized security control facility will gather real-time data from closed-circuit TV
cameras.
- Emergency and security alert triggering facility is made available throughout the
Precinct
Page 37 of 92
7. Visitor Experience Management - People's Precinct app -

- A proposed smart visitor experience management system would include information
kiosks, integrated with the public transportation and facilities / amenities within the
Precinct.
8. Transportation / Mobility within and outside the Precinct

- Public transport is available within 2-5 minutes from any point in the Precinct. A 20km
bus loop with 12 smart bus stops has been identified for development.
- Walkability is ensured by road design including ample shaded pedestrian walking of
68km, as well as planning of buildings to reduce distance between households and
workplace / retail space at 5-7 minute distance.
- Dedicated bicycle tracks of 68km have also been identified within the Precinct (refer
exhibit 10, annexure 3)
- 50 Electric buses deployed with a passenger information system will circulate the
precinct and will connect to the rest of the city.
9. Public Spaces & Common Facilities enabling a vibrant social and cultural exchange
- All public spaces, city squares, transit hub, common facilities and amenities will be
integrated into a smart digital network. A Wi-Fi enabled digital interface will make
developments within the Precinct more accessible.
10. Integration with Rest of City to ensure ease of access to and from the Precinct
- The Precinct will be integrated with the entire city. Its geography, including the 1
kilometre of riverfront and civic axis, gives it a naturally prominent position, but its links
will also be digital to make the people of Amaravati aware of events and activities and
allow them to interact with government officials and departments.
Additional distinguishing features proposed in the Precinct include:

11. Micro climate management: Drop the temperature across the Precinct by 5 degrees
celsius. Combination of planning and building design concepts, installation of physical
assets such as sprinklers, large green spaces, water bodies - all intertwined to achieve
the goal. Sensors and modeling enables real time management of the Precinct with
respect to micro climate management (Exhibit 7 & 8, Annexure 3)
12. Social inclusion: The Precinct design takes into account the varying lifestyle, habits,
culture and needs of the prospective users which include differently abled, women,
children and the elderly from not only Amaravati but from the entire State. Spaces are
organized to cater to one and all and to ensure that the Precinct is accessible, available
and enjoyable by all. (Exhibit 9, Annexure 3)
The Essential features implementation plan with details is explained in Exhibit 4,

Annexure 3.

Page 38 of 92
Page 39 of 92
17. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the area-based development
proposal. What will your city do if these factors turn out to be different from what you have assumed?
(max. 500 words)
Given the great success of land pooling scheme of over 33,000 acres, making land
available no more attains a signifcant success factor. Further the fact that land is pooled
from 27,000 farmers who have willingly come forward to be partners in this development
implies that the success rate is high given the public acceptance. For the next 8 years,
these farmers receive benefits from the government and will also benefit from
developments in their respective area.
Success factor 1 – ability to ensure efficient implementation:

- Amaravati will need top notch execution capabilities with experienced hands at the
helm to pull off a venture of this scale in the planned time period. Dearth of efficient talent
could affect the smooth execution of the project.
- However, strong recruitment processes and training, complemented by top tier
Consultants, who are already on board, will help mitigate this issue. Strong technical
committees set up by the Government oversee the design and implementation to reduce
the risk of failure. The combination of Authority, consultants and committees continually
review the program progress and devise back up plans to address possible cost and time
overruns as well as technical issues.
Success factor 2 – ability to utilize the Precinct as a catalytic development to attract large
job creation to populate the city:
- The Precinct is located in the ‘SEED area’ of the capital city, which is the first phase
of activation of the city. The adjacent start-up zone is being developed through an
innovative PPP mechanism. Development of the Precinct will synergize economic activity
in the area, fueling development throughout the city.
- Any delay in the execution of the Precinct project would have an adverse effect on
the economy of the city. However, the Government has already commenced plans for the
same by appointing world famous architects and hence scope for delays is limited.
Success factor 3 -- ability to govern effectively:

- The Government's ability to engage and cater to the issues of the citizen will enable it
to function better. Shifting from a reactive to a predictive mode of operation will put the
Government in a continually improving track.
- E-Pragati, the state’s e-governance systems, and state-of-the art IT infrastructure will
help the Government serve citizens, companies and other organizations with a higher
level of efficiency. There are multiple additional applications that will interface with each
other to provide services that will streamline workflows and ensure quick decision
making.
- There are multiple contractors / developers who will be engaged for this purpose and a
risk exists that full seamless integration between various IT systems may not be realized.
This can be mitigated by ensuring adherence to open and industry best standards to
enable inter-compatibility.
Page 40 of 92
Page 41 of 92
18. MEASURABLE IMPACT

What will be the measurable impact of the area-based development propos al, on the area and the
wider city, through scale-up and replication? Please describe with respect to the five types below, as
relevant to your city and propos als (max. 150 words each):
a. Governance Impact (eg. improvement in service provision and recovery of charges due to establishment
of SPV)
1) Tight control on the budget and timelines exerted through a focused approach on the
identified projects in the Precinct by the SPV with the help of skilled resources and tools
2) Greater transparency: Encourage and demonstrate transparency in the functioning of
the Government, at a juncture where all the land owners assume a partner role and
require assurance on the progress of the project.
3) Replication of sustainability efforts: With the success of micro climate management in
the Precinct, there will be greater efforts channeled towards this objective across the city
4) Enhanced coordination achieved: Extensive G2G coordination, as SPV manages most
of the activities with the help of staff, office and IT infrastructure
5) Efficient service delivery: Ability to deliver statutory services by the SPV during the
construction stage so as to support developers in timely implementation of their
respective projects
6) Enhanced citizen engagement: Greater connect of the SPV with the citizens at various
stages of development of the Precinct
b. Spatial Impact (eg. built form changed to incorporate more density or more public space)
1) Green Engine: Creation of the Precinct on a greenfield site with over 51% of green
space and ~15% of water bodies together with high density developments acts a green
engine for not only the Precinct but for the entire city
2) Vibrant public spaces: The city squares, craft bazar, river front, canals, cycling and
pedestrian pathways - all act as vibrant spaces of inclusive growth
3) Liveable mixed use spaces: The residences are also being designed so as to
accommodate retail and commercial requirements within 250m, from every block. There
are numerous bicycle tracks that provide for an active NMT within the Precinct.
4) Preservation of natural features: The stream passing through the Precinct is retained
and strengthened to carry higher storm water discharges
5) Spatial replicability: The development concepts applied within the Precinct can be
extended to other parts of the city through the various guidelines adopted by the SPV.
6) Skyline of Capital City: A unique mix of open spaces and dense developments create
an impressive skyline for the capital city of Amaravati
Page 42 of 92
c. Economic Impact (eg. new commercial space created for organized economic activity)
1) The Precinct development will act as catalytic accelerator to target a city wide GDP of
USD 35 bn by 2050
2) The Precinct as the premium development will result in direct and indirect economic
benefits - employment generation for up to 60,000
3) Increase in employability due to creation of skill development initiatives within the city
4) The transparency and streamlined systems will make it easier to do business and
attract more investors.
5) Increase in jobs due to construction activity
6) Increase in disposable incomes due to provision of improved pedestrian, cycling and
transit infrastructure and resulting savings in transportation costs at household level
7) Increase in property values and tax revenues by redevelopment of public lands
8) Successful delivery of the Precinct projects will enhance the economic credibility of
the SPV leading to early commencement of the next phase of capital city developments
d. Social Impact (eg. accessible features included in the Proposal)
1) Safer living environment for children, women, elderly and differently abled citizens
2) Women empowerment achieved through creation of economic avenues and skill
development programs
3) Social inclusion across sections - with the backdrop of existing habitations adjacent to
the Precinct the elements and placemaking is done to ensure achieving highest levels of
social inclusion through a strong sense of belonging and ownership.
4) The organized public spaces promote social and cultural exchange
5) Better standard of living for the residents and sets benchmark for replication across
the capital city
6) The Precinct is the singlemost contributor in assisting Amaravati in becoming a Happy
City
Page 43 of 92
e. Sustainability, including environmental impact (eg. int ensive 24X7 us e of public spaces results in reduced
traffic and reduced pollution)
1) Reduced temperatures due to micro climate management across the Precinct (Exhibit
8, Annexure 3)
2) The riverfront of an area of 50 acres, civic axis of 100 acres, and other open spaces in
the Precinct are envisioned as a ‘green reservoir’ that will contribute to the public realm
and improve water management.
3) Carbon neutral development
4) Highly energy efficient buildings that maximize natural light; installation of green roofs
that will decrease lighting as well as air conditioning costs
5) Timely detection of maintenance issues; leakage and high accountability in utilization
of various resources through sensors and Command and Control Centre
6) High emphasis on NMT over private transport – over 16km of bicycle tracks and 21.5
km of pedestrian walkways within campus
7) 35% of overall power requirement met through solar panels installed on rooftops of
buildings
8) 10% of total water requirement to be met through rainwater harvesting
9) The measures planned in the precinct even up to the building orientation level based
on natural features offers an opportunity for replicability across the city
Page 44 of 92
C. PAN-CITY PROPOSAL (S)

A pan-city smart solution should benefit t he entire city through application of ICT and resulting improvement
in local governance and delivery of public services. The S CP should contain one or two such Smart
Solutions. Generally, ‘smartness’ refers to doing more with less, building upon existing infrastructural assets
and resources and proposing resource efficient initiatives.
19. SUMMARY
Summarize your idea(s ) for the pan-city proposal(s). (max. 100 words)
The SWOT analysis identifies assured allocation of water for Amaravati as a key
strength. Sustaining these benefits over a longer period is a key challenge and the
greenfield nature of the city development offers certain opportunities to address this issue
from inception. Water management attained higher significance pursuant to the Green
Blue focus of the master plan, outcome of citizen's consultations, stipulations in the
Environmental Clearance and acknowledging this as a major challenge for urban
agglomerations of the 21st century.
Amaravati's PAN city proposal will consist of IT tools which will enhance the operations,
allow for run off estimations, remote micro climate management and intelligent root cause
analysis based on public health indicators. It will therefore addresses water management
on a holistic basis from supply to reuse without polluting Krishna river. The PAN city
proposal will focus on four key issues:
a.) Water supply - domestic, industrial, fire and construction,
b.) Flood resilience,
c.) Waste water management - 100% reuse of water, less than 10% of NRW
d) Micro climate management
Summary: Overall cost of developing water infrastructure is 800 cr & ICT cost is 147 cr.
Additional proposal for 150 cr: Smart light poles (light pole, solar panel & CCTV cameras)
and smart electric buses are also proposed due to greenfield nature of the development
Page 45 of 92
20. COMPONENTS
List the key components of your pan-city proposal(s). (max. 250 words)
The ICT solution is targeted to cover PAN City coverage while the piloting for water
distribution management, customer service is being planned for about 40,000 domestic
and 3,000 commercial connections in 5 years. The ICT components corresponding to
Question 19 (b,c and d) above will be implemented for PAN City coverage.
The PAN city ICT components covering the entire water management value chain are
listed below: (Refer Exhibit 21, Annexure 3)
1) Amaravati Water Command and Control Centre facilitating real time decision making
based on data and analytics
2) Dam and reservoir monitoring tools
3) Bulk metering facilitating real monitoring of supply followed by audits
4) Leak detection systems resulting reduced theft and losses
5) GIS system facilitating modeling of distribution assets and network management
6) SCADA for distribution operations - remotely monitor and manage water supply
7) Smart metering enabling reduction in NRW and consumption and behaviour analysis
resulting in telescopic tariff
8) SCADA in sewerage system
The proposal covers installing smart distribution metering in the form of smart bulk
meters at 2 WTPs, 2 reservoirs and 100 DMAs
The Smart Water Management System for controlling NRW levels will involve
- Sensor Loggers for leak detection to be installed along the pipe network at a length
of 200 m
– Real time data capture at city, zonal and household level for demand management
and leak detection through SCADA
– Predictive analytics will help in better water management during peak times and
conservation during non-peak times
– Waste-water treatment will be done through core infrastructure of 16 STPs with
approx.. 1 per 2 townships
Further the Smart Customer Integrated System for speeding up communication between
consumers and civic authority
– App, Mobile Website and Desktop Customer website for complaints, notifications, bill
payments and feedbacks
– Appointment of 90 Street Ambassadors for representation of consumers to the SPV
and vice versa and to identify illegal connections
– Early Warning Sensors established at local stream (Kondaveeti vagu) which send
information to the SPV as well as notifications to the residents
– App used to crowdsource information from general public on leakages & inundation
The smart components for aiding the micro climate management will include a network of
temperature sensors and remote operation of sprinklers and associated practices
9) Additional Proposal of installing 2,000 smart light poles and deploying 25 electric
buses across the city to enhance the safety, security and mobility for children, women,
elderly and differently abled citizens
(Exhibit 13,14, Annexure 3)
Page 46 of 92
21. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the pan-city proposal(s)?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile and self assessment;
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners
Considering the greenfield nature of the capital city and the vision to develop it as a role
model in terms of liveability, assessment of core infrastructure and services were
deliberated as part of public consultation as well as through expert independent studies.
The notified master plan prepared by Surbana Jurong, Singapore and Smart
Infrastructure Master Plan prepared by Aarvee and GIIC (China) were used as guiding
documents to elicit citizen opinion and identify PAN City proposals.
While the notified master plan outlined the proposals for city development over a period
of 35 years in three phases, the Smart Infrastructure Master Plan covered detailed
proposals for 16 infrastructure elements such as roads, power, housing, disaster
management, sanitation and water. Around INR48,000 crores is estimated to be invested
towards building the above smart infrastructure in the capital city. All of these 16
elements were extensively discussed with the stakeholders as mentioned below.
The extensive consultation over a period of 2 years regarding master plan has
contributed greatly in visualising the proposals and sharing informed opinions. Technical
as well as communication teams jointly engaged in consultation exercise regarding the
smart infrastructure master plan.
The Round 2 consultations resulted in inputs from around 50,000 local residents through
SMS poll have indicated ‘availability of drinking water as the most pressing requirement,
getting 46% votes. With a view to further refine and identify proposals, consultations were
held with a cross section of society including youth, women, elderly, differently abled,
experts and vendors. This resulted in appropriate positioning of components as
summarized in Answer 19 above.
The public consultations in Round 3 of the SCP challenge were conducted in the
following manner
1) More than 4 City level workshops conducted with prior publicity held at capital city
office of CRDA in Amaravati
2) Atleast 2 focus group discussion in the 29 competent authority offices
3) One on one discussions with differently abled and marginalized sections
4) Print and Social media outreach program across vernacular and national channels
In all engagements, a vernacular team member was deployed to ensure effective

communication. Innovative audio visual tools such as instant polling through handheld
devices were deployed making the entire process smart, inclusive and effective.
Page 47 of 92
Simultaneously, the resulting requirements were mapped to industry solutions provided

by leading global vendors in this domain. Some such consultations were also held with
experts from METI, Japan, British High Commission, ARCADIS, Netherlands, GIIC,
China. The outcomes were also validated with mentoring organizations such as
Engineering College, Andhra University, School of Planning and Architecture,
Vijayawada as well as Water Resources Department in Government of Andhra Pradesh.
The consultation and mentoring feedback was further discussed with elected
representatives of the State Assembly, local para statal bodies. The outcomes were
finally discussed with the administrative set up of the Capital City which is chaired by
Chief Minister of Andhra Pradesh.
As a result of all the above analysis and consultations, water management with the
above identified components was selected as the proposal to be considered under the
PAN city component of the Smart City Challenge Round 3. As the components are
aligned with the larger objective of Smart City guidelines, they also enhance the quality of
life of all citizens.
Additional Proposal to install smart light poles and deploy smart buses is also appended
considering the greenfield nature of the Precinct and the capital city.
Simultaneously, the remaining elements of the Smart Infrastructure Master Plan will
continue to be implemented in a phased manner.
Page 48 of 92
22. DEMAND ASSESSMENT

What are the specific issues relat ed to governance and public services that you have identified during
city profiling and citizen engagement that you would like to address through your pan city proposal(s )?
How do you think these solution(s) would solve the specific issues and goals you have identified?
(max.1000 words)
Water supply and quality has been identified as a major issue as a result of extensive
public consultations and analysis by the independent experts. Accordingly, some of the
specific issues to be addressed include urban resilience to indundation, 24x7 water
supply to future inhabitants, enhancing the effectiveness of the operations functions in
the water sector, making water available for fire safety and construction in compliance
with environmental clearance stipulations.
Following are the key issues related to water supply
A) Making the operations future proof: Population in the capital city is forecast to grow to
5 lakhs by 2025. Based on our analysis, citizens are increasingly dependent on borewells
to meet current demand. In a study on three sample villages, the probability of failure of
drinking water from bore well sources came out to be as high as 83%. Additionally,
leakages, theft and pilferage account for ~27% of lost water (non-revenue water)
Page 49 of 92
• Smart Bulk Metering at WTPs, reservoirs and DMAs to collect and store real time
water flow patterns which can help in identifying leaks and theft with a faster turnaround
• Smart domestic and commercial metering will enable end-consumers to track,
manage and control their water usage in real-time
• SCADA implementation will help in managing the complete water network and
ensuring equitable distribution of water
• Appointment of street ambassadors and regular surveys to identify illegal
connections and mainstreaming them
• GIS based mapping of complete distribution network to ensure 100% coverage of
residential and commercial spaces
• Employing latest leak identification mechanisms (Tracer Gas Technique and sensor
loggers)
• Pay for performance contracting mechanisms
It is critical to set up smart metering infrastructure to enable revenue realization and
reduced pilferage while supplying large quantities of water for construction purposes.
B.) Temporary inundation due to the rainfall in the Kondaveeti Vagu catchment in the
monsoon season 2-3 times annually and for 5-7 days/year.
The drainage is designed in such a way that the sudden availability of water is put to
use for drinking and circulation in canals.
• Core infrastructure of raw water storage using reservoirs and detention ponds will
control and conserve the water
• Additionally, provision of sensors and consumer notifications through App (under the
Smart City Program) will ensure communication is dissipated instantly to the citizens of
Amaravati
C.) Make common man part of the solution

• Digital bill payment solutions and multi-platform complaint registration interfaces for
consumers
• Feedback system through street ambassadors and digital interface
• Digital and Physical campaigns for adopting best practices of consuming water
The proposed ICT platform, tools and techniques including meters, loggers and sensors
working together as a coherent solution will collect the necessary inputs to develop
detailed dashboard covering all critical parameters. This will then be used to facilitate
decision making and improve life of the asset through specific recommendations on
operation and maintenance.
As the demand for construction water reduces over a period of time the demand for
domestic and commercial water will increase thus sustaining the revenue profile without
any obstacles.
The recycled water from domestic and commercial establishments will be used for
maintaining the urban greenery and meeting HVAC requirements.
Creating a water sector specific virtual ecosystem to share best practices across smart
cities in India and global collaborators.
Page 50 of 92
Page 51 of 92
23. INCLUSION
How inclusive is/are your pan-city proposal(s)? What makes it so? (max. 150 words)
Amaravati is envisioned as an inclusive and self-sustaining people’s capital. The plan of

city has been finalized after ‘water’ came as the biggest issue in an SMS based poll
where we reached 1,00,000 local residents (across age, income and habitations). In
addition, consultations with women from the weaker sections of the society has identified
that majority of them access water from public distribution points and the proposed Pan
city components should address this suitably. Two aspects make the proposal inclusive –
a.) Water supply takes place via public distribution system, for everyone and b.) Water is
a basic necessity, affects everyone equally. The citizen engagement has suggested that
the proposed system should be sensitive to the below three parameters of availability,
affordability and accessibility. Compulsory tap connectivity as a policy provides
barrier-free, zero-fee tap connectivity leading to public health benefits through protected
water supply.
This will be achieved by mix of technological intervention which includes setting up of
DMAs, leak identification mechanisms, minimizing wastage at <10%, as well as through
community participation which includes identifying street ambassadors. With this, the
overall cost of supply of per litre will come down whose benefits will be passed on to the
consumers. The additional proposal to install smart light poles and deploy smart buses
further contributes to inclusive feature of the city.
24. RISK MITIGATION

What are the three greatest risks that could prevent the success of the pan-city proposal(s)? In table 3, describe
each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words per cell)
TABLE 3
Lack of buy-in from respective Low Delay in ICT smart Discuss the Smart city
government departments for the solutions implementation proposal widely with
final smart city proposal and ICT Being a greenfield capital respective government
solution city, APCRDA is Re-prioritization and departments
responsible by its Act, to change in implementation
lead either directly or plan As per GO RT # 222
through SPV all dated 16/04/2016 an
infrastructure development Modifications to ICT expert committee was
activities in collaboration solution constituted to effectively
with other stakeholder address the Blue Plan.
departments The committee
comprises of APCRDA,
Water resources
department, GoAP,
experts from Andhra
University, National
Institute of Hydrology,
IISC, WAPCOS, to
implement all water
management projects
Page 52 of 92
TABLE 3
Fluctuation in demand Low to Moderate Lost revenue Allow for spare capacity
in design parameters for
Fluctuation may arise on Additional loading / under the infrastructure set up
account of early utilization of the
commencement of infrastructure Better planning to
individual developments or ensure minimal
delay in implementation of fluctuation in demand
ICT solution
Success of this project depends on Low to Medium Service levels will be Pay for Performance
multiple contractors and thus pose Coordination across affected which can create based contracting
risk if they do not execute as per multiple contractors will be a chain of events leading systems over a long
expectations affected if any partner to an inefficient supply evaluation period
defaults on quality system
Page 53 of 92
TABLE 3
Page 54 of 92
25. FRUGAL INNOVATION

Which is the model or ‘best practice’ from another city that you are adopting or adapting in your
proposal(s)? How are you innovating and ensuring best use of resources? Is there an aspect of ‘frugal
innovation’ in your proposal(s)? (max. 500 words)
Extensive benchmarking with experts from Japan, China, UK and Austria was
undertaken to understand leading practices and tailor them to meet requirements in
Amaravati.
• Jamshedpur Utilities and Services Company, subsidiary of Tata Steel, in

Jamshedpur : 74 District Metering Areas established with over 124 electromagnetic
meters log data at 15-minute intervals in distribution mains and 10-minute intervals in
rising mains. Along with this, walk-through surveys were conducted for identifying illegal
connections and legitimizing them. NRW declined from 36% in 2005 to 9.9% in 2009.
Frugal innovation at Amaravati – DMA isolation while installing water pipelines along with
smart meters.
• Community Participation for NRW, Manila Water Company: Flat organizational

structure of MWC ensures quicker customer grievance redressal. This is also
complimented with identification of street leaders from general public who communicate
problems like leaks and work as interface between organization and the community. As a
result, NRW dropped by 50% in 10 years.
Frugal innovation at Amaravati
Select street ambassadors as representatives and agents of change. Key players like
plumbers to be included in this initiative. Incentive schemes like Smart credit can be used
against bill payments. Citizen engagement is key for reducing the non-revenue water and
decreasing the illegal connections and overall success of the project.
• Nagpur, India: Pay for performance model to improve efficiencies in the system
across 250,000 connections which led to 24x7 water supply
• PBA Holdings Board, Penang, Malaysia: GIS Mapping along with DMAs and metered
zones leading reduction of NRW from 24% to 17% and coverage of 100%
• Delhi NCR & Greater Mumbai, India: Smart Metering implemented across 100,000
and 250,000 connections respectively
• Goa, India: Leak Identification mechanisms in place like Listening devices were used
in three zone resulting in reduction of NRW by 20%
Frugal Innovation at Amaravati

Instead of reactive measures, proactive ICT system will be put in place by using sensor
loggers to track and record leak information
The capital expenditure incurred towards laying of pipeline network is proposed to be

recovered by meeting the interim demand from the construction sector at a suitable fee.
As demand from construction sector reduces, new demand from residential and
commercial sector will offset this reduction.

Page 55 of 92
26. CONVERGENCE AGENDA

In Table 4, list the Missions/Programmes/Schemes of the Government of India (eg. SBM, AMRUT,
HRIDAY, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describe how your proposal(s) will achieve convergence with these, in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
1 Solar City Mission, Ministry of New and - Setting up solar panels across streets on top
Renewable Energy of street lights, providing for zero power
requirement on the city government
- State Energy Conservation Mission has

established Energy conservation Building
(ECB) Code for energy audits for large
commercial buildings
- Sustainability guidelines on energy can be

imposed by the Urban Arts Commission across
the city, for buildings beyond a particular asset
class / built-up area
Page 56 of 92
TABLE 4
2 World Bank External Aided Project - The World Bank funded "Amaravati
Sustainable Capital City Development Project"
provides for blue infrastructure, which includes
flood detection sensors.
- World Bank also provides for a "Technical

assistance" component that provides for
building capacity internally to manage such
systems.
3 HUDCO - Housing and Urban Development - HUDCO has approved borrowing of Rs. 7500
Corp., Ministry of Housing and Urban Poverty Cr. for development of various sectors in the
alleviation Amaravati Capital city
- HUDCO would be funding the water supply

system for the Capital city, and hence it is
prudent to undertake Smart meters and
digitization of the Water supply network to
ensure maximum collection of user charges,
and minimal NRW
4 NEDO Scheme, Govt. of Japan APCRDA is in discussion with the New Energy
and Industrial Technology Department,
Government of Japan for the development of
Smart Transportation in Amaravati. This
includes Electric buses, and would be under on
a grant basis for a pilot scheme of 25 buses.
The scheme will ensure the adoption of

Japanese technology, potentially manufactured
in India, inline with the "Make in India" mission.
Page 57 of 92
TABLE 4
5
Page 58 of 92
27. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implement ed? (max. 350 words)
1. Solar City Mission, Ministry of New and Renewable Energy:

- Vijayawada has already been included in the Solar City mission, and the Masterplan for
the Solar City mission has also been approved.
- Energy sustainability guidelines is planned to implemented across the greenfield city of
Amaravati through an Urban Arts Commisison, which is pending approval of the state
assembly. Additionally, the RFP for selection of a consultant who would provide technical
guidance for the Urban Arts Commission has already been released, and would be
closed by end of April, 2017. (Exhibit 10, Annexure 4)
2. World Bank External Aided Project

$500m loan is at the appraisal stage with board approval and disbursal of funds expected
by July, 2017. The project covers various components including roads, blue infrastructure
and technical assistance. Multiple components for Area based development such as
Masterplanning, guidelines preparation and Project Management consultancy will be
covered under the Technical assistance component of the World Bank loan. Additionally,
flood sensors would also be funded under this scheme. (Exhibit 19, Annexure 4)
3. HUDCO - Housing and Urban Development Corp.

HUDCO has in-principle agreed to a loan amount of Rs. 7500 through an MoU. The first
tranche from this amount has already been disbursed for the road works in Amaravati.
The remaining amount will be utilized to develop the Trunk Infrastructure in Amaravati,
which includes the Water supply network. The detailed designs for the same have been
completed by the Infrastructure consultant. (Exhibit 15, Annexure 4)
4. NEDO Scheme, Govt. of Japan

APCRDA is in discussion with the New Energy and Industrial Technology Department,
Government of Japan for the development of Smart Transportation in Amaravati. This
includes Electric buses, and would be under on a grant basis for a pilot scheme of 25
hybrid buses. Feasibility study is being undertaken by Toyota Motors, Japan. (Exhibit
17,18, Annexure 4)
28. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the pan-city proposal(s). What
will your city do if these factors turn out to be different from what you have assumed? (max. 250
words)
1. Empowered implementation agency with clear roles: SPV for implementation of

proposal to be empowered with authority to build a strong organization with differentiated
HR and procurement practices. Differentiated HR practices to attract top talent and
differentiated procurement practices to select the best execution agencies in a short span
of time. Roles of SPV and CRDA to be clearly outlined
• CRDA to be the overall regulator of the city
Page 59 of 92
• SPV to build overall water infrastructure and implement ICT solution across pan city
2. Robust policy in place to support the initiatives
• Encourage users to adopt rain water harvesting and smart metering
• Incentivize citizens reporting illegal connections and penalizing drawing water illegally.
• Subsidy to provide water connection to the poor, transparent user charges and
telescopic pricing
3. Professionalism and efficiency of water utilities
• Amaravati to set a bar in terms of transparency and professionalism of water utilities
• Set clear SLA (Service Level Agreements) which the utility is bound to meet and make
those agreements public
4. Collaboration with industry experts
SPV controls the overall implementation, it will also build network of experts who will
share leading practices within the domain
Setting up of a Centre of Excellence for the water sector to propagate and replicate
success stories
Action Plan in case of variations:
• Enter into service level agreement and performance management of third party
implementors to ensure quality of execution
• Undertake skilling initiatives and awareness drives for citizens for inclusive decision
making (eg: “file to field” initiative)
• Refine apps by making them open source and making data from ICT solutions public.
29. BENEFITS DELIVERED

How will you measure the success of your pan-city proposal(s) and when will the public be able to
‘see’ or ‘feel’ benefits: immediately, within Year 1, or in t he medium or long term, 3-5 years? (max. 150
words)
Less than 12 months:

• A framework of technology, tools and practices is established to address identified
components of water management on sustainability principles
Smart residential metering initiated and convenience in the billing process for users
• Better service through new grievance app, portal and call centre.
• Mobility through deployment of smart electric buses
• Bane to boon: Unutilised water being put to multiple uses like augmenting water supply
& ground water recharge, meeting water demand from construction sector
Enhanced service delivery by the water resources department,
12-24 months:
• Smart lightpoles being installed across the city
• Attracting private sector participation in some aspects of the value chain
• Flood resilient infrastructure getting in place
24-60 months:
• Adequate water supply; 100% smart metering, automated billing and 24hr service.
Longer than 60 months:
• 24x7 water to 100% of the city
• O&M of water utility getting paid for by the user charges for construction supply
• Inland water transportation in place with at least 3% of people using it
Page 60 of 92
30. MEASURABLE IMPACT

What will be the measurable impact of your pan-city proposal(s)? Please describe with respect to the
following types given below, as relevant to your city and proposals (max. 150 words)
a. Governance Impact (eg. government response time to citizen complaints halved, creating faster service
delivery overall)
The systems approach based on protocols will enable structured implementation and
enhance confidence in availability and reliability of the water service. This will act as a
trigger for current and future investments into the city - need of the hour towards
economic development
Enhanced visibility on the performance of the water operations
Increased collaboration between government agencies to deliver service at a faster pace
Effectively mitigate and avoid disaster scenarios through ICT solution implementation
Smart metering ensures minimal non-revenue water (target <10%)
Metered lpcd consumption data will improve transparency enabling CRDA to take
informed decisions in revising user charges and planning the water network prudently
IT enabled water system in the city (e.g., citizen able to register service request through a
mobile app) will reduce the repair time in case of any damages and increase
accountability. Average turnaround time of complaints will go down by at least 60%
Overall revenues will increase because of more metering coverage and smart IT
Enabling the governance services to be people independent and process dependent
thereby eliminating variations in service delivery
b. Impact on public services (eg. real-time monitoring of mosquito density in the atmosphere reduces
morbidity)
Target for isolated incidents of temporary inundation not beyond 30 minutes and not
higher than 30 cms. Thereby assuring uninterrupted service delivery as well as access to
emergency services
Planned convergence of the Pan city solution with healthcare services to trigger alerts on
account of higher reporting of water borne diseases, thereby drawing attention for
remedial action from nearest water supply officials / points.
A simple central system comprising IVR, centralized call centre, user-friendly website and
mobile-based applications will help to file complaints and transform citizens’ experience.
Domestic smart metering will curb excess consumption, allowing Amaravati to channel
water to deficient areas. This will help ensure 24 hours availability of water to all areas.
Treating flood water and excess rain water, utilising output of sewerage treatment plants
for non-human use such as gardening and car wash will ensure the city is not digging into
underground water to meet its burgeoning needs
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)
Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
10th Mar 2017
AREA-BASED DEV ELOP MENT

1 Micro-climate management - % of renewable NA 35% through a. Consultant- Jan-2018
energy sources solar Master planner - 1
Cr
a. Planning and Designing the
area on sustainability principles b. Green building
(Report) and sustainability Jan- 2018
% rainwater NA 100% norms, including
harvested rainwater
harvesting - 0.5 Cr
b. Thermal radars and sensors Temperature NA 5C lesser 268.3 Cr

Change Jan-2019
c. Automated Sprinkler System 75 Cr July-2019
Level <30cm and

d. Bio retention Ponds Inundation level NA clears in<30 mins 51.6Cr Jan-2019
2 Urban Mobility with emphasis on Pedestrian 0 58 km Jul-2019

TOD- Walkways and Total of 53 Cr for
cycle tracks NMT walkways,
a. Pedestrian Walkways and lighting, tactile
cycle tracks Accessibility to 0 58 km paving
differently-abled
b.Pavement lighting
c. Tactile paving for 100 Cr. for

differently-abled Time spent for 15 mins <5 mins multilevel car smart Jan-2019
finding parking parking
d. Smart Parking
e. E- buses and 12 bus stops E-buses 0 50 buses 64.3 Cr (Bus stops Jul-2019
along with PIS and PIS included)
f. Public Bike Sharing Public Bike 6 docks (20

Sharing 0 cycles each) 1.01 Cr Nov-2019

Page 62 of 92
Table 5
N completion
o
3 Blue Green enables innovative Time for file Green Space
use of open spaces, vibrant communication as a %age of - 38% Jul -2020
public spaces, riverfront between two Urban
development etc. - departments Development
a. Green cover guidelines to be Time spent by - Jan-2020

enforced in the precinct (included employees on Green Space 9 sq.m/capita
in micro-climate) security checks in per capita
day
b. 250 Acre Bio diversity Park River front by
with local species Average time Accessible ghats 1 km riverfront Jul-18
spent by Length of present development, 5km
employees for Waterfront of canal Canal by
c. River front Development commuting accessible to development Jan-2020
visitors
Average time
spent by
d. Canal Development employees
between
departments
4 Social Inclusion and Economic Dedicated hawker 0 1 Crafts Bazar Crafts Bazar - 4 Cr Jul-2019
Development zones close to
Lingayapalem
village
a. 2 City Squares (of which 1 is a City Square -5 Cr Jan-2020
crafts Bazar)
Public Space Area 0 2.5 acres
Facilities in these areas-
Wifi Coverage 0 100% 80 Crores Mar-2020

b. Wifi Hotspots
Charging Points, Outdoor
seating
Development on
c. 3 retail centres of 20,000 sft Retail Space area Small shops in 60,000 sft PPP mode for Jul- 2020
each different parts generating activity
of the villages in the premium
location
5 Basic Services - Utilities Delivery of Water 8hrs 24 hours Water supply- Cost Jan-2021
supply included in Pan
Sanitation- City
Potable water taps Only through 40 Nos
a. Smart drinking water taps in public spaces vendors Every bus stop and Jan-2020
public spaces-
1.2Cr
b. Underground dustbins Dustbins in public Garbage 1 every 0.25 km Underground

places dumping sites of roads dustbins- 10 Cr Jan-2020
in villages. 0 in
this area
c. Safety and Healthcare- 1 PHC Medical 25 mins <10 mins 1 Model PHC- 1.2 Jan-2019
emergency Cr
response time
Sanitation -
d. Bio- toilets with accessibility Public Toilets 0 40 Nos 2 Cr Jan-2019
for differently abled
Page 63 of 92
Table 5
N completion
o
6 Surveillance & Security No. of light poles 20 500 CCTV cameras Jul-2021
and intelligent
a. Intelligent Street Lighting and street
CCTV cameras No. of CCTV 0 75 lighting-31.25 Cr
cameras
Average waiting 20 mins 5 mins People's precinct

b. People's precinct App for time spent by app- 10 Cr Jul-2019
real-time info on buses, cycle visitor
docks, ticketing etc.
SOS feature in the
Response time for Data NA <5 mins app connected to
alarms raised by Command and
women and Control Centre
children in public
space
7 ICommand and Jul-2019

Improved Governance Response time to Data NA <15 mins Control centre
security gathers real- time
breach/utility data from
a. Command and Control Centre malfunction micro-climate
sensors, CCTVs
etc, emergency
SOS - 75 Cr
Jan-2017
b. Project management Portal Status of works, 2 day Real time online Portal
delays, risks portal Development- 2 Cr
Page 64 of 92
Table 5
N completion
o
PAN-CITY SOLUTION
1 Smart Water Distribution System 24x7 0 100% 116 Cr for the all Jul 2021
connections/Total the components (Will start by
Connections Nov-18 itself
40000 and progress
a. DMAs Isolation No. of Registered in phases as
Connections population
c. Bulk Meters Installation across increases)
WTPs, reservoirs and DMAs DMAs Created 0 100
d. Smart meters at domestic and

commercial places Bulk Meters 0 100%
Installed/Total
Planned DMAs
Average LPCD 150 LPCD/Zone

across DMAs 0
2 Smart Water Management NRW % >40% <10% 5.5 cr for all Jul-2019
System components listed
Sensor here.
a. Smart sensor loggers Loggers/Total 0 100%
installation Planned % Sensor Loggers
-4.5 Cr
b. SCADA Data Management Covered Area 0 100% SCADA -3 Cr

System Coverage
Flood Detection
Sensors- 1 Cr
c. Early Warning sensors at
Kondaveeti vagu Development Launch before by
Stage of Warning - Day 0
sensors
3 Smart Customer Integrated 3 cr for all

System Developmental components listed Jul-2019
Stage of each - here
platform Launch before by
Day 0
a. App, Mobile and Desktop Total
Customer Platforms ambassadors
engaged -
500
Jul-2019
Complaints
b. Customer Awareness received via Digital
Programs Platforms/Total 0%
Complaints 80%
received
Page 65 of 92
Table 5
N completion
o
4 Smart Road Network No. of light poles No LED 1 LED pole in Total lighting-100
every 20m Cr Jul-2020
Smart light pole with LED lights, No. of CCTV
camera
Solar panel and CCTV camera at
alternate poles
Smart buses with GPS tracking No of E- buses 0 25 E-bus -50 Cr Jan-2020
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)
APCRDA has already initiated the institutional framework for the execution of People's
Precinct in Amaravati. This includes setting up of a dedicated Project office which will
engage with the Architect and Consultants to prepare the designs, procure, perform
project management as well as O & M for the buildings. The SPV will also work alongside
global consultants with expertise in diverse areas relevant to this project. (Ex 20, Annx 3)
Given the greenfield nature of this city, the implementation timeline for the ABD and Pan
city initiatives has to be aligned to the larger city wide implementation plans.
Critical milestones during the implementation of this project are listed below:
1. Setting up of the SPV
2. Recruitment and capacity building for the SPV
3. Citizen’s engagement exercise
4. Physical master plan for the ABD and technical improvement plan for the Pan City
projects
5. Detailed project reports for all projects
6. Financing plan
7. Procurement process
8. Construction Monitoring
9. Commissioning
Sequencing of the activities for ABD and Pan city initiatives across the 5 year program
timeline to meet the above milestones is explained below. While work on main projects
may start only in Year 2, a lot of preparatory and planning activities have been proposed
for Year 1 so as to ensure minimal deviation or disruption of the planned timeline.
Short Term: less than 12 months scenario
1. Incorporation of the SPV
2. Augment / upgrade the organizational structure to prepare for the rollout
3. Conduct recruitment campaign to hire key positions proposed in the structure
4. Conduct training and skill building exercise by reviewing other projects and identifying
lessons learnt
5. Citizen engagement exercise to recalibrate design features in key projects
6. Preparation of the physical master plan for the ABD
7. Preparation of the technical engineering plan for rollout of Pan city initiatives
8. Feasibility studies for all projects
9. Preparation of DPRs
10. Vendor interaction to understand supplier market, preferences and packaging of
projects
11. Preparation of EOI / RFQ / RFP templates
12. Launch of procurement process
13. Financial plan
Medium Term: Years 1 - 3 scenario
1. Recruitment of relevant staff
2. Continuing with feasibility studies for balance projects
3. Preparation of DPRs for relevant projects
projects
Page 67 of 92

6. Financial tie-up
7. Award and construction of approved projects
8. Monitoring of the program progress, risk management and stakeholder management
Long Term: Year 3 onwards scenario

1. Recruitment and upskilling of relevant staff
2. Measure benefits and report back to citizens, government and other stakeholders
3. Continuing with feasibility studies for balance projects
4. Preparation of DPRs for relevant projects
projects
7. Re-financing on a need basis
7. Award and construction of approved projects
8. Monitoring of the program progress, risk management and stakeholder management
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)
Table 6
(CHECKLIST: supporting documents for 1-7 must be submitted in Annexure 4)
S. No. Acti vity Ye s/No
Resolution of the Corporation/Council approving Smart City Plan including

1.
Financial Plan. Yes
2. Resolution of the Corporation/Council for setting up Special Purpose Vehicle. Yes
Agreement/s with Para Statal Bodies, Boards existing in the City for
3. implementing the full scope of the SCP and sustaining the pan-city and area- Yes
based developments.
4. Preliminary human resource plan for the SPV. Yes
5. Institutional arrangement for operationalisation of the SPV. Yes
If any other SPV is operational in the City, the institutional arrangement with
6.
the existing SPV Yes
7. Additional document/s as appropriate Yes
Page 68 of 92
1. The Andhra Pradesh Capital Region Development Authority, chaired by the Hon'ble
Chief Minister, vide resolution no. 118/2017 dt. 28.03.2017 has approved the
Amaravati Smart City plan including Financial and also setting up of Amaravati Smart
City SPV for development & management of identified elements of the Smart City
Proposal.
2. Various State govt. agencies have consented for implementing identified elements
of Smart City proposal such as APSRTC (Transport), ADC (Infrastructure), AP Police
(Safety & Security), AP Tourism (Crafts Bazar) etc.,
3. The GoAP is finalizing the institutional setup for the City Government for Amaravati.
The same is expected to be in place soon. All city utility assets developed by
Government entities would be transferred to the City Government, after it is set up.
The City Government would also be empowered to collect taxes and user charges.
Amaravati Smart City SPV:

A.The SPV shall be headed by a CEO with a Planning, Financing & Execution lead
each with about 5 personnel reporting to the lead.
B. The SPV shall be set-up with 50:50 shareholding between APCRDA
(representative ULB) and Govt. of AP to implement the Pan City & Area Based plans.
Section 13 of the APCRDA Act, 2014 provides guidelines around the formation of SPV
and powers vested with the SPV upon formation.
C. Governing Board will be constituted which will approve the annual strategic plan
of the SPV. The Board will also appoint the CEO for the SPV in consultation with
MoUD. The tenure of CEO would be 3 years with an extension period of 2 years.
D. Governing Board would constitute the following:
1. Representative of Govt. of AP
2. Commissioner of APCRDA (till the City Mayor is elected)
3. District Collector (Amaravati Jurisdiction)
4. Commissioner of Police (Amaravati Jurisdiction)
5. Representative of MoUD
6. CEO of SPV
# The Board would also appoint two eminent citizens with relevant project related
experience for necessary advisory.
E. The representatives of the Gram panchayat have also consented to the
development of the Smart city proposal through the SPV, as proposed.
F. SPV will maintain an SLA with various execution agencies to monitor the
progress of Smart City projects. With the primary aim of adhering to timelines, the
SPV will also focus on increasing revenues and reducing cost of operations wherever
possible by employing best practices.
G. The benefits from this will be pumped back into SPV to cover the gaps in O&M
expenses for which an escrow account will be created.
H. The O&M expenses for the project components will be met out from the annual
maintenance budget of the SPV.
I. The board may constitute tariff regulatory committee for fixing tariff, user charges
and other levies as deemed necessary from time to time.
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 non-
government agencies, and indicating the nature of connection with each entity.) (max. 50 words per
cell)
TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
1 Micro-climate management
SPV to develop the
bio-retention pond and procure
Sensors SPV the sprinkler system and
Thermal Radars- thermal radars through JICA
funding.
Automated Sprinkler System AP Pollution Control Board
(APPCB) APPCB to track pollution levels
Bio-retention Ponds of air and water quality.
Urban Arts Commission
Urban Arts Commission to
formulate and monitor
adherence to sustainability and
micro-climate guidelines across
all developments (UAC Bill
introduced already)
2 Pedestrian Walkways and cycle tracks SPV APCRDA for road works within
the People's precinct.
Pavement lighting APCRDA
SPV to take up all street
Tactile paving for differently-abled APSPDCL furniture,Bus stops and PBS,
PIS
MLCP APSRTC
SPV to work out internal
50 Electric buses along with Passenger MHIPE arrangement to enable
information systems APSPDCL to provide
Urban Arts Commission infrastructure for bus charging
Public bike sharing (UAC) and APSRTC for O&M
SPV to raise funds under FAME
UAC to enforce streetscaping

guidelines
3 Blue Green - SPV Parks to be developed by SPV
250 Acre Bio diversity Park with above Irrigation Dept. Designs for Riverfront and
pedestrian walkways, cycle tracks etc. Canal Development to be
approved by Irrigation Dept.
Riverfront O&M for to be taken care by

SPV
Canal development
Page 70 of 92
TABLE 7
organization
4 Social Inclusion and Economic Development SPV APCRDA to provide land
Follow guidelines provided by

ITE&C Dept for Wifi Hotspots ,
2 City Square (of which 1 is a crafts Bazar) APCRDA charging points etc, and to
ensure coherence with
Facilities in these areas- ITE&C state-level schemes.
Wifi Hotspots
Charging Points, Outdoor seating together
3 retail centres of 20,000 sft each
5 Basic Services - Utilities SPV SPV will be responsible Solid

waste management and
Smart drinking water taps Health dept. sanitation for collection of
garbage by setting up garbage
Underground dustbins Private partners collection units within the
Precinct
Safety and Healthcare- 1 PHC
O&M for PHC will be taken up
Bio- toilets with accessibility for differently by the State health dept.
abled-
Private operator would
undertake O&M for the
bio-toilets
6 Surveillance & Security- SPV Police department and SPV will

work out an internal
Intelligent Street Lighting Police Department arrangement for execution and
CCTV cameras (For both area and pan-city) O&M of security systems.
Ministry of New and
Solar Panels Renewable Energy, Govt. of O&M for the Solar panels and
India the street lights will be
outsourced by the City
People's precinct App for real-time info on Government / APCRDA
buses, cycle docks, ticketing etc.
7 Improved Governance- SPV Command and Control centre

plans and data sharing to be
IT&C approved by Police and ITE&C
Command and Control Centre Depts.
Police Department
APCRDA to support SPV for
Project management Portal APCRDA Project Management Portal
data
Page 71 of 92
TABLE 7
organization
8 Smart Water Distribution System- SPV Smart metering devices to be
procured by SPV, installed by
ADC ADC
a. DMAs Isolation APCRDA APCRDA would provide the

base IT and GIS infrastructure
c. Bulk Meters Installation across WTPs, to set up water resource
reservoirs and DMAs utilization and asset
management applications.
d. Smart meters at domestic and commercial
places O&M for the Smart meters to be
taken care by ADC / City
Government
9 Smart Water Management System SPV SPV to procure meters,

sensors, etc.
a. Smart sensor loggers installation Water Resources
Department (WRD), ADC responsible for installation
GoAP and core infrastructure
b. SCADA Data Management System
Coverage ADC O&M will be taken care by
ADC / City Govt.
c. Early Warning sensors at Kondaveeti vagu Early warning sensors to

integrate with WRD dept.
systems
10 Smart Customer Integrated System SPV SPV to develop the app with
ADC support about physical
ADC infrastructure
a. App, Mobile and Desktop Customer Elected Local Bodies Local Bodies to support SPV for
Platforms volunteers and awareness
programs
b. Customer Awareness Programs
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)
TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
1 Micro-climate management Project Management Overall coordination - SPV and
Consultants – CH2M Hill Project Management
- Masterplanning and Detailed Designs Consultants
Urban design guidelines –
- Sensors Foster + Partners, other 2. Additionally SPV / PMC to
- Thermal Radars consultants coordinate with all stakeholders
- Automated Sprinkler System Contractors – L&T, 3. Detailed designs and urban

Shapoorji Pallonji, design guidelines to be
- Bio-retention Ponds Toshiba-Deloitte (Thermal provided by Fosters + Partners
radar)
4. Empaneled landscape
Empanelled landscape architects from APCRDA to
architects with APCRDA design bio-retention pond
2 Pedestrian Walkways and cycle tracks Potential contractors for 1. Smart Parking vendor to
Pedestrian Walkways and Install sensors and integrate
- Pavement lighting cycle tracks- L&T, Shapoorji them with GIS platform
Palloonji, NCC 2. E-bus vendor to procure and
- Tactile paving for differently-abled operate electric buses and
Smart Parking PPP project - charging infrastructure
- Multi-level smart parking Local construction 3. Ministry of Heavy industries
companies and Public Enterprise to provide
- 50 Electric buses along with Passenger funding under FAME
information systems (plus 25 for pan city) E-bus and PIS PPP 4. SPV to monitor contracts
partners – Keolis, DB Arriva across different components of
- Public Bike Sharing this cluster of projects
O&M partner for public bike 5. Construction companies to
sharing - AIBF, Next-bike undertake EPC contracts for
specific projects
3 Blue Green - Empanelled landscape 1. Landscaping for park,

architects with APCRDA riverfront and canal to be done
250 Acre Bio diversity Park with above by specialist vendors
mentioned pedestrian walkways, cycle tracks Civil Works - L&T, Shapoorji
etc. Pallonji, NCC etc. 2. Transplantation of local
species by vendors
Riverfront development Retail shops - Retail
operators / real estate 3. O&M partners for landscape
Canal development developers and canal front maintenance by
SPV
Landscaping works -
Landscape wing, APCRDA 4. Private sector retail
companies will operate retail
shops / dining outlets
Page 73 of 92
TABLE 8
4 Social Inclusion and Economic Development Architectural firms 1. SPV to outsource
empaneled by APCRDA construction of public space
- 2 City Square (of which 1 is a Crafts Bazar) including landscaping and
- Facilities in these areas include: WiFi spectrum vendors maintenance
. Wifi Hotspots such as - Reliance,
. Charging Points, Outdoor seating Vodafone, Docomo 2. Internet vendor to install
. Retail centres of 20,000 sft each Wi-Fi access points, manage
Concessionaires for Retail O&M
through tender - Real estate
developers 3. SPV to monitor contracts of
all vendors based on KPIs
Civil works - Engineering
contractors
Solar charging points -

Strawberry tree
5 Basic Services - Utilities Private sector vendors and SPV to procure works on EPC
small developers basis
Smart drinking water taps
PHC construction contractor SPV to enter into a PPP
Underground dustbins contract with a private media
Vendors agency to construct, rent and
Safety and Healthcare- 1 Primary Health maintain the hoardings and
Centre messaging systems over a fixed
PPP - media company period of time
Bio- toilets with accessibility for differently
abled O&M operator to be identified
by APCRDA / City Government
Digital hoardings and variable messaging for bio-toilets and sanitation
system
6 Surveillance & Security- Vendors for solar panels – 1. Installation and O&M of
FirstSolar, Jinko Solar Cameras across the city to be
Intelligent Street Lighting done by the security systems
CCTV cameras (For both area and pan-city) Vendors for security vendor
systems – Honeywell,
Solar Panels on light poles Bosch, Zicom 2. Vendor to develop precinct,
integrate with GIS platform,
Potential vendors for app- provide mobile application
People's precinct App for real-time info on small and medium local
buses, cycle docks, ticketing etc. vendors 3. O&M for street lights to be
taken up by APCRDA / City
Government
7 Improved Governance- Potential vendors for 1.Command and Control centre:

Command and Control ICT vendor to procure, install
centre services – Wipro, equipment, provide proprietary
Command and Control Centre Oracle, IBM, DigiTel, license, software, monitor
Siemens, Cisco, Tech services and provide high-end
Mahindra analytics
Project management Portal 2. Project Management Portal

Project Management Portal- to be taken up by PMC with IT
Ch2M, Archibus, TCS etc. support if required
Page 74 of 92
TABLE 8
8 Smart Water Distribution System- 1. Metering companies 1. Metering companies to
-Kamstrup, Zenner, Arad, procure and install smart meters
a. DMAs Isolation Water Treatment - Veolia,
L&T 2. Construction companies set
c. Bulk Meters Installation across WTPs, up DMAs and bulk meters and
reservoirs and DMAs 2. Construction companies - lay new pipelines
Envirozing Consultants
d. Smart meters at domestic and commercial
places
9 Smart Water Management System - SCADA- Massibus SPV to procure system on EPC
Automation, Synergy basis with an option for the
a. Smart sensor loggers installation Automation Technogies, vendor to provide services for a
etc. fixed period of time
b. SCADA Data Management System

Coverage
c. Early Warning sensors at Kondaveeti vagu
10
11
Page 75 of 92
36. STAKEHOLDER ROLES

Attach one A-4 sheet (part of 'Annexure 3'), containing an organogram showing the relations hips:
a) MPs, MLAs, MLCs.

b) Mayors, Councilors, other elected representatives.
c) Divisional Commissioner
d) Collector
e) Municipal Commissioner
f) Chief Executive of the Urban Development Authority/ Parastatal
g) Consultant (S elect from empanelled list)
h) Handholding Organisation (Select from following list: World Bank, ADB, JICA, US TDA, AFD, KfW,
DFID, UN Habitat, UNIDO, Other)
i) Vendors, PPP Partners, Financiers
j) Others, (eg. community representatives) as appropriate to your city
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.
37. ITEMISED COSTS

What is the total project cost of your Smart City Proposal (SCP )? Describe in detail t he costs for each
of the activities/components identified in Questions 31. (Describe in Max. 300 words)
A detailed costing for SCP has been done across all pan-city and area based
development (Refer Exhibit 17, Annexure 3).
■AREA BASED PROPOSAL 1,418.90 Cr.
→ Micro-climate Management measures totaling 344.80 Cr.-- (A) Detailed
Masterplanning & preparation of Green building and sustainability norms - 1.50 Cr. (B)
Environment monitoring sensors and warning systems - 268.30 Cr. (C)Automated water
sprinkler system - 75.00 Cr.
→ Urban mobility with emphasis on TOD, totaling 218.31 Cr. -- (A) Public 6 Cycle docks
with 20 smart cycles at each dock - 1.01 Cr. (B) 50 electric smart buses - 62.50 Cr. (C)
12 Smart bus stops incl. PIS, VMS - 1.80 Cr. (D) Pedestrian Walkways incl. smart street
furniture - 27.00 Cr. (E) Flagship smart street infrastructure - 26.00 Cr. (F) Smart
Multi-level car park (2000 cars) with solar roof-top - 100.00 Cr.
→ Blue-Green totaling 639.15 Cr. -- (A) Bio- retention ponds - 51.65 Cr. (B) Bio-park with
active recreational facilities - 500.00 Cr. (C) Canal front development - 7.50 Cr. (D) River
front development - 80.00 Cr.
→ Social inclusion & Economic Development totaling 41.00 Cr. -- (A) Crafts Bazaar -
4.00 Cr. (B) City squares 5.00 Cr. (C) 3 retail centres - 24.00 Cr. (D) Solar trees with
charging, wifi - (40 nos.) - 8.00 Cr.
→ Basic services totaling 88.65 Cr. -- (A) Solar powered Intelligent street lighting - 55.00
Cr. (B) CCTVs - 11.25 Cr. (C) Smart drinking water taps (40 nos.)- 1.20 Cr. (D)
Underground dustbins - 10.00 Cr. (E) 1 Model PHC - 1.20 Cr. (F) Bio- toilets with
accessibility for differently abled (40 nos.) - 2.00 Cr. (G) Digital hoardings - 8.00 Cr.
→ Improved governance, totaling 87.00 Cr. -- (A) Performance Management portal - 2.00
Cr. (B) People's precinct app - 10.00 Cr. (C) Command and Control Center - 75.00 Cr.
■PAN CITY - 392.89 Cr.
(A) Smart solar light pole with CCTV - 220.00 Cr. (B) Smart electric buses - 50.00 Cr. (C)
Household smart meter connections - 80.00 Cr. (D) Commercial and industrial smart
meters - 6.00 Cr. (E) Customer Survey - 0.19 Cr. (F) Digitisation of distribution network -
10.50 Cr. (G) Bulk Metering at each zone (DMA) 15.00Cr (H) SCADA 3.00 Cr. (I) Mobile
app - 0.20 Cr. (J) Consumer Awareness - 2.50 Cr. (K) Leak Detection sensors - 4.50 Cr.
Flood Detection sensors -1.00 Cr.
■Other costs 62.20 Cr.
(A) PMC - 54.35 Cr. (B) Management and Admin fee - 7.85 Cr.
Page 77 of 92
38. RESOURCES PLAN

Describe the financing sources, the own-sources of income, the financial schemes of the Cent ral or
State governments for which your city/SPV is eligible, which can be used to fund the S CP proposals
and pay back loans. Briefly describe an action-plan for resource improvement to make the ULB
financially self-s ustaining. (max. 1500 words)
As discussed in the previous question, implementation of Smart City initiatives in

Amaravati will require around INR 1,874 Cr capex and INR 214.62 Cr. opex across 5
years.
1) Equity contribution into the SPV – INR 1,000 Cr.

(A) The National Smart City Mission would provide a grant of Rs. 500 Cr. into the SPV
(B) Equal matching equity contribution would be provided from GoAP/APCRDA
(Approval by APCRDA Authority in Exhibit 2, Annexure 4)
2) Central government schemes – INR 257.65 Cr.

(A) FAME Scheme by the Ministry of Heavy Industry - INR 112.50 Cr.
Smart Electric buses will serve as the primary means of public transport in the People's
precinct as well as the overall city, and will be funded under the FAME scheme.
(B) Swacch Bharat scheme - INR 12.00 Cr.
Solid waste management systems within the People's precinct which consists of
segregation-at-source system, self-composting underground bins will fall under this
scheme. Additionally, bio-toilets with accessibility to the disabled, will be funded under
the Swacch Bharat scheme.
(C) AMRUT scheme - INR 131.65 Cr.
The Atal Mission for Rejuvanation and Urban Transformation scheme would provide for
the development of the Krishna river front, as well as the adjoining bio-retention pond
that would provide for active, safe, vibrant spaces in the People's precinct.
(D) Solar City Mission - INR 51.50 Cr.
Vijayawada region has been included in the Solar City Mission, and the partial funding
against various Solar powered street infrastructure, is included under this scheme. These
include the Smart street lighting across the People's precinct as well as the city, Solar
trees and the Solar panels on the top of the Multi-level car park.
3) State Government Schemes and Multi-lateral loans

(A) World Bank loan - INR 56.85 Crores
The "Amaravati Sustainable Capital City Development Project" is a World Bank funded
project which would provide the "Detailed Masterplanning", "Preparation of Green
building and sustainability norms" as well as the Project Management Consultantcy,
under its "Technical Assistance" component. Moreover, the flood sensors would also be
included under this loan. This loan will be repaid by the Govt. of Andhra Pradesh. (Loan
documents are available on World Bank website, Exhibit 19, Annexure 4)
(B) HUDCO loan - INR 119.20 Crores
The Housing and Urban Development Corp. is providing a INR 7500 Cr. loan towards the
development of city infrastructure for Amaravati. The components for the Smart water
supply system in the Pan city proposal are covered under this loan. The loan will be
repaid through land monetization, by APCRDA. (Approval provided in Exhibit 15,
Annexure 4)
Page 78 of 92
(C) JICA loan - INR 268.30 Cr.

The Japan International Cooperation Agency (JICA) would provide a commercial loan for
the development of Phased Array Weather Radar and Early warning system to monitor
the environment and climate conditions which would be set up in the People's precinct,
and for the entire city. The Ministry of Economy, Trade and Industry (METI), Government
of Japan funded a feasibility study for the same, which was undertaken by Toshibha and
Deloitte. (MoU with Government of Japan, included in Exhibit 17,18, Annexure 4)
(D) New Energy and Industrial Technology Development (NEDO) scheme by
Government of Japan - INR 50 Cr. - Through a G2G cooperation, the Govt. of Japan is
currently considering the proposal towards a grant for the procurement of 25 hybrid fuel
buses.
4) PPP Projects - INR 122 Cr.

(A) Development of 3 retail centers is expected to be taken up on a PPP basis. Land
currently in the possession of CRDA would be provided to SPV, and further to the retail
centers as equity, to be taken up through a JDA. This will ensure that the CapEx of 24
Cr. is met by the Private player, apart from revenue that will accrue to the SPV during
operations.
(B) Construction and O&M of a Multi-level car park would be taken up on a PPP (BOT)
basis, with a private player who would provide a revenue share to the SPV. It is
proposed that 30% revenue share is provided by the private player to the SPV. The total
cost of the Car Park is estimated at 90Cr.
(C) Construction of Digital hoardings & VMS- construction and operations would be
undertaken by a Private player, who would share a significant amount of his revenues
with the SPV. The cost for 20 digital hoardings & VMS is estimated at 8 Cr.
(D) O&M Partner for Public bike sharing system - while the SPV would take the upfront
investment required for the cycles, docks and the terminals, the O&M for the cycles
would be met through a private player. The concessionaire would collect tariff for usage
as well as advertisement revenue to ensure the SLAs and standards of maintenance are
met, and cycling advocacy programs are undertaken. (Exhibit 32, Annexure 4)
5) Revenues to meet OpEx for SPV in short term and recover costs in long-term - INR
95.67 Cr.
Multiple revenue sources have been identified which would provide for the OpEx for the
overall development.
(A) Advertisement fees in buses, bus stops and digital hoardings - the infrastructure for
effective advertising would be set up immediately, which would provide increasing
revenues in the long-term, as population and traffic grow.
(B) Cess on user charges - an additional cess would be introduced to recover the
Operating expenditure for the Smart meters and other sensors implemented in the Water
supply network.
(C) Tariff from electric buses - the user charges from use of electric buses in the Area
development as well as in the pan-city would generate revenue, which would grow as
traffic increases.
(D) Parking fee - Fee from smart parking would provide revenues through dynamic
pricing and increased demand.
(E) Retail revenues - revenues from retail centers that would be jointly developed with
leading developers. SPV would develop additional such integrated mixed-use
developments, which could potentially generate immense revenue in the long term.
Page 79 of 92
■Amaravati being a greenfield capital with a larger development agenda, has an

independent financing plan, to meet the requirement of approx. Rs. 32,500 Cr. over the
next 4-5 years.
■One of the biggest achievements in the financing of the city includes the innovative
Land Pooling Scheme, resulting the Government procuring over 33,000 acres at minimal
cost without payment of a large upfront amount.
■The finance for the Infrastructure development is being arranged through various
sources, including:
(1) Multi-lateral loans
(2) Commercial loans
(3) PPP
(4) Grants from Central / State Govt.
(5) Innovative means of financing - bonds, lease rental discounting, Collective
Investment fund and so on.
■The primary funding mechanism for the above-mentioned financing modes would be
through strategic land monetization across the city, strong revenues through user
charges and taxes and grants from Central and State Govt. through various schemes for
the Capital city project.
■All these financing options are in advanced stages of disbursal, and a detailed funding
plan the same has also been worked out. The financing plan under this proposal is
in-line with the overall city funding strategy. Hence, APCRDA's financial plan would
provide for such additional options to ensure the finances as well as working capital
required for this proposal. A few of this is outlined below -
(1) Land monetization
APCRDA, through its immensely successful Land Pooling Scheme has provided with
APCRDA with over 6,000 acres of land that would be monetized based on a detailed
land monetization plan. In specific, there is over ~180 acres for monetization in the Area
in the People's precinct, and a substantial part of it would fund the elements under this
scheme.
(2) Commercial loans
Several financial institutions have expressed their interest towards providing loans
against provision of land as security. A few of these financial institutions include
HUDCO, Andhra Bank and Corporation Bank, to name a few. (MoUs signed included in
Exhibit 12, 13,14,15, Annexure 4).
(3) Multi-lateral loans
APCRDA and the Government of Andhra Pradesh is advanced stages of closing a loan
of $500m for development of "Amaravati Sustainable Capital City Development Project".
The loan is provided jointly by World Bank and AIIB (Asian Infrastructure Investment
Bank). In addition, other institutions such as JICA, JBIC, UK Export Fund, AFD and KfW
have also expressed interest in funding various projects. The loans that are procured
from Commercial loans, would be, over time re-financed to these strategic multi-lateral
funds. (Exhibit 17, 19, Annexure 4)
(4) Regular revenue streams
Being a greenfield city, there exist immense potential to create smart systems across all
sectors to ensure collection of user charges and other relevant taxes. Apart from the
traditional means, we have also identified innovative ideas based on in-depth studies of
municipal corporations across India and globally eg, vacant land tax, State government’s
share of stamp duty / VAT to APCRDA. As the development of the entire area is
completed, a steady state revenue from the retail and commercial centers, tariffs from
parking and transport would meet the OpEx required for the development, making it
replicable across the city in various Central parks, Regional as well as Town centres.
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)
Life time costs of overall proposal – Rs. 2,088.62 crores (1,874 Cr capex, 214.62 Cr.
opex)
Life time costs of ABD proposal - Rs. 1,570.15 crores ( 1,418.9 Cr capex, 151.25 Cr
opex)
Life time costs of pan-city proposal - Rs. 456.27 Crores (392.9 Cr capex, 63.3Cr. opex.)
Life-time admin costs - 62.2 Cr.
■ Area based development - total 1,570.15 Cr., capex - 1,418.9 Cr., Opex - 151.2 Cr.
→ Micro-climate management (A) Detailed Masterplanning - total 1.00 Cr., capex - 1.0
Cr.,(B) Preparation of Green building and sustainability norms - total 0.50 Cr., capex -
0.5 Cr., (C) Sensors and thermal radars to monitor environment data - total 288.23 Cr.,
capex - 268.3 Cr., Opex - 19.9 Cr. (D) Automated sprinkler system - total 86.85 Cr.,
capex - 75.0 Cr., Opex - 11.9 Cr.
→ Urban mobility with emphasis on TOD (A) 6 Cycle docks with 20 smart cycles at
each dock - total capex - 1.0 Cr., (B) 50 Electric buses - total 82.25 Cr., capex - 62.5
Cr., Opex - 19.8 Cr. (C) 12 bus stops incl. PIS and amenities - total 2.08 Cr., capex -
1.8 Cr., Opex - 0.3 Cr. (D) Pedestrian Walkways incl. smart street furniture - total
31.27 Cr., capex - 27.0 Cr., Opex - 4.3 Cr. (E) Smart street infrastructure incl.
pavement - total 30.83 Cr., capex - 26.0 Cr., Opex - 4.8 Cr. (F) Multi-level car park
with Smart parking and solar roof-top - total capex - 90.0 Cr., (G) Solar panels on
multilevel car park - total capex - 10.0 Cr.,
→ Blue-Green development (A) 50,000 sq.m of Bio- retention ponds - total 61.24 Cr.,
capex - 51.6 Cr., Opex - 9.6 Cr. (B) 1 bio-park with active recreational facilities - total
538.63 Cr., capex - 500.0 Cr., Opex - 38.6 Cr. (C) Canal front development - total
8.48 Cr., capex - 7.5 Cr., Opex - 1.0 Cr. (D) River front - total 97.11 Cr., capex - 80.0
Cr., Opex - 17.1 Cr.
→ Social inclusion & Economic development (A) Crafts Bazaar - total 4.38 Cr., capex -
4.0 Cr., Opex - 0.4 Cr. (B) City squares - total 5.39 Cr., capex - 5.0 Cr., Opex - 0.4
Cr. (C) 3 retail center of 20,000 sq.ft. each - total 24.00 Cr., capex - 24.0 Cr., (D) Wifi
router + Charging points + outdoor seating - powered by Solar power - total 8.50 Cr.,
capex - 8.0 Cr., Opex - 0.5 Cr. (E) Intelligent street lighting - total 60.71 Cr., capex -
55.0 Cr., Opex - 5.7 Cr.
→ Basic services (A) Smart CCTVs - total 13.59 Cr., capex - 11.3 Cr., Opex - 2.3 Cr.
(B) Smart drinking water taps at public spaces - total 1.36 Cr., capex - 1.2 Cr., Opex -
0.2 Cr. (C) Underground dustbins - total 11.31 Cr., capex - 10.0 Cr., Opex - 1.3 Cr.
(D) 1 Model PHC - total 1.56 Cr., capex - 1.2 Cr., Opex - 0.4 Cr. (E) Bio- toilets with
accessibility for differently abled - total 2.21 Cr., capex - 2.0 Cr., Opex - 0.2 Cr. (F)
Digital hoardings & VMS boards - total 8.00 Cr., capex - 8.0 Cr.,
→ Improved governance (A) Performance Management portal - total 2.19 Cr., capex -
2.0 Cr., Opex - 0.2 Cr. (B) People's precinct app including supporting infrastructure -
total 10.63 Cr., capex - 10.0 Cr., Opex - 0.6 Cr. (C) Command and Control center -
total 86.85 Cr., capex - 75.0 Cr., Opex - 11.9 Cr.
■ Pan City - total 456.27 Cr., capex - 392.9 Cr., Opex - 63.4 Cr.
(A) Smart light pole with LED lights, Solar panel and CCTV camera - total 254.25 Cr.,
capex - 220.0 Cr., Opex - 34.2 Cr
Page 81 of 92
(B) Smart electric buses with GPS - total 71.39 Cr., capex - 50.0 Cr., Opex - 21.4 Cr.
(C) Household smart meter connections - total 84.09 Cr., capex - 80.0 Cr., Opex - 4.1
Cr. (D) Commercial and industrial smart meters - total 6.31 Cr., capex - 6.0 Cr., Opex -
0.3 Cr. (E) Customer Survey - capex - 2.7 Cr., (F) Digitisation of distribution network -
total 11.87 Cr., capex - 10.5 Cr., Opex - 1.4 Cr. (G) Bulk Metering at each zone (DMA)
- total 15.77 Cr., capex - 15.0 Cr., Opex - 0.8 Cr. (H) SCADA - total 3.47 Cr., capex -
3.0 Cr., Opex - 0.5 Cr. (I) Mobile app, IVR, website, and database - total capex - 0.2
Cr., (K) Sensor loggers for Leak Detection - total 5.07 Cr., capex - 4.5 Cr., Opex - 0.6
Cr. (L) Flood Detection sensors - total 1.15 Cr., capex - 1.0 Cr., Opex - 0.1 Cr.
■ Other costs - total 62.21 Cr.
(A) PMC - total 54.35 Cr., (B) Management and Admin fee - total 7.85 Cr.
40. REVENUE AND PAY-BACK

How will the area based development and the pan-city smart solutions(s) of your city be financed? If
you plan to seek loans or issue bonds, what revenue sources will be used to pay back the loans ?
(max. 250 words)
The total cost of the Area based development is INR 1,570.2 Cr, Pan-city is 456.3 Cr.
and admin costs is 62.2 Cr.
→ CapEx will be recovered through the following modes:
■ Smart City Mission – INR 1000 cr
■ Central Government Schemes - INR 257.65 Cr.
■ Multi-lateral loans from World Bank, JICA - 325.15 Cr.
■ Commercial borrowing from HUDCO - INR 119.2 Cr.
■ NEDO from Govt. of Japan - INR 50 Cr.
■ PPP contribution - INR 122 Cr.
→ The following are the revenue sources identified:
■ Advertisement fees - INR 41.01 Cr (attaining over ~13.1 Cr. p.a. by Y5)
■ Cess on water user charges - INR 7.02 Cr (attaining ~2.97 Cr. p.a. by Y5)
■ Electric bus tariff - INR 41.14 Cr. (attaining ~12.37 Cr p.a. by Y5)
■ Revenue from PPP projects - retail and smart car parking - INR 3.17 Cr
■ Cess on Property taxes for designated area - INR 3.33 Cr (attaining ~1.1 Cr p.a by Y5)
■ PPP partners would cover O&M - resulting in zero OpEx to city goverment for Cycle
docks and Car parking
→ Cost recovery for the loans undertaken would be handled in this manner -
■ Commercial borrowings such as HUDCO would be refinanced to strategic long term
loans viz. World Bank and other multi-laterals as well as other innovative modes such
bonds and PPP.
■ Multi-lateral loans which have a long repayment schedule provides Amaravati the
required time for activation and creation of a strong economy. This would ensure the
right value is realized for the land that is monetized by CRDA for various developments.
■ In the long run, revenues in the form of user charges, property taxes and
advertisements would also provide SPV with a strong cashflow.
Page 82 of 92
41. RECOVERY OF O&M

What is your plan for covering the Operations & Maintenance costs for each of the
activities/components identified in Questions 31? (max. 1000 words)
■Area based development – total opex is INR 152.08 Cr over a 5 year period, annual at
Year 5 will be about INR 63.49 Cr.
• Annual Opex for the Thermal radars and climate sensors to cost 5.91 Cr, which would
be met from the overall city O&M budget. Similarly the opex for the automated sprinkler
system, amounting to 4.07 Cr. would also be met from this budget.
• Annual Opex of cycle docks would be taken care by the PPP partner, who would
recover the costs from user tariffs and advertisements. Similarly, the Multi-level car park
would also not have any OpEx to the SPV as it is would be under PPP.
• Annual opex of 50 electric buses would cost INR 6.78 Cr, with an additional 0.10 Cr. for
maintenance of bus stops, which would be met through user tariffs and advertisement
fee on buses and bus stops.
• Annual opex for the Pedestrian walkways, NMT and smart street infrastructure would
cost 2.90 Cr. can be met from the cess on Property tax, as the residents and occupants
would be direct beneficiaries of this development.
• The annual opex incurred for the bio-retention ponds, amounting to INR 2.84Cr. would
be met from the City O&M budget.
• The opex for the 250 acre bio-park would be met through advertisement revenue. The
annual opex amounts to 25.94 Cr., and additional revenue from F&B and so on would
also add to bridge any gap.
• The annual opex for the canal front and the river front totals to INR 4.87 Cr., which will
be met by the SPV.
• The annual opex for crafts bazaar, city square, retail centers and solar-powered
outdoor charging and seating facility and smart drinking water facilities would be met
through revenues from retail in the area. This opex amounts to 0.60 Cr annually.
• The opex for the smart street lighting, CCTVs taps would be met from the City O&M
costs - amounting to 4.08 Cr annually.
• The annual opex relating to healthcare and sanitation, viz. the dustbins, PHC and the
bio-toilets would be met by the City O&M, amounting to 0.73 Cr annually.
• The IT services including the performance portal and precinct app would be maintained
by the SPV for an annual cost of INR 0.26 Cr.
• The Command and control center would be maintained under the City O&M costs, of
about 4.07 annually.
■For pan city development, the total 5 year opex is 63.37 Cr., whereas the annual opex
is INR. 29.09Cr.
• Similar to the Intelligent street lamps in the area development, the smart street lights
and CCTVs in the pan city development would be operated and maintained under the
City O&M costs, which would cost 17.38 Cr.
• The Smart electric buses that ply across pan-city would cost 5.59 Cr p.a., which would
be met from user tariff.
• All the Opex from the Smart meters and digitization of the water network would be met
from a 10% cess on the user fee collected on water. This cost would INR 6.09 Cr. p.a.
• The opex arising from the flood detection sensors would cost INR 0.04 Cr would be
met from the City O&M funds.
Page 83 of 92
This overall Opex recovery is also depicted in Exhibit 18, Annexure 3.
■Summarizing the above OpEx against the revenue sources -

→ Internal revenue generation
1) Advertisement revenue - INR 13.11 Cr. p.a.
2) Cess on Property tax - INR 1.13 Cr. p.a.
3) Cess on user charge for water - INR 5.89 Cr. p.a.
4) Tariff for electric buses - INR 12.37 Cr. p.a.
→ External agencies
1) Retail revenue - INR 1.64 Cr.
2) Revenue from Smart Car parking - INR 0.02 Cr.
→ Revenue against the OpEx to be covered by Parastatal and city agencies
1) City O&M budget - INR 89.50 Cr.
2) O&M charges borne by SPV- INR 27.12 Cr.
■ Being a greenfield project, the internal revenues would be low in the beginning, but
would improve as the city population and traffic increases over the next 5-7 years. Given
the area's proximity to the Government complex and the Central Business district of
Amaravati, this would ensure very high growth rates.
■ The City O&M budget would be covered through user charges across various sectors,
property taxes, advertisement taxes and so on.
■ The O&M charges to be borne by the SPV, would be covered through a Smart city
escrow account by APCRDA. APCRDA would cover the OpEx requirements, which
would be financed through the overall city-level financing plan, which is primarily driven
on land monetization. In specific, a part of the land available in the People's precinct
area, ~180 acres is likely to cover this expense, in line with the overall land monetization
schedule.
■ Over a longer period of time, the SPV would sustain from the internal revenue sources
identified, which is in-line with the overall financing plan of Amaravati.
Page 84 of 92
42. FINANCIAL TIMELINE

What is the financial timeline for your smart city agenda? Describe the milestones and target dates
related to fund flows, payback commitments, etc. that must be adhered to for the proposal to achieve
the vision set out in Table 5 (question 31)? (max. 1 page: A4 size)
Please refer to Exhibit 16, Annexure 3 for details
1. 1. Formation of SPV and Initial Startup activities 1. Q1 | Year 1

Formation of 2. Stakeholder’s Equity Contribution 2. Q2 | Year 1
SPV and receipt 3. Stakeholder’s Matching Contribution 3. Q2 | Year 1
of grant from 4. First Installment of GoI Grant and Stakeholder’s matching 4. Q3 | Year 1
Smart City contribution
Mission 5. Last Installment of GoI Grant and Stakeholder’s matching 5. Q1 | Year 5
contribution
2. Multilaterals – 1. Appraisal followed by board approval 1. Q1 | Year 1

World Bank 2. Disbursal Receipt of 1st Installment (for city projects) 2. Q2 | Year 1
Loans (5 year 3. Execution of Technical Assistance Projects 3. Q3 | Year 1
moratorium) 4. Execution of PMC projects – 4. Q3 | Year 1
5. Last installment of World Bank 5. Q4 | Year 5
3. Central 1. DPR submission for Solar City Mission 1. Q 2 | Year 1

Government 2. Sanction and Receipt of Grant - Swachh Bharat and FAME 2. Q 2 | Year 1
Schemes 3. Sanction and Receipt of Funds under AMRUT 3. Q 3 | Year 1
4. Q 4 | Year 1
4. Private 1. Structuring PPP for Public bike sharing 1. Q2 | Year 1

Investment For 2. Structuring of Retail PPP and Multi-level car park PPP 2. Q3 | Year 1
PPP Projects 3. Selection of Private Partner – Public bike sharing 3. Q3 | Year 1
4. Selection of Private partner - Retail and Car parking 4. Q4 | Year 1
5. Grounding of works - Public bike sharing 5. Q2 | Year 2
6. Grounding of works - Retail and Car Parking 6. Q3 | Year 2
5. JICA and 1. Approvals and signing of agreement 1. Q1 | Year 2

NEDO schemes 2. Construction of Thermal radar project 2. Q3 | Year 2
3. Feasibility study by Japan manufacturer for NEDO scheme 3. Q2 | Year 1
4. Approval by NEDO scheme 4. Q3 | Year 1
5. Commencement of project 5. Q4 | Year 1
6. HUDCO loan 1. Submission of DPR 1. Q4 | Year 1

2. Approval and signing of loan agreement 2. Q1 | Year 2
3. Disbursal 3. Q2 | Year 2
Page 85 of 92
43. FALL-BACK PLAN

What is your plan for mitigating financial risk? Do you have any alternatives or fall-back plans if t he
financial assumptions do not hold? (max. 250 words)
1. Risk of delay in receiving funds from the state or the center:

- In case the funds from the state or the center is delayed, then high CapEx projects would
be moved to the next financial year, such as the bio-park development and streetscaping
works.
- Given the requirements of the components proposed, bridge financing options from
various commercial banks including Andhra Bank, Corporation Banks, Indian Bank will be
utilized to undertake the works immediately. MoUs have already been signed with these
banks for an overall amount of Rs. 12,000 Cr.
2. Failure to raise the funds from the Central Government Schemes

- The Infrastructure Consultant is working out the detailed DPRs that can be submitted
against these scheme.
- Allocation for these funds have already been made by the respective ministries to the
state, and the convergence will be ensured through coordination with the state
government
- Additional sources available to SPV include raising of loan from Commercial banks
(HUDCO, Indian Bank, Corporation bank, Andhra Bank), multi-lateral loans (World Bank,
JICA, AIIB) and bonds. These would be structured to be funded through land monetization
and long-term revenues of the city.
3. Failure to attract private players for PPP

- APCRDA has a strong framework, with the help of consultants to ensure that the market
feedback is well captured before rolling out tenders. Various consultations with top
developers, infrastructure firms and international organizations are undertaken on a
regular basis to ensure participation for PPP.
4. Low revenue from user charges and tariffs -

- Low revenues could threaten the financial viability and sustainability of the SPV.
- Campaigns would be undertaken to convince the people on the components of the
proposal, and why the additional cess is being introduced.
- If necessary, APCRDA will undertake land for monetization at an earlier date or transfer
the management to the SPV to ensure a healthy cash flow.
- Strong investor promotion activities including roadshows will be undertaken.
5. Cost escalation or delay in execution

Cost escalation and time delay is common in infrastructure projects. In order to ensure
that cost and time escalation is limited, SPV will be fully enabled and empowered with the
right global expertise. However, through additional land monetization and raising loans
from the market – that can be exercised.
Page 86 of 92
ANNEXURE 1
S. No Feature Definition
A smart city constantly adapts its strategies incorporating views of its

1. Citizen participation
citizens to bring maximum benefit for all. (Guideline 3.1.6)
A Smart City has a unique identity, which distinguishes it from all

other cities, based on some key aspect: its location or climate; its
leading industry, its cultural heritage, its local culture or cuisine, or
2. Identity and culture
other factors. This identity allows an easy answer to the question
"Why in this city and not somewhere else?" A Smart City celebrat es
and promotes its unique identity and culture. (Guideline 3.1.7)
A smart city has a robust and resilient economic base and growth
Economy and strategy that creates large-scale employment and increases
3.
employment opportunities for the majority of its citizens.
(Guideline 2.6 & 3.1.7 & 6.2)
A Smart City provides access to healthcare for all its citizens.

4. Healt h
(Guideline 2.5.10)
A Smart City offers schooling and educational opportunities for all

5. Education
children in the city (Guideline 2.5.10)
A Smart City has different kinds of land uses in the same places;
6. Mixed use such as offices, housing, and shops, clustered together.
(Guidelines 3.1.2 and 3.1.2)
A Smart City encourages development to be compact and dense,

where buildings are ideally within a 10-minute walk of public
7. Compactness transportation and are loc ated close together to form concent rated
neighborhoods and cent ers of activity around commerce and
services. (Guidelines 2.3 and 5.2)
A Smart City has sufficient and usable public open spaces, many of
which are green, that promote exercise and outdoor recreation for all
8. Open spaces 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)
Housing and A Smart City has sufficient housing for all income groups and
9.
inclusiveness promotes integration among social groups. (Guidelines 3.1.2)
A Smart City does not require an automobile to get around;

Transportation & distances are short, buildings are accessible from the sidewalk, and
10.
Mobility transit options are plentiful and attractive to people of all income
levels. (Guidelines 3.1.5 & 6.2)
A Smart City’s roads are designed equally for pedestrians, cyclists

and vehicles; and road safety and sidewalks are paramount to street
design. Traffic signals are sufficient and traffic rules are enforced.
11. Walkable Shops, restaurants, building entrances and trees line the sidewalk to
encourage walking and there is ample lighting so the pedestrian
feels safe day and night. (Guidelines 3.1.3 & 6.2)
A Smart City has a robust internet network allowing high-speed

12. IT connectivity
connections to all offices and dwellings as desired. (Guideline 6.2)
Page 87 of 92
A Smart City enables easy interaction (including through online and

Intelligent government telephone servic es) with its citizens, eliminating delays and
13.
services frustrations in interactions with government. (Guidelines 2.4.7 &
3.1.6 & 5.1.4 & 6.2)
A Smart City has reliable, 24/7 electricity supply with no delays in

14. Energy supply
requested hookups. (Guideline 2.4)
A Smart City has at least 10% of its electricity generated by

15. Energy source
renewables. (Guideline 6.2)
A Smart City has a reliable, 24/ 7 supply of wat er that meets national
16. Water supply
and global health standards. (Guidelines 2.4 & 6.2)
A Smart City has advanced water management programs, including

Waste water
17. wastewater recycling, smart meters, rainwater harvesting, and green
management
infrastructure to manage storm wat er runoff. (Guideline 6.2)
A Smart City treats all of its sewage to prevent the polluting of water
18. Water quality
bodies and aquifers. (Guideline 2.4)
A Smart City has air quality that always meets international safety
19. Air quality
standards. (Guideline 2.4.8)
A Smart City promotes state-of-the-art energy efficiency practices in

20. Energy efficiency
buildings, street lights, and transit systems. (Guideline 6.2)
Underground electric A Smart City has an underground electric wiring system to reduce
21.
wiring blackouts due to storms and eliminate unsightliness. (Guideline 6.2)
A Smart City has no open defecation, and a full supply of toilets

22.
Sanitation based on the population. (Guidelines 2.4.3 & 6.2)
A Smart City has a waste management system that removes

household and commercial garbage, and disposes of it in an
23. Waste management
environmentally and economically sound manner. (Guidelines 2.4. 3
& 6.2)
A Smart City has high levels of public safety, especially focused on

24. Safety women, children and the elderly; men and women of all ages feel
safe on the streets at all hours. (Guideline 6.2)
Page 88 of 92
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
1 Citizen Engagement Initiatives

✔
✔
3 Citizen Engagement and prioritization
✔
4 Amaravati People's Precinct Smart Concepts
✔
5 Amaravati People's Precinct masterplan
✔
6 People's precinct sustainability
✔
7 People's precinct micro-climate management
✔
✔
9 People's precinct Social inclusion
✔
10 People's precinct mobility features
✔
11 Place making in People's Precinct
✔
12 Smart street infrastructure in People's Precinct
✔
13 Pan City Smart Concepts
✔
14 Pan City Water Management System
✔
15 Stakeholder ecosystem for Smart City SPV
✔
16 Amaravati Smart City Implementation timelines (1/3)
✔
✔
✔
19 Costing, fund allocation and Cash inflows
✔
20 Cash outflows for CapEx and OpEx
✔
Page 90 of 92
ANNEXURE 4
(Supporting documents, such as government orders, council resolutions,
response to Question 33 may be annexed here)
S. No Particulars
Minutes of the High Powered Steering Committee (HPSC) for submission of Amaravati
1
Smart City Proposal ✔
APCRDA Authority Resolution to make Amaravati Smart and set up SPV for execution
2 ✔
3 Support Letter from CCDMC, Andhra Pradesh
✔
Support Letter from Police Department
4 ✔
Support Letter from APSRTC
5 ✔
6 Support Letter from NREDCAP
✔
7 Support Letter from APSPDCL
✔
8 GO No 256 on Technical Committee for blue plan
✔
9 Environmental Clearance for Establishing Greenfield Amaravati Capital City
✔
10 2nd Authority Meeting resolution 47/2017 on setting up Urban Arts Commission
✔
11 Institutional arrangement and Human Resource plan for SPV
✔
12 MoU with Andhra Bank to provide APCRDA project financing for upto Rs. 5000 Crore
✔
13 MoU with Corporation Bank to provide APCRDA project financing for upto Rs. 2000 Crore
✔
14 MoU with Indian Bank to provide APCRDA project financing for upto Rs. 5000 Crore
✔
15 MoU and GO with HUDCO to provide project finance to extent of Rs. 7500 Crore
✔
16 MoU with Guizhou Maritime Silkroad International Investment Corporation (GIIC) to
develop industries and Chinese investment in Capital Region ✔
17 Request of Cooperation Letter from Ministry of Economy, Trade and Industry, Japan
✔
18 MoC with Ministry of Economy, Trade and Industry (Japan) for acceleration of industry and
energy infrastructure in Andhra Pradesh
✔
19 Letter of Association with World Bank on Sustainable Capital City Development project
✔
20 Letter of Intent from Sumitomo to provide Smart IT infrastructure
✔
Page 91 of 92
21 Letter of support British Deputy High Commissioner

✔
22 Letter of support from France Embassy - on urban development, planning and project
management ✔
23 Letter of support from BSI - on the availability and use of (new) guidance and standards on
smart cities ✔
24 Letter of Interest from Microsoft for participating in Smart City initiatives
✔
Letter of Support from CISCO to provide Smart City solutions to Amaravati
25 ✔
Letter of Support from IBM for Amaravati Smart City Initiatives
26 ✔
Letter of Support from Pure Water Foundation for Amaravati Smart City initiatives
27 ✔
Letter of Support from Suez environment on Smart City offerings
28 ✔
Letter of TA wit IRG Systems South Asia Pvt. Ltd. to Urban Administrative Units in India to
29
submit the Proposals for Smart Cities Challenge ✔
MoU with National Highways Authority of India Development of outer ring road and other
30
NH projects passing through Amaravati Region ✔
Letter from L&T
31 ✔
MoU with All India Biking Federation on Public Bike Sharing system
32 ✔
MoU with Shaaporji Pallonji - Development of Water, Wastewater, Power and Road
33
Infrastructure ✔
MoU with Airport Authority of India - Airport Development in the Region
34 ✔
MoU with CII - Develop Amaravati as model Green & Smart City
35 ✔
MoU with APFCCI - SME, Trade and Development of Infrastructure
36 ✔
Letter of Intent from NMC for establishing medical facilities in Amaravati
37 ✔
Letter of Intent from VIT for establishing institute in Amaravati
38 ✔
Letter of Intent with Indo UK Institute of Health and APCRDA
39 ✔
MoU The Art of Living - Establishment of Spiritual Center, auditorium, organic farming
40
development facility in Amaravati ✔
Page 92 of 92
Amaravati Smart City Proposal Annexure 2
A B C D E F G H I J K
Feature Definition Scenario 1 (BASE) Scenario 2 Scenario 3 Scenario 4 (ADVANCED) Self-assessment of Basis for assessment and/or quantitative indicator Projection of 'where the city wants to be' with Input/Initiative that would move the city
the city (for Pan- (Optional - only if data exists) regard to the feature/indicator from its current status to Advanced status
City Solution) with (Scenario 4: Column G)
regard to each
feature
1 Citizen A smart city constantly shapes and changes The City begins identifies City undertakes citizen City conducts citizen City constantly conducts citizen Scenario 3 1) Multiple and sustained interaction with the general Living up to the vision of making it a truly People's - As city begins to take shape, create an
participation course of its strategies incorporating views of priorities and projects to pursue participation with some select engagement at city level and engagement with people at each public over the last couple of years to materialize the land Capital and building on its strong legacy of ecosystem of partners from the Government,
its citizen to bring maximum benefit for all. without consulting citizens. stakeholders. The findings are local area level with most Ward level to incorporate their pooling scheme involving citizens, Amaravati aspires to engage corporate sector, media, intelligentsia and
(Guideline 3.1.6) compiled and incorporated in some stakeholders and in most areas. views, and these shape priorities 2) In order to cover the entire citizen profile, approaches with all the residents going forward in all major common citizens to become a global role
projects or programs. Very few The findings are compiled and and development projects in the such as direct interaction during non farming hours policy and project level decisions and solutions, model in terms of participatory governance
major decisions are shared with incorporated in projects or city. Multiple means of programes on the electronic media, interactions at work both through offline and online channels - Create a platform to crowd source ideas
citizens until final projects are programs. communication and getting sites, grama sabhas, multi media video presentation, (Scenario 4) and problems citizens may have through app,
unveiled. feedback such, both face-to-face pamphlets etc. were adopted. portal, etc.
and online are utilised. The 3) CRDA had conducted census of 100,000 native
effectiveness of city governance population to capture core metrices like household size,
and service delivery is constantly occupation, education. This feeds in framing policies
enhanced on the basis of around things like skills training for the youth, old age
feedback from citizens. homes, etc
2 Identity and A Smart City has a unique identity, which There are few architectural Historic and cultural resources are Historic and cultural heritage Built, natural and intangible Scenario 2 Capital City and its adjoining areas have significant Bring out the unique identity of Amaravati as the - Iconic riverfront development along the
culture distinguishes it from all other cities, based on monuments, symbols, and preserved and utilised to some resources are preserved and heritage are preserved and potential to become major tourist destination – like most livable city in the country that is a melting banks of the Krishna river
some key aspect: its location or climate; its festivals that emphasise the extent but limited resources exist utilised and their surroundings utilised as anchors of the city. Krishna wildlife sanctuary, known for rare species of flora pot of best minds in India makling it one of the -Amaravati will leverage and preserved the
leading industry, its cultural heritage, its local unique character of the city. to manage and maintain the are well-maintained. Public Historical and cultural resources and fauna; one of the rarest eco-regions of the world; top 10 tourist destination in the country naturer features of the region including the
culture or cuisine, or other factors. This Built, natural and cultural immediate surroundings of the spaces, public buildings and are enahnced through various Suryalanka beach having crysal blue waters and ovrlooking leveraring its massive riverfront potential, both for 25 km + water front of the krishna river and
identity allows an easy answer to the question heritage is not preserved and heritage monuments. New amenities reflect the cultural mediums of expression. Public the Bay of Bengal – with capital city acting as the base for domestic and foreign travellers (Scenario 4) forest area.
"why in this city and not somewhere else?" A utilised or enhanced through buildinds and areas are created identity of the city; spaces, open spaces, amenities domestic and international travellers. - Create a vibrant and world class RED -
Smart City celebrates and promotes its unique physical, management and policy without much thought to how they and public buildings reflect local Retail, Entertainment and Dining - zone to
identity and culture. (Guideline 3.1.7) structures. reflect the identity and culture of identity and are widely used by attract visitors from local and outside
hte city. the public through festivals, - Create Amaravati guides and apps to help
events and activities. tourists navigate the city
Sc Economy and A smart city has a robust and resilient There are some job There is a range of job There are adequate job There are adequate Scenario 1 1.) Amaravati is in the heart of the agricultural belt in Amaravati to be a national economic hub which - Success in attracting few marquee anchor
employment economic base and growth strategy that opportiunities in the city but opportunities in the city for many opportunities for all sections of opportunities for jobs for all Krishna and Guntur will attract non-polluting high-value players to create a virtuous economic cycle
creates large-scale employment and increases they do not reach all sections of sections of the population. The city society. But skill availability sections of income groups and 2.) GDP of the city is ~3300 Crore (2014-15) with ~27% manufacturing and service industries creating 20 early on will go a long way in accomplishing
opportunities for the majority of its citizens. the population. There are a high attemps to integrate informal among residents can sometimes skill levels. Job-oriented skill coming from agriculture, employing ~70%of workforce lakh jobs over 25 years with a GDP of Rs. 1.5-2 the economic vision
(Guideline 2.6 & 3.1.7 & 6.2) number of jobs in the informal economic activities with formal be a challenge. training supported by the city lakh cr. These growth opportunities will be
sector without sufficient parts of the city and its economy. and by industry. Economic created through providing a business-friendly
facilities. activities are suited to and build environment and supporting upskilling of existing
on locational and other dwellers (Scenario 4)
advantages of the city.
4 Education A Smart City offers schooling and educational The city provides very limited City provides adequate primary City provides adequate primary City provides adequate and high- Scenario 3 1) According to 2013 Annual Survey of Education Report, Amaravati becomes a leader in providing quality 1) Utiliize amenity spaces fully to construct
opportunities for all children in the city educational facilities for its education facilities within easily and secondary education quality education facilities within Guntur's performance is better than average state education, right from primary to higher and schools
(Guideline 2.5.10) residents. There are some reachable distance of 15 minutes facilities within easily reachable easily reachable distance of 10 performance on student's ability to read, write, recognize university level education (Scenario 4) 2) Amaravati City to channel funds from CSR
schools but very limited walking for most residential areas distance for most residential minutes walking for all the numbers etc to municipal schools
compared to the demand. Many of the city. The city also provides areas of the city. Education residential areas of the city and 2) ~98% of all kids are enrolled between primary and upper 3) Adhere and stick to the 35 sq ft of area per
schools are in poor condition. some secondary education facilities are regularly assessed provides multiple options of primary student in the first schools that open up
facilities. through - databases of schools connecting with specialised 3) Teacher Student ratio is ~27-28 for Guntur and is better
including number of students, teaching and multi media than average for the State
attendance, teacher - student enabled education. Education
ratio, facilities available and facilities are regularly assessed
other factors. through database of schools
including number of students,
attendance, teacher-student
ratio, facilities available and
other factors.
Page 1 of 5
regard to each
feature
5 Health A Smart City provides access to healthcare for Healthcare is difficult for citizens The city provides some access to City provides adequate health City provides adequate health Scenario 2 1.) There are ~15 Sub-Centers in the City, as against the 1.) Amaravati aims to be a role model in its 1.) Start by creating 2 fully loaded PHCs to
all its citizens. (Guideline 2.5.10) to access - demand for healthcare for its residents but facilities within easily reachable facilities at easily accessible requirement of ~20 by IPHS proviosning of public primary and secondary improve the primary health care in the city in
healthcare often exceeds healthcare facilities are distance for all the residential distance and individual health 2.) There are 3 PHCs in the Capital City, 2 of which run health care the wake of expected increasing population
hospitals' ability to meet citizen overburdened and far from many areas and job centers of the city. monitoring systems for elderly 24*7; as against a normative requirement of 4 2.) Its mission is - adequate and affordable health 2.) Build a state of the art 30 bedded CHC
needs. residents. Access to preventive It has an emergency response and vulnerable citizens which are 3.) There is almost negligible private sector provisioning of services to the People’s Capital through public immediately and one more over the next
health care is only easily available system that connects with directly connected to hospitals to health care in the city; residents to the district hospital health supplemented through private couple of years to provide secondary care to
for some residents. ambulance services. prevent emergency health risks Guntur or NRI hospital at Mangalgiri for secondary and 3.) The city wants to meet all the IPHS norms with the people within the City
and to acquire specialised health tertiary treatment respect to public health care provisioning 3.) GoI's decision to build a 960 bedded AIIMS
advice with maximum (Scenario 4) in Mangalgiri will provide the speciality or
convenience. The city is able to territory health care to the people (Scenario
foresee likely potential disases 4)
and develop response systems
and preventive care.
6 Mixed use A Smart City has different kinds of land uses in The city has mostly separated In some parts of the city , there is a Most parts of the city have Every part of the city has a mix of Scenario 2 1) The area with 29 habitations comprising of 1.4 lakh 1) Development of the city as per the masterplan, 1) Mixed use development in the area
the same places; such as offices, housing, and uses and areas are focused either mixture of land uses that would housing, retail, and office uses. Everyone lives within a 15- population without any exceptions, which promotes mixed 2) Each township will have a school, health
shops, clustered together. (Guidelines 3.1.2 on residential, commercial, or allow someone to live, work, and buildings in close proximity. minute trip of office buildings, 2) The habitations have mixed land use and are reasonably use development. center and community facilities etc.
and 3.1.2) industrial, with little co-existance shop in close proximity. However, Some neighborhoods have light markets and shops, and even self sufficient 2) Encourage the development of walk - to - work 3) 9 theme cities and 27 neighborhoods being
of uses. The average resident in most areas, there are only small industrial uses within them (e.g., some industrial uses. Land use 3) Public transportation to large urban agglomerations is concept in new mixed use development (Scenario developed in the capital city that enable the
cannot walk to the closest retail stores with basic supplies auto repair, craft production). rules require or encourage available 4) city to walk to work, availability of markets
market or shops near his or her near housing. Most residents must Land use rules allow for mixed developers to incorporate a 4) Land use rules support mixed developments and shops over a 10 minute travel, access to
home. For almost everyone, drive or use public transportation uses. mixture of uses in their projects. high speed roads within 2 km
going to work or going shopping to access a shop for food and basic 4) Enforcement of zoning regulations
for basic needs requires a daily needs. Land use rules support promotes mixed use developments in
journey by automobile or bus of segretating housing, retail, and projects
more than 15 minutes. Land use office uses, but exceptions are
regulations prevent putting made when requested.
commercial or office locations in
residential neighborhoods and
vice versa.
7 Compact A Smart City encourages development to be The city is expanding rapidly at The city has one or two high The city has multiple high density The city is highly compact and #N/A Not applicable this is a greenfield development Amaravati will be a planned city with the goal of Sticking to the planned development in the
compact and dense, where buildings are its periphery into undeveloped density areas - such as the city clusters that are easy to walk dense, making the most of land commute time of 5 minutes to emergency first few major projects of the city will set the
located close to one another and are ideally land, rural or natural areas, or center, or historic areas, where around where buildings are close within the city. Buildings are facilities, 10 minutes to recreation and open stage for compact development going
within a 10-minute walk of public along industrial corridors - both buildings are concentrated together. However, the city clustered together, forming spaces and 15 minutes to work to ensure high forward
transportation, forming concentrated formally and informally. Formal together and where people can actively encourages walkable and inviting activity livability (Scenario 4) Fused grid and neighborhood concepts
neighborhoods. (Guidelines 2.3 and 5.2) new development is occuring in a walk easily from building to development to occur on under- centers and neighborhoods. greatly promote walking and ensure no
way that is "sprawling," meaning building and feel as though they utilized parcels of land into high- Regulations encourage or through traffic within residential areas. The
that the buildings spread across aare in center of activity. Most of density, walkable areas. When incentivize re-development of buildings are typically oriented towards the
wide area and are far from one the city consists of areas where new formal large-scale under-utilized land parcels in the interior roads
another. Residents or tenants buildings are spread out and development projects happen at city center. Buildings are Distributed affordable housing is promoted in
find it easier or safer to travel by
difficult to walk between, the periphery, they are oriented to the street - - and the neighborhoods
automobile because it takes a sometimes with low-density per encouraged to be dense and parking is kept to a minimum,
long time to walk between hectare. Regulations tend to favor compact, with buildings that are located below ground or at the
destinations and there are busy buildings that are separated from close together and line the back of buildings. Public
roads separating buildings. Large one another, with lots of parking at streets. The city actively transport and walking connects
pockets of land in the inner-city the base and set-back from the encourages or incentivizes re- residences to most jobs and
are vacant. New developments at streets. The city likely has some development of under-utilized amenities. Residential density is
the periphery tend to be large- pockets of under-utilized land in parcels in the inner-city, at an optimal with afforgable
scale residential developments, the center. New formal especially those located close to housing available in most areas.
often enclosed with a gate and developments at the periphery public transportation.
oriented to the automobile. tend to be large-scale residential
developments, often enclosed with
a gate and oriented to the
automobile.
8 Public open A Smart City has sufficient and usable public The city has very few usable A variety of public open spaces are Most areas of the city have some Public open spaces are well #N/A Not applicable this is a greenfield development 1) As a blue and green city, Amaravati will be an - Zero deviation from the land use proposed
spaces open spaces, many of which are green, that public open spaces and very few available in some neighborhoods, sort of public open space. There dispersed throughout the city. environmentally friendly city with over 25-30% in the masterplan will go a longway in
promote exercise and outdoor recreation for usable green spaces. Available but are not available in all the is some variety in the types of Every residential area and work area reserved for open spaces and recreation, ensuring city is able to offer enough open
all age groups. Public open spaces of a range recreational spaces are located areas of the city or are located far public spaces in the city. space has access to open space including parks, public facilities, waterways and space for its residents and maintain
of sizes are dispersed throughout the City so far away and are dispersed at away from residential areas Many However, public spaces are within 10 minutes walking ponds ecological sustainability.
all citizens can have access. (Guidelines 3.1.4 long distances around the city. of the open spaces have access sometimes not within easy reach distance. Open spaces are of 2) The city plans to protect and nurture its
& 6.2) The few available public open restrictions, or are not well- or access of more vulnerable various types - natural, green, protected green and fragile/sensitive water bodies
spaces offer a limited variety of maintained. A variety of types of populations and are more plazas, parks, or recreation areas that are part of the capital city.
experiences for all sections of public open spaces may be lacking, restricted in poorer - which serve various sections of (Scenario 4)
population and age groups such such as natural areas, green areas, neighbourhoods. people. Public spaces tend to
Page 2 of 5
regard to each
feature
9 Housing and A Smart City has sufficient housing for all Housing is very limited and highly Housing is available at most income Housing is available at all income A wide range of a housing is Scenario 2 Share of slum households in the city (Guntur city) is 33% 1) Enough affordable housing for every one , close 1) Per the APCRDA Act, 5% of land pooling
inclusiveness income groups and promotes integration segregated across income levels. levels but is highly segregated levels, but is segregated across available at all cost levels. The which is significantly higher than urban india average of to their work place. scheme area needs to be reserved for
among social groups. (Guidelines 3.1.2) Population growth far exceeds across income levels. Population income levels. The growth of supply of housing is growing at 17%. 2) 50-60% of all housing needs in the city will be affordable housing, cross state experience
the creation of new housing. The growth slightly exceeds the supply of housing almost meets pace with population. Afforable, from the blue colla workers, critical to provide suggest that reserving land goes a long way in
poor live in informal settlements creation of new housing. The the rate of population growth. moderate, and luxury housing enough housing stock for them (Scenario 4) the creation of sufficient affordable housing
with limited to no access to basic wealthy and the middle class have Increasingly, lower and middle- are found clustered together in stock.
services, and are concentrated in housing that meets their needs at income people can find housing many areas of the city 2) Additional FSI for projects doing affordable
a few areas. The wealthy live in costs appropriate to their income. in areas that are conveniently housing is a big incentive to move the needle.
separate enclaves. Those in the The poor live in informal located.
middle have few , if any options. settlements.
10 Transport A Smart City does not require an automobile Personal automobile centric city The street network system is Network of streets are fairly Street network is complete and Scenario 2 1689 buses operate in the capital region for the population Amaravati to have public transport accounting for 1) A new transport system is being planned,
to get around; distances are short, buildings with very few modal options. elaborate but public transport complete. Public transport follows a clear structure. Public of 5.8 million, making it ~30 buses per lakh population more than 60% of total no.of trips by 2035 and designed and developed based on Transit
are accessible from the sidewalk, and transit Long trip lengths for daily choices are restricted. Public covers most areas of the city. transportation network covers against a bench mark of 55 per one lakh population. 70% by 2050 (Scenario 4) Oriented Development (TOD) principles.
options are plentiful and attractive to people commute to work and education. transport can be too expensive or However last mile connectivity the entire city and intensity of 2) 145 KMs of integrated public transport
of all income levels. (Guidelines 3.1.5 & 6.2) Accessing various areas by unafforadable for the poor. remains incomplete and affects connection relates with the system is being designed to connect all the
walking or cycling is difficult. Pedestrian infrastructure is only transport options. Foot paths are demand. Plenty of options of proposed 27 town centres in Amaravati.
Women and vulnerable sections available in select areas. Tha accessible in most areas, public transport are available 3) 600 KMs of grid road netwrok pattern,
find it very difficult to move majority of investments focus on whereas concerns of safe and affordable for all sections of with well designed road hierarchy, has been
independently in the city. There reducing traffic congestion through crossings and security the society. There is multi-modal planned for Amaravati (Major arterial - 44;
is limited public transport. the creation of more roads. throughout the day remain. integration at all mass transit arterial - 107; su-srterial - 165; collector-274)
Vehicles cause high air and noise Parking zones are demarcated staions and organized-priced on
pollution levels in the city. but absence of pricing increases street and off street parking.
Vehicles dominate public spaces over utilization of parking lots. Walking and cycling is prevalent.
and affect their effective
functioning.
11 Walkable A Smart City’s roads are designed equally for The city is designed mainly for Older areas of the city see a mix of The city has a good network of The city is highly walkable. #NA Not applicable this is a greenfield development 1) 25-30% area reserved for open spaces and Well designed and continuously running
pedestrians, cyclists and vehicles; and road the automobile. Daily life pedestrians, cyclists, and vehicles pavements and bike lanes. Pavements exist on every street recreation, including parks, public facilities, streets, which are not encroached upon by
safety and sidewalks are paramount to street without a car requires long bus but newer areas are focused Buildings in most areas of the and are maintained. Trees line waterways and ponds. hawkers, slum dwellers, parking
design. Traffic signals are sufficient and traffic rides. Walking is difficult and mainly on the automobile. In the city are easily accessible from the many sidewalks to provide shade 2) These features will be available with in a 5-10
rules are enforced. Shops, restaurants, often dangerous; there are few new areas, there are few pavement. Howver, traffic for pedestrians. Buildings in most minute walking distance (Scenario 4)
building entrances and trees line the sidewalk pavements, existing pavements pavements and main entrances to signals are sometimes disobeyed areas of the city are easily
to encourage walking and there is ample need repair and lack trees to new buildings are not accesible and it can feel difficult to cross accessible from the sidewalk.
lighting so the pedestrian feels safe day and provide shade for pedestrians, from the front of the street. large the street. Traffic signals control the flow of
night. (Guidelines 3.1.3 & 6.2) and marked pedestrian crossings driveways or parking lots often automobiles and are enforced. A
are rare. New buildings have separating them from the street, network of bike lanes exists to
their main entrances set-back and sometimes are are enclosed by promote cycling as a means of
from the street, sometimes with gates. In these areas, traffic signals transport. Traffic rules are
large driveways or parking lots are disobeyed. followed and enforced with
separating them from the street, great seriousness.
and sometimes are are enclosed
by gates. Traffic signals are often
disobeyed
12 IT connectivity A Smart City has a robust internet network City has no major plans to bring The city has made plans to provide The city makes has high speed The city offers free wifi services Amaravati envisions to cover 100% of population with Hgh speed optic fibre network to be laid down - Seamless wi-fi connectivity throughout the
allowing high-speed connections to all offices increased high speed internet high speed internet connectivity internet connectivity available in to provide opportunity for all the public wifi network across the city using provision for Right of Government complex area and major
and dwellings as desired. (Guideline 6.2) connectivity to the public. through the existing framework. most parts of the city. citizens to connect with high Way(RoW) intersections
speed internet across the city. Scenario 2 Access points to be strategically chosen to give
reach to every resident
(Scenario 4)
13 ICT-enabled A Smart City enables easy interaction Essential Government services Some of the public services are Most of the services are All major services are provided CRDA shares major statutory documents on its website, eg: 1) Implement suite of e-governance solutions - Leverage ICT solutions like integrated data
government (including through online and telephone are not linked with online provided online and infrastructure provided online and offline. Data through online and offline development plan (DP), Annual Budgets, detailed Project across all citizen centric services to make across utilities, Geo enabled city operations
services services) with its citizens, eliminating delays platforms. Paper intensive for total digitalization is not in transparency helps monitoring. platforms. Citizens and officials Report (DPR), Information about clearances, expression of Amaravati one of the top 10 cities globally in for activities such as land management, tax
and frustrations in interactions with interactions with the local place. Service delays occur Systema and processes to better can access information on Interest (EOI) and tendering, recruitment related terms of ease of doing business. assessment, etc. to set up command and
government. (Guidelines 2.4.7 & 3.1.6 & 5.1.4 Government continues. Recieving regularly in some sectors. coordinate between various accounting and monitor status of information, RTI reports, E-News Letter, Contact 2) Amaravati website becomes the single source control center across all functions;
& 6.2) services and response to citizen Responses to citizen inquiries or Government agencies are being projects and programs through Scenario 3 Information, Elections details, Right to services and Citizen of information for all government related - Scale up these initiatives across the city to
complaints take a long time. complaints are often delayed. No developed. data available on online system. Charter. information, providing real time update on make Amaravati amongst top 10 ease of
There is limited availability of integration between services and Robust data infratsructure various projects and policy changes. doing business places globally
data to monitor service delivery. billing. system shares information and 3) Information flows through the department in a
enhances internal governmental seamless manner to avoid duplication and churn
coordination. (Scenario 4)
Page 3 of 5
regard to each
feature
14 Energy supply A Smart City has reliable, 24/7 electricity There is only intermittent Electricity supply and loads are Electricity is available in most Electricity is available 24 x 7 in all 1) AP is a power surplus state 1) Amaravati is able to provide 24*7 Assured 24X7 grid power from Vijayawada
supply with no delays in requested hookups. electricity supply with regular managed as per demand and parts of the city for most hours parts of the city with smart 2) 97% of households have electricity connections as uninterrupted power to all its residents. station to minimize disruptions in power
(Guildeline 2.4) power shedding. Many residents priority for various functions with of the day but some areas are metering linked to online opposed to 88.5% in overall rural areas of Guntur District. 2) There is 100% smart metering and grid in the supply.
have to plan their days around clear scheduling, with electricity not so well-served. Smart platforms for monitoring and city, together with 100% billing and collection
when power is available. being available in many areas for metering exists in some parts of transparency. efficiency (Scenario 4)
Scenario 3
most hours of the day. the city but not all.
15 Energy source A Smart City has at least 10% of its electricity The city does not have any The city is preparing plans for Some energy consumed is theAt least 10% of the energy used The city plan to have more than 20% power from 1) Living upto its USP of one of the most livable - Area to be made maximum solar city with
generated by renewables. (Guideline 6.2) renewable sources of energy and ensuring that it gets more energy city is produced through in the city is generated through renewable resources cities, Amaravati realises the aspiration of 20% >20% of energy needs getting fulfilled
there is no commitment to from renewable sources and is in renewable sources. There are
renewable sources. The city is energy generated from renewables. through solar
promote this for the forseeable the process of making long term targets for higher
undertaking long-term strategic 2) Adopt "Green Development" with measures
future. commitments in this regard. renewable energy capacities and
projects to tap renewable Scenario 2 such as Zero Discharge, renewable energy
the city is making plans tosources of energy in its etc.(Scenario 4)
achieve these. region/beyond to increase the
percentage of renewable energy
sources.
16 Water supply A Smart City has a reliable, 24/7 supply of The city has a poor water supply The city has intermittent water The city has 24 x 7 water supply The city has 24 x 7 treated water 1) For current population and setting (rural), there seems 1) 100% households have 24*7 availability of safe 1) Upgrade the water distribution network
water that meets national and global health system with limited water supply and availability. However it in most areas but the quality of supply which follows national to be enough water drinking water 2) Ensure everyone gets 150 LPCD in the
standards. (Guidelines 2.4 & 6.2) availability. There are no clear is setting targets and processes in water does not meet and global standards and also 2) 87% of households having tap connections. 2) Non revenue water (NRW) to be <10% seed/SDP area, right from Day one
targets to achieve higher quality place to try to improve its water international health standards. available in suffecient quantity 3) 97% of households have safe drinking water. equating the bench mark 2) From the start only go with DMA (District
and optimal quantity standards. supply. Unaccounted water loss is Unaccounted water loss is less and affordable across all sections Scenario 2 3) All major pipelines across the city to be fitted Meeting areas) to ensure water is
Unaccounted water loss is above less than 30%. than 20%. of the society. Unaccounted loss with sensors to detect any leakage or damage measured/tracked and delivered 24*7 to
40% less than 15%. (Scenario 4) every one in the city.
17 Water A Smart City has advanced water The city does not measure all its The city has meters for all its water The has meters for all its water The city has meters for all its 1) In typical indian villages, there is generally no water - 100% smart metering across all commercial and - 100% smart metering across all commercial
management management programs, including smart supply. It does not recycle waste supply but lacks mechanisms to supply with some smart water supply. It includes smart metering dometic establishments and dometic establishments; link all the data
meters, rain water harvesting, and green water to meet its requirements monitor. Water wasteage is very mechanisms to monitor. mechanisms to monitor 2) More than 50% unaccounted water in rural areas - Green building codes with provision for received via meters to a centralized
infrastructure to manage stormwater runoff. and rain water harvesting is not high. Some, but not much, Rainwater harvesting systems remotely. Rainwater harvesting 3) High level of illegal collections rainwater harvesting dashboard with SCADA
(Guideline 6.2) prevalent. Flooding often occurs rainwater harvesting exists. are installed and storm water is systems are installed and utilised - Storm water drains to cover 100% of the city -Enforce consumption based tariff to curb
due to storm water run-off. collected and stored in water through the city and storm water Scenario 1 (Scenario 4) excess consumption and wastage
bodies. However, recycling of is collected and stored in water - Ensure 100% of household and commercial
waste water and reusage of bodies and treated for usage. establishments have rain water harvesting
storm water is limited. Recycled waste water is supplied pits
for secondary uses.
18 Waste water A Smart City treats all of its sewage to prevent The city is unable to treat all its Most waste water is collected and All the waste water is collected The city has zero waste water 1) Collection and disposal of solid waste is done untreated, 1) Amaravati acheives the distinction of - Start by collecting and treating 100% of
management the polluting of water bodies and aquifers. sewage. Many local sewer lines treated before before disposal. and treated before before because all the waste water is which may be affecting the adjoining areas connecting 100% population with seweage system sewage generated in the first three nodes in
(Guideline 2.4) open on to water bodies and However the treated water does disposal. It is also treated to a collected, treated and recycled. 2) In Vijayawada city , only 40% of the area is connected 2) All of seweage is first treated before getting the Capital city
open ground and pollute the not meet standards and is not high standard and some is It meets standards an reduces with existing underground drainage (UGD) system, while disposed off (Scenario 4)
environment. recycled for secondary uses. recycled. the need for fresh water. 10% households in the city have access to sewerage
connection. In areas without UGD, santation is maintained
Scenario 1 through open drains and individual septic tanks
3) Open drains were designed to carry storm water and no
separation is provided for the sewerage and the storm
water
4) Not enough installed capacity to treat the total
sewerage
19 Air quality A Smart City has air quality that always meets City does not have plans, policies City has programs and projects to City has programs and projects The city has clean air by Vijayawada has mangable pollution level as far as Amaravati to offer good quality; air quality based From Day one, fewer incentives for car
international safety standards. (Guideline or programs to improve the air monitor air quality and spatialising to monitor air quality and international standards. Live Air poisionus, gases like sulpher and nitorzen dioxide are on central pollution control board ratings ownership - excellent pedestrain experience
2.4.8) quality. Systems to monitor air the data to ascertain reasons for spatialising the data to ascertain quality monitoring cover the concerned, while it has critical level of pollution on (Scenario 4) and high quality public transport. Eg: trains.
quality are absent. degrees of pollution in the air. A reasons for degrees of pollution entire city and data of air quality particulate matter 2) Promote clean sources of energy and zero
few strategies to decrease air in the air. Pollution levels are are mapped. tolerance for polluting industries
pollution have been implemented. acceptable.
Scenario 2
Page 4 of 5
regard to each
feature
20 Energy efficiency A Smart City government uses state-of-the-art City has no programs or controls The city promotes energy efficiency Most new public buildings install All the existing old and new Scenario 2 The city promotes energy efficiency and the energy - Achieve maximum savings on energy utilised Following projects proposed in local area
energy efficiency practices in buildings, street or incentive mechanisms to and some new buildings install energy effeciency systems and public buildings employ energy efficiency guidelines are part of zoning regulations and and controlled under public realm such as Street - LED street lighting to go from the current
lights, and transit systems. (Guideline 6.2) promote or support energy energy effeciency systems that some older buildings are also effeciency principles in development control rules lights, government buildings etc. level of 7% to 85%
effeciency in buildings track and monitor energy use and retrofitted to be more energy development and operation and The recently commissioned Interim Government Complex - Promote the use of energy efficient technologies - Use of dimmers for sodium vapor lamps
savings. efficient. Local government apply for energy rating by of 600,000 sq ft has adopted global standards for energy by putting in proper incentive structure (Scenario which cannot be replaced by LEDs
conducts counselling and national and international efficiency including tracking and monitoring of energy 4) - Provide Incentive to promote green
outreach with developer, forums. Many non-public consumption buidlings (extra FSI depending on the star
businesses and residents to buildings are also energy rating of the building)
adopt energy effeciency efficient because the
strategies government promotes energy
efficiency through incentices and
regulations.
21 Underground A Smart City has an underground electric City does not have plans for More than 40% of the city has More than 75% of the city has More than 90% of the city has Scenario 1 There is no underground wiring currently in the capital city All electric wiring in the city to be underground, 1) Shifting of current overhead wiring/HT
electric wiring wiring system to reduce blackouts due to underground electric wiring underground electric wiring underground electric wiring underground electric wiring clearing the clutter and makes it safe for the wires below the ground to start prepairing
storms and eliminate unsightliness. (Guideline system. system. system. system. residents (Scenario 4) the ground work for construction.
6.2) 2) Sticking to all electrical network beneath
the ground will ensure it is followed the
other parts of the city as well
22 Sanitation A Smart City has no open defecation, and a Many parts of the city do not Sanitation facilities are availabile to Sanitation facilities are available Sanitation facilities are available Scenario 1 1) ~40% of households use 0pen toilets 1) All housholds have in-house toilets 1) Amaravati leverages Swatchh Bharat
full supply of toilets based on the population. have access to sanitation 70% of the city's population. to 90% of the city's poopulation. to 100% of the city's population. 2) ~35% do not have drainage 2) There is Zero open defication (Scenario 4) Mission's funding to ensure that everyone
(Guidelines 2.4.3 & 6.2) infrastructure and facilities. 3) The capital city villages do not have any sewage facility. has access to toilets - personal or community
There is no diversion provided for the seweage or the to eliminate open defication.
septage generated from house hold and or directly 2) Adherence to global bench marks with
disposed in to the water bodies without treatment respect to maintaining public toilets in the
entire city for migrants, travellers etc.
23 Waste A Smart City has a waste management system Waste collection systems do not Waste generated is usually Waste is segretated, collected, The city reduces land fill caused Scenario 1 1) Currently there is no landfill site in operation in the Amaravati becomes the first city in the country to 1) 100% waste collection, re-use and recycle
management that removes household and commercial pick up waste on a frequent basis collected but not segregated. recycled and disposed in an by waste so that it is minimal. All entire capital region. The collector solid waste is dumped solve its Municipal Solid Waste (MSW) end to end - of waste thrpough segregation at source is
garbage, and disposes of it in an and waste often enters into Recycling is attempted by difficult environmentally sound manner. the solid waste generated is at villages on the fringes despite stiff opposition from the with 100% collection, treatment and disposal of being planned
environmentally and economically sound water bodies. to implement. seggregated at source and sent local residents waste in a scientific manner. (Sceanrio 4) 2) Invite private sector participation in
manner. (Guidelines 2.4.3 & 6.2) for recycling. Organic waste is 2) Lack of rural waste generation data generating energy from waste through cost
sent for composting to be used effective technologies
for gardening in the city. Energy
creation through waste is
considered.
24 Safety and A Smart City has high levels of public safety, The city has low levels of public The city has medium levels of The city has high levels of public The city has very high levels of Scenario 2 1) There are 136 policemen per one lakh of population in Saftey will be assured for all within assured 1) Neighbourhood concept driven saftey
security especially focused on women, children and safety - most groups of residents public safety - some more safety - all citizens including public safety - all residents feel the capital region; this is worse off when compare to 146 response time of under 10 minutes from local 2) Grid based road pattern adopted for
the elderly; men and women of all ages feel feel insecure during most parts of vulnerable groups feel insecure women, children and the elderly safe in all parts of the city during AP as a whole authorites (Sceanrio 4) efficient security operation
safe on the streets at all hours. (Guideline 6.2) the day in many parts of the city. during some points of the day and feel secure in most parts of the all hours of the day. 2) Saftey and security was voted as one of the top 5 must 3) Three State - of - The - Art centralised
in some parts of the city city during most time in the day. have features in the new city, at equal keel 24×7 electricity command and control centres being planned.
and water
Page 5 of 5
Annexure 3
Exhibit Title
3 Citizen Engagement and prioritization
4 Amaravati People's Precinct Smart Concepts
5 Amaravati People's Precinct masterplan
6 People's precinct sustainability
9 People's precinct Social inclusion
10 People's precinct mobility features
11 Place making in People's Precinct
12 Smart street infrastructure in People's Precinct
13 Pan City Smart Concepts
14 Pan City Water Management System
15 Stakeholder ecosystem for Smart City SPV
16 Amaravati Smart City Implementation timelines
17 Costing, fund allocation and Cash inflows
18 Cash outflows for CapEx and OpEx
19 Global partnerships forged by Amaravati
20 Consultants supporting Amaravati Project
21 Amaravati Concept Plan – Water management system
22 APCRDA dashboard and service delivery channels

Exhibit 1: Citizen Engagement Initiatives
Amaravati Smart City Proposal | 1

Exhibit 2: Citizen Engagement Initiatives

Exhibit 3: Citizen’s Engagement and Prioritization
Round 3 citizens engagement and prioritization

Round 2 public consultations and
prioritization Social Media Engagement Citizen Engagement Stakeholder Engagement
▪ Post reach – ▪ Public consultations since ▪ 3 Consultations with

36L users Conception – 1,000 Mentoring
▪ Followers –
▪ Women empowerment organizations
43,000
workshops - 10 ▪ Discussions with
▪ Likes +
MLAs and local para
Comments – ▪ SMS Outreach program to >
1,00,000 citizens statal bodies
1.7L
▪ Digital communication ▪ Discussions with
▪ Reach – across 8 newspapers, 2 Developer community
4.10 L radio station and 8 TV
▪ Followers – channels
3,100
▪ Individual sessions with
economically backward
▪ Subscribers – sections
3,200
▪ Video Views –
▪
238,000
Comments –
FIBER NET TRANSPORTATION
CCTV SURVEILLANCE
PARKING LOTS
MOBILITY CLEANLINESS
INTERNET
7,300
▪ Likes – DRINKING WATER
DRAINAGE SYSTEM FLOOD MANAGEMENT
2,100 SANITATION COMMUNITY PARKS
POWER SUPPLY STREET LIGHTING

Exhibit 4: Amaravati’s People’s Precinct – Smart Concepts

Exhibit 5: Amaravati People’s Precinct Masterplan

Exhibit 6: People’s Precinct Sustainability

Exhibit 7: People’s Precinct Micro Climate Management

Exhibit 8: People’s Precinct Micro Climate Management

Exhibit 9: People’s Precinct Social Inclusion

Exhibit 10: People’s Precinct Mobility Features

Exhibit 11: Placemaking in People’s Precinct

Exhibit 12: Smart Street Infrastructure in People’s Precinct

Exhibit 13: Pan City Smart Concepts
Smart Water Management Smart Light Poles E-buses

▪ The proposal covers ▪ 2,000 state of the art light ▪ Environment friendly e-
installing poles buses to be deployed very
– Smart meters – Solar panel mounted to quickly
– Sensor Loggers for leak reduce energy ▪ Buses have a capacity of 75
detection consumption passengers
– Real time data capture – LED lamps ▪ Low floor buses to provide
– Predictive analytics – CCTV cameras at key better access to elderly an
– Waste-water treatment intersections differently abled people
plant

Exhibit 14: PAN City Water Management System
Amaravati Command and Control

Water treatment plant of max capacity of
Center: Real time data and analysis on
~700 MLD at Krishnayapalem,
water usage, water availability patterns
and accurate forecasting helps in Venkatapuram
supply planning
1 Flood water
Krishna River
reservoir
3 4 5
Prakasam Barrage Water storage &
Reservoirs purification
2 Dam monitoring:
Bulk meter: Real time
Improved efficiency
monitoring of water
GIS Mapping and Leak detection and effectiveness;
followed by water audit
modeling of water system: Reduce thefts Higher utilization
Distribution Assets and and non- revenue
Network losses
Smart Reservoir:
Sensor identify leaks and
Amarvati Distribution overflow of water Pump House
network of ~1,500 kms
9 8 To water mains
6 7
Water SCADA: Remotely

Elevated service
Monitor and manage water
reservoir
supply and sewage
system
Creation of sumps Sell treated water to
Smart Meter: reduce non- across all housing Industry and
revenue water, real time societies Construction 10 Irrigation
10
monitoring of water usage, use
consumer behavior change, Industrial use
enable telescopic tariff
Rootzone technology
11 across 1300mm patch
Water meter
11 Rain water harvesting tank
Domestic use
SCADA in sewer line infrastructure: 12
Identify flows, leakages and reduce
effluents

Exhibit 15: Stakeholder ecosystem of Smart City SPV
PEOPLE’S ELECTED APCRDA / Amaravati city council *

REPRESENTATIVES- MPs,
MLAs, MLCs.
STATE GOVT. AGENCIES-
 Provide guidance on
SPV for Amaravati Smart City - APSRTC, APSPDCL etc.
governance and public
 Provide guidance on
policy
governance and public
 Provide support in project GOVERNING BOARD (8-10 members) policy
implementation • Mayor  Provide support in
 Communicate needs of • Collector • Minister, MA& UD project implementation
citizens to the SPV • APCRDA/City council Commissioner • Spl. Chief Secretary , Fin
• Divisional Commissioner Etc. • 2 Independent Experts
• CEO
PARTNERS & VENDORS

Executive Board  Project Execution and
HAND_HOLDING revenue sharing with
ORGANISATIONS – SPV (PPP)
Multi/Bi – Laterals  O&M Partners
 Provide loans and grants  Technology partnerships
 Provide technical support CEO for resource
 World Bank, ADB, JICA management
 CISCO, SUEZ
CONSULTANTS
FINANCIERS
Strategic & Program Advisors  Participate in providing
 Support planning and funding for development
implementation of Smart City HoD, HoD, Chief Engg, Chief Engg, HoD, of capital city
solutions Procurement Planning Transport Water Finance  HUDCO, LIC, EPFO etc.
 Mckinsey, Surbana, Dentsu

Exhibit 16: Amaravati Smart City Implementation Timeline (1/3)
2017 2018 2019 2020 2021 2022
A ctivity D eliverables 07 08 09 10 11 12 01 02 03 04 05 06 07 08 09 10 11 12 01 02 03 04 05 06 07 08 09 10 11 12 01 02 03 04 05 06 07 08 09 10 11 12 01 02 03 04 05 06 07 08 09 10 11 12 01
Setting up SP V and Strengthening Institutio nal Setup
Setting-up of SPV
Recruitment of key staff 1
Development of overall vision and goals 1
M onitoring of all projects 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
A rea B ased P ro po sal T imelines

M icro -climate M anagement
M aster planning Concept design update 1 1
Preparation of detailed M asterplan, Urban design and Landscape design plans 1 1 1 1 1 1
Smart interventio n Senso rs and thermal radars
Identification of locations 1 1 1
Procurement 1 1
Setting up of related infrastructure- Phase-1 1 1
Phase-2 1 1
Smart interventio n A uto mated sprinkler System
Detailed design 1 1 1
Procurement 1 1 1 1 1 1 1 1
Phase I 1 1 1
Phase II 1 1 1 1 1
Urban M o bility with T OD
NM T 6 C ycle do cks with 20 smart cycles at each do ck
Identification of locations and designs 1 1 1
Procurement 1 1 1 1 1 1 1 1 1
Phase I 1 1 1 1
Phase II 1 1 1 1 1 1 1
T ranspo r-tatio n Electric buses, B us sto ps with P IS
Procurement of buses 1 1 1 1 1 1
Construction of bus stops: Phase I 1 1 1 1 1 1 1 1
Construction: Charging Infrastructure for Electric buses 1 1 1 1
NM T P edestrian Walkways incl. smart street furniture viz. perfo rated
walkways, pavement lighting and tactile paving
Procurement 1 1 1 1 1 1 1
Phase I 1 1 1 1 1 1
Phase II 1 1 1 1 1 1 1
Street-scaping Smart street infrastructure incl. pavement
Detailed design 1 1 1 1
Procurement 1 1 1 1 1
Construction 1 1 1 1 1 1
P arking M ulti-level smart car parking
Detailed design 1 1
Procurement 1 1
B lue Green
50,000 sq.m o f B io - retentio n po nds
Detailed design 1 1
Procurement 1 1
Construction 1 1 1 1 1 1 1 1 1 1 1 1
B io park
Construction 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
R iver fro nt D evelo pment - 1km
Detailed design 1 1
Procurement 1
C anal D evelo pment
Detailed design 1 1 1 1 1 1
Procurement 1 1 1 1 1 1
Construction 1 1 1 1 1 1 1 1 1 1 1 1

2017 2018 2019 2020 2021 2022
So cial Inclusio n and Eco no mic D evelo pment
A ctivity centers C rafts B azaar
Detailed design along with other city squares 1 1 1 1 1 1 1
Procurement 1 1 1
Vibrant P ublic C ity Square
spaces
Detailed design 1 1 1 1 1 1 1
Procurement 1 1 1 1 1 1 1
Construction 1 1 1 1 1 1 1 1 1 1 1 1
A ctivity centers 3 retail center o f 20,000 sq.ft. each
Procurement 1 1 1 1 1 1
Construction- Phase-1 1 1 1 1 1 1 1 1 1 1 1 1
Construction- Phase-2 1 1 1 1 1 1
Smart Wifi ro uter + C harging po ints + o utdo o r seating - po wered by So lar
Interventio ns po wer
Identification and Detailed design 1 1 1 1
Procurement 1 1 1 1
Installation 1 1 1 1 1 1 1 1 1 1 1 1
B asic Services
Smart street infra- Intelligent street lighting alo ng 50m and 24m ro ads
structure
Detailed design 1 1
Procurement 1 1 1 1
Installation: Phase I 1 1 1 1 1 1
Utilities C C T Vs
Procurement 1 1 1 1
Installation: Phase I 1 1 1 1 1 1
Utilities Smart drinking water taps at every bus sto p and public spaces
Identification of locations and designs 1 1 1 1
Procurement 1 1
Installation 1 1 1 1 1 1
Utilities Undergro und dustbins every 0.25 km alo ng the ro ads
Procurement 1 1
H ealthcare 1 M o del P H C with <10 mins emergency respo nse time
Detailed design 1 1
Procurement 1 1
Construction 1 1 1 1 1 1 1 1 1 1 1 1
Sanitatio n B io - to ilets with accessibility fo r differently abled
Procurement 1 1
A dvertise-ments D igital ho arding bo ards
Procurement 1 1
Impro ved Go vernance
IT services P erfo rmance M anagement po rtal
Procurement 1 1
App Development 1 1
IT services P eo ple's precinct app including suppo rting infrastructure
Detailed design 1 1 1 1 1
Procurement 1 1
App Development 1 1 1 1 1
IT services C o mmand and C o ntro l C entres
Procurement 1 1 1
Construction: Phase I 1 1 1 1 1

2017 2018 2019 2020 2021 2022
P an C ity P ro po sal
Smart light po le Smart light po le with LED lights
Identification and design 1 1
Procurement 1 1 1 1 1 1 1 1 1 1
Installation: Phase I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
C C T V C ameras
Procurement 1 1 1 1 1 1 1 1 1 1 1
Installation: Phase I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
M o bility Smart electric buses with GP S
Procurement of buses 1 1 1 1
Construction: Charging Infrastructure for Electric buses 1 1 1 1 1 1
Water supply Smart meter co nnectio ns
Detailed design 1 1 1 1 1 1 1 1
F o r co mmercial buildings
Installation 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
F o r ho useho lds
Installation 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Water supply C usto mer Survey & C o nsumer A wareness
Plan/Design the survey /Awareness 1 1 1
Implementation 1 1 1 1 1 1
Water supply D igitisatio n o f distributio n netwo rk
Water supply Identification and design 1 1
Procurement 1 1 1 1
Installation 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Water supply B ulk M etering at each zo ne (D M A )
Procurement 1 1 1 1
Installation 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Water supply SC A D A
Procurement 1 1 1
Water supply M o bile app, IVR , website, and database
Procurement 1 1 1 1
App Development 1 1 1 1 1 1
Water supply Senso r lo ggers fo r Leak D etectio n
Identification of location and design 1 1 1
Procurement 1 1 1
Installation 1 1 1 1 1 1 1 1 1 1 1 1
Water supply F lo o d D etectio n senso rs
Identification of location and design 1 1
Procurement 1 1

Exhibit 17: Costing, fund allocation and cash inflows
COSTING AND ALLOCATION Year Year Year Year Year Year Year Year Year Year
Fund from Convergence CASH INFLOW TOTAL
Strategy Project class Component Total Smart city with other Costing rationale Financing rationale 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Mission funds
Micro-climate Grants and Schemes
Lumpsum estimate from
Masterplanning Detailed Masterplanning 1.00 0.00 World Bank EAP 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00
1.00 consultant NSM Smart City fund from GoI 500.00
Preparation of Green building and sustainability norms, Lumpsum estimate from 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00
Masterplanning 0.50 0.00 World Bank EAP NSM Smart City fund from GoAP 500.00
including rainwater harvesting 0.50 consultant
Sensors and thermal radars to monitor environment data Proposal from Toshiba- Central Govt. Schemes Swacch Bharat - dustbins 10.00 - - - - 10.00 - - - - -
Smart intervention 268.30 0.00 268.30 JICA loan
to monitor and stabilise micro-climate Deloitte Central Govt. Schemes Swacch Bharat - biotoilets 2.00 2.00 - - - - - - - - -
Proposal from vendor per
Smart intervention Automated sprinkler system for Urban irrigation 75.00 75.00 Central Govt. Schemes FAME - ABD e-Buses 62.50 - - - 62.50 - - - - - -
sq.ft.
Urban mobility with emphasis on TOD Central Govt. Schemes AMRUT - River front 80.00 - 80.00 - - - - - - - -
NMT 6 Cycle docks with 20 smart cycles at each dock 1.01 1.01 Proposal from AIBF - 25.82 25.82 - - - - - - -
Central Govt. Schemes AMRUT - Bio retention ponds 51.65
Based on proposal from
Transportation 50 Electric buses 62.50 0.00 62.50 FAME - - 7.50 7.50 7.50 7.50 - - - -
Toyota Motors Central Govt. Schemes Solar City Misson - for Pan city streetlights 30.00
Transportation 12 bus stops incl. PIS and amenities 1.80 1.80 Estimate from vendor - - - - - 7.50 - - - -
Central Govt. Schemes Solar City Misson - for ABD streetlights 7.50
Pedestrian Walkways incl. smart street furniture viz.
NMT 27.00 27.00 24m and 16m roads Solar City Misson - for Solar powered - - - - 2.00 2.00 - - - -
perforated walkways, pavement lighting and tactile paving
Central Govt. Schemes charging points, wifi points 4.00
Streetscaping Smart street infrastructure incl. pavement 26.00 26.00 Engg. estimate
Central Govt. Schemes Solar city Mission - for City car parking 10.00 - - - 10.00 - - - - - -
90 Cr. on PPP basis,
Parking Multi-level car park with Smart parking and solar roof-top 100.00 0.00 100.00 FSI = 3, 2 acre car park 10 Cr from Solar City Loans
Mission Multi-lateral loan JICA loan 268.30 - - 268.30 - - - - - - -
Blue-Green
EAP World Bank TA - detailed
Blue-Green 50,000 sq.m of Bio- retention ponds 51.65 0.00 51.65 Storm water expert AMRUT Multi-lateral loan 1.00 1.00 - - - - - - - - -
masterplanning
1 bio-park with local plant species and active recreational
Blue-Green 500.00 500.00 750 / sq.ft for landscaping
facilities Multi-lateral loan EAP World Bank TA - Green building norms 0.50 0.50 - - - - - - - - -
Blue-Green Canal front development 7.50 7.50 15 lakh per km per side
Blue-Green River front 80.00 0.00 80.00 500 / sq.ft. for 200m width AMRUT Multi-lateral loan EAP World Bank TA - PMC 54.35 - 6.04 6.04 6.04 6.04 6.04 6.04 6.04 6.04 6.04
Social inclusion & ED Domestic loan HUDCO - Pan city smart water system 119.20 - - 8.25 11.45 6.00 31.17 31.17 31.17 - -
Activity centers Crafts Bazaar 4.00 4.00 200 / sq.ft. Revenues from retail
Multi-lateral scheme NEDO - Govt. of Japan 50.00 - 50.00 - - - - - - - -
2 squares of 2.5 acres each,
Vibrant Public spaces City squares 5.00 5.00
at 400 / sq.ft. Multi-lateral loan EAP World Bank - Flood sensors 1.00 - 0.50 0.50 - - - - - - -
Buildings of FSI=2.5, at Rs. PPP
Activity centers 3 retail center of 20,000 sq.ft. each 24.00 0.00 24.00 PPP, by SPV
3,000 / sq.ft.
Wifi router + Charging points + outdoor seating - powered Partial funding from Contribution from PPP CapEx for setting up Retail 24.00 - - - 8.00 8.00 8.00 - - - -
Vibrant Public spaces 8.00 4.00 4.00 Vendor estimate
by Solar power Solar City Mission Contribution from PPP CapEx for Multi-level Car park 90.00 - - - 30.00 30.00 30.00 - - - -
Basic services
Smart street Intelligent street lighting along 50m and 24m roads 25 per km in 24m and 50m Partial funding from Contribution from PPP Setting up Digital hoarding 8.00 - - - - 8.00 - - - - -
55.00 47.50 7.5
infrastructure powered by Solar power RoW roads Solar City Mission TOTA
One every 200m in 24m and 1,874.00
Utilities CCTVs at every 200m along 50m and 24m roads 11.25 11.25 L
50m RoW roads
Smart drinking water taps at every bus stop and public REVENUE FOR SPV Projects
Utilities 1.20 1.20 Expert estimate
spaces
25 per km in 24m and 50m User Charges
Utilities Underground dustbins every 0.25 km along the roads 10.00 0.00 10.00 Swacch Bharat
RoW roads
Healthcare 1 Model PHC with <10 mins emergency response time 1.20 1.20 Health dept. estimate Advertisement fee Advertisements in buses 11.77 - - 0.95 0.98 1.52 1.57 1.61 1.66 1.71 1.76
Sanitation Bio- toilets with accessibility for differently abled 2.00 0.00 2.00 Engg. estimate Swacch Bharat
Advertisement fee Bus stops 11.77 - - 0.95 0.98 1.52 1.57 1.61 1.66 1.71 1.76
Advertisements Digital hoarding boards 8.00 0.00 8.00 Vendor quote PPP; no Opex
Improved governance Advertisement fee Revenue share from Digital hoarding 17.47 - - - - 2.70 2.78 2.87 2.95 3.04 3.13
IT services Performance Management portal 2.00 2.00 Vendor quote - - - - 0.08 0.35 0.35 0.36 2.92 2.97
User charges User charges from Water 7.02
IT services People's precinct app including supporting infrastructure 10.00 10.00 Vendor quote
IT services Command and Control center 75.00 75.00 Engg. estimate User charges Tariff from Electric buses 41.14 - - 2.54 2.58 5.78 5.87 5.96 6.05 6.14 6.23
TOTAL 1,418.90 799.46 619.45 Revenue from PPP projects
Pan City
Smart light pole with LED lights, Solar panel and CCTV Partial funding from Multi-level car park
220.00 190.00 - - - - 0.01 0.01 0.01 0.01 0.01 0.01
Smart light pole camera 30.00 Vendor estimate Solar City Mission with Smart parking 0.07
Mobility Smart electric buses with GPS 50.00 0.00 50.00 Vendor estimate NEDO Activity centers 3 retail center of 20,000 sq.ft. each - - - - - - 0.71 0.75 0.80 0.84
3.10
Water supply Household smart meter connections 80.00 0.00 80.00 Vendor estimate HUDCO loan
Water supply Commercial and industrial smart meters 6.00 0.00 6.00 Vendor estimate HUDCO loan Taxes
Water supply Customer Survey 2.69 2.69 Vendor estimate Cess on Property taxes - 10% on Property
Cess 0.07 0.13 0.19 0.25 0.30 0.36 0.42 0.48 0.54 0.59
Water supply Digitisation of distribution network 10.50 0.00 10.50 Vendor estimate HUDCO loan taxes in the area 3.33
Water supply Bulk Metering at each zone (DMA) 15.00 0.00 15.00 Vendor estimate HUDCO loan 0.07 0.13 4.64 4.79 11.92 12.50 13.54 13.92 16.87 17.30
TOTAL REVENUE 95.67
Water supply SCADA 3.00 0.00 3.00 Vendor estimate HUDCO loan
Water supply Mobile app, IVR, website, and database 0.20 0.00 0.20 Vendor estimate HUDCO loan
Water supply Sensor loggers for Leak Detection 4.50 0.00 4.50 Vendor estimate HUDCO loan TOTAL OPEX 214.62 - 0.02 4.59 9.42 17.60 18.72 29.46 42.58 45.78 46.46
Water supply Flood Detection sensors 1.00 0.00 1.00 Vendor estimate World Bank EAP - 0.02 2.05 6.82 14.79 15.61 17.93 30.88 31.34 31.81
Area Based Development 151.25
TOTAL 392.89 192.69 200.20
Pan city development 63.37 - - 2.54 2.60 2.80 3.11 11.53 11.70 14.44 14.65
Other costs
PMC 54.35 54.35 World Bank EAP CITY O&M 97.54 - - - 4.10 7.97 8.38 18.85 19.13 19.41 19.70
Management and Admin fee 7.85 7.85 -0.07 -0.11 -0.05 0.53 -2.29 -2.17 -2.93 9.54 9.50 9.46
TOTAL 62.21 7.85 54.35 SPV OPEX CASHFLOW 21.41
TOTAL CAPEX 1,874.00 1,000.00 874.00 Funding from CRDA Smart city esrow account - - - 0.53 - - - 9.54 9.50 9.46

Exhibit 18: Cash-outflows for CapEx and OpEx.
OVERALL CAPEX OPEX
Project requirements
Year Year Year Year Year Year Year Year Year Year Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Total Total
Project class Component Total 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 OpEx met by
CapEx OpEx
Masterplanning Detailed Masterplanning 1.00 2.00 - - - - - - - - - 1.00 - - - - - - - - - 1.00 - - - - - - - - - - - -
Preparation of Green building and sustainability

Masterplanning 0.50 1.00 - - - - - - - - - 0.50 - - - - - - - - - 0.50 - - - - - - - - - - - -
norms, including rainwater harvesting
Sensors and thermal radars to monitor
Smart intervention environment data to monitor and stabilise micro- 268.30 - - 268.30 2.72 2.76 2.80 2.85 2.89 2.93 2.98 - - 268.30 - - - - - - - 268.30 - - - 2.72 2.76 2.80 2.85 2.89 2.93 2.98 19.93 City O&M
climate
Smart intervention Automated sprinkler system for Urban irrigation 75.00 - - - 75.00 1.90 1.93 1.96 1.99 2.02 2.05 - - - 75.00 - - - - - - 75.00 - - - - 1.90 1.93 1.96 1.99 2.02 2.05 11.85 City O&M
NMT 6 Cycle docks with 20 smart cycles at each dock 1.01 - - 0.34 0.34 0.34 - - - - - - - 0.34 0.34 0.34 - - - - - 1.01 - - - - - - - - - - - PPP
Transportation 50 Electric buses 62.50 - - - 62.50 3.17 3.22 3.27 3.32 3.36 3.41 - - - 62.50 - - - - - - 62.50 - - - - 3.17 3.22 3.27 3.32 3.36 3.41 19.75 Tariff
Transportation 12 bus stops incl. PIS and amenities 1.80 - - 0.90 0.90 0.05 0.05 0.05 0.05 0.05 0.05 - - 0.90 0.90 - - - - - - 1.80 - - - - 0.05 0.05 0.05 0.05 0.05 0.05 0.28 Ads
Pedestrian Walkways incl. smart street furniture
NMT viz. perforated walkways, pavement lighting and 27.00 - - 13.50 13.50 0.69 0.70 0.71 0.72 0.73 0.74 - - 13.50 13.50 - - - - - - 27.00 - - - - 0.69 0.70 0.71 0.72 0.73 0.74 4.27 Cess on P.T.
tactile paving
Streetscaping Smart street infrastructure incl. pavement 26.00 - - 26.00 0.66 0.67 0.68 0.69 0.70 0.71 0.72 - - 26.00 - - - - - - - 26.00 - - - 0.66 0.67 0.68 0.69 0.70 0.71 0.72 4.83 Cess on P.T.
AREA BASED DEVELOPMENT CapEx – 1,418.90 Cr.

Multi-level car park with Smart parking and solar
Parking 90.00 - - - 30.00 30.00 30.00 - - - - - - - 30.00 30.00 30.00 - - - - 90.00 - - - - - - - - - - - PPP
roof-top
Parking Solar panels on multilevel car park 10.00 - - - 10.00 - - - - - - - - - 10.00 - - - - - - 10.00 - - - - - - - - - - - PPP
Blue-Green 50,000 sq.m of Bio- retention ponds 51.65 - 25.82 25.82 1.31 1.33 1.35 1.37 1.39 1.41 1.43 - 25.82 25.82 - - - - - - - 51.65 - - - 1.31 1.33 1.35 1.37 1.39 1.41 1.43 9.59 City O&M
1 bio-park with local plant species and active
Blue-Green 500.00 - 83.33 83.33 83.33 83.33 83.33 83.33 12.69 12.88 13.07 - 83.33 83.33 83.33 83.33 83.33 83.33 - - - 500.00 - - - - - - - 12.69 12.88 13.07 38.63 Ads
recreational facilities
Blue-Green Canal front development 7.50 - - - 3.75 3.75 0.19 0.19 0.20 0.20 0.20 - - - 3.75 3.75 - - - - - 7.50 - - - - - 0.19 0.19 0.20 0.20 0.20 0.98 SPV
Blue-Green River front 80.00 - 80.00 2.03 2.06 2.09 2.12 2.15 2.19 2.22 2.25 - 80.00 - - - - - - - - 80.00 - - 2.03 2.06 2.09 2.12 2.15 2.19 2.22 2.25 17.11 SPV
Activity centers Crafts Bazaar 4.00 - - - 4.00 0.06 0.06 0.06 0.06 0.06 0.07 - - - 4.00 - - - - - - 4.00 - - - - 0.06 0.06 0.06 0.06 0.06 0.07 0.38 Retail
OpEx – 151.25 Cr.

Vibrant Public spaces City squares 5.00 - - - 2.50 2.50 0.08 0.08 0.08 0.08 0.08 - - - 2.50 2.50 - - - - - 5.00 - - - - - 0.08 0.08 0.08 0.08 0.08 0.39 Retail
Activity centers 3 retail center of 20,000 sq.ft. each 24.00 - - - 8.00 8.00 8.00 - - - - - - - 8.00 8.00 8.00 - - - - 24.00 - - - - - - - - - - - Retail
Wifi router + Charging points + outdoor seating -
Vibrant Public spaces 8.00 - - - - 4.00 4.00 0.12 0.12 0.13 0.13 - - - - 4.00 4.00 - - - - 8.00 - - - - - - 0.12 0.12 0.13 0.13 0.50 Retail
powered by Solar power
Smart street infrastructure Intelligent street lighting along 50m and 24m roads 55.00 - - - - - 55.00 1.40 1.42 1.44 1.46 - - - - - 55.00 - - - - 55.00 - - - - - - 1.40 1.42 1.44 1.46 5.71 City O&M
Utilities CCTVs at every 200m along 50m and 24m roads 11.25 - - - - - 11.25 0.57 0.58 0.59 0.60 - - - - - 11.25 - - - - 11.25 - - - - - - 0.57 0.58 0.59 0.60 2.34 City O&M
Smart drinking water taps at every bus stop and
Utilities 1.20 - - - - 1.20 0.03 0.03 0.03 0.03 0.03 - - - - 1.20 - - - - - 1.20 - - - - - 0.03 0.03 0.03 0.03 0.03 0.16 SPV
public spaces
Underground dustbins every 0.25 km along the
Utilities 10.00 - - - - 10.00 0.25 0.26 0.26 0.27 0.27 - - - - 10.00 - - - - - 10.00 - - - - - 0.25 0.26 0.26 0.27 0.27 1.31 City O&M
roads
1 Model PHC with <10 mins emergency response
Healthcare 1.20 - 0.60 0.60 0.05 0.05 0.05 0.05 0.05 0.05 0.05 - 0.60 0.60 - - - - - - - 1.20 - - - 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.36 City O&M
time
Sanitation Bio- toilets with accessibility for differently abled 2.00 - - - - 2.00 0.04 0.04 0.04 0.04 0.04 - - - - 2.00 - - - - - 2.00 - - - - - 0.04 0.04 0.04 0.04 0.04 0.21 City O&M
Advertisement and
Digital hoardings & VMS boards 8.00 - - - - 8.00 - - - - - - - - - 8.00 - - - - - 8.00 - - - - - - - - - - - PPP
messaging
IT services Performance Management portal 2.00 4.00 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 2.00 - - - - - - - - - 2.00 - 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.19 SPV
People's precinct app including supporting
IT services 10.00 - - - 10.00 0.10 0.10 0.10 0.11 0.11 0.11 - - - 10.00 - - - - - - 10.00 - - - - 0.10 0.10 0.10 0.11 0.11 0.11 0.63 SPV
infrastructure
IT services Command and Control center 75.00 - - - 75.00 1.90 1.93 1.96 1.99 2.02 2.05 - - - 75.00 - - - - - - 75.00 - - - - 1.90 1.93 1.96 1.99 2.02 2.05 11.85 City O&M
Smart light pole with LED lights, Solar panel and
Smart light pole 220.00 - - 55.00 55.00 55.00 55.00 8.37 8.50 8.62 8.75 - - 55.00 55.00 55.00 55.00 - - - - 220.00 - - - - - - 8.37 8.50 8.62 8.75 34.25 City O&M
CCTV camera
PAN CITY DEVELOPMENT CapEx – 392.89 Cr.

Mobility Smart electric buses with GPS 50.00 - 50.00 2.54 2.58 2.61 2.65 2.69 2.73 2.77 2.81 - 50.00 - - - - - - - - 50.00 - - 2.54 2.58 2.61 2.65 2.69 2.73 2.77 2.81 21.39 Tariff
Water supply Household smart meter connections 80.00 - - - - - 26.67 26.67 26.67 2.03 2.06 - - - - - 26.67 26.67 26.67 - - 80.00 - - - - - - - - 2.03 2.06 4.09 Cess on user charge
Water supply Commercial and industrial smart meters 6.00 - - - - - 2.00 2.00 2.00 0.15 0.15 - - - - - 2.00 2.00 2.00 - - 6.00 - - - - - - - - 0.15 0.15 0.31 Cess on user charge
Water supply Customer Survey 2.69 - - - - - 2.69 - - - - - - - - - 2.69 - - - - 2.69 - - - - - - - - - - - -
Water supply Digitisation of distribution network 10.50 - - 3.50 3.50 3.50 0.27 0.27 0.27 0.28 0.28 - - 3.50 3.50 3.50 - - - - - 10.50 - - - - - 0.27 0.27 0.27 0.28 0.28 1.37 Cess on user charge
Water supply Bulk Metering at each zone (DMA) 15.00 - - 2.50 2.50 2.50 2.50 2.50 2.50 0.38 0.39 - - 2.50 2.50 2.50 2.50 2.50 2.50 - - 15.00 - - - - - - - - 0.38 0.39 0.77 Cess on user charge
OpEx – 63.37 Cr.

Water supply SCADA 3.00 - - - 3.00 0.08 0.08 0.08 0.08 0.08 0.08 - - - 3.00 - - - - - - 3.00 - - - - 0.08 0.08 0.08 0.08 0.08 0.08 0.47 Cess on user charge
Water supply Mobile app, IVR, website, and database 0.20 - - - 0.20 0.00 0.00 0.00 0.00 0.00 0.00 - - - 0.20 - - - - - - 0.20 - - - - 0.00 0.00 0.00 0.00 0.00 0.00 0.01 Cess on user charge
Water supply Sensor loggers for Leak Detection 4.50 - - 2.25 2.25 0.09 0.09 0.09 0.10 0.10 0.10 - - 2.25 2.25 - - - - - - 4.50 - - - - 0.09 0.09 0.09 0.10 0.10 0.10 0.57 Cess on user charge
Water supply Flood Detection sensors 1.00 - 0.50 0.50 0.02 0.02 0.02 0.02 0.02 0.02 0.02 - 0.50 0.50 - - - - - - - 1.00 - - - 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.15 City O&M
Consultancy PMC 54.35 - 6.04 6.04 6.04 6.04 6.04 6.04 6.04 6.04 6.04 - 6.04 6.04 6.04 6.04 6.04 6.04 6.04 6.04 6.04 54.35 - - - - - - - - - - - -
Admin Management and Admin fee 7.85 - 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 - 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 7.85 - - - - - - - - - - - -
TOTAL 1,874.00 7.00 247.19 494.04 461.60 238.63 306.07 150.87 80.66 52.69 53.37 4.00 241.26 484.04 447.27 216.62 283.44 118.00 35.17 4.50 5.00 - 0.02 4.59 9.42 17.60 18.72 29.46 42.58 45.78 46.46

Additional Exhibits

Exhibit 19: Global partnerships forged by Amaravati

Exhibit 20: Consultants supporting Amaravati project
▪ Capital city Masterplan Infrastructure Consultant

▪ Prepare Infrastructure Masterplan
▪ Detailed Masterplan for LPS Layouts
across –
▪ Surveying & peg-marking – Roads
– Power
Strategic Management Consultant – Gas
▪ Preparation of strategy for economic – Water supply & Sewerage
themes – Storm water
– Smart Infrastructure, Security
▪ Socio-economic Masterplan – Disaster Management
▪ Funding strategy ▪ DPR for LPS Layouts, Trunk
Infrastructure & Government Complex
Programme Management Consultant Infra
for Government Complex & LPS
infrastructure
▪ Project Management for Government Master Architect for Govt. Complex
Complex ▪ Masterplan for Government Complex
Area
▪ Architectural designs for High Court &
Blue Consultant Assembly
▪ Masterplan for river and canals related
works
PMC for SEED Access Road
▪ Flood mitigation, river training, inland
PMC for Interim Govt. Complex
waterway design
Communication Consultant Strategy, transaction & execution

▪ Manage events, communication, social support across various functions
media, branding

Exhibit 21: Amaravati Concept Plan, Proposed City Water Supply and Fire Fighting

Exhibit 21: Amaravati Concept Plan, Proposed City Water Supply and Fire Fighting

Exhibit 21: Amaravati Concept Plan, Proposed Domestic and Industrial Wastewater
Management

Exhibit 21: Amaravati Concept Plan, Proposed Domestic and Industrial Wastewater
Management

Exhibit 21: Amaravati Concept Plan, Proposed Urban Storm Water Drainage
@ VA please
hide the logo
at the bottom
of the image



Exhibit 21: Amaravati Concept Plan, Proposed Solid Waste Management




Exhibit 22: APCRDA dashboard and Service Delivery Channels

Annexure 4
Resolutions and Support Letters from Govt. Departments
Minutes of the High Powered Steering Committee (HPSC) for submission of
1 Amaravati Smart City Proposal
APCRDA Authority Resolution to make Amaravati Smart and set up SPV for
2 execution
3 Support Letter from CCDMC, Andhra Pradesh
4 Support Letter from Police Department
5 Support Letter from APSRTC
6 Support Letter from NREDCAP
7 Support Letter from APSPDCL
8 GO No 256 on Technical Committee
9 EC Clearance
2nd Authority Meeting resolution 47/2017 on setting up Urban Arts
10 Commission
11 Institutional arrangement and Human Resource plan for SPV
Funding MoUs
MoU with Andhra Bank to provide APCRDA project financing for upto Rs.
12 5000 Crore
MoU with Corporation Bank to provide APCRDA project financing for upto
13 Rs. 2000 Crore
MoU with Indian Bank to provide APCRDA project financing for upto Rs.
14 5000 Crore
MoU and GO with HUDCO to provide project finance to extent of Rs. 7500
15 Crore
International Cooperation and Support
MoU with Guizhou Maritime Silkroad International Investment Corporation

16 (GIIC) to develop industries and Chinese investment in Capital Region
Request of Cooperation Letter from Ministry of Economy, Trade and
17 Industry, Japan
MoC with Ministry of Economy, Trade and Industry (Japan) for acceleration
18 of industry and energy infrastructure in Andhra Pradesh
Letter of Association with World Bank on Sustainable Capital City
19 Development project
20 Letter of Intent from Sumitomo to provide Smart IT infrastructure
21 Letter of support British Deputy High Commissioner

Letter of support from France Embassy - on urban development, planning
22 and project management
Letter of support from BSI - on the availability and use of (new) guidance
23 and standards on smart cities
Electronics Industry Letters of Support
24 Letter of Interest from Microsoft for participating in Smart City initiatives
25 Letter of Support from CISCO to provide Smart City solutions to Amaravati

26 Letter of Support from IBM for Amaravati Smart City Initiatives
Infrastructure Cos Letters of Support
Letter of Support from Pure Water Foundation for Amaravati Smart City
27 initiatives
28 Letter of Support from Suez environment on Smart City offerings
Letter of TA wit IRG Systems South Asia Pvt. Ltd. to Urban Administrative
29 Units in India to submit the Proposals for Smart Cities Challenge
MoU with National Highways Authority of India Development of outer ring

30 road and other NH projects passing through Amaravati Region
31 Letter from L&T
32 MoU with AIBF
MoU with Shaaporji Pallonji - Development of Water, Wastewater, Power
33 and Road Infrastructure
34 MoU with Airport Authority of India - Airport Development in the Region

Industry Federation
35 MoU with CII - Develop Amaravati as model Green & Smart City
36 MoU with APFCCI - SME, Trade and Development of Infrastructure
Universities and Health Sciences
37 Letter of Intent from NMC for establishing medical facilities in Amaravati

38 Letter of Intent from VIT for establishing institute in Amaravati
39 MoI Indo UK Institute of Health and APCRDA
MoU The Art of Living - Establishment of Spiritual Center, auditorium,
40 organic farming development facility in Amaravati

Exhibit 11: Institutional Arrangement and Human Resource Plan for the SPV
Smart Amaravati
SPV
Relationship
with govern- Water & Disaster & Safety & Sanitation & Public
Transport Energy GIS Platform
Sewage Fire Security Waste Services
ment and non-
government
agencies
Water AP Disaster AP Police
APSRTC Resources Response & ADC APSPDCL ADC APCRDA
Dept.
Dept. Fire Services
APCRDA / Amaravati city council *
SPV for Amaravati Smart City
GOVERNING BOARD (8-10 members)

• Mayor • Minister, MA& UD
• Collector • Spl. Chief Secretary , Fin
• APCRDA/City council Commissioner • 2 Independent Experts
• Divisional Commissioner Etc. • CEO
Executive Board
CEO
HoD, HoD, Chief Engg, Chief Engg, HoD,

Procurement Planning Transport Water Finance
- The SPV aims to have a Lean structure with 8-10 people in the 1st year of formation
- As the civil works increase, the procurement and engg. departments will be strengthened

GOVERNMENT OF ANDHRA PRADESH
ABSTRACT
Municipal Administration & Urban Development Department – Andhra Pradesh State

Capital Region Development Authority – Loan of Rs.7,500.00 crores from HUDCO for
development of Capital City and Capital Region - Administrative sanction – Accorded -
Orders –Issued.
----------------------------------------------------------------------------------------
MUNICIPAL ADMINISTRATION AND URBAN DEVELOPMENT (CRDA.2) DEPARTMENT
G.O.Ms.No.232 Dated:22.09.2016
Read the following:-
1. From the Commissioner, APCRDA, Vijayawada, Lr.No.

No.B1/130/HUDCO/2016- 2, Dated: 05.07.2016.
2. From the Commissioner, APCRDA, Vijayawada,
Lr.Rc.No.B1/130/HUDCO/2016-2, Dt.25.08.2016.
***
ORDER:
In the circumstances reported by the Commissioner, APCRDA, Vijayawada in the

references 1st and 2nd read above, Government, after careful examination of the matter,
hereby accord administrative sanction for an amount of Rs.7500.00 crores (Rupees
Seven thousand and Five hundred crores only) authorizing the Commissioner, APCRDA
for seeking the loan from HUDCO on normal terms and conditions for development of
Capital City and Capital Region with the following conditions:-
(i) Loan will be against the land mortgage and repayment of the loan will be
done by CRDA through sale of land after development. No Government
guarantee will be given for the loan; and
(ii) Government share of Rs.130 crores required during 2016-17 shall be met
from the already allocated budget of CRDA.
2. The Commissioner, APCRDA, Vijayawada shall take necessary action, accordingly.
3. This order issues with the concurrence of Finance Department vide their
Dt.27.08.2016.
[BY ORDER AND IN THE NAME OF THE GOVERNOR OF ANDHRA PRADESH]
AJAY JAIN
PRINCIPAL SECRETARY TO GOVERNMENT (CRDA)
To
The Commissioner, APCRDA, Vijayawada.
Copy to:
The CMD, CCDMC.
The PS to Prl. Secretary to CM (PSSC).
The PS to M(Finance).
The PS to M(MA&UD).
The PS to Spl. CS & PFS, A.P., Hyderabad.
The PS to Prl. Secretary (CRDA).
SC/SF
//Forwarded :: By Order//
SECTION OFFICER

British Deputy
High Cornrnission
Hotel Taj Deccan
Hyderabad Road No.1, Banjara Hills
Hyderabad 500 034
Tel: +91 4066669147/48

Fax: +91 4066669149
3 November 2015 www.ukinindia.fco.gov.uk
Shri Nara Chandrababu Naidu

Honourable Chief Minister of Andhra Pradesh
Vijayawada
Dear Honourable Chief Minister
May I begin by congratulating you on the successful Foundation Event on 22 October, to

inaugurate the beginning of major development works for Amaravati. I was delighted to be
there with you, to represent the UK as one of the leading partners of the state in the city's
development.
Thank you also for taking time out of your busy schedule previously, on 4 September, to
meet our delegation and discuss our plans to support the development of the new capital
city, alongside our broader engagement with the state of Andhra Pradesh. We were most
encouraged by your enthusiastic response and we have been working on the details since.
As discussed then, we want to take a leading role in helping the state to secure international
investment in the development of Amaravati, including from UK investors. To this end, we
are in the process of engaging international consultants to design and draft an investment
strategy for the city which your government may use to more successfully target the most
appropriate sources of funding for the different elements of the city. The other key element
will be the production of an investors' prospectus, highlighting the range of opportunities to
potential investors, which we would seek to launch with you in the City of London, in the
presence of the investor community, in the first quarter of next year.
Both documents will be produced based on a thorough study and understanding of the
development plans for the city, drawing upon GOAP's own masterplan and other relevant
documents and sources. Following its launch in London's global financial centre, the
prospectus may then become the primary marketing tool to attract international funding for
the various projects associated with the city's development.
Following our September meeting, your team very helpfully prepared and forwarded to us a
draft memorandum of understanding. We are currently working on this in the context of the
wider plans for announcements during the forthcoming visit to the UK of Prime Minister
Modi.
You will recall that we also discussed broader UK support for your state. The Department
for International Development (DFID) has had a long and successful partnership with the
state of Andhra Pradesh under your leadership. We would seek to revive that in a targeted
and time-bound manner with the new state, with demand-led technical support in a number
of areas including:
Preparation and production of a detailed economic development plan for the whole
"VGMT" region, with particular focus on social needs in areas such as empowerment
of women and protection of casual labour through a focus on skills based enterprise;
Support for, and establishment of, partnerships with the UK centres of excellence on
the smart delivery of services like health and sanitation; and,
Capacity-building and handholding support across all areas of city development in a

demand-led way.
I hope that you will find this outline useful, in order to place our proposed support in the
context of your overall development plans. We will be very happy to work alongside other
international partners in the key areas to ensure our plans are integrated and complimentary.
At the same time, we are also keen to playa signature role in the development of Amaravati
and in the future prosperity of Andhra Pradesh, and to remain one of your primary global
partners thereafter. With this in mind, I would be most grateful for your endorsement to
move ahead on this basis.
Yours sincerely
Andrew McAllister
Deputy High Commissioner
EMBASSY OF FRANCE IN INDIA
REGIONAL ECONOMIC DEPARTMENT
New Delhi, 10th February 2017
Fanny Hervé,
Counsellor for sustainable development
Dr. Sreedhar Cherukuri,
Phone : (91 11) 4319 63 16 Commissioner ,
Mobile: (91) 98 11 66 77 74
Andhra Pradesh Capital Region Development
Fax : (91 11) 4319 63 09
fanny.herve@developpement-durable.gouv.fr Authority and Capital Area
Dear Dr Cherukuri,
Greetings from the French Embassy in India.
Following our recent exchanges with your team on a proposed co-operation and partnership between
Amaravati and the Marseille urban agency, it is my pleasure to send you today some presentations and documents
about urban development in Marseille and its agency.
This cooperation could start through a site visit in Marseille and could focus for instance :
- on urban development, planning and project management,
- on economic perspective and maritime development,
- on cultural, touristic development and attractivity,
- on institutional and political governance.
At this occasion, some meetings with high level officials could enable you to assess the opportunity to
launch a programme of institutional cooperation between Andhra Pradesh and a French local entity (Marseille
metropolitan area, Provence-Alpes-Cote-d’Azur region…).
I remain at your disposal for any complementary information that may be required.
Awaiting your kind response and looking forward to further discussing this subject.
With warm good wishes,
Yours sincerely,
Fanny Hervé
Counsellor for Sustainable Development
Regional Economic Department
Embassy of France in India
2/50 E Shantipath - Chanakyapuri - 110 021 New Delhi - INDE

Tél. : +91 11 43 19 63 00 - http://www.tresor.economie.gouv.fr/pays/inde
7 Long Barn, High Street, Sutton Courtenay, Oxfordshire OX14 4BQ | +44 771 031 3944 | graham.colclough@UrbanDNA.eu
March 24, 2017
Sreedhar Cherukuri
Amaravati (APCRDA) Commissioner
Andhra Pradesh State
Dear Sreedhar,
It was delight to support the recent Amaravati Smart City Leadership Programme (SCLP)! Our British Standard
Institution (BSI), Opportunity Peterborough (OP) and UrbanDNA team were hugely appreciative of your team’s support,
energy, and commitment to deliver to such an ambitious smart city vision. And more particularly, we were highly
impressed with the desire from the team to pick up and run with the output of the session.
We are very glad to hear that you are applying for the current round of the Smart City Challenge, and are honoured and
delighted to be asked to support as ‘mentoring organisations’.
The work which we hope to commence shortly with UK Gov sponsorship specific to the “Urban Innovation Lab” is an
important example of where we hope to offer the opportunity to exploit the combined strengths of our three
organisations.
In the capacity of mentor organisations we can offer access to the likes of:
 Guidance on the availability and use of (new) guidance and standards on smart cities. And more particularly, the
co-creation and validation of guidance that is relevant to the Indian market (working of course in collaboration
with BIS)
 An international network that includes:
o The European Innovation Partnership for Smart Cities and Communities (EIP-SCC) –
http://ec.europa.eu/eip/smartcities/ – which addresses six very pertinent themes of which we are
deeply involved in several and chair / lead some
o The 6-Nations Smart Cities Forum: six of the large and/or progressive EU nations that are seeking to
set a powerful market content for smart city success
o Experience in investment for smart cities (for instance our work within one of the major EU
programmes to trigger €500m investment)
o Multiple leading practice smart cities around the world, that can provide insight and access to
implementation experience
 Very practical city management expertise – notably regarding economic development and inward investment.
Given the potential for Amaravati to be a real lighthouse for future urban development internationally, we see an
enormous opportunity at a national and international level to have Amaravati formally within the Indian Smart Cities
community.
Our team wish you success in the process!
Yours Sincerely,
Graham Colclough
Partner, Urban DNA

0,&5262)7/(77(52),17(5(67

)URP*DQJDGKDU.RGDQGDUDPJDQJDN#PLFURVRIWFRP!
7R-65.6$675<VUNVDVWU\M#DSFUGDRUJ!
&F5DKXO6DYGHNDU5DKXOVDYGHNDU#PLFURVRIWFRP!6DPLU9HQXJRSDO
VDPLUY#PLFURVRIWFRP!6DQWRVK6DOLPDWKVVDOLPDW#PLFURVRIWFRP!+DUVKDGHHS%/
KDUVKDEO#PLFURVRIWFRP!
6HQW)UL-XQ,67
6XEMHFW5(/HWWHURI6XSSRUW$PDUDYDWL6PDUW&LW\,QLWLDWLYHV

'HDU-65.6DVWU\JDUX
3OHDVXUHWDONLQJWR\RX\HVWHUGD\:HDUHNHHQWRSDUWQHUZLWK&5'$LQEXLOGLQJ$PDUDYDWL
6PDUW&LW\
3OHDVHILQGKHUHZLWK0LFURVRIW6PDUW&LW\&DWDORJXHZKLFKJLYHV\RXDEURDGYLHZRIWKH
ZRUNZHDUHGRLQJJOREDOO\IRU\RXUHDV\UHIHUHQFH

-XQHLV0LFURVRIW\HDUHQGKHQFHPRVWRIXVDUHEXV\FORVLQJEXVLQHVV&DQZHSODQWRPHHW
\RXGXULQJ-XO\QGZHHNWRWDNHWKLVGLVFXVVLRQDKHDG

%HVW5HJDUGV
*DQJDGKDU.RGDQGDUDP

5HJLRQDO0DQDJHU3XEOLF6HFWRU
0LFURVRIW&RUSRUDWLRQ,QGLD3YW/WG
QG)ORRU3UHVWLJH3RO\JRQ
$QQD6DODL5DWKQDQDJDU7H\QDPSHW
&KHQQDL

2IILFH
0RELOH
JDQJDN#PLFURVRIWFRPPDLOWRJDQJDN#PLFURVRIWFRP!

,%0/(77(52)6833257

)URP0DGKX50RKDQPDGKXUDMDW#LQLEPFRP!
6HQW7KXUVGD\-XQH$0
6XEMHFW5H/HWWHURI6XSSRUW$PDUDYDWL6PDUW&LW\,QLWLDWLYHV

7R
7KH'LUHFWRU6WUDWHJ\
$QGKUD3UDGHVK&DSLWDO5HJLRQ'HYHORSPHQW$XWKRULW\DQG&DSLWDO$UHD
/HQLQ&HQWUH*RYHUQRUSHW9LMD\DZDGD

6XEMHFW/HWWHURI6XSSRUW6PDUW&LW\,QLWLDWLYHXQGHU6PDUW&LW\0LVVLRQRI
*RYHUQPHQWRI,QGLD

'HDU6LU

2XUFRPSDQ\LVSOHDVHGWRVXEPLWRXUOHWWHURIVXSSRUWIRU$PDUDYDWKL
VPDUWFLW\LQLWLDWLYHV

,%0LVWKHOHDGHULQ6PDUWHU&LWLHVWHFKQRORJ\:HKDYHGRQHPRUHWKHQ
VPDUWHUFLWLHVSURMHFWVDURXQGWKHZRUOG,%0VROXWLRQVIRU6PDUWHU
&LWLHVLQFOXGHV,QWHJUDWHG&LW\&RPPDQGDQG2SHUDWLRQV&HQWHU6PDUWHU
3XEOLF6DIHW\6ROXWLRQV6PDUWHU(PHUJHQF\'LVDVWHU0DQDJHPHQW
6ROXWLRQV6PDUWHU7UDQVSRUWDWLRQ6PDUWHU:DWHU0DQDJHPHQW6PDUWHU
+HDOWKFDUHDQG6PDUWHU(QHUJ\

,QRXURSLQLRQVRPHRIWKHNQRZQFKDOOHQJHVIDFHGE\PRVWRILQGLDQFLWLHV
LQFOXGHV:DWHU0DQDJHPHQW6ROLG:DVWH0DQDJHPHQW3XEOLF6DIHW\DQG
VHFXULW\+RZHYHUGHVSLWHDOOWKHVHFKDOOHQJHV,ILUPO\EHOLHYHWKDW
$PDUDYDWKLLVDQH[FHOOHQWFDQGLGDWHIRUWKH6PDUW&LW\LQLWLDWLYH

*LYHQDFKDQFHZHZLOOEHSOHDVHGWRZRUNDORQJVLGHIURPSURMHFW
PDQDJHPHQWFRQVXOWLQJWLOOLPSOLPHQWDWLRQ:HORRNIRUZDUGWRZRUNZLWK
\RXLQGHYHORSLQJDQGFRQYHUWLQJ$PDUDYDWKLLQWRDVPDUWFLW\

,%0/(77(52)6833257

5HJDUGV
0DGKX5DMDWKDGULSXU0RKDQ
%XVLQHVV0DQDJHU
,%0,QGLD3ULYDWH/LPLWHG
12%$11(5+*$77$52$'
%$1*$/25(

$%287,%0

)URPWKHLQFHSWLRQRILWV6PDUWHU&LWLHVSURJUDPLQ,%0KDVOHGWKH
ZD\LQHVWDEOLVKLQJLWVHOIDVDOHDGLQJSURYLGHURIVPDUWFLW\VROXWLRQV
HQWHULQJLQWRNH\FROODERUDWLRQVZLWKORFDODXWKRULWLHV
,%0KDVEHHQFRQVLVWHQWO\UHFRJQL]HGE\WKHDQDO\VWFRPPXQLW\DVWKH
OHDGHULQ6PDUWHU&LWLHVDFURVVYDULRXVFDWHJRULHV
,%0VROXWLRQVIRU6PDUWHU&LWLHVLQFOXGHV,QWHJUDWHG&LW\&RPPDQGDQG
2SHUDWLRQV&HQWHU6PDUWHU3XEOLF6DIHW\6ROXWLRQV6PDUWHU
(PHUJHQF\'LVDVWHU0DQDJHPHQW6ROXWLRQV6PDUWHU7UDQVSRUWDWLRQ
6PDUWHU:DWHU0DQDJHPHQW6PDUWHU+HDOWKFDUHDQG6PDUWHU(QHUJ\
.QRZPRUHDERXW,%06PDUWHU&LWLHV6ROXWLRQV
,%0,QWHOOLJHQW2SHUDWLRQV&HQWHU&LW\&RPPDQG &RQWURO&HQWHU
KWWSVZZZ\RXWXEHFRPZDWFK"Y ZPJ56:'Z9<
,%0,QWHOOLJHQW2SHUDWLRQV&HQWHUIRU(PHUJHQF\0DQDJHPHQW
KWWSVZZZ\RXWXEHFRPZDWFK"Y Y]&U*[/;]0
6PDUW7UDQVSRUWDWLRQ,QWHJUDWLQJ6\VWHPVIRU0RUH(IILFLHQW7UDQVSRUWDWLRQ
KWWSVZZZ\RXWXEHFRPZDWFK"Y E8\RXU'F:]Z
,%06PDUWHU&LWLHV:DWHU0DQDJHPHQW
KWWSVZZZ\RXWXEHFRPZDWFK"Y M1.<OW;K5
6PDUW(QHUJ\ 8WLOLWLHV(QHUJ\(IILFLHQF\DQG:DWHU&RQVHUYDWLRQIRU
5HVRXUFH0DQDJHPHQW
KWWSVZZZ\RXWXEHFRPZDWFK"Y ZQJO(3JVV

385(:$7(5)281'$7,21/(77(52)6833257

)URP-HQQLIHU3DQGL\DQMHQQLIHUSDQGL\DQ#SXUHZDWHUIRXQGDWLRQRUJ!
6HQW7KXUVGD\-XQH$0

dŚĂŶŬǇŽƵ͕^ŝƌ͊

/ĂŵƉůĞĂƐĞĚƚŽƌĞĐĞŝǀĞǇŽƵƌŝŶǀŝƚĂƚŝŽŶƚŽĂƐƐŽĐŝĂƚĞǁŝƚŚŵĂƌĂǀĂƚŝ^ŵĂƌƚŝƚǇ/ŶŝƚŝĂƚŝǀĞƐ͘

<ŝŶĚůǇ͕ůĞƚŵĞŬŶŽǁ͕ŝĨƚŚĞƌĞŝƐĂŶǇƉƌĞƐĐƌŝďĞĚĨŽƌŵĂƚƚŽƐĞŶĚƚŚĞůĞƚƚĞƌŽĨƐƵƉƉŽƌƚͬDŽh͘

/͛ůůƐĞŶĚǇŽƵƚŚĞďƌŝĞĨůŝƐƚŝŶŐŽĨƚŚĞƐŽůƵƚŝŽŶƐƐŚŽƌƚůǇ͘

tĂƌŵZĞŐĂƌĚƐ͕

:ĞŶŶŝĨĞƌWĂŶĚŝǇĂŶ͕D͘^Đ͕D͘͘;^ZΘE'KŵĂŶĂŐĞŵŶƚ͕'ĞƌŵĂŶǇͿ

ŝƌĞĐƚŽƌͲZĞƐĞĂƌĐŚĂŶĚŽĐƵŵĞŶƚĂƚŝŽŶ

WƵƌĞtĂƚĞƌ&ŽƵŶƚĂƚŝŽŶ
Ϯϭͬϯ͕^ĞĐŽŶĚ^ĞĂtĂƌĚZŽĂĚ͕sĂůŵŝŬŝEĂŐĂƌ͕
dŝƌƵǀĂŶŵŝǇƵƌ͕ŚĞŶŶĂŝͲϲϬϬϬϰϭ͘/ŶĚŝĂ͘

DŽďŝůĞ͗нϵϭͲϵϰϰϱϰϬϰϱϬϴ
ŵĂŝů͗ũĞŶŶŝĨĞƌƉĂŶĚŝǇĂŶΛƉƵƌĞǁĂƚĞƌĨŽƵŶĚĂƚŝŽŶ͘ŽƌŐ
tĞď͗ǁǁǁ͘ƉƵƌĞǁĂƚĞƌĨŽƵŶĚĂƚŝŽŶ͘ŽƌŐ

',6&/$,0(57KLVHPDLOPHVVDJHPD\FRQWDLQFRQILGHQWLDOSURSULHWDU\RUOHJDOO\SULYLOHJHGLQIRUPDWLRQZKLFKLVLQWHQGHGRQO\IRUWKHQDPHGUHFLSLHQWVDER
VKRXOGQRWEHXVHGE\DQ\RQHZKRLVQRWWKHRULJLQDOLQWHQGHGUHFLSLHQW,I\RXKDYHUHFHLYHGWKLVPHVVDJHLQHUURUSOHDVHGHOHWHLWLPPHGLDWHO\DQGQRWLI\WKH
\RXDUHQRWWKHLQWHQGHGUHFLSLHQW\RXDUHQRWLILHGWKDW\RXDUHVWULFWO\SURKLELWHGIURPXVLQJFRS\LQJDOWHULQJRUGLVFORVLQJWKHFRQWHQWVRIWKLVPHVVDJH

7KHUHFLSLHQWDFNQRZOHGJHVWKDW3XUH:DWHU)RXQGDWLRQLVXQDEOHWRH[HUFLVHFRQWURORUHQVXUHRUJXDUDQWHHWKHLQWHJULW\RIRYHUWKHFRQWHQWVRIWKHLQIRUPDW
FRQWDLQHGLQHPDLOWUDQVPLVVLRQVDQGIXUWKHUDFNQRZOHGJHVWKDWDQ\YLHZVH[SUHVVHGLQWKLVPHVVDJHDUHWKRVHRIWKHLQGLYLGXDOVHQGHUDQGQRELQGLQJQDWXU
PHVVDJHVKDOOEHLPSOLHGRUDVVXPHGXQOHVVWKHVHQGHUGRHVVRH[SUHVVO\ZLWKGXHDXWKRULW\RI3XUH:DWHU)RXQGDWLRQ3XUH:DWHU)RXQGDWLRQDFFHSWVQR
UHVSRQVLELOLW\IRUORVVRUGDPDJHDULVLQJIURPWKHXVHRIWKHLQIRUPDWLRQWUDQVPLWWHGE\WKLVHPDLOLQFOXGLQJGDPDJHIURPYLUXV

68(=/(77(52)6833257

)URP5LVKL&KRSUDULVKLFKRSUD#VXH]HQYLQ!
6HQW7KXUVGD\-XQH30
6XEMHFW5($PDUDYDWL6PDUW&LW\,QLWLDWLYHV

,ĞůůŽ͕

dŚĂŶŬƐĨŽƌǇŽƵƌĞŵĂŝů͘tĞƐŚĂůůƐƵďŵŝƚƚŚĞŶŽƚĞŽŶŽƵƌ^DZdĐŝƚǇŽĨĨĞƌŝŶŐƐĨŽƌǁŚŝĐŚǁĞŶĞĞĚ
ŝŶƉƵƚƐĨƌŽŵǇŽƵƌĞŶĚ͘WůĞĂƐĞƉƌŽǀŝĚĞďƌŽĂĚŐƵŝĚĞůŝŶĞƐͬǀŝƐŝŽŶŽĨǇŽƵƌƌĞƋƵŝƌĞŵĞŶƚ͘tĞŚĂǀĞ
ŽĨĨĞƌŝŶŐƐƌŝŐŚƚĨƌŽŵ͖
L tĂƚĞƌƚƌĞĂƚŵĞŶƚĂŶĚĚŝƐƚƌŝďƵƚŝŽŶŵĂŶĂŐĞŵĞŶƚ͘
LL tĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚ͕ƌĞͲĐǇĐůĞĂŶĚƌĞͲƵƐĞ
LLL '/^ďĂƐĞĚĐŽŶƐƵŵĞƌĂŶĚĂƐƐĞƚŵĂŶĂŐĞŵĞŶƚ
LY dƌĂĨĨŝĐŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵ
Y ^ŽůŝĚǁĂƐƚĞŵĂŶĂŐĞŵĞŶƚ

WůĞĂƐĞĨŝŶĚĂƚƚĂĐŚĞĚŚĞƌĞǁŝƚŚŽƵƌ^DZdŝƚǇŽĨĨĞƌŝŶŐĂŶĚϯϲϬĚĞŐƌĞĞǁĂƚĞƌŵĂŶĂŐĞŵĞŶƚ
ďƌŽĂĐŚĞƌĨŽƌǇŽƵƌƌĞĂĚǇƌĞĨĞƌĞŶĐĞ͘tĞĐĂŶĚŝƐĐƵƐƐŝŶĚĞƚĂŝůŽŶĂŶǇƐƉĞĐŝĨŝĐŽĨĨĞƌŝŶŐĂƐƉĞƌǇŽƵƌ
ƌĞƋƵŝƌĞŵĞŶƚ͘

&ĞĞůĨƌĞĞƚŽĐŽŶƚĂĐƚƵƐ͕

5HJDUGV

5LVKL&KRSUD

:DWHU7UHDWPHQWVROXWLRQV5HF\FOLQJDQGZDVWHUHFRYHU\,QGLDQVXEFRQWLQHQW
0DQDJHU%' 3URSRVDO

ĞŐƌĞŵŽŶƚWǀƚ͘>ƚĚ͕͘^ƵĞǌŶǀŝƌŽŶŶĞŵĞŶƚ/ŶĚŝĂWǀƚ͘>ƚĚ͘ĂŶĚĂůůĐŽŵƉĂŶŝĞƐŽĨƚŚĞ'ƌŽƵƉ
ŽƉĞƌĂƚĞƵŶĚĞƌƚŚĞďƌĂŶĚ^hĞŶǀŝƌŽŶŶĞŵĞŶƚ

dĞů͗͘нϵϭ;ϬͿϭϮϰϰϲϴϬϮϰϭ
&Ăǆ͗нϵϭ;ϬͿϭϮϰϰϬϴϬϭϮϭ

DŽď͗нϵϭϵϴϵϵϬϮϭϵϮϭ

^ƵĞǌŶǀŝƌŽŶŶĞŵĞŶƚ/ŶĚŝĂWǀƚ͘>ƚĚͬ͘ĞŐƌĞŵŽŶƚWǀƚ͘>ƚĚ͘ͲhŶŝƚĞĐŚƵƐŝŶĞƐƐWĂƌŬdŽǁĞƌ
;^ĞĐŽŶĚ&ůŽŽƌͿ

^ŽƵƚŚŝƚǇͲ/Ͳ'ƵƌŐĂŽŶϭϮϮϬϬϭͲ/ŶĚŝĂ

&/$5.(/(77(52)6833257

)URP5DYLQGUDQ0DODYDGX5DYLQGUDQ0DODYDGX#FODUNHHQHUJ\FRP!
&F$QDQW.DQNDQZDGL$QDQW.DQNDQZDGL#FODUNHHQHUJ\FRP!
6HQW7KXUVGD\-XQH$0

.LQG$WWQ6UL6DVWU\'LUHFWRU6WUDWHJ\

0V$QGKUD3UDGHVK&DSLWDO5HJLRQ'HYHORSPHQW$XWKRULW\DQG&DSLWDO$UHD
/HQLQ&HQWUH*RYHUQRUSHW
9LMD\DZDGD

'HDU6LU

7KDQN\RXIRU\RXU(PDLODQGZHDUHJODGWRNQRZWKDW$PDUDYDWLWKHJUHHQILHOGFDSLWDOFLW\
RI$QGKUD3UDGHVKLVEHLQJGHYHORSHGDVDVPDUWFLW\ZLWKDSURMHFWHGSRSXODWLRQRI
0Q&ODUNH(QHUJ\LVDSLRQHHURUJDQLVDWLRQLQWKHGRPDLQRI3RZHU*HQHUDWLRQ7KURXJK
*DV(QJLQHV:HFDQVXSSRUWLQWKHGRPDLQVRI3RZHU*HQHUDWLRQLQ6HZDJH7UHDWPHQW
SODQWV:DVWHWR(QHUJ\SODQWVDQG1DWXUDO*DVEDVHG3RZHU*HQHUDWLRQIRU,QGXVWULDODQG
&RPPHUFLDOHVWDEOLVKPHQWV

,QEULHIZHLQWURGXFHRXURUJDQL]DWLRQDVKHUHXQGHU

&ODUNH(QHUJ\LVWKH$XWKRUL]HG'LVWULEXWRUDQG6HUYLFH3URYLGHUIRU*(¶VJDVHQJLQH
GLYLVLRQLQ,QGLD:HDUHSUHVHQWLQVL[WHHQFRXQWULHV±8.,UHODQG)UDQFH$XVWUDOLD1HZ
=HDODQG,QGLD1LJHULD7XQLVLD$OJHULD7DQ]DQLD%DQJODGHVK6RXWK$IULFD0R]DPELTXH
%RWVZDQD/HVRWKRDQG6ZD]LODQG&ODUNH(QHUJ\KDVRYHU0:RI*(¶V-HQEDFKHU
JDVHQJLQHVLQWKHFRXQWULHVLQZKLFKZHRSHUDWH

*(ZLWKWKRXVDQGVRILQVWDOODWLRQVZRUOGZLGHDQGPRUHWKDQ\HDUVRIH[SHULHQFHLQ
GHVLJQHQJLQHHULQJPDQXIDFWXULQJDQGLQVWDOODWLRQVRIJDVHQJLQHVKDVSLRQHHUHGWKH
WHFKQRORJ\7KHJHQVHWV0:HWR0:HVLQJOHPDFKLQHRSHUDWHRQQDWXUDOJDV
ELRJDVFRDOEHGPHWKDQHVHZDJHJDVODQGILOOJDVSURSDQHSURGXFHUJDVFRNHJDV
HWF-HQEDFKHUPDQXIDFWXUHVJDVHQJLQHVRQO\VSHFLILFDOO\GHYHORSHGIRUJDVIXHODQGDUH
QRWFRQYHUWHGGLHVHOPDFKLQHV7KH\RIIHUKLJKOHYHOVRIIXHOHIILFLHQF\ZLWKOHDQEXUQ
FRPEXVWLRQWHFKQRORJ\GXUDELOLW\UHOLDELOLW\DQGDGKHUHWRTXDOLW\VWDQGDUGVZRUOGZLGH

&ODUNH(QHUJ\¶V,QGLDQDFWLYLWLHVLQFOXGHVDOHVPDUNHWLQJV\VWHPLQWHJUDWLRQDQG
DIWHUVDOHVVHUYLFHLQFOXGLQJRSHUDWLRQDQGPDLQWHQDQFHVSDUHVWUDLQLQJHWF:HDUH
KHDGTXDUWHUHGLQ3XQHZLWKGHGLFDWHGVDOHVVHUYLFHRIILFHVLQ1HZ'HOKL%DKDGXUJDUK
$JUD.RONDWD7LQVXNLD5DMDPXQGKU\+\GHUDEDG&KHQQDL6XUDW$QNOHVKZDU9DGRGDUD
IRG Systems South Asia Pvt. Ltd.
E-16, 3rd Floor, Main Market,
Hauz Khas,
New Delhi – 110 016, INDIA
Tel +91-11-4597 4597
URL www.irgssa.com
e-mail irgssa@irgssa.com
To,
The Commissioner,
APCRDA,
Amravati
Subject: Technical Assistance for implementation of Smart Cities Challenge
Dear Sir,
We, IRG Systems South Asia Pvt. Ltd., New Delhi, wish to introduce ourselves as empanelled
consultants with the Ministry of Urban Development (MoUD), Government of India, as
Consultants to providing Technical Assistance to Urban Administrative Units in India to submit
the Proposals for Smart Cities Challenge and in the implementation of the Smart Cities
Programme.
Here we wish to state that IRGSSA has “Mentor” relationship with City Government of
Kitakyushu, Japan. Kitakyushu is rated as one of the best “smart cities” in the world &
Kitakyushu city government has expressed its intent to “MENTOR” IRGSSA’s Smart
City initiative in order to bring international best practices suitable to local needs.
Against this backdrop IRGSSA is keen to provide technical assistance to the City Administration
of Amravati, Andhra Pradesh implement the Smart City options.
Looking forward to working with the City of Amravati.

Thanking you
Sincerely
Sanjeev Satyanarayan
General Manager, IRGSSA

ͳǤ

ǡ

ǡ
ǡ
ǡ
ǡǦǦǦͷʹͲͲͲʹ

ǣ͵ͲͲǦǦǦͳͷͲͲǦǦǦ
ǡͷ

ǣǯ
ͳʹʹͲͳͷȂ

ǣ

ǡ ȋ
Ȍ ȋ
ȌǤ

ǡ
Ǥ

ȋȌǤʹͷͲͲ
ͳͲǦǦǦͳͷ ǡ
ʹʹͷͲǦǦǦ
ǦǦǦ
ȋ Ȍ ͳͻͷΪ ǡ
ǡǡǡǡƬǡǡ
Ǥ

ǯǡǦǦǦ
ͳͺͳȋȌ
ʹͲͲ ǡ ͵ǡ
ʹͲͳͷǤͳ͸ʹͲͲǤ
̶̶ͳ͸Ǥ

ǦǦǦ
ȋͷȌǤ
ǣ

ͳǤͻͻǦǦǦǤ
ʹǤ̵͵ͲͲ
ǡ ǦǦǦǡ
Ǥ
Ͷͳ͵͸
͵Ǥ̵
ͷǦǦǦǤ
ǦǦǦǡ
ǡ
ǡ ǡ ǡ
ǡǡǡǤ

ͶǤ ǡ
ȋ̵ǤͳȀȌǤ
ǡ Ǥ ʹͲͲȀ
̵ͶͲͲǦǦǦǡȋȌ
Ǥǡ̵
ǡ
ǡ ǡ
Ǥ

͹ͲͲͲǦǦǦͳͲͲͲͲͳͲǦǦǦͳͷǡ
Ǥ
͹ͲͲͲͳͶͷͲǦǦǦ
ȋȌǡǤ

ǡ͵Ǥ
ͶͲͲ Ǥ
ǡ ǡ

̵
Ǥǡ
ǡǡ
Ǥ

ǡ
ǡ
Ǥǡ
Ǥ
ǣ

ǦǦǦǦǦǦ

ǦǦǦ
ǦǦǦǡǡǯ
ǦǦǦ
ǦǦǦǡǦǦǦ
ǡ ǡǡ

ǦǦǦ ͳͲͲͲͲ

ͷͳ͵͸
ǡ
Ǥ

ǡ

ǡ
ǦǦǦǡ

ǣ

ͳǤ ǡǦǦǦ Ǥ
ǡ

ʹǤ ǡ
Ǥ
ǡ
͵Ǥ
ǡǡƬ
ǡǤ
ǡ
ͶǤ
ǡǡǤ

ǡ
ͷǤ ǡǦǦǦǤ

ǡ
͸Ǥ ǡȋƬȌǡǤǤǤ
ǡ

͸ͳ͵͸
=LPEUD

=LPEUD YHQNDWHVZDUDUDRW#DSFUGDRUJ

)ZG%56$PUDYDWL0(',&,7<SURMHFWUHSRUW

)URP79HQNDWHVZDUDUDR 0RQ0D\30
YHQNDWHVZDUDUDRW#DSFUGDRUJ!
6XEMHFW)ZG%56$PUDYDWL0(',&,7<SURMHFWUHSRUW
7R<1$*,5(''<QDJLUHGG\\#DSFUGDRUJ!
3UDGHHS1DLGX5SUDGHHSQDLGXU#DSFUGDRUJ!

I\L
)URP$YLUXN&KDNUDERUW\DYLUXN#JPDLOFRP!
7R79HQNDWHVZDUDUDRYHQNDWHVZDUDUDRW#DSFUGDRUJ!YHOUDPQDWK#JPDLOFRP
MNULVKQDNLVKRUH MNULVKQDNLVKRUH#JRYLQ!
&F'LYD\3UDQDYGLYD\SUDQDY#LQYHVWLQGLDRUJLQ!1HZ0HGLFDO&HQWUH
FHRRIILFH#QPFDH!UDJKDYHQGUDXWKSDODUDJKDYHQGUDBXWKSDOD#PFNLQVH\FRP!
MLQDQGVKDKMLQDQGVKDK#JPDLOFRP!%56KHWW\EUVKHWW\#QPFDH!
6HQW0RQGD\0D\30
6XEMHFW%56$PUDYDWL0(',&,7<SURMHFWUHSRUW

'HDU$OO

$VSHURXUPXOWLSOHGLVFXVVLRQVFDUULHGRXWRYHUWKHSDVWZHHNZHDUHDWWDFKLQJD
3URMHFWUHSRUWIRU\RXUFRQVLGHUDWLRQ

2XU7RWDO/DQGUHTXLUHPHQWIRUWKHHQWLUH0HGLFDO(FRV\VWHP
DFUHVULYHUIURQWDOUHDG\LGHQWLILHG YLVLWHG0XOWL6SHFLDOW\+RVSLWDO

0HGLFDOWRXULVP&HQWUH :RUOG
VILUVW4XDQWXP0HGLFDO$QDO\WLFVFHQWUH
DFUHRIODQGIRUIDFWRU\LQJUHHQ]RQHODQGORFDWLRQQHHGVWREHLGHQWLILHG
DFUHRIODQGIRUIDFWRU\LQUHG]RQHODQGORFDWLRQQHHGVWREHLGHQWLILHG
DFUHVDFUHVDQFLOODU\HFRV\VWHPWRXULVPIRFXVHGVWDUKRWHO
UHVLGHQWLDO]RQH
DFUHVOHDVH0HGLFDO8QLYHUVLW\DQG+RVSLWDOOHDVHPRGHO 0HGLFDO
.QRZOHGJHSURFHVVRXWVRXUFLQJFHQWUH
5LYHU,VODQG,QWHUQDWLRQDO3DUKROH*ROIFRXUVH DQFLOODU\UHVLGHQWLDOFKDOHWV
/DQGUHTXLUHPHQWDFUHV

3KDVH

DFUHV/DQGEUHDNGRZQ

KWWSV]PDLOK\EULG]LPEUDFRP]LPEUDKSULQWPHVVDJH"LG & W] $VLD.RONDWD [LP
=LPEUD
EHGPXOWLVSHFLDOW\KRVSLWDODFUHV
:RUOG
VILUVW4XDQWXP0HGLFDO$QDO\WLFVFHQWUHDFUHV
+ROLVWLF 3UHYHQWLYHPHGLFLQH&HQWUHDFUHV
0HGLFDO7RXULVP&HQWUHDFUHV
0HGLFDOWRXULVP,QWHJUDWHGKRXVLQJUHVLGHQWLDO$UHDDFUHV
(PSOR\HH 6WDIIKRXVLQJ]RQHDFUHV
&RPPRQDUHD&HQWUDOL]HG3KDUPDF\ FRPPRQFDIHWHULD 7HPSOH WUDLQLQJFHQWUH
0DLQWHQDQFHEORFNDFUHV

IUHHEHGVWRSHRSOHEHORZSRYHUW\OLQHVXEMHFWWRFHUWDLQFDSRQH[SHQGLWXUH
DFUHVIRUIDFWRULHVODQG\HWWREHLGHQWLILHGLQDQLQGXVWULDO]RQHUHG]RQH
DFUHVLQNXUQRROIRUDEHGKRVSLWDOVXEMHFWWRGHPDQGVXSSO\DQDO\VLV

3KDVH &RQVWUXFWLRQVFKHGXOHIRUHDFKVXESURMHFWVSUHDGRYHUSKDVH LQ
DVWDJJHUHGIDVKLRQ

0HGLFDO8QLYHUVLW\ LQFROODERUDWLRQZLWKIRUHLJQXQLYHUVLW\DVDNQRZOHGJHSDUWQHU
DFUHVLQFRPSOLDQFHZLWKPHGLFDOFRXQFLORI,QGLD
VUHJXODWLRQV
0HGLFDO.QRZOHGJHSURFHVVRXWVRXUFLQJFHQWUHDFUHV
0HGLFDO0DQXIDFWXULQJXQLWLQ*UHHQ]RQHDFUHV
KROHLQWHUQDWLRQDO*ROIFRXUVH FKDOHWVDFUHVRQWKH ULYHULVODQG
:RUOGFODVV(FRIULHQGO\5HVLGHQWLDO]RQH VWDUKRWHOVDFUHDFUHVFDQ
EHPRYHGWRSKDVHVXEMHFWWRDQFLOODU\HFRV\VWHPGHYHORSPHQW

:HZLOOEHVXEPLWWLQJDPRUHLQGHSWKUHSRUWRYHUWKHQH[WIHZZHHNV

:HKRSHWRVLJQDVVRRQDVSRVVLEOH WKHGRFXPHQWVIRU/DQGDOORFDWLRQVRWKDW'U%5
6KHWW\DQGRXU+RQRUDEOH&06KUL&KDQGUD%DEX1DLGXFDQSURFHHGZLWKD*URXQG
%UHDNLQJFHUHPRQ\

:LWK5HJDUGV
$YLUXN

%560HGLFLW\SURMHFW5HSRUWJRRJOHGULYHOLQN
KWWSVGULYHJRRJOHFRPRSHQ"LG %4\\LL7Q6Z1O-GPS99%XD(8

)URP$YLUXN&KDNUDERUW\DYLUXN#JPDLOFRP! 0RQ0D\30
6XEMHFW%56$PUDYDWL0(',&,7<SURMHFWUHSRUW

=LPEUD
7R79HQNDWHVZDUDUDR
YHQNDWHVZDUDUDRW#DSFUGDRUJ!
YHOUDPQDWK#JPDLOFRPMNULVKQDNLVKRUH
MNULVKQDNLVKRUH#JRYLQ!
&F'LYD\3UDQDYGLYD\SUDQDY#LQYHVWLQGLDRUJLQ!
1HZ0HGLFDO&HQWUHFHRRIILFH#QPFDH!
UDJKDYHQGUD XWKSDOD
UDJKDYHQGUDBXWKSDOD#PFNLQVH\FRP!MLQDQG
VKDKMLQDQGVKDK#JPDLOFRP!%56KHWW\
EUVKHWW\#QPFDH!

'HDU$OO

$VSHURXUPXOWLSOHGLVFXVVLRQVFDUULHGRXWRYHUWKHSDVWZHHNZHDUHDWWDFKLQJD
3URMHFWUHSRUWIRU\RXUFRQVLGHUDWLRQ

2XU7RWDO/DQGUHTXLUHPHQWIRUWKHHQWLUH0HGLFDO(FRV\VWHP
DFUHVULYHUIURQWDOUHDG\LGHQWLILHG YLVLWHG0XOWL6SHFLDOW\+RVSLWDO

0HGLFDOWRXULVP&HQWUH :RUOG
VILUVW4XDQWXP0HGLFDO$QDO\WLFVFHQWUH
DFUHRIODQGIRUIDFWRU\LQJUHHQ]RQHODQGORFDWLRQQHHGVWREHLGHQWLILHG
DFUHRIODQGIRUIDFWRU\LQUHG]RQHODQGORFDWLRQQHHGVWREHLGHQWLILHG
DFUHVDFUHVDQFLOODU\HFRV\VWHPWRXULVPIRFXVHGVWDUKRWHO
UHVLGHQWLDO]RQH
DFUHVOHDVH0HGLFDO8QLYHUVLW\DQG+RVSLWDOOHDVHPRGHO 0HGLFDO
.QRZOHGJHSURFHVVRXWVRXUFLQJFHQWUH
5LYHU,VODQG,QWHUQDWLRQDO3DUKROH*ROIFRXUVH DQFLOODU\UHVLGHQWLDOFKDOHWV
/DQGUHTXLUHPHQWDFUHV

3KDVH

DFUHV/DQGEUHDNGRZQ

EHGPXOWLVSHFLDOW\KRVSLWDODFUHV
:RUOG
VILUVW4XDQWXP0HGLFDO$QDO\WLFVFHQWUHDFUHV
+ROLVWLF 3UHYHQWLYHPHGLFLQH&HQWUHDFUHV
0HGLFDO7RXULVP&HQWUHDFUHV
0HGLFDOWRXULVP,QWHJUDWHGKRXVLQJUHVLGHQWLDO$UHDDFUHV
(PSOR\HH 6WDIIKRXVLQJ]RQHDFUHV
&RPPRQDUHD&HQWUDOL]HG3KDUPDF\ FRPPRQFDIHWHULD 7HPSOH WUDLQLQJFHQWUH
0DLQWHQDQFHEORFNDFUHV

IUHHEHGVWRSHRSOHEHORZSRYHUW\OLQHVXEMHFWWRFHUWDLQFDSRQH[SHQGLWXUH
DFUHVIRUIDFWRULHVODQG\HWWREHLGHQWLILHGLQDQLQGXVWULDO]RQHUHG]RQH
DFUHVLQNXUQRROIRUDEHGKRVSLWDOVXEMHFWWRGHPDQGVXSSO\DQDO\VLV

=LPEUD

3KDVH &RQVWUXFWLRQVFKHGXOHIRUHDFKVXESURMHFWVSUHDGRYHUSKDVH LQ

DVWDJJHUHGIDVKLRQ

0HGLFDO8QLYHUVLW\ LQFROODERUDWLRQZLWKIRUHLJQXQLYHUVLW\DVDNQRZOHGJHSDUWQHU
DFUHVLQFRPSOLDQFHZLWKPHGLFDOFRXQFLORI,QGLD
VUHJXODWLRQV
0HGLFDO.QRZOHGJHSURFHVVRXWVRXUFLQJFHQWUHDFUHV
0HGLFDO0DQXIDFWXULQJXQLWLQ*UHHQ]RQHDFUHV
KROHLQWHUQDWLRQDO*ROIFRXUVH FKDOHWVDFUHVRQWKH ULYHULVODQG
:RUOGFODVV(FRIULHQGO\5HVLGHQWLDO]RQH VWDUKRWHOVDFUHDFUHVFDQ
EHPRYHGWRSKDVHVXEMHFWWRDQFLOODU\HFRV\VWHPGHYHORSPHQW

:HZLOOEHVXEPLWWLQJDPRUHLQGHSWKUHSRUWRYHUWKHQH[WIHZZHHNV

:HKRSHWRVLJQDVVRRQDVSRVVLEOH WKHGRFXPHQWVIRU/DQGDOORFDWLRQVRWKDW'U%5
6KHWW\DQGRXU+RQRUDEOH&06KUL&KDQGUD%DEX1DLGXFDQSURFHHGZLWKD*URXQG
%UHDNLQJFHUHPRQ\

:LWK5HJDUGV
$YLUXN

%560HGLFLW\SURMHFW5HSRUWJRRJOHGULYHOLQN
KWWSVGULYHJRRJOHFRPRSHQ"LG %4\\LL7Q6Z1O-GPS99%XD(8


Amaravatiscpandannex

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Amaravatiscpandannex

Hochgeladen von

Copyright:

Verfügbare Formate

INDIA SMART CITY MISSION

INDIA SMART CITY MISSION

THE SMART CITY CHALLENGE

SMART CITY PROPOSAL

SMART CITY CODE:

CONTENTS QUESTION NO. PAGE NO.

2. ✔ ADMINIS TRATIVE EFFICIENCY

4. ✔ STRATEGIC FOCUS AND BLUEPRINT

5. ✔ CITY VIS ION A ND GOALS

6. ✔ CITIZE N ENGA GEMENT

8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

PART B: AREA BASED PROPOSAL

10. ✔ APPROACH & METHODOLOGY

11. ✔ KEY COMPONE NTS

12. ✔ SMART URBA N FORM

13. ✔ CONVERGE NCE AGENDA ✔ Table 1

14. ✔ CONVERGE NCE IMPLEME NTATION

15. ✔ RISKS ✔ Table 2

16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN

17. ✔ SUCCESS FACTORS

18. ✔ MEASURABLE IMPACT

PART C: PAN-CITY PROP OSAL(S)

20. ✔ COMPONE NTS

21. ✔ APPROACH & METHODOLOGY

22. ✔ DEMAND ASSESSMENT

23. ✔ INCLUS ION

24. ✔ RISK MITIGATION ✔ Table 3

25. ✔ FRUGAL INNOVATION

26. ✔ CONVERGE NCE AGENDA ✔ Table 4

27. ✔ CONVERGE NCE IMPLEME NTATION

28. ✔ SUCCESS FACTORS

29. ✔ BENEFITS DELIVERE D

30. ✔ MEASURABLE IMPACT

PART D: IMPLEMENTATION PLAN

31. ✔ IMPLEME NTATION PLAN ✔ Table 5

32. ✔ SCENA RIOS

33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS

34. ✔ CONVERGE NCE ✔ Table 7

35. ✔ PPP ✔ Table 8

36. ✔ STAKEHOLDER ROLES

PART E: FI NANCI AL PLAN

37. ✔ ITEMISED COS TS

38. ✔ RESOURCES PLAN

40. ✔ REVENUE AND PAY-BACK

41. ✔ RECOVERY OF O&M

42. ✔ FINA NCIAL TIMELINE

43. ✔ FALL-BACK PLAN

ANNEXURE 1 Smart City features

S. Essential Feature Confirm Para. No.

Assured electricity supply with at least 10% of the Smart City’s

Adequate water supply including waste wat er recycling and storm

3. Sanitation including solid waste management ✔ Q 16: Para 3

4. Rain water harvesting ✔ Q 16: Para 5

5. Smart metering ✔ Q 16: Para 3

6. Robust IT connectivity and digitalization ✔ Q 12: Para 7, Q

7. Pedestrian friendly pathways ✔ Q 16: Para 8, 9

Encouragement to non-motorised transport (e.g. walking and

9. Intelligent traffic management ✔ Q 16: Para 3

10. Non-vehicle streets/zones ✔ Q 16: Para 8, 9

11. Smart parking ✔ Q 16: Para 3

12. Energy efficient street lighting ✔ Q 16: Para 3

TOTAL 100 POINTS

CITY LEVEL CRITERIA: 30%