INDIA SMART CITY MISSION

INDIA SMART CITY MISSION

MISSION TRANSFORM-NATION

THE SMART CITY CHALLENGE

STAGE 2

SMART CITY PROPOSAL

SMART CITY CODE:

MH-08-KAL

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)

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CHECKLIST
All fields in the SCP format document have to be filled. The chart below will assi st you in verifying
that all questions have been answered and all fields have been filled.

Q. No TICK
PART A: CITY P ROFILE

1. ✔ QUALITY OF LIFE

2. ✔ 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

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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

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INSTRUCTIONS

1. This document must be read along with the Smart City Mission Guidelines. An electronic version of
the SCPformat is also available on the website <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
✔ 11,13,14, 16

Adequate water supply including waste wat er recycling and storm

2.
water reuse ✔ 11,13,14, 16

3. Sanitation including solid waste management ✔ 11,13,14, 16

4. Rain water harvesting ✔ 11,13,14, 16

5. Smart metering ✔ 11,13,14, 16, 19

6. Robust IT connectivity and digitalization ✔ 11, 14, 16, 19

7. Pedestrian friendly pathways ✔ 11, 14, 16

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

8.
cycling) ✔ 11, 14, 16

9. Intelligent traffic management ✔ 11, 14, 19

10. Non-vehicle streets/zones ✔ 11, 14

11. Smart parking ✔ 11, 14, 19

12. Energy efficient street lighting ✔ 11, 14, 19

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11, 12, 13, 14

13. Innovative use of open spaces ✔
11, 12, 13, 14
14. Visible improvement in the A rea ✔
11, 12, 13, 14, 19
15. Safety of citizens especially children, women and elderly ✔
At least 80% buildings (in redevelopment and green-field) should 11, 16
16.
be energy efficient and green buildings ✔
In green-field development, if housing is provided, at least 15% 11, 16
17.
should be in ‘affordable housing’ category. ✔
11, 16, 19, 26, 27
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

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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
2. Citizen engagement 5
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
2. Citizen engagement 1
3. Results orientation 5
4. Process followed 1
5. Implementation framework, including feasibility 5
and cost-effectiveness

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A. CITY PROFILE
1. QUALITY OF LIFE
In the last three years, what efforts have been made by the city to improve livability, sustainability and
economic development? Give specific examples along with improvement with KPIs that are in t he
public domain and/ or can be validated. Your answer should cover, but not be restricted to (Describe in
max. 50 words each, mentioning the source of the data):

a. Transportation condition in the city

Focus on improving mass transit facilities and mobility in the city:

► 9% rise in KDMTU ridership and 1/3rd fall in peak frequency to 10 min. Fleet size from
90 to 185 and service coverage doubled to cover entire city. (between ’11 to‘15)
► 65% of trips formed of walk + public transit in spite of growing vehicular density.
► Demolition drives by KDMC and Central Railways freeing up 5470 Sq.M space for
pedestrians in Kalyan station precinct (60% of 10 Lakh daily commuters in the city).
► Missing east-west links completed through 2 ROBs. Constrant avg. speed 14 km / hr.
► UMTA formed for region. MMRDA planning to bring Metro to the city.
► Comprehensive mobility plan prepared in 2011-12. (source: KDMC, KDMTU ‘15)

b. Water availability in the city and reduction in water wastage/ NRW

► Network coverage augmentation by 150 km coverage increased to cover 97% HH’s

with 180 LPCD tap water daily on intermittent basis (3-5 hours daily). (2010-2015)
► Water audit conducted, 26,956 connections metered, marginal reduction in NRW from
40% in 2015 to 35% in 2016.
► Cost recovery increased to 81% of operational costs in 2015 from 72% in 2013.
► IT based billing and metering system adopted in 2013.
► Kalyan-Dombivli self-sufficient to service 22 lakh citizens till 2025. Adequate treatment
and distribution infrastructure (405 MLD capacity). (source: KDMC ‘15)

c. Solid waste management programs in the city

► Infrastructure augmented in 2013 - 17 vehicles, 44 large waste collectors, 300

garbage bins and 5,000 smaller dustbins. Increased D2D coverage to 82% HH in ’15
from 62% in ‘12.
► Launched citizen reporting and consumer redressal mobile app for MSW services.
► 1 bio-gas plant operational. DPR for 12 others ready. Land acquired SLF at 3
locations. DPR approved and Tenders for appointment of concessionaire ready.
► Feasibility study, DPR and tender issued for closure of rehabilitation of adharwadi
dump site and waste processing plant at Wadeghar. (Refer Annex-4H)
► 70% HH on sewerage network, 70% wastewater treatment. (Source: KDMC ‘15)

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d. Safety/ security conditions in the city

► Disaster management plan prepared and disaster response infrastructure put in

place, including a 55m hydraulic reach fire tender, three fire-response vehicles and a
rapid response boat.
► Crime rate reduced marginally (0.2%).
► DPR and feasibility study for CCTV based security, surveillance and emergency
response facilities readied through state government and Thane Police assistance.
(Annex 4-M3)
► Monthly coordination meetings between Commissioner of Police and RTO for
identifying areas of potential trouble and mitigation measures (Source:Thane Police ’15)

e. Energy availability and reduction of outages in the city

► Electricity connection to 98.8% households (2015).

► 8% of total power supply procured from renewable sources of energy by MSEDCL
► Infrastructure augmentation, underground cabling, etc. have led to a reduction in
AT&C losses from 13.93% in 2012 to 11.9% in 2015. Number and duration of outages
reduced by 30% to an average 11 days in a month.
► Solar city DPR approved. DCR modified to ensure mandatory installation of solar
water heaters on new buildings.
► Energy audit recommended measures – LED bulbs, better pump sets etc. measures
undertaken. (Source: KDMC, MSEDCL ‘15)

f. Housing situation in the city, specifically role of municipality in expediting building plan approvals,
enhancing property tax collection, etc

► Affordable housing hub in MMR. Adequate supply of LIG and EWS housing. 12% slum
population. 4,591 units under BSUP and others being assessed under PMAY.
► 1% rebate offered for (1) early payments; (2) payment through online payment
gateways and 24 x 365 CFCs; and (3) Green buildings.
► Building plan approval + property tax assessment database integrated. Auto DCR
facility adopted. Approval time halved to 30 days.
► Property tax collection growing at CAGR of 19 % in last 4 years. 40% of total revenue.
Capital value-based taxation approved by GB. Property survey for tax rationalization
completed. (Source: KDMC ‘15)

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2. ADMINISTRATIVE EFFICIENCY
In the last three years, what have been the changes in Administrative Efficiency due to the use of
Information and Communication Technology (ICT) (Describe in max. 50 words each, mentioning the
source of the data):

a. Overall attendance of functionaries

► Offline biometric attendance system adopted since 2008.

► Integrated biometric attendance system adopted at all municipal offices, including at
ward level, to ensure improved monitoring of attendance of functionaries including
sanitary workers.
► Integration of attendance system with payroll and leave management system.
► CCTV monitoring of biometric systems and municipal offices. (Source: KDMC ‘15)

b. Two-way communic ation between citizens and administration

► Award winning - E-governance framework at ward level offices, six CFCs open – 24
hours X 365 days, a web portal and a 24X7 helpline.
► Dual-screen displays adopted at all CFCs, enabling the citizen to see the same screen
as the official, increasing transparency and easing communication.
► Integrated municipal mobile application launched - one stop solution for citizens.
► IT team augmented to undertake expansion of e-governance module.
► Thursday meetings - the Commissioner and Ward Officers remain accessible to the
citizens directly for feedback and comments. (Source: KDMC ‘15)

c. Use of e-Gov to enable hassle free access to statutory documents

► Online and offline accessibility of municipal services to citizens ensured with the
national award-winning, pioneering e-governance module in implementation since 2002.
Module replicated at 243 other municipalities.
► Number of online services increased to 93, covering almost all the citizen-centric
facilities that a city provides – including complaints, taxation, payments, registrations,
approvals/ no-objection certificates and tracking of applications.
► 14 services under Right to Services Act made online.
► All JNNURM reforms achieved by the city.
(Source: KDMC ‘15)

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d. Dashboards that integrat e analytics and vis ualization of data

► Cross-sector business process re-engineering undertaken under e-governance drive

to enable digitalization of processes, leading to data availability and integration in
decision making.
► Process time of citizen applications halved in case of licenses, enabling certain
renewals to be made on immediate basis.
► Dashboards available for building permissions, property tax, billing and collection
mechanisms.
► GIS mapping undertaken for all infrastructure till 2011; new infrastructure being
mapped (Source: KDMC ‘15)

e. Availability of basic information relevant to citizens

► Citizen charter made available outlining the rights and service levels at offer.
► Important information such as development plan, city development plan, consultations,
e-procurement, complaints status, municipal budgets, mandatory disclosures under Right
to Information Act, etc. made available to citizens on website.
► E2 services under the Right to Services Act made available online through the portal.
► Website updated on a regular basis with survey/ study results, newsletters and other
relevant documents. (Source: KDMC ‘15)

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3. SWOT
Based on the detailed city profiling, what are the strengths and developmental areas of the city?
Conduct a detailed SWOT analysis of the city with all relevant metrics and data. (max 1000 words):

SWOT analysis represents a rounded and detailed evaluation of the demographic,

socio-economic and cultural landscape. Results are based on:
► Citizens perceptions and views – Consultations through ward level meetings, online
open forum discussions, special booths at railway stations, etc.
► Views of industry associations and stakeholder groups such as educational
institutions, students, slum dwellers, women’s self-help groups, architects, engineers,
transport unions, elected representatives and other eminent citizens.
► Inputs from KDMC development partners – MMRDA, Railways, MSRTC, RTO,
Commissioner of Police, stakeholders, subject matter experts such as World Resources
Institute (EMBARQ), and documentation on international best practices.
► Review of strategic documents: Census 2011, city environmental status reports and
other forward looking plans such as the development plan, traffic and transportation plan
for Kalyan-Dombivli, business plan for KDMT, MMRDA draft plan for 27 villages, city
development plan.

---------Strengths------------->

+ Location: Strategically located in the eastern MMR growth corridor. Focus of MMRDA
on development of the newly added village areas in KDMC as MMR's growth centre.

+ Connectivity: Excellent rail connectivity to employment centres in MMR. 335 Central

Railway services catering to about 10 lakh daily commuters from the city (4.2 lakhs at
Kalyan, 2.1 lakhs at Dombivli, 1.2 lakhs at Titwala and rest at other stations). Kalyan
station is also one of the largest Central Railway junctions for all outstation trains.

+ Compact transit oriented development: City has grown in compact, mixed-use and
transit-oriented pattern concentric to railway stations. Third-highest population density
(17,000 persons/ sq km) in MMR after Mumbai and Ulhasnagar. Build pattern has
resulted in 65% of the trips being undertaken through public transit or on foot.

+ Water supply: With 405 MLD source and treatment capacity, it is capable of servicing
22 lakh citizens at current supply levels till 2025. Network augmentation has helped it
cover 97% households with tap water supply, with the least number of consumer
complaints among basic services in the last seven years. 80% of the operational costs
are recovered through user charges.

+ Sanitation: 95.2% of households have individual toilets and the rest are serviced
through public toilets. 70% of households connected to sewerage network; rest serviced
through decentralized septic tanks.

+ Housing: Relatively lower housing prices in MMR make it an affordable housing hub.
Resulted into fewer slums – about 12% of the population as compared with Navi Mumbai,
Thane and Mumbai where 28%, 53% and 41% of population respectively live in slums.

+ Health: Coverage of primary and secondary health infrastructure is adequate.

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+ Literacy: 91.37% literacy rate (Census 2011), Ssecond-most literate million-plus city
and the 10th overall in India. Culturally vibrant and traditional historic core areas in
Kalyan and Dombivli nodes.

+ Online services: City pioneered an e-governance model under which 93 citizen services
are being provided online and at six citizen facilitation centres. This model has been
replicated across 243 cities in Maharashtra.

+ Implementation capabilities of the Municipal authority: The municipal administration has

high implementation capabilities. Rs 1,120 Cr. of infrastructure projects undertaken in the
last five years.

+ Financially strong Municipal authority: Every year since 2011, KDMC has allocated a
minimum of Rs. 50 Cr. towards capital works from its revenue surplus. Improvement in
collection efficiency, revision of assessment values, tariff rationalization for infrastructure
services and movement to capital value-based property taxation hold potential for further
improving the financial health of the municipal corporation.

+ Reforms: All city level reforms identified under the JnNURM achieved.

------Weakness------->

- Traffic & transportation: Unregulated movement, lack of signals, inadequate safety and
traffic management measures, insufficient width and encroached footpaths lead to low
level of service offerings and slow average speeds in city.

- Waste disposal: City generates 650 MT solid waste, but treatment and scientific
disposal facilities grossly inadequate.

- Economy: City has a weak economic base and 55% of the working population depends
on other cities in MMR for employment.

- Absence of suitable infrastructure capable of supporting the compact and mixed use
nature of development has led to increased congestion in station and traditional core
areas, reducing the service levels offered by mass transit systems and creating unsafe
environment for pedestrians.

- Vehicle densities have increased disproportionately to the population growth rates in the
last three years, indicating potential increase in income levels, increasing vehicular
ownership and reduction in dependence on public transit.

- Open drains: 18.4 km of open drains/ nullahs spread across the city carry waste water
of Kalyan-Dombivli and other upstream cities.

- Underdeveloped waterfront and lakes: Underdeveloped recreational spaces and lack of

green areas in the city. Per capita green space inadequate.

- Pollution: Air and noise pollution levels are above recommended levels, and the
presence of open municipal waste dumping site and drains leads to foul smell and
unhygienic conditions.

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- Depleting ground water levels: Fresh water aquifer levels have depleted and ground
water shows increased lead content.

- Healthcare: Lack of a super specialty hospital in the city a concern.

----------Opportunities -------- >

► Long waterfront: 32 KM long Ulhas creek runs along the length of the city. It has
significant potential of being developed into a waterfront / green zones, offer a mode of
commute within the city through cycle etc., significantly improving the quality of living. DP
reservations and CRZ regulations facilitate such development on the waterfront.

► Several lakes and water bodies: There are several undeveloped large natural lakes
and water bodies, which can be developed into a network of public recreational areas/
green spaces and for rainwater harvesting.

► Economic growth: Kalyan-Dombivli has the potential to emerge as an economic

growth centre. Proximity to the proposed eastern freight corridor, Vasai-Alibag
multi-modal corridor, the Delhi-Mumbai Industrial Corridor and availability of land.

► Land availability: 37% of the land still available for development. A rarity in MMR.
Targeted use of the newly added area of 27 villages towards the south holds potential for
improving environmental health and inducing much needed economic vibrancy.

► Preference to walk / use public transport: Existing vehicular density is relatively lower
at 145 vehicles per 1,000 citizens than other suburban centres in MMR. People prefer to
walk or use public transport. 65% of the trips take place through mass transit facilities or
through walk. However the vehicle population is rapidly increasing as income levels
increase.

► Implementation ready projects and Smart city push: Several of the projects in areas
such as Kalyan station precinct improvement (Traffic survey, parking DPR, preliminary
feasibility and conceptual design completed), solid waste management (Feasibility study
and DPR ready, tender floated), water front (Master planning consultant under
appointment), town planning scheme (Land use and cadastral data survey and mapping
completed) etc. are all implementation ready and can be implemented under the smart
city mission , bringing timely convergence of the interventions (Annex-4)

► Citizens support and momentum under smart city interventions: Extensive citizen
engagement undertaken by KDMC has led to high expectations and support (both citizen
and political) to the smart city projects. This is an opportunity to quickly implement the
projects while the momentum and support is there.

---------------Threats ---------------->

- Existing vacant lands need to be developed in a timely manner. Else it may result into
unregulated/ unplanned development of the available land. The city would loose on a
major strategic opportunity to rebalance its environment and economy.

- Presence and growth of chemical industries in Dombivli south node reducing the
environmental health of the immediate vicinity.

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4. STRATEGIC FOCUS AND BLUEPRINT

Based on the SWOT analysis, what should be the strat egic focus of t he city and the strategic blueprint
for its development over next 5-10 years to make it more livable and sustainable? (max 500 words):

► Kalyan-Dombivli is a dormitory town in suburban Mumbai. 55% of the population travel

to other places in Mumbai Metropolitan Region (MMR) to work. The city has grown
around the seven railway stations of the Mumbai suburban rail network. The population
growth has overwhelmed the infrastructure around the stations thus becoming less
accessible for pedestrians and vehicles alike.
► The public spaces in the city have fallen in disrepair. The 32 km long waterfront and
several lakes in the city which otherwise could have provided a strong identity to the city
lie un-developed and neglected.
► Unscientific solid waste disposal in the past is posing a serious risk to the environment
and unbridled dumping of waste on waterfront is doing considerable damage to a public
asset which has potential to become the face of a smart Kalyan-Dombivli.
► Addition of 27 new villages in the city limits has increased the vacant lands available
with the city. This gives Kalyan-Dombivli a distinct advantage and provides an excellent
opportunity for creating a new habitat which will serve as model for development not only
for Kalyan-Dombivli but for the entire MMR. This region has the potential to be significant
economic growth engine given the gradual shift of economic activities towards it. As a
result, city has been accorded the status of being a Growth Centre by the State
Government and MMRDA and thereby having the support at the highest level.

► The development blue print and strategic areas are thus directed at recreating a
sustainable and good quality living habitat in the existing built space of the city and create
a model for development in the vast open lands, attracting investments and creating
growth opportunities. Key areas of strategic focus identified by the city are:

1. Improved mobility and accessibility (SF1)

► Intervention: Railway station precincts made pedestrian centric, facilitating seamless

intermodal transfers and rationalising space allocation. Urban cores provided with a
network of “complete streets”, improved traffic management infrastructure and
best-in-class mass transit facilities.

► Impact: More number of people walking / using public transport instead of using
private vehicles. Seamless accessibility to all parts of the city for aged and
specially-abled.

2. Transform the waterfront into a vibrant socio-cultural destination (SF2)

► Interventions: Waterfront (entire 32 Km) developed to unite it with the city making it the
cultural and recreational destination for the city. The water front would be developed into
a multiple activity destination and would integrate with immediate built environment
through urban design principles.

► Impacts: Transformation in public realm. Citizens will have access to large continuous
walkable public space with multiple socio-cultural infrastructure. It will improve
environmental health of the city and compensate for the green cover in the city.

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3. Provide a clean and green environment to live in (SF3)

► Interventions: Adoption of clean and green technological solution towards safe

disposal of solid waste and sewage. Lakes, gardens and green areas developed to make
them attractive and accessible. Lakes interlinked for storm water disposal and ground
water recharge.

► Impacts: The city would become clean, green and environmentally sustainable. No
waste generated in the city would be disposed without treatment and in manner that
would be detrimental to the environment. Citizens will be able to access gardens, parks
and lake-fronts within 10 minute travel distance.

4. Create new growth centres leveraging on large tracts of vacant land (SF4)

► Interventions: Develop the vacant land in a targeted manner employing town planning
scheme mechanism. Develop 27 villages node as a growth centre for the region.

► Impact: Kalyan-Dombivli would emerge as the next growth centre in MMR offering
ample employment opportunities in the city. Development of vacant land distributed
across the various nodes would ensure distribution of employment across all nodes.
Allowing citizens to work and live in the same neighbourhood. TP scheme mechanism
would enable land monetisation to fund the infrastructure backlog.

5. Smart and responsive governance (SF5)

► Interventions: Strengthen public engagement, adopt tools / processes to support

accountability and transparency. Graduate towards technology based data centric
decision making.

► Impact: Municipal administration would be more responsive to citizens needs and be

able to garner their feedback / support to achieve the joint development goals for the city.
It will be better informed about its performance and be able to take smarter decisions
towards improvement in service provision.

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5. CITY VISION AND GOALS

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

Almost 75% of the citizen respondents have identified mobility / transport and
environment as the two most important priority arrears to be addressed in the city. It was
a unanimous choice among other stakeholders as well. The citizens of Kalyan-Dombivli
aspire to:
► Be able to comfortably walk to railway stations (especially Kalyan and Dombivli)
without hawkers and vehicles compromising their safety. (80% of responses)
► To have access to reliable public transport system with good connectivity within the
city and to other areas in MMR. (70% of responses)
► To live in a clean city - free of garbage (dumping ground in Kalyan – at the entrance of
the city) and with complete sewerage and storm water disposal infrastructure. (74% of
responses)
► To be able to live in a clean and green environment with ample amount of gardens,
green areas and cultural activities. (60 % of responses)
► Be able to live and work in the same neighborhood. (45% of responses)

Kalyan-Dombivli has set out a transformational vision for the city. It respects its regional
context, identifies with citizens aspirations and leverages on its strengths and
opportunities.

--------------- Vision 2025 ------------

“Kalyan-Dombivli will be the most preferred city in Mumbai Metropolitan Region to live &
work in, offering highest standard of living, clean and green environment, long beautiful
waterfront, best in class smart infrastructure and ample employment opportunities”

Strategic focus areas – goals and activities: The five strategic focus areas (outlined in Q
4 earlier) will help the city in achieving the vision. The goals, activities and metrics of
improvement corresponding to the vision and strategic focus areas to be achieved by
2025 are detailed below:

SF1: Improve mobility in traditional urban cores:

► Goal 1: Doubling of space in railway station precincts towards pedestrian and mass
transit infrastructure from existing 30%.
► Activities involved: The city would retrofit railway station precincts with pedestrian
centric infrastructure and enable seamless intermodal transfers between Railway stations
and bus stops. Re-allocate road space towards improved footpaths with facilities for
differently abled and aged citizens and improve east-west connectivity through stations.
Grade separated access for vehicular traffic and IPT modes. Smart parking bays and
dedicated hawking zones.
► Goal 2: Doubling of walk trips from existing 15%.
► Activities involved: Create a network of “complete streets” employing urban design
principles with adequate plantation and street furniture for differently abled and aged.
Arterial roads would be provided with smart traffic management and safety infrastructure.

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► Goal 3: 60% of the total trips through public transport

► Activities involved: Augment KDMTU services to increase routes, improved coverage
within city, new routes connecting other places in MMR, schedule integration with central
railway, MSRTC, NMMTU, TMT and other services. Improve reliability through smart
application based tracking apps, improved bus-stops and information sharing.

► Goal 4: Improving road infrastructure and connectivity to facilitate mobility.

► Activities involved: Implementation of Ring road, Kalyan-Shil road and completing the
road network in undeveloped areas through Town Planning Schemes. Undertaking 130
km of DP road widening within the city. Co-ordinate with MMRDA and MSRDC towards
timely completion of the works.

SF 2: Transform the waterfront into a landmark destination in MMR:

► Goal 1: Implement a replicable model for water front development by 2018.
► Activities involved: Develop water front of the area shortlisted by the citizens under the
smart cities mission. Waterfront development to be undertaken so as to bring it at the
centre of culture and recreational activities. Developing each stretch of waterfront on
unique cultural characteristics of the node. Components could include bicycle track,
jogging track, amphitheatres, open-air gymnasium, free wifi, Ganesh festival celebration
points, capture and bio-filtration of drain water through green houses, forestation on large
scale, food stalls, controlled hawking zone, infrastructure for monitoring of the premises
and safety, urban design elements and integration with road network to ensure access
from all sides of the neighbourhoods, flood protection and bank erosion prevention
measures – all in compliance with applicable CRZ and DCR rules. Waterfront will be
financially self-sustainable, will re-use wastewater to maintain gardens and electricity
demand met through solar.

► Goal 2: Development of entire 32 km long water front recognising the unique identity
of each waterfront nodes.
► Activities involved: Remaining stretch of waterfront to be developed on model adopted
in Goal 1. Develop waterfront on Dombivli West by 2020, on Kalyan West remaining
areas by 2022, Titwala by 2024 and Ambivli by 2025 in four phases.

SF3: Provide a clean and green environment to live in:

► Goal 1: Safe collection and disposal of 100% of municipal solid waste in the city.
► Activities involved: Transformation of Adharwadi dumping site at entrance of the city
into a green landscaped area through scientific closure, development of waste
processing unit and scientific land fill (550 MT capacity) on acquired land at Umbarde,
Development of decentralized bio-methanation plants and dedicated organic waste
collection stream across all nodes of the city. Deployment of smart collection
infrastructure for efficient utilisation of existing waste collection assets to cover 100% of
waste. IEC campaigns and bins at household levels towards ensuring source segregation
and other activities towards compliance with MSW rules.

► Goal 2: Safe collection and disposal of 100% of wastewater in the city

► Activities involved: Bringing 100% of households under the coverage of sewerage
network and connect it to the sewage treatment plants to ensure safe disposal.
Augmentation of sewage treatment capacity to 100%. Installing filtration mechanisms at
all drains so as to ensure treatment before disposal into lakes and rivers.

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► Goal 3: Kalyan-Dombivli to be transformed into a solar city.

► Activities involved: Installation of roof top grid connected solar power at all municipal
buildings, APMC and mini solar power plants across the open lands at water fronts.
Implementation of solar city plan, Installation of smart meters and underground cabling to
reduce losses. Activities involved: Installation of roof top grid connected solar power for
up to 20% of the demand (8% of existing power supply by MSEDCL is through renewable
sources).

► Goal 4: Develop lakes precincts making them the centre of social and cultural activities
► Activities involved: Lake precinct development, lake interlinking for storm water
disposal and ground water recharge, improving gardens and parks, developing a network
of pedestrian friendly green street and plazas to improve access to all gardens and lakes.

► Goal 5: Ensure reliable and equitable supply of water to all citizens

► Activities involved: Leverage on the recently augmented water supply infrastructure to
increase reliability through undertaking water demand management measures, tariff
rationalization – stepped tariffs with a life line supply, 100% metering and developing 24
X 7 water supply on pilot basis in town planning schemes. The DMAs formed under these
interventions, smart infrastructure, tariff and metering regime would enable up scaling 24
x 7 in the long run.

SF 4: Create new growth centres leveraging on large tracts of vacant land

► Goal 1: 60% of citizens are employed within the city limits from existing 45%
► Activities involved: Develop vacant lands in the city through Town Planning schemes
enabling targeted development and promoting economic activities. Timely
implementation of the greenfield growth node in newly added areas in the city.

SF 5: Smart and responsive governance

► Goal 1: Municipal authority improves service delivery through empirical evidence

based decision making and improved citizen engagement.
► Activities involved: Development of IT based infrastructure services backbone to allow
reliable data towards service provision, asset performance and system efficiency.
Development of an improved integrated citizen interface that would act as a one-stop
solution provider to all their queries / suggestions and provide real time service level
information.

► Goal 2: Citizens can undertake all municipal transactions without having to visit the
municipal offices
► Activities involved: Full implementation of Right to services act, Maharashtra ensuring
availability of 140 services on website / mobile application. Citizens can apply, follow-up,
resolve queries and receive appropriate certification online and without having to touch
base with any municipal official. This will involve setting up a technology base towards all
municipal functions, business process re-engineering, augmented e-governance module
and improved service platform.

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6. CITIZEN ENGAGEMENT
How has city leveraged citizen engagement as a tool to define its vision and goals? Specifically
describe (max 150 words each):

a. Extent of citizens involved in shaping vision and goals

► Kalyan-Dombivli is the 10th most literate city in country. Almost 50% of its citizens
contributed towards (1) envisioning, (2) defining the goals; (3) prioritization of
interventions and (4) selection of the area. Their informed suggestions defined every
single aspect of the smart city plan. Largest ever consensus building exercise in the city,
It has convinced decision makers and elected body of the need for focusing on station
precincts, SWM and waterfront in the short term. (Refer Annex-3.2, 3.3 and 4D)

► Cumulatively 4,10,229 responses were received. 1,50,810 households participated

through D2D surveys and ward level meetings ensuring representation from all wards.
(22% from D ward, 19% from H ward, 16% from B ward, 13% from C ward, 12% from F
ward, 9% from G ward, 6% from E ward and 5% from A ward.)
► 11% of all responses from household surveyed were from EWS from 14 slum pockets.
► Students and youth were involved through logo and drawing competitions and FGDs
in schools and colleges. FGDs with Women self-help groups, residents associations,
Senior citizens, Physically challenged persons etc. ensured citizens from all walks of life
are able to convey their aspirations and priorities. A total of 924 citizen group
representatives were engaged with during these discussions.

► Selection of Kalyan station node by 62% of the votes (34% to Dombivli and 4% to
Titwala) established retrofitting as suitable model and define the goals for the city.

b. Engagement strategy to get best results from citizens

► KDMC established a Citizen Engagement Unit (CEU) to effectively engage with

citizens towards (a) framing the smart city proposal and (b) Consensus building towards
detailing individual projects. (Refer Annex-3.2, 3.3 and 4D)
► CEU implemented a 6 tiered engagement strategy across three phases:

- Phase 1: Awareness – A mass awareness campaign to ensure that every citizen of

Kalyan-Dombivli is aware of its critical role in shaping the proposal. (20/09 to 10/12 – ’15;
and from 1/4 to 25/6 – ‘16)

- Phase 2: ID of focus areas, envisioning and participatory planning – This was the critical
phase wherein the citizens voted towards identification of focus areas, envision the city,
prioritize the projects and select an area for implementation under ABD. (25/9 to 25/11 –
2015; and 1/4 to 15/5 – ‘16)

- Phase 3: Fine-tuning and collaboration – After firming the smart city plan components,
draft proposal was made available to the citizens for comments and a detailed
stakeholder mapping was conducted. Focused discussions were then conducted with
these primary stakeholders to firm up components of the interventions. (25/11 to 10/12 –
‘15 and 1/4 to 25/6 ‘16).

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c. Different means of citizen engagement adopted

CEU adopted all possible means to ensure maximum participation from the citizens. The
strategy was to engage with each stakeholder group in their familiar environment and at
their time so as to ensure an effective response. Means adopted were calibrated to
match the requirement of the phase of consultation and target audience:
(Refer Annex-3.2, 3.3 and 4D)
► Phase 1: Awareness:
- (a) Mass SMS’s (b) Banners & posters (c) Media vans (c) Social media: Facebook,
Twitter & YouTube (d) Newspaper articles

► Phase 2: ID of focus areas, envisioning and participatory planning:

- (a) D2D surveys focusing on covering EWS of society; (b) Feedback booths at 3 railway
stations; (c) FGDs with 21 different stakeholder groups covering stakeholders from all
walks of life; (d) One-on-one discussions with eminent citizens; (e) Essay, painting and
logo competitions, (f) Online polls on KDMC’s Smart City website; (g) Social media
interactions: Facebook & Twitter (h) Discussions & polls on MyGov.

► Phase 3: Fine-tuning and collaboration:

- (a) Smart City Summit; (b) Focused group discussions; (c) Online polls on KDMC’s
Smart City website; (d) Social media interactions; (e) Meetings with vendors, contractors,
govt. officials, etc. (f) Discussions on MyGov (g) Target based consultations.

d. Extent of coverage of citizen engagement in different media and channels

KDMC’s citizen engagement initiatives during the smart cities mission were regularly
covered by different print, electronic and outdoor media. This helped create further
awareness and also encouraged citizen participation – (Refer Annex-3.2, 3.3 and 4D)

► Print media - (1) Newspapers ads/articles: Over 100 newspaper ads/articles about
Kalyan-Dombivli’s Smart City initiatives were published in English and Marathi
newspapers
► Electronic media - (1) Mass SMS: Over 12 lakh mass SMS’s were sent out to citizens
at different stages of the engagement process in order to create awareness and invite
suggestions and feedback of the citizens (2) YouTube: Short videos capturing different
components of our proposed smart city initiatives were uploaded to our YouTube
channel. Our videos received 1,633 views (3) Social media: Daily updates about the
Smart City initiatives were posted on Facebook and Twitter. 8,24,640 citizens were
reached out to on Facebook and 75,181 impressions were made on Twitter
► Outdoor media - (1) Banners & posters: were placed in public areas, government
offices and CFC’s. (2) Mobile van: A mobile van was used to promote Smart City
initiatives and create awareness about the Mission. These vans also distributed fliers and
questionnaires to the citizens.

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e. Incorporation of citizen inputs in overall vision

► A word cloud software was used to identify the focus areas and aspirations of the
citizens. The word cloud highlighted the following words and phrases: ‘traffic &
transportation’, ‘railway stations’, ‘economy’, ‘clean’, ‘pollution’, ‘public areas’,
‘parks/gardens’ and ‘green’. In addition to this, a poll was carried out in which citizens
prioritized improvements in mobility & mass transit, the environment and open spaces.

► These inputs laid the foundation to Kalyan-Dombivli’s vision as indicated from the
following components of the vision statement: “Best in class smart infrastructure”, “clean
and green environment” and “ample employment opportunities”.

► Further, a section from the winning essay of the essay competition (‘My dream city –
Kalyan Dombivli’) has also been reflected in Kalyan-Dombivli’s vision statement – “Ulhas
River is nature’s gift to Kalyan Dombivli which can be used as a place where people
rejuvenate, interact and experience clean air”,

► This section is reflected in the following component of the vision statement – “offering
highest standard of living, clean and green environment, long beautiful waterfront”

(Refer Annex-3.2, 3.3 and 4D)

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7. SELF-ASSESSMENT: BASELINE
Define the baseline for your city based on self-assessment criteria given in Annexure 2 (column ‘H’).
Marks will be awarded based on how well you know y our city (Fill column ‘I’ in the self assessment
sheet in Annexure 2 with as many KPIs and "hard metrics" as possible; max 50 words per cell)

Note: Attach Annexure 2

8. SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

Emerging from the vision statement, assess the qualitative or quantifiable outcomes that need to be
achieved for each of t he Smart City Features described in Annexure 2 (c olumn ‘J’). In column ‘K’
describe the biggest single initiative/solution that would get each feature of the city to achieve
‘advanced’ characteristics (eg. increasing share of renewable energy generation in the city by X
percent). Note that a single initiative/solution may impact a number of features (eg. improved
management of public spaces may ease congestion on roads as well as improve public health).
(Fill in Annexure 2; max 50 words per cell)

Note: Attach Annexure 2

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B. AREA-BASED PROPOSAL
The area-based proposal is the key element of the proposal. An area-based proposal will identify an area of
the city that has been selected t hrough desk research, analysis, meetings with public representatives,
prominent citizens, and citizen engagement, as the appropriate site for either of three types of development:
retrofitting (approx. 500 acres), redevelopment (approx. 50 acres) or Greenfield development (approx. 250
acres). This area will be developed into a ‘smart’ area, which incorporates all the Essential
Features/Elements prescribed in the Mission Guidelines and any additional features that are deemed to be
necessary and appropriate.

Mapping of information and data is a key part of your Smart City Proposal. Create a suitable Base Map of
your city with all the relevant systems and networks as they exist today, showing its physical, administrative
and other characteristics, such as natural features, heritage areas, areas prone to flooding, slums, etc. The
base map should show the regional context in which your city is located and should contain the spatial and
physical layout/morphology of your city, the street network, the open and green spaces, the geographical
features and landmarks and the infrastructure, including for transportation, water supply, sewerage,
electricity distribution and generation, and so on.

Using the base map, represent, with the most effective method available, as much information and data
about the ‘Area’ selected for area-based development. Only one ‘Area’ should be selected and attached
in the form of a map containing the spatial and physi cal layout/morphology of the Area, the street
network, the open and green spaces, the geographical features and landmarks and the
infrastructure, including for transportation, water supply, sewerage, electricity distribution and
generation, and so on. The Essential Elements and additional features that are propos ed to be part of the
area-based development should be included. Describe, using mainly graphic means (maps, diagrams,
pictures, etc.) the propos ed area-based development, including the project boundaries, connectivity,
significant relationships, etc.
(max. 2 nos. of A -3 size sheets)

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9. SUMMARY
Summarize your idea for an area-based development. (max. 100 words )

Our ABD proposal incorporates the interventions under development strategy (Q4) and
proposes to transform the Kalyan West node (2,904 Acres) through a retrofitting model at
a cost of Rs. 1057 Cr. It will improve existing living habitat and integrate development of
green-field areas to create a new habitat in the vacant lands in the node.

Kalyan station node is the commercial hub of the city, has 3.5 km of waterfront and
directly impacts almost 50% of the city’s population. The following are key components:

- Pedestrian centric retrofitting of dense Kalyan station precinct (SF1)

- Development of 2 km stretch of waterfront and closure of Adharwadi dumpsite would
bring waterfront to the center of socio-cultural activities. (SF2)
- Development of four lake precincts and interlinking for storm water disposal and ground
water recharge (SF 3)
- Smart water and sanitation infrastructure, network of complete streets and ITMS would
make it clean and green (SF 3)
- Strategic development of 185 acres of vacant land through TP schemes (SF 4)

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

KDMC employed a collaborative and consultative methodology towards preparation of

the smart city proposal. While the citizens identified the key interventions and area of
implementation, elected body reviewed and supported the smart city plan. The sector
experts helped the city shape and “projectise” the interventions while identifying the key
implementation contours and assessing techno-economic feasibility. The suppliers /
partners re-confirmed the implementability of the proposals by showing interest, sharing
experiences, realistic timelines, risks and cost estimates for implementation:

A. City profile:

- Nodal structure of the city: Kalyan-Dombivli is a dormitory town which grew concentric
to 7 nodes around each of the railway stations of the city. Almost 65% of the citizens use
the railway services daily with majority of commercial activities located around it. Thus
citizens were asked to select one of the three densest station nodes in city. i.e. Kalyan,
Dombivli and Titwala.

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- High impact of ABD: Area selected by citizens i.e. Kalyan station node, impacts almost
50% of the citizens directly. It is used by 40% of the daily commuters, is commercial and
trading hub of the city and all government offices are located in its vicinity. It houses 15%
of the resident population, 4 large lakes, 3.5 km waterfront and 3 gardens. Kalyan station
also acts as the largest central railway junction for outstation trains.

- Replicability of the ABD area: Four of the remaining 6 nodes in the city have same
characteristics as Kalyan node – dense development concentric to railway stations,
waterfront, tracts of open lands and mixed use built up. Hence the retrofitting model
adopted is replicable in other parts of the city.

- Retrofitting as the preferred mode: Selection of the development model was determined
by the built characteristic of the node. The sector experts and elected representatives
supported retrofitting over other modes. The presence of vacant land in the northern part
of the node was an opportunity develop these plots through TPS.

B. Citizen opinion and engagement

- Representative sample: The CEU aimed at effective and representative engagement

ensuring participation of citizens from all walks of life. Almost 50% of the households
contributed to the formulation of smart city plans. The respondents included EWS, slum
dwellers, self-help groups and other sections of the society. The results were thus
substantial enough to be representative of the city.

- Unanimous consent on priority interventions and area for ABD: Station precinct
improvement, mobility, SWM and environment – parks, gardens and waterfront emerged
as the priority areas of interventions. These together received 87% of the votes. 61% of
the respondents selected Kalyan station node for development under ABD.

- Goals derived from citizen aspirations: The citizens aspired to be able to walk to railway
stations, have access to reliable public transport, live in a clean city - free of garbage and
with ample amount of gardens, green areas and cultural activities and lastly to be able to
live and work in the same neighborhood. The 5 strategic focus areas and 14 goals were
formed as a response to these aspirations of the citizens.

C. Opinion of elected representatives

- Elected representatives were consulted on multiple occasions. Mayor was a made an

integral part of the entire citizen engagement and plan formulation process. The smart
city proposals formed a key part of election manifestos of all political bodies during
November ’15 elections.

- Preference for retrofitting as a model over redevelopment: Elected body acknowledged

that redevelopment was a time consuming and difficult option. They preferred retrofitting
over redevelopment. And supported green field development in the vacant lands through
TP scheme mechanism owing to their positive experience of MMRDA TP schemes in 27
villages area.

- Validating applicability on other nodes: The elected body agreed to the results of the
citizen engagement and validated the applicability of the model on Dombivli West and
Titwala node to ensure that the other node can be developed on similar model.

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D. Discussion with urban planners and sector experts:

- Services on pan city initiative: Services which had basic infrastructure in place and
could be improved through IT based infrastructure were advised to be included under pan
city. These included traffic and transportation, SWM, water demand management and
responsive governance. City wide ITMS was recommended by experts as it is effective
only if taken up at a network level. For SWM, ABD projects covered point infrastructure
backlog while pan city ensured improved collection.

- Need for a network of “complete streets”: Based on recommendations of urban

designers planners and case studies of Bogota, Amsterdam, Paris and Barcelona it was
decided to include a network of walkable “complete streets” connecting all prominent
locations in the node.

- Continuity in waterfront: Urban designers and planners highlighted the need for
continuity in the waterfront and similar projects in Sydney, Ahmedabad, Coney island
New York were looked at closely. The Lake interlinking and precinct improvement model
of Ahmedabad was decided to be adopted.

E. Discussion with development partners:

- Grade separation for station precinct: Station precinct improvements were discussed
closely with Central Railways, MSRTC, MMRDA and other development partners. Based
on traffic survey and available space, it was unanimously agreed that a grade separation
would be required. Hawkers, shopkeepers, auto and taxi unions and commuters also
supported this idea. Case studies of similar interventions in Thane, Tokyo and London
helped in deciding the sub-components.

- Reliable model of TP scheme: MMRDA had initiated development of TPS in newly

added areas of Kalyan-Dombivli. The citizens and elected representatives are witness to
the value appreciation in the land as a result of TPS. This positive experience made them
confident of taking up TPS in the vacant lands north of Kalyan node. MMRDA’s experts
also found the area ideal for taking up TPS owing to its direct connectivity with
under-development ring road and the development pressures on the land. It was also
widely felt that this provide land for monetization and help fund transformation of other
nodes in the city. (Refer Annex 4G)

F. Discussion with vendors / suppliers:

- Techno-economic feasibility: Vendors / suppliers were asked to carry out primary

preliminary feasibility assessment towards applicability of the product. Subsequent to
which, availability of competing suppliers and alternative technologies were assessed.
This ensured applicability and techno-economic feasibility of proposal.

- Validation of implementability, timelines, costs and expression of interest: Interested

vendors were asked to provide project concepts. These helped in validating the timelines,
techno-economic feasibility and in identification of risks and mitigation measures. (Refer
Annex 4H to 4M)

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11. KEY COMPONENTS

List the key components of your area-based development proposal (eg. buildings, landscaping, on-site
infrastructure, water recycling, dual piping for water supply, etc.)? (max. 250 words )

1. SF1: Improve mobility in traditional urban cores:

- Goal 1: (1) Railway station precincts made pedestrian centric, seamless intermodal
transfers; (2) Kalyan station building redevelopment; (A1)
- Goal 2: (1) 83 km network of pedestrian-friendly “complete streets”, (2) ITMS at 17
junctions. (A2 and A3)
- Goal 3 undertaken through Pan city mode and Goal 4 through convergence with
interventions of MMRDA, MSRDC and other entities. (A 24 to A 32)

2. SF 2: Transform the waterfront into a vibrant socio-cultural destination:

- Goal 1: (1) Development of 2 km stretch of waterfront starting from durgadi bridge with
bicycle track, jogging track, amphitheatre, Ganesh ghat, 1 bio-filtration green house plant
for re-using wastewater, controlled hawking zone, security infrastructure, WiFi, Solar
panels, solar LED lighting, urban design elements and integration with road network to
ensure access from 4 points, targeted afforestation and embankment wall for flood
protection. (A4 to A8)

3. SF 3: Provide a clean and green environment to live in:

- Goal 1: (1) Scientific closure of adharwadi dumping site; (2) 10 MT bio-methanation
plant at Wadeghar, powering 375 streetlights in the vicinity; and (3) Treatment and landfill
site of 8,000 sq.m at Umbarde; (A9 to A12)
- Goal 2: (1) Sewerage network augmentation to connect 16,386 households to
Adharwadi STP; and augmentation of capacity of 3 pumping station from 9 MLD to 12
MLD (A13 and A14)
- Goal 3: (1) Installation of grid connected solar power towards generation of 2.6 MW of
power; (2) Conversion of 2,525 streetlights into LED lights; and (3) Underground power
cabling for 80 km stretch and installation of 61,216 smart meters; (A15 to A18)
- Goal 4: (1) Development of 4 lake precincts and (2) Networking the lakes for storm
water disposal and ground water recharge. (A19 and A20)
- Goal 5: (1) Water-demand management measures, installation of 14,126 AMR meters
and tariff rationalisation, 6 bulk flow meters and SCADA. (Covered under Pan city)

4. SF 4 - Create new growth centres leveraging on large tracts of vacant land:

- Goal 1: (1) Town planning scheme in 185 acres providing for affordable housing in 15%
of the allowed residential floor space, green buildings and policy on freeing up setback,
24 x 7 water supply. Same density as traditional areas but more green areas. (A22 and
A23)

5. SF 5: Smart and responsive governance – Under Pan city proposal

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12. SMART URBAN FORM

Describe the ‘smart’ characteristics of the proposed development that relate to urban form (eg.
uncluttered public places, mixed-use, open spaces, walkability) and how these will be incorporated.
(max. 250 words)

Smart-urban form refers to cities that enable efficient resource usage and have less
environmental footprint. They limit urban sprawl, are compact and green, and have
mixed-use development and offer high mobility and accessibility to its citizens.

► Preserving transit oriented compact and mixed use nature of development in Kalyan:
Traditional growth of Kalyan-Dombivli, although organic and ubiquitous in structure, had
several of these elements of a smart-urban form. Compact, mixed-use and with high
density, the city had grown concentric to railway stations in a transit-oriented pattern.
Retrofitting is proposed to provide infrastructure suitable to sustain this built-up.

► Improved public realm: The 2 km long waterfront opened to public access would
transform the public realm and make it smarter. Through urban design elements,
neighboring built up would be integrated into the water front development improving the
livability in the area.

► "Complete streets" - walkability: A network of 83 km of green pedestrian-friendly

"Complete streets" linking open areas, lakes, green areas, play grounds, transportation
nodes and plazas is proposed. This combined with waterfront ensures that every resident
of the area has access to a recreational area within 800 m vicinity.

► Pedestrian-centric access to railway stations: The proposal balances the available

circulation space in favour of pedestrians. By ensuring the space proportional to the
mode share (pedestrians – 60% of the total trips for accessing the station), the pedestrian
space and access to the stations will increase by about three times. This will make
access safer and more environmental friendly.

► Mixed-use high-density development in TPS areas: Mixed-use development is

proposed, targeted at maintaining the density at 17,000 persons per sq km. Additional
features, such as green buildings, set-back policy, increasing available public space and
street network density will together lead to the availability of employment, public spaces
and affordable housing in the vicinity.

► Balancing the growth – node by node: By aligning upcoming growth to the

requirements of the existing area, it allows to balance the city/nodal-level shortfalls in
green cover, recreational areas and other infrastructure. The replicability of proposed
ABD model ensures the other nodes are transformed into sustainable habitats.

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13. CONVERGENCE AGENDA

In Table 1, list the Missions/Programmes/Schemes of the Government of India (eg. AMRUT, HRIDAY,
SBM, IPDS, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describehow your proposal will achieve convergence with these,in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
1 Atal Mission for Rejuvenation and Urban Proposed demand management measures for
Transformation (AMRUT) water supply system and corresponding smart
interventions, augmentation of sewerage
(1) water supply - ensuring full coverage and system, development of waterfront and lake
equitable supply of water under SF3-G5. precincts and mobility related interventions
help city converge with the objectives of
(2) 100% coverage of sanitation under SF3 - AMRUT.
G1,G2
Sewerage system expansion is proposed to be
(3) Mobility: urban transport under SF1 - G1 to G4 funded under AMRUT. 53% of the estimated
cost, that is Rs 21 Cr is expected to be funded
(4) Environment: development of green spaces under the AMRUT mission. The DPR has been
and parks under SF 2 - G1 and SF3 G4. prepared and has been proposed in KDMC
SLIP.

2 Interventions for integrated waste

Swachh Bharat Mission (SBM) management system- closure of Adharvadi
dumpsite, development of treatment and
processing site, segregation of waste at
The components under SF3 G1 and G2 converge processing site, installation of bio-methenation
towards fulfilling the objective of a zero waste plants and water to energy plant; and
society with scientific disposal of waste. development of sanitary landfill site converge
with the objectives of SBM.

The closure of Adharvadi dumspite, installation

of bio-methenation plant have been included in
the DPR prepared.

A total of Rs. 6.6 Cr. is to be funded from SBM

3 Solar City Mission It is proposed that 10% of the electricity

demand is met by installation of solar PV
panels .
Solar city mission introduced by MNRE
encourages the ULBs to adopt renewable sources KDMC has been selected by MNRE as one of
of energy and energy efficiency measures. the solar cities, and has submitted solar city
master plan to MNRE. The DPR has been
Kalyan-Dombivli has been identified as a Solar approved and a solar cell in KDMC has been
city. Components under SF3 G3 enable the city to formed.
meet the objectives set out under the mission.
Funding of Rs 9.2 crore is envisaged under the
solar city mission, through contributions from

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TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
4 Integrated Power Distribution Scheme Under SCM, we propose for strengthening of
distribution network and reduction of losses
IPDS aims for 24X7 power supply, with 100% through laying of underground transmission
household connection and reduction in losses. lines and installation of smart meters.

The DPR for IPDS has been prepared and

approved by the state government.

Funding of Rs 35 crore is envisaged through

the scheme.

5 Railway Station Redevelopment Scheme Central Railways envisages redevelopment of

selected railway stations on PPP mode.
Components under SF1 G1 converge with the
objectives of Ministry of Railways identifying The components of station development and
redevelopment of Kalyan station. modal integration under the Kalyan station
precinct development converges with the
Central Railways scheme.

The development of the station complex is

envisaged on PPP mode. The precincts would
be developed with design convergence to the
redeveloped station complex. (Refer Annex 4E)

6 Mumbai Metropolitan Regional Development

Authority -Town Planning Schemes The convergence would be achieved through
assistance and direction through MMRDA
The strategic focus area of creating new growth experts assisting SPV and KDMC in
centres leveraging on large tracts of vacant land development of TPS. (Refer Annex 4G)
(SF4) has been adopted by MMRDA in another
part of the city. It is developing newly added
villages in Kalyan-Dombivli through TPS mode.

Components under SF4 G1 are in alignment with

this strategy recommended by the MMRDA and
the state government.

7 Mumbai Metropolitan Regional Development MMRDA is developing Kalyan ring road at Rs.
Authority and Maharashtra State Road 578 Cr., a four lane bridge at Durgadi for Rs. 85
Development Corporation - Kalyan-Dombivli Ring Cr. and development of newly added 27
road, Kalyan-Shil Road and Widening of Durgadi villages through TPS as growth nodes in MMR
bridge. at Rs. 1000 Cr.

All the three interventions impact the area The development of ring road and Durgadi
selected for retrofitting. Especially the Rind road bridge form important elements of retrofitting
which passes through the node. proposed TPS and green field development in the prioritized
area stands to benefit from the development. node. They will improve the accessibility and
mobility in the node. (Refer Annex 4-A6 and
A7)

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14. CONVERGENCE IMPLEMENTATION

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

Atal Mission for Rejuvenation and Urban Transformation:

The infrastructure to be funded through assistance under AMRUT include augmentation of

sewerage network to connect to 16386 household connections and enable treatment at
Adharwadi STP.

The Kalyan-Dombivli’s Service Level Improvement Plans proposed under AMRUT have
included the proposals under smart city plan. The scheduling of the implementation and
the draw-down assessed for implementation are in alignment with the envisaged
inclusions in SAAPs under AMRUT.

Solar City Mission:

The solar city master plan prepared for Kalyan-Dombivli has been sanctioned by MNRE.
And a solar city cell has been established in KDMC. The sanctioned master plan includes
components being proposed under the area based development under the smart city plan.
This is envisaged to ensure the availability of funds for infrastructure towards
implementation of the interventions under Solar city mission.

Integrated Power Development Scheme:

Maharashtra State Electricity Distribution Company Limited (MSEDCL) has submitted a

Detailed Project Report towards for infrastructure augmentation, installation of smart
meters and undertaking underground cabling in Kalyan-Dombivli city. These features are
proposed to be integrated with Smart city plan implementation.

MSEDCL has agreed vide letter dated December 10, 2015 (Refer Annexure 4J) towards
prioritization of the implementation of the IPDS scheme in Kalyan demonstration node and
applying the funds received under IPDS to facilitate the same. This will ensure the timely
implementation of the IPDS scheme, allowing collective impact to be had on the area.

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Railway Station Redevelopment Initiative:

Indian Railways has selected Kalyan station as one of the stations to be developed on "as
is" basis. The EOI has been floated. The proposed redevelopment is envisaged to be
undertake on PPP mode.
There will be design convergence between the proposed station precinct improvement
project under smart cities and the station redevelopment. The Central Railways, vide letter
dated December 14, 2015 (refer Annex 4E3) has accorded an in-principle no objection
certificate towards use of the air space over the railway land. The grade-separation of
vehicular traffic is to be provided over the existing railway plot (refer Annex 4 E1) in a
manner that will accommodate redevelopment of the railway station building into a
multistory, multi-use structure. SPV shall be a joint partner to the railways in marketing
and designing the project in order to ensure seamless integration of the two interventions.

Road network augmentation undertaken by Mumbai Metropolitan Region Development

Authority(MMRDA):

MMRDA is in the process of widening (4 laning ) the Durgadi bridge on western edge of
the Area under retrofitting. This acts as the main vehicular entry point to kalyan city from
the Mumbai - Nashik route. MMRDA is also implementing the Kalyan ring road connecting
the durgadi bridge and bisecting the proposed green field development area. The
development of waterfront along these projects, and closure of landfill site are integrated
with the implementation of this ring road and Durgadi bridge widening. They act as
important connecting links to other part of the city and a vital element of the city level road
network.

Swacch Bharat Mission:

The corporation has prepared the DPR worth Rs 114 crore for integrated waste
management in the city, which proposed for segregation of waste at source, procurement
of bins for households for waste segregation, construction of material recovery facility,
construction of 13 bio-methenation plants at various locations for treatment of
bio-degradable waste, closure of Adharvadi dumpsite, and installation of IEC system for
monitoring of waste collection and vehicle tracking. The DPR has been submitted and
approved by the State Government on 21st March 2016. The minutes of the meeting for
the same is attached in Annexure- 4H2. This will facilitate in timely convergence of funds
during implementation.

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15. RISKS
What are the three greatest risks that could prevent the success of the area-based proposal? In Table
2, describe each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words
per cell)

TABLE 2

Ri sk Likelihood Impact Mitigation

Non - aligning institutional Low because: High because: The projects have been
priorities and hence reduced structured in close
co-operation. (1) Projects have a Delayed consultation of the
positive impact on implementation, primary stakeholders to
The ABD proposal involves operations / functioning changes in design ensure convergence
projects which have Central of each of the elements after start of with their priorities,
Railways, MSRTC, MMRDA stakeholders. construction requiring requirements and
and other development course-corrections. hence ensuring
partners as key (2) Each of the Leading to cost sustained interest in
representatives of the project. stakeholders such as overruns delayed implementation of the
Their lack of interest may Central railways, implementation project. The projects
hinder project progress. MMRDA have invested have received consent
their own resources in from each of the
similar direction and the development partners.
ABD projects assist
their cause. SPV has representation
from the key
development partners.
This institutional
convergence would
further facilitate in
mitigating any
implementation risk.

Lack of support from citizens Moderate because: High because:

and immediate stakeholders Co-creation:
during implementation. (1) Interventions and Such incidences could The projects have been
ABD area under smart severely delay the developed in a true
Undertaking several city proposal have been project and even cause spirit of co-creation.
infrastructure works in the identified by the citizens losses to construction The citizens and
same area would lead to through the elaborate equipment and works. immediate stakeholders
disruption of day to day consensus building have been closely
activities of the citizens. It has exercise. engaged during the
been experienced that such consultation phase.
disruptions often ends up in (2) The support of
agitation, opposition and legal elected members
issues. erases the likelihood of Sustained citizen
any prominent citizen engagement:
group agitating against The proposal provides
the construction work. for sustained citizen
engagement. SPV and
(3) All construction KDMC would continue
activities would be to engage with the
undertaken with utmost citizens to ensure they
importance to safety are kept informed of the
thus ruling out the difficulties during
likelihood of accidents. implementation stage.

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 INDIA SMART CITY MISSION

TABLE 2

Ri sk Likelihood Impact Mitigation

Non-availability of land for

implementation / Low because: High because: Difficult steps already
construction works. taken by KDMC:
(1) Retrofitting model has (1) Station precincts are
Non availability of land / been selected for heavily encroached. KDMC has already
inability of SPV / KDMC to implementation of ABD. Non availability of undertaken demolition
procure land for This eliminates the need space could force in Kalyan station
implementation might stall for procuring large selection of alternative
precinct to facilitate
project implementation. stretches of property and solutions which may notproject implementation.
Requiring costly design redeveloping. There is be in the best interestThese steps were
changes and very little need for of citizens. appreciated by citizens.
course-corrections. transfer of ownership This mitigates the risk
rights. (2) This may lead to substantially as the
delayed implementation ROW is free and
(2) Consent has been and cost escalations. available to start work.
received from Central (Refer Annex 4F)
railways for use of air
rights, land owners for TP Scheme : MRTP act
TP schemes which has adequate
reduces the likelihood of measures to overcome
this risk. resistance (if any)
towards TPS. Existence
of case laws help
overcome legal
impediments.

- - - -

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 INDIA SMART CITY MISSION

TABLE 2

Ri sk Likelihood Impact Mitigation

- - -

- - -
-

- - - -

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16. ESSENTIAL FEATURES ACHIEVEMENT PLAN

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

► The interventions identified under the smart city plan require close co-ordination with
multiple stakeholder agencies and sector experts. "Smart Kalyan-Dombivli Development
Corporation Limited" (SKDCL), the SPV being formed for implementation would appoint a
Project Management Unit to help in co-ordination and monitoring of works. SPV and
KDMC would form a joint co-ordination unit to monitor the overall progress of the works.
(Refer Annex 4B)
► KDMC has detailed a realistic implementation plan for achieving the essential
features in consultation with MMRDA, vendors and other sectoral experts. Four out of five
strategic focus areas are to be achieved through ABD proposal by 2020. KDMC has
taken several steps (Refer Annex 4) to be make the proposals implementation ready and
begin work immediately on approval of the Smart City plan.
►The plan for achieving the essential features of the ABD are as under:
----------------------------------------------------------------------------------------------------------------------
SF1: Improved mobility and accessibility ----->

► G1 - A1: Kalyan station precinct improvement: Railway station precincts made

pedestrian centric, facilitating seamless inter-modal transfers and rationalizing space
allocation. Urban cores provided with a network of “complete streets”, improved traffic
management infrastructure and best-in-class mass transit facilities.

→ Activities: DPR by expert team consisting of urban planer, urban designer, traffic and
transportation experts, Architects and structural engineer (Dec '16). Completion of
ongoing demolition drive by KDMC freeing up all allowable ROW (Dec '16). Appointment
of Concessionaire for redevelopment of station complex by Railways (Dec '16).
Appointment of developer for station precinct (Jan '17). Completion of development
works of station precinct - multi-modal transfers, grade seperated lanes, parking etc. (Dec
'19). Development of Complete street network, footpaths, smart parking bays, plantation
and other IT related infra (Jun '20). Commissioning (Sep '20).

→Inputs: Investment of Rs 427 Cr. is estimated for the project. Station redevelopment on
PPP mode. Precinct development by SPV. The investment phasing is in the ratio of 15%,
30%, 30% and 25% over 4 years.

→Output: Doubling of space in railway station precincts towards pedestrian and mass
transit infrastructure from existing 30%.

► G2 - A2: Network of complete streets: Creating a network of “complete streets”

employing urban design principles with adequate facilities for differently abled and aged
with plantation and street furniture. Arterial roads would be provided with smart traffic
management and safety infrastructure.
→ Activities: Master plan by expert team consisting of urban planer, urban designer,
traffic engineers (Dec '16). Street section proposals for each of 20 zones (Dec '17).

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The zones identified reflect the various neighborhoods that form a part of the ABD area.
The appointed experts along with SPV would engage with the residents and undertake a
place making exercise to come with detailed proposals specific to every street. This will
be done in true consultative spirit. Appointment of contractor for implementation works
(June '18). Start of implementation civil works (Jan '19, After completion of IPDS and
utilities works). Completion of entire 83 km network of complete streets (Dec '20).

→Inputs: Investment of Rs 35 Cr. is estimated for the project. The investment phasing is
in the ratio of 0%, 5%, 40% and 55% over the 4 years.

→Output: Network of complete streets covering entire ABD area. Connecting all major
socio-cultural amenities.

► Activities under SF1 - G3 are covered under Pan city component and SF1 - G4 would
be implemented by MMRDA and MSRTC. The activities under SF1, 2 and 3 would
converge with the implementation of the ring road.

----------------------------------------------------------------------------------------------------------------------
SF2: Transform waterfront into vibrant socio-cultural destination ----->

► G1 : Development of 2 Km waterfront with landscaping, plantation, urban design

elements and associated amenities.

→ Activity A3: Waterfront development:- Tendering process for appointment of experts

for Waterfront master plan preparation initiated. Master plan to be finalized by (Sep '16).
Completion of landscaping, plantation to ensure densified canopy, urban design and
waterfront elements such as jogging tracks, plazas, cycle tracks, entrance gates etc.
(Dec '18).
→ Activity A4: Bio-filtration green house: - Appointment of vendor for supplying the
technology (Dec '16). Installation of bio-filtration plant and associated works (Sept '17)
→ Activities A5: Installation of solar panels and solar LED lights: - Appointment of vendor
for supplying the technology (Jun '17). Installation of solar panels and solar LED lights
(Dec '17).
→ Activity A6: Security infrastructure and free Wifi: - Appointment of vendor for supplying
the technology and hardware (Dec '17). Installation of equipment and hardware(June
'18).
→ Activity A7: Flood protection wall: - Appointment of expert for preparation of DPR (Sep
'16). Appointment of contractor for bank protection works (Dec '16). completion of civil
works (June '17).
→ Appointment of private sector player for operation and maintenance of the waterfront
on performance based contracting (Sep '18).

→Inputs: Investment of Rs 35 Cr. is estimated for the project. The investment phasing is
in the ratio of 10%, 60% and 30% over 3 years.

→Output: 2 km long waterfront accessible to the citizens for social and recreational uses.
Reuse of wastewater for maintenance of waterfront and other parks and gardens. All
electrical consumption through solar power. Waterfront management by private sector
player through revenues generated from advertisement space and rent of food / hawking
stalls. Flood protection measures. Targeted plantation with increased canopy.

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 INDIA SMART CITY MISSION

---------------------------------------------------------------------------------------------------------------------
SF3: Provide a clean and green environment to live in ----->

► G1-Safe collection and disposal of 100% of municipal solid waste in the city.
→ Activity A9 - Closure of Adharvadi dumpsiteDPR and feasibility prepared, KDMC
appointing private sector player for closure of dumping site. Expected completion of
rehabilitation and landscaping (July '18)
→Inputs:Investment of Rs 31 Cr. is estimated for the project. The investment phasing is
in the ratio of 30% and 70% over 2 years.

→ Activity A10 : 10MT bio-methenation plant at Wadhegar + dedicated waste collection

streams, DPR and feasibility report and tender for appointment of contractor prepared,
Tender for appointing private sector player for closure of dumping site issues. Expected
completion of rehabilitation and landscaping (July '18).
→Inputs:Investment of Rs 2 Cr. is estimated for the project. The investment phasing is in
the ratio of 15%, 40% and 45% over 3 years.

→ Activity A11:Processing and treatment site at Umbarde (waste to energy plant):

Tender for appointment private agency to prepare technical DPR and undertake
development works for the site undertaken on PPP mode. Expected completion of site
development (Dec '2018)
→Inputs:Investment of Rs 190 Cr. is estimated for the project. The investment phasing is
in the ratio of 25%, 40% and 35% over 3 years.

→ Activity A12: Garbage bins at hh level for waste segregation and IEC campaign:
Awareness campaign and policy mandating for segregation of waste at source, providing
bis at household level for waste segregation.(Dec '17)
→Inputs:Investment of Rs 18 lakhs. is estimated for the project.

→Output: 100% segregation of waste, disposal of waster after treatment in a manner

whichis not detrimental to the environment resulting in clean environment for the citizens.

►G2- Safe collection and disposal of 100% of wastewater in the city

→ Activity A13-14:Augmentation of sewerage network by connecting 16,386 hhs and
pumping station capapcity by 9 MLD:Technical DPR for sewerage network already
prepared, Appointment of private agency for development works as per DPR (Sept '16),
Completion of works expected in Dec '18.

→Inputs:Investment of Rs 24.6 Cr. is estimated for the project. The investment phasing
is in the ratio of 20%, 50% and 3% over 3 years.

Output: 100% treatment of waste water resulting in clean environment for the citizens.

►G3-Kalyan-Dombivli to be transformed into a solar city.

→ Activity A15:Installation of grid connected solar PV panels: Appointment of consultant
for preparing technical design,procurement and installation of solar panels at identified
locations(Dec '16).
→Inputs:Investment of Rs 21 Cr. is estimated for the project, with 100% investment in
2016 itself.

→ Activity A16: Laying of underground transmission cables : Appointment of contractor

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 INDIA SMART CITY MISSION

by MSEDCL for laying of transmission cables (Dec'16), Completion of works expected by

July '18.
→Inputs:Investment of Rs 19 Cr. is estimated for the project. The investment phasing is
in the ratio of 20%, 40% and 40% over 3 years.
→ Activity A17: Installation of smart meters at hh level:Appointment of vendor by
MSEDCL for procurement and installation of meters (June '17)Completion of works (Dec
'18)
→Inputs:Investment of Rs 19 Cr. is estimated for the project, with 100% investment in a
year

→ Output: 10% of the electricity demand of ABD area met through solar energy resulting
in reduction in carbon emissions.

►G4:Develop lakes precincts making them the centre of social and cultural activities
→ Activity A18-19: Lake precinct development and lake interlinking for ground water
recharge: Appointment of architect/urban design for preparation of design, (Sep '16),
Appointment of agency for development works (Jan '17) Completion of works
expected.(Dec'18)
→Inputs:Investment of Rs 121.5 Cr. is estimated for the project. The investment phasing
is in the ratio of 30%, 40% and 30% over 3 years.

→ Output: Development of improved gardens and parks, and pedestrian access to the
lakes. Conservation of around 8% of water through lake interlinking for ground water
recharge.

►G5:Ensure reliable and equitable supply of water to all citizens (Part of pan city
solution)
→ Activities: Appointment of vendor for procurement and installation of AMR meter (July
'17). Completion of works (Dec '18)

→ Output: Reduction in NRW to 20%, equitable and reliable supply of water to all
households.

----------------------------------------------------------------------------------------------------------------------
SF 4: Create new growth centres leveraging on large tracts of vacant land------>

►G1:60% of citizens are employed within the city limits from existing 35%
→ Activity 20:Preparation of town planning scheme for the area: Appointment of town
planning expert for preparation of scheme (August '16), preparation of draft scheme (Dec
'17), preparation of preliminary scheme (Dec '18), preparation of final scheme (Dec '20)
and allocation of final plots (Dec '21)
→ Activity 21:Development of physical and social trunk infrastructure: Appointment of
consultant for preparation of technical DPR for various services identified (July'19),
Appointment of private agency for development works (Dec '19) Completion of works
(Dec '22)

→Inputs:Investment of Rs 115 Cr. is estimated. The investment phasing is in the ration of

20%, 30%, 25% and 25% in 4 years.

→ Output: Development of 185 acre of planned area allowing high density mixed use
development with adequate green space, grade A commercial and affordable housing.

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17. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the area-based development
proposal. What will your city do if these factors turn out to be different from what you have assumed?
(max. 500 words)

The city has set out a transformational vision for itself under the smart city mission. The
below highlighted success factors would enable SPV and KDMC to achieve the
transformation that citizens have identified.

(1) Implementation readiness and support of the citizens, elected members and
stakeholders:

► The interventions and the area for implementation have been selected by the citizens.
The elected members have consented to it and so have all the other key development
partners. It is widely considered as the single largest successful consensus building effort
in the city towards development projects.

► As a result of this consensus, KDMC has been able to initiate co-creation of some of
these projects. Focused group discussions with stakeholders directly affected by
individual projects were undertaken. Projects such as Kalyan station precinct
improvement, lake precinct improvement, installation of grid connected solar, waterfront
development, town planning schemes etc. were discussed with immediate stakeholders
such as land owners, residents and owners of commercial establishments, institutional
authorities, auto / taxi unions and consumers / commuters. The projects have received
consent and suggestions towards implementation. (Annex 4E to N). This consensus will
go a long way in implementation of the interventions.

► A testimony to the consensus is the overwhelming support received towards

demolition activities conducted by KDMC in freeing up road space in Kalyan station
precinct for implementation of smart city interventions. (Annex 4 D1).

► The support has enabled KDMC in moving forward towards preparation of the projects
- assessing their techno-economic feasibility and in some cases such as SWM
interventions initiating procurement of implementation agencies. (annex 4H). These
preparatory works have brought the interventions at a stage where they can be
implemented in a timely manner. This will enable SPV and KDMC to show quick results
of the consensus building measures which will ensure sustained interest and support of
the citizens to the projects in achieving their objectives.

► The consensus building exercise undertaken has created high expectations from the
projects and smart city plan. The media buzz and the preparatory steps such as
demolition activities, co-creation FGDs etc. have made citizens wanting the projects to be
implemented in short time. This pressure from citizens would help SPV in implementation
of the projects as citizens would also be more accommodative to temporary hinderances
construction activities may create.

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 INDIA SMART CITY MISSION

(2) Strong implementation capabilities of KDMC, support of MMRDA and incorporation of

SPV as the implementation mechanism:

► In the last five years, KDMC has implemented more than 1,000 Cr. worth of projects
under JNNURM and other government schemes. The KDMC team is familiar with
implementation challenges in the area and the mitigation measures required. This will
help timely project implementation.

► Formation of SPV as the implementation mechanism further strengthens the

implementation capabilities available with the city. The structure of the SPV ensures
significant representation from MMRDA including the Chairman of Board of Directors
(Municipal Commissioner, MMRDA). MMRDA has significant experience of
implementation of such large - multi-sectoral interventions. SPV's and KDMC's access to
these skill sets and resources would add to the implementation capabilities.

► SPV also would allow itself to be staffed with a focus on the implementation of the
smart city plan. This would allow identification and appointment of appropriate staff. The
ample availability of technical and experienced sector experts in Mumbai Metropolitan
Region would make deployment of skilled resources easy for the SPV.

(3) Robust financials of KDMC and availability of adequate funds upfront.

► In the last five years, KDMC has implemented more than 1,000 Cr. worth of projects.
And more than 50% of the capital investments has been met through the revenue surplus
with KDMC.

► KDMC has allocated Rs. 50 Cr. in its budget for the ongoing year for smart city
implementation. This will facilitate immediate roll-out of activities for implementation of the
proposal. In addition to this, State Government, through its decision no. SmartC. -2016/
No. 58/Ward No.261/Navi-23 dated 18th June has allocated Rs. 100 Cr. contribution from
MMRDA and State Government towards facilitating implementation of the smart city
projects in KDMC. This amount would be in addition to the first tranche released by
MoUD and State Government on approval of the smart city plan. It will be appropriated
from the second tranche of Central Government contribution at a later stage. (Refer
Annex 4 A5)

► This availability of additional upfront financing would enable SPV in accelerating the
implementation of the proposals. Any contingencies / escalation arising during the
implementation phase can be covered by borrowing by SPV through a fall back
guarantee mechanism leveraging strong finances of KDMC.

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18. MEASURABLE IMPACT

What will be the measurable impact of the area-based development propos al, on the area and the
wider city, through scale-up and replication? Please describe with respect to the five types below, as
relevant to your city and propos als (max. 150 words each):

a. Governance Impact (eg. improvement in service provision and recovery of charges due to establishment
of SPV)

1) Dedicated and focused organization set up of SPV and its ability to hire best of the
skills would ensure smooth interdepartmental co-ordination which would have proved to
be difficult for KDMC. The objective of formation of SPV being implementation of the
interventions would allocate accountability on the SPV or the developers. Presence of
SPV would enable improved contractual monitoring and faster decision
making.

2) PPP projects such as waterfront, station complex, solar power plant etc. are being
undertaken on self financing principles. Private sector involvement would ensure cost
recover and efficient utilization of available resources and no addition to O&M liabilities
on SPV or KDMC.
3) Co-creating principles employed would mean more ownership from citizens.

4) Implementation of town planning scheme will lead to clear land records and cadastral
database being built with KDMC, these are to be geo-mapped to form a real time data
base for further regulation and linkage with service levels, property taxation etc. This will
significantly improve land records management, taxation etc. and regulation of the
development of area.

b. Spatial Impact (eg. built form changed to incorporate more density or more public space)

1) Transformation of public realm: Through development of water front , lake precincts,

parks, gardens and interconnecting them with pedestrian friendly streets, each citizen in
the node would have access to a green recreational space within 800 m distance.
2) Long waterfront 2 km under SCP and overall 32 km would be developed into a
continuous social space running the length of the city. The city would get a new
socio-cultural destination enhancing livability in the area.
3) Per capita green space from existing 0.26 per sq.mt to 5 per sq.mt.
4) 83 km network of "complete streets" would imbibe a culture of walking among the
citizens.
5) Rehabilitation of Adharwadi dumping site, bio-filtration plant at adjacent nallah and
development of lake all forming the waterfront precinct at the entrance of the city would
be transformed to a green recreational areas which will generate solar power, re-use
nallah wastewater and transforming the overall image of the city.
6) TP Scheme would enable maintaining the mixed use, transit oriented, high density
development in suburban growing areas. But unlike the organically grown nodes, will
allow more green spaces per capita.
7)Targeted development of vacant land towards increasing economic activities would
translate to increased investments and jobs. Thus redefining the city from a dormitory
town to an economic growth node. This would further lead to shorter trip lengths and
more number of trips on foot or through public transport.

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 INDIA SMART CITY MISSION

c. Economic Impact (eg. new commercial space created for organized economic activity)

1) The directed use of open areas through town planning schemes will enable creation of
grade “A” commercial spaces in the city. This is expected to generate jobs within the city
limits and create the much needed economic base for the city.

2) Land monetization from the land pooled by the municipal authority is expected to
finance the infrastructure provision enabling creation of a rotating pool of fund lending
self-sustainability in green field development. The spillover effects would include
increased prices, property tax base augmentation and change in the nature of
developments from purely residential to a mix of economic activities.

3) Development of newly added 27 villages as a growth node by MMRDA, combined with

increased economic activities in other parts of the city will enable the city in realizing its
vision of becoming an economic growth center in MMR region. It is envisaged that
instead 55% of citizens working outside the city, 60% of the citizens would find
employment within the city. Many of them even walking to their places of employment
instead of spending long hours on trains.

4) It is envisaged that implementation of water demand management measures all over

the city will result in reduction of non-revenue water from 35 % to 20%, which will in turn
reduce the water consumption of the city. This will mean economic savings of Rs 1.5
lakhs per day in terms of production costs.

5) Development of dedicated hawkers zone and waterfront will provide employment for
the informal sector and provide jobs for over 2000 vendors.

d. Social Impact (eg. accessible features included in the Proposal)

1)The interventions proposes for network of streets with infrastructure for pedestrians
and disabled for barrier free access to station and open area. This will improve
accessibility for all sections of the society.

2) The development of waterfront and open spaces for the city will increase the per
capita open space to 5 sq.mt per person. These space will result in increased sense of
community and increase the already rich cultural sphere of life, and result in interactive
society.

3)The bottom-up planning process of Town Planning Schemes will enable supply of
affordable housing, more equitable distribution of space and inclusive planning and more
green areas all without affecting the landowners in terms of land loss.

4)Water demand management measures leading to tariff rationalization thereby making

lifeline quantity of water available to the urban poor at subsidized prices improving health
and living conditions of the economically weaker sections of the society.

5) The traffic improvement measures, better infrastructure for pedestrians and disabled
and conversion of overhead wires to underground transmission cables will result in
decrease in the fatalities due to accidents. Currently, the total accidents in KDMC is
approximately 400 per year.
(Refer Annex 3.20)

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e. Sustainability, including environmental impact (eg. int ensive 24X7 us e of public spaces results in reduced
traffic and reduced pollution)

1) The implementation of projects of use of renewable sources of energy for 10% of

electricity consumption, conversion of street lights to LED powered street lights,
development of network of streets for pedestrians and disabled, closure of Adharvadi
dumpsite a will result in reduction of green house gases by around 150,000 tons of GHG
per year.

2) The demand management measures in water supply system will lead to reduced NRW
from 35% to 20%, which will result in reduction of water consumption by 20 MLD.

3) The adoption of public transit and pedestrian friendly transportation system is expected
to lead to reduced traffic and the resultant reduction in pollution and improvement in air
quality.

4) The buildings developed within town planning scheme is envisaged to be developed

with the concept of green buildings. This will result in reduction in energy consumption by
25%.

5) 2 MLD of water would be recycled for non potable uses;

6) 2.6 MW of power would be generated through solar;

6) The development of processing and scientific disposal facilities for solid waste
management, will result in cleaner environment for the citizens to live in.

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C. PAN-CITY PROPOSAL (S)

A pan-city smart solution should benefit t he entire city through application of ICT and resulting improvement
in local governance and delivery of public services. The S CP should contain one or two such Smart
Solutions. Generally, ‘smartness’ refers to doing more with less, building upon existing infrastructural assets
and resources and proposing resource efficient initiatives.

19. SUMMARY
Summarize your idea(s ) for the pan-city proposal(s). (max. 100 words)

KDMC proposes 'City Services Management Centre (CSMS)' to integrate various

municipal services data platforms, service level analytics, operations monitoring, and
information dissemination aligned to two of the five Strategic Focus Areas. The pan city
solution will be modeled to meet the requirements of 'Information for All' and 'services on

1. Smart and responsive governance (SF-5): ICT based solution for

a) Citizen engagement through (i) responsible disclosures in compliance with Public
Disclosure Law and beyond leading to transparency in governance and (ii) effective
grievance and redressal mechanisms for improved accountability.
b) Improving services by allowing real time performance monitoring and management.

2. Improved mobility and accessibility (SF-1): through installation of

a) Intelligent Traffic Management System (ITMS) allowing remote surveillance, traffic
management, incidence management and enforcing traffic rules;
b) Improved public transit system with GPS tracked bus, smart bus stops, rationalized
route, smarter KDMTU operations; and
c) Smart parking management system for effective parking space management leading
to better use of existing road-widths. (Refer Annexure 3.13)

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20. COMPONENTS
List the key components of your pan-city proposal(s). (max. 250 words)

An ICT based solution for smart and responsive governance, and better management of
the city services is proposed. The solution encompasses

1. CITY SERVICES MANAGEMENT CENTRE (CSMC): The solution would be IT

backbone for the city to crowd-source data, run analytics, ensuring future upscaling, and
make information available for citizen and government. The key components are:

I. 'MY CITY' App: Open data available through mobile application and web-portal for
citizen to access information about status of service delivery and 140 services online
under ‘right to services’.

II. Data Analytics for SLB: This will host dashboards showing performances of basic
service delivery which includes:
(a) Smart water management: Installation of SCADA at inlets and outlets of 4
WTPs and smart meters on 1,11,695 connections to regulate supply, manage demand,
ensure right billing, and reduce NRW
(b) Sewerage management: Installation of bulk flow meters at 5 STPs to measure
the quantity of sewage generated and treated before disposal
(c) Automated solid waste management: Vehicle tracking by installing GPS on 44
compactors, 10 dumper placers etc. Ensuring waste collection and measurement by
providing RFID tagged 480 compactor bins, 5,300 society bins, and weighbridges.

III. Grievance Redressal cell: Setting up of a cell to interact with citizens and promote
single window system for approvals. A complaint redressal and an automatic feedback
collection mechanism will also be introduced for tracking and managing complaints.

2. CITY TRAFFIC MANAGEMENT SYSTEM: IT enabled management system for traffic

and transportation management which includes:
I. Intelligent Traffic Management System: Synchronised automatic signals at 17 major
junctions, purchase of 5 alcometers, 15 pelican signals for better traffic management,
safe pedestrian crossing
II. Transit management: GPS mounted KDMTU buses for vehicle tracking
management (VTM), smart bus stops and passenger information system for information
dissemination
III. Parking management: installation of Wi-Fi enabled 123 parking meters at the
identified on-street and off-street parking locations. The data will be integrated with
parking guidance system for the citizens.
IV. Safety and surveillance: Installation of 681 CCTV cameras at the junctions,
parkings and public areas and energy efficient LED streetlights all across the for better
surveillance and ensure safety.

(Refer Annexure 3.14)

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21. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the pan-city proposal(s)?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile and self assessment;
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners

The pan-city proposal was formulated by assigning equal weightage to citizen

consultations, assessment of existing IT services background of the city and opinions of
experts and vendors. The solution were formulated based on the issues and vision
identified from citizen consultations. It was further posted in the public domain for
suggestions and feedbacks for fine-tuning the project. Parallel discussions were
conducted with technology vendors and experts to detail out the proposal further and
make it implementation ready. The approach and methodology adopted for identification
of the solution is elaborated below:

(a) City profile and self-assessment:

► ICT in service delivery: City has improved its service delivery over time, but the
corporation lacks in a decision support system to measure the performance of water
supply, sewerage and solid waste management.

► It was thus decided to upgrade their services by deploying technologies. The

proposed data analytics for SLB, hosted at CSMC shall help the corporation to monitor
their services on real-time basis, and ensure equitable distribution and financial
sustainability. This will enable KDMC to report the service level benchmarking indicators
with highest reliability in Gazette Notification. The city will be able to monitor their service
levels for different jurisdiction. Accordingly they can plan for improved service delivery
and resource management. With installation of SCADA and AMR meters coupled with
introduction of volumetric tariff will position the corporation to manage water supply
services better.

► Mobility management: Presently there is no functional signal in the entire city which
results in traffic congestions, increase in travel time etc. Ad-hoc on-street parking further
add on to the traffic congestion of the city. These hinders the safety of the pedestrians
walking to the stations (65% of the people walk to the station). From 2012 to 2015, the
crime rate has reduced by 0.2% which is marginal.

ICT intervention for better traffic management and safety would be fast solution to these
issues. The solution components like synchronized signals will address the issues of
traffic congestion and reduce travel time. Vehicle tracking management of KDMTU buses
would help the corporation to optimize the operations. Further, CCTV monitoring, pelican
signals shall ensure pedestrian safety and security of the city.

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► Citizens' participation: In spite of ample SMW Multiple platforms exist for complain
and suggestions to the citizens. In the form of 'clean KDMC' mobile app, customer
facilitation centers all across the city, web site etc. However participation was observed to
be relatively less. Hence, the intervention proposes to regularize the processes of
periodic disclosure, have a centralized complaint redressal cell to address these issues
and also engage citizen more by introducing feedback mechanism.

(b) Citizen opinion & engagement

A 6-tier engagement strategy was used to solicit citizens’ opinions for prioritizing the
pan-city solution. Key areas of intervention were divided based on area-based and
pan-city interventions. The top 3 areas highlighted by the citizens for pan-city
interventions were (1) Traffic and transportation, (2) Waste management and (3)
Governance

In the ‘participatory planning’ stage of engagement, a poll was conducted (online and
offline) to prioritize the pan-city solution. Based on the areas highlighted by the citizens
for pan-city interventions, three solutions were identified: (1) Intelligent traffic
management systems (37% votes); (2) ICT in SWM (41% votes) and (3) E-governance
and data management solutions (22% votes).

In the ‘fine-tuning’ stage of engagement, an integrated pan-city solution was proposed.

This was shared with citizens through various online platforms for their feedback. The
citizens provided favourable feedback, and the Facebook post on the proposed solution
received more than 2,000 likes. The citizens identified the need for prompt redressal of
complaints, a responsive feedback mechanism the ability of the citizen to track the
complaint.

(c) Opinion of the elected representatives

Elected representatives of the city were of the opinion that citizens need to be
empowered, as ‘smart citizens make smart cities’. They felt that developing a smart city
should be an inclusive process, and hence, citizens should be able to easily interact with
the government. They also raised concerns about SWM in the city. KDMC engaged with
134 elected representatives while preparing the SCP.

The Chief Minister of Maharashtra vouched for KDMC’s proposed pan-city solution
during the Smart City Summit. He mentioned that e-governance solutions will ‘eliminate
human intervention’, thereby enabling provision of services at the ‘right cost and right
time’. He further went on saying that ICT forms the backbone of city administration and
will promote efficiency, transparency, ‘credibility and inclusiveness. ICT can be leveraged
to improve sectors such as transportation, SWM and tax collection.

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c) Discussion with urban planners & sector experts

Focus group discussions were held with 18 urban planners and 16 private developers
during the ‘identification of focus areas’ and ‘envisioning’ stage of engagement. The
urban planners recognised that systems need to be developed to share data internally
among departments and with other public agencies. They also referred to SWM as a
priority area for improvement. The private developers unanimously put forward that the
time taken to receive approvals needs to be shortened through the use of automation,
which will in turn benefit multiple stakeholders. Faster approvals → Construction
completed earlier → Services reach citizen

IT backbone: Pan-city element was suggested to be viewed as a backbone infrastructure.

An open and interoperable platform that would enable upscaling of all smart application
in the future.

KDMC organized 'Smart city summit 2016' to have a platform of knowledge exchange.
Various experts shared their views, national and international experience on ICT as an
enabler of efficient management of city services.

e) Discussion with suppliers/partners

Violation of traffic rules is very common in the city. Hence, along with automatic
synchronised signalling systems, CCTV cameras with number plate detection feature,
have to be installed. PwC has already assessed the surveillance camera requirements
for the city, and the DPR has been prepared. For the installation of AMR systems, the
Arad Group has assessed existing meters and requirements of Kalyan-Dombivli.
Primary parking assessment was conducted by EMBARQ-WRI, and further assessment
of parking meters was undertaken in consultation with several vendors.
(Refer Annex 4K and 4M)

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)

The goal of pan-city solution is effective management of services provided by KDMC.

Following issues would be addresses through the solution:

GOVERNANCE: ISSUES AND GOALS

(1) Responsible disclosure of information

► Currently KDMC lacks in instrumentation of the services to measure the actual

services reaching the citizen. Further, systems are absent to capture these data for better
understanding of the performance. Absence of instruments and systems coupled with
weak processes to monitor the services hinder reliable reporting of service level
benchmarks on Gazette as per 14th Finance Commission Recommendations.
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► With the installation of SCADA, AMRs, GPS mounted collection vehicles etc. the city
will be able to measure and monitor its water supply, sewerage and SWM services. All
the data will be collated in the 'Data analytics' of CSMC and provide performance
indicators for these services.
► This will enable KDMC to achieve responsible disclosure of information as mentioned
in Goal-1 of SF-5.

(2) Informed planning and efficient resource allocation

► KDMC is continuously improving their basic services, often there is lack of reliable
data to know the actual performance status and therefore, fund allocation, resource
budgeting in many of the cases are not data centric.
►The solution measures the services accurately and calculate the SLB indicators
automatically at regular interval for different jurisdiction. Therefore, resource and budget
allocation for the augmentation of services and better management will be rationalized.
►This will achieve goal-1 of informed decision making under SF-5
(3) Responsive governance

► There is a need for a system to track the status of the complaints registered by the
citizens and to regularly inform the citizen of actions on the complaint.
► The solution will provide multiple digital platforms, 'My City' app and e-gov portal, for
the citizens to interact with the corporation. The solution of centralized call center and
automated feedback mechanism will strengthen the complaint redressal system of
KDMC. Further, integration of data from multiple departments at CSMC would ensure
'single window approvals' of processes.
► Time bound approval, tracking of the complaints and mechanism to receive feedback
from the complainant will make KDMC more responsive achieving goal-1 of SF-5.

PUBLIC SERVICES: ISSUES AND GOALS

(1) Real-time performance monitoring and management

► Reliable information on performance status of water supply, sewerage, solid waste

and bus services for the entire city and service zone wise are not integrated. Therefore,
planning for services augmentation, asset management are many a times not
demand-driven.
►The proposed solution of instrumentations will enable the corporation to measure its
services. The solution also proposes business process re-engineering which will
institutionalise the entire process of data generation, capture, monitor and decision
making.
► This will achieve goal 1, 2 and 5 of SF-3 pertaining to improvements in service
delivery to achieve clean and green environment to live in.

(2) Traffic management

► In Kalyan-Dombivli, most junctions do not have traffic signals, and the existing ones
are not functional. This leads to traffic congestion and subsequent increase in travel time.
49% of the respondents have highlighted mobility and transportation as major issues.
Increase in travel time to reach to the station from residences due to ill-managed
junctions need to be addressed on priority.

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►To address these issues, the intelligent transport management system (ITMS) is
proposed. Installations of synchronized signals would reduce the traffic congestion and
thereby decrease in travel time
► This will help in achieving goal-4 of SF-1 i.e. improved mobility.

(4) Parking management

► Parking is not managed separately in the city. KDMC has some designated parking
spaces, but they are not monitored. On-street parking is of common occurrence resulting
in availability of less carriageway and traffic congestion.
► The solution proposes to install smart parking meters and web-based parking
management through the City Traffic Management System. The citizen will be able to
access the information on availability of nearest parking slots on mobile application.
Surveillance cameras installed at the parking areas will restrict violation of parking rules.
Services on demand will be achieved through this solution.
► This solution will improve mobility (goal-4) of SF-5.

(3) Transit management

► KDMTU has 185 buses, which ply on 32 routes covering the entire city. However, the
average frequency of buses is low, except in the city centres of Kalyan-Dombivli.
► Installation of GPS in the existing buses would result in real-time vehicle tracking and
route optimisation. As the solution has provision of information dissemination,
passengers would be able to access information on ETA of the next bus and bus routes
at the bus-stops and on the mobile app. For differently abled citizens, visual and
voice-over aids are proposed at bus stops and inside buses. Promotion of reliable public
transportation will be achieved through this solution.
► The solution will eventually increase the ridership of the KDMTU buses achieving
goal-3 of SF-1

(Refer Annexure 3.14)

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23. INCLUSION
How inclusive is/are your pan-city proposal(s)? What makes it so? (max. 150 words)

► Equitable services: The MIS will enable KDMC to know the exact status of the
services in different jurisdiction. The will help in identifying areas with deficient services
(e.g. slums) and achieve inclusive planning. Further, AMR installation will enable KDMC
to charge the consumers based on actual water consumption on based on telescopic
rates. This will ensure the higher consumption of valued services like water supply is
charged likewise. This will help in achieving equitable and billing right charges for the
services provided.

► Safe Mobility: Pelican signals at the junctions would facilitate pedestrian crossing, and
surveillance cameras would enhance the safety and security of the city. For differently
abled citizens, visual and voice-over aids are proposed at bus stops and inside buses.
Kalyan-Dombivli will be a friendlier and safer city for women, children and the differently
abled.

► Access to Information: Under the pan city solution, KDMC proposes introduction of
open data system which will be accessible by all sections of the society through multiple
means. All the information will be made available in English and Marathi ensuring larger
reach of the information.

24. RISK MITIGATION

What are the three greatest risks that could prevent the success of the pan-city proposal(s)? In table 3, describe
each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words per cell)

TABLE 3

Ri sk Likelihood Impact Mitigation

GENUINE ADOPTION OF ICT Low as using ICT solution High impact if the risk -- The solution needs to
BASED SOLUTION is one of the biggest persist. The benefits of the be institutionalized.
IMPLEMENTATION: The solution strength of KDMC. They solution would not be Roles and
will also require changes in are the pioneer in realized. responsibilities of
business processes and shift from implementing officials will be defined
using legacy systems. This has a e-governance systems.
risk of under-utilization of the Hence, the likelihood of - Change management
solution. resistance to such solution will be designed to shift
is low from legacy systems to
new solution with ease

- Stakeholders' buy-in is
ensured while designing
the solution, thus,
acceptability is high

- While selecting
vendors, KDMC will
select reputed vendor
who has experience of
working in Indian
environment (Install
tamper-proof meters)
- Increase awareness
among citizens about
the benefits of metering.

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TABLE 3

Ri sk Likelihood Impact Mitigation

FINANCIAL RISK OF Low as cost for each High in case of fund - KDMC has
IMPLEMENTATION: Risk of component of the solution availability for the successfully
delayed funding for implementation extensive discussions implementation of the implemented several
were undertaken with solution. Downsizing the ICT based solution in
experts and vendors. solution because of fund the past years
Hence, the cost estimated unavailability will have - The corporation has
is realistic. Further the immense impact on the already budgeted the
O&M cost is not very high solution benefit ULB share in the SPV
for the proposed solution. for implementation of
smart city proposal. The
preparedness would
help mitigating the risk
identified.

VANDALISM AND TAMPERING Medium as the solution High as such events will - IEC strategies are to
OF INSTRUMENTS: is observed in has complete buy-in from reduce the impact of the be adopted to make the
Indian context. Tampering of all stakeholders. KDMC solution. For example, if citizens aware of the
meter, display boards at the has 91% literacy, the meter is tampered, benefits of such
bus-stops are some of such therefore probability of right meter reading cannot instruments and
examples. occurrences of such be taken. provisions
incidents are less - Experienced vendors
and tested products are
to be procured. There
are smart meters
available which look like
simple meters and the
ICT components are
placed in such a manner
that they are invisible.
Also, these meters have
sensors inside to warn
the control room about
the tampering.

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TABLE 3

Ri sk Likelihood Impact Mitigation

There is a risk of functionality of Medium as KDMC has The data analytics will be During the preparation of
the proposed solution if the IT experiences in deploying integrated with multiple DPR, the existing IT
infrastructure (hardware and several web-based online and offline systems infrastructure needs will
software components) is not solutions like such as SCADA, CFC be assessed and
gainfully deployed. e-governance, mobile modules and GPS-based necessary procurements
application. tracking devices. need to be completed
Inadequate IT before the rollout of
infrastructure will not be CSMS.
able to generate and
transmit required data to
the CSMC. Hence, the
output will not be the
same as envisaged

- - - -

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25. FRUGAL INNOVATION

Which is the model or ‘best practice’ from another city that you are adopting or adapting in your
proposal(s)? How are you innovating and ensuring best use of resources? Is there an aspect of ‘frugal
innovation’ in your proposal(s)? (max. 500 words)

The pan-city solution brings in national and international best practices and also
innovates towards best use of resources.

► CASE STUDIES FOR CITY SERVICES MANAGEMENT CENTRE

→ Data analytics for SLB - Municipal Corporation of Greater Mumbai is in the process of
integrating all the legacy systems and various services to calculate SLB indicators
automatically at given frequency for city, wards and service zones.
→ User interface - The proposed e-portal draws inspiration from NYC 311, implemented
in New York, is an excellent platform for information dissemination. Ease of doing
business, information on civic services, culture, recreation, environment, health, housing,
public safety- all are integrated on one platform.
→ Smart metering - Global experience of smart metering demonstrates 20% reduction
consumption when coupled with volumetric tariff. Delhi has recently installed 240,000
AMRs as a step towards efficient management.
→ Automation of solid waste management - Navi Mumbai has installed RFID bins and
GPS on the waste collection vehicle. An online monitoring system integrates the data
from different platforms and allows for real-time monitoring.
→ Grievance redressal- Seoul has integrated call centre, mobile application, and online
system to connect citizens to the right department for faster redressal of the complaint.
80% of the complaints now receive primary assistance in 15 seconds.

► CASE STUDIES FOR CITY TRANSPORTATION MANAGEMENT SYSTEM

→ ITMS - Bangalore has established a central control room and monitors the traffic
condition 24X7 of the entire city. Synchronized signals, pelican signals are all parts of the
entire system.
→ Parking management - Portland, Oregon has over 7000 smart parking meters
operational in the city and a very successful model to replicate.
→ Transit management- TransMilenio, the BRT system of Bogota, integrates vehicle
tracking and passenger information system. This is one of the most appreciated model
world-wide.

FRUGAL INNOVATION

► Modular dashboard for services in single system: Instead of developing silo systems
for each services, the solution proposes an online platform to integrate information and
run data analytics to monitor data for different services. The proposed data analytics will
crowd-source data and present it in the desired format. This will cut costs. For example,
the solid waste management department will be able to check complaints received from
the dedicated cell and simultaneously track the nearest collection vehicle to resolve the
complaint.

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► Mumbai has 100,000 smart meters but the outcome is not as it was expected because
of tampering of meters. Hence, tamper proof meters (e.g. technology from Israel) can be
installed with the fixed or drive-by network. Installing such AMR meters in KDMC will
reduce the number of meter readers from 40 to 20 and, thereby, free up resources for
deployment in other areas and ensure all 111695 connections are read on time.

► City Transportation Management System will collate data of ITMS, VTS and Parking.
Therefore, the citizen will be able to access information of buses, parking guidance, and
also the traffic situation of the city through a single interface.

► Emergency call boxes will be packaged with surveillance system. This will ensure
faster rescue of the victims. Surveillance system along with pelican signals will ensure
safety of women and children in the entire city.

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 Digital India Programme: The areas of Convergence achieved through:
convergence are:

(a) Digital infrastructure as a core utility to every - CSMC will enable the citizen to access
citizen information on-demand. Single window
approval system will facilitate ease of doing
business

(b) Governance and services on demand - Integration data of multiple departments into
data analytics would result in seamless service
integration, enable the corporation to monitor
services on real-time basis.

(c) Digital empowerment of the citizen - Bilingual mobile app and web-page will be
available to the citizen to access information
achieving digital empowerment of citizen.

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TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
2 14th Finance Commission Recommendations Convergence achieved through

(a) Performance grant on reporting of SLB - The Data analytics is proposed to calculate
indicators in Gazette SLBs at defined frequencies automatically.
The share of basic and performance grants is
80% and 20%, respectively. KDMC would be
able to obtain 20% performance grant on
publishing the SLBs every year with highest
reliability

(b) Other reforms components of water metering, - Installation of AMR meters would enable the
volumetric tariff corporation to bill the consumers on actual
consumption on volumetric tariff

3 Swacch Bharat Mission: The targeted Convergence achieved through:

components are:
(a) 100%collection and scientific processing/ - RFID tagged bins to notify the corporation to
disposal/ reuse/ recycle of MSW collect waste once 80% full. This will ensure
efficient collection

(b) Strengthening of urban local bodies to design, - ICT based solid waste management would
execute and operate systems enable KDMC to monitor their services. This in
turn will facilitate informed decision making
towards improving services

4 Atal Mission for Rejuvenation and Urban Convergence is to be achieved through:

Transformation (AMRUT): The components
targeted is
(a) water supply system augmentation - Installation of SCADA and bulk flow meters
will provide rationale for the augmentation of
the system proposed under pan city solution

(b) ITS for KDMTU - Installation of GPS based hand held devices
in KDMTU buses for vehicle tracking proposed
under pan city solution

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TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
5 Make in India: The targeted component id Convergence achieved through:

(a) Ease of doing business - Tracking applications, interlinking databases

of various departments and providing different
online payment mechanisms will ensure time
and process compliance for ease of doing
business.

7 - -

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27. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implement ed? (max. 350 words)

► Digital India
Towards the digital empowerment of the citizen, KDMC already has launched a mobile
application with 14 online services, and plan to bring all 140 services online under 'Right
to services'. The proposed solution will disseminate information through multiple interface
thereby achieving convergence.

► 14th Finance Commission Recommendations

The data analytics hosted in CSMC will crowd-source data of different services and
automatically calculate the SLB indicators on a real-time basis. These results are to be
published in the gazette every year to obtain performance grants as recommended under
FFC.

► Swachh Bharat Mission (SBM)

Real time monitoring of SWM and toilets are the points of convergence. The intelligent
SWM dashboard will facilitate real-time monitoring of solid waste collection, vehicle
tracking and, thereby, efficient decision-making to improve collection, and transportation
of municipal solid waste. KDMC has already developed an online platform to update data
on the construction of toilets, which automatically updates the national data bank.

► Atal Mission for Rejuvenation and Urban Transformation (AMRUT)

Installation of SCADA and bulk flow meter to measure the quantity of water supplied and
ITS for public transport is included in the SLIP and submitted for incorporation in SAAP.
Rs. 125 crore and Rs 100 crore respectively is budgeted for the same. The corporation is
in the process of preparation of DPR for such installation.

► Make in India
Mapping of processes for obtaining/approval from various departments is the first step
towards achieving ease of doing business. Government of Maharashtra has made it
mandatory to initiate 'single window approval system' for all the cities including KDMC.

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. KDMC’s inherent strength of ICT utilisation:

KDMC is the pioneer in Maharashtra for implementing the e-governance package

MAINet, which has been replicated in 243 ULBs in the state. Under the state government
initiative SETU (Integrated citizen facilitation centre), KDMC has developed the G2C-U
project and has ensured citizen servicing standards.

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 INDIA SMART CITY MISSION

Keeping pace with technological advancements, the corporation has already made 14
services online through mobile application. Hence, the success of the proposed MIS lies
in the inherent strength of the corporation.

2. The mandatory requirement to report SLBs in the gazette will ensure the utilisation of
the MIS. The burden of collating data, authenticating and calculating service levels will be
eliminated. The corporation will be able to generate the desired outcome at the click of a
button. The ease and convenience of the process of reporting service levels will ensure
successful implementation of the system. However, to enhance the corporation’s capacity
for optimum utilization of the system, a rigorous hand-holding programme needs to be
planned.

3. The proposed solution will have different interfaces for citizens to access information
about the services provided by KDMC. Citizens will be exposed to large data sets to
make informed decision. Furthermore, the solution is formulated based on the needs of
citizens. Therefore, their support will determine the success of the solution, which in turn
will empower them to make choices. This will further ensure success of the project.

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)

Given below are the impacts that can be seen and felt in the city at different time
horizons:
►Short term (within 12 months): (a) Synchronised signals installed (priority 20 junctions)
leading to better managed junctions, reduction in travel time (b) RFID bins and vehicle
tracking leading to 90% collection efficiency of MSW (c) Online approvals and sanctions
of services along with payment gateways (d) automatic water meters installed (100%
commercial connections) and accurate billing of the consumers

►Medium term (12- 24 months): (a) Passenger information system, availability of parking
details on mobile application, signals at all juntions resulting in improved mobility (b) At
least 80% billing on the basis of actual water consumption (c) Functional grievance
redressal cell and integration of services reducing in government's response time (d)
CCTV surveillance along all major streets increasing safety of all sections of the society

►Long term (more than 24 months): (a) Citizen will be able to access open data (SF5),
(b) Organised parking, smooth traffic and reduced travel time in the entire city (SF5) (c)
Reliable KDMTU bus services and increase in ridership (SF1), (d) better water
management through reduction in NRW (SF3) (e) 100% segregation, collection and safe
disposal of MSW making a clean city (SF3).

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30. MEASURABLE IMPACT

What will be the measurable impact of your pan-city proposal(s)? Please describe with respect to the
following types given below, as relevant to your city and proposals (max. 150 words)

a. Governance Impact (eg. government response time to citizen complaints halved, creating faster service
delivery overall)

1: Citizen will be able to access information on public services on a real time basis
making the governance transparent and accoutable
2: The grievance redressal cell and integration of data of multiple departments would
reduce the government response time to 24 hours and complaints redressal time to
maximum 48 hours.
3: The solution will facilitate inter-departmental coordination and data sharing, thereby
eliminating overlapping responsibilities and ensuring optimum utilisation of human
resources
4. Reliable and accurate calculation of service levels in the entire city, service zones and
administrative wards, leading to informed planning and decision making
5: Digitization of information on GIS platform would provide actual coverage of services
and thereby the charges will be applicable to larger geographical spread. This will reduce
the burden of charges on some pockets or section of the society.

(Refer Annex 3.20)

b. Impact on public services (eg. real-time monitoring of mosquito density in the atmosphere reduces
morbidity)

1. Online applications will fast track approval process. Inter-departmental data sharing and
integrated service data will reduce the time taken for obtaining approvals by half (not more
than 3 working days for any service)
2. For more than 15 services citizen will not be required to visit KDMC office, they will be
available online (e.g. property tax payment, water charges)
3. Real-time monitoring of water supply and sewerage, leading to reduction in NRW
(targeted 10%), and better management and optimum utilisation of resources
4. Real-time monitoring of waste collection (100%) and disposal (after treatment and
recycling), leading to cleaner streets, safe and healthy environment
5. Intelligent traffic management system will lead to reduced waiting time at the junctions,
lesser congestion, and thereby reduced travel time
6. Reduction in traffic rules violations leading to better incidence management
7. Real time tracking of KDMTU bus services leading to more reliable services, more
ridership in public transport, thereby reduction in the use of private vehicles. This will have
larger impact on the air quality and environment of the city.
(Refer Annexure 3.20)

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D. IMPLEMENTATION PLAN
31. IMPLEMENTATION PLAN
In Table 5, describe the activities/components, targets, resources and timelines required to complete the
implementation of your area-based development and pan-city solution/s. This should include the items
mentioned as Essential Features in Q. No. 16 plus other ‘smart’ solutions, including accessible infrastructure
for differently-abled. (max. 50 words per cell)

Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o

As on (2015)

AREA-BASED DEV ELOP MENT

1 SF1- Improved mobility and Kalyan station 0 sq.km 10,000 sq.km
accessibility complex dev. Financial
-------------------------------------------- _______________ ____________ ______________ resources: Rs 427
Number of modes Cr.
with Grade
separated access 0 2 (Bus and IPT) Expertise: traffic
A1- Kalyan station precinct at Kalyan station survey undertaken
improvement: _______________ ____________ _____________ for the area
Length of (refer )
Development of Kalyan station pedestrian friendly 0 7km private sector
and pedestrian centric retrofitting "complete streets" agency for December
of kalyan station precinct of in station precinct ______________ development of 2020
125000 Sq.M area to ensure _______________ ____________ Integrated bus station;
60% of the space is towards Seamless transfer services for technical
pedestrian infrastructure between CR MSRTC and consultant for
services, MSRTC Facility does KDMTU at undertaking
and KDMTU not exist. MSRTC feasibility studies;
_______________ ____________ ______________ private agency for
Smart parking development works
zones for taxi and Simple lane 4 zones - 600
autos markings. capacity
_______________ ___________ ______________
Dedicated 2 nos.
hawking zone 0 nos.

2
SF1- Improved mobility and Financial
accessibility resources : Rs 35
Cr.
A2- Network of complete streets Length of 3 Km 86 km (60%
Complete streets roads Expertise: Urban
Pedestrian friendly "complete pedestrianized) designer for place December
streets" connecting railway making, designing 2020
station, 3 lakes, 1 playground, 4 and DPR
gardens and public areas. preparation

A3- Junction design No of junctions 0 17 Financial

improved resources: Rs 5.1
crore

Expertise: Traffic
engineer,
Transportation
planner

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 INDIA SMART CITY MISSION

Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
3 SF-2 Transform waterfront into
vibrant socio-cultural destination
Financial
A4- Development of 2 km long Accessible resources: Rs 35
waterfront with landscaping, developed 200 m 2 km Cr.
plantation, urban design waterfront
elements, jogging and cycle etc. Expertise:
__________________________ _______________ ____________ ______________ (1) Landscape
A5- Bio-filtration green house for architect and urban
reusing waste water Bio-filtration plant 0 nos. 1 nos. designer for July 2019
__________________________ _______________ ____________ ______________ master planning of
Number of solar entire 2 km stretch.
LED lights 0 60 streetlights (2) Vendor for
A6- Installation of solar panels providing
and solar LED lights Solar power 0 0.8 MW covering bio-filtration
generation waterfront req. technology
__________________________ _______________ ____________ ______________ (3) Solar power +
A7-Security infrastructure and CCTV cameras IT service provider
free Wi-fi 0 16 nos. (4) Concessionaire
__________________________ ______________ for O&M of
A8 - flood protection wall 2 km. waterfront

4 SF3- Provide a clean and green

environment to live in
Financial
A9 - Closure of Adharvadi Unscientific 100% 0% resources: Rs 31 July 2018
dumpsite disposal of waste Cr.
__________________________ ______________ ____________ ______________ _______________ ___________

Waste to energy 0% 2% Financial

A10- 10MT bio-methenation Segregation @ 0% 9% resources: Rs 2 Dec 2017
plant at Wadhegar + dedicated source Cr.
waste collection streams No. of streetlights 0 nos. 375 nos. Expertise:
powered from Concessionaire /
W2E operators.
__________________________ ______________ ____________ ______________ _______________ ___________
A11- Processing and treatment % of waste Financial Dec 2018
site at Umbarde (waste to energy scientifically 0% 100% resources: Rs 190
plant) disposed Cr.
__________________________ _______________ ____________ ______________ _______________ ___________
A12 - Garbage bins at hh level % HH with 0% 50% Fin.l resources: Dec 2017
for waste segregation and IEC segregation at Rs 18 lakhs
campaign. source __________
Expertise:
Concessionaire / o

5 SF3- Provide a clean and green

environment to live in

A13 - Augmentation of sewerage Network coverage 44% 100% Financial Dec 2018
network resources:
No of hhs 60% 100% Rs 13 Cr.
connected to
sewer network
__________________________ _______________ ____________ ______________ ______________ __________
Financial
A14- Augmentation of pumping Capacity of Lal Chowki Lal Chowki resources: Dec 2018
station capacity pumping station pumping pumping station- Rs 12 Cr.
station- 2 MLD 5 MLD

Reti Bunder Reti Bunder

pumping pumping station-
station- 3 MLD 6 MLD

G.K Chowk G.K Chowk

pumping pumping station-
station- 4 MLD 7 MLD

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 INDIA SMART CITY MISSION

Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
6 SF3- Provide a clean and green
environment to live in Financial
Solar power 1.8 MW(10% of resources:
A15- Installation of grid generated 0 MW power consumed) Rs 21 Cr. Sep 2017
connected solar PV panels through solar
__________________________ _____________ ____________ ______________ _______________ ___________

A16- Laying of underground Financial

transmission cables Length of wires resources:
converted to 11 km 94 km Rs 19.2 Cr. Dec 2018
underground
cables
__________________________ _______________ ____________ ______________ _______________ ___________

A17- Installation of smart meters No of smart Financial

at hh level meters installed at 0 61216 resources: Dec 2018
consumer level. Rs 30 Cr.

7 SF3- Provide a clean and green

environment to live in
Financial
A18- Lake interlinking and Length of storm No ground resources:
realigning of storm water drains water drains water recharge 4 lakes Rs 120 crore Dec 2018
realigned and interconnected
number of lakes for rain water
with recharge well harvesting and
ground water
recharge

Financial
A19- Development of lake No of lakes fronts 1 nos resources: Rs 1.5
precinct accessible to 4 nos. crore
citizens
Expertise:
Hydro-geological
expert, urban
designer and
urban planner

8 SF4- Create new growth centers

leveraging on large tracts of
vacant lands

A20- Preparation of town Land bank

planning scheme for the area available for sale 0 Acres 27.75 Acres - Dec 2020
__________________________ _______________ ____________ ______________ _______________ ___________

A21- Development of physical Serviced land Financial Dec 2019

and social trunk infrastructure ready for targeted 0 acres 185 Acres resources:
development Rs. 115 Cr.

Expertise:
Experienced TP
Arbitrator from
MMRDA - Mr. L. N.
Surve

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 INDIA SMART CITY MISSION

Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
PAN-CITY SOLUTION
1 SF5- Smart and responsive
governance Data availability Mobile Open data on all Financial Dec 2018
through mobile application for basic services resources- Rs 36
A22- City Services Management application online SWM available available crore
Centre- My City App portal
_______________ ____________ ______________ Expertise:
Technical
No. of services 14 services 140 services to be consultant for
available through available made available system design; and
online medium software developer
for centralized
datacentre,
development of
mobile application
and online portal

2 SF3- Provide a clean and green No of AMR meters 0 nos 111695 nos Fin. resources:
environment to live in installed Rs 112 crore Dec 2018
& SF5- Smart and responsive _______________ ____________ ______________ _______________
governance Installation of None in place 4 nos. Rs 5 crore
SCADA at WTPs
A23- City services management _______________ ____________ ______________ _______________
service- smart water Installation of bulk 0 nos. 25 nos. Rs 1.25 crore
management flow meters at
WTP and DMAs
_______________ ____________ ______________ _______________
Handheld devices 0 nos. 15 nos. Rs 0.48 crore
for setting up
drive-by system
______________ ____________ ______________ _______________
Installation of data No such centre Dev. of a data Rs 0.002 crore
collection centre at place collection centre
_______________ ____________ ______________ Expertise:
Reduction in NRW 35% 20% Consultant for DPR
preparation, and
vendor

3 SF3- Provide a clean and green No. of bulk flow Financial Dec 2018
environment to live in meters at the None in place 5 resources:
& SF5- Smart and responsive STPs Rs 0.25 crore
governance _______________ ____________ ______________ _______________
Financial
A24- City services management Installation of None in place 5 resources:
service- sewerage management SCADA at the Rs 4 crore
STPs _______________

Expertise:
Consultant for DPR
preparation, and
vendor

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 INDIA SMART CITY MISSION

Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
4 SF3- Provide a clean and green No. of compactors None in place Rs 1.43 crore Dec 2018
environment to live in installed with GPS 44 nos.
& SF5- Smart and responsive ______________ ____________ ______________
governance Expertise:
No of dumper None in place 10 nos. Consultant for
A25- City services management placers installed DPR preparation,
service- Automated solid waste with GPS and vendor
management ______________ ____________ _____________
No. of RFID tags
placed on None in place 5780 nos.
compactor bins,
society bins and
weighbridges

SF5- Smart and responsive

5 governance E-governance E-governance No financial
Cell to interact system with 14 system with 140 resources Dec 2018
A26- City services management with citizens and services, and online services, required.
service- Grievance redressal cell promote single SWM and mobile
(Part of A22) window system for application application for Restructuring of
approvals available for open data. existing IT
feedback and Cell established department.
complaint at KDMC to
redressal facilitate citizens
with complaint
redressal.

SF5- Smart and responsive No. of junctions Expertise: ITMS

6 governance & installed with expert and design
SF1- Improved mobility and synchronized None in place 17 nos. and DPR
accessibility signal preparation. IT Dec 2018
______________ ____________ ______________ service provider
A27- Intelligent traffic No of alcometers
management system installed None in place 5 nos. Rs 32.5 crore
______________ ____________ ______________
No of pelican
signals installed None in place 15 nos.
__________________________ ______________ ____________ ______________ _______________
A28- Transit management No of buses with
GPS None in place 315 nos. Rs 52.75 crore
__________________________ ______________ ____________ ______________ _______________
A29- Parking management No of wifi enabled
smart parking None in place 123 nos. Rs 13 crore
meters installed
__________________________ ______________ ____________ ______________ _______________
A30- Safety and surveillance No of LED street
system lights None in place Rs 75 crore
______________ ____________ _______________

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32. SCENARIOS
Using information from Table 5, describe the critical milestones, realistic timelines and sequencing of
efforts and events that you are projecting as the short -, medium- and long-t erm scenarios for your
smart city. If nec essary, include PERT and CPM charts in Annexure 3. (max. 500 words)

► The smart city proposal comprises of multiple projects of different domains, whose
implementation will require close coordination and scheduling considering the linkages of
these projects with one another. The process for formation of SPV in the name of “Smart
Kalyan-Dombivli Development Corporation ltd.” has been initiated by KDMC. The
registration formalities would be completed on approval of the plan under smart city
mission (Annexure 4-B). The SPV could now be incorporated within 7 days of approval.
Next step would be to appoint a project management unit (PMU), comprising of sector
experts and construction project managers to ensure timely completion of activities.

► Most of the projects are planned to be implemented within the next 4 years, that is by
December 2020. The implementation plan can be divided into 3 scenario:

1) Short term scenario: August 2016 to December 2018

2)Medium term scenario: January 2019 to December 2020
3)Long term scenario: January 2021 to December 2022

► Short term scenario:

In the short term, 62% of the total financial progress is proposed to be achieved leading
to implementation of:

(1) Pan city solutions (SF3 and SF5 A22-30)

(2) Laying of underground transmission cables and installation of smart meters (SF3-
A16,17)
(3)Installation of solar PV panels (SF3- A15)
(4) Waste water development (SF3- A13-14)
(5) Lake precinct development and interlinking for ground water recharge (SF3-A18-19)
The implementation of these projects shall result in achievement of strategic focus 5-
smart and responsive governance, and parts of strategic focus 3- to provide a clean and
green environment to live in. n addition to these, proceedings for town planning schemes
are proposed to be initiated in order to finalize the draft town planning scheme by 2017.
The project planning stage for major projects like Kalyan station development, scientific
treatment and disposal of solid waste is also initiated.

► Medium term scenario:

In the medium term, the financial progress is proposed to reach 98% of the planned
investment. The following projects are planned to be completed:

(1) Scientific treatment and disposal of solid waste (SF3-A9-12)

(2) Kalyan station precinct improvement (SF1-A1)
(3) Transform waterfront into vibrant socio-cultural destination (SF2-A4-8)
(2) Development works for town planning scheme area (SF4-A20-21)

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 INDIA SMART CITY MISSION

In addition to these interventions, implementation of the basic infrastructure system for

the town planning scheme are proposed to be completed by 2019 to ensure that the land
is the land reserved under land for sale for commercial purpose can be utilized. All the
strategic focus would have been broadly been achieved by 2020.

► Long term scenario:

The following projects are envisaged to be completed:

(1) Network of open streets and junction design (SF1-A2-3) by Mar 2021.
(2) Start of monetization of land bank in TPS area.

The implementation of basic services within TPS area will not only help appreciate the
property rates, but will also form the base for commercial development of the city. The
total investment planned for the third phase is Rs 14 Cr. In addition to these, the aim
complete walkable, compact and mix used nodes providing job opportunities through
implementation of proposed DCRs for TPS area would have been achieved.
(Refer Annex 3.17, 3.18)

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 No

7. Additional document/s as appropriate Yes

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 INDIA SMART CITY MISSION

Kalyan-Dombivli Smart City Development Company shall be a incorporated as Public

Limited Company of the companies act 2013. And be promoted by GoM and KDMC
jointly with both entities have 50:50 equity shareholding.
The Company will plan, design, carry out technical and financial appraisals, structure,
construct, execute, maintain, manage and operate the projects envisaged under
Smart City Proposal (SCP) of KDMC

Structure:
The Government of Maharashtra has issued a GR(Annexure-4.B4) directing the cities
to form the SPV before 25th June 2016. Further, the state government has also
directed MMRDA to provide the central government share of funding to KDMC for
implementation of the projects. The process for formation of SPV in the name of
“Smart Kalyan-Dombivli Development Corporation ltd.” has been initiated by KDMC.
The registration formalities would be completed within 3 days of approval of the plan
under smart city mission. As per the GR, the SPV will comprise of 15 directors. The
directors as recommended by the state government include CEO of the SPV
(Commissioner, KDMC), 1 representative from the Central Government, 4
representatives from state government, 6 representatives from KDMC and 2
independent directors from data bank provided by the Ministry of Corporate Affairs,
Central Government. The representatives from state government are MMRDA
Commissioner (also the Chairman); Police Commissioner, Thane; Additional
Municipal Commissioner, MMRDA; and collector, Thane. Representation from KDMC
includes Municipal Commissioner; Mayor; Deputy Mayor; Chairman, Standing
committee; leader of house and leader of the opposition. The Divisional Commissioner
holds 50% stake in the state government's shareholding.
The functions of the board shall include the following:
1. Provide approval for area based development and pan-city projects.
2. Mobilize resources for implementation of projects.
3. Review of activities like budgeting, implementation of projects, coordination with
other mission/schemes and activities of Ministries.
4. To enter into contract/partnership for implementation of mission.
5. Collect taxes, surcharge, taxes etc authorized by KDMC.
6. Coordinate with para-statal agencies.
7. Undertake O&M activities for the projects identified under the SCP.
8. Develop land parcels by land pooling under town planning scheme.
9. To accept deposits, issue bonds, raise loans etc for the company.
10. Identify and develop projects and engage professional agencies for project
management.

The SPV will function under the leadership of a full time CEO, who will be responsible
for day to day functioning of the company and project performance. The CEO shall be
assisted by four divisional heads, one each for IT and Technology division, Projects
division Planning division, and Financing division. Apart from these four functional
divisions, a team of experts providing legal, accounts, audit, risk and secretarial
support and directly reporting to the CEO. The detailed human resource plan for the
SPV is attached in Annexure-4B5 .

The GR approves seed capital of Rs 5 lakhs for the formation of the company, of
which 50% share of the state government has bee approved and shall be provided
after incorporation of the SPV.

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 INDIA SMART CITY MISSION

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 SF1- Improved mobility and accessibility (1) Central Railways (i) Central Railways- appoint
(2) KDMC private agency for development
A1-Kalyan station precinct improvement (3) MSRTC of station on PPP mode,
- Development of concourse by Central (4) KDMTU monitoring implementation
Railways works, daily operations and
-Development of flyover by KDMC maintenance.
-Multi level car parking (ii) KDMC- appoint agency for
-Dedicated parking for autos and taxi development of flyover,
-Development of KDMTU bus stop at MSRTC provision of parking, monitoring
depot of implementation works, daily
operations and maintenance.
(iii)MSRTC- develop KDMTU
bus stop
(iv)KDMTU- daily operations
and maintenance of bus stop

2 SF1- Improved mobility and accessibility (1)KDMC (i) Issue tender for identification
(2)Traffic and transportation of contractor for laying of
A2- Network of complete streets department sidewalks with tactile cues and
(3) Traffic police ramps wherever necessary.
Pedestrian friendly "complete streets" (ii) Monitoring of development
connecting railway station, 3 lakes, 1 works.
playground, 4 gardens and public areas. (iii) Issue tender for
appointment of contractor for
junction improvements as
A3- Junction design designed.

3 SF-2 Transform waterfront into vibrant (1) KDMC (i) Appointment of technical
socio-cultural destination consultant for DPR preparation.
(ii) Appointment of
A4- Development of 2 km long waterfront concessionaire to undertake the
with landscaping, plantation, urban design site development on PPP
elements, jogging and cycle etc. mode, where the agency shall
A5- Bio-filtration green house for reusing develop and maintain the
waste water facility.
A6- Installation of solar panels and solar LED
lights
A7-Security infrastructure and free Wi-fi
A8 - flood protection wall

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 INDIA SMART CITY MISSION

TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
4 SF3- Provide a clean and green environment (1) KDMC (i) Issue RFPs for identification
to live in (2) State Government of agency for undertaking the
development works.
A9 - Closure of Adharvadi dumpsite (ii) Appointment of private
agency for development of
A10- 10MT bio-methenation plant at processing and treatment site
Wadhegar + dedicated waste collection at Wadeghar.
streams (iii) Awareness campaigns by
KDMC to ensure segregation of
A11- Processing and treatment site at waste at source.
Umbarde (waste to energy plant) (iv)Appointment of agency for
development of processing and
A12 - Garbage bins at hh level for waste treatment site at Umbarde on
segregation and IEC campaign. PPP mode.

5 SF3- Provide a clean and green environment Sewerage department, (i) Floating of tender for
to live in KDMC identification of vendor for the
augmentation of sewerage
A13 - Augmentation of sewerage network network.
(ii) Laying of sewer network in
A14- Augmentation of pumping station the area.
capacity (iii) Monitoring of the civil work
and infrastructure development
work for augmentation of the
pumping stations.
(iv) Maintenance of the facility.

6 SF3- Provide a clean and green environment (1) MSEDCL (i) MSEDCL- Coordination with
to live in (2) KDMC KDMC for excavation of roads
where overhead transmission
A15- Installation of grid connected solar PV lines need to be converted to
panels underground wiring.
(ii) Issue tender for laying of
A16- Laying of underground transmission underground transmission
cables cables.
(iii) Procurement and
A17- Installation of smart meters at hh level installation of meters at
consumers end.
(iv) Appointment of vendor for
installation of solar panels on
PPP mode
(i) KDMC- Excavation works for
laying underground cables.
7 SF3- Provide a clean and green environment (1) Storm water (i) Issue tender for appointment
to live in Department, KDMC of technical consultant for DPR
undertaking geo-technical
A18- Lake interlinking and realigning of storm survey and DPR preparation.
water drains (ii) Issue tender for appointment
of urban designer for lake
A19- Development of lake precinct precinct development
(iii) Monitoring of development
works.

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TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
8 SF4- Create new growth centers leveraging (1)Town planning (i) Appointment of town
on large tracts of vacant lands department,KDMC planning expert for assistance
towards preparation of TPS.
A20- Preparation of town planning scheme for (ii) Coordination with GoM for
the area appointment of Town planning
officer, Arbitrator, submission of
scheme.
A21- Development of physical and social (iii) Public consultations as per
trunk infrastructure MRTP Act, 1966
(iii) Appointment of technical
consultants for DPR
preparation for various projects.
(iv) Monitoring of dev. works.
(ii) Government of (i) Assistance for preparation
Maharashtra & approval of scheme.
9 SF5- Smart and responsive governance Multiple departments of (i) Appointment of technical
KDMC consultant for system design
A22- City Services Management Centre- My (ii) Issue tender for appointment
City App of vendor for installation of
required instruments for
A26- City services management service- centralized data centre.
Grievance redressal cell

10 SF3- Provide a clean and green environment (1) Water Supply (i) Appointment of vendor for
to live in Department, KDMC each service for undertaking
& SF5- Smart and responsive governance (2) Sewerage Department, survey, inventory mapping,
KDMC procurement and installation of
A23- City services management - smart water (3) Solid Waste instruments.
management Management Department,
KDMC
A24- City services management service- (4)IT Department, KDMC
sewerage management

A25- City services management service-

Automated solid waste management

11 SF5- Smart and responsive governance & (1) Traffic and (i) Appointment of ITMS expert
SF1- Improved mobility and accessibility transportation department, for DPR preparation.
KDMC (ii) Appointment of vendor for
A27- Intelligent traffic management system (2)IT department, KDMC procurement and installation of
instruments, and software
A28- Transit management development.

A29- Parking management

A30- Safety and surveillance system

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35. PPP
In Table 8, give details of all the private companies/corporations/organizations that need to be
engaged with the execution and operations &maintenance of the various activities and
componentsenvisaged in this proposal, along with a description of their roles and responsibilities as
basic TORs. Use appropriate terms such as ‘vendor’, ‘concessionaire’, ‘JV partner’, etc. (max. 50
words per cell)
TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
1 Development of Kalyan station complex Central Railways shall (i)Traffic survey and feasibility
appoint a concessionaire forstudies for preparation of DPR.
development of Kalyan (ii) Development of Kalyan
station complex station on BOOT basis.
(iii) Develop and maintain the
EOI issued by Central station for 20 years.
Railways for appointment of (iv) Investment and daily
concessionaire for expenses recovered from the
development of Kalyan rental amount recovered from
station (Annexure-4 E3) allowable commercial
development on the concourse.

2 Transform waterfront into vibrant SPV shall appoint i) Undertake surveys and
socio-cultural destination concessionaire for DPR feasibility studies for DPR
preparation, waterfront preparation
development and (ii) Coordinate with other
maintenance. stakeholders involved.
(iii) Development and
maintenance of the facility.
(iv) Investment and daily
expenses recovered from
revenue generated from
proposed commercial
development.

3 Processing and treatment site at Umbarde SPV shall appoint (i)Undertake necessary survey
(waste to energy plant) concessionaire for of the site.
development of facility on (ii) Development of site on
DBFOT basis. DBFOT basis for time frame of
25 years.
Tender issued for (iii) Expenses to be recovered
development of the facility from tipping fee.
(Annex 4-H4)

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TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
4 LED powered streetlights for the city SPV to appoint vendor for (i) Inventory mapping.
procurement and installation (ii) Procurement and installation
of LED powered streetlights of LED lights.
(iii)Daily maintenance and
replacement
(iv) Expenses to be recovered
as a part of the annual
economic savings by KDMC
through installation of LED
streetlights.

5 Installation of grid connected solar PV panels SPV to appoint vendor for (i) System design
installation of grid (ii)Procurement and installation
connected solar PV panels of solar panels at identified
locations
(iii) Expenses to be recovered
EOI received from Amplus as part of the economic savings
energy solutions for by MSEDCL through installation
installation of solar PV of solar panels.
panels on PPP mode.
(Annex 4-I1)

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TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
8

10

11

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36. STAKEHOLDER ROLES

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

a) MPs, MLAs, MLCs.

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

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E. FINANCIAL PLAN
The development of bankable proposals will be a key success factor in the Smart City Mission. In order to
arrange appropriate amounts and types of funding and financing for your SCP, you must keep financial
considerations always in mind while preparing your overall strategy and the pan-city and area-based
proposals. It is anticipated that innovative means of funding and financing the projects will be necessary. For
this purpose, you must evaluate the capacity of the ULB and the SPV to undertake self-funded development
projects, the availability of funds from other government schemes that will converge in your S CP (refer
Questions 13 and 26), and the finance that can be rais ed from the financial market.

37. ITEMISED COSTS

What is the total project cost of your Smart City Proposal (SCP )? Describe in detail t he costs for each
of the activities/components identified in Questions 31. (Describe in Max. 300 words)

The total cost estimated for the smart city plan is Rs 2027 Cr. ABD cost is Rs 1643 Cr
and pan city solution is Rs 384 Cr. Detailed cost estimate in Annexure-4-C2.

► Retrofit area------->
A1. Kalyan station precinct improvement:-------------------------------------------------Rs 427 Cr.
A2. Network of complete streets: -------------------------------------------------------------Rs 35 Cr.
A3. Junction design: -------------------------------------------------------------------------------Rs 5 Cr.
A4. Development of 2km long waterfront: --------------------------------------------------Rs 24 Cr.
A5. Bio-filter green house for waste water: -------------------------------------------------Rs 1 Cr.
A6. Solar panels and LED lights: --------------------------------------------------------------Rs 7 Cr.
A7. Security infrastructure: ----------------------------------------------------------------------Rs 2 Cr.
A8. Flood protection wall: ------------------------------------------------------------------------Rs 2 Cr.
A9. Closure of Adharvadi dumpsite: --------------------------------------------------------Rs 31 Cr.
A10. 10 MT bio-methenation plannt at Wadeghar : ---------------------------------------Rs 2 Cr.
A11. Garbage bins at hh level foe segregation & IEC campaign: -------------------Rs .18 Cr.
A12. Processing and treatment at Umbarde (waste to energy): --------------------Rs 190 Cr.
A13. Augmentation of sewerage network: -----------------------------------------------Rs 12.6 Cr.
A14. Augmentation of pumping station capacity: -----------------------------------------Rs 12 Cr.
A15. Installation of grid connection solar PV panels: ---------------------------------Rs 20.8 Cr.
A16. Laying of underground cables: -------------------------------------------------------Rs 19.2 Cr.
A17. Installation of smart meters at hh level: ------------------------------------------Rs 30.16 Cr.
A18. Lake interlinking and realigning of storm water drains: -------------------------Rs 120 Cr.
A19. Development of lake precinct: ---------------------------------------------------------Rs 1.5 Cr.
A20. Development of physical and social trunk infrastructrue: ----------------------Rs 155 Cr.
► Pan-city solution--------->
A22City Service Management Centre- My City App: ------------------------------------Rs 36 Cr.
A23City Service Management Centre- Smart water management: ----------------Rs 118 Cr.
A24City Service Management Centre- Sewerage management: ------------------Rs 4.25 Cr.
A25City Service Management Centre- Automated solid waste management: -Rs 1.43 Cr.
A27Intelligent traffic management system: --------------------------------------------Rs 32.71 Cr.
A28Transit management- Vehicle tracking GPS for buses: -----------------------Rs 53.55 Cr.
A29Parking management- wifi enabled parking meters: -------------------------------Rs 13 Cr.
A30Safety and surveillance system:--------------------------------------------------------Rs 125 Cr.

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38. RESOURCES PLAN

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

The resource plan for SCP proposals has been developed on a conservative side. The
total capital requirements are met through grants under smart city mission, convergence
funds and PPPs. In addition, the proposal also allows a buffer to be built in through land
monetization, improved revenues against services and leveraging the strong Municipal
financial health of KDMC to fund any capital shortfalls.

Total capital cost estimated for the smart city plan is Rs 2027 Cr. 49% is to be funded
under smart city mission funds, 34% through convergence grants and 17% through PPP.
Rs. 990 Cr. will be contribution under the smart city mission. Rs 490 Cr. from the
Government of India (GoI), and Rs 250 Cr. each from the State Government of
Maharashtra and Kalyan Dombivli Municipal Corporation. The balance amount of Rs.
1037 Cr. is to be funded through (A) convergence of schemes and (B) PPP

(A) Convergence of schemes:

Total funding of Rs 682 crore is expected through convergence of central schemes and
development partner contribution as under:
(1) AMRUT- Rs 45 crore for augmentation of sewerage network, automation of water
supply network and KDMTU services;
(2) Swacch Bharat Mission: Rs 6.6 crore for bio-methenation plant and dumpsite closure;
(3) Solar city mission: Rs 9.2 crore for solar PV installation;
(4) IPDS: Rs 34 crore for underground cabling and smart metering;
(5) MMRDA funds: Rs 173 towards durgadi bridge on waterfront and ring road;
(6) MSRDC funds: Rs 413 towards improving regional connectivity.

(B) PPP:
(1) Development of Kalyan railway station Rs 100 Cr.,
(2) Development of water front Rs 35 Cr.,
(3) Waste to energy plant at Umbarde Rs 190 Cr.,
(4) LED Streetlights Rs 75 Cr., and
(5) Grid connected solar panels Rs 21 Cr.

Each project has been individually assessed for its sustainability and returns. The
recovery of expenditure for these projects shall be through rental amount obtained by
Central Railway from commercial development, Rental amount obtained from the
commercial development for 2% of the area and advertisement rights on water front,
tipping fee on a per MT waste basis and savings from energy consumption. The
presence of revenue streams would ensure private sector interest and investment
towards undertaking the implementation of SCP proposals.

The SCP proposals are structured to ensure sustainability of the SPV and further
improvement in KDMC's already strong financial position through (A) increased revenue
through user charges and property tax collections and (B) Land monetization.

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 INDIA SMART CITY MISSION

Resource improvements to ensure financially sustainable SPV and further strengthening

of KDMC's financials:

(A) Steps identified by KDMC towards making it further financially strong.

The corporation is in the process of undertaking tax improvement and other source
augmentation measures. The resultant augmentation of revenue base are perceived to
significantly strengthen the financial capacity. Such measures are:

1) Improving the property tax collection efficiency:

The amount collected through property tax can be increased by improving the collection
efficiency. The average collection efficiency of the property tax over past 5 years is 65%.
By improving the collection efficiency to 80% and then 90% in 3 years, and collecting the
arrears, an amount of Rs 592 Cr. can be generated.

2) Improving water charge collection efficiency:

The amount collected through water charges can be enhanced by improving the water
charge collection efficiency. The current collection efficiency for water charges is 80%.
By improving the collection efficiency to 85% and then 90% in phases, and collecting the
arrears, an additional revenue of Rs 46 Cr. can be generated.

3) Additional measures

In addition to these measure, levying of solid waste charge, increasing the advertisement
revenue and improving the property tax coverage can further increase the revenue by Rs
213 Cr. The total amount that can be realized through these measures in the next 5
years is Rs 822 Cr.

(B) Improved revenue generation through implementation of SCP - ensuring SPV

sustainability

1) Parking charges: The interventions proposes for smart on street and off street parking
over the entire city in phases, prioritized for the ABD area. Considering parking charges
varying from Rs 7 - Rs 15 depending on the type of vehicle and the location. Total
revenue of Rs 3.2 crore per year is envisaged to be generated from the parking strategy.
DPR for parking policy has been prepared by the corporation. (Refer Annex 4 E5)

2) Volumetric water charges: As a part of the pan-city proposal, we propose to install

AMR meters at household level over the city. Post installation of meters, the corporation
plans to implement volumetric water tariff as per the water consumption. This will also
augment the revenue base of the corporation. Additional revenue of Rs 1.5 crore every
year is envisaged through the implementation of volumetric water charges. The
corporation plans to implement water tariff of Rs 9/Kl.

3) Rental value through commercial development at waterfront: 10% of the total area for
waterfront development and landscaped Adharvadi site is proposed to be given out for
commercial development. Rental amount of Rs 3 crore per year from 2021 is expected.
The balance amount after deducting the O&M expenditure and private sector share
could be utilized by the SPV.

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 INDIA SMART CITY MISSION

4) Expected increase in KDMT revenue with traffic management measures: The traffic
management measures, which includes ITMS, GPS tracking for public services shall
lead to increase in the ridership of public transport buses. It is expected that the mode
shift of 20% shall be achieved in 5 years with these interventions.The expected increase
in the revenue base of KDMT is Rs 1.5 crore.

5) Advertisement revenue in buses: The expected increase in revenue from

advertisement on buses is expected to be Rs 1 crore.

(C) Land monetization under town planning scheme

The developmental blueprint envisages targeted use of green field land in newly added
27 villages, South Dombivli, North Kalyan, Titwala and other areas of the city to increase
economic activities and hence availability of jobs. The upcoming greenfield areas are
proposed to be developed through adoption of town planning schemes by 2035.

As per the amended MRTP Act, 40% of the land under the TPS has to be used for
roads, parks, playgrounds, gardens and open spaces; social infrastructure; and sale of
land for the use of residential, commercial or industrial use. 15% of the available land is
propose to be monetized.

Considering the area demarcated for the smart city proposal and the past trends of
property rates, after adjusting the development and compensation charges, approximate
net surplus of Rs 246 Cr. can be realized through land monetization. This amount can
be utilized for the development of the city to achieve the stated vision.

(D) Borrowing

In addition to the above, the SPV would be able to generate additional resources
through leveraging KDMC's strong financials.

(Refer Annex 3.17, 3.18 and 4C)

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39. COSTS
What is the lifetime cost estimated for your area-based development and your pan-city solution/s? A dd
O&M costs wherever applicable. (max 500 words)

The capital expenditure for the plan is scheduled to end 2021. The O & M costs have
been projected for 10 years, that is till 2030 and have been assessed at 2016 prices.

--- Area Based Development --->

The life-cycle cost estimated for the area-based development for span of 10 years is Rs
1824 Cr. The O & M costs estimated for the area based development is Rs 767 Cr. The
annual O&M costs for ABD components at base year is as under:

A1. Kalyan station precinct improvement: ........................................................Rs 8.54 Cr.

A2. Network of complete streets: ......................................................................Rs 1.74 Cr
A3. Junction design: .........................................................................................Rs 0.26 Cr.
A4. Development of 2km long waterfront: ........................................................Rs 2.40 Cr.
A5. Bio-filter green house for waste water: ......................................................Rs 0.15 Cr.
A6. Solar panels and LED lights: ......................................................................Rs 0.13 Cr.
A7. Security infrastructure: ...............................................................................Rs 0.01 Cr.
A9. Closure of Adharvadi dumpsite: .................................................................Rs 3.72 Cr.
A10. 10 MT bio-methenation plannt at Wadeghar: ...........................................Rs 5.00 Cr.
A11. Garbage bins at HH level foe segregation & IEC campaign: .................Rs 18.00 Cr.
A12. Processing and treatment at Umbarde (waste to energy): ......................Rs 0.01 Cr.
A13. Augmentation of sewerage network: ......................................................Rs. 1.51 Cr.
A14. Augmentation of pumping station capacity: .............................................Rs 1.44 Cr.
A15. Installation of grid connection solar PV panels: .......................................Rs 0.21 Cr.
A16. Laying of underground cables: .................................................................Rs 0.38 Cr.
A17. Installation of smart meters at hh level: ...................................................Rs 0.61 Cr.
A18. Lake interlinking and realigning of storm water drains: ............................Rs 2.40 Cr.
A19. Development of lake precinct: ..................................................................Rs 0.11 Cr.
A20. Development of physical and social trunk infrastructrue: .......................Rs 13.84 Cr.

Pan-city solution---->

The life-cycle cost estimated for the pan city solution for span of 10 years is Rs 1469 Cr.
The O & M costs estimated for the area based development is Rs 85 Cr. The annual
O&M costs for pan city components at base year is as under:

A22. City Service Management Centre- My City App: .....................................Rs 0.71 Cr.
A23. City Service Management Centre- Smart water management: ...............Rs 0.90 Cr.
A24. City Service Management Centre- Sewerage management: ...................Rs 0.90 Cr.
A25. City Service Management Centre- Automated solid waste management: Rs 0.03 Cr
A27. Intelligent traffic management system: ....................................................Rs 2.62 Cr.
A28. Transit management- Vehicle tracking GPS for buses: ...........................Rs 1.07 Cr.
A29. Parking management- wifi enabled parking meters: ................................Rs 0.26 Cr.
A30. Safety and surveillance system:................................................................Rs 0.01 Cr.

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Assumptions:

1) the O&M expenditures have been based on details submitted by the vendors and
technology suppliers.
2) O&M for municipal services such as water supply, sewerage network and SWM
services shall be undertaken by KDMC under their normal operational expenditure
heads. KDMTU shall undertake maintenance of transit management components on the
buses and bus-stops. O&M for underground cables and smart meters shall be
undertaken by MSEDCL. All remaining components to be operated and maintained by
SPV.
3) 10% replacement costs have been considered as a part of life cycle costs.

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 SCP is structured to be financed from available grants, convergence and remaining
through PPP. Borrowing is used as a fall back option in case of any delays in receipt of
convergence grants. The SPV shall leverage on strong financials of KDMC and borrow
from the market.

Almost 21%% of the projects (under PPP mode and TPS) are being developed in
self-financing manner. Of the remaining, 22% of costs are towards projects with
pay-back periods of between 4 to 12 years.

1) Roof top solar panels for 10% of power consumption: The capital amount of Rs 20.8
Cr. is recovered through the savings in the electricity charges to be given to MSEDCL
within 6 years;

2) On street parking: The capital investment of Rs 13.3 Cr. for the parking meter
infrastructure is recovered in 5 years through levy of parking charges;

3) Water metering: The capital investment of Rs 112 Cr. for AMR meters is recovered
through the reduction in NRW in 7 years and from SPV investment perspective in 2.4
years.

4) Self-financing town planning schemes: The capital investment for development of

trunk infrastructure for the demarcated area is estimated to be Rs 115 crore. Considering
the real estate trend of Kalyan, a 15% increase in the property values over a period of 5
years can be estimated. We plan to monetize 10% of the total area as land bank, which
will generate adequate revenue to recover the capital costs. Surplus of Rs 247 crore is
expected from land monetization.

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41. RECOVERY OF O&M

What is your plan for covering the Operations & Maintenance costs for each of the
activities/components identified in Questions 31? (max. 1000 words)

Investment capacity of Kalyan-Dombivli Municipal Corporation, existing commitments

towards ongoing projects and O&M cost implications on the finances of KDMC have
been considered before shortlisting of projects under the smart city proposal and
ascertaining the feasibility of the projects.

The recovery of the daily operations and maintenance sources for various projects is as
given below.

In the ABD, many of the components have its own revenue source to cover the O&M
charges.

(1) Railway station redevelopment and precinct improvement: The project involves
multiple components of station concourse, flyover, multi-level cap parking, auto and taxi
parking. The concourse and the multi-level parking are to be developed and maintained
by the Central Railways, and is proposed to be taken up on PPP mode as per the
scheme released by CR (Annexure 4-E3). The base O&M cost estimated for the entire
project is estimated to be Rs 8.5 crore. The O&M costs for the station and the multi-level
parking is to be recovered from the rental values obtained from the commercial
development proposed for the concourse.

(2)Installation of LED powered streetlights: The project is to be taken up on PPP mode

by private agency . The energy savings by the corporation is to recover the capital costs
and the O&M costs for the project.

(3) Use of renewable energy for 10% of the electricity demand: The O&M costs for the
base year is estimated to be Rs 0.13 crore. The expenditure shall be borne by the
private operator.

(4) Underground power cabling and installation of smart metering: The O&M of the
project shall be borne by MSEDCL.

(5) Development of open spaces (waterfront and landscaping of Adharvadi site): The
project is envisaged to be undertaken on PPP mode, where the capital and O&M costs
shall be recovered from the rental charges levied for the commercial development in that
area. Area of 7500 sq.mt shall be rented out for development of eateries. Rental value of
Rs 3 crore is expected to be generated every year.

(6) Trunk infrastructure for TPS area: The O&M costs for trunk infrastructure for the TPS
are estimated to be Rs 13.8 Cr. The infrastructure includes water supply, sewerage
network, storm water drains and road network. The balance surplus of the amount
recovered through land monetization after the capital investment shall cover the O&M
charges.

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 INDIA SMART CITY MISSION

(7) Intelligent traffic management system with parking policy: Given the parking and
traffic issues in the city, the corporation has decided to revise its parking policy for the
city, which increases the parking charges in the range of Rs 7- 15 depending on the type
of vehicle and location. The estimated revenue generated through the revised policy is
Rs 3.2 crore per year. The base year O&M cost estimated for the traffic management
measures is Rs 4 Cr.

(8) Automation of water supply network: For the given project, the corporation plans to
install AMR meters at household level, and plan for volumetric charges based on the
water consumption. The corporation shall issue a GB approval for the same once the
meters are installed at household level. The total base year O&M cost estimated for the
project is Rs 1.5 crore, which shall be recovered from the revised tariff structure. The
tariff rates shall be Rs 9/Kl.

(9) Increase in revenue base of KDMT from increase in ridership due to traffic
management measures: The traffic management measures for the city includes ITMS,
ICT for KDMTU bus service, and junction design. These interventions would result in
mode shift from private vehicles to public transport, resulting in increase in ridership of
KDMT buses. Mode shift of 20% is expected in 5 years. This will result in increase in the
revenue base of KDMTU by Rs 1.5 crore.

(10) Advertisement revenue from buses: Revenue augmentation of Rs 1 crore is

expected from the revenue generated through the advertisement in buses.

The O&M costs for the remaining projects, that is pedestrianization of streets, ICT for
SWM, database management system, augmentation of sewerage network, lake
interlinking for ground water recharge and realignment of storm water drains is
estimated to be Rs 99 crore for a span of 10 years. The annual O&M charges for these
projects is estimated t0 be Rs 6 crores. . The amount is to be covered from the surplus
revenue generated from the above mentioned sources, revenue from town planning
scheme and from KDMC own source revenue. The amount is more than sufficient to
cover the balance expenditure, as shown in Annexure- 3.18.

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42. FINANCIAL TIMELINE

What is the financial timeline for your smart city agenda? Describe the milestones and target dates
related to fund flows, payback commitments, etc. that must be adhered to for the proposal to achieve
the vision set out in Table 5 (question 31)? (max. 1 page: A4 size)

Time frame Milestone towards availability of funds Total

Q4 - 2016 First tranche of Smart city funds from Government of India- Rs 196 Rs. 339 Cr.
crore; and KDMC- Rs 50 cr
Contribution from MNRE and state government under solar city
mission- Rs 5 crore
Contribution of GoI and MSEDCL under IPDS- Rs 12 crore
Private sector investment for LED streetlights- Rs 75 crore
PPP funding for solar panel installation- Rs 21 cr
PPP funding for waste to energy plant- Rs 38 cr

Q4 - 2017 GoI, State Government and KDMC contribution for smart city Rs. 328 crore
mission- Rs 258 crore
Central and state government funds under SBM- Rs 5 crore
Contribution from MNRE and state government under solar city
mission- Rs 4.1 crore
Contribution of GoI and MSEDCL under IPDS- Rs 11.8 crore
Contribution of MMRDA and MSRDC- Rs 58.6 Cr

Q4 - 2018 GoI, State Government and KDMC contribution for smart city Rs. 420 crore.
mission- Rs 198 crore
AMRUT grants- Rs 13.5 crore
Central and state government funds under SBM- Rs 3.5 crore
Contribution of GoI and MSEDCL under IPDS- Rs 8.5 crore
PPP funding for waterfront development- Rs 21 cr
Contribution of MMRDA and MSRDC- Rs 175.6 Cr

Q4 - 2019 GoI, State Government and KDMC contribution for smart city Rs 393 Cr.
mission- Rs 198 crore
AMRUT funds- Rs 9 crore
PPP funding towards waterfront dev. Rs 10.63 Cr
Contribution of MMRDA and MSRDC- Rs 175.6 Cr

Q4 - 2020 State Government and KDMC contribution for smart city mission- Rs. 287 Cr
Rs 100 crore
AMRUT funds- Rs 11.25 crore
Contribution of MMRDA and MSRDC- Rs 175.6 Cr

Q4- 2021 AMRUT funds- Rs 11.25 crore Rs 11.2 Cr

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43. FALL-BACK PLAN

What is your plan for mitigating financial risk? Do you have any alternatives or fall-back plans if t he
financial assumptions do not hold? (max. 250 words)

Fundamentally low financial risk:

One of the key success factors of the proposed smart city plan is less financing risk. The
total project cost is Rs. 2027 Cr., of which Rs. 990 Cr. is in the form of smart city funds
from Government of India and Government of Maharashtra. Rs. 682 Cr. is to be received
under convergence with various programs such as AMRUT, Swacch Bharat Mission,
Integrated Power Distribution Scheme, Solar City Mission etc. Rs. 417 Cr. worth of
projects towards solid waste management, sub-components of station precinct
improvement, etc. are to be undertaken on PPP mode.
Leaving 250 Cr. to be contributed by Kalyan-Dombivli Municipal Corporation in a span of
five years, which is in the form of mandatory contribution under the smart city funds.

Kalyan-Dombivli Municipal Corporation's strong financial positioning and planned revenue

augmentation measures:

The only perceived financial risk towards achieving the goals set out in the smart city
proposal is the delay in release of convergence funds under various scheme. KDMC has
undertaken measures towards improved tax collection efficiency and coverage, shift
towards Capital Value based taxation, improving water charge collection efficiency, levy of
solid waste charges and other revenue augmentation measures. These measures are
estimated to generate Rs. 134 Cr. worth of additional revenue on annual basis.
Considering a scenario where only 50% of this revenue is materialized, KDMC can still
accommodate up to Rs. 70 Cr. of funding shortfall on an annual basis.

Town Planning Schemes and land monetization:

On completion of the town planning scheme in greenfield area, and adjusting

infrastructure and compensation costs, a surplus of Rs. 247 Cr. is generated. This surplus
can be phased towards undertaking additional town planning schemes in other nodes and
towards making funds available in the event of delays in receipt of the funds. The
flexibility of undertaking the TPS in accordance with market condition and augmenting the
resources. These measures would ensure availability of funds for timely completion of
Area Based and the Pan city projects under the smart city plan.

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 INDIA SMART CITY MISSION

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)

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 INDIA SMART CITY MISSION

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)

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 INDIA SMART CITY MISSION

ANNEXURE 2
Self-Asse ssment Form

Attach self-a sse ssment format given in supplementary template (Excel sheet),
with columns I-L duly filled

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 INDIA SMART CITY MISSION

ANNEXURE 3
Twenty sheets ( A-4 and A-3) of annexures, including
annexures mentioned in questions 32, 34, 36

S. No Particulars 

1 Profile of KDMC
✔
2 Citizen Engagement- Strategy, Means employed and Coverage
✔
3 Results of Citizen Engagement
✔
4 Vision and Strategic Focus Areas
✔
5 Focus Area Profile
✔
6 Proposed Area Based Development
✔
7 Area Based Development- Project Demonstration (Station precinct development)
✔
8 Area Based Development- Project Demonstration (Station precinct development)
✔
9 Area Based Development- Project Demonstration (Junctions improvements & parking)
✔
10 Area Based Development- Project Demonstration (Ulhas waterfront & landscaping)
✔
11 Area Based Development- Project Demonstration (Pedestrianization)
✔
12 Area Based Development- Project Demonstration (Town Planning Scheme)
✔
13 Pan City Solution- Concept
✔
14 Pan City Solution- Architecture
✔
15 Implementation Plan
✔
16 SPV Structure
✔
17 SCP Finance
✔
18 SCP Finance
✔
19 Stakeholders' Roles in Smart City
✔
20 Impact of SCP
✔

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 INDIA SMART CITY MISSION

ANNEXURE 4
(Supporting documents, such as government orders, council resolutions,
response to Question 33 may be annexed here)

S. No Particulars 

A-1 Government of Maharashtra HPC letter approving the Smart city plan
1 ✔
A-2 SCP Approval letter from Municipal Commissioner, Kalyan Dombivli Municipal
2
Corporation ✔
3 A-3 Message from Mayor, Kalyan-Dombivli
✔
A-4 SCP Submission Letter
4 ✔
A-5 KDMC Budgetary provision for SCP (to enable early implementation)
5 ✔
6 A-6 Letter from MMRDA for proposed ring road (Convergence)
✔
7 A-7 Letter from MSRDC for regional connectivity (Convergence)
✔
8 B. SPV formation (Process of incorporation – initiated)
✔
9 C. Detailed implementation timeline
✔
10 D. Stakeholder consultation & outreach activities
✔
11 E-1 Consent from Central Railways
✔
12 E-2 Consent from MSRTC
✔
13 E-3 EOI floated by Railways for station development on PPP mode
✔
14 E-4 Appointment of consultant for undertaking traffic studies
✔
15 E-5 Draft parking policy for Kalyan-Dombivli
✔
16 F. Demolition activities towards ensuring faster implementation
✔
17 G-1 Amendment of MRTP Act enabling faster implementation of TP Schemes
✔
18 G-2 Declaration of intention for TPS preparation for Kalyan growth center by MMRDA
✔
19 G-3 Area proposed under TPS in Kalyan growth center
✔
20 G-4 Field survey for mapping out ownership & city survey boundaries
✔

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 INDIA SMART CITY MISSION

21 H. Solid waste management

✔
22 I. Solar city
✔
23 J. Underground transmission cables (Consent)
✔
24 K. Mapping (Initiative)
✔
L. EOI for providing innovative and efficient solutions for waste water treatment
25 ✔
M-1 EOI for offering automation in SWM
26 ✔
M-2 EOI and proposal for installation of AMR meters
27 ✔
M-3 DPR for installation of CCTV cameras in Kalyan-Dombivli
28 ✔
N. Support letters
29 ✔
30

31

32

33

34

35

36

37

38

39

40

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